NEW SOUTH NEW WALES DEPARTMENT OF CORRECTIVE SERVICES

NEW SOUTH WALES DEPARTMENT OF CORRECTIVE SERVICES ANNUAL REPORT 2004/05 ANNUAL REPORT 2004/05

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LISMORE OUR MISSION CASINO Reducing re-offending through secure, safe and humane management of offenders MOREE MACLEAN GLEN INNES GRAFTON BREWARRINA INVERELL BOURKE OUR VISION NARRABRI COFFS HARBOUR Contributing to a safer community through excellence ARMIDALE

COONAMBLE GUNNEDAH NEW SOUTH WALES TAMWORTH KEMPSEY

PORT MACQUARIE AbOUt the New SOUth wAleS DepARtMeNt Of CORReCtIVe SeRVICeS TAREE BROKEN HILL ST HELIERS The Department of Corrective Services provides custodial and community based correctional services DUBBO MUSWELLBROOK as an important element of the system of criminal justice. In addition to managing offenders under the IVANHOE MAITLAND TOMAGO jurisdiction of New South Wales courts the Department manages Commonwealth offenders and provides CESSNOCK NEWCASTLE LAKE MACQUARIE KIRKCONNELL custodial services on behalf of the Australian Capital Territory Government. ORANGE LONG JETTY FORBES GOSFORD BATHURST LITHGOW Services include correctional centre custody of remand and sentenced inmates, periodic detention, home OBERON KATOOMBA detention, parole, pre-sentence advice to courts, community service orders and other forms of community GRIFFITH YOUNG BERRIMA offender supervision. Custodial escort and court security services are provided in many areas of the state, a BOWRAL task previously undertaken by Police. JUNEE WOLLONGONG GOULBURN WAGGA WAGGA NOWRA Offenders in custody and supervised in the community are assessed and case managed to meet individual TUMUT QUEANBEYAN care needs and reduce the risk of re-offending. DENILIQUIN BATEMANS BAY ALBURY MANNUS heAD OffICe COOMA BEGA Department of Corrective Services Postal Address: VICTORIA Henry Deane Building GPO Box 31 20 Lee Street Sydney NSW 2001 Sydney NSW 2000 Internet: CORRECTIONAL CENTRE Telephone: (02) 8346 1333 http://www.dcs.nsw.gov.au Facsimile: (02) 8346 1010 PERIODIC DETENTION CENTRE PROBATION & PAROLE Hours of Operation 8.30am-5.00pm COURTS Monday to Friday CITY/SYDNEY COURTS Central (King Street) The artworks on the front and back covers of this report are from the exhibition WINDSOR convictions; art from long bay 1986-2005 at the Ivan Dougherty Gallery, Paddington, NSW, JOHN MORONY DEE WHY Darlinghurst curated by Sue Paull, which surveyed nearly twenty years of artmaking at Sydney’s Long Bay BLACKTOWN Correctional Complex. PARKLEA CHATSWOOD Downing Centre Queens Square Supreme Front cover, left to right EMU PLAINS MT DRUITT PARRRAMATTA PENRITH Justin Watkins The well-trodden path 2004 Acrylic on canvas 115 x 110 cm SILVERWATER COMPLEX Sydney Police Centre BURWOOD CITY/SYDNEY Stephen Watson The yard 2000 Acrylic on canvas 90 x 108 cm NEWTOWN Geoff Websdale Innovations of identification2003 Acrylic on canvas 120 x 120 cm BANKSTOWN

Back cover, left to right LIVERPOOL FAIRFIELD HURSTVILLE Peter Pavlov Muster (Long Bay, long day) 2000 Acrylic on canvas 107 x 108 cm LONG BAY COMPLEX Tom Foster Nature’s gift 1996 Oil on canvas 131 x 89 cm Jerry Lee Lewis Untitled 1998 Gouache on mount board 50 x 68.5 cm SUTHERLAND

CAMPBELLTOWN

6485_Cover.indd 2 7/11/05 11:21:07 AM DEPARTMENT OF Corrective Services  contents

Letter of Submission to the Minister 2

Board of Management 3

Organisational Structure 5

Commissioner’s Foreword 6

Financial Summary 11

Key Result Areas

offender Management in Custody 12

offender Management in the Community 30

reduction in Re-offending 42

enhanced Capability to Deliver Quality Correctional Services 57

Targets 2004/05 – Outcomes 72

Targets for 2005/06 73

Audited Financial Statements 75

Appendices Table of Contents 100

Index 154

Location map inside back cover  DEPARTMENT OF Corrective Services

Letter of submission DEPARTMENT OF Corrective Services 

Board of management

Commissioner position was established in January 2003. Prior to this she Ron Woodham PSM was the Assistant Commissioner Inmate Management. Commissioner Woodham was appointed on 9 January Ms McComish has had considerable senior executive 2002. He has extensive senior executive experience experience in both custodial and community operations. in corrections, most recently as Senior Assistant Her background in the public sector includes the delivery Commissioner, Inmate and Custodial Services with the and management of psychological and mental health, Department. The Commissioner is responsible to the education and community services. The Senior Assistant Minister for all of the Department’s activities. Commissioner is responsible for the development and operation of all community offender services and Senior Assistant Commissioner, Inmate and Custodial community based correctional programs. Services Ian McLean MBA Assistant Commissioner, Offender Management Senior Assistant Commissioner McLean was appointed Luke Grant MSc on 28 June 2002. Mr Mclean has been with the NSW Mr Grant took up the position of Assistant Commissioner Department of Corrective Services for over 30 years and in December 2000. Mr Grant has held a number of has been employed in a variety of correctional centres. positions in the Department in the areas of inmate Mr McLean has a Masters in Business Administration and classification, programs and education and comes has held various senior management positions for the from a background in tertiary education. The Assistant past 13 years. The Senior Assistant Commissioner, Inmate Commissioner Offender Management is responsible for & Custodial Services is responsible for the operation and offender services and programs including Corrective security of all correctional centres and periodic detention Services Industries and inmate classification and case centres, court security and escorts (Mr McLean was management. directing the implementation of The Way Forward during the reporting period. Mr Don Rogers therefore acted as Assistant Commissioner, Security and South West Senior Assistant Commissioner, Inmate and Custodial Command Services). John Klok Mr Klok was appointed to the position of Assistant A/Senior Assistant Commissioner, Inmate and Commissioner on 1 January 2003 and retired on 12 Custodial Services August 2005. He had over 35 years custodial experience, Don Rodgers holding all ranks including extensive senior executive Mr Rodgers has been temporarily appointed to the experience as commander at several locations. The position of Senior Assistant Commissioner, Inmate and Assistant Commissioner was responsible for developing Custodial Services since 1 January 2005. Mr Rodgers has enhanced systems and procedures to meet security and been with the Department of Corrective Services for safety challenges in correctional centre management. In over 28 years and has held all custodial ranks. He gained addition, the role included responsibility for assisting in extensive senior executive experience when he was the achievement of security and safety goals managing appointed in 2000 as Commander Metropolitan Remand offenders within the community and previously included Facilities and then as Commander, North West Region in responsibility for the South West Command. 2002. Whilst he was in the position of Commander North West Region he relieved in the position of Commander, A/Assistant Commissioner, Security Security & Investigations Branch in 2003. Brian Kelly Mr Kelly has been acting Assistant Commissioner, Security Senior Assistant Commissioner, Community Offender since 12 August 2005. He has 28 years experience with Services the Department of Corrective Services and has held a Catriona McComish variety of positions including Commander Security & Ms McComish was appointed Senior Assistant Investigations, Commander South West, Superintendent, Commissioner, Community Offender Services when the Operations, and Superintendent, Metropolitan Remand  DEPARTMENT OF Corrective Services

and Reception Centre. He has extensive experience Executive Director, Probity And Performance And in specialist fields having served significant periods of Chief Ethical Strategist service with the Hostage Response Group, Task Forces and Mike Woodhouse LL.B (Hons) Emergency Investigative Units. Mr Woodhouse joined the Department on 26 March 2001 and was appointed to the position of Executive Executive Director, Finance and Asset Management Director Probity and Performance Management on 20 Gerry Schipp MBA, MNIA July 2001. He has had a wide investigative background Mr Schipp was appointed to the position from in the UK Police Service, achieving the rank of Detective January1998 with 20 years experience in the finance, Chief Superintendent. On retirement from the UK Police, economics and corporate support functions of the public he took up an appointment as head of Investigation and sector. Prior to his appointment Mr Schipp was Assistant Intelligence Training at the NSW Police Academy Goulburn Director General, Corporate Services with the NSW before moving to take up a position with the ICAC in 2000 Department of Training and Education Co-ordination. He is as Director of Investigations. responsible for the functions of corporate finance, budget, logistics and facilities management. Executive Director, Human Resources Paul Irving AM, RFD, B Com, B Leg Stud, Grad Dip Strat Executive Director, Information Management and Stud, Dip Lab Rels & Law Technology Mr Irving was appointed to the position on 16 October Wayne Ruckley 2003. He has had over 30 years experience in human Mr Ruckley was appointed to the position of Executive resources in the NSW public sector, including statutory Director, Information Management and Technology in authorities, central agencies and departments. Prior to 2004 and is involved in introducing a significant renewal his appointment, Mr Irving was the General Manager of program to ensure the IM&T Division fulfils DCS business Personnel for the Department of Education and Training. needs. Mr Irving is responsible for all human resources and Prior to that appointment, he was the Executive Director, associated functions for the Department. Corrective Services Industries (CSI) for over a decade, bringing about a transformation of the performance Executive Director Legal Services and Corporate of CSI that enabled CSI to be recognised as a world Counsel leader in correctional industry development. He has Paul Nash Dip Law now occupied a range of senior management positions Mr Nash has been Executive Director, Legal Services and within DCS and in each has been required to significantly Corporate Counsel for the Department of Corrective improve the traditional performance of those areas. His Services since May 2004, having joined the Department original appointment to the Department was as the Chief in December 1990 as Acting Executive Director, Legal Accountant in 1982. Services and then being appointed as Director, Legal Services in May 1992 and Corporate Counsel in February Executive Director, Office of the Commissioner 1998. He was admitted to the Bar of New South Wales Peter Peters in 1977 and was admitted as a Solicitor of the Supreme Mr Peters was appointed to the position of Executive Court of New South Wales in 1988. He has had extensive Director Office of the Commissioner on 25 June 2002. public sector senior legal management experience with He has extensive senior management experience in the Forestry Commission of NSW, the Public Service Board operations, strategic planning, human resources and of NSW and the NSW Department of Industrial Relations as financial management, administration and work place well as with the Department of Corrective Services. reform. The Executive Director is responsible for planning, In his current position, he provides legal, strategic and policy co-ordination, legislation, FOI and privacy, media policy advice to the Commissioner of Corrective Services and community relations, research and statistics, strategic and the Minister for Justice and is responsible for the development, and executive support incorporating Department’s Legal Services Division ministerial liaison, and major Department-wide initiatives. DEPARTMENT OF Corrective Services  organisaTion  DEPARTMENT OF Corrective Services

COMMISSIONER’S FOREWORD In 2004/05 the Department extended its programs and services across community and custodial operations and established joint operational support structures in the regions in line with the Throughcare philosophy. Additional achievements included: implementing workplace reform and cutting edge IT and administrative strategies generating productivity savings of $27.45 million; and adopting best practice in offender management with group work programs for community based offenders and inmates specifically targeted to reduce recidivism. In these endeavours we were supported at all times by the then Minister for Justice, John Hatzistergos.

After additional funding to adjust for growth in the offender population, the Department finished the year in line with budget. In light of the expanding scale and complexities of the Department’s task, this was a significant achievement reached by improving the cost efficiency and performance of our operational and administrative services.

Of particular importance was planning the alignment of Information and Communication Technology (ICT) infrastructure, systems and processes with the Department’s business initiatives and bringing a more commercial focus to our ICT operations. This resulted in a number of major initiatives including: upgrading our Business Integrated Management System through a shared services arrangement with the Department of Commerce; and implementing a vendor management program that will save the Department $2.3 million annually over the next five years.

Key Performance Indicators During the year, there were no escapes from within medium or maximum security correctional centres, and the escape rate from minimum correctional centres remained low. The Department achieved a steady decline in assaults compared to the previous national average, with no serious inmate-on-officer assaults recorded for the past three years, and a total inmate-on-officer assault rate below the national average for the previous year.

In 2004/05 the death rate from apparent unnatural causes continued to fall. However, while these figures are low, we must continue to address this important issue and, in particular, to improve our ability to prevent suicides. DEPARTMENT OF Corrective Services 

To this end, we are investing in a retrofit capital works community issues as they affect offenders both in custody program to remove hanging points and create safe and in the community. cells in all centres; and all staff are being trained to identify inmates at risk of self-harm as well as to react In 2004/05, these positions contributed to the appropriately when inmates act self-destructively. In Department beginning to develop accredited offender addition, we have revised the Risk Intervention Protocol programs for implementation in custody and in the used in custody and detention to identify, manage and community. The first of these were new programs reduce the risk of self-harm or injury to others. addressing domestic violence, violence prevention and drug and alcohol abuse and addiction and relapse We are also creating dedicated Mental Health Screening prevention. In line with our Throughcare philosophy, these Units, which provide expert assessment and case programs are delivered to offenders who are sentenced management for inmates considered to be at risk and to community orders and to offenders who are then able with mental health problems. These will be supported to participate in maintenance programs while under by: our Acute Crisis Management Units that deal with supervision in the community after release from custody. particular episodes of inmate crisis; the Kevin Waller The Department is maintaining the therapeutic integrity Therapeutic Unit within the Metropolitan Special of such programs through empirical evaluation. Programs Centre, which manages inmates with a chronic history of self-destructive behaviour; and the Mum Shirl Continuing Focus on Throughcare Therapeutic Unit at Mulawa Correctional Centre, which Throughcare is a co-ordinated and integrated approach manages a diverse group of female inmates including to reducing reoffending. Its two central tenets are: first, those with severe personality disorders or who have a that all information about an offender’s management is history of chronic self-harming behaviour. recorded and accessible at all stages of their contact with the Department enabling a whole of sentence approach Finally, we are developing new correctional options to the offender’s case management; and second that for Aboriginal offenders that will take them out of the offenders access appropriate community services while traditional custodial setting, thereby removing one of the under the supervision of the Department and transitional key factors in Indigenous suicide. support on completion of their community based orders in regard to income, employment, housing, health care Reducing Reoffending and family connections. In 2004/05 the Department furthered its commitment to reducing reoffending by implementing the results of In 2004/05, the Department made substantial progress international evidence that show it is possible to reduce in Throughcare by: developing core accredited programs reoffending by delivering the right programs, in the right that apply across community and custody settings; way to the right people. further extending E-case management across Community Offender Services with access to mobile technology Our strategic approach to offender management is based and progressively implementing E-case management on the premise that interventions targeting those at in correctional centres; and strengthening its strategic higher risk of recidivism have greater impact; and that relationships across the community to meet the health, programs actively teaching new skills and motivating employment and accommodation needs of offenders offenders to participate are more effective. under supervision in the community and for those being released from supervision, community based and To facilitate this approach, during the year the custodial. Department changed the role of a number of former heads of disciplines in the offender services and Throughcare resources developed during the year programs areas. Relieved of administrative responsibility, included a new booklet, Planning Your Release, which these Principal Advisors can now provide a high level each inmate is given at least six months before release to of technical and professional advice in the fields of help them prepare for the substantial task of moving from psychology, alcohol and other drugs and family and custody to community.  DEPARTMENT OF Corrective Services

Young Offenders with community work programs, self-sufficient mobile International research shows that the best correctional camps and visits to sacred sites. Tabulam will allow the results come from focusing on high risk, young offenders Department to offer residential programs for offenders on whose recidivism rate in NSW is 13% higher than that community based orders who are unable to reside in their of inmates over 25. During the year, the Department community, diverting Aboriginal people from prison while moved to address this issue by opening a new Intensive maintaining community safety. Learning Centre at John Morony Correctional Centre to provide a fulltime education program for young adult During the year, the Department received $3.8 million offenders. Three permanent teachers, supplemented by to further develop partnerships with other agencies and TAFE teachers, now provide structured education and local Aboriginal communities to address issues relating vocational courses for young inmates in custody for more to offending. The funds, which are provided under the than six months, providing young men with the skills and Government’s ‘Two Ways Together’ initiatives, are being self-confidence to hold down a job after release. used to implement or support existing programs in Dubbo, Newtown and Lismore. These programs have all In November 2004, the Department signed a been developed by the local Aboriginal communities Memorandum of Understanding (MOU) with the with the support and, often, in partnership with the Department of Juvenile Justice (DJJ), declaring the Department’s Community Offender Services division. They Kariong Juvenile Justice Centre as a correctional centre provide for the first time community based correctional and establishing a framework, including capital works, to programs developed specifically for Aboriginal male and transfer the operation of Kariong from Juvenile Justice female offenders, including their families. to Corrective Services. An additional MOU provides for a smooth transfer of young offenders between DJJ and Reparation to the community Community Offender Services. Performing community service plays an important part in reconnecting offenders with the community and Since this changeover in responsibility and the gazetting giving them a sense of self-worth. During the year, the of Kariong Juvenile Correctional Centre within the Department continued to run Mobile Outreach Camps for Department of Corrective Services, the two departments minimum security inmates, contributing towards the cost have maintained a Throughcare strategic relationship. This of their incarceration. In addition, offenders sentenced to cooperative relationship is founded on continuity of care, Community Service Orders performed over $12 million staff collaboration and sharing information as offenders worth of unpaid community work. move between departments. Sentences of less than six months Aboriginal Offenders Two-thirds of NSW inmates serve custodial sentences In response to the over-representation of Aboriginal of less than six months, making it extremely difficult to inmates in the custodial population, during the year design and implement effective rehabilitation programs the Department revitalised its Aboriginal Support and and case management strategies for these inmates. Planning Unit. We also acquired a pastoral property near Legislative changes resulted in many more of these Tabulam in northern New South Wales, building on the offenders with a short-term custodial sentence coming success of the Yetta Dhinnakkal program for Aboriginal under the supervision of Community Offender Services. male offenders, which has significantly lowered recidivism Therefore the assessment and case planning for this group rates. is focused very strongly on their transition to parole and the post-release plans and on the programs and services The new project at Tabulam will include custodial and which can be effectively implemented in the community community supervised male and female offenders for the while they are under our supervision. first time on the same property. The property will not be run as a traditional correctional centre: there will be no Implementing The Way Forward lock-ins or uniforms. Instead, the program will contain 2004/05 began with the opening of two new correctional a strong cultural component led by elders who will live centres within days of each other. Dillwynia and the Mid on the property, following the Yetta Dhinnakkal model, North Coast Correctional Centres are highly significant, DEPARTMENT OF Corrective Services 

not just for the 700 beds they add to the NSW correctional The forum refuted the idea that the increase in the system, but because they are the first facilities where The custodial population has been created by an increase in Way Forward has been introduced. crime.

The Way Forward is an innovative work place reform Compounding the increasing custodial population is the package involving a partnership between the Department lack of alternatives to custody as sentencing options in and the Public Service Association to ensure that a rural areas, resulting in an increase in the use of suspended publicly managed facility can be benchmarked against sentences correctional centres operated in the private sector. The forum recommended a range of strategies to operate After a year of operating The Way Forward’s flexible at a number of points in the criminal justice system, rostering and efficient staff deployment strategies, it is such as the Intensive Supervision Program which, at this clear that this new way of operating reduces costs, while stage, includes Home Detention and the Drug Court. This increasing staff and inmate safety and security. program is a key part of the Government’s strategy to encourage the use of alternatives to full-time custody for As part of The Way Forward implementation during the less serious offences. year, the Department restructured executive custodial positions in correctional centres to provide an annual Home Detention is a rigorous penalty in which the Treasury return of $1.1 million. Key elements of this target group is offenders convicted for less serious restructure were: signing agreements for General offences. The methodology of intensive supervision Managers and Security Managers that take these can be used for a range of offenders, possibly including executives onto annualised salaries; clustering correctional those on bail who are currently ineligible under the centres, to deletion of 11 superintendent positions Home Detention legislation. By extending the use of the technology and intensive case management of the Strategic Planning Intensive Supervision Program the Department can help This year, as predicted, the inmate population passed to reduce imprisonment rates in NSW while still providing 9,000 with a highest point of 9,160 recorded on 16 May appropriate community protection. 2005. In the last seven years, the custodial population has risen by 2,800 inmates – effectively adding an average I am looking forward to working further with other Chief of 400 inmates each year equating to one correctional Executive Officers to examine the proposed strategies and centre every year. This population growth has been will support the implementation of a range of measures to accommodated within existing facilities and through slow the increasing rate of incarceration in this State. our capital works program, which has already seen the commissioning of the Dillwynia and Mid North Coast National Counter Terrorism Plan Correctional Centres. The next centre to open will be at During the year, the Department played a vital role in Wellington, delivering a further 500 beds. shaping the protocols for dealing with people charged or convicted under the terrorist provisions of the To accommodate our predicted 10,000 inmates by 2010, Commonwealth Criminal Code Act 1995. As a result, over the next five years, we will deliver another 1,000 beds there are now standard National Custodial Management including 250 each at Cessnock and Lithgow Correctional Guidelines which were endorsed by state and territory Centres and 500 at a yet to be chosen location. corrective services Ministers in May 2005 governing prisoners deemed to present a special risk to national However, while it is necessary to plan for inmate growth, security, which were endorsed by the State and Territory we should not see our rising custodial population as Corrective Services Ministers in May 2005. NSW will be the inevitable. Out of concern about the increasing inmate first jurisdiction to implement these reforms. population the Department hosted a criminal justice forum, Reducing Reliance on Incarceration, in May 2005, to canvass the reasons for the increase in inmate population and look at alternatives to imprisonment. 10 DEPARTMENT OF Corrective Services

Security Some of these visits have developed into larger projects, Task Force Con-Targ such as providing comprehensive residential training for On 30 April 2004, the Department launched Task Force corrective service officers from Malaysia, which generates Con-Targ to combat the introduction of contraband into commercial income for the Department. correctional centres. During the year, the operations of this unit contributed to over 16,000 visitors being By request, we also send expertise offshore for short-term searched, 259 visitors being denied entry into correctional training exercises and consultancy. Such international centres and 131 visitors being charged by police. programs provide unique professional development opportunities for our staff and allow us to forge links with Video Conferencing overseas criminal justice agencies. The most likely opportunity maximum or medium security inmates have to escape is when they are being Misconduct escorted to or from court, or between correctional Based on the recommendations of the Independent centres. During the year, our increased use of the Cross Commission Against Corruption, during the year the Justice Video Conferencing System continued to reduce Department invested in advanced new metal detectors these opportunities, while also avoiding approximately $3 and X-ray machines for staff screening and introduced million in the cost of transporting and escorting inmates. additional procedures to combat corrupt practices by Corrective Services staff. Procedures now in place include: To get the most value from our investment in video • Task Force Sky, which gathers intelligence on technology, we are currently piloting the use of the video corruption and liaises with external agencies such as conferencing system to facilitate contact with families ICAC; who would otherwise be unable to interact with their • random and targeted staff searches in all facilities; and inmate relatives. • testing employees for alcohol and other drugs. Having offered a six month amnesty from June 2004 Security Threat Group Task Force before starting random drug and alcohol testing of staff In November 2002, the Department established the members, extensive workplace testing is now in place. In Security Threat Group (STG) Task Force to develop a addition, all staff now receive training on ethics and on program to isolate and rehabilitate STG leaders and how to deal with manipulative inmates. prevent the development of STG control structures. People are the Department’s greatest asset. None of our The success of this program over the last year can be achievements in this financial year would have been measured by the substantial reduction in violence possible without the dedicated actions and commitment between ethnic groups and in serious assaults generally of our staff. The Board of Management and I thank all staff and in the reduced ability of inmates to conduct criminal members for their professionalism in upholding our vision activity within correctional centres. of contributing to a safer community through excellence.

At 30 June 2005, the STG Task Force had removed 18 inmates from centres around the State and placed them into either the High Risk Management Unit at Goulburn or on the Lithgow Correctional Centre program. Of these, almost half have progressed back into normal discipline.

Staff RON WOODHAM Brush Farm Corrective Services Academy Commissioner As the largest correctional jurisdiction in Australia and the only one with a training institute, the Department is developing a growing international profile. During the year, more than 200 international visitors participated in programs at the Brush Farm Corrective Services Academy. DEPARTMENT OF Corrective Services 11

FINANCIAL SUMMARY

Budget and Financial Results During 2004/05, the Department received recurrent and capital appropriations of $581 million and $109 million respectively.

Recurrent funding included enhancement funding of $5.8 million for new initiatives such as expanding the number of offenders who are supervised while on parole and; additional programs for inmates with mental health, intellectual and other disabilities.

The capital allocation for the year included Details of Expenditure % $M commencement of two major new works: Compulsory ■ Employee related 65% 530.4 Drug Treatment Centre and the Men’s Transitional Centre. ■ Other operating expenses 18% 147.2 The Department’s expenditure in 2004/05 (recurrent ■ Capital Works 9% 70.3 and capital) totalled $817 million. About 65% of ■ Maintenance 3% 20.9 this represented employee-related expenses, 18% ■ Depreciation 5% 44.3 other operating expenses and 8% maintenance and depreciation of assets and equipment. Capital works ■ Grants and subsidies 1% 4.2 accounted for 9%. 100% 817.3

The responsibility for administration of Kariong Juvenile Justice Centre was transferred to the Department from the Department of Juvenile Justice on 10th November, 2004. Accordingly, an additional funding of $2.5 million during 2004/05 ($3.9 million for full year) was provided to the Department. Also, land, building and plant were transferred under section 24 of the Public Finance and Audit Act and have been brought to account in the Department’s books at fair value.

Sources of Funding In addition to Government appropriations totalling $731 million (including acceptance by the Crown Entity of employee benefits and other liabilities), other sources of funding came from Corrective Services Industries (2%), sale of services to ACT (1%) and other income (3%) which brought the Department’s total funding for the year to Sources of Funds % $M $772 million. ■ Government appropriations 87% 672.4 The audited financial statements included in this report ■ Other government contributions 8% 58.5 contain the full details of the Department’s income and ■ Other income 3% 20.6 expenditure and financial position as at 30 June 2005. ■ Corrective Services Industries 2% 12.4 ■ Sales of services to the ACT 1% 8.2 100% 772.1 12 DEPARTMENT OF Corrective Services

OFFENDER MANAGEMENT IN CUSTODY

Priorities

1. Effectively manage correctional centre and escort security 2. Achieve safe custodial environments 3. Meet the care needs of those in custody 4. Promote effective participation in correctional programs

STRATEGIC OBJECTIVE 1

Implement intelligence gathering and analysis processes to enable effective assessment and management of security risks, including escapes, violence, illicit drug use and criminal activity

Corrections Intelligence Preventing the entry of illicit drugs and contraband During the year, the Department employed a range of strategies to detect those smuggling, or in possession of drugs and other contraband.

Task Force Con-Targ Task Force Con-Targ commenced operation on 30 April 2004, using intelligence analysis, and dog and physical searches to prevent unauthorised property and contraband items from entering or leaving correctional facilities.

Task Force Con-Targ has undertaken 255 search operations, resulting in 259 visitors being denied entry into correctional centres and 131 visitors being charged by police.

In these operations, the Task Force liaised with the NSW Ombudsman, NSW Police including NSW Police Target Action Groups and Taskforce Gain, NSW Crimes Commission, Commonwealth Department of Immigration and Multicultural and Indigenous Affairs, NSW Roads and Traffic Authority, and the Independent Commission Against Corruption.

Task Force Gain During the year, Task Force Con-Targ worked closely with Task Force Gain, a police operation targeting organised crime in Sydney’s southwest, increasing the detection of people attempting to bring contraband into correctional centres.

Metal Detector During the year, the Department installed a Crystal 900 portal metal detector at Lithgow Correctional Centre. The detector will allow more efficient searching and screening of staff and visitors. To prevent unauthorised vehicles and persons entering the centre after hours, a sliding security gate and fence are currently under construction approximately 250 metres from the main gate. DEPARTMENT OF Corrective Services 13

Urinalysis Security and Investigations improved its system of recording urinalysis results. Under the improved system, a comparative analysis will be able to be made across all correctional centres. Move to Strategic Objective 1 in Offender Management in Custody

Using intelligence to address staff corruption issues Task Force Sky Taskforce Sky was set up in May 2004, following two Independent Commission Against Corruption (ICAC) investigations to identify, record and investigate corrupt practices and serious misconduct committed by employees of the Department. The Taskforce disseminates this intelligence to investigators within the Department itself, or to external agencies such as ICAC. In 2004/05, Taskforce Sky received 127 referrals from various sources.

Key performance measures Fights, assaults and occasions of force During the year, the Department’s anti-violence measures continued to be effective, with no serious assaults (defined as sexual assaults or assaults requiring hospitalisation or extended periods of treatment) on officers, and a reduction in less serious assaults (injuries not requiring hospitalisation) on officers to 1.13, below the 2003/04 national average of 1.48.

Serious assaults on inmates by other inmates remained steady, slightly above the 2003/04 national average of 0.69. Less serious assaults on other inmates continued to decline from 13.7 to 11.87, again slightly above the 2003/04 average of 9.67.

While these prisoner on prisoner assaults were above the previous year’s national averages, it should be noted that the Department supervises some of the highest risk inmates in the country, including forensic patients in the Long Bay Hospital. It also manages a large number of police cells and court-cell complexes, where people are sometimes inebriated or suffering from drug withdrawal. Under these conditions, where the risk of fights and assaults between inmates is very high, the Department is consistently improving its performance, with prisoner on prisoner assaults declining by 20% over the last two years.

Annual Trends in Inmate Population

Financial Daily Rate per % change in average Lowest Highest Difference between lowest and highest year Average 100,000 adults from last year weekly state weekly state No % of average 2000/01 7,531 153.1 3.0 7,331 7,825 494 6.6 2001/02 7,788 152.9 3.4 7,503 7,940 437 5.5 2002/03 7,983 154.8 2.5 7,812 8,171 359 4.5 2003/04 8,367 159.5 4.8 8,038 8,669 631 7.5 2004/05 8,927 167.5 6.7 8,631 9,160 529 5.9 The table excludes offenders in Periodic Detention Centres. 14 DEPARTMENT OF Corrective Services

Escape Rate (per 100 inmates)

SECURITY 2000/01 2001/02 2002/03 2003/04 2004/05 2003/04 National Average Open 1.37 1.43 0.47 0.21 0.58 0.93 Secure 0.05 0.12 0.00 0.00 0.06 0.04

Prisoner on Officer Assaults

2000/01 2001/02 2002/03 2003/04 2004/05 2003/04 National Average Serious 0.00 0.04 0.00 0.00 0.00 0.06 Assaults 1.85 1.44 1.19 1.16 1.13 1.48

Prisoner on Prisoner Assaults

2000/01 2001/02 2002/03 2003/04 2004/05 2003/04 National Average Serious 0.93 1.06 0.63 0.76 0.75 0.69 Assaults 22.56 16.43 16.59 13.74 11.87 9.67

Escapes from custody Escapes from Escapes remained relatively low at 32 for 2004/05. Last year’s escape total was an historic low full-time custody at 22. There were no escapes from within medium or maximum-security correctional centres although three maximum security classified inmates escaped while on escort. 80

70

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Nature of escapes in 2004/05 50 From minimum security centres 24 40 30 While escorted 4 20 10

On unescorted authorised leave 2 0 From court complexes 2 2000/01 2001/02 2002/03 2003/04 2004/05

STRATEGIC OBJECTIVE 2

Improve recognition of, and responses to, mental illness, intellectual disabilities and risk of suicide or self-harm

Reception Screening and Induction The Department’s Reception, Screening and Induction Program identifies offenders’ immediate needs and issues such as risk of suicide, mental illness, drug and alcohol withdrawal and illiteracy.

In 2004/05, with Parklea Correctional Centre beginning to receive inmates into custody direct from the courts, the Reception Screening and Induction Program was introduced into Parklea, and special courses were conducted every month for staff involved in receptions to reinforce their assessment skills and safe custody practices.

In addition, since February 2004 the Department has held bimonthly screeners’ meetings where staff are able to raise issues. As a result of these meetings the Department has installed DEPARTMENT OF Corrective Services 15

computers in the Metropolitan Remand and Reception Centre for screeners and clarified the new Risk Intervention Team protocol.

Reducing the risk of suicide or self-harm Goulburn Following the State Coroner approving cell fitting design specifications to avoid hanging points, work commenced at Goulburn Correctional Centre to upgrade cells, initially in maximum security reception areas.

Mulawa During the year, the Department began the $48 million redevelopment of Mulawa Correctional Centre to provide specialised care for the State’s most violent and dangerous female offenders. Mulawa will offer therapeutic programs for women in crisis due to severe drug and alcohol dependencies, physical and mental health problems, which may place them at high risk of self- harm or suicide.

Assessing and managing mental illness Mulawa In a joint venture between the Department and the Mental Health Association, in 2004/05 work began on demolishing the antiquated Conlon Wing at Mulawa Correctional Centre to make room for a new Mental Health Screening Unit and a Health Services Unit. The Mental Health Screening Unit will separate offenders with acute mental health symptoms from the mainstream population and provide a safe and secure environment for thorough mental health assessment.

Metropolitan Remand and Reception Centre (MRRC) During 2004/05, a Mental Health Screening Unit was constructed at the MRRC, Silverwater. Recruitment of unit staff has been completed, and the joint management plan between the Department and Justice Health will be available for review by senior officers in September 2005.

Long Bay During the year, a fully operational 9 bed acute psychiatric unit for women offenders was established within the Long Bay Hospital.

Program for women with borderline personality disorder In 2004/05, the Women’s Command instigated research into best practice management techniques relating to managing women with a diagnosis of borderline personality disorder. These offenders typically have repeated episodes of self-harm, suicidal ideation and aggression towards staff. A program specifically designed to meet the needs of this small population, and in turn reduce costs associated with their ongoing care and management, will be implemented in 2005/06.

Key performance measures Deaths in custody In 2004/05, there were 15 deaths in custody, 4 of them were Indigenous inmates and two deaths occurred in home detention. This compares with 13 deaths in custody during 2003/04. However, taking into account the increased inmate population, the total death rate per 100 inmates from apparent unnatural causes actually fell slightly below the rate for the previous year. 16 DEPARTMENT OF Corrective Services

Deaths in Correctional Custody

2000/01 2001/02 2002/03 2003/04 2004/05 Apparent natural causes (non-Indigenous) 4 6 6 4 5 Apparent natural causes (Indigenous) 3 0 1 0 1 Apparent unnatural causes (non-Indigenous) 9 8 8 8 5 Apparent unnatural causes (Indigenous) 2 1 1 0 3 Unknown cause of death (non-Indigenous)* 0 1 0 1 1 Unknown cause of death (Indigenous) 0 0 0 0 0 TOTAL 18 16 16 13 15

This table excludes deaths in home detention (3 in 2000/01, 2 in 02/03, 1 in 03/04 and 2 in 04/05) *Unknown cause of death or yet to be determined by State coroner.

Death rate per 100 inmates; apparent unnatural causes

2000/01 2001/02 2002/03 2003/04 2004/05 2003/04 National Average Indigenous 0.17 0.08 0.07 0.00 0.17 0.04 Non-Indigenous 0.15 0.13 0.13 0.12 0.07 0.09 TOTAL 0.15 0.12 0.11 0.10 0.09 0.08

STRATEGIC OBJECTIVE 3

Provide a structured day at each correctional centre balancing inmate vocational activities, program participation and recreation time

During the year, the Department employed offenders in a variety of industries including: upholstery, metal shop engineering, spray painting, welding, commercial kitchen operations, commercial cleaning, forklift driving, general OH&S for construction so that inmates can receive their green card to work on NSW building sites, First Aid, information technology, business/office administration, horticulture, painting and decorating. Offenders also have the opportunity to take educational courses specific to employment opportunities post-release, for example, job seeking skills and career planning, hospitality, food preparation, food handling and hygiene, barista, and car detailing.

In addition, Aboriginal-specific programs teach computer skills, literacy, culture (art), nutrition (basic cooking), traditional dance and work opportunities for women.

Corrective Services Industries In 2004/05 Corrective Services Industries (CSI) continued to rollout the Work Readiness program and integrate it with other offender services and programs.

Actual offender employment positions in commercial activities increased from the previous year’s average of more than 2,300 to close to 2,600 in 2004/05. Despite this increase in DEPARTMENT OF Corrective Services 17

employment, the rapidly increasing offender population contributed to an employment rate per 100 inmates of 72%, below the national average of 80% for 2003/04.

2004/05 commercial results for CSI provided sales of $42.7 million compared with the previous year’s $40.2 million and a gross return to the Department of $15.9 million in 2004/05 compared with $15.1 million in 2003/04.

Key performance measures Commercial Performance Year Sales $ Gross Contribution (Trading Profit) 2000/01 $27.1m $10.5m 2001/02 $36.2m $13.5m 2002/03 $36.0m $12.8m 2003/04 $40.1m $15.1m 2004/05 $42.7m $15.9m

Other vocational opportunities Gloria Jean’s During the year, the Department developed a job skills initiative for female offenders in partnership with Gloria Jean’s Coffees. The coffee shop, located in the visits area of Dillwynia Correctional Centre was opened on 29 May 2005 and will provide industry-standard training in coffee shop operations for female inmates. The professionally run operation is expected to greatly improve prospects for women, who upon release will return to the community with skills that will make them competitive in the workplace. The Gloria Jean’s Coffees and Dillwynia Training Partnership is believed to be an Australian first.

Call Centre 2004/05 also saw the development of another vocational program at Dillwynia, where about 30 female offenders will operate a call centre. This initiative will help improve communication skills, boost self-confidence and teach customer service. Initially, the women will promote CSI products, such as recycled ink cartridges and refurbished furniture, to schools and businesses. Later on, participants will take calls for government agencies, such as drivers’ licence renewal inquiries.

Dairy In 2004/05, 35 female offenders operated the Emu Plains Correctional Centre dairy. This enterprise supplies 75% of the New South Wales custodial population with milk. During the year, the dairy increased its output by producing flavoured custard desserts and has plans to diversify further.

Rural work opportunities During the year, Glen Innes Correctional Centre employed a new vocational teacher. As a result, vocational opportunities have increased with higher sawmill production, new forestry contracts, additional community projects and a new program to recycle centre waste. 18 DEPARTMENT OF Corrective Services

At the Yetta Dhinnakkal Centre, during the year every trainee was involved in a program of some type for the duration of his stay.

Library During the year, the Department began a pilot education project to provide accredited training for inmate librarians, with inmates in four centres currently studying Certificate III in Library Information Services.

STRATEGIC OBJECTIVE 4

Enhance dynamic security through positive interaction between staff and inmates and provide inmates with incentives earned for compliance and participation

Security Threat Groups The Security Threat Group Task Force, now known as the Tactical Intelligence Group (TIG), collects and analyses information relating to known or suspected security threat groups. During the year, the TIG maintained links to and shared information with external agencies such as the NSW Police Gangs Squad, and South East Asian Crime Squad, Australian Federal Police and other state jurisdictions.

Since 8 July 2004, the Department has been running the Security Threat Group Intervention Program (STGIP), a behaviour management residential program at Lithgow Correctional Centre. The program aims to prevent security threat group influence through removal of principal STG inmates from mainstream correctional centre management to develop their pro-social behaviour through an intensive behaviour management regime including sanctions and privileges during a structured day.

During the year, two new offenders were accepted onto the program and eight were discharged, with two regressing to the High Risk Management Unit (HRMU). At the end of the financial year, seven offenders remained at STGIP.

Offenders involved in terrorism During the year, a new classification ‘AA’ was created for offenders involved in terrorist activities. These offenders have separate management plans, a different visiting regime and are subject to intense Intelligence. Similarly, a new Category 5 was created for female inmates and Mulawa Correctional Centre has the capacity to hold female offenders involved in terrorist activities as Category 5 inmates.

High Risk Management Unit The HRMU at Goulburn Correctional Complex is a 75-bed purpose-built maximum security facility that uses cognitive behavioural and behaviour modification principles to manage and reduce the violent and dangerous behaviour of male inmates.

During 2004/05, 5 new offenders were received into the program and 14 were discharged, leaving 36 offenders at the HRMU at the end of the year.

