• In the three years since our previous inspection, Banksia Hill had enjoyed its most settled period for many years.
  • Detainee numbers were at a historic low with only 77 young people in custody.
  • High turnover in executive and senior management positions had continued.
  • The continuing failure to implement an operational philosophy was a major weakness.
  • Staff morale had clearly improved, but some remained disgruntled.
  • Custodial officers were concerned about staffing levels.
  • Workers’ compensation leave and personal leave were the main causes of vacancies on the daily roster.
  • Young people continued to be locked in cell for one afternoon per week for the purpose of staff training. We maintain that this is not the best model.
  • A long list of security alerts recorded each young person who had been identified as a risk to or from another young person. We found little evidence of attempts to mediate this sort of conflict.
  • There were several issues with infrastructure and procedures in the gatehouse.
  • Custodial officers were concerned about incident response capacity. We believe that it is sensible to review best use of resources in this area.
  • A team of three adult custodial prison officers continued to be stationed at Banksia Hill. We do not support permanent stationing of prison officers in a youth custodial facility.
  • The centre’s approach to behaviour management was not consistent.
  • Several policy changes had reduced the number of strip-searches conducted on young people, appropriately requiring staff to assess risk.
  • Young people had an average of only 9–10 out of cell hours per day throughout 2020.
  • Some services and aspects of the centre included good recognition of Aboriginal culture, but in other areas this was lacking, and there were some missed opportunities.
  • Services available to girls in custody had increased. However, there was no strategic plan for the management of Yeeda Unit and the girls.
  • Banksia Hill’s health services team were positive and cohesive, delivering a high standard of services.
  • We were concerned that the mental health nurse position was not backfilled during a short period of planned leave. This posed an unacceptable risk.
  • The most critical infrastructure shortfall at Banksia Hill continued to be the lack of a proper crisis care unit.
  • Accommodation units were bare and unwelcoming, and graffiti was widespread. Grounds and gardens were untidy and overgrown in some parts of the centre.
  • The quality of meals had improved markedly, and there had been positive feedback from young people.
  • Education at Banksia Hill had undergone many positive changes.
  • However, teachers at Banksia Hill still faced a challenging teaching environment. Resources and teaching materials were still too limited.
  • More stable staffing in the case planning unit and some key process efficiency gains had eased workload pressures.
  • A drug and alcohol counselling and support service had been withdrawn because funding was lost. This was a crucial service gap that needed to be addressed.
  • The appointment of a Principal Psychologist had been positive for psychological services, providing clear direction on practice and priorities.
  • At-risk management processes had continued to develop and improve.
Page last updated: June 22, 2021