Achieving strategic objectives was dependent on staffing
Roebourne Prison demonstrated clear strategic direction, maintaining its own local strategic plan
and ensuring prompt alignment with the new Corrective Services Strategic Plan 2025–2030.
Operations and service delivery were significantly constrained by custodial and non-custodial staff
shortages, with recruitment and retention impacted by limited housing availability. At the prison level
though, delivery of staff training had increased and staff morale had improved.
Focus on safety and security was limited by resources
Low resourcing in the security team limited its capacity to maintain oversight, gather intelligence and
respond proactively, with staff largely occupied by compliance tasks. Interaction between staff and
prisoners had declined, and incentives for positive behaviour were undermined by population
pressures, limited accommodation flexibility and a lack of meaningful employment opportunities.
Emergency preparedness had improved through stronger interagency engagement, targeted
training and more structured exercises.
Living conditions had improved but infrastructure was old
Living conditions at Roebourne had improved, particularly following the long-awaited installation of
air-conditioning in all cells. This had a positive impact on prisoner wellbeing and overall behaviour,
with strong positive feedback from both staff and prisoners. However, the prison’s ageing
infrastructure was increasingly under strain from a growing population and some areas were no
longer fit for purpose. While general hygiene standards were acceptable, they were not consistently
maintained, with some communal ablutions and unit kitchens requiring more regular and thorough
cleaning.
Daily routine and activities were regularly disrupted
Daily life for prisoners had become more restrictive due to ongoing staff shortages. Prisoner services
were disrupted and they spent more time in their cells. Opportunities for structured recreation were
limited, particularly for women, due to the Recreation VSOs being consistently redeployed. Prisoner
employment options were sparse and meaningful employment was inconsistent across the site.
Servicing physical and mental health was challenging
Primary health services at Roebourne were disrupted due to frequent closures of the medical centre
due to redeployment and lack of availability of officers to staff the health centre. Availability of dental
services was scarce. Mental health services were constrained by the absence of both on-site and
telehealth psychiatric support, leaving many prisoners potentially undiagnosed and untreated. In this
context, peer support played a critical role in assisting vulnerable prisoners, supported by strong
leadership from the PSO, whose effective management, careful selection of peer supporters, and
focus on staff wellbeing was a strength of the peer support program at Roebourne.
Rehabilitative services were impacted by short staffing
The remand population at Roebourne had increased from 34% in 2022 to 66% in 2025. This cohort
was not adequately supported by existing services. They fell outside established pre-release
pathways, as responsibility for their support was unclear and not covered by re-entry services.
Education delivery was frequently disrupted by custodial staff shortages and associated closures;
however, the education team maintained strong throughput by prioritising short, targeted courses,
alongside implementing some positive new initiatives. Engagement with pre-release and re-entry
services had declined.
Women prisoners were a disadvantaged minority
Women had limited access to core services, activities, and opportunities. The absence of a consistent
Women’s Support Officer limited coordination, advocacy, and engagement, while staffing pressures
meant the women’s unit was frequently locked down. Women could not undertake their mandated
programs as these were only provided for men at Roebourne. Women need dedicated facilities,
staffing and services to address this structural disadvantage.