Nineteen offenders participated or are still participating in program modules such as program preparation, positive lifestyles, Alcohol and Other Drugs and a cognitive behaviour program. Eight offenders completed set programs in 2004/05. DEPARTMENT OF Corrective Services 19

During the year, the Department continued to ensure the HRMU is supported by best practice methodologies and leading-edge technologies. To this end: staff received specialised training in managing high risk offenders; electronic security monitoring technology was upgraded; and a secure visiting capsule was installed to cater for any prospective placement of AA Category inmates.

A dedicated video conferencing studio is due for completion in 2005 which will reduce inmate movement from the HRMU.

STRATEGIC OBJECTIVE 5

Pursue harm minimisation and healthy lifestyles for all inmates but particularly target those at heightened risk

HIV/Health Promotion Programs During 2004/05, the Department employed three Regional Coordinators for HIV Health Promotion and sessional specialists to run regular health promotion programs at Long Bay, Silverwater, MRRC, Mulawa, John Morony, Emu Plains and Cessnock Correctional Centres, allowing approximately 4,000 inmates to attend one of these programs. In total, 463 group programs were conducted, amounting to around 3,000 hours of group time. These programs targeted issues such as:

Drug overdose prevention During the year, the Department continued to collaborate with the Australian Red Cross to provide the Heroin Overdose Prevention Education Program (HOPE) in Arabic and Vietnamese as well as English. HOPE has been operating since 2002, training offenders to prevent, recognise and manage first aid emergencies resulting from drug and alcohol use. In 2004/05, 249 offenders attended and successfully completed the HOPE program.

The spread of infectious diseases In 2004/05, the Department continued its strategy of universal precautions to prevent the spread of HIV, Hepatitis C and other infectious diseases, providing a cleaning agent and condoms/dams in each wing or unit in correctional centres and a critical incident response.

Offenders also received a range of health education programs targeting risky behaviours that can transmit infectious diseases. These programs included: Health Survival Tips for new receptions; the Health Information Workshop providing information about infectious diseases and risk and protective behaviours; Alcohol and Drug Awareness; and the HIV, Hepatitis C and Related Diseases Program.

Multicultural information needs During 2004/05, the Department partnered with a Vietnamese Alcohol and Drugs Worker from South Western Sydney Area Health Service to conduct a relapse prevention program for Vietnamese offenders at Long Bay Area 7. In addition, health promotion pamphlets, posters and booklets in 30 community languages were made available to all correctional centres, Community Offender Services district offices and periodic detention centres. All these were provided by the Multicultural HIV and Hepatitis C Service, South Western Sydney Area Health Service and the NSW Department of Health at no cost to the Department. In 2004/05, these 20 DEPARTMENT OF Corrective Services

resources were boosted with new material on methadone and buprenorphine treatment in Vietnamese.

HIV Health Promotion Program Development During 2004/05 HHP staff reviewed the Health Information Workshop and updated the health information training manual for correctional centre staff.

During 2004/05, the Department piloted the HIV Hepatitis and Related Diseases Living with Hepatitis C Program at Long Bay, Silverwater and Mulawa Correctional Centres. The program, which was developed in consultation with the NSW Department of Health, Justice Health and the Hepatitis C Council of NSW, provides health care information for the 40% of male and 64% of female offenders already infected with the Hepatitis C virus. It will be finalised and implemented more widely in 2005/06.

HIV Health Promotion Resources Inmate Health Promotion Diary During 2004/05, HHP staff revised and updated the Inmate Health Promotion Diary, which was originally developed in collaboration with the Hepatitis C Council of NSW in 1994. The Diary, which includes harm reduction and health promotion information in a low literacy format together with contact phone numbers for a range of community-based services, is given to all offenders by screening staff as part of the reception/induction process.

Pamphlets, Posters and Booklets The Department continued to ensure offenders have access to a range of information resources on HIV, Hepatitis C and health promotion including videos, magazines, pamphlets, posters and booklets. The Department distributes copies of the Hepatitis C Review, produced by the Hepatitis C Council of NSW to all correctional centres and periodic detention centres.

Prisons Hepatitis C Helpline In 2004/05, the Department continued to provide funding to the Hepatitis C Council for the Prisons Hepatitis C Helpline. Calls to the Helpline are free for offenders in custody and are accessible via a 1800 number for staff, families and friends. The Helpline provides information, advice and referrals regarding Hepatitis C and its prevention and treatment.

Key performance measures In 2004/05: • Health Promotion training workshops were run for 150 departmental staff in 6 correctional centres. • Occupational Health and Safety HIV and Hepatitis C training was conducted for 36 Centrelink staff. • AOD workers provided counselling to over 12,000 offenders.

Corrective Services Support Line (CSSL) The Corrective Services Support Line (CSSL) commenced as a pilot program in January 2003. Since then the support line has been rolled out to nine correctional centres. The CSSL is a telephone support service that acts as a safety net for inmates when they have not been able to get their problems resolved or determined; and where issues are urgent, the CSSL offers them a ready means of drawing matters to the attention of staff for prompt intervention. DEPARTMENT OF Corrective Services 21

In 2004/05, the CSSL received over 2,600 calls, with the monthly average steadily increasing as illustrated by the graph below. number of calls facilitated

400

350

300

250

200

150

100

50

0 5 4 4 4 5 4 5 5 5 5 4 4 0 0 0 0 0 0 0 0 0 0 0 0 ------l r r t t c y v g n n b c u a p p e a o a e u u J e O J J A F D N M A M S

CSSL will be available to all centres within the Department by the end of 2005.

STRATEGIC OBJECTIVE 6

Implement the Aboriginal Offenders Strategic Plan, the Young Offenders Plan, the Women’s Action Plan and the new plan under development replacing the former Ethnic Affairs Policy Statement

Aboriginal Offenders Strategic Plan At the end of June 2005, there were 1,555 male Indigenous offenders in full-time custody (18.7% of the total male full-time inmate population) which is an increase of 7.5% from last year. At the end of June 2005, there were 177 female Indigenous offenders in full-time custody (29.6% of the total female full-time inmate population), an increase of 10% from last year. During the year, the Department worked closely with other government agencies to address this over-representation of Aboriginal people in the criminal justice system by implementing the Aboriginal Offenders Strategic Plan 2003-2005.

This included: implementing programs at St Heliers Correctional Centre to cater for the special needs of Indigenous offenders through new motor maintenance and Aboriginal art and history courses; and partnering with graziers in the Bathurst area to train Aboriginal offenders in shearing, wool classing and rouseabouting.

During the year, the Aboriginal Network Steering Committee was also established to provide correctional centres and staff with advice regarding programs and services appropriate to the female Indigenous population within the Women’s Facilities and Services Command, and to support Indigenous custodial and non custodial staff in developing a career within the Department. 22 DEPARTMENT OF Corrective Services

Young Adult Offenders All inmates in NSW correctional centres who are under 25 years of age are defined as young adult offenders. While male and female inmates in this age group comprise only 28% of the total custodial population, they are responsible for approximately 37% of offences committed in the Department’s custody. Statistics also show that inmates aged between 18-24 years have a recidivism rate of over 49% compared to 36% for older inmates.

The Department operates a specialised program for young adult offenders, which forms the basis for the 2005-2007 Young Adult Offenders Action Plan.

Under this program, the Department ran intensive learning sessions for young adult offenders to address their offending behaviour and criminogenic needs. The program promotes literacy and numeracy standards, and provides metal trades traineeships to increase vocational opportunities. The program operates in stages. Eligible inmates start at John Morony I Correctional Centre, progress to Oberon Correctional Centre, and then return to John Morony II Correctional Centre where specialised pre-release training is provided.

At Oberon, Stage 3 of the program incorporates the Gurnang Life Challenge: a remedial 16- week intensive program focussing on experiential learning with a vocational component addressing criminogenic needs. On the program, participants spend eight days in the bush where they experience river crossings, abseiling, night navigation, stretcher carrying and periods of isolation for self-reflection.

During the year, the program was modified for the 16 to 21 year old age group at Kariong Juvenile Correctional Centre, which has begun to identify suitable candidates for whom the program will be included in their whole-of-sentence planning.

Key performance measures

Participants in the specialised program’s stages

John Morony I 2003/04 2004/05 Raising Awareness for Change) 250 91* Metal Trade Traineeships - Certificate II 13 11 - Certificate III (Full trade qualification) 3 7 Oberon Gurnang Life Challenge graduates 157 141 Forklift licence 110 130 John Morony II Jobs for the Boys 150 149

* The Raising Awareness for Change program was suspended in early 2005 to allow the program to be evaluated and to ensure the program is delivered in accordance with the Department’s stated program requirements. DEPARTMENT OF Corrective Services 23

Women’s Action Plan The Department has a strategic framework for managing women, replacing the Women’s Action Plan, which expired at the end of 2003. During the year, the Women’s Advisory Committee was re-established to provide advice to the Office of the Commissioner.

To support the framework, Women’s Facilities and Services Command staff provided specialist training in working with female offenders as part of the probationary custodial officer training, integrated Induction Training, and at specific correctional centre sites where female offenders are held.

In April 2005, the Women’s Facilities and Services Command held the 2005 Women’s Forum. This conference, the fifth in a series, gathered all disciplines involved in the criminal justice sector from state, interstate and overseas agencies, involved in the criminal justice system, to discuss best practice in managing female offenders.

Ethnic Affairs Priorities Statement (EAPS) Through negotiation with the Community Relations Commission it was agreed that the Department of Corrective Services’ Ethnic Affairs Priorities Statement 2001/2002 remain the EAPS for the last year, pending the introduction of a new EAPS, to be called the Plan For Cultural Inclusion 2004 - 2007.

The Plan For Cultural Inclusion 2004 - 2007 was adopted in November 2004, and is built around seven objectives. Those objectives and a summary of initial strategies implemented to address them are provided in the appendices of this report.

EAPS Standards Framework Reporting The EAPS Standards Framework is a set of criteria against which NSW government agencies report on their EAPS activity in five key organisational areas: • planning and evaluation; • program and service delivery; • staffing; • communication; and • funded services.

An EAPS Standards Framework Report was submitted to the Community Relations Commission (CRC) at the end of 2003, reporting on the Department’s performance over the previous two years. CRC accepted the self-assessment, and acknowledged that progress was evident across all five activity areas within the Standards Framework.

The Department submits an EAPS Standards Framework Report every two years, and will therefore next report on 2003-2005. This report will be submitted to the Community Relations Commission at the end of 2005.

Religious days During the year, 36 religious or culturally significant days were identified to encourage inmates to maintain contact with religious and community organisations. As a result, offenders in custody celebrated such events as NAIDOC week, Ramadan, Chinese New Year and Pacific Island Day. Parent-child activity days were also held in most correctional centres to help maintain contact between inmates and their families. 24 DEPARTMENT OF Corrective Services

STRATEGIC OBJECTIVE 7

Ensure correctional centre visit programs meet the needs of visitors and inmates while maintaining appropriate security

In 2004/05, the Inmate Family Visits Committee addressed a number of issues relating to visits, including preparing an information pamphlet for visitors. Other initiatives improving security for visitors included:

Child Protection During the year, the Department developed a new section for the Department’s Operations Procedures Manual addressing the needs of children and young people.

Child Contact Assessment Program As part of its commitment to balancing the needs of offenders with child protection, in May 2005, the Department implemented the Child Contact Assessment Program (CCAP) in all correctional centres. This program, which replaces the Child Visits Pilot Program, requires inmates who have current or prior convictions for an offence against a child to apply and be assessed in relation to their contact with children. CCAP is co-ordinated by a child protection expert seconded from the Department of Community Services, with assessment involving obtaining informed consent for visits from the child’s carer.

Registration of Child Visitors Since January 2004, over 25,000 children were registered as visitors to NSW correctional centres, with 47% of these child visitors aged under 10 years and 65% visiting a parent in custody. This new registration process promotes safety and accountability and provides important data on the numbers of children visiting correctional centres. The Department will use it to inform policy development regarding visits and offender-related issues.

Video visits Video conferencing plays an important role in strengthening relationships previously strained by distance or an inmate’s lengthy sentence. Since family video conferencing was introduced in 2003, more than 160 inmate visits have been conducted via video link, 114 of them in the last financial year.

amanda’s Story Video conferencing has transformed the lives of one maximum security Mulawa inmate and her children. Previously, because Amanda’s children live with their grandparents a six- hour drive away, they could only visit Amanda four times a year.

Now, thanks to video conferencing, Amanda is able to read to her children and help them with their homework once a week. She is assisted in this by Shine for Kids, a non- government agency, which co-ordinates with her children’s school to give her each term’s homework in advance.

New visiting centres During the year, new visiting centres were built at Tamworth and Oberon Correctional Centres. These new visits sections provide a better service and improve security in the centres. DEPARTMENT OF Corrective Services 25

STRATEGIC OBJECTIVE 8

Establish and maintain effective procedures for the Parole Board to be properly informed of all relevant information, including from Security and Investigations, Offender Management, Probation and Parole and the Serious Offenders Review Council, in making decisions relating to the release of offenders to parole and in their supervision on parole

Restorative Justice Unit Registered victims can make submissions to the Parole Board if the offender who committed the crime is being considered for parole. During the year, the Restorative Justice Unit received an average of four telephone enquiries each week from registered victims about writing and presenting a submission. All callers were provided with advice with regard to the rationale, purpose, formatting and content of submissions.

Child Protection In 2004/05 the Department introduced a new section addressing child protection issues in pre -release reports prepared for the Parole Board. This will ensure the Parole Board is fully informed about child protection issues impacting on an offender’s release, post-release accommodation options and specific conditions on a parole order related to child protection.

Community Offender Services (Probation and Parole) The Community Offender Services (COS) Probation and Parole Service prepared approximately 3,900 pre-release reports to the NSW Parole Board assessing the person’s risk of re-offending and identifying what programs and services the person can access in the community to reduce that risk. These reports also outlined the offender’s behaviour and program attendance while in custody, and provided a plan to assist offenders in adjusting to life in the community should the Parole Board decide to release them.

STRATEGIC OBJECTIVE 9

Negotiate and implement workplace reform across the correctional system to deliver safe, effective and cost efficient operations

In March 2004, the Department negotiated a separate, highly efficient employment award for Dillwynia and Mid North Coast Correctional Centres under The Way Forward reforms. Under this award, which will deliver significant savings to the Department: • correctional officers who work longer than an 8 or 12-hour shift, are paid a flat rate per hour of $35; • there is no overtime for officers who are above the grade of senior correctional officer; and • those above the grade of senior correctional officer receive annualised salaries that are packaged to compensate for overtime and penalty rates.

Negotiations are underway to bring other centres in line with the award, with deputy governors and governors agreeing to the new work conditions on 31 March 2005. The decision was ratified in the Industrial Commission. Negotiations are continuing for those at the rank of Assistant Superintendent and Senior Assistant Superintendent, to receive annualised salaries. 26 DEPARTMENT OF Corrective Services

Key performance measures

Cost Savings from Award Negotiations

Correctional Centre Cost savings per inmate per day Cost savings per annum Mid North Coast $20 $3.8 million Dillwynia $68 $5.0 million

Cost Efficiency and Utilisation In 2004/05, the Department’s cost per inmate per day was higher than the national average, with the average cost of keeping an inmate in secure custody falling marginally to $186.84, as compared with the 2003/04 national average of $161.50. This was despite having a secure prison utilisation of 100.7 – higher than the 2003/04 national average of 94.8 – indicating that, on occasion, the Department housed more inmates in some correctional centres than allowed for in their design. Despite this level of utilisation, in secure custody, The Way Forward reforms assisted the average number of out of cell hours to increase from 7.65 to 8.66, just below the national average of 9.9 in 2003/04.

Cost Per Inmate Per Day

SECURITY 2000/01 2001/02 2002/03 2003/04 2004/05 2003/04 National Average Open $142.61 $150.60 $157.81 $155.87 $160.97 $147.50 Secure $174.33 $175.95 $186.56 $189.05 $186.84 $161.50 Total $159.18 $164.11 $173.12 $173.30 $174.46 $162.20

Prison Utilisation

SECURITY 2000/01 2001/02 2002/03 2003/04 2004/05 2003/04 National Average Open 102.2 101.2 105.0 110.2 110.4 102.0 Secure 97.5 98.6 98.9 101.5 100.7 94.8 Total 99.5 99.7 102.0 105.4 104.8 96.7

Time Out of Cells (hours per day)

SECURITY 2000/01 2001/02 2002/03 2003/04 2004/05 2003/04 National Average Open 12.55 11.63 12.27 12.00 11.10 13.3 Secure 10.62 9.80 9.15 7.65 8.66 9.9 Total 11.50 10.63 10.58 9.68 9.81 10.8 DEPARTMENT OF Corrective Services 27

STRATEGIC OBJECTIVE 10

Improve the quality and cost-effectiveness of escort and court security services

Court Escort Security Unit Traditionally, as inmate numbers have increased, so have the number of inmate movements around the correctional system. However, despite a steadily increasing custodial population, the Court Escort Security Unit handled over 132,000 inmate movements in 2004/05, a decrease on the more than 139,400 movements in 2003/04. The decline is largely due to a decrease in Court attendance made possible by court video conferencing (see Cross Justice Video Conferencing below).

Escort Fleet In 2004/05, the Department reduced its fleet by three escort vehicles by developing a new escort van that can transport up to 16 inmates with up to 7 different security classifications. Another two of these vans came on line in July 2005. In the next decade, the entire fleet of now 77 vehicles will be replaced as each vehicle reaches the end of its ten year life span.

Clustering court locations During the year, the Department continued to cluster court locations to correctional centres resulting in considerable cost savings for inmate escorts, better staff utilisation and improved service delivery. • The Queanbeyan Court Escort Security Unit was placed under the administration of Cooma Correctional Centre. • Alignment between the Metropolitan Remand and Reception Centre and Parklea Correctional Centre under a cluster arrangement has eliminated the need to transport all inmates initially to the MRRC for transfer to court locations. • Newcastle Court Transport was transferred from Wallsend to Cessnock Correctional Centre. • The Broken Hill Court Escort Unit came under the command and control of Broken Hill Correctional Centre, providing better staff utilisation and improved service delivery. • The Tamworth Court Escort Unit came under the command and control of Tamworth Correctional Centre.

Cross Justice Video Conferencing The Cross Justice Video Conferencing system is a joint initiative between the Department, the NSW Attorney General’s Department, NSW Police and the Department of Juvenile Justice. It avoids transport and escort costs and reduces the risk of escape during external movements. On 5 December 2004, the Cross Justice Video Conferencing system took Silver at the Premier’s Public Sector Awards.

In 2004/05, the conferencing system dealt with over 16,000 NSW Supreme, District and Local Court matters, a 20% increase on matters handled by video link in the previous reporting year.

During the year, the Department expanded video conferencing to all custody-based NSW Parole Board matters, regional Serious Offender Review Council hearings and assessments of regional revoked periodic detainees.

In addition, up to 2,600 legal interviews were conducted via video conferencing, close to three times as many as the previous reporting year. 28 DEPARTMENT OF Corrective Services

In 2003/04, video conferencing was available in 15 studios across the State. During the year, new generation conferencing equipment was installed and operational in Dillwynia and the Mid North Coast Correctional Centres and a third studio at Parklea Correctional Centre.

The next centres to receive this equipment will be the High Risk Management Unit at Goulburn Correctional Complex, Parramatta and Junee Correctional Centres.

Key Performance Measures

Inmate movements

2000/2001 2001/2002 2002/03 2003/04 2004/05 Court attendance 103,388 100,883 101,294 94,537 84,929 Between correctional centers 37,656 38,653 40,214 37,029 39,355 Medical treatment 142 425 339 264 397 Parole Board attendance 1,824 1,449 1,929 1,140 0 Visits to sick relatives, etc 1,099 1,359 - - - Funeral attendance 86 77 90 51 24 Children’s Court attendance 403 327 414 282 248 Other 2,532 1,140 2,160 158 2,226 Preposition 3,185 3,690 3,989 2,942 Police interviews 2,016 1,980 TOTAL 147,130 147,498 150,130 139,466 132,101

Video Conference Savings* 2004/05 $3,470,774 *The method used to calculate these savings has been changed to take into account any initial pre-positioning escorts required to enable video conferences to take place. The savings figures published in previous annual reports are therefore not comparable with the 2004/05 figure.

STRATEGIC OBJECTIVE 11

Ensure policies, corporate support services and systems meet the operational needs of correctional centres

New Trust Accounting System During the year, 19 correctional complexes began managing inmate funds using the new Trust Accounting and Payroll modules of the Offender Integrated Management System (OIMS), enabling funds to be managed through one central public monies account. Once all centres are using the new OIMS modules, offenders will have access to their funds immediately on reception without having to wait for transfers from other centres. DEPARTMENT OF Corrective Services 29

During the year, the Adult Education and Vocational Training Institute (AEVTI) reviewed and updated its policy and procedures manual, trained local education managers in its use and distributed hard copy versions to all correctional centres.

Service Delivery and Asset Strategy The Department’s Strategic Asset Plan for 2005/06 submitted in August 04 outlined the asset requirements of the Department’s core services. New funding was approved for an additional 1000 custodial beds, a new armoury and a new facility for the Department’s Dog Unit.

Energy Management During the year, the Department’s energy management program continued to realise substantial cost savings, while reducing greenhouse gas emissions.

In 2004/05, works under the NSW Government’s Energy Efficiency Investment Program (GEEIP) were completed at Lithgow Correctional Centre. Cell heating upgrade works are expected to result in annual energy savings of $15,400 with a 9% energy saving. Similarly, upgrading the hot water heater flues has achieved annual energy savings of an estimated $5,400 with a 5.5% energy saving.

An energy audit at Emu Plains and Goulburn Correctional Centres identified works for the 2005/06 program. The Goulburn audit has recommended works with estimated savings of 231 kilowatt hours per annum or annual savings of $28,000.

Asset Maintenance In 2004/05, the Department continued implementing a ten-year asset maintenance plan, with a budget of $19.5m. Year five of the plan has been reviewed and submitted for implementation during 2005/06. During the year, the computerised maintenance monitoring system known as ERNI replaced the Remote Maintenance Data being used in all centres.

Water Management In 2004/05, severe water shortages in NSW placed an even higher emphasis on water management, particularly in places such as Goulburn Correctional Complex where a new bore, water tanks and better management practices have reduced water usage.

In addition, the Department installed water saving equipment at South Windsor and audited water usage at Bathurst, Kirkconnell, Glenn Innes, Mannus and Oberon Correctional Centres. Monitoring at Long Bay, John Morony, Emu Plains and Parklea Correctional Complexes also continued to determine water usage patterns.

During the year, the Department received a special grant under Sydney Water’s pilot fund for water saving works at John Morony Correctional Complex and Parklea Correctional Centre to be undertaken in 2005/06. Estimated savings will be 176,000 litres per day or some $71,240 per annum.

Hazardous Materials Management Program The Department’s Hazardous Materials Management Program has continued, resulting in hazardous material being removed from Bathurst and Cessnock Correctional Centres. 30 DEPARTMENT OF Corrective Services

OFFENDER MANAGEMENT – In the community

Priorities:

1. Provide the courts and the Parole Board with timely and accurate information. 2. Pursue further development of diversionary programs. 3. Effectively supervise offenders in the community while working towards successful order completion. 4. Promote successful re-settlement through partnerships with other agencies and community groups.

STRATEGIC OBJECTIVE 1

Assess and manage the risk offenders pose to community safety, provide advice to the sentencing authorities and develop case plans based on the assessments

In 2001/02, Community Offender Services (COS) began deploying the LSI-R, the Department’s risk assessment tool, implementing it electronically during 2003/04 in all COS district offices. During 2004/05, the LSI-R was included in full pre-sentence reports and COS is now reviewing a short version for inclusion in court duty reports. This will provide the platform for developing whole-of sentence plans including establishing E-case management in correctional centres.

The LSI-R informs the efficient allocation of resources to high risk/needs offenders allowing equitable management of workload across the Service. Once offenders are identified as medium to high risk, the level of intervention is more intensive. For example, they are required to participate in targeted group work programs and interventions and their supervision and monitoring will be closer, including more home visits and employment checks.

Child Protection Watch Team Trial During the year, the Department tested a new way of managing child sex offenders in the community. A Child Protection Watch Team was created in south-western Sydney to identify high risk offenders who present a grave risk to children and to co-ordinate inter-agency efforts to reduce recidivism. While most of the year was spent planning the trial, developing protocols and resolving privacy and information sharing problems, the Team was actively managing offenders by June 2005.

STRATEGIC OBJECTIVE 2

Improve services and accountability through implementing a demand and service level management process

Workload model In 2003/04, COS trialled a community workload model based on the level of risk of reoffending negotiated with the Public Service Association. During 2004/05, COS began to trial a pre-release DEPARTMENT OF Corrective Services 31

parole version of the model, designed to ensure COS is able to deliver against parole-related legislative changes.

Both versions, which are based on demand and service level management processes, will improve services and accountability. Once implemented fully, they will also help to identify trends in service delivery needs across and within COS Regions, District Offices and Parole Units.

COS Restructure In addition to establishing a workload model based on offender profiles and the demand for service delivery from sentencing and releasing authorities, during the year COS was restructured to enhance capability in the Head Office, at District Management level and in the field.

Staff of the Service Recruitment and training of Probation and Parole Officers continued to be a high priority in 2004/05, with specialist officer recruitment including an Arabic Liaison Officer at Bankstown. The large intake of new officers required four primary training courses during the year, with all trainees completing a Certificate IV in Correctional Practice.

Within existing funding arrangements, three Directors Regional Community Operations positions were created to direct operational functions throughout the Regions.

STRATEGIC OBJECTIVE 3

Provide accurate and appropriate advice to sentencing authorities

A major function of COS‘s Probation and Parole Service is to advise the courts and releasing authorities via three broad categories of reports:

1. Pre-sentence reports provide advice on the suitability of the offender for a variety of custodial and/or community-based programs. They also summarise the background of the offender, current attitudes and circumstances, risk the offender poses to the community and major issues surrounding the offence. 2. Post-sentence reports provide advice on the suitability of an offender to enter intensive supervision programs (e.g. Home Detention Assessment Report). 3. Pre-release reports assess the offender’s risk of reoffending and identify programs and services to reduce that risk. These reports include an outline of the offender’s behaviour and program attendance while in custody and provide a post custody plan to assist the offender in adjusting to life in the community.

Key Performance Measures: In 2004/05: • 26,874 pre-sentence reports were requested by courts, an increase of 5% over the previous year.

Pre-sentence reports 2000/01 2001/02 2002/03 2003/04 2004/05 Number of reports 25,287 27,161 27,649 25,601* 26,874 % change +7.4 +1.8 -7.4 +5.0 32 DEPARTMENT OF Corrective Services

• 709 post-sentence assessments were requested by courts, an increase of 11% over the previous year. In 2004/05 this included post-sentence assessments for the Drug Court. Post-sentence assessments 2000/01 2001/02 2002/03 2003/04 2004/05 Number of reports (Home Detention) 671 706 795 637* 682 Number of reports (Drug Court) 27 % total change +5.2 +12.6 -19.9 +11.0

* These figures are different from those appearing in the 2003/04 Annual Report. In 2004/05 a review of the reporting process showed that a change in the script used for extracting the data had resulted in an under-reporting of data for 2003/04. This process has now been amended and the correct data given above. • approximately 3,879 pre-release reports were prepared for consideration by the Parole Board and other releasing authorities, an increase of 19% over the previous year.

Pre-release reports 2001/02 2002/03 2003/04 2004/05 Number of reports 1,488 2,550 3,262 3,879 % change +27.9 +18.9

STRATEGIC OBJECTIVE 4

Ensure that standards for community supervision and program delivery are established and maintained

Interstate transfer of community based orders The NSW Crimes (Interstate Transfer of Community Based Sentences) Act 2004 commenced on 29 November 2004, enabling community-based sentences to be transferred between participating jurisdictions (currently only NSW and the ACT). This scheme commenced in NSW in March 2005 for: • Good Behaviour Bonds in NSW, known as Probation Orders of Recognisances in ACT • Community Service Orders • Home Detention Orders • Periodic Detention Orders After a six-month trial, the scheme will be evaluated to inform any modifications to existing procedures and assist other interstate jurisdictions in a national rollout.

COS student placement policy and procedures In December 2004, a Student Placement Policy was developed to clarify the role of the student, the Department and the educational institution in student placements. In March 2005, guidelines for university postgraduate clinical and forensic psychology students providing services to clients in district offices were also finalised.

COS data collection Data outcomes are collected on a monthly basis in accordance with nationally agreed counting rules. Following the implementation of an electronic Offender Integrated Management System (OIMS) data is now considerably more accurate than in the past method of returns. The following analysis refers to caseload intake. This relates to the number of persons registering DEPARTMENT OF Corrective Services 33

with the Probation and Parole Service with a new set of orders during the twelve-month period.

Restricted Movement In NSW the only sentencing option falling within this category is Home Detention, which is aimed at diverting offenders from full-time custody. Home Detention provides substantially more community protection, is more intrusive and more costly than any other penalty alternative short of full-time custody; nevertheless it is still less expensive than full-time custodial sentences.

In 2004/05: • 453 offenders were admitted to home detention, an increase of 27 offenders (6%) since 2003/04. • 79% of home detention orders (601) were successfully completed in 2004/05.

Home Detention Orders 2000/01 2001/02 2002/03 2003/04 2004/05 Number supervised 178 175 229 200 192 % change -1.7 +30.8 -12.7 -3.5 Caseload intake 418 439 508 426 453 % change +5.0 +15.7 -16.1 +6.3

GLEN’S STORY Glen was sentenced to 12 month’s imprisonment to be served by home detention on condition that he abstains from alcohol and drug use. At assessment he was identified as requiring intervention for his cannabis use and was referred to an alcohol and other drug program, which he completed.

Having got a job two weeks before his sentence, Glen worked full-time for the duration of his Order, during which time he received good reports from his supervisor and was promoted. He also stuck to his abstinence condition, which was confirmed by urine and breath analysis.

Glen’s response to his Home Detention Order was very positive. He was very appreciative of the opportunity to keep his job and is not expected to re-offend.

Reparation Periodic Detention Ten periodic detention centres were operated during the year, providing $3 million of community work to worthwhile environmental and charity projects. In November 2004, the Commissioner signed Certificates of Commitment with The Upper Parramatta River Catchment Trust; The Georges River Keeper River Care Program; Clean Up Australia and The Kokoda Track Memorial Walkway to continue to provide detainee labour for these worthwhile projects.

Community Service Orders During the year, local communities continued to benefit from the contributions of Community Service Order workers. For example: 34 DEPARTMENT OF Corrective Services

• G osford District Office has been working closely with Wyong Shire Council since 1986 in providing and supervising Community Service Order work. The program now operates six days per week and undertakes a range of projects in the Shire including bush and beach regeneration, litter collections, fencing and other clean up tasks. In 2004/05 more than 10,300 hours of work (1,474 work days) were completed in the Wyong Shire. • G osford District Office has entered into a similar partnership arrangement with Gosford Shire Council, operating six days per week concentrating on bush and beach renewal and rubbish pick up. During the year, approximately 22 tonnes of noxious weed, trees and dead wood were removed from the Foresters Beach area and several tones of rubbish removed from scenic areas in the Gosford Shire.

In 2004/05 the Community Service Order program expanded its incorporation of participation in developmental programs, which offenders are directed to undertake as part of sentencing.

Many of these programs have been developed through partnerships with local agencies. For example, Dubbo District Office has strengthened relationships with the Yetta Dhinnakkal facility at Brewarrina, continuing its collaborative approach to community work with a joint Service Order and Mobile Outreach Prison (MOP) work program.

Additionally, Griffith District Office has built a valuable relationship with Hillston Police, increasing availability of CSO places in the area by having the Officer-in-Charge Hillston Police visit each project at least weekly. This office is also working closely with Griffith City Council to develop community projects that CSO offenders can participate in. As a result, Griffith now has a workable community alternative to gaol.

Community Service Orders 2000/01 2001/02 2002/03 2003/04 2004/05 Number supervised 5,225 4,632 4,409 4,375 4,631 % change - -11.3 -4.8 -0.8 +5.8 Caseload intake 6,423 5,839 5,526 5,358 5,942 % change - -10.0 -5.4 -3.0 +10.9

In 2004/05: • 76% (6,470) of all Community Service Orders were successfully completed on the basis of compliance with the order compared with 74% (5,968) in the previous year; • $12.304 million worth of unpaid community work was performed by offenders subject to community supervision compared with $11.362 million in 2003/04; • approximately 1,600 non-profit organisations continued to provide work opportunities for offenders subject to Community Service Orders, compared with 1,688 last year.

Supervision (Compliance) In 2004/05 the Probation and Parole Service supervised a monthly average of 3,985 offenders with parole orders and 10,568 offenders with probation orders including bonds, bail supervision and drug court orders. Supervision ensures that offenders adhere to the conditions of their supervision order and helps them develop positive goals and skills needed to lead a law- abiding lifestyle. DEPARTMENT OF Corrective Services 35

On average over 17,600 people served a community based sentence in NSW during 2004/05: 2000/01 2001/02 2002/03 2003/04 2004/05 Male 14,807 14,799 14,565 14,262 14,974 Female 2,709 2,621 2,578 2,489 2,638 Unknown 103 66 133 89 64 Total 17,619 17,486 17,276 16,840 17,676

Parole Orders In 2004/05: • 80% (5,605) of Parole Orders were successfully completed on the basis of compliance with the order compared with 77% in 2003/04. • 6,779 inmates were released to parole with supervision, an increase of 1,659 inmates (32%) since 2003/04.

Parole Orders 2000/01 2001/02 2002/03 2003/04 2004/05 Number supervised 3,104 3,307 3,502 3,626 3,985 % change - +6.5 +5.9 +3.5 +9.9 Caseload intake 3,167 3,770 4,300 5,120 6,779 % change - +19.0 +14.0 +19.1 +32.4

Probation Orders In 2004/05: • 15,402 offenders received probation orders, an increase of 2% over 2003/04. • 85% (15,880) of probation orders were successfully completed on the basis of compliance with the order, compared with 76% in 2003/04.

Probation Orders 2000/01 2001/02 2002/03 2003/04 2004/05 Number supervised 11,278 11,280 10,264 10,308 10,568 % change - +0.02 -9.0 +0.4 +2.5 Caseload intake 12,984 13,527 14,262 15,144 15,402 % change - +4.2 +5.4 +6.2 +1.7

STRATEGIC OBJECTIVE 5

Extend the availability of intensive supervision options to selected non-metropolitan locations

Access to the Home Detention program is currently only available in the Illawarra, Sydney and Newcastle areas. In 2003/04 a pilot proposal was submitted to expand Home Detention to the Kempsey/Port Macquarie area, with the particular of managing Aboriginal offenders from rural communities on Home Detention rather than incarcerating them in correctional centres. This proposal is still under consideration. 36 DEPARTMENT OF Corrective Services

A research report on Home Detention, completed this year, will provide the basis for a strategy to expand the provision of intensive supervision including electronic and satellite monitoring of high-risk offenders in the community.

janet’s STory Janet was sentenced to 12 month’s imprisonment for High Range PCA and Drive Whilst Disqualified offences, to be served by home detention. At assessment, she was identified as requiring intervention for alcohol abuse and depression.

Janet completed the Antabuse program during the term of her Order, attended weekly Alcoholics Anonymous meetings and maintained a course of anti-depressants under the supervision of her GP. Home detention meant she was able to continue to live with her three year old daughter.

Because of her high risk of relapse, supervision in the later stages of her Order focused on maintaining her sobriety. Janet was very grateful for this support and plans to continue to go to Alcoholics Anonymous and to become a volunteer at her local hospital.

STRATEGIC OBJECTIVE 6

Extend programs that meet the needs of Aboriginal offenders and their communities to regional and remote areas of the State and so increase sentencing options for courts

Community Offender Services has developed a number of programs in partnership with local Aboriginal communities to meet the needs of Aboriginal offenders in their communities.

Employment and training of Aboriginal specialist officers (see Strategic Objective 7) Aboriginal Client Services Officers (ACSOs) support COS officers in case managing Aboriginal offenders in a culturally sensitive manner. There is evidence that, in districts where ACSOs are located, fewer revocations or breaches of orders occur.

During the year, the Department established two new full-time ACSO positions to advise courts on the best drug and alcohol rehabilitation programs for Aboriginal offenders. In addition, three short-term positions (one in each of the three COS regions) were created to assist Aboriginal offenders with substance abuse problems.

Two Ways Together initiative In 2004/05, the Department successfully applied for funding under the NSW Aboriginal Affairs Policy Two Ways Together initiative. COS received $3.8 million for the four-year period from July 2004 to June 2008 under the Collaborative Approaches to Indigenous Family Violence and Child Abuse, and Reducing Incarceration initiative. This funding is to be administered across three locations:

Rekindling the Spirit (Lismore and Tabulam) Rekindling the Spirit currently targets Aboriginal males and their families and provides a range of support services to address the cultural needs of Aboriginal families, with specific attention to family violence, drug and alcohol abuse, and child abuse and neglect within the family. DEPARTMENT OF Corrective Services 37

The Two Ways Together funding will meet the costs of COS offenders participating in the program either at the Lismore centre, or, in the neighbouring community of Tabulam, providing an alternative to incarceration for sentencing courts in the region.

Yindyama La Family Violence Project (Dubbo) Following the success of a twelve-month pilot funded by the NSW Premier’s Department Office of the Status of Women, the funding will also allow COS to extend the Yindyama La Family Violence project program. This project focuses on male perpetrators of violence, working closely with services for victims, and children in collaboration with the community. It will now be extended to create a parallel program for female victims of violence.

Walking Together Project (Newtown and Redfern) The Two Ways Together funding will allow the Walking Together Project to be reviewed, refined and extended to target family violence and child abuse. Walking Together, currently targets Aboriginal males, using Aboriginal culture to address social issues such as family violence, low self-esteem, alcohol and other drugs and employment/training. Funding will allow a female offenders program to be developed facilitating, at the end of both programs, a joint Walking Together component to encourage males and females to address issues of family violence together.

Aboriginal Men’s Group (Kempsey) This local initiative, which adopts a practical approach to addressing substance abuse and domestic violence in Aboriginal communities, aims to encourage dialogue among Aboriginal men with a view to developing preventative strategies. During the year, plans were developed to expand this program to include a Family Healing Centre, where domestic violence and substance abuse offenders will be granted conditional bail to reside at a culturally appropriate rural site.

Keepa Keepa – Aboriginal CSO Project (Lake Macquarie) This project provides culturally appropriate interaction with elders and community service providers for Aboriginal Community Service Order offenders from the following Indigenous nations – Awabakal, Worimi, Darkinjung, Wonaruah and Mindaribba. Creating valuable links between offenders and local agencies, during the year the project was piloted two days per week, with one day dedicated to the program component and another day for work including establishing walking trails, shelter and other basic requirements.

Linking Together Program (Inverell) This program, in partnership with the South Inverell Residents Association and the Linking Together Centre, supervises 4 to 8 community workers who oversee a work gang of predominantly Aboriginal CSO workers in South Inverell. The community is very aware of the workers and the program. The work gang is well received, with duties including ground maintenance, painting playground equipment and repairing a local church.

Far North Coast – Namatjira Haven During the year, the Department partnered with the Bundjalung and wider Aboriginal and non- Aboriginal communities to refurbish the Namatjira Haven Drug and Alcohol Healing Centre on the Far North Coast. Participants are now being referred from the Magistrates Early Referral Into Treatment (MERIT) program, the community and health services as well as the Department of Corrective Services. 38 DEPARTMENT OF Corrective Services

Far South Coast – The Ancestral Trek COS has a Cultural Reconnection Initiatives Committee with the ten communities located between Bateman’s Bay and Eden on the Far South Coast of NSW. During the year, this committee continued to develop the Ancestral Trek for Aboriginal men in the region, referred either by community-based corrections orders or by their communities. Participants camp and trek guided by staff and Knowledge Holders from their communities who teach them about Aboriginal identity and culture. In addition, staff from local services conduct workshops, training and living skills in the ‘bush classroom’. Topics include alcohol and other drugs, violence, relationships, parenting, physical/mental health, anger management, relapse prevention, first aid, communication and law.

Yura Yulang Drug Action Teams The Yura Yulang Community Drug Action Teams (CDATs) is a Premier’s initiative developed in response to the NSW Drug Summit. During the year, the Men’s Program, which has been running since June 2002, had a regular attendance of between 20-40 each week. In the last 12 months, NSW Health has supported funding for the group and Tranby Aboriginal College (the owner of the camp site) has donated the rental costs each week.

The Women’s Group was first convened in June 2003 and after receiving funding from both Aboriginal Health and Premier’s Department has been running on a weekly basis. During the year, 15-25 women attended, with numbers expected to rise to 40.

