• Casuarina was extremely overcrowded with a population of 937 prisoners, and almost every available cell double-bunked. This made it difficult to maintain decency.
  • A major expansion project had begun, with 512 new beds due for completion by mid-2020.
  • The senior management team was cohesive and effective.
  • There was no prison-specific strategic plan or business plan. The number of imminent changes and challenges highlighted the need for a clear long-term strategic plan.
  • Casuarina had a staffing deployment agreement that outlined how the prison would redeploy staff and alter service delivery in response to staff shortages. Unfortunately, staff shortages were severe and regular, affecting prison operations and services almost every day.
  • We were concerned prison officer transfers into Casuarina, and appointments to different positions within the prison itself, were not by open selection process on merit or business need.
  • The staffing group reported varying levels of positive relationships with their peers. However, we heard some disturbing allegations of behaviour that would amount to sexual harassment.
  • The physical condition of the older units was deteriorating. Cockroach infestation was an ongoing problem, which failed to meet a reasonable standard of decent living conditions.
  • Control room officers were not routinely relieved, creating risk of fatigue, complacency or inattention.
  • It was concerning that the Department’s ‘disruptive prisoners’ order appeared to circumvent the legislative framework of the Prisons Act 1981.
  • Casuarina’s 24-bed infirmary increasingly housed long-term patients. The infirmary infrastructure is inadequate to run a full subacute service, and the facilities are dated.
  • There was a large pile of medical appointment request forms that had not been reviewed, but health staff did not know how many were in the pile.
  • There was no Aboriginal health care worker, and an absence of culturally safe health care.
  • The mental health team worked to a high standard, and were integrated well with primary health, and the custodial operations in the prison.
  • Casuarina had robust processes for identifying and monitoring prisoners at risk of self-harm. However, prison counselling services still lacked resources and support.
  • The failure to provide personal clothing, particularly underwear, fell below the expected standard of decency.
  • Scheduled recreation sessions were regularly cancelled because of staff shortages in the units, and redeployment of recreation officers.
  • Education and training services were positive and productive but capacity was too low, and only a small proportion of the prisoner population could access it.
  • There were far too few meaningful employment positions for prisoners. Unemployment and underemployment was unacceptably high.
  • Offender treatment programs were frequently postponed or cancelled.
  • Re-entry support services could not reach enough prisoners. Resources in this area were inadequate for a prison of this size.
Page last updated: May 11, 2020