• At Pardelup, we found a clear and coherent philosophy that was understood and supported by all staff. The senior management team promoted the motto – ‘Proud to be Pardelup’ – and emphasised the values of ‘Trust, Respect, and Integrity’. These values were apparent in all aspects of the prison’s operations.
  • Pardelup had suffered from instability and uncertainty surrounding key senior management positions in the 12 months leading up to our inspection. Positively, in the months after our inspection, permanent appointments were made to all senior management positions, providing consistency for the prison moving forward.
  • The infrastructure and layout of the prison was a key feature that contributed to the relaxed, minimum-security atmosphere. Single-cell accommodation and open grounds created a pleasant environment that was attractive to prisoners, and formed an incentive to comply with prison rules and requirements.
  • Prisoner numbers had been consistently at capacity, but the proportion of Aboriginal prisoners at Pardelup remained low at 14 per cent. This was a significant under-representation considering that they made up 39 per cent of the statewide prison population. We remain concerned that Aboriginal prisoners are missing out on the rehabilitative advantages of minimum-security facilities like Pardelup.
  • During 2017, the farm suffered from severe feed shortages and significant livestock losses. This highlighted the risks of not properly managing the farm, and led to more support and oversight of the farm by the Department. Pardelup implemented a new approach to farm management that ensured a more sustainable farm operation. In 2019, the farm was performing strongly, and there was a consistently high level of production in the market gardens and orchards.
  • The combined value of the farm and market garden operations to the Department was significant. Despite this, Pardelup continually battled to get approval to invest in the farm and gardens. We maintain that is makes good business sense to allow Pardelup to reinvest in the farm and gardens, encouraging improvement and innovation to ultimately increase future production and revenue.
  • Positive interaction between staff and prisoners formed the basis for good dynamic security, and resulted in valuable intelligence gathering and reporting. This contributed to a safe and settled atmosphere throughout the prison. Both staff and prisoners reported high perceptions of safety.
  • Security procedures struck an appropriate balance between maintaining a minimum-security atmosphere, and managing security risks. However, some policies and procedures that had been introduced by the Department were irrelevant or unachievable for Pardelup. For example, the direction to secure certain equipment outside the secure perimeter of the prison clearly cannot apply at Pardelup where there is no secure perimeter. We recommend that the Department should, where appropriate, consider granting specific exemptions from system-wide policies for facilities like Pardelup.
  • Reception and orientation processes were excellent. New prisoners attended a well-structured orientation program for four days after arrival, which provided a sound understanding of not just prison processes and services available, but also the philosophy of the prison.
  • Pardelup fostered a real sense of community, driven by the ‘Proud to be Pardelup’ philosophy. This was reinforced daily in the positive interactions between staff and prisoners, and maintained in ‘community meetings’ held every two months attended by all prisoners and all staff on duty.
  • Excellent visits facilities and arrangements offset the isolation of the prison. One of the best features of Pardelup was the ready availability of e-visits via Skype.
  • There were many recreation options within the prison, but they were mainly unstructured, and external recreation activities were limited. This was a result of inconsistent recreation staffing.
  • Online ordering and delivery for canteen products was highly effective. It meant that a wider variety of items were available, and prisoners paid the same prices as anybody else in the community.
  • Assessment and case management processes generally worked well at Pardelup, but prisoners were frustrated by delays in external activity approvals.
  • Basic education was limited, although education staff were responsive to student needs. Pardelup offered an excellent range of short courses and traineeships.
  • Prisoners were engaged in a wide range of meaningful employment, but Aboriginal prisoners were clustered in the market gardens at lower pay rates. This likely reflected their job skills and prior work experience, but the prison must play a role in overcoming Aboriginal disadvantage.
  • There was an effective screening process in place to ensure that prisoners transferring to Pardelup were medically stable. Health services were generally appropriate for the population, but prisoners were highly dissatisfied with access to dental care.
  • A Transitional Manager position had been established at Pardelup. However, there was no Employment Coordinator position, meaning the Transitional Manager was covering both roles. Strict eligibility criteria and lengthy bureaucratic approval processes meant that the Prisoner Employment Program was not viable at Pardelup.
  • Pardelup maintained a strong relationship with the local communities around Mount Barker, and in Walpole where the Walpole Work Camp is based. The work camp provided a valuable service to the local community, and excellent reintegration for prisoners.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Page last updated: November 21, 2019