Four year funding of some $284,000 has now been obtained for the men, women and a proposed youth group to close the healing circle.

STRATEGIC OBJECTIVE 7

Expand partnerships with health and community service agencies to provide appropriate programs and services for offenders with disabilities or other complex needs

Throughout 2004/05 Community Offender Services continued to expand partnerships with health and community service agencies to provide programs and services for offenders with disabilities and other complex needs.

NSW Drug Summit The NSW Drug Summit funds seven discrete projects targeted at medium to high-risk community based offenders. Two of these, Pathways to Employment Education and Training (PEET) and Aboriginal Client Service Officers are detailed in Strategic Objective 3. The remainder are:

Drug and Alcohol Addiction Program and Relapse Prevention Program During the year COS, in partnership with the Centre for Drug and Alcohol and Justice Health (NSW Health), developed Drug and Alcohol Addiction and Relapse Prevention programs, including accompanying training packages. Both programs have been piloted and are planned for rollout in August 2005. They are currently being delivered on a continuing basis by the Blacktown and Newtown District Offices, which were involved in the pilot programs and have appropriately trained staff. DEPARTMENT OF Corrective Services 39

Key performance measures In 2004/05: • The Drug and Alcohol Addiction Program was trialled in November/December 2004 in four COS District Offices (Newtown, Blacktown, Gosford and Albury). • The Relapse Prevention Program trials at the same pilot sites and trials of this program were completed in May 2005.

Urinalysis testing for offenders on community-based orders As part of the conditions of their release from custody, the majority of the State’s 4,000 parolees are required to undertake urinalysis. Since 1999, when Medicare funding for medical practitioners to provide this function was withdrawn, COS has included urinalysis in case plans.

To find strategies to mitigate the cost of this practice, in 2003/04 COS used Drug Summit funding to cover an oral fluid testing trial. The trial draft report recommended that urinalysis should be retained for routine testing, but that oral fluid testing may be preferable in some contexts. To further explore this option, a consultant was commissioned to examine best practice in interstate and overseas drug screening. In May 2005, the consultants recommended that COS purchase oral fluid testing technology capable of testing for discrete permutations of the five drugs of interest to COS (cannabis, amphetamines, methamphetamines, opiates and cocaine).

Dual diagnosis cross training for Probation and Parole Officers and other frontline workers Offenders with both mental health or intellectual disability and drug and alcohol disorders are considered to be at the most difficult end of the treatment spectrum. To help meet their specialised needs, COS formed an advisory group with representatives from NSW Health (Centre for Mental Health, the Drug Directorate and Justice Health) and the Department of Ageing, Disability and Home Care to develop dual diagnosis cross agency awareness and improve inter- agency co-operation in managing these offenders.

During the year, the advisory group identified Nowra and Newcastle as locations where locally developed protocols, procedures and systems for a joint management approach could be tested. Multiple workshops have been delivered in these locations, resulting in two pilots and strategies for sustaining the initiatives. The project has since been rolled out at four additional sites and plans are to add another six locations by end December 2005.

Brief Crisis Accommodation During the year, Drug Summit funding supported a program to give parolees with a history of drug abuse and with a high to medium risk of re-offending short term, emergency accommodation immediately after release from custody for up to 14 days. Anecdotal information and the rate of take-up indicate that the need for this type of accommodation is not required to the extent initially projected. Therefore, the Department is investigating redirecting some of the funds to purchase services to support offenders with mental health issues and intellectual disabilities.

Culturally sensitive drug and alcohol program This program delivers the Drug and Alcohol Addictions and Relapse Prevention programs in a culturally sensitive manner to targeted groups of community-based offenders including 40 DEPARTMENT OF Corrective Services

Indigenous, Pacific Islander, Vietnamese and Arabic in partnership with leaders and representatives of these communities.

STRATEGIC OBJECTIVE 8

Implement the Throughcare Strategic Framework by working with Inmate and Custodial Services to ensure the consistent provision of assessments, programming and services across the Department

During the year, COS worked with Inmate and Custodial Services Division in providing assessments, programming and services across the Department by:

• Driving E-case management to provide essential case information to the custodial division to support case management in correctional centres. • Developing core accredited programs that apply across community and custody, for example Think First and AOD relapse prevention (see Strategic Objective 2 in Reduction in Reoffending). • Participating in joint policy and program development. Examples of this joint work to implement the Throughcare Strategic Framework include:

Cessnock Joint Pre-release Program Cessnock Parole Unit has developed a program that is jointly conducted with a Job Seeking Skills Program for offenders about to be released to supervised parole. In the program, an education officer covers job seeking skills and job readiness issues, while COS officers cover other vital post-release issues such as accommodation, finding community resources and managing money.

STRATEGIC OBJECTIVE 9

Implement the Aboriginal Offenders Strategic Plan, the Young Offenders Plan, the Women’s Action Plan and the new plan under development to replace the Ethnic Affairs Policy Statement

A key feature of the Commissioner’s vision for internationally recognised performance in corrections (Annual Report 2002/03) is to develop and implement the Aboriginal Offenders Strategic Plan, the Young Offenders Plan, the Women’s Action Plan and the new plan under development to replace the Ethnic Affairs Policy Statement.

Aboriginal Offenders Strategic Plan Community Offender Services has developed and introduced a number of program initiatives designed to meet the needs of Aboriginal offenders (see Strategic Objective 6).

Young Offenders Plan Community Offender Services supports initiatives undertaken by the Department to meet the needs of young offenders. DEPARTMENT OF Corrective Services 41

Women’s Action Plan For several years COS has run a Women’s Positive program, which is currently being reviewed. In future, COS groupwork intervention programs will be designed to address the needs of female as well as male offenders.

Ethnic Affairs Priorities Statement Community Offender Services has actively participated in the ongoing development of the Ethnic Affairs Priorities Statement by providing input and comment.

Other Activities Victims Programs Each year a percentage of Corrective Services Industries (CSI) annual income is allocated to two funding programs: Victims of Violent Crime Grants Program; and Victim Awareness Project.

The Department administers the Victims of Violent Crime Grants Program, which assists non- profit community agencies working with victims of violent crimes by providing small grants for one-off projects. It provides opportunities for offenders, through profits from prison labour programs, to make reparation to the community through financial assistance to victims-of - crime support organisations.

Among the 19 projects funded in 2004/05 were art workshops for young victims of violent crime. A resource manual was developed for field workers in child sexual assault.

The Victims Awareness Project funds the Enough is Enough Anti-Violence Movement Inc. to offer its “R” Program throughout NSW correctional centres, exploring with offenders the themes of responsibility, rehabilitation and reintegration with offenders.

Key performance measures In 2004/05: • There were 14 presentations in NSW correctional centres (13 in 2003-04) and with 220 inmates and correctional centre staff attending (524 in 2003/04). • Funding has been provided to Enough is Enough for the past six years with 2004/05 funds totalling $80,000 compared with $76,000 in 2003/04.

Legislation The dynamic legislative environment continues to bring new challenges to managing offenders, particularly as it relates to offenders with community-based sentences and those released from custody to parole with supervision. During the year, the following legislation commenced requiring numerous policy and practice changes within Community Offender Services.

Crimes (Administration of Sentences) Further Amendment Bill 2002 On 2 August 2004, an amendment to the Crimes (Administration of Sentences) Act 1999 extended the Commissioner’s power to enable the testing for alcohol and prohibited drugs of correctional officers, and also administrative, non-uniformed and community-based staff.

Crimes (Administration of Sentences) Amendment (Parole) Act 2004 On 10 December 2004 Parliament passed the Crimes (Administration of Sentences) Amendment (Parole) Act 2004, which has yet to commence operation. The Act will: reconstitute the Parole 42 DEPARTMENT OF Corrective Services

REDUCTION IN REOFFENDING

Priorities:

1. Establish whole-of-sentence planning and case management based on standardised risk and needs assessments 2. Provide programs which are proven to be effective in reducing recidivism across community and custodial settings 3. Improve offender motivation to participate in offence related, transitional and resettlement programs.

STRATEGIC OBJECTIVE 1

Apply standardised risk and needs assessments to targeted groups of offenders and use the data to establish and maintain whole-of-sentence plans

Standardised Risk Assessment Since 2002/03, the Department has progressively introduced the Level of Service Inventory – Revised (LSI-R): an instrument that identifies an offender’s level of risk and needs so the Department can allocate resources in the most effective way to reduce recidivism.

This instrument is an important part of case planning, which includes: a complete profile of the offender’s criminal and social history; a rating of the risk of criminal re-offending; a list of dynamic factors related to the risk of re-offending; a list of strengths, assets and protective factors; and a set of whole-of-sentence, prioritised case plan strategies.

The LSI-R was implemented across community based corrections by Community Offender Services (COS) in 2003. In 2004/05, the new Mid North Coast and Dillwynia Correctional Centres became the first centres to apply the LSI-R for all sentenced offenders serving custodial sentences longer than two months.

An electronic version of the LSI-R was developed by COS to provide the basis of the initial case plan. As this has been included in the Court Advice Program through the Pre-Sentence Report, the Department moves closer to a whole-of-sentence case management approach.

Key performance measures In 2004/05: • The LSI-R was administered to nearly 24,500 offenders compared with around 16,000 in 2003/04, a 53% increase. • This represents 90% of offenders sentenced to a community based order under the supervision and management of Community Offender Services (compared with 65% in 2003/04). DEPARTMENT OF Corrective Services 43

• In custody there were some 2,700 offenders with completed LSI-Rs, up from 2,400 in 2003/04, an increase of 14%. There was an average of over 31,400 pre-sentence and post-sentence reports prepared by Community Offender Service during 2004/05:

2000/01 2001/02 2002/03 2003/04 2004/05 Pre-sentence reports 25,287 27,161 27,649 25,601 26,874 Post – sentence reports 3,284 2,282 3,345 3,899 4,588 Total 28,571 29,443 30,994 29,500 31,462

Welfare Assessment In addition to the administration of the LSI-R, the Department’s welfare officers and Service and programs officers assess risk associated with offenders in custody and those preparing for release. These assessments contribute to case plans and help to guide services and programs through the whole sentence. In 2004/05 approximately 63,000 welfare interventions were made to support crisis and case management initiatives and there were 28,000 referrals to government bodies and other agencies.

Education Profile Interview In 2004/05, the Department introduced the Education Profile Interview (EPI) to provide information about inmate education and employment histories, aptitudes, learning styles and career aspirations. More than 3,000 EPIs were conducted during the year, indicating when diagnostic literacy/numeracy assessment is required, and informing decisions about individual education plans and training for employment.

Work Readiness Assessment During the year, work readiness assessments were conducted on a monthly basis for all inmates employed in Corrective Services Industries and for those enrolled as full-time students, with more detailed assessments every six months. These assessments, combined with close monitoring of those inmates who show a poor work ethic have proven helpful in developing inmate skills, as well as providing an account of an offender’s progress.

Alcohol and Other Drugs Assessment In 2004/05 the Department’s Alcohol and Other Drugs workers conducted over 14,000 assessments for the nature and severity of alcohol and drug dependence and the need for treatment in custody and on release to the community. In the process, they prepared 3,200 reports for classification, case management, program review, court and parole purposes and made 3,000 referrals to community treatment services.

Sex Offenders Risk Assessment During the year, the Department’s psychologists assessed sex offenders in custody and in the community including: pre-sentence, on reception, during sentence with regard to staff safety, pre-release, for parole consideration and during parole supervision. 44 DEPARTMENT OF Corrective Services

Key performance measures In 2004/05: • At the request of the courts, the Forensic Psychology Service (FPS) and Regional Supervisor North completed 97 and 21 pre-sentence assessments respectively relating to risk to the community, types of intervention available, and management recommendations. • The FPS and Regional Supervisor North respectively assessed 174 and 72 offenders at risk of sexually assaulting staff.

STRATEGIC OBJECTIVE 2

Develop, accredit and establish evidence-based programs designed to address dynamic risk factors for reoffending across community and custodial corrections

The Department offers evidence-based programs addressing behaviours linked to reoffending such as alcohol and drug dependence, poor cognitive skills, violence and sexual issues. These programs are based on evidence of effective intervention and are targeted at medium to high risk offenders, since the literature on What Works concludes that working more intensively with high-risk offenders reduces reoffending.

Key Performance Measure In 2004/05: • Some 353 offender management programs were presented compared with 380 in 2003/04. • Over 2,800 community-based offenders attended compared with around 4,100 offenders in 2003/04. During the year, the Department progressed development of an accreditation process for all group work programs delivered in custody and in the community on the basis of overseas evidence.

Think First In 2004/05, the Department provisionally accredited Think First, its first group work program, which improves cognitive skills such as problem identification, decision making and communication. The program was delivered to 215 participants within correctional centres and also in district offices in the community.

Alcohol and Other Drugs (AOD) During 2004/05, AOD workers delivered existing alcohol and drug group programs as well as programs addressing other addictive behaviours such as gambling to over 13,000 offenders in custody. In addition, the Offender Programs Unit reviewed a number of intensive group programs for future implementation.

SMART Recovery Program To provide ongoing support for graduates of the Department’s existing AOD programs, during the year, the Department began custodial and community-based trials of the SMART (Self Management And Recovery Training) Program in collaboration with the St Vincent’s Hospital Alcohol and Drug Service. SMART is a self-help program to assist participants with issues such as sustaining motivation to abstain and coping with urges. In 2005/06 SMART will be introduced progressively into other centres. Offenders who participate in the SMART program while in custody will be able to link with community-based SMART groups on their release. DEPARTMENT OF Corrective Services 45

Compulsory Drug Treatment Correctional Centre Planning and recruitment for Australia’s first Compulsory Drug Treatment Correctional Centre at Parklea Correctional Centre continued throughout 2004/05, with the centre scheduled to open in February 2006. It will be aimed at offenders who are continually before the courts and will attempt to break the cycle of drugs and crime.

Drug Free Wings The trial of drug free wings at Parklea and Emu Plains Correctional Centres continued during 2004/05. It is anticipated that the results of the evaluation of the Parklea Drug Free Wing will be available in 2006/07.

Ngara Nura Ngara Nura is a residential therapeutic community program located at Long Bay Correctional Complex. The program targets offenders at the end of their sentence who have significant alcohol and drug problems and addresses both alcohol and drug treatment and transitional issues. Since the program opened in 2000, 40 groups involving 390 offenders have entered Ngara Nura, with 307 offenders having successfully graduated from the program. During 2004/05, 96 offenders successfully completed the program.

NSW Sober Driver Program During the year, the Department continued to manage the NSW Sober Driver Program through 46 Probation and Parole Service District Office locations. The program is jointly funded by the Roads and Traffic Authority and the Motor Accidents Authority, with oversight from an inter- agency working group, including representatives from the Roads and Traffic Authority, Motor Accidents Authority, Department of Corrective Services and Attorney General’s Department.

The Program, which targets repeat drink driving offenders who are given a community-based sentence, addresses issues such as consequences of drink driving, effects of alcohol on driving, alternatives to drinking and driving, and relapse prevention and stress management.

In 2004/05, the Department held ten training workshops, with more than 100 probation and parole officers completing training, bringing the total number of trained facilitators to more than 330 since June 2003. In addition, details of the program were presented at seven conferences.

Key performance measures In 2004/05: • More than 1,440 offenders were enrolled in 112 programs compared with some 1,200 offenders enrolled in 91 programs in 2003/04 • 74% of offenders enrolled in the Sober Driver Program successfully completed the program (compared with 79% in the previous twelve months).

Windsor Supervision Programs During the year, the Department provided a two-tier, intensive community supervision program from its Windsor District Office for probationers and parolees with repeated Drive While Disqualified offences or with a history of drug or alcohol issues. Level 1 requires participants to attend community-based meetings such as Alcoholics Anonymous. Level 2 requires participants to: remain drug and alcohol free; account for their daily activities; and 46 DEPARTMENT OF Corrective Services

provide feedback from significant others about their progress. These conditions are supported by individual counselling and referral to employment or educational programs.

Offenders in Remote Communities To provide targeted programs in remote communities, during the year the Department forged partnerships with other agencies in those areas. For example, in COS: • Broken Hill District Office - has�������������������������������������������������������� adopted a collaborative service delivery approach to disadvantaged communities, namely Wilcannia, Wentworth and Dareton. This has been achieved through connections to interagency forums, link positions in some communities and partnerships with other stakeholders. • Bourke District Office - has developed partnerships with public sector agencies to help facilitate community-based group programs. In addition, Bourke District Office has strengthened working relationships with the Yetta Dhinnakkal Centre enabling joint delivery of community work programs for trainees from Yetta Dhinnakkal and offenders on Community Service Orders.

Violent Offenders Therapeutic Program (VOTP) Around 52% of male offenders and 36% of female offenders have been convicted of a violent offence, either in the community or while incarcerated. One of the strategies used to reduce recidivism within this section of the offender population is participation in the VOTP. The VOTP provides a set of programs targeting dynamic risk factors for violent re-offending including: • anger/ hostility; • impulsivity; • cognitive distortions, aggressive beliefs and hostile attributions; • pro-criminal attitudes and endorsement of anti-social attitudes; • social skills development; • interpersonal and problem solving skills deficits; and • criminal peer associations. It also has the facility to support offenders in dealing with individual risk factors such as: • substance use and gambling problems; • assertiveness training; • lack of empathy; and • individually designed relapse prevention plans.

Of the 57 offenders who participated in VOTP in 2004/05, there were 14 losses – an attrition rate of 25%. Resistance and poor program performance accounted for most of this attrition, highlighting the need for offender readiness work to be extended across the state as part of program pathway planning prior to offender referral to VOTP.

To extend Throughcare for the program, families of offenders completing Stage II were invited into the VOTP to meet the primary therapist and the therapeutic managers to establish the viability of their support network.

Program Evaluation During the year, a position in the Corporate Research, Evaluation and Statistics Unit was allocated for VOTP program evaluation. To support this process, a multipurpose, integrated database is being devised to link with the Offender Integrated Management System (OIMS). DEPARTMENT OF Corrective Services 47

Sex Offenders Custodial Treatment In 2004/05 there were approximately 900 sexual offenders in custody in NSW correctional centres of whom approximately 700 had a current conviction for a sexual offence. During the year, Sex Offender Programs developed accreditation criteria for both custodial and community treatment programs for these offenders.

The Department continued to run its three existing custodial treatment programs: the CUBIT (Custody Based Intensive Treatment) residential program treating moderate and high risk sexual offenders; the CORE (CUBIT Outreach) non-residential program treating only lower risk/needs sexual offenders; and a custodial maintenance program for offenders who complete either of these programs.

Inmates can be referred to CUBIT/CORE at any time during their sentence. The earlier inmates are referred in their sentence the better, with entry into treatment prioritised according to earliest release dates.

To increase offenders’ readiness to participate in the CUBIT/CORE programs, during the year the Department revised its Understanding Sexual Offending (USO) program during the year. A pilot of the new program was conducted with 10 participants in April/May 2005. A Train-the-Trainer program was developed that will be rolled out in the next financial year.

In addition, the Aboriginal Special Project Officer revised the Aboriginal cultural program for Aboriginal offenders in the CUBIT program to increase offenders’ engagement.

Key performance measures In 2004/05: • 97 sexual offenders were referred to CUBIT/CORE, 75 of whom were found to be suitable for the program; • 4 CUBIT group programs were run: 3 high intensity programs (10 months) and 1 moderate intensity program (8 months); • 63 offenders were offered a place in a treatment program, with 23 refusing and 40 starting treatment (20 in CUBIT high intensity, 10 CUBIT moderate intensity and 10 in CORE); • 10 completed the program; • 34 offenders were in the custodial maintenance program.

Community Treatment During 2004/05, four community treatment groups and four community maintenance groups were run by psychologists from the Forensic Psychology Service. The Department also ran a post-release maintenance program for offenders completing an appropriate treatment program while in custody. Attendance of the group is normally a condition of parole, with offenders encouraged to continue group participation after their parole period has expired.

Key performance measures In 2004/05: • 4 treatment programs were run with 29 offenders beginning treatment. 11 completed treatment, 3 dropped out or were removed and 15 are currently in the program; • 33 offenders were involved in community maintenance programs. 48 DEPARTMENT OF Corrective Services

STRATEGIC OBJECTIVE 3

Provide programs for identified offenders, which address specific deficits in motivation, living skills and personal and social development

Additional funding to support literacy, numeracy and work skills programs In March 2003, the Premier of NSW released Stage Two of the NSW Government’s Public Safety Plan: Targeting Repeat Offenders. Part of the plan involved $1.22 million additional funding for targeted rehabilitation programs in correctional centres, including literacy, numeracy and work skills training. As a result, in 2004/05 the Department created 23.6 full-time literacy/ numeracy, work skills positions in 23 correctional centres, with 1.7 positions targeted to Aboriginal offenders, 2.8 targeted to women offenders and 3 targeted to offenders with disabilities.

Homelessness Offenders being released from custody are at risk of homelessness, which increases the risk of reoffending. As a priority, action to address homelessness issues for offenders is being co- ordinated across the Department in part by the Department’s membership on Partnerships Against Homelessness (PAH) and through a range of working groups which include justice and human service agencies to develop agreements and also to provide options for supported accommodation for offenders and ex-inmates.

During the year, welfare and service and program officers made over 8,000 contacts to support accommodation deficits of those returning to the community. In addition, through its cross- agency Partnerships Against Homelessness initiative, COS offered the following crisis and/or supported accommodation programs to augment its ongoing activities to prevent and address homelessness among offenders in the community.

Accommodation for Medium/high Risk Parolees The NSW Drug Summit has allocated COS funding from 2003 to 2007 to provide emergency accommodation for parolees with a high risk of drug relapse shortly after their release from custody.

Supported Offender Accommodation Program (SOAP) SOAP, which currently operates in the outer western Sydney suburbs of Penrith and Mt. Druitt, provides supported accommodation for offenders participating in the Drug Court Program and Home Detention. The program gives offenders financial and life skills support and helps them find pathways to independent accommodation.

Education Adult Education and Vocational Training Institute The Adult Education and Vocational Training Institute (AEVTI) is a Registered Training Organisation that provides accredited courses and nationally recognised qualifications. It aims to improve inmate literacy, language and numeracy skills to Year 10 standard, and to provide further education and vocational training for inmates who need to improve their skills and qualifications for post-release employment.

In 2004/05 there were 3,286 inmate enrolled in education courses. Of these, 23% were in adult basic education courses from foundation to Certificate 3 level; 21% were in vocational education and training courses; and 1.5% were in higher education via distance delivery. DEPARTMENT OF Corrective Services 49

During the year, a monthly average of 40% of offenders participated in education courses as part of their case management plan.

Certificate completion rates increased by 5%, with 157 course completions compared with 149 in the previous year, primarily attributable to Intensive Learning Centre student achievements.

During the year, AEVTI also contributed to inmate readiness and motivation to participate in offence related programs such as VOTP and CUBIT through providing opportunities to develop functional literacy and effective communication skills.

Key Performance Measures

Education

AEVTI Student Achievements

2002/03 2003/04 2004/05 Statement of attainments (module completions) 5,321 5,916 5,968 Completed Certificates 127 149 157

Average monthly AEVTI student participation

2002/03 2003/04 2004/05 Aboriginal and Torres Strait Islanders (ATSI) 536 504 635 NESB 727 737 772 Women 327 358 381 Disability 83 129 228 Young Adult Offenders 580 760 720 Aged and Frail 136 71 100

Education rate per 100 inmates

2000/01 2001/02 2002/03 2003/04 2004/05 2003/04 National Average Pre-cert Level 1 3.8 2.9 2.9 2.9 3.4 4.0 AQF Secondary 35.7 38.4 30.9 20.5 17.9 9.7 AQF Vocational 22.3 26.8 24.0 26.4 28.0 28.8 AQF Higher 1.2 1.2 1.2 1.3 1.49 1.8 TOTAL 43.7 43.4 37.9 35.0 37.33 36.4

Intensive Learning Centre On 16 July 2004, the Department established the Intensive Learning Centre (ILC) at John Morony Correctional Centre to target the needs of young adult offenders. During the year, two groups graduated with Certificate II in General Education for Adults, Certificate I in Information Technology, TAFE modules in First Aid, Green Card, and Small Motor Maintenance, and experience in several CSI industries. There is also anecdotal evidence from staff of a high level 50 DEPARTMENT OF Corrective Services

of motivation and improved behaviour from participants. The Intensive Learning Centre will expand to 50 full-time students when The Way Forward workplace reform is implemented at John Morony.

Pathways to Employment, Education and Training (PEET) courses (see also Strategic Objective 4) The Pathways to Employment, Education and Training program, developed in partnership with NSW TAFE, provides medium to high risk, community-based offenders who have educational and/or vocational deficits with skills and links to access employment and vocational education with the NSW TAFE system. The nine-week courses for community-based offenders and parolees are co-facilitated by a TAFE teacher and a probation and parole officer.

Key performance measures In 2004/05: • As at 31 August 2004, a total of 8 pilot courses had been conducted through five COS District Offices (City, Dee Why, Hurstville, Inverell and Kempsey); • Roll-out commenced in September 2004 with 12 courses delivered in the second half of 2004 and 24 courses in the first half of 2005 (TAFE Semester 1).

Jobs for the Boys During the year, the Department operated a Jobs for the Boys program as part of Stage 1V of the Young Adult Offenders Program at the John Morony Correctional Centre. The program helps young offenders gain and maintain employment.

Biyani Cottage Diversion Program 2004/05 was the first full year of operation for Biyani Cottage, which was established in March 2004 to provide a pathway of diversion from custody for women offenders with a mental health disorder and/or mild intellectual disability and co-existing alcohol and drug problems. The main focus of the Biyani Cottage residential program is to stabilise mental health and drug and alcohol issues and then support these women in gaining access to long-term residential rehabilitation programs or appropriate community rehabilitation resources. Biyani is a five-bed domestic style cottage located in the grounds of Long Bay Correctional Complex but not on land gazetted as a correctional centre. It is staffed 24 hours seven days a week by transitional workers with expertise in mental health and probation and parole work.

Key Performance Measures: Since the program officially opened in March 2004: • 19 women have participated in the program. • There have been 52 referrals to the program, of which 26 were assessed as eligible. • Six women are currently being assessed for the program.

Art Unit During the year, the art unit at Long Bay operated four days a week, giving inmates the opportunity to develop their skills. From 28 June to 30 July 2005, a selection of their art was exhibited at the Ivan Dougherty Gallery in Paddington in: Convictions – art from Long Bay 1985 –2005. The more than 70 paintings, sculptures and prints represented some of the best artworks by 35 inmates involved in various Long Bay art programs in the past 19 years. DEPARTMENT OF Corrective Services 51

Restorative Justice The Restorative Justice Unit addresses the needs of victims of crime and encourages custodial and community offenders to face up to the consequence of their offences, thereby reducing the likelihood of their reoffending. In 2004/05, the Unit facilitated victim awareness sessions in a number of centres including some for violent offenders at the Violent Offenders Therapeutic Program (VOTP), Metropolitan Special Programs Centre (MSPC) and the Special Purpose Centre Long Bay and also for young adult offenders at Oberon Correctional Centre.

During the year, victim-offender interventions remained steady, with an increase in the exchange of letters and a decrease in victim offender conferences, due to staffing levels. Now with a full complement of staff, the Unit plans to increase face-to-face interaction between victims and offenders in the next financial year. This will be supported by refresher training in the Transformative Justice Conferencing model in the second half of 2005.

CRAIG’S STORY Craig had robbed a series of small businesses. He thought: “What’s done is done. Do the crime; do the time. It’s over.”

However, when Craig participated in the Violence Prevention Program, he came to realise that for the people he robbed it might not be over.

For one of Craig’s victims, John, that was certainly true. John felt like the robbery had happened yesterday. He could no longer work and found it difficult going out in public.

On the day of the conference John was supported by his wife and two adult daughters. Craig was supported by his mother and wife.

During the conference John spoke about his anger and outrage. He had worked hard all his life; he had earned every dollar he had. Then some criminal decided to just take it all.

During the conference the families came to see some shared values. Both families had struggled to make ends meet; both families had worked long hours and had multiple jobs. They both wanted what was best for their children. Craig began to see that his criminal activity had harmed his own family; his mother was also a victim.

Three months after the conference John is back at work and planning a family holiday. He is starting to go out on his own, he worries less and the crime is no longer central to all his thoughts.

Craig has come to realise that his crime had far greater consequences than he expected, he has learnt that people don’t just get over it. Craig is encouraging other offenders to consider the Restorative Justice process and to think about who they have hurt.

STRATEGIC OBJECTIVE 4

Establish Throughcare strategic relationships with other government and non- government agencies to provide combined case management of offenders, post-sentence services and programs, relapse prevention and essential re-settlement support 52 DEPARTMENT OF Corrective Services

Memorandums of Understanding / Agreements In 2004/05, the Department completed the following Memorandums of Understanding/ Agreements.

Agreement with Centrelink See Strategic Objective 8 of Enhanced Capability to Deliver Quality Corrective Services below.

Agreement with TAFE NSW On 30 August 2004 TAFE and the Department of Corrective Services signed an Agreement to provide 32 Pathways to Employment, Education and Training (PEET) courses (see also Strategic Objective 3). A new Agreement for 2005/06 will provide for a further 53 courses. The Agreement also ensures the standard of service provided by NSW TAFE to inmates in correctional centres is equal to that found in NSW TAFE Institutes.

During 2004/05 the Department also increased NSW TAFE services in correctional centres from $1.3 million to $1.6 million, allowing 23,000 hours of course delivery including: 7,000 hours for Aboriginal inmates; 4,000 for young adult offenders; and 3,000 for use in women’s correctional centres.

Mental Health Treatment Orders During the year, an Agreement between COS, the Attorney General’s Department, NSW Health and the Department of Disability, Home Care and Ageing concerning changes to Section 32 of the Mental Health (Criminal Procedure) Act 1990 was implemented. Under this Agreement, COS now has a role in returning non-compliant persons to court following notification of the individual’s failure to comply with a Section 32 Mental Health Order.

Memorandum of Understanding with the Department of Juvenile Justice and Justice Health In early 2004 the Department signed a Memorandum of Understanding with the Department of Juvenile Justice (DJJ), establishing a new framework for a cooperative relationship between COS and DJJ to effectively case manage young offenders.

In November 2004, the Department signed a second Memorandum of Understanding between these same parties, providing for the proclamation of the Kariong Juvenile Justice Centre as a correctional centre and establishing a framework, including capital works, to transfer the operation of Kariong from Juvenile Justice to Corrective Services, becoming Kariong Juvenile Correctional Centre.

Since this changeover in responsibility, the two departments have maintained a Throughcare strategic relationship, established by the Memorandum of Understanding. This cooperative relationship is founded on continuity of care, staff collaboration and sharing information as offenders move between departments.

Community Partnerships Supporting Offenders on Release In rural and regional NSW, the Department developed strategic relationships across the community to meet the employment and accommodation needs of offenders being released from custody. This collaboration maximises the use of limited resources in isolated rural areas. DEPARTMENT OF Corrective Services 53

For example, Dillwynia Correctional Centre developed community partnerships to assist with the needs of women released from custody. In Broken Hill, custodial and community services have extensive joint activities with Centrelink, Wesley United and other local agencies.

The process of creating links between released offenders and community organisations was assisted by the increased use of Pre-Release Expos in correctional centres. At these Expos, community and government agencies come to correctional centres to provide information and linkage services to those preparing for release. During the year, the two new correctional centres, Mid North Coast and Dillwynia, introduced quarterly Expos, and several other centres followed this initiative.

Restorative Justice Unit During the year, the Restorative Justice Unit regularly attended forums such as the monthly Homicide Victims Support Group meetings at Sydney and Parramatta and the quarterly Victims of Crime Interagency meetings co-ordinated by the Attorney General’s Victims Services division. It also continued its regular liaison with Victim Support and Advocacy Groups including the Enough is Enough Antiviolence Movement, the Newcastle Victims of Crimes Assistance League, the Southern Victims of Crime Interagency meeting, the Links House Sexual Assault Service, Hospital and YWCA Women’s Services in Nowra. As part of this process, promotional material was distributed to 50 community centres.

Premier’s Department RCMG Meetings Each COS region is represented and contributes to all Premier’s Department Regional Coordination Management Group (RCMG) meetings. In the COS Northern Region, this resulted in the Dubbo District Office participating in an integrated case management strategy focused on work in the Gordon Estate, facilitated by the COS Western Region RCMG. In addition, COS was involved in the North Coast Aboriginal Employment Strategy to improve Aboriginal representation in the public sector.

Rebuilding Lives The Department is represented on the national steering committee responsible for developing and supporting the implementation of the National Strategy for Vocational Education and Training for Adult Prisoners and Offenders in Australia. Over the year the committee had oversight of the development of an implementation framework, Rebuilding Lives, for the National Strategy, and provided direction for a national project to develop a literacy assessment tool for use with inmates across all correctional jurisdictions.

National Literacy Assessment Tool In May 2005, representatives from each state and territory met to provide direction and support to a project to develop a national inmate assessment tool. Piloting of the tool will be undertaken in the second half of 2005.

Employment pathways During the year, the Department established an employment pathways working group with cross-departmental representation. The working group’s objective is to co-ordinate the provision of pre and post-release employment services and programs. Achievements to date include mapping current departmental employment related services and programs to inform the development of an employment strategic framework and help build a business case for 54 DEPARTMENT OF Corrective Services

an offender employment pathways project. The project will pilot models for providing pre and post-release employment support.

Traineeships In 2004/05, the Department continued to pilot traineeships under the auspices of the NSW Department of Education and Training and Commonwealth New Apprenticeship Scheme for selected inmates in seven correctional centres. Traineeships integrated with work opportunities in Corrective Services Industries (CSI) resulting in an AQF Certificate II or III qualification operated at the following locations during 2004/05.

Correctional Centres Traineeship Qualifications Corrective Services Industries

Cessnock Cert II in General Construction Demountables (Service Industry) John Morony 1 Certs II & III in Engineering Production Engineering (Business Unit) Silverwater Cert II in Hospitality Food Services (Business Unit) Cert II in Engineering Production Engineering (Business Unit) Emu Plains Cert II in Hospitality Kitchen (Service Industry) Cert II in Food Processing Milk Processing (Service Industry) Cert II in Transport & Distribution Pack & Assembly (Service Industry) Kirkconnell Cert II in Furnishing Furniture (Business Unit)

Bathurst Cert II in Hospitality Kitchen (Service Industry) Cert II in Horticulture Grounds Maintenance (Service Industry) Brewarrina Cert II in General Construction Building Maintenance (Service Industry) (Yetta Dhinnakkal) Cert II in Horticulture Grounds Maintenance (Service Industry)

Commenced 79 Withdrawn 4 Suspended 1 Transferred 1 Completed 5

The majority of trainees are yet to fulfil the required Traineeship duration of 12 months having commenced in either early 2004 or late 2005. Most completions are expected in December 2005 and February 2006

Mt. Druitt Community Solutions During the year, this project was extended to the end of December 2005 to allow its full evaluation. The initiative is funded by the Premier’s Community Solutions and Crime Prevention initiative using Community Offender Services and other agencies such as Blacktown City Council, TAFE, Department of Housing, Department of Community Services, NSW Health, NSW Police and non-government organisations as well as Aboriginal and Pacific Islander communities. DEPARTMENT OF Corrective Services 55

Partnerships Against Homelessness The lack of stable accommodation or the ability to access accommodation at all can be a significant factor affecting the recidivism of offenders, particularly of high-risk groups with complex needs, such as those with mental health, substance abuse and intellectual disability issues. The Department is a member of Partnerships Against Homelessness, an across- government initiative responding to this problem (see Strategic Objective 3).

Pre-Release Programs John Morony During the year, the Parole Unit at John Morony Correctional Centre started a series of induction meetings for both Parole Board and court-based release parolees. For Parole Board releases the meetings address issues of pre-release reports and Parole Board expectations. Also there are discussions about what it means to be on Parole and some of the reasons why parole orders are revoked. For court-based release parolees, the meetings dispel the myth of automatic release as the inmates are advised on the significance of addressing their offending behaviour and having appropriate accommodation arrangements on release.

Community Funding Programs The Department’s Community Funding Program (CFP) allocates funding to a number of community-based non-profit organisations that play a key role in the Department’s Throughcare Strategy. These organisations provide a range of support services both in custody and in the community to offenders and their families. For example, they assist offenders to maximise post-release opportunities such as offering short-term supported accommodation, linking offenders with specialist community services (eg. mental health services, drug and alcohol services) and supporting families to maintain relationships.

The following agencies were provided with CFP funding in 2004/05: • Glebe House and Judge Rainbow Memorial Fund to provide supported accommodation services for recently released male offenders; • Guthrie House to provide supported accommodation services for women offenders and ex- offenders; • Prisoners Aid Association to provide property minding and financial services to inmates; • CRC Justice Support to provide services to offenders, ex-offenders and their families, including a family transport service to correctional centres; • Yulawirri Nurai Aboriginal Corporation to provide post-release services for Indigenous women; • Link-Up (NSW) Aboriginal Corporation to assist Aboriginal and Torres Strait Islander inmates establish and strengthen their family links; • SHINE for Kids, formerly known as Children of Prisoners Support Group, to deliver services to children of offenders; • Bundjalung Tribal Society Ltd to operate the residential-based rehabilitation project for male Indigenous offenders with alcohol and other drug dependence (NSW north coast); and • New Horizons Enterprises Ltd to operate a supported accommodation project in the Sydney metropolitan area for male offenders with a mental illness (metropolitan).

In 2004, in preparation for the next funding triennium, the Department reviewed the CFP to confirm priority areas for funding and refine expression of interest processes and accountability requirements. Following a subsequent call for expressions of interest and a review of applicants by the Funding Assessment Panels, comprised of departmental and community representatives 56 DEPARTMENT OF Corrective Services

the existing service providers were again approved in April 2005 by the Minister for Justice to operate their respective projects for the 2005/2008 CFP triennium.

Key performance measures In 2004/05: • CFP services assisted approximately 8,000 offenders, ex-offenders and their families • There were 14 presentations in correctional centres, with 220 inmates and staff attending. • The Department increased funding allocated under the CFP by 14%.

Women Offenders All correctional and transitional centres dealing with female offenders have strong working relationships with the NSW Department of Community Services to ensure women with children in care have regular contact and visits. Individual correctional centres also work closely with local Tresilian Family Care Centres, hospitals, preschools and community centres.

During the year, partnership with Tresilian resulted in an Understanding Mothering and Motherhood on the Inside (UMMI) Program being developed. It also achieved final round culling for a grant of $500,000 from the Federal Attorney-General over 3 years for the Mothering at a Distance Program to run in Emu Plains, Berrima, Mulawa and Dillwynia Correctional Centres.

In 2004/05, Job Futures Pty Ltd secured funding through the NSW Department for Women to provide vocational assistance to women inmates post-release and women in transition at Bolwara and Parramatta Transitional Centres. This enabled the Department to form links with local businesses willing to provide work opportunities to women in transition. DEPARTMENT OF Corrective Services 57

ENHANCED CAPABILITY TO DELIVER QUALITY CORRECTIONAL SERVICES

Priorities:

1. Provide the necessary support systems so that staff are able to meet the demands of the workplace 2. Promote staff well being 3. Use public assets and resources to best effect ensuring accountability 4. Establish and maintain corporate systems and services which adequately support operational needs

STRATEGIC OBJECTIVE 1

Implement the Department’s workplace strategy (The Way Forward) to improve correctional centre and escort cost effectiveness, and better align operating regimes with program and service goals

In 2004/05, the Department began to introduce a raft of new reforms, The Way Forward, that will be introduced progressively at all centres within NSW.

The Way Forward forges a co-operative partnership between the Department and the Public Service Association (PSA) to improve workplace efficiency. It will ensure publicly managed facilities can be benchmarked against correctional centres operated by the private sector by reducing the Department’s dependency on overtime through flexible rostering and more efficient staff deployment.

For example, traditionally inmate accommodation wings and units in correctional centres have been locked down at the same time, requiring staff to be deployed across a number of areas. The Way Forward model maximises the use of staff resources at critical times with a system of sequential or rolling lock-ins and let-goes, so that wings and units are locked and unlocked progressively. This means that officers are deployed to one or two units at a time, increasing staff presence and enhancing security.

During the year, rolling lock-ins and let-goes began at the new Dillwynia and Mid North Coast Correctional Centres, reducing operational costs.

