Broome’s role was unclear, and its replacement had stalled
Broome’s vision was undermined by high receivals, longer stays in the Maximum-Security Section (MSS), and poor infrastructure. Plans to replace Broome had not progressed despite longstanding recognition that the site was unfit for purpose. Interim investment will be essential while a modern, fit-for-purpose facility is planned and delivered. (Recommendations 1–3)
Daily life and wellbeing were compromised by poor living conditions
The MSS was overcrowded, degraded and unhygienic, with cockroach infestations, broken fittings and men sleeping on mattresses on cell floors which contributed to the poor living conditions. Minimum-security accommodation was basic and poorly maintained. In the female unit, women were accommodated alongside men due to pressure on beds, with overcrowded cells and very limited access to active recreation. (Recommendation 4)
Meaningful activity was limited, especially for those in the MSS and female unit
Access to recreation and purposeful activity was minimal in the MSS and female unit. Few prisoners in the MSS could use the basketball court, and women had no access. A covered area and equitable access to the court are needed to support wellbeing. (Recommendation 5)
Contact with family was available but underused
Fewer than a third of prisoners received a social visit in the six months to May 2025, and e-visits were rarely used and not well understood. About one third of approved funeral attendances did not proceed due to contractor cancellations and staffing shortages, with limited alternative cultural grief supports.
Rehabilitation was ineffective with significant gaps
The number of prisoner employment positions had increased but many roles lacked structure and oversight. No criminogenic programs were delivered at Broome which restricted the ability for prisoners to be released to parole at their earliest eligibility. Education access was inconsistent and at risk due to various staffing issues. Re-entry services were irregular and thin on the ground. A permanent Transitional Manager is needed to coordinate and address gaps in release planning. (Recommendations 6–7)
Health services struggle to meet complex need
Primary health care access was restricted by nursing vacancies and only four GP hours per week. External escorts cancelled by the transport contractor disrupted clinics, requiring custodial staff to escort prisoners, which in turn led to more lockdowns. Mental health provision relied on limited telehealth without on-site MHAOD clinicians. Crisis care was inadequate for acutely unwell people. Substance dependence support beyond withdrawal management was minimal. Information-sharing with the Department of Health was inefficient, with no direct access to key public health systems. (Recommendations 8–10)
Culture, community, and disability supports were improving
A partnership with the local Adult Community Corrections office, had seen the Aboriginal Services Committee help the prison reconnect with the community through the restart of a Section 95 employment program, and the commencement of an Elders program, all of which were positive initiatives. The absence of a Prison Support Officer and Aboriginal Visitors Scheme worker left gaps in cultural and welfare support. While the remote peer support model was well-intentioned it was severely impacted by logistics. Disability support was driven by committed individuals rather than systematised processes. (Recommendations 11–12)
Security upgrades were welcome, but oversight was under-resourced
Broome had installed and upgraded additional CCTV cameras, and a pulse-energised fence around the female unit. However, there was no dedicated control room and staff struggled to monitor the security systems while managing other duties. Security oversight was inadequate, as the facility relied on a single Security Manager to cover all security responsibilities. The location and staffing profile left the site vulnerable to contraband. Staff confidence in current measures was low. (Recommendation 13)