In the absence of state-wide strategic planning, Greenough Regional Prison was developing initiatives and setting local priorities. But this work was overtaken by rising prisoner numbers and system level imperatives to accommodate them. Greenough had not been resourced to anticipate or keep pace with population growth and the diversity of prisoners’ needs. Services, staffing, and ageing infrastructure were strained.
To assist with managing the prisoner population, Greenough dispersed women prisoners to other facilities, freeing up the women’s precinct for an influx of off-Country First Nations men. Both groups expressed sadness at their dislocation from culture and community. Women were especially disadvantaged and lost access to local services and supports that were preparing them for reintegration. When they returned to Greenough, it was to a small, cramped unit with minimal amenities.
To their credit, Greenough’s management were proactive and sourcing partnerships and resources to fill gaps in service provision. Overall, staff morale had improved and relationships with prisoners were more positive. A local training school was due to commence which would bolster staff numbers.
But there was not enough to keep the growing population busy, and too many sat unemployed in units. There were insufficient phones to maintain regular contact with family, education and industries were too small and recreation infrastructure was limited in some of the older units.