The next stage of The Way Forward will be to commence negotiations with the Prison Officers Vocational Branch (POVB) to change the way non-commissioned officers perform their duties. These changes are in line with a model that has been running at Mid North Coast Correctional Centre for 18 months, which reduces the number of staff on the ground while improving safety and security for both staff and inmates. 58 DEPARTMENT OF Corrective Services

Aligning Information Technology with Business Objectives In 2004/05, the Department progressed its strategy of underpinning operational objectives with Information Technology (IT) infrastructure. This included a vendor management program, covering IT facility management services and licensing, that will deliver annual savings of $2.3 million over the next five years. Current projects to centralise the corporate human resources and finance systems, are also expected to deliver productivity gains in 2005/06.

STRATEGIC OBJECTIVE 2

Enhance workforce planning and staff recruitment capabilities

Restructuring During the year, the Department restructured senior executive positions in correctional centres to provide an annual Treasury return of $1.1 million. Key elements of this restructure were: negotiating industrial awards for General Managers and Security Managers that takes these senior executives onto annualised salaries; and clustering correctional centres, to delete 11 superintendent positions.

Under this new structure, each correctional centre will have a Security Manager, with a General Manager having oversight of up to three centres – with a competitive selection process to fill these roles. The new industrial awards arising from this strategy will also minimise FBT expenses on superintendents’ motor vehicles, saving approximately $500,000 per annum.

With the first stage of The Way Forward program complete, the Department is carrying out negotiations with the Commissioned Officers Vocational Branch (COVB) to also place all Senior Assistant Superintendents, Assistant Superintendents and Executive Officers of CSI onto annualised salaries. Once completed, this new salary structure will mean that no operational executive officer within the Department will be eligible for overtime, except in the case of extreme emergency. The net effect will be that the Department will only fill overtime at the lowest possible rate.

Central Roster Unit During the year, the Central Roster Unit created cost and operational efficiencies by providing all rostering services for Dillwynia and Mid North Coast Correctional Centres. The Department is now preparing to roll out centralised rostering across all correctional centres in the next financial year, enabling the Department to share technology with the NSW Department of Education and Training, and streamlining staff management.

Co-location and Integration Regional custodial and community offices are currently being co-located, with a view to integrating their operations to reflect Throughcare principles. Similarly, the head office move from Roden Cutler House to the Henry Deane Building, will integrate the CSI Corporate Office and relocate some functions to Goulburn.

Staff Recruitment In 2004/05, the Department recruited and trained 178 probationary correctional officers. During the year, recruitment focus was on security, finalising new arrangements with NSW Police regarding probity checks on prospective employees, and on improving the diversity of applicants for correctional officer positions. DEPARTMENT OF Corrective Services 59

To this end, staff from the Department’s Custodial Recruitment Unit met with representatives of the Vietnamese, Lebanese and Polynesian communities to gain a better understanding of these communities and their communication networks. This led to the Department participating in the Polynesian careers market.

At the Mid North Coast Correctional Centre, a partnership with the Department of Education and Training facilitated a pre-employment program for intending Aboriginal correctional officers. As a result, six Aboriginal probationary correctional officers were appointed and graduated from training.

During the year, the Department improved its promotion of correctional employment options by: participating in a Career Expo in Sydney; rewriting recruitment information; and using the internet extensively to inform the community about the role of correctional officers and the selection procedures.

To provide greater opportunities for inmates to work within Corrective Services Industries, the Department recruited 60 overseers in 2004/05.

STRATEGIC OBJECTIVE 3

Implement planned improvements to staff training and development

Staff Training The Brush Farm Corrective Services Academy continued to operate the integrated induction program implemented in May 2002. The benefit of diverse groups working together has resulted in a greater understanding of each other’s roles and how they are related in achieving the Department’s objectives.

Quality Accreditation During the year, the Brush Farm Corrective Services Academy gained its annual re-certification, the ISO9001:2000 Quality Management System. This standard also underpins the Australian Quality Training Framework, which assists the Learning and Staff Development Branch in maintaining its status as a Registered Training Organisation.

Improving the Brush Farm Corrective Services Academy site During the year, the Department upgraded the Brush Farm Corrective Services Academy site including: refurbishing one of the four accommodation blocks; constructing a new student carpark and a virtual control room; installing a new PABX system; and updating the conference room facilities.

Custodial Training In 2004/05, 234 recruits completed ten Primary Training Courses at Brush Farm Corrective Services Academy and off-site at the new Mid North Coast and Dillwynia Correctional Centres before being placed in correctional centres to complete Certificate III in Correctional Practice. This was a 67% increase on the previous year due to the opening of the new correctional centres and the changes to the workforce brought about by The Way Forward initiative. In addition, 127 of the 140 recruits from 2003/04 completed all the requirements for the award of Certificate III in Correctional Practice during the year and there were 184 enrolments for Certificate IV in Correctional Practice. Short courses in Field Intelligence, Managing Female 60 DEPARTMENT OF Corrective Services

Offenders, Security Awareness Information, Processing Legal Orders and Discharge Procedures and Safe Custody were also delivered to 490 participants.

Offender Programs During the year, the Offender Programs Training Unit trained 54 primary Community Offender Services trainees in Certificate IV in Correctional Practice, compared with 50 in the previous financial year, with 74 Probation and Parole Officers completing all of the requirements for this qualification.

Workplace Development During the year, the Department ran a wide range of skills improvement programs including new short courses supporting finance, human resources and operational functions. Due to a special effort to take the training to the workplace, 251 courses were run for more than 2,100 participants – a notable increase over previous years.

Professional Development In 2004/05, 167 middle and senior managers participated in multi-disciplinary programs offering competencies in the Diploma of Correctional Administration and the Advanced Diploma of Correctional Management. The Executive Leadership Program was attended by 48 Governors, Deputy Governors and non-custodial senior managers.

Eight officers completed the Diploma and seven officers completed the Advanced Diploma of Correctional Management via recognition. Certificate IV in Business (Frontline Management) workshops, held in centres throughout the State, were attended by a total of 33 staff, with 14 staff completing the certificate. The Career Development Program, the Department’s succession planning initiative, continued with over 150 participants in 15 seminars.

Professional development grants of up to $3,000 each were awarded to 17 employees, compared with 13 in the previous year. Grants included contributions towards research, degree courses, visits to study overseas correctional systems and attendance at conferences and workshops.

Case Management Training During the year, the curriculum for case management training was updated to incorporate additional information about Community Offender Services (COS) operations, giving participants a global perspective of the case management process. A dedicated case management training package was also created to meet the unique requirements of Kariong Juvenile Correctional Centre.

Aboriginal Training Aboriginal Awareness training was restructured to a one-day course and conducted at Brush Farm Corrective Services Academy and in regional locations for 469 staff members, a significant increase on the previous reporting period.

Sex Offender Management Training During 2004/05, 14 sex offender management programs were run covering 127 COS and 68 correctional centre staff. A number of these programs were run in non-metropolitan areas including Cessnock, Newcastle, Maitland, Kempsey, Dubbo, Broken Hill, Queanbeyan and Wollongong. DEPARTMENT OF Corrective Services 61

Employment Health and Safety In 2004/05 66 courses were run relating to the health and safety of employees for a total of 845 staff throughout the State. These courses included basic life support and first aid wilderness/ remote area first aid, manual handling, hazardous substances and a range of occupational health and safety related courses.

External training In early 2004, the Brush Farm Corrective Services Academy successfully tendered to support the Training Needs Analysis of the Sydney Opera House Security Group. During the year, this generated income of approximately $30,000, raising the Academy’s profile as a law enforcement education provider.

STRATEGIC OBJECTIVE 4

Reduce time loss caused by staff workplace injury and associated costs

Staff Health Services Injury Prevention In 2004/05, the Department had its OHS management systems assessed under the OHS and Injury Management Improvement Initiative, undertaken by WorkCover as the final phases of the Taking Safety Seriously program.

During the year, the Department continued to embed its risk management model throughout all workplaces through training programs, risk assessments and compliance activities concerned with WorkCover Improvement Notices. It also rolled out a Quit Smoking program to support its Smoke Free Work Environment Policy.

Random AOD Testing During the year, the Department took a tough stance on staff affected by alcohol and other drugs (AOD): introducing a random AOD testing program supported by AOD education and counselling services. Over 40 AOD education sessions were conducted for staff at correctional centres, COS, Court Escort Security units and Regional Administrative offices, and over 2,000 Random AOD tests were conducted resulting in 9 positive AOD tests.

Injury Management Reflecting increased staff numbers, the Department’s workers compensation claims increased by 142, rising to 1130 for 2004/05, with claim costs rising proportionally. The rate of claims per 100 employees per year of injury remained steady at 16.8.

To assist long-term injured staff in returning to work, the Department recruited a new team to manage these employees and those undertaking retraining and redeployment activities through workers compensation.

Key Performance Measures

WORKERS’ COMPENSATION CLAIMS 2000/01 814 2001/02 934 62 DEPARTMENT OF Corrective Services

2002/03 1065 2003/04 988 2004/05 1130

CLAIMS PER 100 EMPLOYEES PER YEAR OF INJURY 2000/01 15.6 2001/02 17.3 2002/03 18.8 2003/04 16.8 2004/05 16.8

WORKERS’ COMPENSATION CLAIM COSTS 2000/01 $12,366,079 2001/02 $12,783,554 2002/03 $7,313,825 2003/04 $6,204,405 2004/05 $7,818,877

STRATEGIC OBJECTIVE 5

Manage risks that expose the Department to potential liability

Business Continuity During the year, the Department produced a Draft Business Continuity Plan, which has been tabled at the Board of Management. It will now be quality control tested in the first half of 05/06.

The Department’s revised risk management Policies and Procedures Manual was issued in November 2004. The manual includes a risk management Policy Statement.

The major strategies of the Department’s risk management program are: a) The ongoing identification of the Department’s risks and possible exposure to loss, and the evaluation of the business impact of those risks on departmental objectives, with reference to their severity and likelihood. b) The assumption of responsibility by Line Managers for the development of Risk Management programs designed to assess and control risk and reduce losses within their areas by: • Maintaining the highest possible standard of health and safety for employees and persons placed in the Department’s custody, in line with social, environmental and legal requirements, including assistance in the prevention of incidents and accidents. • Programs to monitor and control the Department’s exposure to unacceptable levels of risk. • A complete property and assets management program to protect corporate assets and information of the Department, its employees and persons placed in its custody. c) The apportionment of costs and losses incurred by the Department as a result of claims to the appropriate cost centres, so as to allow maximum participation by managers in the DEPARTMENT OF Corrective Services 63

risk management process to ensure that those managers with good records are not unduly penalised. d) The ongoing analysis and review of experience to assist in the development of appropriate loss prevention/ reduction methods.

A new Information Management and Technology (IM&T) Strategic Plan (2005-2008) was issued in June 2005. Under the plan, an IM&T Business Continuity Plan is to be developed to identify business continuity risks and remedial steps to ensure adequate redundancy.

A Project Risk Register has been created and draft Project Risk Management Plans created to assist IM&T project staff to define and manage risk in projects.

Intellectual Property Management To ensure that the Department’s obligations under the NSW Intellectual Property Framework are fulfilled, an intellectual property (IP) management project was commenced. IP management will be incorporated in departmental business planning processes, contractual arrangements and program development and an IP register will be established and maintained.

Classification During the year, approximately 22,000 classification decisions were made regarding offenders in custody to ensure public safety by placing offenders within appropriately secure environments. This classification process is now continually monitored in all centres and a complete review of procedures is currently underway.

Motor Vehicle Accident Claims Year No. of Accidents Frequency of Accidents per 100 vehicles Costs Average Cost per Accident 2001/02 233 27 $925,557 $3,972 2002/03 218 26 $663,836 $3,045 2003/04 209 25 $639,874 $3,062 2004/05 200 23 $710,095 $3,550

Public Liability Claims The estimated outstanding value of potential claims against the current public liability policy (subject to Treasury Managed Fund actuarial reassessment) is $20.5 million. Crown Solicitors Office confirm there are no longer any solvency claims outstanding prior to 1 July 1989.

Property Claims

Year Claims Cost 2001/02 18 $1,066,386 2002/03 16 $526,871 2003/04 22 $545,463 2004/05 22 $527,781 64 DEPARTMENT OF Corrective Services

Miscellaneous Claims This policy provides personal accident cover for people who assist the Department but are not by definition entitled to workers compensation and for those performing community service orders.

Year Claims Cost 2001/02 7 $143,956 2002/03 12 $12,420 2003/04 2 $1,825 2004/05 1 $1,000

STRATEGIC OBJECTIVE 6

Ensure policy development, planning and program evaluation are at the required standard across the Department

Planning In October 2004, the Board of Management endorsed a Departmental Planning Policy requiring all Departmental operation and support areas to undertake or participate in formal planning. During the year the Corporate Strategy Unit has provided Divisions and business units with guidance and facilitation for planning. In addition, staff of the Unit conducted training sessions on strategic planning and business planning at Brush Farm Corrective Services Academy. During the year, the Department commenced a review of its Corporate Plan.

Policy Development On 30 July 2004, the Board of Management initiated a review of all policies. This process has included the Commissioner’s and Senior Assistant Commissioners’ Memoranda and all new relevant legislation being reviewed for policy implications with reports provided at Board of Management Policy Subcommittee meetings.

New policies introduced during the year are listed below, together with their date of endorsement by the Subcommittee.

Date of Endorsement New Policies 30 September 2004 Corporate Communications Policy Corporate Records Policy Staff Social Clubs and Vending Machines Policy Child Contact Assessment Policy 27 October 2004 Departmental Planning Policy Sports Injury Policy 26 May 2005 External Stakeholder Management Policy and Guidelines 30 June 2005 Protected Disclosure Policy DEPARTMENT OF Corrective Services 65

Program Evaluation Offender Programs Unit In 2004, the Offender Programs Unit (OPU) was established to promote and ensure excellence in the design, production, implementation and evaluation of programs for offenders in the care of the Department.

In 2005, the OPU published a compendium of the programs delivered by the Department in custody and in the community, and has also reviewed and published an Accreditation Framework to aid departmental staff in gaining program accreditation.

When the OPU is fully operational, it will work in consultation with the Offender Services and Programs Advisory Team to establish program priorities, and assist with design, production, implementation and evaluation. Nominated staff of the OPU will work in close collaboration as a program partner with the program sponsor and the field staff involved. The program partner will ensure that all programs targeting criminogenic need meet the Accreditation Standards and all other programs meet the Approval Standards.

Corporate Research Evaluation and Statistics Corporate Research, Evaluation and Statistics (CRES) provide an information, analysis and advice service to the Department on issues relevant to policy and planning. Its purpose is to collect, analyse, interpret and disseminate information to assist in planning, policy formulation and management of the Department’s activities.

The Department’s 2005-2006 Corporate Research Program consists of 57 research, evaluation and statistical projects, all designed to reflect and support strategic initiatives of the Department with information and analysis that can be used to further facilitate strategic planning and decision making. Key policy elements supported included: • developing a more accurate offender population prediction model; • assessing the effects of changes to sentencing legislation upon the inmate and community offender population; • examining established and potential pre-sentence and post-sentence options; • developing a corporate evaluation model to be used in offender management programs; and • evaluating Drug Summit funded projects.

Case Management Evaluation During 2004/05, the case management evaluation tool was developed and implemented to enable correctional centres to conduct case management audits on a monthly basis. The new audits provide the Commander, General Managers and Classification and Case Management Branch with the information required to ensure that staff adhere to case management policies and procedures.

STRATEGIC OBJECTIVE 7

Liaise and co-operate with interest groups and tertiary education institutions in research projects which can support the development of more effective and responsive correctional services and programs 66 DEPARTMENT OF Corrective Services

In 2004/05, the Department continued to engage with interest groups and the academic community.

Families of Prisoners This included holding three Families of Prisoners seminars in conjunction with Local Government and the NSW Institute of Criminology. The Department is also collaborating in a related research project led by Wesley Dalmar Family Services in Quakers Hill to address the needs of families of prisoners and the support services offenders require on release to the community.

International Links In 2004/05, Brush Farm Corrective Services Academy hosted 138 international delegates from China, Malaysia, Tonga, Fiji, Norway, South Korea and Thailand.

The Department’s growing relationship with the Malaysian Prisons Department led to numerous residential programs throughout the year. One group of correctional administrators observed the Department’s community operations and the Parole Board to guide the implementation of a parole system in Malaysia.

During the year, six programs were conducted for China. In March 2005, a community corrections study visit was arranged for representatives of the Chinese Ministry of Justice as part of the China-Australia Human Rights Technical Co-operation Program.

Also in March, the Department hosted 20 delegates from the Thailand Correctional Department and Chulalongkorn University Social Research Institute.

Research Projects National Correctional Comparative Analysis Project This ongoing project was undertaken by representatives of all correctional jurisdictions, at the request of the Corrective Services Administrators’ Conference, to review benchmarks and best practice for the National Correctional Indicators Project, and to help develop appropriate operational standards.

National Correctional Indicators Project This ongoing project to develop national indicators of correctional performance was undertaken for the Council of Australian Governments as part of the Review of Commonwealth/State Service Provision.

NSW Prison Census 2004 The twenty-fourth contribution to the National Prison Census, which is published by the Australian Bureau of Statistics, provides essential management statistics for use both within the Department and by criminologists worldwide.

Completion Rates for Supervised Sentencing Options This project, completed in conjunction with the Judicial Commission of NSW, was one of the first to report on the breach rates of community-based orders and sentences in NSW. The study found 84.3% of all orders were completed successfully. DEPARTMENT OF Corrective Services 67

Addressing Prisoner Drug Use – prevalence, nature and context This report is the third data collection in a biennial series, which commenced in 1998. The study compared patterns of drug-related crime and drug use prior to and during imprisonment of inmates shortly to be discharged, with those reported in the previous collections. In addition, the study examined the social context of drug use in prison and the treatment needs of inmates.

Responses to Requests for Research Data Each year Corporate Research, Evaluation and Statistics (CRES), receives requests for information relating to all areas of correctional management. These enquiries may come from the Minister, from within the Department, from other government departments or from members of the public. Some enquiries can be answered immediately while others require considerable investigation and analysis. All enquiries are either dealt with by CRES or are redirected to the appropriate section within the Department.

CRES receives an average of 159 enquiries per month. Over 17% of the enquiries (an average 27 per month) are from external agencies and from members of the public.

In 2004/05 the number processed by CRES increased compared to last year: 2000/01 1342 2001/02 1354 2002/03 1800 2003/04 1742 2004/05 1906

STRATEGIC OBJECTIVE 8

Establish arrangements to meet offender transitional and post-release needs with selected government and non-government agencies

Transitional Support During the year, the Department developed a Transitional Support Framework providing policies and procedures for establishing arrangements with agencies to support offenders post-release.

Benefits The Department continued to implement its Agreement with Centrelink, providing standardised processes at offender reception and release. During the year, a similar arrangement was reached with the Department of Housing. The Centrelink Agreement is now being reviewed to address issues for people on legal orders in the community, which will be included in the revised Agreement.

In close cooperation with the Greater Western Sydney Division of the Department of Housing, workshops were held to strengthen links between staff of the two Departments and other agencies for the benefit of shared clients. For example, the workshop on housing needs of women offenders held in November 2004, attracted over 60 representatives of government and non-government agencies. This resulted in the development of comprehensive information sheets for staff and offenders. 68 DEPARTMENT OF Corrective Services

Resources A Pre-Release Planning and Preparation booklet, Planning Your Release; NSW Exit Checklist, was developed for offenders and staff. This will be complemented by another handbook addressing issues such as health including women’s health, returning to the family, coping with isolation and anxiety. Both will eventually be incorporated into a much wider online resource.

Resettlement Expo In May 2005, John Morony II conducted a Resettlement Expo attended by more than 30 government and non-government agencies.

STRATEGIC OBJECTIVE 9

Consolidate reforms to probity and staff discipline processes

Audit and Performance Management Branch During the year, the Audit and Performance Branch performed 31 audits in operations, information systems and management areas, and 13 special audits at the request of the Professional Conduct Management Committee (PCMC).

Corrections Inspectorate The Department’s quality assurance of security issues was improved during the year with the introduction of a range of measures including: a new Daily Security Reporting System on crucial security systems; a computerised keys database installed at seven correctional centres; the introduction of Use of Force Trend Analysis; and the development of a new set of correctional centre standards. In addition, a suite of monitoring tools, developed to assess correctional centre performance, was trialled at the Mid North Coast and Dillwynia Correctional Centres.

Corruption Prevention Branch In addition to its regular program of training and workplace visits, the Department’s Corruption Prevention Branch facilitated staff contributions to its review of the Code of Conduct and Ethics. The draft is in the final stages of acceptance by stakeholders. The Department’s Protected Disclosures Policy was also reviewed and updated.

Working with the Independent Commission Against Corruption (ICAC) The Corruption Prevention Branch’s Ethics Officers assisted in the development of departmental procedures and delivered a specialised training program for staff in the High Risk Management Unit on offender manipulation, as recommended by ICAC in a recent report.

Employment and Administrative Law Branch The Department’s Employment and Administrative Law Branch managed around 600 disci- pline, unsatisfactory performance, discrimination and privacy matters in the past year. A data- base was also rolled out to assist governors and district managers with the local management of minor workplace misconduct.

Investigations Branch In April 2005, the State Investigative Group merged with the Professional Conduct Investigation Branch, forming the Investigations Branch. This Branch, which consists of both custodial and non-custodial officers will assess and investigate discipline and security breaches, such as DEPARTMENT OF Corrective Services 69

escapes and deaths in custody. During the year, the Branch performed around 100 assessments or investigations.

STRATEGIC OBJECTIVE 10

Develop and implement improved corporate communications strategy

The Corporate Communications Strategic Plan was developed in response to a recommendation of the Council on the Cost and Quality of Government review of the Department. The plan, which was endorsed by the Board of Management on 2 July 2004, identified strategies and actions and assigned responsibilities to improve communication throughout the Department. Its aims are to: • provide more effective communication to support and enhance organisational effectiveness; • increase community awareness of and confidence in, correctional management; and • improve communication with other government and non-government organisations.

During the year, progress in implementing the plan included: new protocols requiring communication to be included as a key result area in business plans; the development of an online orientation program for new staff; and a project to improve the design and content of the Department’s Web site and Intranet to meet staff and community information needs.

To further support corporate communications, the Department’s Library and Information Service was made available on the Intranet, providing registered users with access to information via: • Library catalogues • Online databases, including access to electronic journals and books • Links to internet sites • Journal articles and monographs delivered to the desktop • Tutorials to clients on using the online resources

STRATEGIC OBJECTIVE 11

Review and revise the Department’s Information Management Plan including focus upon the Records Management Program

Information Management Plan During the year, an Information Management and Technology (IM&T) Strategic Plan for 2005- 2008 was developed to align IM&T with the Department’s business needs. The plan’s priorities were determined at a stakeholder forum in May 2005, which identified three principal areas requiring attention: 1. Information Management – improved ability to extract and manipulate information. 2. Mobility – the need for all correctional centre and community-based staff to have easy access to the E-case management system. 3. Service – 24/7 availability while protecting integrity and security.

Providing IM&T services that align with business needs requires the Department’s current fragmented network architecture to be replaced by an enterprise architecture framework. The plan therefore specifies a framework capable of fulfilling both contemporary and future business needs. The framework will also enable the Department to: take up the Government’s 70 DEPARTMENT OF Corrective Services

broadband strategy; rationalise the local area network; and provide an appropriate quality of network service.

Records Management Program During the year, the Department made significant progress in restoring the integrity of its record systems: completing the development of a records policy, procedures, thesaurus and Functional Disposal Authority (FDA) and gaining FDA approval from the State Records Authority. Progress was also made in the Department’s Corporate Information Management Project to implement a state-wide electronic records management system. Full implementation of this system, which will secure the availability, integrity and security of departmental information, is expected by 31 March 2006.

Business Integrated Management System (BIMS) Upgrade On 26 April 2005, the BIMS upgrade went live on schedule through a shared services arrangement with the Department of Commerce. Related projects included implementing new application servers and a disaster recovery facility under a revised facilities management contract, and upgrading the Department’s desktop fleet to a standard operating environment to support BIMS users.

STRATEGIC OBJECTIVE 12

Establish an electronic case management system across the Department

E-Case Management The Department’s Offender Integrated Management System (OIMS) tracks and manages offenders while in custody and/or under community supervision. During the year, the Department developed an application lifecycle management approach for this system, ensuring its current version is supported by application vendors.

The 2005-2008 Information and Management and Technology (IM&T) Strategic Plan will put in place a contemporary, functional and technical platform for the OIMS, with appropriate levels of connectivity for community-based and custodial staff. This is essential to the success of Throughcare E-case management.

During 2005/06, the Department plans to re-establish a relationship with Syscon Justice Systems, Canada, the global developer of the OIMS system. This initiative will ensure that global developments in relation to correctional management, including data exchange capability, are available to the Department.

STRATEGIC OBJECTIVE 13

Ensure intelligence gathering processes are in place throughout the Department including correctional centres and community corrections

Department-wide Intelligence Gathering Process During the year, the Department developed enhancements to OIMS that will improve the interchange of intelligence. DEPARTMENT OF Corrective Services 71

STRATEGIC OBJECTIVE 14

Ensure capital infrastructure investment aligns with operational performance goals and takes account of uncertainty about medium to longer-term correctional centre inmate population bed demand

10000

Demand for Services 8000

In 2004/05, inmate numbers continued to increase, with the average daily population of 6000 inmates in full-time custody rising by 6% from 8,372 in 2003/04 to 8,927 in 2004/05. As 4000 predicted, the highest weekly inmate population broke the 9,000 mark for the first time – rising 2000 to 9,160 in May 2005. 0

New Correctional Centres 2000/01 2001/02 2002/03 2003/04 2004/05 During the year, the Department opened two new correctional centres to accommodate the Daily Average Highest Weekly increase in the inmate population.

Mid North Coast Correctional Centre On 12 July 2004, the Premier, the Hon Bob Carr, opened the 500 bed $106.6m Mid North Coast Correctional Centre at Kempsey. The first inmates arrived on 15 July 2004, with female inmates, C minimum-security male inmates, and then B medium-security male inmates progressively occupying the centre. The occupancy level at the end of the first year of operations was close to the maximum state.

Dillwynia Correctional Centre On 15 July 2004, the Governor of NSW, Her Excellency, Professor Marie Bashir, opened the multi-classification Dillwynia Correctional Centre for female inmates at Berkshire Park. Dillwynia began accepting inmates in November 2004, with numbers standing at 170 from a maximum 200 as at 30 June 2005.

Minor Capital Works In 2004/05, the Department’s minor capital works program (projects below $500,000) delivered 182 projects at a total cost of $10.9 million. Significant works completed included: • upgrading the Wentworth accommodation block at the Brush Farm Corrective Services Academy; • upgrading accommodation at Glen Innes Correctional Centre; • upgrading accommodation at Broken Hill Correctional Centre; • installing additional X ray machines; • creating additional video-conferencing studios; • upgrading IT infrastructure; and • upgrading facilities at Ivanhoe Warrakirri Correctional Centre

Future Capital Works To cope with a further expected increase in inmate numbers, the Department received $928.3m in the 2005/06 State Budget, including $164.5m for capital works programs. The allo- cation is an increase of $114.1m, or 14%, over the 2004/05 financial year, reflecting the ongoing effects of changes to bail legislation and the transfer of Kariong Juvenile Correctional Centre from the Department of Juvenile Justice to Corrective Services in November 2004. 72 DEPARTMENT OF Corrective Services

Included in this allocation are new capital works, with an eventual total estimated cost of $268.8m. This allocation will include: • Planning for a new 500 bed capacity correctional centre which will be built at a yet to be determined regional location. A suitable site should be identified by the end of 2005. It will be a multi-classification facility that will house both men and women, modelled on the Mid North Coast and Wellington Correctional Centres. Construction should begin in early 2007 with an anticipated completion date of 2009. • Expanding both Lithgow and Cessnock Correctional Centres to accommodate an additional 250 inmates. • $45 m for the first year of the construction of Wellington Correctional Centre, with the total estimated cost being $125.6 m, following value re-engineering by the Department reducing the price by 6%. This project is expected to provide up to 350 jobs during construction and employ a staff of up to 200 when the project is completed in 2007. • $9.225 m to establish the Second Chance Program, for young offenders receiving a first custodial sentence, at Tabulam on the North Coast. This program will be based on the successful Yetta Dhinnakkal Correctional Centre near Brewarrina, which provides young Indigenous offenders with vocational training and helps re-establish their cultural links.

TARGETS 2004/05 – OUTCOMES

Target Outcome

Reduction in re-offending:

Expand the Department’s relationships with Centrelink and other agencies facilitating transition between custody and community. In progress

Continue to implement the LSI-R assessment instrument in reception correctional centres to facilitate effective targeting of offender In progress programming.

Continue with development and accreditation of group programs addressing identified re-offending risks. In progress

Continue with the implementation of the Work Readiness Program. Completed

Work with Justice Health to integrate health care and offender programs through common case management protocols. In progress

Offender management in custody:

Continue to implement The Way Forward workplace reform program. In progress

Increase inmate vocational opportunities to keep pace with the increasing inmate population. In progress

Progressively occupy the Mid North Coast and Dillwynia Correctional Centres. Completed

Continue to implement mental health screening initiatives. In progress

Enhance capacity to hold individuals in secure custody under Commonwealth anti-terrorism laws. Completed

Offender management in the community:

Further develop the new workload model for efficient allocation of staff resources. In progress

Increase parolee supervision activities to cover classes of offenders not previously the subject of active supervision. Completed

Provide additional reports to the Parole Board to enable improvement of the parole review process. Completed

Provide the capacity to supervise an anticipated increase in offenders managed under the Community Service Order program. Completed DEPARTMENT OF Corrective Services 73

Focus on violence and drug and alcohol abuse in accrediting new group programs designed to reduce re-offending risk. In progress

Enhanced capability to deliver quality correctional services:

Continue to implement the main components of the Throughcare reforms including electronic case management and business process In progress re-engineering.

Continue to implement the Department’s Information Management and Technology Strategic Plan with a focus upon the performance In progress of key corporate systems, developing better management information and upgrading communication between the Department’s sites across the state.

Continue to improve the alignment between the Department’s learning and development activities and evolving workplace needs. In progress

Continue to achieve productivity savings through operational and support services efficiency improvements. In progress

Targets 2005/06

Reduction in reoffending • Complete revised Centrelink Program Protocol Agreement and disseminate implementation packs to Community Offender Services and Offender Management staff • Formalise agreements with other service providers • Consult with subject-matter experts and produce Planning Your Release handbook and computer-based resource • Implement Throughcare E Case Management Business Process Model • Further develop electronic data exchange protocols with justice sector agencies • Submit major correctional programs to the Department’s accreditation and approval process • Complete data collection from the pilot of the Think First cognitive skills program and analyse data • Design Sex Offenders Program for female sex offenders • Extend Violent Offenders Therapeutic Program to Lithgow, Bathurst and Kirkconnell Correctional Centres • Make gambling and offender behaviour program widely available across the Department

Offender management in the community • Implement an agreed workload model for Community Offender Services (COS) staff in correctional centres to address the priorities identified in new legislation • Roll out statewide, through the COS District Offices, the suite of approved group work programs targeted at offenders at the high end of the risk spectrum in relation to reoffending • Develop a comprehensive community-based supervision strategy based upon risk assessment, incorporating standardised breach practices and procedures • Review and develop further proposals to expand access around the State to alternatives to custody (i.e. Community Service Orders and intensive supervision programs) • Finish restructuring the Court Advice Program to better manage work demand and to more effectively focus upon the issue of risk to the community and required levels of intervention • Develop a strategy to enhance monitoring, surveillance and management of high-risk offenders in the community

Offender management in custody • Complete Award negotiations for The Way Forward • Complete Mental Health Screening Unit at Mulawa Correctional Centre • Implement planning for managing women with a diagnosis of borderline personality disorder 74 DEPARTMENT OF Corrective Services

• Commence operation of the new Mental Health Screening Unit at the Metropolitan Remand and Reception Centre • Establish video-conferencing at Junee Correctional Centre • Complete a dedicated video conferencing studio at the High Risk Management Unit at Goulburn Correctional Complex • Revise custodial treatment program format and move to open groups in Custody Based Intensive Treatment (CUBIT) for sex offenders • Develop a preparatory program for CUBIT • Develop a new clinical supervision model • Complete security upgrade of Lithgow Correctional Centre control room including additional cameras • Improve the cost effectiveness of the Court Escort Fleet • Provide offenders with access to their funds on reception • Convert the old visits area at Tamworth Correctional Centre into a chapel and group learning room

Enhanced capacity to deliver quality correctional services • Centralise accounts payable • Co-locate and integrate regional community and custodial offices • Review motor vehicle fleet to comply with Cleaner NSW Government Fleet Policy • Develop service level agreements for stationery, photocopiers, printers and facsimiles to ensure standardisation of products. • Continue to implement the Department’s capital works program to address increasing inmate numbers with: • Statewide Community Offender Services program • Compulsory Drug Treatment Correctional Centre at Parklea • E-case management • Goulburn Correctional Complex redevelopment • Head Office relocation • Information communications technology equipment • Information management system (Tower Records Information Management -TRIM) • Junee Correctional Centre upgrade • Kariong Juvenile Correctional Centre • Long Bay Hospital redevelopment • Long Bay Correctional Complex staged redevelopment • Mental health screening units • Mulawa staged redevelopment • North Coast Second Chance Program (Tabulam) • Silverwater remand upgrade • Wellington Correctional Centre • New building works at Glen Innes Correctional Centre • Continue to implement energy and utility saving strategies • Continue to implement Department’s Environmental Management Policy • Award tenders for new Long Bay Hospital redevelopment and Forensic Hospital • Statewide Fire Strategy program including fire safety audit of all correctional centres • Building Code of Australia review of correctional centres • Develop Heritage Management Program • Continue to implement the hazardous materials management program • Issue statewide minor works program and implement • Issue statewide maintenance program and implement • Complete recruitment for Dillwynia Correctional Centre DEPARTMENT OF Corrective Services 75

Financial Report for the year ended 30 June 2005

STATEMENT BY DEPARTMENT HEAD

Pursuant to Section 45F of the Public Finance and Audit Act 1983, I state that:

(a) the accompanying financial statements have been prepared in accordance with the provisions of applicable Australian Accounting Standards, other authoritative pronouncements of the Australian Accounting Standards Board, Urgent Issues Group Consensus Views, the Public Finance and Audit Act 1983, the Public Finance and Audit Regulation 2000, the Financial Reporting Code for Budget Dependent General Government Sector Agencies, and the Treasurer’s Directions.

(b) The statements exhibit a true and fair view of the financial position and transactions of the Department.

(c) There are no circumstances, which would render any particulars included in the financial statements to be misleading or inaccurate.

RON WOODHAM

Commissioner

27 September 2005 76 DEPARTMENT OF Corrective Services DEPARTMENT OF Corrective Services 77 78 DEPARTMENT OF Corrective Services statement of financial perfrmance for the year ended 30 june 2005 Notes Actual Budget Actual 2005 2005 2004 $’000 $’000 $’000

Expenses Operating expenses Employee related 2(a) 530,398 491,899 471,417 Other operating expenses 2(b) 146,850 140,518 138,638 Maintenance 2(c) 20,909 20,915 19,682 Depreciation 2(d) 44,274 46,228 37,816 Grants and subsidies 2(e) 4,248 3,839 3,909 Other expenses 2(f) 314 336 398 Total Expenses 746,993 703,735 671,860 Less: Retained Revenues Sale of goods and services 3(a) 25,492 24,766 26,391 Investment income 3(b) 941 937 908 Grants and contributions 3(c) 7,777 5,851 7,456 Other revenue 3(d) 7,047 78 4,194 Total Retained Revenues 41,257 31,632 38,949 Gain / (loss) on disposal of non‑current assets 4 (201) - (149) Net Cost of Services 22 705,937 672,103 633,060 Government Contributions Recurrent appropriation 6 602,066 580,781 547,403 Capital appropriation 6 70,301 109,338 80,242 Acceptance by the Crown Entity of employee benefits and other liabilities 7 58,483 50,891 49,428 Total Government Contributions 730,850 741,010 677,073 SURPLUS FOR THE YEAR 24,913 68,907 44,013 NON‑OWNER TRANSACTION CHANGES IN EQUITY Net increase / (decrease) in Asset Revaluation Reserve 17 43,065 - 83,650 TOTAL REVENUES, EXPENSES AND VALUATION ADJUSTMENTS RECOGNISED DIRECTLY IN EQUITY 43,065 - 83,650 TOTAL CHANGES IN EQUITY OTHER THAN THOSE RESULTING FROM TRANSACTIONS WITH OWNERS AS OWNERS 17 67,978 68,907 127,663 The accompanying notes form part of these statements. DEPARTMENT OF Corrective Services 79 statement of financial position for the year ended 30 june 2005 Notes Actual Budget Actual 2005 2005 2004 $’000 $’000 $’000

ASSETS Current Assets Cash 9 36,201 16,902 18,833 Receivables 10 8,487 10,549 10,549 Inventories 11 6,692 5,526 5,526 Other 12 1,390 4,885 1,385 Total Current Assets 52,770 37,862 36,293 Non‑Current Assets Land and Buildings 13 1,310,990 1,299,642 1,235,686 Plant & Equipment 13 55,009 45,245 44,942 Total Non‑Current Assets 1,365,999 1,344,887 1,280,628 Total Assets 1,418,769 1,382,749 1,316,921 LIABILITIES

Current Liabilities Payables 14 34,484 21,416 24,494 Provisions 15 40,562 37,677 37,677 Other 16 1,403 1,928 1,928 Total Current Liabilities 76,449 61,021 64,099 Non‑Current Liabilities Provisions 15 34,268 27,798 27,799 Total Non‑Current Liabilities 34,268 27,798 27,799 Total Liabilities 110,717 88,819 91,898 Net Assets 1,308,052 1,293,930 1,225,023 EQUITY Reserves 17 488,367 442,401 442,401 Accumulated funds 17 819,685 851,529 782,622 Total Equity 1,308,052 1,293,930 1,225,023 The accompanying notes form part of these statements. 80 DEPARTMENT OF Corrective Services statements of cash flows for the year ended 30 june 2005 Notes Actual Budget Actual 2005 2005 2004 $’000 $’000 $’000

CASH FLOW FROM OPERATING ACTIVITIES Payments Employee related (484,132) (464,453) (446,131) Grants and subsidies (4,248) (3,839) (3,909) Other (182,320) (188,215) (184,442) Total Payments (670,700) (656,507) (634,482) Receipts Sale of goods and services 28,096 24,766 29,685 Interest received 916 937 1,207 Other 36,189 28,875 34,195 Total Receipts 65,201 54,578 65,087 Cash Flows from Government Recurrent appropriation 602,270 580,781 547,403 Capital appropriation 69,572 109,338 82,170 Cash reimbursements from the Crown Entity 22,754 20,365 22,429 Net Cash Flows From Government 694,596 710,484 652,002 NET CASH FLOWS FROM OPERATING ACTIVITIES 22 89,097 108,555 82,607 CASH FLOWS FROM INVESTING ACTIVITIES Proceeds from sale of land and buildings, plant and equipment 482 - 3 Purchases of land and buildings, plant and equipment (72,212) (110,487) (81,716) NET CASH FLOWS FROM INVESTING ACTIVITIES (71,730) (110,487) (81,713) NET INCREASE / (DECREASE) IN CASH 17,367 (1,932) 894 Opening cash and cash equivalents 18,834 18,834 17,940 CLOSING CASH AND CASH EQUIVALENTS 9 36,201 16,902 18,834 The accompanying notes form part of these statements. DEPARTMENT OF Corrective Services 81 program statement – expenses and revenues for the year ended 30 june 2005

AGENCY’S Program 44.1.1 * Program 44.2.1 Program 44.3.1 Not Attributable Total EXPENSES AND 2005 2004 2005 2004 2005 2004 2005 2004 2005 2004 REVENUES $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Expenses Operating expenses Employee related 377,447 322,854 89,338 86,336 63,613 62,227 - - 530,398 471,417 Other operating 109,306 103,464 22,865 17,558 14,679 17,616 - - 146,850 138,638 expenses Maintenance 18,761 17,848 1,889 1,660 259 174 - - 20,909 19,682 Depreciation 41,680 35,013 1,502 1,813 1,092 990 - - 44,274 37,816 Grants and subsidies 1 - 4,246 3,909 1 - - - 4,248 3,909 Other expenses 211 280 80 37 23 81 - - 314 398 Total expenses 547,406 479,459 119,920 111,313 79,667 81,088 - - 746,993 671,860 Retained Revenues Sale of goods and 9,039 7,509 16,128 17,590 325 1,292 - - 25,492 26,391 services Investment income 696 620 143 166 102 122 - - 941 908 Grants and 4,468 802 1,775 3,762 1,534 2,892 - - 7,777 7,456 contributions Other revenue 5,056 2,963 1,241 709 750 522 - - 7,047 4,194 Total Retained 19,259 11,894 19,287 22,227 2,711 4,828 - - 41,257 38,949 Revenues Gain / (Loss) (196) (149) (5) - - - - - (201) (149) on disposal of non‑current assets Net Cost of 528,343 467,714 100,638 89,086 76,956 76,260 - - 705,937 633,060 Services Government ------730,850 677,073 730,850 677,073 contributions ** NET EXPENDITURE 528,343 467,714 100,638 89,086 76,956 76,260 (730,850) (677,073) (24,913) (44,013) / (REVENUE) * The name and purpose of each program is summarised in Note 8. ** Appropriations are made on an agency basis and not to individual programs. Consequently, government contributions must be included in the ‘Not Attributable’ column. 82 DEPARTMENT OF Corrective Services - - - - 80,242 80,242 80,242 82,170 (1,928) $’000 Net Net Claim on Expenditure / Expenditure Consolidated Fund Consolidated - - - - 107,270 107,270 107,270 $’000 Capital Capital Appropriation - - - - - 2004 547,403 547,403 547,403 547,403 $’000 Net Net Claim on Expenditure / Expenditure Consolidated Fund Consolidated - - - (165) 553,368 553,203 553,203 $’000 Recurrent Recurrent Appropriation - - - -

/ on 70,301 70,301 70,301 71,500 (1,199)

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IONS APP RO P RI AT Appropriations Appropriation Act Appropriation Section 24 PF&A Act Advance Treasurer’s Section 27 TH ER onsolidated summary ORI G IN A L BUD G E T O Total C Amount down drawn against Appropriation LiabilityFund to Consolidated prescribed). otherwise or where identified (except first spent moneys are Fund Consolidated is based on the assumption that SummaryThe of Compliance Fund”. Consolidated Claim on Net / Expenditure ‘’Total and the Appropriation’’ against run down ‘’Amount between the the difference represents Fund Liability Consolidated to The DEPARTMENT OF Corrective Services 83 notes to and forming part of the financial statements for the year ended 30 june 2005

1. SUMMARY OF SIGNIFICANT ACCOUNTING financial statements are prepared in accordance with the POLICIES historical cost convention.

(a) Reporting Entity All amounts are rounded to the nearest one thousand The Department of Corrective Services, as a reporting dollars and are expressed in Australian currency. entity, comprises all the entities under its control, including Corrective Services Industries. The Department is responsible for the protection of the community by (c) Revenue Recognition managing offenders in a safe, secure, fair and humane Revenue is recognised when the Department has control environment and to actively encourage personal of the goods or right to receive, it is probable that the development of offenders through correctional programs economic benefits will flow to the Department and the in preparation for their return into the community as amount of revenue can be measured reliably. Additional law‑abiding citizens. comments regarding the accounting policies for recognition of revenue are discussed below: The Department provides offenders with work experience and trade skills through Corrective Services Industries (i) Parliamentary Appropriations and Contributions from and also a range of community based offender programs Other Bodies through the Community Offenders Service. Parliamentary appropriations and contributions from other In the process of preparing the consolidated financial bodies (including grants and donations) are generally statements for the economic entity consisting of the recognised as revenues when the agency obtains controlling and controlled entities, all inter‑entity control over the assets comprising the appropriations transactions and balances have been eliminated. / contributions. Control over appropriations and The reporting entity is consolidated as part of the NSW contributions is normally obtained upon the receipt of Total State Sector Accounts. cash.

(b) Basis of Accounting An exception to the above is when appropriations are The Department’s financial statements are a general unspent at year end. In this case, the authority to spend purpose financial report which has been prepared on an the money lapses and generally the unspent amount accruals basis and in accordance with: must be repaid to the Consolidated Fund in the following • applicable Australian Accounting Standards; financial year. As a result, unspent appropriations are • other authoritative pronouncements of the Australian accounted for as liabilities rather than revenue. Accounting Standards Board (AASB); The liability is disclosed in Note 16 as part of ‘Current • Urgent Issues Group (UIG) Consensus Views; liabilities ‑ Other’. The amount will be repaid and the • the requirements of the Public Finance and Audit Act liability will be extinguished next financial year. and Regulations; and • the Financial Reporting Directions published in the (ii) Sale of Goods and Services Financial Reporting Code for Budget Dependent General Revenue from the sale of goods and services comprises Government Sector Agencies or issued by the Treasurer revenue from the provision of products or services i.e. user under section 9(2)(n) of the Act. charges. User charges are recognised as revenue when the Where there are inconsistencies between the above Department obtains control of the assets that result from requirements, the legislative provisions have prevailed. them.

In the absence of a specific Accounting Standard, other authoritative pronouncements of the AASB or UIG Consensus View, the hierarchy of other pronouncements as outlined in AAS 6 ‘’Accounting Policies’’ is considered. Except for long service leave expense, land, buildings and plant and equipment, which are recorded at valuation, the 84 DEPARTMENT OF Corrective Services notes to and forming part of the financial statements for the year ended 30 june 2005

(iii) Investment income (iv) Other Provisions Interest revenue is recognised as it accrues. Other provisions exist when the Department has a present legal, equitable or constructive obligation to make a future (d) Employee Benefits and other provisions sacrifice of economic benefits to other entities as a result of past transactions or other past events. These provisions (i) Salaries and Wages, Annual Leave, Sick Leave and are recognised when it is probable that a future sacrifice On‑Costs of economic benefits will be required and the amount can be measured reliably. Liabilities for salaries and wages (including non‑monetary benefits), annual leave and vesting sick leave are Any provisions for restructuring are recognised either recognised and measured in respect of employees’ when a detailed formal plan has been developed or will services up to the reporting date at nominal amounts be developed within prescribed time limits and where based on the amounts expected to be paid when the the Department has raised a valid expectation in those liabilities are settled. affected by the restructuring that it will carry out the restructuring. Unused non‑vesting sick leave does not give rise to a liability as it is not considered probable that sick leave (e) Insurance taken in the future will be greater than the benefits The Department’s insurance activities are conducted accrued in the future. through the NSW Treasury Managed Fund Scheme of self‑insurance for Government agencies. The expense The outstanding amounts of payroll tax, workers’ (premium) is determined by the Fund Manager based on compensation insurance premiums and fringe benefits past experience. tax, which are consequential to employment, are recognised as liabilities and expenses where the employee (f) Accounting for the Goods and Services Tax (GST) benefits to which they relate have been recognised. Revenues, expenses and assets are recognised net of the amount of GST, except where: (ii) Accrued Salaries and Wages • the amount of GST incurred by the Department as a Accrued salaries and wages and on‑costs are classified purchaser that is not recoverable from the Australian as ‘’payables’’ in the Statement of Financial Position and Taxation Office is recognised as part of the cost of the related note disclosures. Total employee benefits acquisition of an asset or as part of an item of expense. (including accrued salaries and wages) are reconciled in • receivables and payables are stated with the amount of Note 15 “Provisions”. GST included.

(iii) Long Service Leave and Superannuation (g) Acquisitions of Assets The Department’s liabilities for long service leave and The cost method of accounting is used for the initial superannuation are assumed by the Crown Entity. recording of all acquisitions of assets controlled by the The Department accounts for the liability as having Department. Cost is determined as the fair value of the been extinguished resulting in the amount assumed assets given as consideration plus the costs incidental to being shown as part of the non‑monetary revenue the acquisition. item described as ‘’Acceptance by the Crown Entity of employee benefits and other liabilities’’. Assets acquired at no cost or for nominal consideration are initially recognised as assets and revenues at their fair Long service leave is measured on a present value basis. value at the date of acquisition. The present value method is based on the remuneration rates at year end plus an actuarial assessment of increases Fair value means the amount for which an asset could for all employees with five or more years of service. be exchanged between a knowledgeable, willing buyer and a knowledgeable, willing seller in an arm’s length The superannuation expense for the financial year transaction. is determined by using the formulae specified in the Treasurer’s Directions. The expense for certain Where settlement of any part of cash consideration superannuation schemes (ie Basic Benefit and First is deferred, the amounts payable in the future are State Super) is calculated as a percentage of the discounted to their present value at the acquisition date. employees’ salary. For other superannuation schemes The discount rate used is the incremental borrowing rate, (ie State Superannuation Scheme and State Authorities being the rate at which a similar borrowing could be Superannuation Scheme), the expense is calculated as a obtained. multiple of the employees’ superannuation contributions. DEPARTMENT OF Corrective Services 85 notes to and forming part of the financial statements for the year ended 30 june 2005

(h) Plant and Equipment Otherwise, any balances of accumulated depreciation Plant and equipment costing $5,000 and above existing at the revaluation date in respect of those assets individually are capitalised. Assets that form part of a are credited to the asset accounts to which they relate. network (e.g. computer systems and office furniture) are The net asset accounts are then increased or decreased by aggregated when applying the capitalisation threshold. the revaluation increments or decrements.

(i) Revaluation of Physical Non‑Current Assets Revaluation increments are credited directly to the asset Physical non‑current assets are valued in accordance with revaluation reserve, except that, to the extent that an the ‘’Guidelines for the Valuation of Physical Non‑Current increment reverses a revaluation decrement in respect of Assets at Fair Value’’ (TPP 03‑02). This policy adopts fair that class of asset previously recognised as an expense value in accordance with AASB 1041 from financial years in the surplus/deficit, the increment is recognised beginning on or after 1 July 2003. There is no substantive immediately as revenue in the surplus/deficit. difference between the fair value valuation methodology and the previous valuation methodology adopted in the Revaluation decrements are recognised immediately as NSW public sector. expenses in the surplus / deficit, except that, to the extent that a credit balance exists in the asset revaluation reserve Land is valued at market value having regard to current in respect of the same class of assets, they are debited zoning and usage. Correctional centre buildings and all directly to the asset revaluation reserve. other buildings situated on land zoned for correctional centre use have been valued at written down replacement Revaluation increments and decrements are offset against cost using the most appropriate building materials. one another within a class of non‑current assets, but not Residences situated on land zoned for residential use have otherwise. been valued at market value. Plant and Equipment have been valued by management at cost. Where an asset that has previously been revalued is disposed of, any balance remaining in the asset Where available, fair value is determined having regard revaluation reserve in respect of that asset is transferred to to the highest and best use of the asset on the basis of accumulated funds. current market selling prices for the same or similar assets. Where market selling price is not available, the asset’s (j) Depreciation of Non‑Current Physical Assets fair value is measured as its market buying price i.e. the Depreciation is provided for on a straight line basis for replacement cost of the asset’s remaining future economic all depreciable assets so as to write off the depreciable benefits. The Department is a not for profit entity. amount of each asset as it is consumed over its useful life to the entity. Each class of physical non‑current assets is valued at least every five years and with sufficient regularity to ensure All material separately identifiable component assets are that the carrying amount of each asset in the class does recognised and depreciated over their shorter useful lives, not differ materially from its fair value at reporting date. including those components that in effect represent major The last revaluation of land and buildings was completed periodic maintenance. on 30 June 2002 and was based on an independent assessment. Land is not a depreciable asset. Depreciation rates applicable are as follows: ‑ A factor update has been completed by NSW Department Buildings depreciation varies in accordance with of Commerce, State Projects and Regional Services based construction type and remaining useful life of each on the valuation at 30 June 2002. Although the properties structure and on average are depreciated over 40 to 50 are located in various metropolitan and country areas years. Residences 2.5%, Plant & Equipment ‑ general 10%, the application of overall factors ensures that the 2002 motor vehicles 33.3 %, computer hardware 33.3%, major valuations are adjusted to Fair Value as at 30 June 2005. computer software 20% and office fitouts depending on the term of the lease (10%, 20% & 50%). Non ‑specialised assets with short useful lives are measured at depreciated historical cost, as a surrogate for (k) Maintenance and Repairs fair value. The costs of maintenance are charged as expenses as incurred, except where they relate to the replacement When revaluing non‑current assets by reference to of a component of an asset, in which case the costs are current prices for assets newer than those being capitalised and depreciated. revalued (adjusted to reflect the present condition of the assets), the gross amount and the related accumulated depreciation is separately restated. 86 DEPARTMENT OF Corrective Services notes to and forming part of the financial statements for the year ended 30 june 2005

(l) Leased Assets Budget Papers (as adjusted above). However, in the A distinction is made between finance leases which Statement of Financial Position, the amounts vary from the effectively transfer from the lessor to the lessee Budget Papers, as the opening balances of the budgeted substantially all the risks and benefits incidental to amounts are based on carried forward actual amounts ie ownership of the leased assets, and operating leases per the audited financial statements (rather than carried under which the lessor effectively retains all such risks and forward estimates). benefits. (s) Treasury Managed Fund The Department has no finance leases. TMF normally calculates hindsight premiums each year. However in regard to workers compensation the final Operating lease payments are charged to the Statement hindsight adjustment for the 1997/1998 fund year and an of Financial Performance in the periods in which they are interim adjustment for the 1999/2000 fund year were not incurred. calculated until 2003/2004. As a result, the 1998/1999 final (m) Receivables and 2000/2001 interim calculations has been received in 2004/05. Receivables are recognised and carried at cost, based on the original invoice amount less a provision for any The basis for calculating the hindsight premium is uncollectable debts. An estimate for doubtful debts is undergoing review, and it is expected that the problems made when collection of the full amount is no longer experienced will be rectified for future payments. probable. Bad debts are written off as incurred.

(n) Inventories Inventories are stated at the lower of cost and net realisable value, except for livestock, which is stated at net realisable value. The cost is calculated using the weighted average cost or ‘’first in first out’’ method.

(o) Inmate Funds Funds are held in public money accounts on behalf of inmates as set out in note 23. As the Department performs only a custodial role in respect of these monies, and because the monies cannot be used for the achievement of the Department’s own objectives, these funds are not recognised in the financial statements.

(p) Payables These amounts represent liabilities for goods and services provided to the Department and other amounts, including interest. Interest is accrued over the period it becomes due.

(q) Reclassification of financial information The maintenance and licensing costs associated with computer software have been reclassified from Maintenance to General Administration, the impact on the costs for the year ended 30 June 2004 is $2,158,000

(r) Budgeted Amounts The budgeted amounts are drawn from the budgets as formulated at the beginning of the financial year and with any adjustments for the effects of additional appropriations, s 21A, s 24 and / or s 26 of the Public Finance and Audit Act 1983.

The budgeted amounts in the Statement of Financial Performance and the Statement of Cash Flows are generally based on the amounts disclosed in the NSW DEPARTMENT OF Corrective Services 87 notes to and forming part of the financial statements for the year ended 30 june 2005

2005 2004 $’000 $’000

2. EXPENSES (a) Employee related expenses comprise the following specific items: Salaries and wages (including recreation leave) 424,948 380,723 Superannuation 36,656 33,729 Long service leave 20,556 13,709 Worker’s compensation insurance 18,776 16,726 Payroll tax and fringe benefit tax 29,462 26,530 530,398 471,417 Labour costs of $2,151,000 ($1,483,000 in 2003/2004) have been capitalised. (b) Other operating expenses Auditor’s remuneration ‑ audit of the financial reports 240 253 Bad and doubtful debts 45 180 Rental expense relating to operating leases 8,334 7,749 Insurance 8,994 9,697 Property & plant outgoings 18,330 17,643 Motor vehicles running 11,724 11,345 Inmate catering 18,369 15,907 Inmate Education & Welfare 20,898 17,098 Correctional centre management fees 22,007 21,530 Corrective Services Industries ‑ direct cost of goods sold 8,274 9,829 Staff uniforms, travel and development 8,866 8,689 Telecommunications 6,700 7,374 General administration 14,069 11,344 146,850 138,638 * Total cost of goods sold is as follows: Direct cost as reported above 8,274 9,829 Indirect costs ‑ determined on a pro‑rata basis comprising salaries and wages, property outgoings, repairs and 3,516 2,747 maintenance and depreciation 11,790 12,576 88 DEPARTMENT OF Corrective Services notes to and forming part of the financial statements for the year ended 30 june 2005 2005 2004 $’000 $’000

(c) Maintenance expenses Repairs and routine maintenance 20,909 19,682 (d) Depreciation and amortisation expenses Depreciation: Buildings 31,155 24,025 Plant and Equipment 13,119 13,791 44,274 37,816

(e) Grants and subsidies Religious attendance on Inmates 1,592 1,403 Prisoner after care activities (including community grants) 2,656 2,506 4,248 3,909 (f) Other expenses Other 314 398 314 398 3. REVENUES (a) Sale of goods and services Sale of goods 12,406 13,717 Corrective Services Industries Canteen Sales 824 842 Rendering of services 8,241 7,862 ACT Inmates ‑ recovered from the ACT Government Illegal Immigrants ‑ recovered from the Commonwealth Government 6 113 Rent 410 403 Minor User Charges 3,605 3,454 25,492 26,391 (b) Investment income Interest from NSW Treasury 941 908 941 908 (c) Grants and contributions Department of Health 1,680 1,680 Department of Commerce 1,913 1,678 Department of Community Services 335 502 Department of Education and Training 1,281 365 DEPARTMENT OF Corrective Services 89 notes to and forming part of the financial statements for the year ended 30 june 2005 2005 2004 $’000 $’000 Attorney General’s Department 1,865 1,769 Roads & Traffic Authority 623 1,270 Other 80 192 7,777 7,456 There are no conditions attached to this funding, which is subject only to annual acquittance.

(d) Other revenue Workers’ Compensation Insurance hindsight adjustment received ‑ refer note 1(s) 5,996 4,835 Less: Motor Vehicle Insurance hindsight adjustment paid - (1,146) Other miscellaneous 1,051 505 7,047 4,194

4. GAIN / (LOSS) ON DISPOSAL OF NON‑CURRENT ASSETS Gain / (loss) on disposal of land and buildings, plant and equipment Proceeds from sale 482 3 Less Written down value of assets disposed (683) (152) Net gain / (loss) on disposal of land and buildings, plant and equipment (201) (149)

5. CONDITIONS ON CONTRIBUTIONS a) There were contributions of $969,000 recognised as revenue during the financial year, which were provided specifically for expenditure over a future period. b) There were contributions of $1,407,000 recognised as revenues in a previous financial year, which were obtained for expenditure in respect of the current financial year.

6. APPROPRIATIONS (a) Recurrent appropriations Total recurrent drawdowns from Treasury (per Summary of Compliance) 602,270 547,403 Less: Liability to Consolidated Fund (per Summary of Compliance) (204) - Total 602,066 547,403 Comprising: Recurrent appropriations (per Statement of Financial Performance) 602,066 547,403 Total 602,066 547,403 90 DEPARTMENT OF Corrective Services notes to and forming part of the financial statements for the year ended 30 june 2005 2005 2004 $’000 $’000

(b) Capital appropriations Total capital drawdowns from Treasury (per Summary of Compliance) 71,500 82,170 Less: Liability to Consolidated Fund (per Summary of Compliance) (1,199) (1,928) 70,301 80,242 Comprising: Capital appropriations (per Statement of Financial Performance) 70,301 80,242 Transfer payments - - Total 70,301 80,242

7. ACCEPTANCE BY THE CROWN ENTITY OF EMPLOYEE BENEFITS AND OTHER LIABILITIES The following liabilities and / or expenses have been assumed by the Crown Entity or other government agencies: Superannuation 35,728 33,692 Long service leave 20,557 13,709 Payroll tax 2,198 2,027 58,483 49,428

8. PROGRAMS / ACTIVITIES OF THE DEPARTMENT (a) Program 44.1.1 Containment and Care of Inmates Objectives: To protect society by confining sentenced inmates and others legally detained in an appropriately secure, safe environment and meet individual care needs. (b) Program 44.2.1 Assessment, Classification and Development of Inmates Objectives: To classify inmates to the lowest appropriate security level and to deliver developmental programs and specialised care services that provide an opportunity for inmates to successfully return to the community. (c) Program 44.3.1 Alternatives to Custody Objectives: To provide pre‑sentence assessment and advice to the Courts to assist in appropriately sentencing offenders. To prepare pre‑release reports for releasing authorities. To provide sentencers with alternatives to full‑time custody. To provide a state wide range of community‑based offender management programs. DEPARTMENT OF Corrective Services 91 notes to and forming part of the financial statements for the year ended 30 june 2005 2005 2004 $’000 $’000

9. CURRENT ASSETS ‑ CASH Cash at bank 36,007 18,643 Cash on hand 194 190 36,201 18,833 Cash held in respect of the liability to Consolidated fund (refer note 16) is a restricted asset in that it must be repaid to Treasury and cannot be used for any other purpose by the Department.

10. CURRENT ASSETS ‑ RECEIVABLES Sale of goods and services 5,512 8,512 Less: Provision for doubtful debts (463) (467) 5,049 8,045 Goods and Services Tax recoverable 3,438 2,504 8,487 10,549

11. CURRENT ASSETS ‑ INVENTORIES Current Inventories Raw Materials 3,381 2,489 Work in Progress 757 500 Finished goods 2,126 2,168 Less: provision for obsolescence (375) (375) 1,751 1,793 Livestock 828 769 Less: provision for livestock loss (25) (25) 803 744 6,692 5,526

12. CURRENT ASSETS ‑ OTHER Prepayments 1,390 1,385 92 DEPARTMENT OF Corrective Services notes to and forming part of the financial statements for the year ended 30 june 2005 2005 2004 $’000 $’000

13. NON‑CURRENT ASSETS ‑ PROPERTY, PLANT AND EQUIPMENT Land and Buildings At Valuation 1,845,619 1,603,106 Less: Accumulated Depreciation (670,791) (604,108) 1,174,828 998,998 Work in progress at cost 136,162 236,688 Fair Value 1,310,990 1,235,686 Plant and Equipment at Cost At Cost 139,324 134,202 Less: Accumulated Depreciation (84,315) (89,260) Fair Value 55,009 44,942 Total Property, Plant and Equipment At Fair Value 1,365,999 1,280,628 Reconciliations Reconciliations of the carrying amounts of each class of property, plant and equipment at the beginning and end of the current and previous financial year are set out below. Land and Plant & Work in Total Buildings Equipment Progress $’000 $’000 $’000 $’000 2005 Carrying amount at start of year 998,998 44,942 236,688 1,280,628 Additions ‑ net movements to be allocated - - 72,212 72,212 Transfers 150,359 22,379 (172,738) - Acquisitions through administrative restructures 14,136 915 - 15,051 Revaluation 43,065 - - 43,065 Disposals (575) (108) - (683) Depreciation expense (31,155) (13,119) - (44,274) Carrying amount at end of year 1,174,828 55,009 136,162 1,365,999 2004 Carrying amount at start of year 935,268 48,499 169,463 1,153,230 Additions - - 81,715 81,715 Transfers 4,176 10,314 (14,490) - Revaluation 83,650 - - 83,650 Disposals (71) (80) - (151) DEPARTMENT OF Corrective Services 93 notes to and forming part of the financial statements for the year ended 30 june 2005

Depreciation expense (24,025) (13,791) - (37,816) Carrying amount at end of year 998,998 44,942 236,688 1,280,628 On 30 June 2002, all Land and Buildings were revalued by The Department of Public Works, State Valuation Office. This valuation has been reviewed as at 30 June 2004 and adjusted by a factor of 10% for Land and 10.3% for Buildings representing increase in rates over the two year period. A further review has been undertaken at 30 June 2005 and the valuation adjusted by a factor of 0% for Land and 5% for Buildings.

2005 2004 $’000 $’000

14. CURRENT LIABILITIES ‑ PAYABLES Accrued salaries wages and oncosts 6,792 5,689 Creditors 27,692 18,805 34,484 24,494

15. CURRENT / NON‑CURRENT LIABILITIES ‑ PROVISIONS Employee benefits and related on‑costs Recreation Leave 59,376 51,993 Sunday and Public Holidays 1,966 2,280 Annual Leave Loading 3,136 2,111 64,478 56,384 Other provisions Payroll Tax 10,352 9,092 Total provisions 74,830 65,476 Aggregated employee benefits and related on‑costs Provisions ‑ current 40,562 37,677 Provisions ‑ non‑current 34,268 27,799 Accrued salaries, wages and on‑costs (note 14) 6,792 5,689 81,622 71,165 Movements in other provisions Movements in each class of provision during the financial year, other than employee benefits are set out below: Carrying amount at the beginning of financial year 9,092 8,422 Additional provisions recognised, including increases to existing provisions 1,260 670 Carrying amount at end of financial year 10,352 9,092

16. CURRENT / NON‑CURRENT LIABILITIES ‑ OTHER Liability owing to consolidated fund 1,403 1,928 94 DEPARTMENT OF Corrective Services notes to and forming part of the financial statements for the year ended 30 june 2005 17. CHANGES IN EQUITY Accumulated Funds Asset Revaluation Reserve Total Equity 2005 2004 2005 2004 2005 2004 $’000 $’000 $’000 $’000 $’000 $’000 Balance at the beginning of the financial 782,622 738,616 442,401 358,744 1,225,023 1,097,360 year Changes in equity – transactions with owners as owners Increase / (decrease) in net assets from 11,798 - 3,253 - 15,051 - equity transfers Total 11,798 - 3,253 - 15,051 - Changes in equity – other than transactions with owners as owners Surplus / (deficit) for the year 24,913 44,013 - - 24,913 44,013 Revaluation Adjustment - - 43,065 83,650 43,065 83,650 Total 24,913 44,013 43,065 83,650 67,978 127,663 Transfers within equity Adjustment to Asset Revaluation Reserve on 352 (7) (352) 7 - - disposal of revalued land & buildings Total 352 (7) (352) 7 - - Balance at the end of the financial year 819,685 782,622 488,367 442,401 1,308,052 1,225,023

2005 2004 $’000 $’000

18. INCREASE / DECREASE IN NET ASSETS FROM EQUITY TRANSFERS Assets Land & Buildings 14,136 - Plant & Equipment 915 - 15,051 - The assets associated with the Kariong Juvenile Correctional Centre were transferred under section 24 of the Public Finance and Audit Act to the Department on 10 November 2005 from the Department of Juvenile Justice. The Land, Buildings and Plant have been brought to account at fair value. Under the NSW Government Radio/Wireless Strategy 2003 – 2018 equipment to the value of $788,307 has been transferred to the Department from the Department of Commerce. DEPARTMENT OF Corrective Services 95 notes to and forming part of the financial statements for the year ended 30 june 2005 2005 2004 $’000 $’000

19. COMMITMENTS FOR EXPENDITURE (a) Capital Commitments Aggregate capital expenditure for the acquisition of land and buildings and plant and equipment contracted for at balance date but not provided for: Not later than one year 68,723 15,901 Later than one year and not later than five years 91,705 - Later than five years - - Total (including GST) 160,428 15,901 (b) Other Expenditure Commitments Aggregate other expenditure for the acquisition of maintenance contracts and correctional centre management fees contracted for at balance date but not provided for: Not later than one year 34,157 25,614 Later than one year and not later than five years 95,898 18,727 Later than five years 9,033 - Total (including GST) 139,088 44,341 (c) Operating Lease Commitments Future non‑cancellable operating lease rentals not provided for and payable Not later than one year 17,185 11,884 Later than one year and not later than five years 32,757 12,539 Later than five years 5,319 249 Total (including GST) 55,261 24,672 These operating lease commitments are not recognised in the financial statements as liabilities. The above amounts are in respect of accommodation leases, motor vehicles and computer equipment. The commitments disclosed above include input tax credits (GST) of $32.252 million, which is expected to be recovered from the Australian Taxation Office.

20. CONTINGENT LIABILITIES Claims made against the Department in respect of compensation and litigation arising from normal operations are fully covered by the NSW Treasury Managed Fund. At balance date the insurer’s estimate of the value of outstanding claims was $1,000 (2004 $35,000).

The claims principally relate to personal injury and property damage. Liabilities that may arise from claims made prior to 1st July 1989 are covered by the Solvency Fund held by the Insurance Ministerial Corporation. 96 DEPARTMENT OF Corrective Services notes to and forming part of the financial statements for the year ended 30 june 2005 2005 2004 $’000 $’000

21. BUDGET REVIEW

Net cost of services Compared to Budget, the actual net cost of services was higher than budget by $33.8 million with an increase in total expenses of $43.2 million which was offset by an increase in retained revenue of $9.6 million. The over expenditure was funded by supplementation for Kariong of $2.5 million, salary increase of $4.6 million and growth funding of $14.6 million The main variations in expenses, amounting to $43.2 million, were: ‑ Employee related mainly due to overtime $24.0m and Long Service Leave of 7.2m $38.5 million General administration costs $6.3 million Depreciation expense ($2.0 million) The net increase in retained revenue of $9.6 million came from: ‑Income from sale of services $0.7 million Grants and contributions $1.9 million Insurance Hindsight adjustments and other minor income $7.0 million

Assets and liabilities Current Assets Current assets were over budget by $14.9 million. This was caused by an increase in cash of $19.3 million and a decrease in net Other Assets of $4.4 million.

Non Current Assets. Compared to budget, non current assets increased by $21.1 million

Current Liabilities Current liabilities rose by $15.4 million against budget. This amount includes increase in payables of $13.1 million,and provisions of $2.9 million

Non Current Liabilities Employee related provisions rose by $6.5 million DEPARTMENT OF Corrective Services 97 notes to and forming part of the financial statements for the year ended 30 june 2005 2005 2004 $’000 $’000

22. CASH FLOWS Reconciliation of cash flows from operating activities to net cost of services Net cash used on operating activities 89,097 82,607 Add: (44,274) (37,816) Depreciation Decrease / (increase) in current provisions (2,885) (4,699) Decrease / (increase) in non‑current provisions (6,469) 1,283 Increase / (decrease) in Receivables (2,070) (3,047) Increase / (decrease) in Inventories 1,166 (114) Decrease / (increase) in non capital Creditors (9,976) 7,577 Recurrent Appropriation (602,270) (547,403) Capital Appropriation (71,500) (82,170) Acceptance by the Crown Entity of employee entitlements and other liabilities (58,483) (49,129) Repayment of Liability to Consolidated Fund 1,928 - Net gain / (Loss) on Disposal of Plant, Property & Equipment (201) (149) Net cost of services (705,937) (633,060)

23. INMATE FUNDS Funds are held in Public Monies Accounts on behalf of inmates. Interest earned is brought to account in the financial statements and used for the benefit of inmates.

Cash balance at the beginning of the financial year 2,131 1,694 Add: Receipts 28,926 26,915 Less: Expenditure (28,675) (26,478) Cash balance at the end of the reporting period 2,382 2,131

24. CORRECTIONAL MEDICAL SERVICES Justice Health is administered under the Health Services Act 1987 through the Department of Heath. The cost of medical services provided to offenders for the year ended 30 June 2005 was $68,663,000 (2004 $62,348,000). This amount is not included in the Department’s operating result for the year. 98 DEPARTMENT OF Corrective Services notes to and forming part of the financial statements for the year ended 30 june 2005

25. FINANCIAL INSTRUMENTS Cash Cash comprises cash on hand and bank balances within the Treasury Banking System. Interest is earned on daily bank balances at the monthly average NSW Treasury Corporation (TCorp) 11a.m. unofficial cash rate adjusted for a management fee to Treasury.

Receivables All trade debtors are recognised as amounts receivable at balance date. Collectability of trade debtors is reviewed on an ongoing basis. Debts which are known to be uncollectable are written off. A provision for doubtful debts is raised when some doubt as to collection exists. The credit risk is the carrying amount (net of any provision for doubtful debts). No interest is earned on trade debtors. The carrying amount approximates net fair value. Sales are made on 30 day terms.

Trade Creditors and Accruals The liabilities are recognised for amounts due to be paid in the future for goods or services received, whether or not invoiced. Amounts owing to suppliers (which are unsecured) are settled in accordance with the policy set out in Treasurer’s Direction 219.01. If trade terms are not specified, payment is made no later than the end of the month following the month in which an invoice or a statement is received. Treasurer’s Direction 219.01 allows the Minister to award interest for late payment.

26. IMPACT OF ADOPTING AUSTRALIAN EQUIVALENTS TO IFRS

Department of Corrective Services will apply the Australian equivalents to International Financial Reporting Standards (AEIFRS) from 2005-06.

The following strategy is being implemented to manage the transition to AEIFRS • The Department’s Audit Committee is oversighting the transition, The Executive Director Finance and Asset Management is responsible for the project and reports regularly to the Committee on progress against the plan • The following phases that need to be undertaken have been identified: • Documenting the existing accounting policies • Documenting the requirements of IFRS • identify any differences between current and future accounting treatments • Selecting new accounting policy and obtaining approval of management • Obtain sign‑off on proposed accounting from NSW Auditor General • Measure the impact of any change • identify (if necessary) any changes that are required to systems to capture information To date, all stages have been completed to identifying future accounting treatments. The proposals have still to be approved by management and the NSW Auditor General.

Department of Corrective Services has determined the key areas where changes in accounting policies are likely to impact the financial report. Some of these impacts arise because AEIFRS requirements are different from existing AASB requirements (AGAAP). Other impacts are likely to arise from options in AEIFRS. To ensure consistency at the whole of government level, NSW Treasury has advised agencies of options it is likely to mandate for the NSW Public Section. The impacts disclosed below reflect Treasury’s likely mandates (referred to as ‘’indicative mandates’’)

Shown below are management’s best estimates as at the date of preparing the 30 June, 2005 financial report of the estimated financial impacts of AEIFRS on the Group’s equity and profit/loss. Department of Corrective Services does not anticipate any material impacts on its cash flows. The actual effects of the transition may differ from the estimated figures below because of pending changes to the AEIFRS, including the UIG interpretations and / or emerging accepted practice in their interpretation and application. Department of Corrective Services’s accounting policies may also be affected by a proposed standard to harmonise accounting standards with Government Finance Statistics (GFS). However, the impact is uncertain because it depends on when this standard is finalised and whether it can be adopted in 2005‑06 DEPARTMENT OF Corrective Services 99 notes to and forming part of the financial statements for the year ended 30 june 2005

30 June 1 July 2005** 2004* NOTEs $’000 $’000

(a) Reconciliation of key aggregates Reconciliation of equity under existing standards (AGAAP) to equity under AEIFRS Total Equity under AGAAP 1,308,052 1,225,023 Effect of discounting long‑term annual leave 3 210 1,521 Total equity under AEIFRS 1,308,262 1,226,544 * = adjustments as at the date of transition ** = cumulative adjustments as at date of transition plus the year ended 30 June, 2005 Reconciliation of surplus / (deficit) under AGAAP to surplus / (deficit) under AEIFRS: Surplus / (deficit) under AGAAP 24,913 Long term annual leave 210 Surplus / (deficit) under AEIFRS 25,123 Based on the above, if AEIFRS were applied in 2004/05 this would decrease the Net Cost of Services from $705,937 to $705,727.

1 AASB 116 requires the cost and fair value of property, plant and equipment to be increased to include the estimated restoration costs, where restoration provisions are recognised under AASB 137 Provisions, Contingent Liabilities and Contingent Assets. These restoration costs must be depreciated and the unwinding of the restoration provision must be recognised as a finance expense. This treatment is not required under current AGAAP. 2 The adoption of AASB 138 will also result in certain reclassifications from property, plant and equipment to intangible assets (e.g. computer software and easements). 3 AASB 119 requires present value measurement for all long‑term employee benefits. Current AGAAP provides that wages, salaries, annual leave and sick leave are measured at nominal value in all circumstances. Department of Corrective Services has long‑term annual leave benefits and accordingly will measure these benefits at present value, rather than nominal value, thereby decreasing the employee benefits liability and changing the quantum of the annual leave expense.

(b) Grant recognition for not‑for profit entities Department of Corrective Services will apply the requirements in AASB 1004 Contributions regarding contributions of assets (including grants) and forgiveness of liabilities. There are no differences in the recognition requirements between the new AASB 1004 and the current AASB 1004. However, the new AASB 1004 may be amended by proposals in Exposure Draft (ED) 125 Financial Reporting by Local Governments. If the ED 125 approach is applied, revenue and / or expense recognition will not occur until either Department of Corrective Services supplies the related goods and services (where grants are in‑substance agreements for the provision of goods and services) or until conditions are satisfied. ED 125 may therefore delay revenue recognition compared with AASB 1004, where grants are recognised when controlled. However, at this stage, the timing and dollar impact of these amendments is uncertain.

END OF AUDITED FINANCIAL REPORT 100 DEPARTMENT OF Corrective Services

Appendix contents

APPENDIX 001 Ses Performance Statement–Commissioner 101 APPENDIX 023 Freedom of Information statistics 130

APPENDIX 002 Ses Performance Statement–Senior Assistant Commissioner, APPENDIX 024 Correctional Industries Consultative Council of Nsw Inmate and Custodial Services 102 Annual Report 133

APPENDIX 003 Average number of employees by category 103 APPENDIX 025 Separations 134

APPENDIX 004 Privacy and personal information protection statement 103 APPENDIX 026 Sponsorships 135

APPENDIX 005 Boards, councils and committees 104 APPENDIX 027 Eeo Table A: Trends in the representation of Eeo Groups 135

APPENDIX 006 Risk management 109 APPENDIX 028 Eeo Table B: Trends in the distribution of Eeo Groups 135

APPENDIX 007 Victims Awareness Project 110 APPENDIX 029 Overseas visits 136

APPENDIX 008 Victims Of Violent Crime Grants Program APPENDIX 030 Senior executive staff at 30 June 136 Funding Allocation 110 APPENDIX 031 National Correctional Indicators outcomes 137 APPENDIX 009 Cost of consultants 111 APPENDIX 032 Grants made to organisations which assist inmates, ex APPENDIX 010 Promotional appeals to Government And Related Employees inmates and their families (Community Funding Program) 139 Appeal Tribunal (Great) 111 APPENDIX 033 Ethnic Affairs Priorities Statement 140 APPENDIX 011 Cost of contractors and contracted employees 112 APPENDIX 034 Payment performance indicators 141 APPENDIX 012 Use of corporate credit cards 112 APPENDIX 035 Persons under detention in each correctional APPENDIX 013 Honours and awards 113 centre; 27 June 2004 and 26 June 2006 142

APPENDIX 014 Guarantee of Service 114 APPENDIX 036 Annual trends in the inmate population; 2000/01 -2004/05 146 APPENDIX 015 Junee Correctional Centre 2004/05 Performance Assessment Report 115 APPENDIX 037 Number of inmates in NSW custody as at 30 June by Aboriginality; 1992 to 2004 146 APPENDIX 016 Major assets 117 APPENDIX 038 Legal status of inmates held as at 30 June 2004 by APPENDIX 017 Major works in progress 117 Aboriginality and gender 147

APPENDIX 018 New legislation and significant judicial decisions 118 APPENDIX 039 Commissioner’s Statement of Responsibility 147

APPENDIX 019 Implementation of Nsw Government’s Action Plan For APPENDIX 040 Government contributions to departmental expenditure 148 Women 2003-2005 121 APPENDIX 041 Escapes by security level breached; 2004/05 148 APPENDIX 020 Contracting and market testing 123 APPENDIX 042 Addresses: Community Offender Services 149 APPENDIX 021 Freedom of Information Statement of Affairs 124 APPENDIX 043 Addresses: Regional offices & correctional centres 152 APPENDIX 022 Freedom of Information–Summary and commentary of the Freedom of Information statistics of the Freedom of Information and Privacy Unit 128 DEPARTMENT OF Corrective Services 101

appendix 001 Ses performance statement- Commissioner 102 DEPARTMENT OF Corrective Services

appendix 002 Ses performance statement- Senior Assistant Commissioner, Inmate and Custodial Services DEPARTMENT OF Corrective Services 103

Appendix 003 Average Number of Employees by Category

2000/01 2001/02 2002/03 2003/04 2004/05 CUSTODY OF INMATES AND DETAINEES Operational staff, correctional centres and courts 3669.12 3974.93 4119.89 4158.76 Operational staff are those involved in the custody or care of inmates and periodic detainees. Includes Governors and all custodial staff, industries staff, court security and transport, inmate development, psychological services and welfare staff. Includes casual court correctional officers, teachers and sessional specialists. Administrative, management and other staff 893.60 954.39 981.13 1005.77 1056.61 Includes all support staff in correctional centres, head office, regional offices, Corrective Services Industries and the Corrective Services Academy. INTENSIVE COMMUNITY SUPERVISION Operational staff 32.89 35.39 37.04 40.37 36.58 Operational staff are those involved in direct supervision of offenders sentenced to home detention. Administrative, management and other staff 8.41 9.87 10.81 12.15 11.07 All staff who are not involved in the direct supervision of offenders sentenced to home detention. COMMUNITY SUPERVISION Operational staff 455.71 470.01 490.82 508.89 563.47 Operational staff are those involved in direct supervision of offenders, including probation and parole officers. Administrative, management and other staff 167.31 175.77 177.15 187.92 198.96 All staff who are not involved in the direct supervision of offenders, including all support staff in Probation and Parole head office and district offices. TOTAL 5227.04 5403.90 5671.88 5874.99 6025.45 Note: Staff numbers are shown as full time equivalents (FTE). For example, two part time clerical officers each working 17.5 hours per week equate to one full time clerical officer’s award hours of 35 hours per week and are shown as 1.00 FTE.

APPENDIX 004 PRIVACY AND PERSONAL INFORMATION PROTECTION STATEMENT

The Department’s Privacy Code of Practice is being drafted Internal Reviews by the Parliamentary Counsel’s Office. There are some In the 2004-2005 reporting period the Department issues yet to be finalised through discussions with the received one application for internal review. The review is Attorney General’s Department. not due to be completed until after the reporting period.

When the Privacy Code of Practice has been finalised, the Requests Department will be in a position to complete its Privacy The Department received no requests under either Management Plan. section 14 or section 15 of the PPIP Act.

Section 45 Complaints In the 2004-2005 reporting period the Department received no complaints pursuant to section 45 of the PPIP Act. 104 DEPARTMENT OF Corrective Services

appendix 005 Boards, Councils and Committees

Departmental representation on external Western Sydney Human Services Group boards and committees: Western Sydney Regional Coordinator Management Group Corrective Services Administrators Conference Mount Druitt Community Solutions & Crime (held annually) Prevention Strategy Steering Committee Commissioner, Ron Woodham Redfern Waterloo Human Services Senior Officers Group Justice Health Board Meeting (Executive Director, Finance & Assets Management also (held monthly) attends) Luke Grant, Assistant Commissioner, Offender Management Criminal Court Of Appeal & Crime Registry Dave Farrell, Regional Commander, Remand Facilities & Assistant Commissioner, Offender Management, Luke Special Programs Command Grant

Chief Executive Officers Network Meeting (every 2 Mental Health (Criminal Procedure) Act Meeting months) Assistant Commissioner, Offender Management, Luke Commissioner, Ron Woodham Grant

Criminal Justice System Chief Executive Officers Correctional Centre Release Treatment Scheme Meeting Meeting (held approximately every 3 months) Assistant Commissioner, Offender Management, Luke Commissioner, Ron Woodham Grant

Criminal Justice Chief Executive Officers Meeting Justice Sector Chief Information Officers Consultative (held every 3 months) Forum Commissioner, Ron Woodham Executive Director, Information Management & Technology, Wayne Ruckley Chief Executive Officers Group On Aboriginal Affairs (held approximately every 3 months) Regional Co-ordination Management Group (Illawarra Commissioner, Ron Woodham & South East) Assistant Commissioner, Security & South West Command, NSW Government Procurement Council John Klok (held as deemed necessary by Council) Commissioner, Ron Woodham, represented by Executive Regional Community Consultative Committee Director, Finance & Asset Management, Gerry Schipp, Assistant Commissioner, Security & South West Command, Judith Dagg, Director, Logistics Branch John Klok Community Offender Services Executive Director, North West, Phil Ruse, represents the Department on the Corrective Services Working Group, Steering following committee: Committee For The Review Of Commonwealth/State Service Provision Hunter, Central Coast And North Coast Regional Director, Corporate Research, Evaluation & Statistics, Simon Co-ordination Management Groups Eyland

Community Offender Services, Executive Director, South Technical Advisory Group, National Correctional West, Valda Rusis, represents the Department on the Services Statistical Unit, Australian Bureau Of following committee: Statistics Director, Corporate Research, Evaluation & Statistics, Simon Riverina-Murray Regional Co-ordination Management Eyland Group Corrections Advisory Board (Charles Sturt University) Community Offender Services, Executive Director, Sydney Assistant Director, Learning & Staff Development, Sean Metropolitan, Peter McDonald, represents the Department O’Toole on the following committees: Course Advisory Committee (Charles Sturt University) Assistant Director, Learning & Staff Development, Sean O’Toole DEPARTMENT OF Corrective Services 105

APPENDIX 005 boards, councils and committees (Cont)

Project Reference Group, Metropolitan Low Security Executive Director, Probity & Performance Management, Women’s Prison, Department Of Justice, Western Mike Woodhouse Australia Executive Director, Information Management & Commander, Women’s Facilities & Services, Lee Downes Technology, Wayne Ruckley

Dairy Board Of Management Board Of Management Policy Sub-committee Commander, Women’s Facilities & Services, Lee Downes (held as required) Senior Assistant Commissioner, Inmate & Custodial Joint Community Consultative Meeting Services, Ian McLean Commander, Women’s Facilities & Services, Lee Downes Senior Assistant Commissioner, Community Offender Services, Catriona McComish Criminal Justice Interdepartmental Operations Assistant Commissioner, Offender Management, Luke Committee Grant Jeff Cunningham, A/Director, Sentence Administration A/Assistant Commissioner, Security, Brian Kelly Executive Director, Legal Services & Corporate Counsel, Serious Offenders Review Council (SORC) Paul Nash Superintendent Steve Tandy (Official Member) Executive Director, Human Resources, Paul Irving Director, Inmate Classification & Case Management, Terry Executive Director, Finance & Asset Management, Gerry Halloran Schipp The subcommittees of the SORC are the Pre Release Executive Director, Office of the Commissioner, Peter Leave Committee, High Security Inmate Management Peters Committee and the Escape Review Committee. Executive Director, Probity & Performance Management, Mike Woodhouse Network Of Government Agencies: Gay, Lesbian And Executive Director, Information Management & Transgender Issues Technology, Wayne Ruckley Max Saxby, A/Director, Offender Management Unit Director, Corporate Strategy, Ross Hannah

NSW Government Aboriginal Affairs Policy Justice Board Of Management For Training & Staff Cluster Sub Committee Development Max Saxby, A/Director, Offender Management Unit (held monthly) Commissioner, Ron Woodham Justice Sector information Exchange Co-ordination Senior Assistant Commissioner, Inmate & Custodial Committee Services, Ian McLean Executive Director, Office of the Commissioner, Peter Senior Assistant Commissioner, Community Offender Peters Services, Catriona McComish Executive Director, Information Managment & Technology Assistant Commissioner, Offender Services, Luke Grant Division, Wayne Ruckley A/Assistant Commissioner, Security, Brian Kelly Executive Director, Community Offender Services, North, Major Departmental Committees Phil Ruse Board Of Management Executive Director, Finance & Asset Management, Gerry (held monthly) Schipp Commissioner Ron Woodham Commander, Remand Facilities & Special Programs, Dave Senior Assistant Commissioner, Inmate & Custodial Farrell Services, Ian McLean Executive Director, Human Resources, Paul Irving Senior Assistant Commissioner, Community Offender A/Director, Learning & Staff Development, Jo Quigley Services, Catriona McComish Assistant Commissioner, Offender Management, Luke Information Management & Technology Board Of Grant Management A/Assistant Commissioner, Security, Brian Kelly Commissioner, Ron Woodham (Chair) Executive Director, Legal Services & Corporate Counsel, Senior Assistant Commissioner, Inmate & Custodial Paul Nash Services, Ian McLean Executive Director, Human Resources, Paul Irving Assistant Commissioner, Offender Management, Luke Executive Director, Finance & Asset Management, Gerry Grant Schipp Senior Assistant Commissioner, Community Offender Executive Director, Office of the Commissioner, Services, Catriona McComish Peter Peters 106 DEPARTMENT OF Corrective Services

APPENDIX 005 boards, councils and committees (Cont)

Executive Director, Information Management & Community Settlement Services Worker, Canterbury Technology, Wayne Ruckley (Deputy Chair) Bankstown Migrant Resource Centre, Mere Siganisucu Executive Director, Office of the Commissioner, Peter Co-ordinator, The Vietnamese Community in Australia Peters NSW Chapter, Nhan Trant Executive Director, Finance & Asset Management, Gerry Project Officer, Australian Arabic Communities Council Schipp CEO Ethnic Communities Council of NSW, Phillip Prideaux Executive Director, Human Resources, Paul Irving Executive Director, Legal Services & Corporate Counsel, Risk Management Committee Paul Nash Gerry Schipp, Executive Director, Finance & Asset Director, Custodial Operations Support, Judy Windle Management A/Director, Corrective Services Industries, Neil Daines Arthur Abraham, Director, Audit Peter Hay, A/ Director, Facilities Management Ethics Committee Paul Nash, Executive Director, Legal Services & Corporate Assistant Commissioner, Offender Management, Luke Counsel Grant (Chair) Dave White, Director, Strategic Operational Review Director, Corporate Research Evaluation & Statistics, Simon Paddi O’Moore, Asset Manager Eyland Lyn Colley, Director, OH&S and Workers Compensation Senior Assistant Commissioner, Community Offender Judith Dagg, Director, Logistics Services, Catriona McComish Katalin Erdelyi, A/Property Manager Executive Director, Legal Services and Corporate Counsel Alicia Hurrel,A/ Administration Manager Paul Nash Inga Jacobsson, Senior Planning and Projects Officer, Executive Director, Probity & Performance Management & Corporate Strategy, Chief Ethical Strategist, Mike Woodhouse Rob Walters, Senior Legal Officer, Legal Services Deputy Director, HIV Epidemiology & Clinical Research, Joanne Frearson, Manager, Injury Management Prof. John Kaldor Executive Director, The St. James Ethics Centre, Dr Simon Proclamations Review Committee Longstaff Paul Nash, Executive Director, Legal Services & Corporate CEO, Corrections Health Services, Dr Richard Matthews Counsel Official Visitor, Reg Pollock Troy Jurd, A/Deputy Superintendent Associate Professor & Pro Dean, Faculty of Law, University Chris Quilkey, Senior Legislation and Policy Officer of Sydney, Julie Stubbs Corporate Legislation & Parliamentary Support

Interdepartmental Committee on Custodial Witness Steering Committee Of The Strategic Plan For Suicide Protection Prevention In Corrections A/Assistant Commissioner, Security, Brian Kelly Assistant Commissioner, Offender Management, Luke General Manager, Greg Sneddon Grant, NSW Police, Peter Dein Clinical Co ordinator, “At Risk” Inmates, Jenny Barton NSW Crime Commission, John Ralston NSW Corrections Health Services Representative Australian Crime Commissioner, Mike Purchas Murray McPherson, Director, Legal Services Australian Federal Police, Ken Hardman ICAC, Steve Osborne Prison Officers Vocational Branch Police Integrity Commission, Errol Ryan (held monthly) Commissioner, Ron Woodham (Chair) Multicultural Community Consultative Committee Senior Assistant Commissioner, Inmate & Custodial Commissioner, Ron Woodham Services, Ian McLean Senior Assistant Commissioner, Community Offender Executive Director, Human Resources, Paul Irving Services, Catriona McComish Director, Workforce Relations, Deirdre Hunter Senior Assistant Commissioner Inmate Custodial Services, John Campbell, Chairman, Prison Officers Vocational Ian McLean Branch Assistant Commissioner Offender Management, Luke POVB Delegates as required Grant Chaplain Co-ordinator, Rod Moore Commissioned Officers Vocational Branch Co-ordinator Multiculturalism, Gavin Wesson (held monthly) Executive Officer, CRC Justice Support, Allison Churchill Commissioner, Ron Woodham (Chair) A/CEO, Justice Health, Julie Babineau DEPARTMENT OF Corrective Services 107

APPENDIX 005 boards, councils and committees (Cont)

Senior Assistant Commissioner, Inmate & Custodial Inmate & Families Development Committee Services, Ian McLean Neil Daines, A/ Director, Corrective Services Industries Executive Director, Human Resources, Paul Irving Peter Hay, A/ Director, Facilities Management Branch Director, Workforce Relations, Deirdre Hunter Ken Kellar, Superintendent, Operations Pat Armstrong, Chairman, Commissioned Officers Lee Downes, Commander, Women’s Facilities & Services Vocational Branch Gloria Larman, Shine for Kids COVB Delegates as required Nicola Wilson, Project Director, Child Protection Coordination and Support Unit Joint Consultative Committee (every three months) Commissioner, Ron Woodham (Chair) Capital Works Steering Committee Senior Assistant Commissioner, Inmate & Custodial Commissioner, Ron Woodham (Chair) Services, Ian McLean Senior Assistant Commissioner, Inmate & Custodial Senior Assistant Commissioner, Community Offender Services, Ian McLean Services, Catriona McComish Senior Assistant Commissioner, Community Offender Assistant Commissioner, Offender Management, Luke Services, Catriona McComish Grant Assistant Commissioner, Offender Management, Luke Executive Director, Human Resources, Paul Irving Grant Director, Workforce Relations, Deirdre Hunter A/Assistant Commissioner, Security, Brian Kelly Pat Armstrong, Chairman, Commissioned Officers Executive Director, Finance & Asset Management, Gerry Vocational Branch Schipp John Campbell, Chairman, Prison Officers Vocational Executive Director, Office of the Commissioner, Peter Branch Peters Greg Turner, Chairman, Departmental Committee (non- Executive Director, Human Resources, Paul Irving custodial) Public Service Association Executive Director, Information Management & Andrew Wilson, Industrial Officer, Public Service Technology, Wayne Ruckley Association A/Director, Facilities Management, Peter Hay Gerard Van Dorn, Chair, Roden Cutler House Workplace A/CEO, Justice Health Services, Julie Babeneau Group Logistics Manager, Operations Support Branch, Graham Richard Walsham, NSW Teachers Federation Egan Director, Inmate Services and Programs, Rhonda Booby Correctional Industries Consultative Council Of NSW Director, Corporate Strategy, Ross Hannah Ian McLean, Senior Assistant Commissioner, Inmate & Sue Brennan, Department of Commerce Custodial Services Joe Moore, Australian Business Ltd Audit Committee Chris Christodoulou, Labor Council of NSW (held every 3 months) Barry Tubner, Labor Council of NSW Commissioner, Ron Woodham (Chair) Alwyn Thomas, Australian Industry Group Director, Audit, Arthur Abraham Jennifer Doubell, Community Representative Senior Assistant Commissioner, Inmate & Custodial Neil Daines,A/Director, Corrective Services Industries Services, Ian McLean Steve Thorpe, Operations Development Manager, Senior Assistant Commissioner, Community Offender Corrective Services Industries Services, Catriona McComish Executive Director, Finance & Asset Management Gerry Correctional Food Services Working Party Schipp Ian McLean, Senior Assistant Commissioner, Inmate & Executive Director, Probity & Performance, Mike Custodial Services Woodhouse Prof. Michael Levy, Corrections Health Service Executive Director, Office of the Commissioner, Peter Neil Daines, A/ Director, Corrective Services Industries Peters Jeremy Hildreth, Food Services Manager, Corrective Director, Audit Office, Sam Kalagurgevic Services Industries Audit Office, Greg Rowling Dave Farrell, Commander, Remand Facilities & Special Independent - Hill Rogers Chartered Accountants, Carol Programs Holley Brian Kelly, A/Assistant Commissioner, Security Don Rogers, Commander, North West Honours & Awards Committee Lee Downes, Commander, Women’s Facilities & Services (held every 3 months) Lorraine Bridge, Governor, Mulawa Correctional Centre Commissioner Ron Woodham 108 DEPARTMENT OF Corrective Services

APPENDIX 005 boards, councils and committees (Cont)

Senior Assistant Commissioner, Inmate & Custodial Periodic Detention Review Committee Services, Ian McLean Paul Nash, Executive Director, Legal Services & Corporate Senior Assistant Commissioner, Community Offender Counsel Services, Catriona McComish Jeff Cunningham, A/ Director,Sentence Administration Assistant Commissioner, Offender Management, Luke Steve D’Silva, Director, Periodic Detention Grant Dion Ngatai, Stage 2 Co-ordiantor A/Assistant Commissioner, Security, Brian Kelly Pierette Mizzi, Commonwealth Director of Public Executive Director, Legal Services & Corporate Counsel, Prosecutions Office Paul Nash Tom Symonds, Community Member Executive Director, Human Resources, Paul Irving Executive Director, Finance & Asset Management, Gerry RISK ASSESSMENT COMMITTEE Schipp Mike Woodhouse, Executive Director, Probity & Executive Director, Office of the Commissioner, Peter Performance Management Peters Paul Irving, Executive Director, Human Resources Division Executive Director, Probity & Performance Management, Paul Nash, Executive Director, Legal Services & Corporate Mike Woodhouse Counsel Executive Director, Information Management & Margaret Parmeter, Director, Employment & Administrative Technology, Wayne Ruckley Law Branch Ken Hughes, Superintendent Corrections Intelligence Non-custodial Departmental Committee Group (held every 3 months) Commissioner, Ron Woodham (Chair) Professional Conduct Management Committee Assistant Commissioner, Offender Management, Luke Mike Woodhouse, Executive Director, Probity & Grant Performance Management Senior Assistant Commissioner, Community Offender Brian Kelly, A/Assistant Commissioner, Security Services, Catriona McComish Margaret Parmeter, Director, Employment & Administrative Executive Director, Human Resources, Paul Irving Law Branch Director, Workforce Relations, Deirdre Hunter John Crawford, Director PCIB Industrial Officer, PSA, Andrew Wilson Dave Christey, Commander CSIU Northern Area Delegate, Elizabeth Fitzsimmons Metropolitan Area Delegate, Dianne Joyce Investigations Review Committee RCH Delegate, Gerard Van Dorn Ian McLean, Senior Assistant Commissioner, Inmate and RCH Delegate, Secretary, Laurie Powell Custodial Services Brian Kelly, A/Assistant Commissioner Security Restorative Justice Meeting Margaret Parmeter, Director, Employment & Administrative (held every 3 months) Law Branch Commissioner, Ron Woodham (Chair) John Crawford, Director PCIB Senior Assistant Commissioner, Inmate & Custodial Dave Christey, Commander CSIU Services, Ian McLean Andrew McClintock, A/Commander and Security Senior Assistant Commissioner, Community Offender Investigations Services, Catriona McComish Assistant Commissioner, Offender Management, Luke Other departmental committees Grant Aboriginal Programs & Mobile Camps Steering Committee Director, Inmate Services and Programs, Rhonda Booby Authorised Visitors Review Committee Victims of Crime Assistance League, Howard Brown Aboriginal Programs & Mobile Camps Meetings Homicide Victims Support Group, Martha Jabour Justice Health /DCS Liaison Meeting Enough is Enough, Ken Marslew Child Protection Steering Committee Youth Justice Conferencing, Jenny Bargen Court Escort Security Meeting Prisoners Legal Service, Will Hutchins DCS/Ombudsman Liaison Meeting Proactive Resolutions, John McDonald & David Moore Disability Advisory Council Meeting Chaplaincy Co-ordinator, Rodney Moore Directors Review Committee Chaplain, John Morony Correctional Centre, Pauleen West Ellipse Project Management Committee Minister’s Office representative, Michael O’Brien High Risk Management Unit Goulburn Committee High Security Inmate Management Committee (HSIMC) Human Resources Shared Corporate Services Committee BIMS (Ellipse) Upgrade Steering Committee DEPARTMENT OF Corrective Services 109

APPENDIX 005 boards, councils and committees (Cont)

Corporate Information Management Steering Committee Occupational Health & Safety Committee Hep C Council Organisational Development, Planning & Establishments IM&T Planning and Development Forum Committee Information Security Steering Committee Parklea Area 5 Redevelopment Committee Inmates with Disabilities Committee Periodic Detention Strategic Committee Inmate Population Committee Commanders Human Resources Committee Inmate Population Meeting Regional Governors Meetings John Morony School Meeting Security Threat Group (STG) Committee Johnston Report Steering Committee Service Improvement Program (IM&T) Steering Committee Junee Management Meeting Shared Ellipse Upgrade Project Long Bay Hospital Forensic Meeting Smartcard Steering Committee LSI-R Steering Committee Throughcare & E Case Management Steering Committee Metropolitan Remand Facilities Community Consultative Taskforce Oversight Committee Committee TRIM Steering Committee Mid North Coast Commissioning Committee Women’s Advisory Committee Mothers and Children’s Committee Western Region Management Team (Community Offender Mobile Outreach Program Committee Services) MRF Regional Industrial Relations Committee Way Forward Meetings appendix 006 RISK MANAGEMENT

Motor Vehicle Accident Claims Year No. of Accidents Frequency of Accidents per 100 Vehicles Costs Average Cost per Accident 2002/03 218 26 $663,836 $3,045 2003/04 209 25 $639,874 $3,062 2004/05 200 23 $710,095 $3,550

Public Liability Claims The estimated outstanding value of potential claims against the current public liability policy (subject to Treasury Managed Fund actuarial reassessment) is $20.5 million. Crown Solicitors Office have confirmed that there are no longer any solvency claims outstanding (claims relating to prior 1 July 1989).

Property Claims Year Claims Cost 2002/03 16 $526,871 2003/04 22 $545,463 2004/05 22 $527,781

Miscellaneous Claims This policy provides personal accident coverage for persons who assist the Department but are not by definition entitled to workers compensation and for persons performing community service orders. Year Claims Cost 2002/03 12 $12,420 2003/04 2 $1,825 2004/05 1 $1,000 110 DEPARTMENT OF Corrective Services

appendix 007 VICTIMS AWARENESS PROJECT

Funding under this project is only provided to one organisation, Enough is Enough Anti Violence Movement Inc.

Year Amount (ex GST) 2000/01 $69,224 2001/02 $69,224 2002/03 $72,084

2003/04 $76,000 2004/05 $80,000

Appendix 008 VICTIMS OF VIOLENT CRIME GRANTS PROGRAM FUNDING ALLOCATION

Organisation 2004/05 Funding (ex GST) Advocates for Survivors of Sexual Abuse $14,750 Advocates for Survivors of Sexual Abuse – Illawarra Branch $14,364 Bankstown Women’s Health Centre Inc. $3,650

Central Coast Community Women’s Health Centre Ltd. $10,000 Central West Family Support Group Inc. $15,000 Citizen Advocacy Northwest Inc. $15,000 Cowra Information and Neighbourhood Centre Inc. $15,000 Dympna House Child Sexual Assault Counselling and Resource Centre Inc. $15,000 Enough is Enough Anti-Violence Movement Inc. $14,964 Kamilaroi Family Violence Prevention Service $15,000 Lismore Neighbourhood Centre Inc. $5,164 Mayumarri Public Trust $14,900 Mental Health Co-ordinating Council $15,000 NSW Rape Crisis Centre $10,000 Rosie’s Place Inc. $14,925 Southern Sydney Domestic Violence Court Assistance Scheme $2,685 Women’s Legal Service $14,650 Central Tablelands Housing Association $14,861 Stepping Out Housing Program $14,950 TOTAL $239,863 DEPARTMENT OF Corrective Services 111

APPENDIX 009 COST OF CONsultants

Consultants equal to or more than $30,000 Consultants $ Cost Title/Nature Training Marlow Hampshire Management 250,317 Develop & deliver Career Development Program Information Technology Candle Australia Ltd 77,360 Consultancy Service - Corporate Desktop Server Upgrade Project Novell Pty Ltd 68,300 Consultancy Service - Corporate Desktop Server Upgrade Project Organisational Review Vernon Dalton 34,406 Review of the Department’s Escort and Court Security Staffing Structure and Operations Management Services Ajilon Australia Pty Ltd 52,000 Consultancy Service - DCS Mobile Phone Suppression Project Holocentricv 30,000 Consultancy Service - Implementation of Report Generating Program Finance and Accounting/Tax Price Waterhouse Coopers 127,651 Provide advice - Adoption of International Financial Reporting Standards. Assessment and Design of a proposed Shared Corporate Services Model. Legal Impart Skills Pty Ltd 60,550 Review of DCS Legal Services Total 700,584 Consultancies less than $30,000 Training 62,683 Information Technology 36,888 Organisational Review 27,784 Management Services 68,588 Legal 508 TOTAL 196,451 Total Consultancies 897,035

appendix 010 Promotional appeals to Government and Related Employees Appeals Tribunal (GREAT) Disallowed 41 56.16% Allowed 6 8.22% Withdrawn 23 31.51% Struck out 1 1.37% Pending 2 2.74% Total 73 100.00% 112 DEPARTMENT OF Corrective Services

appendix 011 COST OF CONTRACTORS AND CONTRACTED EMPLOYEES

Over $ 30,000 Firm Type Of Service $ Cost Ross Human Directions Clerical/Administration/Secretarial/Accounting/Assistance 529,676 Smalls Recruiting Clerical/Administration/Secretarial/Accounting/Assistance 316,877 Manpower Services (Aust) Pty Ltd Clerical/Administration/Delivery CSI Food Services 240,905 DFP Recruitment Services Clerical/Administration/Secretarial/Accounting/Assistance 168,047 ARTD Management & Research Formal Evaluation of the Sober Driver Program 132,905 Justice Health Case Management Filing Service 132,166 Command Recruitment Group Pty Ltd Corporate Desktop Server upgrade project 119,934 Boomerang Executive Search Corporate Desktop Server upgrade project 109,065 Allied Pickfords Business Assessment of the Current IM&T Service Management Capability 88,500 Zenith Management Services Group Assist in Library and Information Service 69,652 Finite Recruitment Pty Ltd Corporate Desktop Server upgrade project 65,955 Lawrence Goodstone Implementation and monitoring of Drug Summit funded projects 65,628 Malcolm Brammer Investigation services 54,720 Novell Pty Ltd Develop and Implement the Secure Sign - on ( SSO) application on the DCS Novell Platform 54,600 Hall McMaster & Associates Pty Ltd Domestic Violence Program Development 44,100 Peter Gerard Moore Rekindling the Spirit Project , COS District Office 40,674 Ja & Ea Walters Pty Ltd Technical skills and training to inmates 37,826 Ph Short & Associates Pty Ltd Investigation services 35,982 Enterprise & Training Company Distribution and delivery of CSI Food Services 35,898 Total 2,343,111 Under $ 30,000 Total No of Contracting Firms 67 Total Less than $ 30,000 652,780 Total Cost Of Contractors and Contracted Employees 2,995,891 appendix 012 USE OF CORPORATE CREDIT CARDS

In accordance with Treasurer’s Direction 205.01 it is hereby certified that the use of credit cards, which is restricted to senior officers, has been in accordance with Premier’s Memoranda and Treasurer’s Directions.

RON WOODHAM Commissioner DEPARTMENT OF Corrective Services 113

appendix 013 Honours and awards

National Medal Lowe, Allan Taylor, Gay D’Cotta, Winston Service Clasps Ayoub, Richard Aquino, Alejandro Marcelo, Reynaldo Taylor, Steve D’ Souza, Xavier Ball, Philip Austin, Ronald McCaig, James Teoh, Troy Daffen, Anne 35 years Barber, Peter Ayoub, Richard McCallum, Garry Theunissen, Wayne Deiprado, Gregory Maund, Roger Barkho, Sami Barber, Peter McClymont, Patrick Too, Apelu Dinsdale, Andrea Mood, Barry Barlow, Steven Barrett, Lisa McGoldrick, Gary Towner, Anthony Dunn, Maria Stacey, Philip Barnes, Chiuria Brennan, Kerry McGraw, Brad Tozer, Mark Farrell, Patrick Barnhurst, Terry Bressington, Denis McLaughlan, Turner, David Fazio, Scott 30 years Barrett, Lisa Brown, Marcella James Van Der Horst, Frail, Lennie Caffrey, Phillip Belgrove, Wayne Cangy, Charles McLean, Erica Ingrid Gates, Denis Clarke, George Bentley, Vicki Chirgwin, William Miles, Neil Walker, Alan Gay, Stephen Norman, Brian Blogg, Dennis Crowther, Narelle Montgomery, Watson, Gregory Gibbons, Duncan Robertson, Stanley Boehm, Juergen Cruise, James Christopher Watson, Ian Grabski, John Timbs, David Boyd, Peter Cuthbertson, Ian Moore, Craig Wilding, Justin Green, Carol Bridger-Darling, Davis, Rodney Moorhouse, Paul Greer, Frank 25 years Marie Deen, Terrance Morrow, Vicki National Clasp Greig, James Anshaw, Judith Brindle, Derek Delaney, David Munn, Lance Cant, Geoffrey Hartley, Stuart Butler, Francis Brown, Denise Dixon, Alan Murray, Kevin Clements, Barry Hays, Andrew Cant, Geoffrey Castelo-Sanchez, Drury, Cohn Murrell, Craig Condon, John Holmes, John Clements, Barry Raul Durbidge, Kevin Musgrave, Dolenac, Stephen Hopkins, Thomas Condon, John Chalane,Timothy Ellis, Geoffrey Hannelore Downes, Lee Jesionkowski, Dolenac, Stephen Chalker, Mathew Farmilo, Terrence Newton, Michaela Harris, David Reimuno Downes, Lee Chandrasekar, Fong, Meresimani Nomikos, Paul Harrison, Stephen Kursa, Wladyslaw Dwyer, Michael Sulochana Forrester, Wayde Noronha, Jose Holland, William Maher, Robert Goodwin, Jan Chundramun, Gallimore, Wayne Oates, Leanne Jones, Warwick Manning, Brian Hammond, Patti Satish Gibson, Matthew O’Hanlon, Peter Jones, Watson Maraki, Maryanne Harris, David Cole, Wayne Gillard, Rodney Orantia, Omer Kama, Jim Matthews, Cohn Harrison, Stephen Colin-Thome, Peter Graves, Owen Palajos, Aquino Kay, Michael Mayes, Ken Hillard, Joseph Colley, Dembo Hamilton, Craig Palay, Stefan Lang, Roland McPherson, Holland, William Collins, James Hampstead, Shelby Palmer, Daniel Manning, Brian Michael Jones, Warwick Cousens, Roslyn Hargrave, Mark Paora, Ekana Marsh, Malcolm McPhillips, William Kama, Jim Cowell, Peter Hay, Michael Parker, Linda Maund, Roger 2nd McRae, Rodney Kay, Michael Craig, Jason Hick, Rodney Payne, John Mitchell, Alan McSoriley, Bruce Lang, Ronald Cruise, Patrick Hocking, Murphy Pearse, Gary Mood, Barry 2nd Mitchell, Lachlan Lawler, Therese David, John Holmes, Mark Piazza, Glen Moonen, Cornelius Morgan, Donna McGrath, Moira Davies, Kim Hornery, Judith Piscopo, Mark Moriarty, Michael Murray, Warwick McGrory, Desmond Davis, Rodney Howard, Terrence Pitt, Stephen Nelson, Philip Nowrot, Henryk Miles, Brad Decrespigny, Sonia Jeffress, Pauline Pyers, Shane Robinson, Kim Patchett, Murray Moonen, Cornelius Deen, Terrance Johns, Glenda Rees, Trudy Rudd, Jeffrey Perrin, Kenneth Piccirilli, Ernani Delaney, David Jordan, Dale Rein, Bryan Taylor, Kenneth Petterson, Gregory Rannard, Colin Devine-Jones, Katiehi, Rodney Rietdyk, John Thompson, Lyall Pezzano, Robinson, Kim Craig Kellett, Pamela Roberts, Craig Vial, Christopher Domenico Rowley, Garrie Dixon, Alan Kelty, Geoffrey Robertson, Rory Pierce, Brian Ryan, Michael Doyle, Grant Kembrey, Michael Rouse, Martin Meritorious Pilley, Barry Sheppard, Kevin Doyle, Karen Kemp, Cohn Rush, Paul Service Medal Reid, Alexander Taylor, Kenneth Drury, Colin Kennedy, Mark Sanders, Leslie Anshaw, Judith Sim, Guy Thompson, Lyall Duggan, Patrick Kentwell, Michelle Shea, Anthony Baughan, Tony Tarrant, Bruce Vial, Christopher Duncan, Mark Keukenmeester, Siefen, Sylvia Blinkhorn, Kim Thompson, Bruce White, David Durbidge, Kevin Bendix Skomba, Karen Bowie, James Thornton, John Duff, Beverley Knowles, Stephen Slater, Michael Breckenridge, Vrzic, Teresa Service Medal Dwyer, Raymond Kres, Shane Smith, Wayne Thomas Waters, Cheryl Adam, Mark Edwards, Lance Laing, David Solomon, Onsi Brown, Timothy Whyte, Lesley Anshaw, Judith Ellis, Geoffrey Lang, Roland Stevenson, Scott Coffee, Vicki Wilson, Mark Aquino, Alejandro Elwin, Colin Lesko, Sindy Tapu, Reweti Cousley, Brett Winn, David Ashton, Kenneth Faith, Robert Love, Donald Taylor, Carl Cowan, Joseph Austin, Ronald Farfan, Gay 114 DEPARTMENT OF Corrective Services

appendix 013 Honours and awards (cont)

Farmilo, Terrence Jacobson, Wayne McLean, Erica Piazza, Glen Taylor, Steve Commissioner’s Fazio, Scott Johns, Glenda McNally, Gregory Piggott, Brian Teoh, Troy Commendation Fitzgibbon, Steven Jordan, Dale Miles, Neil Pilley, Barry Tingle, Allan Bolger, Larry Fong, Meresimani Kaicher, Ellie Moore, Craig Piscopo, Mark Towner, Anthony Brown, Geofrey Gibbs, Dennis Katiehi, Rodney Moorhouse, Paul Pitt, Stephen Van Der Horst, Carter, Damien Gibbs, Duncan Kearney, Darren Morales, Gloria Plunkett, Mark Ingrid Fraser-Jones, Justin Gibson, Matthew Kellett, Pamela Morrow, Vicki Priestly, Barry Virgo, Stephen Garside, Paul Gillard, Rodney Kelty, Geoffrey Munn, Lance Ralph, Diane Walker, Alan Gaynor, Deborah Gough, Roslyn Kembrey, Michael Munro, Elizabeth Redman, Michelle Watson, Gregory Gill, Jasdip Gover, Daryl Kemp, Colin Murray, Kevin Reeves, Robert White, Robert Harper, Louise Graves, Owen Kentwehl, Michelle Murrell, Craig Rein, Bryan Wilding, Justin Miles, Neil Green, Michael Keogh, Peter Naughton, Rechell Riddell, Adam Williams, Jack Morris, David Greer, Frank Keukenmeester, Nicholls, Desmond Rixon, Andrew Woods, Ruth Newby, Craig Halliwell, Glenn Bendix Nolan, Michael Roberts, Craig Wyld, Phillip Rannard, Colin Hamilton, Craig Kinder, Catherine Nomikos, Paul Robinson, Andrew Yamton, Dean Robinson, Kim Hargrave, Mark Knowles, Stephen Noronha, Jose Rootes, Jason Yamton, Sharon Rugg, Bernie Hay, Michael Kobylnska, Elzbieta O’Brien, Shane Rush, Paul Zaballero, Wilier, Lisa Heath, Glen Kres, Shane O’Hanlon, Peter Ryan, Gregory Leopoldo Helm, Irene Kruse, Lyndsay Oates, Leanne Sanders, Leslie Commissioner’s Hick, Rodney Laing, David Orantia, Omer Shea, Anthony Bravery Medal Unit Citation Hicks, David Lee, Wendy Palajos, Aquino Sherer, Martin nil nil Hocking, Murphy Love, Donald Palay, Stefan Smith, Wayne Hodge, Arthur Malpass, Gail Paora, Ekana Solomon, Onsi Exemplary National Homery, Judith Marashian, Majid Paras, Kathleen Spencer, Matthew Conduct Cross Bravery Award Howard, Terrence Marcelo, Reynaldo Parodi, Carmen Spruce, Jason McGlinn, Jeanine Madden, Sharon Howell, Rodney Mayes, Ken Paterson, Wendy Stevenson, Scott Mitcherson, Kevin Marks, Anthony Howes, Paul McCallum, Garry Payne, John Tapu, Reweti Hutchison, Mark McFarlane, Graeme Pearse, Gary Taylor, Carl Irani, Ken McLaughlan, James Taylor, Diana

Appendix 014 GUARANTEE OF SERVICE

The former Guarantee of Service has been superseded by were signs informing visitors of visiting times, visitor a range of other initiatives: identification requirements, conditions of entry into a correctional centre, alerting visitors to prohibited items Brush Farm Academy for Learning and Staff Development and where to take queries and concerns. ran 25 courses in customer service with a total of 230 participants. The course is entitled Exceptional Customer Another customer service initiative is the development Management and is accredited against a unit of of, and trialling (by Shine for Kids) of, a visitor information competency in the Certificate IV in Business (Frontline booklet entitled ‘Visiting an Inmate in a Correctional Management). It was delivered in 6 correctional centres Centre’. and 19 district offices for Community Offender Services. In addition the Integrated Induction Program for all new Corrective Services Industries (CSI) has developed the CSI staff contains a session titled ‘guarantee of services’ which Customer Service Guarantee which aims to provide a total explains the particular customer service needs of the commitment to servicing customer needs: Department. • CSI guarantees the supply of products on time and Sydney Metropolitan Region of Community Offender manufactured to quality accredited specifications; Services commenced the development of a service • All products are covered by the CSI Product Warranty; charter which outlines a guarantee of service for clients. • CSI staff at all levels are committed to fulfilling customer needs in a friendly, responsive and Operations Division commenced the development of professional manner; a service guarantee for visitors to be displayed at visits • Serving the customer is the most important part of our areas in correctional centres. Also under development business. DEPARTMENT OF Corrective Services 115

APPENDIX 015 JUNEE CORRECTIONAL CENTRE 2004/05 PERFORMANCE ASSESSMENT REPORT

Background The Inspectorate had been reviewing the implementation Junee Correctional Centre is the only privately operated of the Daily Security Reporting System (DSR) during correctional centre in New South Wales. The GEO (Global 2003 and 2004 at Departmental correctional centres. Expertise Outsourcing) Group Australia manages the The objectives of the reporting system are to provide correctional centre, under a management agreement, both correctional centre and senior management of the which the GEO Group (then trading under the company Department with confidence that: title of Australasian Correctional Management) entered 1. Crucial security systems are in place at the Correctional into with the Department of Corrective Services. The Centre; company has been managing the centre since it opened 2. Each crucial security system is formally documented (i.e. in April 1993. SOP/post duties); 3. Staff are aware of the crucial security systems and what Under section 242 Crimes (Administration of Sentences) their relative role is in ensuring compliance with each Act 1999, a person referred to act as the ” Monitor” is system; appointed under the Public Sector Employment and 4. The security systems are executed by staff in accordance Management Act 2002 No. 43 to monitor the performance with documented procedures; and and contract compliance of the management of any 5. Appropriate records are maintained to validate privately operated correctional centre. compliance with documented procedures. The review found that Junee management and senior In accordance with section 242 (4)(a) of the Act, a management of the Department should be confident performance review of Junee Correctional Centre for that the crucial security systems at Junee are effectively 2004-2005 has been completed. maintained. The review found that Junee met all the objectives of the DSR reporting system. This report is the twelfth in total and the fourth under the terms of the new management agreement. Case Management In the past few years, Junee has been penalised a Significant Issues 2004/05 proportion of the Performance Linked Fee (PLF) for failing Performance Assessment to ensure that the case plans of all sentenced inmates are reviewed on at least a 6 monthly basis. As a consequence, Methodology for the 2004/05 performance assessment on a monthly basis, the Monitor reviewed the status of was consistent with previous reviews, namely: every inmate held at Junee. The case management staff • completion of a checklist to assess GEO’s performance at Junee worked extremely diligently during the past in the key result areas, derived from the minimum contract year to ensure that case plans were reviewed standards provided for in the management agreement; within the prescribed time periods. On the few occasions • interviews with various managers, staff and inmates; when case plans had not been reviewed within the • regular inspections of the centre, including random timeframe, valid reasons were provided and strategies put sampling of records, files and documents; in place to ensure the reviews were promptly completed. • incorporating the results of the reviews/ inspections conducted by Departmental specialists, including; the Segregation Facilities Management Branch and the Corrections In the previous contract year, the NSW Ombudsman Inspectorate. had found that an inmate had been held in segregated In previous contract years, a review was undertaken by the custody without a valid Segregated Custody Direction.. As Offender Services and Programs Branch Heads. This review a consequence, the Monitor closely scrutinised the cases was not undertaken, as Offender Management resources of inmates held in segregated custody. Valid Segregation were concentrated on the commissioning of the Mid Directions were held for inmates held in segregated North Coast Correctional Centre. custody during the contract year.

Crucial Security Systems Maintenance Of The Centre The Department’s Corrections Inspectorate completed The Department’s Maintenance Manager, Facilities a review of crucial security systems (eg. gate, searching, Management Branch reviewed Junee in April, July and armoury and key controls) at Junee in December 2004. October 2004. The reviews rated the maintenance of The results of the review have provided the Department Junee against the Department’s maintenance standards. with the first opportunity to make some direct These standards are specified in the Department’s comparisons of service delivery between the private and Management Agreement (Schedule 5) with GEO. public sector management systems in NSW. 116 DEPARTMENT OF Corrective Services

APPENDIX 015 JUNEE CORRECTIONAL CENTRE 2004/05 PERFORMANCE ASSESSMENT REPORT (CONT)

Each of reviews found that GEO is maintaining the centre A Departmental panel is formed one month after the to the required standards. end of the contract year to consider GEO’s performance against these indicators. This panel then makes an Junee Redevelopment assessment of GEO’s performance and recommends to More is said about this subject later in the report, however the Commissioner a course of action. GEO is provided the point to be made here is that the redevelopment with the opportunity to comment on the findings and necessitated local management to develop alternative recommendations of the panel prior to the Commissioner strategies to managing inmates and the centre. There making a final determination and settlement of the PLF. have been few complaints from inmates regarding reduced access to services. In addition, the Monitor has At the time of writing last year’s report, the Commissioner worked collaboratively with local management to ensure had not made a final determination concerning appropriate levels of security have been put into place at the payment of 2003/04 PLF. Since that time, the different stages of the redevelopment. Commissioner has determined that Junee Correctional Centre failed to deliver the agreed Base Level Performance Management Of Inmates Classified As Protection for the KPI: all inmates have a 6 monthly classification Limited Association (Prla) review conducted. As a result, $5625 was withheld from To assist the Department manage the different categories the PLF for 2003/04. of protection inmates, Junee agreed to hold a pod of PRLA inmates. Local management determined that these This was a disappointing result from both the inmates would be housed in B4. In December 2004, the Department’s and GEO’s perspectives, as the PLF was NSW Ombudsman raised concerns about the ability of withheld for failure to meet this KPI in the previous these inmates to gain access to the full range of services contract year. at the centre. The Department has requested that Junee Management develop an alternative strategy to At the time of writing this performance report, the managing these inmates to provide them greater access Departmental review panel had not made its assessment to services. This strategy had not been developed by the and recommendations to the Commissioner concerning end of the contract year. The Department will be working GEO’s performance for the purposes of payment of the collaboratively with Junee management during the PLF for 2004/05. 2005/06 contract year to better address the needs of these inmates. Significant Events During The Period Under Review Performance Linked Fee The PLF is intended as an incentive to the achievement Junee Redevelopment of the highest possible scope, range and standard of Due to inmate population pressures, in 2001 the correctional services and programs. Department negotiated the increase of the Junee inmate population from 600 to 750. The Department realised that The PLF is calculated as a maximum payment each the additional inmate numbers would necessitate changes financial year of 2.5% of the Operational Service Level Fee. to the physical structure of the centre. Accordingly, a This amount is withheld from monthly payments until Value Management Study was conducted to identify and the end of each year (i.e. 31 March). The PLF is payable prioritise works. From this study, Treasury provided an annually in arrears. initial allocation of $5 million for the 2002/03 financial year.

Payment of the fee is conditional, and is linked to the level The works identified to be carried out within the funds of attainment of agreed Key Performance Indicators (KPI). available are: new kitchen fitout (requiring a temporary A Base Level Performance and Best Practice Performance kitchen for a period of approximately 6 months and a are specified for agreed KPIs. new prisoner buy-up area), upgrade to the clinic, upgrade to the reception area (requiring a new external staff The GEO Group’s annual performance is measured against amenities area) and provision of a new gatehouse. these KPIs. If their performance is below Base Level Performance for a KPI, then the GEO Group will not receive Other works identified but not able to be funded within that portion of the PLF linked to that KPI. The portion of the allocation are to be considered in future minor works the PLF payable for performance above the Base Level programs. Performance will be based upon a sliding scale, up to that of Best Practice Performance. DEPARTMENT OF Corrective Services 117

APPENDIX 015 JUNEE CORRECTIONAL CENTRE 2004/05 PERFORMANCE ASSESSMENT REPORT (CONT)

Following a tender process from the Department of A separate minor works package was recently completed Commerce (DoC), GEO engaged builder Camarda and at a cost of $368,478 to upgrade the inmate cell-call Cantrill Pty Ltd from Wollongong. system.

The works commenced in April 2005, with completion Conclusion scheduled for early November 2005, subject to wet The 2004/05 annual review found that the GEO Group weather delays or other access issues. met their contractual obligations. The Department will continue to work collaboratively with GEO to maintain this The DoC administers the expenditure of the approved standard. Treasury allocation on an agreed scope of works being carried out by GEO. David White Director The current project approval is $5.6 million taking into Corrections Inspectorate account cost adjustment (CPI). 20 September 2005

APPENDIX 016 MAJOR ASSETS

The following major properties are included in the and Reception Centres), Tamworth, Long Bay Complex Department’s stock of buildings and have a written down (Malabar). value of approximately $1,311 million. Periodic Detention Centres Correctional Centres Bathurst, Broken Hill, Campbelltown, Emu Plains, Grafton, Bathurst, Berrima, Brewarrina, Broken Hill, Cessnock, Mannus, Metropolitan (Parramatta), Tomago, Tamworth, Dillwynia (Berkshire Park), Emu Plains, Glen Innes, South Windsor, Wollongong. Goulburn, Grafton, Ivanhoe, John Morony 1 and 2(South Windsor), Junee, Mid North Coast (Kempsey), Mannus, Community Offender Service Offices St Heliers (Muswellbrook), Norma Parker (Parramatta), Katoomba Oberon, Parklea, Parramatta, Silverwater Complex (including Silverwater, Mulawa and Metropolitan Remand Other Corrective Services Academy, Eastwood

APPENDIX 017 MAJOR WORKS IN PROGRESS

Community Offender Services Goulburn Redevelopment Stage 2: Information Management System Program: ETC : $51.436 M (Ellipse) Upgrade: ETC: $12.3 M Cost up to 30.06.05: $50.46 M ETC: $3.93 M Cost up to 30.06.05: $6.161 M Completion Date: June 2006 (expected) Cost up to 30.06.05: $3.93 M Completion Date: Jun 2008 (expected) Cost overruns: NIL Completion Date: Jun 2005 (achieved) Cost overruns: NIL Cost overruns: NIL Head Office Relocation: Compulsory Drug Treatment ETC: $12.285 M Information Management System Centre: Cost up to 30.06.05: $2.421 M (TRIM): ETC: $4.0 M Completion Date: Dec 2006 (expected) ETC: $1.8 M Cost up to 30.06.05: $0.8 M Cost overruns: NIL Cost up to 30.06.05: $0.560 M Completion Date: Jun 2006 (expected) Completion Date: Jun 2006 (expected) Cost overruns: NIL Information Technology Cost overruns: NIL Communications Technology Electronic Case Management: Equipment: Junee Correctional Centre ETC: $8.661 M ETC: $5.315 M Upgrade: Cost up to 30.06.05: $3.658 M Cost up to 30.06.05: $3.5 M ETC: $5. 6M Completion Date: Jun 2008 (expected) Completion Date: Jun 2006 (expected) Cost up to 30.06.05: $4.015 M Cost overruns: NIL Cost overruns: NIL Completion Date: Jan 2006 (expected) Cost overruns: NIL 118 DEPARTMENT OF Corrective Services

APPENDIX 017 MAJOR WORKS IN PROGRESS (cont)

Kariong Juvenile Corectional Cost up to 30.06.05: $81.6 M Completion Date: Jun 2007 (expected) Centre: Completion Date: Jul 2004 (achieved). Cost overruns: NIL ETC: $5.023 M Cost overruns: NIL Cost up to 30.06.05: $0.8 M New Works Completion Date: Jun 2007 (expected) Mid North Coast Correctional (State Budget Papers Cost overruns: NIL Centre Stage 2 (Kempsey): June 2005) ETC: $25.0 M Long Bay Hospital Redevelopment: Cost up to 30.06.05: $25.0 M 1000 Inmate Beds: ETC: $64.8 M Completion Date: Jul 2004 (achieved). ETC: $257. 7 M Cost up to 30.06.05: $4.157 M Cost overruns: NIL Cost up to 30.06.05: $Nil Completion Date: Dec 2007 (expected) Completion Date: Jun 2010 (expected) Cost overruns: NIL North Coast Second Chance Cost overruns: NIL (Tabulam) Long Bay Redevelopment: ETC: $9.225 M Armoury Replacement ETC: $44.822 M Cost up to 30.06.05: $2.313 M ETC: $1.23 M Cost up to 30.06.05: $37.671 M Completion Date: Jun 2008 (expected) Cost up to 30.06.05: $Nil Completion Date: Jun.2007 (expected) Cost overruns: NIL Completion Date: Jun 2007 (expected) Cost overruns: NIL Cost overruns: NIL Parklea Remand Centre: Mental Health Screening Units: ETC: $40.205 M Dog Squad Accommodation ETC: $24.6 M Cost up to 30.06.05: $40.205 M ETC: $1.845 M Cost up to 30.06.05: $21.406 M Completion Date: Feb 2005 (achieved) Cost up to 30.06.05: $Nil Completion Date: Jan 2006 (expected) Cost overruns: NIL Completion Date: Jun 2007 (expected) Cost overruns: NIL Cost overruns: NIL Silverwater Remand Upgrade: Mulawa Redevelopment: ETC: $5.125 M Inmate Escort Vehicles ETC: $49.2 M Cost up to 30.06.05: $2.955 M ETC: $ 8.026 M Cost up to 30.06.05: $9.165 M Completion Date: Jun 2006 (expected) Cost up to 30.06.05: $Nil Completion Date: Jun 2009 (expected) Cost overruns: NIL Completion Date: Jun 2015 (expected) Cost overruns: NIL Cost overruns: NIL Western Region Correctional Mid North Coast Correctional Centre (Wellington): Centre Stage 1 (Kempsey): ETC: $125.561 M ETC: $81.6 M Cost up to 30.06.05: $13.180 M

APPENDIX 018 New Legislation And Significant judicial decisions

Prisoners (Interstate Transfer) Regulation 2004 • the manner in which certain orders and documents are The Prisoners (Interstate Transfer) Regulation 2004 (‘the to be certified for the purposes of the Act, and Regulation’) commenced on 1 September 2004. It • the authorisation of certain office holders to apply for replaces, with some changes, the Prisoners (Interstate the revocation of an order of transfer made under the Transfer) Regulation 1999. The power to make the Act. Regulation comes from the Prisoners (Interstate Transfer) Act 1982 (‘the Act’). Prisoners (Interstate Transfer) Amendment Act 2005 The Prisoners (Interstate Transfer) Amendment Act 2005 (to The Act deals with the interstate transfer of prisoners from be commenced in the next reporting period) amends the or into New South Wales. The Regulation and the Act form Prisoners (Interstate Transfer) Act 1982 to broaden the scope part of a scheme of uniform legislation for the transfer of of the matters Ministers may have regard to in relation prisoners between Australian states and territories. to the welfare transfers of prisoners under the national co‑operative legislative scheme. The Prisoners (Interstate Transfer) Regulation 2004 contains streamlined provisions about the following matters: The Act provides a list of factors that the Minister may consider when a prisoner makes a request to be • the authorisation of certain persons to sign a certificate transferred to, or from, another State or Territory, including: certifying that consent or a request for an order of transfer has been made under the Act, DEPARTMENT OF Corrective Services 119

APPENDIX 019 New Legislation And Significant judicial decisions (cont)

• The welfare of the prisoner concerned, The Act operates as a pilot scheme between NSW and • The administration of justice in New South Wales or any the ACT. The Act will be extended to other jurisdictions other State, following its assessment and evaluation. • The security and good order of any prison in New South Wales or any other State, See also: Crimes (Interstate Transfer of Community Based • The safe custody of the prisoner concerned, Sentences) Regulation 2004 • The protection of the community in New South Wales or any other State, and • Any other matter the Minister considers relevant. Juvenile Offenders Legislation Amendment Act 2004 The Juvenile Offenders Legislation Amendment Act 2004 Crimes (Administration of Sentences) Further commenced on 20 December 2004. Simultaneously, a Amendment Act 2002 Proclamation for Kariong Juvenile Correctional Centre The purpose of the Crimes (Administration of Sentences) came into force. Both matters were published in the Further Amendment Act 2002 is to make amendments to Government Gazette on 17 December 2004. the Crimes (Administration of Sentences) Act 1999 in respect of some 20 separate matters, most of which are minor This Act amends the Children (Criminal Proceedings) Act matters. 1987, the Children (Detention Centres) Act 1987 and the Crimes (Administration of Sentences) Act 1999 so as: Most of the provisions of the Act commenced on 1 July • to enable offenders who are dealt with under the 2003, however, the principal amendment commenced on Children (Criminal Proceedings) Act 1987 (otherwise than 2 August 2004. It enables the Commissioner of Corrective by the Children’s Court) to be required to serve any Services to require correctional officers or non-custodial sentence of imprisonment imposed on them either departmental staff to undergo a breath test for the at a (Juvenile Justice) detention centre or a juvenile presence of alcohol and prohibited drugs. Previously, correctional centre, and correctional officers could be tested for alcohol only in • to modify the scheme governing the transfer of specific circumstances. juvenile offenders between detention centres and correctional centres, and Crimes (Interstate Transfer of Community Based • to provide for the management of juvenile offenders Sentences) Act 2004 within the correctional system under the Crimes The Crimes (Interstate Transfer of Community Based (Administration of Sentences) Act 1999 including, in Sentences) Act 2004 commenced on 29 November 2004. particular, the establishment of juvenile correctional centres within the correctional system. The Act establishes a scheme for the formal transfer and enforcement of community based sentences between Civil Liability Amendment (Offender Damages) Act Australian jurisdictions, in the same way that the Parole 2005 Orders (Transfer) Act 1983 established a scheme for the Main purpose: To make minor consequential amendments formal transfer and enforcement of parole orders between to Part 2A (Special provisions for offenders in custody) of jurisdictions. the Civil Liability Act 2002 to clarify its operation. The principal amendments are: Under the scheme: • The definition of an offender in custody is extended to • an offender with a community-based sentence in New persons who are attending a place in compliance with South Wales will be able to transfer the supervision the requirements of a Community Service Order, as and administration of the sentence to a participating well as while they are performing community service interstate jurisdiction, and work. • an offender with a community-based sentence in a • The operation of Part 7 of Chapter 7 of the Workplace participating jurisdiction will be able to transfer the Injury Management and Workers Compensation Act 1998 supervision and administration of the sentence to New as applied to Part 2A of the Civil Liability Act 2002, is South Wales, provided the requirements of the Act clarified to remove minor irregularities. are satisfied. An essential requirement is that there is a • To enable the Minister administering the Crimes corresponding sentence in each jurisdiction. (Administration of Sentences) Act 1999 to issue guidelines in respect of the same kinds of matters for which the The offender will then be managed in the new jurisdiction WorkCover Guidelines may make provision; and to as if a court of the new jurisdiction had imposed the provide that references to “the WorkCover Guidelines” sentence, except for purposes of appeal or review, which are to be read as references to guidelines issued by the remain the responsibility of the originating jurisdiction. 120 DEPARTMENT OF Corrective Services

APPENDIX 019 New Legislation And Significant judicial decisions (cont)

Minister administering the Crimes (Administration of failure to report, any previous failure to report for Sentences) Act 1999. periodic detention is carried over on a reinstated • Matters for which the Minister administering the Crimes periodic detention order; and (Administration of Sentences) Act 1999 might issue • to provide for new non-invasive technology (as it is guidelines include security arrangements for an inmate developed) to be used for the purpose of detecting undergoing a medical assessment (and who, including illicit drug use. correctional officers, may accompany an offender undergoing a medical assessment). Crimes (Administration of Sentences) Amendment • The Minister’s guidelines may also apply, adopt or (Parole) Act 2004 incorporate the WorkCover Guidelines (wholly or in The Crimes (Administration of Sentences) Amendment part, and with or without modifications). (Parole) Act 2004 was passed by parliament on 10 • To enable a protected defendant to require the Public December 2004. The Act has not yet commenced Trustee to hold an amount of withheld damages whilst operation. The Act will amend the Crimes (Administration a provisional order for restitution exists (i.e. before a of Sentences) Act 1999 with respect to parole. final order for restitution is made), and to pay interest pro rata (to the Victims Compensation Fund and the The principal functions of the Act are to: reconstitute offender) where the final order for restitution is made the Parole Board as the State Parole Authority, to vary its for a lesser amount than the provisional order for membership and to restate its functions; to restate the restitution. matters to which the State Parole Authority should give consideration before it decides to release an offender to Crimes (Administration of Sentences) Amendment Act parole; to restate the procedures to be followed by the 2004 State Parole Authority; to provide that submissions may be The Crimes (Administration of Sentences) Amendment Act made in relation to all offenders not just serious offenders; 2004 commenced operation on 26 July 2004. The Act to direct appeals from the State Parole Authority’s amends the Crimes (Administration of Sentences) Act 1999 decisions to the Supreme Court rather than the Court of with respect to mobile phone offences, inquiries and Criminal Appeal; to empower a judicial member of the hearings for correctional centre offences, drug testing of Parole Authority, in urgent circumstances, to suspend an inmates, and other miscellaneous matters. offender’s parole order pending an inquiry as to whether The principal functions of the Act are: the order should be revoked; and to require an offender’s • to create both a correctional centre offence and a parole to be made subject to conditions that give effect criminal offence (under the Summary Offences Act 1988) to a post-release plan that has been prepared for the in relation to an inmate possessing a mobile phone or offender. part thereof; • to provide for any one of a range of penalties to be Civil Liability Amendment (Offender Damages) Act imposed on an inmate found with a mobile phone or 2004 part thereof; The Civil Liability Amendment (Offender Damages) Act • to create a single category of correctional centre 2004 commenced operation on 19 November 2004. The offence by removing the distinction between a ‘major’ Act amended the Civil Liability Act 2002 to make special and ‘minor’ offence; provision in connection with certain claims for damages • to make amendments to certain types of penalties for negligence for death or injury suffered by offenders in that governors and Visiting Magistrates can impose in custody. administering correctional centre discipline; The principal amendments are: • to increase the maximum amount of compensation • Damages are subject to a 15% impairment threshold, that a governor may require an inmate to pay for • Damages for non-economic loss are limited to the loss or damage to property as the result of an inmate total amount to which a worker would be entitled as committing a correctional centre offence (from $100 to compensation under the Workers Compensation Act for $500); an injury resulting in the same degree of permanent • to provide that the Parole Board is required to revoke a impairment, periodic detention order that has been reinstated, after • Amounts owed to the Victims Compensation Fund being earlier revoked following the offender’s failure under the Orders for Restitution may be withheld from to report without leave or exemption on 3 or more damages, and paid directly to the Fund. occasions, if the offender fails to report on one more occasion without leave or exemption; Significant judicial decisions • to provide that, in the case of a periodic detention There were no significant judicial decisions affecting the order that was revoked for some reason other than Department’s operations in 2004/05. DEPARTMENT OF Corrective Services 121

appendix 019 Implementation of NSW Government’s Action Plan for Women 2003-2005

The Department of Corrective Services has made the A number of significant networks were also made following progress during the reporting period to facilitate with agencies, for example; Department of Housing, the implementation of the NSW Government’s Action Plan Department of Community Services, Western Sydney for Women 2003-2005: Area Health Services, Job Futures, Life Line Financial Counselling, Centrelink, TAFE & OTEN, Muru Mittigar Families and Communities Aboriginal Cultural Centre, NSW Aboriginal Housing, Tharawal Community Elders, Legal Aid NSW, NSW Link Up, Mothers and Children’s Program Tresillian Family Care Centres and CRC Justice Support. The Mothers and Children’s Program offers a range of options to female offenders who wish to assume an Community Grants Program active parenting role whilst serving a custodial sentence. The Community Grants Program provides funding to a Three Program options are available: full-time residential, range of community organisations that provide assistance occasional residential, and release under Section 26(2)(1) to women inmates and their families, prior to and upon of the Crimes (Administration of Sentences) Act to care for release from custody. Two programs that are particularly children in the home. During the reporting period the relevant to women offenders are Guthrie House and Program has been operating at Emu Plains Correctional Yulawirri Nurai Indigenous Association. Centre and Parramatta Transitional Centre. On any given day it is estimated that there are in excess of 11 000 Guthrie House children in New South Wales with an imprisoned parent. The Guthrie House program has been designed This Program is an essential service for women in custody specifically for women. The program provides assistance and their children. with accommodation, as well as a program to residents who have drug and / or alcohol issues. Parenting A range of parenting programs have been provided to women offenders. These include; Good Beginnings, KidzBiz Yulawirri Nurai Indigenous Association (women) and Tresillian Family Care Centre services. The Department of Corrective Services and the Mid North Coast Aboriginal Pre and Post-release Program officer A grant submission has been prepared for the National established this program in 1996. Yulawirri Women’s Action Community Crime Prevention Programme’s National Group (YWAG) and the Department fund the program. Community Grants Programme seeking funding for Yulawirri is designed to support women offenders, of the 2005-2006 reporting period to provide additional Aboriginal or Torres Islander descent, who are at risk of programs at all women’s correctional centres that will re-offending, and are on bail, remand, probation, and or aim to provide early parenting education and support parole. intervention to reduce the cycle of intergenerational violence. Violence and Safety

Workplace Violence Prevention Policy Consultation and Partnerships The Women’s Facilities and Services Command has implemented a Workplace Violence Prevention Policy. The By developing community partnerships with other Women’s Facilities and Services Command is committed to government and non-government agencies the preventing violence and creating conditions intended to Department ensures the continuation of post sentence reduce the risk of violence to all staff, inmates, residents of care and support of women. transitional centres, contractors and visitors. The initiative focuses on both management and employee levels of A number of consultative groups have been established responsibility to ensure a safe and secure environment is and maintained within the Women’s Facilities and Services created for all. Command. For example; the Aboriginal Community Consultative Committee, Berrima Community Consultative The concepts of violence prevention, conflict resolution Committee, Bolwara Transitional Centre - Management and negotiation have been successfully applied to the Committee, Emu Plains / Dillwynia Community ethos, and management of women inmates at Dillwynia Consultative Committee, Parramatta Transitional Centre Correctional Centre. This has reduced the number of – Management Committee and the Women’s Advisory recorded instances of violence by inmates against Committee. inmates, and inmates against officers comparative to other correctional centres. 122 DEPARTMENT OF Corrective Services

appendix 019 Implementation of NSW Government’s Action Plan for Women 2003-2005 (cont)

Women Offenders Programming Strategy Access to Justice and Equity Before the Law The Women’s Facilities and Services Command has been developing a Programming Strategy for Women Offenders. In recognising that women represent only a small Programs within this Strategy include a focus on reducing proportion of the number of people in prison, the domestic violence and cycles of violence. Department aims to develop and implement specific policies, services, interventions and evidence–based programs relevant to the needs of women offenders. This Restorative Justice Unit includes ensuring equality between the services that are The Restorative Justice Unit continues to provide a available to women and men in custody. variety of programs designed to repair the damage done by criminal acts, give victims of crime a voice, and Accredited Programs encourage offenders to take responsibility for their actions The Department aims to provide quality and effective and their impact on others and promote healing and services and programs to women offenders that address forgiveness. These programs include; the Victim-Offender their risks and needs. This includes developing core Conferencing and Communication Program and the evidence–based programs that meet the needs of women Victim Awareness Program. offenders, and reviewing current literature in order to gain a better understanding of the risks and needs of Work women offenders. A number of program planning days The Department, having successfully implemented have been held within the reporting period leading to strategies to attract women to custodial roles, specifically the development of a Programming Strategy for Women. through its recruitment campaign for the staffing of the Program planning and review days continue to occur Dillwynia Correctional Centre, has continued its approach with frequency to ensure correctional centres for women of highlighting the career opportunities available for have the necessary resources (staff, physical and financial) women in the field of corrections. to run programs effectively to ensure maintenance of program integrity. Women from the custodial arm of the Department continued to play a significant role in the Department’s As noted in the previous reporting period, the Women’s planning for and attendance at career markets. They spoke Facilities and Services Command transferred a policy and directly with the public, including career counsellors, on project officer position to the Program Development Unit the role of a correctional officer, the personal qualities in the Offender Management Branch. This has resulted required for this role and the selection process. Further, in the unique needs of female offenders remaining women have been prominently featured in photographic of paramount consideration in all aspects of program images used at career markets and in recruitment development, accreditation and approval for women marketing material, including press advertisements. offenders.

In 2004/05, 185 probationary correctional officers commenced training, 26.5% being women. The March Facilities and services 2005 recruitment campaign for correctional officers attracted 725 applications, 21% from women. As at The Women’s Facilities and Services Command continues the end of this financial year, of the 49 probationary to incorporate all the correctional centres, transitional correctional officers selected through the March 2005 centres and periodic detention centres for women, in campaign, 18.5% were women. Probationary correctional addition to a consultancy / advisory role in relation to officers will continue to be drawn from the March 2005 all other correctional centres, facilities, court complexes recruitment campaign over the next few months, and and Periodic Detention Centres with women inmates it is anticipated the number of women selected will be / detainees. The Command head offices are based at commensurate with their percentage in terms of applicant Windsor, and a Principal Advisor Women’s Services is based numbers. in head office, whose role it is to ensure equity of access to programs and services for women offenders. Works release A number of women offenders have been given the Dillwynia Correctional Centre opportunity to participate in works release programs. Dillwynia Correctional Centre is the first purpose-built facility for women offenders in NSW. A strong emphasis has been placed on developing an environment that is compatible with the philosophical approach to the management of women inmates. DEPARTMENT OF Corrective Services 123

appendix 019 Implementation of NSW Government’s Action Plan for Women 2003-2005 (cont)

Training The centre can accommodate up to 16 recidivist women offenders with significant chronic A&OD issues, Education and Training in particular, Aboriginal women. The program recently The Women’s Facilities and Services Command has underwent evaluation, and a working party has been developed a specialised training package regarding established during the reporting period to implement a women offenders. This package has been implemented number of the resultant recommendations. with staff that work in; the Reception, Assessment and Program Planning (RAPP) Unit and the Mum Shirl Unit (MSU) at Mulawa Correctional Centre, the Long Bay Mental Health Hospital, and Bolwara Transitional Centre. The purpose of Mum Shirl Unit - The Mum Shirl Unit and the “step-down” the training is to enhance the quality and effectiveness Kipling Unit at Mulawa Correctional Centre continue to of services to women accommodated in these units by provide an intensive program for women with mental broadening the knowledge and skills of all staff working in health problems who are at risk of self-harm. these units. Long Bay Hospital - A women’s unit at the Long Bay Brush Farm Academy for Learning and Staff Development Hospital commenced operation. The unit caters for up to offers a course entitled ‘Women into Leadership’ for female nine women inmates who need medical hospitalisation staff up to the rank of Senior Correctional Officer and for mental health care. clerks or equivalent up to Grade 6. This course includes subjects such as communication, problem solving and Mental Health Screening Unit - Planning has been negotiation skills and is intended to assist women to finalised for the Mental Health Screening Unit at Mulawa move into a supervisory role. The Academy also offers the Correctional Centre with construction due to be Springboard Development Program which is intended completed shortly into the next reporting period. specifically for women who are not in senior executive roles. This program includes identifying strengths and Biyani - Biyani was developed by Community Offender goals, learning and personal skills such as communication Services as a diversionary scheme for women offenders and assertiveness, networking and presentation skills. with both mental disorder and substance abuse issues. The Program provides a pathway for female offenders to Health access long-term community rehabilitation programs.

Treatment and rehabilitation services for women The aim of Biyani is to provide a stable environment and substance abusers provision of the necessary support to assist participants Bolwara House continues to provide a non-custodial, to gain access to long-term therapeutic communities community-based pre-release program where women can or appropriate community rehabilitation resources. The address their substance abuse problems through intensive Probation and Parole Service provide supervision and programs and services that are culturally appropriate. guidance to the participants throughout the process.

APPENDIX 020 CONTRACTING AND MARKET TESTING

Corporate strategy for provision of effective and cost Health and welfare services for offenders efficient correctional and supporting services involves Community based correctional programs reviewing opportunities for outsourcing. Considerations Occupational health services for staff include service standard, reliability, cost comparison and Specialised and some regional legal services strategic value/risk assessment. In 2004/05 some $60 million was expended on Targets for 2005 /06 outsourced services in areas including: • Review of motor vehicle fleet to comply with Cleaner Management of the Junee Correctional Centre NSW Government Fleet policy. Facility management of integrated management systems • Development of Service Level Agreements for Property maintenance stationery, photocopiers, printers and facsimiles to Staff training ensure standardisation of products. Vehicle fleet maintenance 124 DEPARTMENT OF Corrective Services

appendix 021 FREEDOM OF INFORMATION STATEMENT OF AFFAIRS

1. Structure and functions of the Department The Serious Offenders Review Council, which is a statutory authority, provides advice or makes recommendations The structure and functions of the Department of regarding serious offenders to the Commissioner of Corrective Services are described in the body of the Corrective Services, the Minister for Justice, the Parole Department’s Annual Report. Further details are contained Board and the Supreme Court. The constitution and in the Corporate Plan, which may be obtained from the functions of the Council are principally contained in the Department of Corrective Services Library or on the statutory provisions falling within Part 9 of the Crimes Department’s website at www.dcs.nsw.gov.au. (Administration of Sentences) Act 1999 as supplemented by Schedule 2 of that Act. 2. Effect of the Department’s functions on members of the public 3. Arrangements for public participation in policy formation The Department is responsible for the administration of the following Acts: Generally, members of the public may participate in • Crimes (Administration of Sentences) Act 1999 policy formation in the Department by writing to the • international Transfer of Prisoners (New South Wales) Commissioner to make suggestions or raise issues that Act 1997 they feel are of concern to them or to the public at large. • Parole Orders (Transfer) Act 1983 This may also be done through the Department’s website, • Prisoners (Interstate Transfer) Act 1982 www.dcs.nsw.gov.au, by using the feedback facility on • Crimes (Interstate Transfer of Community Based that site. Sentences) Act 2004 The Department protects the community by containing, The Department has a number of arrangements that managing and supervising offenders. Information on enable members of the public to participate directly in how the Department contains, manages and supervises the formulation of Departmental policy or decisions. These offenders is within the Department’s Annual Report. arrangements are outlined immediately below. Further details can be obtained in the Department’s annual report. The Department’s Board of Management makes the Department’s major management, financial and policy Official Visitors decisions. Membership of the Board is set out in the The Minister appoints Official Visitors who visit Department’s Annual Report. correctional centres at least twice per month and serve as independent sources of problem resolution relating to Decisions regarding the functions of the Department are complaints by staff and inmates at the local level. Official made at various levels, usually under delegation from the Visitors submit quarterly reports to the Minister. Commissioner. When a new Official Visitor is required, the Department The Department’s Restorative Justice Unit provides advertises in relevant newspapers calling for applications conferencing and mediation services, including victim- from interested persons. The Minister selects and appoints offender conferencing, family group conferencing, and the preferred applicant. victim-offender mediation. Community Consultative Committees Section 256 of the Crimes (Administration of Sentences) Community Consultative Committees are formed in Act 1999 provides for a Victims’ Register. The Department areas where correctional centres are located. A typical maintains this Register. Section 252(2) of the same Act Community Consultative Committee is comprised provides that the Victims’ Register is to record the “names of the general manager of the correctional centre of victims of offenders who have requested that they and representatives from: the magistracy; courts be given notice of the possible parole of the offender administration; local council; police; probation and parole; concerned”. local hospital; local industry; and local organisations. For further details and advice on how to become a member, The Parole Board, which is a statutory authority, decides contact the general manager of the relevant correctional which offenders, who are eligible to be released to parole, centre. will be released to parole and the conditions of their parole orders. The Board also makes decisions regarding Correctional Industries Consultative Council of NSW the revocation of parole orders. The Correctional Industries Consultative Council of NSW acts as a link between Corrective Services Industries and the private sector. The Council consists of representatives DEPARTMENT OF Corrective Services 125

appendix 021 FREEDOM OF INFORMATION STATEMENT OF AFFAIRS (Cont) from industry groups, Unions NSW, and a representative Departmental Instructions from the community. For further details and advice Commissioner’s Instructions and Commissioner’s on how to become a member, contact the Director, Memoranda are issued on a variety of topics. Each Corrective Services Industries on telephone (02) 9289 document is given an identifying number based on the 5504. year it was issued. Commissioner’s Instructions amount to lawful orders to staff with respect to the management and Serious Offenders Review Council and Parole Board control of the Department. Commissioner’s Memoranda Community representatives sit on both the Serious are more general communications from the Commissioner Offenders Review Council and the Parole Board. The to departmental staff. Governor of New South Wales, on the recommendation of the Minister, appoints these representatives. The Senior Assistant Commissioner, Inmate & Custodial Services, issues information, instructions and Victims’ Register procedures currently known as “SACDs” (Senior Assistant Victims of a serious offender, who are registered on the Commissioner Directions) and “COPMs” (Changes to the Department’s Victims’ Register, are entitled to make Operations Procedures Manual). Each document is given written and oral submissions concerning the granting of an identifying number based on the year it was issued. parole to the serious offender. For further details contact the Register’s Community Liaison Officer on telephone The Senior Assistant Commissioner, Community Offender (02) 9289 1374. Services, also issues instructions.

Public Participation in Independent Associations Corrective Services Bulletin CRC (Community Restorative Centre) Justice Support, The Corrective Services Bulletin is published on a monthly and SHINE for Kids Co-operative Ltd (formerly known basis under the authority of the Commissioner. The as Children of Prisoners Support Group) are community Bulletin covers procedural matters, policy directives, organisations that provide support and assistance ministerial statements and general information. to inmates and their families. Membership of these organisations is open to any person over 18 years of age. Files Departmental officers create the following types of files: These organisations operate independently of the Department. They receive some funding from the Administrative Department that assists with their administration costs. Information about policy, planning, finance, legal, human resources, individual workers compensation and 4. Description of the kinds of documents held rehabilitation matters, and general administrative matters. by the Department AOD (Alcohol and Other Drugs) Policies and Procedures Information about an inmate prepared by a departmental The Department has developed policies and procedures alcohol and other drugs worker. on a variety of issues. The policies and procedures that affect the public, including inmates, are listed in the Assessment Summary of Affairs for the Department. See point 5 of this Information about an offender prepared by the Probation Statement for further details. and Parole Service.

Reports Case Management The Department produces various reports concerning its Information about an inmate prepared by the inmate’s administration and operations. The Corporate Research, case management team and other documents about the Evaluation and Statistics Branch produces a significant inmate’s day to day imprisonment. number of reports, many of which are directly available to the public. Community Service Order Information about an offender prepared by the Probation The annual report is published in accordance with and Parole Service. statutory requirements. Annual reports are not for sale but may be accessed freely on the Department’s website at Education www.dcs.nsw.gov.au or at the Department’s library. Information about an inmate prepared by education officers. 126 DEPARTMENT OF Corrective Services

appendix 021 FREEDOM OF INFORMATION STATEMENT OF AFFAIRS (Cont)

Employer Work Release Information about employers participating in the Work Information about an inmate’s participation in the Work Release Program. Release Program or Education Leave.

Fine Default The Department does not have files containing an Information about an offender prepared by the Probation inmate’s complete medical records, as Justice Health is and Parole Service. responsible for providing medical services to inmates. Justice Health is a statutory health corporation established High Security Inmate Management under the Health Services Act 1997 and is funded by NSW Information about an inmate managed by the High Health. Justice Health keeps its own files and can be Security Inmate Management Committee. contacted on telephone (02) 9289 5011.

Leave Brochures, Booklets and Videos Information about an inmate’s participation in day or The Department produces material on various aspects of weekend leave. its operations from time to time that may be listed in the Summary of Affairs. Offender Information about an inmate usually in relation Databases to correspondence between the inmate and the The Department maintains various databases such as the Department. Offender Integrated Management System (OIMS).

Parole Board Registers Information about an inmate eligible for parole. The Department maintains the Victims’ Register and a register of Memoranda of Understanding between the Part-time Teacher Department and other agencies. Information about a part-time teacher working for the Department. Personal information held by the Department Section 13(a) of the Privacy and Personal Information Periodic Detention Protection Act 1998 requires an agency to take reasonable Information about offenders in the Periodic Detention steps to enable a person to ascertain whether the agency Program. holds personal information. The Department holds the following classes of personal information: Personal • personal information about inmates and former Information about an employee prepared by inmates; Departmental staff. • personal information about current and former offenders requiring supervision by the Probation and Psychology Parole Service; Information about an inmate prepared by a Departmental • personal information about some of the family psychologist. members and friends of current and former inmates and offenders; SORC (Serious Offenders Review Council) • personal information about visitors to correctional Information about a serious offender, or other inmate who centres; comes within the jurisdiction of the SORC. • personal information about persons who sponsor or employ inmates on work release and other external Supervision/Case History leave programs; Information about an offender prepared by the Probation • personal information about staff and former staff of the and Parole Service. Department; • personal information about victims of crime. Warrant Information about an inmate – e.g. warrants, court appearances. DEPARTMENT OF Corrective Services 127

appendix 021 FREEDOM OF INFORMATION STATEMENT OF AFFAIRS (Cont)

5. Access arrangements, procedures and incorrect, out-of-date or misleading. If applicants require points of contact assistance in providing the necessary documentation, they may contact the Manager, Freedom of Information Summary of Affairs & Privacy Unit prior to submitting a formal application. The Department publishes a six-monthly Summary of The Amendment of Records Application Form can be Affairs. This document identifies Departmental policy and obtained from the Freedom of Information & Privacy Unit. procedure documents that affect the public including inmates. All documents listed in the Summary of Affairs Documents held in the Department’s library are available to the public. The Summary of Affairs advises The Department of Corrective Services Library is open which documents may be purchased and which are to the public. Members of the public may view and available free of charge. All of the documents may be photocopy documents, within copyright guidelines, but inspected at the Department. Access details are contained cannot borrow items. Departmental documents held by in the Summary of Affairs. the library include, among other things, annual reports, research reports, the Operations Procedures Manual, The Summary of Affairs is published in the Government issues of the Corrective Services Bulletin and videos. The Gazette each year in June and December and is available library catalogue is available on the Department’s website. on the Department’s website. The Government Gazette is Enquiries can be made on telephone (02) 9804 5459 and available in the Department of Corrective Services Library by email at [email protected]. and some public libraries. The Department’s Internet site Access to documents concerning personal affairs The Department’s website is www.dcs.nsw.gov.au. A Inmates wishing to obtain access to documents relating variety of documents are available on that site. to their personal affairs should initially direct their request to a staff member. It may be possible to provide access Access to all other Departmental documents outside the Freedom of Information Act 1989 (FOI Act). In A member of the public may need to make a formal most cases, however, inmates who want to gain access to application under the FOI Act to gain access to such documents will need to make an application under documents held by the Department. The Department the FOI Act. Former inmates will be required to make an has produced a paper called Public Access to Records, application under the FOI Act unless they simply require Documents, Personal Information and Health Information, a copy of their sentence details. Sentence details can be which sets out how a member of the public may obtain obtained outside of the FOI Act from the Department’s access to records, documents, personal information Sentence Administration Branch. The Branch can be and health information held by the Department or now contacted on telephone (02) 9289 1119. held on behalf of the Department by the State Records Authority of New South Wales. The document is available Current and former staff members wishing to obtain on the Department’s website. access to their personal file must do so by contacting the relevant Human Resource Unit of the Department. Procedures for lodging an application under the Pursuant to sections 25(1)(b1) or 25(1)(c) of the FOI Act, Freedom of Information Act 1989 the Department refuses requests for personal files under An application under the FOI Act, either for access the FOI Act. to documents or amendment of records held by the Department, must: In general, others seeking access to documents • be in writing; concerning their personal affairs should make an • specify that it is made under the FOI Act; application under the FOI Act. The document, Public • be accompanied by the appropriate application fee (no Access to Records, Documents, Personal Information and fee for amendment of records applications); Health Information, described below under the heading • contain information as is reasonably necessary to “Access to all other Departmental documents”, provides identify the documents of interest; further information. • specify an address in Australia to which notices under the FOI Act may be sent; and Amendment of records about personal affairs • be lodged at the office of the Manager, Freedom of Employees, inmates, former inmates or others seeking Information & Privacy Unit. to amend records relating to their personal affairs can In addition, as previously stated, applications for make an application under the FOI Act. Documentation amendment of records must include documentation in support of their claim will be needed to demonstrate supporting the applicant’s claim. that the records held by the Department are incomplete, 128 DEPARTMENT OF Corrective Services

appendix 021 FREEDOM OF INFORMATION STATEMENT OF AFFAIRS (Cont)

Application forms may be used or an application may be Application fees and processing charges are as follows: in the form of a letter that meets the above criteria. Personal Applications** $20.00* application fee + $30.00* per hour FOI applicants seeking documents relating to their personal affairs or wishing to amend records relating to processing charge after first 20 hours their personal affairs, who are not current NSW inmates Non-Personal $20.00* application fee + $30.00* per hour and who are not represented by a solicitor, are required Applications processing charge to provide proof of identity. Details can be obtained by contacting the Manager, Freedom of Information & Privacy Internal Review*** $20.00* application fee Unit or reading the document, FOI & PPIPA Applicants – Proof of Identity, which is available on the Department’s Amendment of Records Nil website. * 50% reduction in cases of financial hardship and public interest requests The Department’s Freedom of Information Application ** Refund may apply as a result of a successful application for amendment of Form (for access to documents) is available at correctional records made subsequent to a personal application. centres, Probation and Parole Offices, the Freedom of *** Refund may apply as a result of a successful internal review. Information & Privacy Unit and on the Department’s website at www.dcs.nsw.gov.au. The Department’s The telephone numbers for the Freedom of Information & Amendment of Records Application form is available Privacy Unit are: (02) 9289 1067 and (02) 9289 1359. at correctional centres and can be obtained from the Freedom of Information & Privacy Unit. The Unit is generally open between 8.30 am and 4.30 pm Access to documents may be provided in the following Monday to Friday. Members of the public are advised to forms: telephone the Freedom of Information & Privacy Unit to • inspection of document; arrange an appointment, if they wish to visit the Unit. • copy of document; • arrangements for audio or visual presentation of information so recorded; • written transcript of a recorded document; • written transcript of words recorded in shorthand or encoded form; • reproduced written document e.g. from electronic storage.

appendix 022 FREEDOM OF INFORMATION - SUMMARY AND COMMENTARY OF THE FREEDOM OF INFORMATION STATISTICS OF THE FREEDOM OF INFORMATION AND PRIVACY UNIT

The Department received 389 FOI applications for • 378 applications were completed documents in the 2004-2005 reporting period compared • 2 applications were withdrawn with 302 in the 2003-2004 reporting period and 319 in the • 0 applications were transferred 2002-2003 reporting period. The figure of 389 represents • 24 applications were carried over to the next reporting an increase of 29% compared with the 2003-2004 figure. period.

Most FOI applications for documents received in 2004- Access to documents in 2004-2005 compared with 2005 related to the personal files of inmates or ex-inmates. 2003-2004 and 2002-2003 Some applicants sought access to documents relating • 18% of applicants gained access to all requested to Departmental statistics and some applicants sought documents compared with 16% in the previous year documents relating to staff disciplinary matters. and 19% in 2002-2003. • 74% of applicants gained access to some of the Fifteen applications were brought forward from the requested documents, compared with 70% in the previous reporting period, resulting in a total of 404 previous year and 73% in 2002-2003. applications for documents to be processed in 2004-2005. Of these; DEPARTMENT OF Corrective Services 129

appendix 022 FREEDOM OF INFORMATION - SUMMARY AND COMMENTARY OF THE FREEDOM OF INFORMATION STATISTICS OF THE FREEDOM OF INFORMATION AND PRIVACY UNIT (cont)

• 8% of applicants were denied access to all requested • 41 applications (11%) were completed within 22 to 35 documents compared with 14% in the previous year days, compared with 14% of applications in 2003-2004. and 8% in 2002-2003. • 6 applications (1%) exceeded 35 days to complete, • These statistics include circumstances where applicants compared with 1% in 2003-2004. applied for documents that were not held by the Department, and where applicants did not pay a Processing time for FOI applications for documents deposit or final payment. • 367 applications were processed in 10 hours or less • 11 applications took 11 to 20 hours to process Internal Reviews • 0 applications took 21 to 40 hours to process Twelve applications were finalised in the 2004-2005 • 0 applications took over 40 hours to process reporting period compared with eight in 2003-2004. Costs and fees/charges for applications processed Of the twelve cases for this reporting period, five had The assessed cost of dealing with the applications for the original determination upheld. In seven cases the documents was $49,517.50. This figure was calculated by determination was varied. However, variation did not multiplying the number of billable hours taken to process necessarily mean that a document was released as the each application by the maximum hourly processing reason for refusal may have been varied. charge of $30.00 (the formula for this figure is prescribed by Premier’s Department). External Reviews In the 2004-2005 reporting period, two applications for Costs incurred by the Department were partly offset review were made to the Office of the Ombudsman. As at by receipt of application fees and processing charges 30 June 2005, neither matter had been finalised. totalling $6,565.00. In 2003-2004, $5,243.00 was received in fees and charges. In the 2004-2005 reporting period two applications for review were made to the Administrative Decisions Other Matters Tribunal. One case involved access to documents and the other involved access and the manner in which a Relevant Legislation notation had been made. Neither case had been reviewed • Freedom of Information Act 1989 previously by the Ombudsman. In the first case the • Freedom of Information Regulation 2005 applicant withdrew the application and the matter was dismissed. The other case was ongoing as at 30 June 2005. Publications made in accordance with the FOI Act The Freedom of Information & Privacy Unit produces a six- Other Applications monthly Summary of Affairs and an Annual Statement of There was one application for an amendment of records Affairs. and one application for a notation. The amendment to the record was made as requested. The notation to the record The Summary of Affairs was last published in the was added, but not exactly as it had been requested. Government Gazette of 24 June 2005 and is also incorporated in the Department’s Annual Report. Ministerial Certificates There were no Ministerial Certificates issued during the The Statement of Affairs for 2004-2005 is incorporated in reporting period. this Annual Report.

Consultations In 2004-2005, 43 applications required formal consultation compared with 36 in 2003-2004 and 33 in 2002-2003. Some applications required consultation with more than one party; as a result, the Department made a total of 63 consultations, compared with 56 in 2003-2004 and 63 in 2002-2003.

Time taken to complete FOI applications for documents • 331 applications (88%) were completed within 21 days, compared with 85% of applications in 2003-2004. 130 DEPARTMENT OF Corrective Services

appendix 023 FREEDOM OF INFORMATION STATISTICS

Section A – Number of new FOI requests – Information relating to the number of new FOI requests received, those processed and those incomplete from the previous period. FOI Requests Personal Other Total 2004/05 2003/04 2004/05 2003/04 2004/05 2003/04 A1 New (incl. transferred in) 374 282 15 20 389 302 A2 Brought forward 13 9 2 1 15 10 A3 Total to be processed 387 291 17 21 404 312 A4 Completed 364 274 14 17 378 291 A5 Transferred out 0 0 0 0 0 0 A6 Withdrawn 2 4 0 2 2 6 A7 Total processed 366 278 14 19 380 297 A8 Unfinished (carried forward) 21 13 3 2 24 15

Section B – What happened to completed requests? (Completed are those on line A4). Result of FOI request Personal Other 2004/05 2003/04 2004/05 2003/04 B1 Granted in full 61 43 6 4 B2 Granted in part 274 197 5 6 B3 Refused 29 34 3 7 B4 Deferred 0 0 0 0 B5 Completed 364 274 14 17

Section C – Ministerial Certificates – number issued during the period. 2004/05 2003/04 C1 Ministerial Certificates issued 0 0

Section D – Formal consultations – number of requests requiring consultations (issued) and number of formal consultation(s) for the period. Issued Total 2004/05 2003/04 2004/05 2003/04 D1 Number of requests requiring formal consultations 43 36 63 56

Section E – Amendment of personal records – number of requests for amendment processed during the period. Result of amendment request Total 2004/05 2003/04 E1 Result of amendment - agreed 1 0 E2 Result of amendment - refused 0 1 E3 Totals 1 1 DEPARTMENT OF Corrective Services 131

appendix 023 FREEDOM OF INFORMATION STATISTICS (CONT)

Section F – Notation of personal records – number of requests for notation processed during the period. 2004/05 2003/04 F3 Number of requests for notation 1 1

Section G – FOI requests granted in part or refused – Basis of disallowing access – Number of times each reason cited in relation to completed requests which were granted in part or refused. Basis for disallowing or restricting access Personal Other 2004/05 2003/04 2004/05 2003/04 G1 Section 19 (application incomplete, wrongly directed). 0 0 0 0 G2 Section 22 (deposit not paid) 2 0 2 7 G3 Section 25(1)(a1) (diversion of resources) 1 1 0 0 G4 Section 25(1)(a) (exempt) 238 138 4 3 G5 Section 25(1)(b)(c)(d) (otherwise available) 24 22 0 0 G6 Section 28(1)(b) (documents not held) 141 155 3 3 G7 Section 24(2) (deemed refused, over 21 days) 0 0 0 0 G8 Section 31(4) (released to medical practitioner) 0 0 0 0 G9 Totals 406 316 9 13

Section H – Costs and fees of requests processed during the period (i.e. those included in lines A4, A5 and A6). Not including costs and fees of unfinished requests (i.e. those included in line A8). 2004/05 2003/04 Assessed costs FOI fees received Assessed costs FOI fees received All completed requests $49,517.50 $6,565.00 $39,578.00 $5,243.00

Section I – Discounts allowed – number of FOI requests processed during the period* when discounts were allowed. Types of discount allowed Personal Other 2004/05 2003/04 2004/05 2003/04 I1 Public Interest 0 0 0 0 I2 Financial hardship – Pensioner/child 300 233 1 3 I3 Financial hardship – Non profit organisation 0 0 0 0 I4 Totals 300 233 1 3 I5 Significant correction of personal records 0 0 0 0

*Note: except for item I5. Items I1, I2, I3 and I4 refer to requests processed as recorded in A7. I5 shows the actual number of requests for corrections of records processed during the period. 132 DEPARTMENT OF Corrective Services

appendix 023 FREEDOM OF INFORMATION STATISTICS (CONT)

Section J – Days to process – Number of completed requests (A4) by calendar days (elapsed time) taken to process. Elapsed time Personal Other 2004/05 2003/04 2004/05 2003/04 J1 0 – 21 days 321 234 10 14 J2 22 – 35 days 39 38 2 2 J3 Over 35 days 4 2 2 1 J4 Totals 364 274 14 17

Section K – Processing time – Number of completed requests (A4) by hours taken to process. Processing hours Personal Other 2004/05 2003/04 2004/05 2003/04 K1 0 – 10 hours 354 263 12 16 K2 11 – 20 hours 9 11 2 1 K3 21 – 40 hours 0 0 0 0 K4 Over 40 hours 0 0 0 0 K5 Totals 363 274 14 17

Section L – Reviews and Appeals – number finalised during the period. 2004/05 2003/04 L1 Number of internal reviews finalised 12 8 L2 Number of Ombudsman reviews finalised 0 1 L3 Number of Administrative Decisions Tribunal appeals finalised 1 1 Details of internal review results – in relation to internal reviews finalised during the period.

Grounds on which internal Review Personal Other requested Upheld* Varied* Upheld* Varied* 2004/05 2003/04 2004/05 2003/04 2004/05 2003/04 2004/05 2003/04 L4 Access refused 1 3 5 1 0 0 0 0 L5 Deferred 0 0 0 0 0 0 0 0 L6 Exempt matter 2 2 3 2 0 0 0 0 L7 Unreasonable charges 0 0 0 0 0 0 0 0 L8 Charge unreasonably incurred 0 0 0 0 0 0 0 0 L9 Amendment refused 0 0 0 0 0 0 0 0 L10 Totals 3 5 8 3 0 0 0 0

*Note: relates to whether or not the original agency decision was upheld or varied by the internal review. DEPARTMENT OF Corrective Services 133

appendix 024 CORRECTIONAL INDUSTRIES CONSULTATIVE COUNCIL OF NSW ANNUAL REPORT

The Correctional Industries Consultative Council of The CICC maintains oversight of occupational health and NSW (CICC) is an integral part of the NSW Correctional safety practices and performance within correctional Industries. The Council has responsibility to monitor the industry programs. The Council noted the results of development and operation of correctional industry comparative inmate injury analysis and observed that programs to ensure that they function sensibly and relative to private industry, correctional industry programs sensitively in parallel with private sector businesses. performed in a satisfactory manner. Reporting on this key performance measure has proven effective in recording During the course of the year the CICC had representatives meaningful statistics allowing direct comparison through once again from Australian Business Limited, Labor Work Cover data with the private sector. Council of NSW now known as Unions NSW and Australian Industry Group. The remainder of the CICC is made up of a CSI experienced the loss of the Panama Nursery contract community representative and Department of Corrective this year. The Long Bay based operation had to give way Services staff who act as ex-officio members. Members to the development of a new hospital for the Complex. of the CICC are appointed by the Minister for Justice. A list of members and their attendance record at meetings Events during the year included: convened during 2004 / 2005 is included in the table at • improvements to the CSI Policy Manual Section 4.5 the end of this text. which deals with Industry Impact Statements. • A Deed of Indemnity was prepared by the Crown The role of the CICC ensures that correctional industries Solicitors to protect the interests of non Departmental programs do not adversely impact upon other businesses members serving on the Council. and in particular community employment. The CICC • Presentation from Unions NSW detailing the Labor also oversights the maintenance of a formal grievance Council Policy on Prison Labour in February, 2005. handling system. • Agreement to lift the value of work to be considered by the Council from $10,000 to $20,000 p.a. It is pleasing to report that representations from private The CICC did not support the laundry proposal for the businesses continued at a low level. This is a direct Affinity Group during the year but did support the result of the organisational arrangements covering the following new businesses: development and operation of correctional industry programs in NSW and the continuing commitment of the TP Recyclers, Commscope Cables and National Cartridges members of the CICC. Members of the Council and their attendance records of The Council continued to meet at a number of meetings convened during 2004/05 were: correctional centres during the year which gave members a good appreciation of the challenges facing correctional industries.

18/8/04 13/10/04 8/12/04 22/2/05 12/4/05 15/6/05 27/6/05 Mr. I. McLean Apol. - - P Apol. Apol. Chairperson, Dept. of Corrective Services - Mr. L. Grant Apol. P P P P P P Dept. of Corrective Services (A/Chair) (A/Chair) (A/Chair) (A/Chair) (A/Chair) (A/Chair) Ms. R. Booby P P Apol. - - - - Dept. of Corrective Services (acting as Assistant Commissioner Offender Management) Mr. P. Donovan P P P P P P P Australian Business Limited (A/Chair) Mr. B. Tubner P P P P P P P Unions NSW Mr. A. Thomas P P P P P P P Australian Industry Group 134 DEPARTMENT OF Corrective Services

appendix 024 CORRECTIONAL INDUSTRIES CONSULTATIVE COUNCIL OF NSW ANNUAL REPORT 2004/05 (cont)

18/8/04 13/10/04 8/12/04 22/2/05 12/4/05 15/6/05 27/6/05 Mr. C. Christodoulou Apol. P * P Apol. * P Unions NSW Ms. J. Doubell Apol. P P P Apol. P P Community Representative Mr. N. Daines P P P P P P P Corrective Services Industries Mr. S. Thorpe P P P P P P Apol. Corrective Services Industries Mr. R. Steer P P Apol. P P P P Corrective Services Industries Mr. B. Parker - - P - - P - Unions NSW (Proxy for Chris Christodoulou) Mr. D. Rodgers - - - P Apol. Apol. - Dept. of Corrective Services (acting as Snr. Assistant Commissioner, Inmate & Custodial Services) * Represented by Proxy

appendix 025 Separations

Custodial Non Custodial Separation Reason Female Male Female Male Total Abandoned Employment 2 1 3 Annulled Appointment 3 6 3 12 Cessation of Temp Contract 1 137 116 254 Deceased 1 3 4 8 Dismissal 2 4 3 3 12 Medical Retirement 3 12 7 21 43 Promoted to NSW Govt Agency 1 5 4 10 Resign to Non-NSW Govt Agency 1 3 8 8 20 Resigned - Leaving Workforce 5 19 45 40 109 Resigned - to Private Sector 3 26 44 29 102 Retirement 1 8 12 26 47 Temp Contract Terminated Early 33 32 65 Transfer to NSW Govt Agency 17 9 26 Voluntary Redundancy 1 1 Total 16 79 322 295 712 DEPARTMENT OF Corrective Services 135

appendix 026 SPONSORSHIPS

During the year ended 30 June 2005, the Department Majority of amounts were less than $1000 with four brought to account a total of $ 11,920 as income from exceptions being: sponsorships received from 29 business organisations. The sponsorship is in recognition of Corporate Excellence and Gilbert and Roach $1,500 is awarded to CSI staff for a number of reasons. Some of Manildra Flour Mills $1,000 the awards given in recognition of excellence include the Anchor Corporation Pty Ltd $1,000 following: Simplot Australia Ltd $1,000 Corporate Excellence Award Officer of the Year Business Unit of the Year Outstanding Business Unit Performance

APPENDIX 027 EEO Table A: Trends in the Representation of EEO Groups

Percentage OF TOTAL STAFF EEO Group Benchmark or 2002 2003 2004 2005 Target Women 50% 34% 34% 35% 35% Aboriginal people and Torres Strait Islanders 2% 3.7% 4.0% 3.4% 3.7% People whose first language was not English 20% 13% 14% 14% 14% People with a disability 12% 8% 8% 8% 8% People with a disability requiring work-related adjustment 7% 2.2% 3.0% 2.5% 2.7% appendix 028 EEO TABLE B: TRENDS IN THE DISTRIBUTION OF EEO GROUPS

EEO Group Benchmark or Target 2002 2003 2004 2005 Women 100 98 102 101 102 Aboriginal people and Torres Strait Islanders 100 95 98 100 100 People whose first language was not English 100 96 97 98 97 People with a disability 100 105 102 104 103 People with a disability requiring work-related adjustment 100 104 104 103 105 Notes: 1. Staff numbers are as at 30 June. 2. Excludes casual staff 3. A Distribution Index of 100 indicates that the centre of the distribution of the EEO group across salary levels is equivalent to that of other staff. Values less than 100 mean that the EEO group tends to be more concentrated at lower salary levels than is the case for other staff. The more pronounced this tendency is, the lower the index will be. In some cases the index may be more than 100, indicating that the EEO group is less concentrated at lower salary levels. The Distribution Index is automatically calculated by the software provided by ODEOPE.

4. The Distribution Index is not calculated where EEO group or non-EEO group numbers are less than 20. 136 DEPARTMENT OF Corrective Services

appendix 029 OVERSEAS VISITS

OFFICERS PERIOD DAYS COUNTRIES/ CITIES PURPOSE $ COST SOURCE OF VISITED FUNDS Gerry Schipp 3-Oct-2004 6 Singapore To attend 24th Asian and Pacific 3,115 Recurrent Executive Director- F&AMD 8-Oct-2004 Conference of Correctional Allocation Administrators Rhonda Booby 24-Oct-2004 6 Beijing, China To attend International Corrections 3,094 Recurrent Director, Offender Services and 29-Oct-2004 and Prisons Association Annual Allocation Programs Conference ( ICPA ) Ken Middlebrook 22-Aug-2004 20 Singapore; Israel; To examine electronic devices and 13,168 Recurrent Chief Superintendent, Office of 10-Sep-2004 France; United the electronic tagging systems in Allocation the Commissioner Kingdom; Canada; the United Kingdom; New Zealand To observe and study how other countries manage and prevent the illicit use of mobile telephones Reverend Rod Moore 17-Aug-2005 8 Cornwall, Ontario To attend the 5th International 2,968 Recurrent Chaplaincy Co-ordinator 24-Aug-2005 Canada Prison Chaplain’s Conference Allocation Michael Bazaley 21-May-2005 21 Vancouver, Canada; To study the assessment of risk 3,000 Recurrent Psychologist, Long Bay 10-Jun-2005 Dublin, Ireland; within the Forensic Psychiatric Allocation Hospital London, England population. Total 25,345

Appendix 030 Senior executive staff at 30 June

Level 2001 2002 2003 2004 2005 Male Female Male Female Male Female Male Female Male Female 7 (CEO) 1 1 1 1 1 6 5 1 1 1 1 1 4 1 2 1 2 3 1 5 1 5 1 3 2 1 3 1 7 2 7 1 7 1 2 7 6 4 1 3 1 3 1 1 3 3 15 3 15 3 16 4 17 3 17 3 18 18 20 20 20 DEPARTMENT OF Corrective Services 137

appendix 031 National Correctional Indicators outcomes

Prisons (Including Periodic Detention) • Requiring extended periods of ongoing medical treatment, or COST PER PRISONER/DAY $ • All acts of sexual assault. Definition: Assault: an act of physical violence committed Cost per prisoner/day, OPEN + PD 160.97 by a prisoner against another prisoner or staff member resulting in a physical injury which may or may not require Cost per prisoner/day, SECURE 186.84 short term medical intervention of a non hospitalised Cost per prisoner/day, ALL PRISONS 174.46 nature. Please note that 2000/2001 figures were amended. Definition: The daily cost of managing a prisoner. This indicator is calculated as follows– divide recurrent expenditure less payroll tax, consolidated funds and DEATHS - Rate/100 prisoners receipts and capital asset charges and other associated expenses by the number of prisoner days multiplied by Apparent unnatural death rate, ATSI 0.17 100. The counting rule was revised/amended in 2001-2002. The Apparent unnatural death rate, non-ATSI 0.07 data previously collected in OD308 (depreciation, capital Apparent unnatural death rate, ALL PRISONS 0.09 asset charges, debt serving fees and other associated expenses) is now reported in OD4 Capital Costs. The Definition: the death wherever occurring (including formula for calculating the cost per prisoner per day has hospital) of a person in prison custody: been amended accordingly. • Whose death is caused or contributed to by traumatic injuries sustained, or by lack of proper care whilst in Prisons only: such custody, or • Who dies or is fatally injured in the process of: PRISON UTILISATION - DESIGN capacity • Prison officers attempting to detain that person, • That person escaping or attempting to escape from Prison (design) utilisation, OPEN 110.4% prison custody. Prison (design) utilisation, SECURE 100.7% Prison (design) utilisation, ALL PRISONS 104.8% ESCAPES (ABSCONDS) - Rate/100 prisoners Definition: Is the extent to which prison capacity is Escape rate from Open level of security 0.58 meeting the demand for prison accommodation. The calculation includes the Bolwarra Transitional Centre, Escape rate from Secure level of security 0.06 Parramatta Transitional Centre and 24 hour court cell accommodation. Definition: A person who has escaped or absconded from Please note that 2000/2001 figures were amended. Corrective Services custody (including under contract). Please note that 1999/2000 figures were amended.

ASSAULT - Rate/100 prisoners TIME OUT OF CELLS Serious assault rate, prisoners on prisoners 0.75 Average daily time out of cell OPEN 11.10 hours Assault rate, prisoners on prisoners 11.88 Average daily time out of cell SECURE 8.66 hours Serious assault rate, prisoners on staff 0.00 Average daily time out of cell TOTAL 9.81 hours Assault rate, prisoners on staff 1.13 Definition: Out of cell hours is the time during which Definition: Serious assault: an act of physical violence prisoners are not confined to cells, averaged over all days committed by a prisoner against another prisoner or staff of the year. Irregular lockdowns were included in the member resulting in actual bodily harm including: calculation of this descriptor. • Requiring medical treatment and assessment by a medical officer resulting in overnight hospitalisation in a medical facility (e.g., prison clinic, infirmary, hospital or a public hospital), 138 DEPARTMENT OF Corrective Services

appendix 031 National Correctional Indicators outcomes (cont)

EMPLOYMENT- Rate % In 2002-2003 the following categories of inmates were excluded from the denominator: Prisoners employment rate in COMMERCIAL industries 35.07 • Prisoners whose situation may exclude their participation in education programs, Prisoners employment rate in SERVICE industries 35.28 • Centres where the policy is not to provide education Prisoners employment rate on WORK RELEASE 1.43 programs or where education programs are not available (i.e., remand centres, 24-hour court cells), Total prisoners employment rate 71.78 • Remandees for whom access to education is not available; Definition: The number of prisoners actively employed as a • Hospital patients who are medically unable to proportion of those eligible to participate in employment. participate; In 2002-2003 the following categories of inmates were • Fine defaulters who are incarcerated for only a few days excluded: at a time; Prisoners undertaking full-time education, and • Sub-groups of the above categories. Prisoners whose situation may exclude their participation in work programs, for example: Periodic Detention only • Centres where the policy is not to provide work or where work is not available (i.e. remand centres, 24- ASSAULT - Rate/100 prisoners hour court cells); • Remandees who choose not to work,; Serious Assault PD on PD 0.0 • Hospital patients or aged prisoners who are unable to work; Assault PD on PD 0.76 • Prisoners whose protection status prohibits access to Serious Assault PD on staff 0.00 work; • Fine defaulters (who are only incarcerated for a few Assault PD on staff 0.00 days at a time); • Sub-groups of the above categories. The revised definition for assaults outlined above applies The inmates in the inclusion category were subtracted to this indicator. from the daily average prisoner population and this revised figure was then used in the calculation of the indicator. ESCAPES (ABSCONDS) - Rate/100 prisoners

Total escape/abscond rate from periodic detention 0.00 EDUCATION – Rate % The definition for escapes (absconds) outlined above % of prisoners enrolled in Pre-certificate Level 1 3.36 applies to this indicator. % of prisoners enrolled in AQF Secondary Schools Sector 17.94 % of prisoners enrolled in AQF Vocational Education and 27.96 DEATHS - Rate/100 prisoners Training Sector Apparent unnatural death ATSI 0.00 % of prisoners enrolled in AQF Higher Education Sector 1.49 Apparent unnatural death non-ATSI 0.00 % of TOTAL prisoner enrolments [count each prisoner 37.33 Apparent unnatural death TOTAL 0.00 once only] Definition: the death wherever occurring (including Definition: The number of prisoners actively participating hospital) of a person in prison custody: in education programs as a proportion of those who are • Whose death is caused or contributed to by traumatic eligible for educational opportunities. injuries sustained, or by lack of proper care whilst in such custody, or • Who dies or is fatally injured in the process of: • Prison officers attempting to detain that person, • That person escaping or attempting to escape from prison custody. DEPARTMENT OF Corrective Services 139

appendix 031 National Correctional Indicators outcomes (cont)

EMPLOYMENT – Rate % Community Corrections

Detainees employment rate in service industries 32.36 PROPORTION OF ORDERS SUCCESSFULLY COMPLETED %

Detainees employment rate in community work 45.89 Restricted Movements SUCCESSFULLY completed 79 Total detainees employment rate 78.26 Reparations SUCCESSFULLY completed 76 Definition: The proportion of periodic detainees actively Supervisions (compliance) SUCCESSFULLY completed 84 employed. Please note that 2000/01 figures were amended. TOTAL orders SUCCESSFULLY completed 82

USEABLE PERIODIC DETENTION CAPACITY Definition: The proportion of community orders successfully completed within the counting period. PD utilisation (%) 65.52 COST PER OFFENDER/DAY $10.73 Definition: The extent to which periodic detention The definition for cost per offender/day outlined above capacity is meeting the demand for periodic detention applies to this indicator. accommodation. In NSW the calculation of this indicator is based on the number of Stage I detainees attending. OFFENDER TO TOTAL STAFF (%) 21.82 Definition: The level of staff supervision based on the number of staff employed and the average number of offenders. appendix 032 Grants Made To Organisations Which Assist Inmates, Ex Inmates And Their Families (Community Funding Program)

Organisation 2004/05 Funding (ex GST) Bundjalung Tribal Society Ltd. (Namatrjira Haven) $242,555 CRC Justice Support $570,613 Glebe House Ltd. $164,688 Guthrie House Co-operative Ltd. (NSW) $285,799 Judge Rainbow Lodge Memorial Fund Inc. $360,252 Link-Up (NSW) Aboriginal Corp. $70,000 New Horizons Enterprises Ltd $106,300 Prisoners’ Aid Association of NSW Inc. $269,161 SHINE for Kids Co-op Ltd (NSW) $422,551 (formerly known as Children of Prisoners’ Support Group) Yulawirri Nurai Indigenous Association Inc. $68,081 TOTAL $2,560,000 140 DEPARTMENT OF Corrective Services

appendix 033 ethnic affairs priorities statement

An Ethnic Affairs Priorities Statement (or EAPS as it is 3) Develop, improve and maintain practices which commonly known) is a planning document, which guides meet the needs of offenders from culturally and how an individual government agency will address the linguistically diverse backgrounds, within Community needs of a culturally diverse society. Offender Services The Vietnamese Offenders Drug and Alcohol Program Through negotiation with the Community Relations continues to operate at the Fairfield Probation and Commission it was agreed that the Department of Parole Service District Office. Three programs for an Corrective Services’ Ethnic Affairs Priorities Statement average of fourteen participants are conducted each 2001/2002 remain the EAPS for the last year, pending year. Attendance involves eleven two hour sessions per the introduction of a new EAPS, to be called the Plan For week. Completion rates remain high, and there is ongoing Cultural Inclusion 2004 - 2007. liaison and consultation with the Vietnamese community in the area. The Plan For Cultural Inclusion 2004 - 2007 was adopted in November 2004, and is built around seven objectives. 4) Improve the skills and professionalism of staff and Those objectives are described below with a summary of managers working with offenders from culturally and initial strategies implemented to address the objectives of linguistically diverse backgrounds and their families the Plan. • Primary training for all staff includes a session covering multicultural issues. 1) Reduce re-offending by offenders from culturally • The Safe Custody Course includes a session covering and linguistically diverse backgrounds multicultural issues – this training is mandatory for • The Mt Druitt Probation and Parole Service has piloted staff involved in court cell and escort duties, initial cell and commenced evaluation of a program for parolees placement decision making, and is open to any other of Pacific background. This was funded and operates in staff interested in attending. partnership with the Mt Druitt Community Solutions & • A three day Cultural Awareness Training course is Crime Prevention Strategy. available for any interested staff. • This initiative targets offenders who are at medium • Throughout the year resource material has been low to high risk of re-offending with an offence history disseminated to staff via e-mail and departmental of violence, substance abuse, gambling, repeated intranet. unlicensed driving, drink driving and stealing. • Several groups have completed the groupwork-based 5) Language assistance services are accessed and program. Anecdotal reports have been very favourable, professionally utilized in all circumstances where and formal evaluation is now taking place. It is required anticipated that the final report will be completed by • Language assistance systems were substantially February 2006. modified. This has resulted in more readily accessible services, and faster handling of invoices. The revised 2) Reduce the additional negative impact of procedures are clearly described in the procedures incarceration where this is a consequence of inmates manual and were publicised. coming from culturally and linguistically diverse • Translation of signage and resources continues as need backgrounds has been identified. • The departmental Calendar of Religious and Cultural • Staff have been trained concerning when interpreter Events is the basis for celebration and observance use is mandatory. $92,223 spent on interpreter across correctional centres. The 2005 calendar includes use – and 79% increase on 2003-2004 expenditure thirty events. ($51,557). As the charge for accessing services from a • Arrangements are in place to meet some of the dietary major provider was discounted during the year, this needs of inmates for whom religious background reflects a real increase in service usage. Correctional require particular diets. centres report use of language services in a range of • HIV/ Hep C prevention initiatives for Vietnamese contexts where this previously did not occur – e.g. in inmates have continued, in collaboration with the Case Management Team meetings and for offender South West Area Health Service and the broader programs and training. Vietnamese community. • The use of induction videos in a range of community 6) That the Department’s Plan for Cultural Inclusion languages continues in centres where the Reception for multiculturalism is aligned with the corporate Screening and Induction Program takes place. planning process The Plan for Cultural Inclusion 2004-2007 was introduced to correspond with the Department’s Corporate Plan. DEPARTMENT OF Corrective Services 141

appendix 033 ethnic affairs priorities statement (cont)

Planning allows for coverage of custodial and community EAPS Standards Framework Reporting operations, staff, offender and general public issues, criminogenic and other needs of offenders. The EAPS Standards Framework is a set of criteria against which NSW government agencies report on their EAPS 7) Develop and implement mechanisms for the activity in five key organisational areas: collection and analysis of data, research and • planning and evaluation; evaluation to further identify the needs of offenders • program and service delivery; from culturally and linguistically diverse backgrounds • staffing; With the roll out of the Department’s new electronic • communication; and case management capability, increased data will • funded services. become available describing the numbers of inmates An EAPS Standards Framework Report was submitted to from culturally and linguistically diverse backgrounds. the Community Relations Commission at the end of 2003, This information will assist the Department in targeting reporting on the Department’s performance over the resources, eg the translation and publication of previous two years. CRC accepted the self assessment, and departmental documents and identifying appropriate staff acknowledged that progress was evident across all five for the Community Languages Allowance Scheme. activity areas within the Standards Framework.

The Department submits an EAPS Standards Framework Report every two years, and will therefore next report on 2003 – 2005. This report will be submitted to the Community Relations Commission at the end of 2005. appendix 034 PAYMENT PERFORMANCE INDICATORS Aged analysis at the end of each quarter Current (i.e. Less than 30 days Between 30 and Between 60 and more than 90 days within due date) overdue $,000 60 days overdue 90 days overdue overdue $,000 Quarter $,000 $,000 $,000 September Quarter 2,597 350 16 5 8 December Quarter 6,239 444 18 0 12 March Quarter 2,809 645 11 4 26 June Quarter 12,996 193 15 12 5

Accounts paid on time within each quarter Quarter Total Accounts Paid on Time Total Amount Paid $,000 Target % Actual % $,000 September Quarter 80% 85.2% 77,102 90,539 December Quarter 80% 78.5% 49,472 62,994 March Quarter 80% 79.0% 49,248 62,333 June Quarter 80% 79.9% 78,225 97,891

There were no instances where interest was paid on overdue creditor payments. 142 DEPARTMENT OF Corrective Services

appendix 035 persons under detention in each correctional centre; 27 june 2004 and 26june 2006

Correctional Centre Population At 27 June 2004 Population At 26 June 2005 Remand 1 Sentenced Total Remand1 Sentenced Total Male Female Male Female Male Female Male Female Full-time Custody 2 1772 179 6247 414 8612 1822 190 6560 438 9010 Correctional Centres 3 1701 162 6243 413 8519 1778 186 6553 411 8928 Bathurst 65 - 376 - 441 78 2 360 1 441 Main (Medium) 65 - 243 - 308 78 2 227 1 308 X Wing (Minimum) - - 133 - 133 - - 133 - 133 Berrima (Female) - - - 74 74 - - - 60 60 Non-work Release - - - 72 72 - - - 60 60 Work Release - - - 2 2 - - - - - Brewarrina (Yetta Dhinnakkal) - - 46 - 46 - - 47 - 47 Broken Hill 14 - 86 1 101 10 - 85 4 100 Main (Medium) 14 - 30 - 44 10 - 23 - 33 X-wing (Minimum) - - - 1 1 - 1 13 4 18 Ivanhoe (Warakirri) - - 56 - 56 - - 49 - 49 Cessnock 51 - 388 - 439 71 - 368 - 439 Maximum 51 - 51 - 102 71 - 38 - 109 Minimum - - 337 - 337 - - 330 - 330 Cooma - - 139 - 139 - - 130 - 130 Dillwynia (Female) 4 ------72 - 94 166 Emu Plains (Female) - 28 - 185 213 - 21 - 130 151 Non-work Release - 28 - 183 211 - 21 - 130 151 Work Release - - - 2 2 - - - - - Glen Innes - - 112 - 112 - - 123 - 123 Goulburn 35 - 509 - 544 31 - 510 - 541 Main (Maximum) 35 - 395 - 430 31 - 392 - 423 X Wing (Minimum) - - 114 - 114 - - 118 - 118 Grafton 47 8 198 11 264 40 4 207 13 264 Main (Medium) 47 - 88 - 135 40 - 97 - 137 C Unit (Minimum) - - 110 - 110 - - 110 - 110 June Baker Unit (Minimum) - 8 - 11 19 - 4 - 13 17 John Morony - - 522 - 522 - - 512 - 512 John Morony (Medium) - - 234 - 234 - - 228 - 228 DEPARTMENT OF Corrective Services 143

appendix 035 persons under detention in each correctional centre; 27 june 2004 and 26 june 2006 (cont)

Correctional Centre Population At 27 June 2004 Population At 26 June 2005 Remand 1 Sentenced Total Remand1 Sentenced Total Male Female Male Female Male Female Male Female John Morony II (Medium) - - 288 - 288 - - 284 - 284 Non-work Release - - 268 - 268 - - 261 - 261 Work Release - - 20 - 20 - - 23 - 23 Junee 67 - 682 1 750 39 - 683 2 724 Medium 67 - 544 1 612 39 - 543 2 584 Minimum - - 138 - 138 - - 140 - 140 Kariong Juvenile 5 - - - - - 11 - 28 - 39 Kirkconnell - - 209 - 209 - - 210 - 210 Lithgow 2 - 328 - 330 2 - 331 - 333 Long Bay Correctional Complex 229 1 990 9 1229 147 1 951 10 1109 Long Bay Hospital (Area 1) 6 119 1 289 8 417 121 1 306 8 436 Medical Ward - - 30 - 30 - - 30 - 30 Psychiatric Unit 6 1 66 7 80 5 1 68 8 82 Area 26 113 - 188 - 301 115 - 205 - 320 Hospital Annexes 7 - - 5 1 6 1 - 3 - 4 Metro. Special Programs Centre 87 - 673 - 760 10 - 606 - 616 Acute Crisis Management 4 - 4 - 8 2 - 6 - 8 Additional Support Unit - - 8 - 8 - - 8 - 8 Assessment Unit 6 - 57 - 63 4 - 54 - 58 Area 7 8 1 - 124 - 125 - - 127 - 127 Kevin Waller Unit 6 - 6 - 12 3 - 8 - 11 Ngara Nura Program - - 17 - 17 - - 16 - 16 Sex Offenders Unit - - 353 - 353 - - 362 - 362 Transit Unit 9 70 - 78 - 148 - - - - - Violence Offender Therapeutic Program - - 26 - 26 1 - 25 - 26 Special Purpose Centre 23 - 33 1 57 16 - 39 2 57 Special Purpose Centre 17 - 31 1 49 11 - 36 2 49 Developmentally Delayed Unit 6 - 2 - 8 5 - 3 - 8 Mannus - - 163 - 163 - - 160 - 160 Metropolitan Remand & Reception 602 - 290 - 892 587 - 257 - 844 Mid-north Coast 10 - - - - - 52 13 370 27 462 144 DEPARTMENT OF Corrective Services

appendix 035 persons under detention in each correctional centre; 27 june 2004 and 26 june 2006 (cont)

Correctional Centre Population At 27 June 2004 Population At 26 June 2005 Remand 1 Sentenced Total Remand1 Sentenced Total Male Female Male Female Male Female Male Female Maximum - - - - - 52 - 296 - 348 Minimum ------13 74 27 114 Mulawa - 125 - 132 257 - 72 - 70 142 Oberon - - 120 - 120 - - 128 - 128 Parklea 280 - 164 - 444 431 - 205 - 636 Maximum 280 - 82 - 362 431 - 121 - 552 Minimum - - 82 - 82 - - 84 - 84 Non- Work Release - - 74 - 74 - - 82 - 82 Work Release - - 8 - 8 - - 2 - 2 Parramatta 279 - 256 - 535 254 - 226 - 480 St Heliers - - 255 - 255 - - 254 - 254 Silverwater - - 348 - 348 - - 350 - 350 Non-work Release - - 295 - 295 - - 287 - 287 Work Release - - 53 - 53 - - 63 - 63 Tamworth 30 - 57 - 87 25 - 58 - 83 Medium 30 - 28 - 58 25 - 28 - 53 Minimum - - 29 - 29 - - 30 - 30 Court Complexes 11 71 4 17 1 93 44 4 7 - 55 24 Hour Court Complexes 70 4 17 1 92 38 3 7 - 48 Other Courts 1 - - - 1 6 1 - - 7 Transitional Centres 12 - - - 30 30 - - - 27 27 Bolwara House Transitional Centre - - - 11 11 - - - 11 11 Parramatta Transitional Centre - - - 19 19 - - - 16 16 Periodic Detention Centres 13 - - 696 59 755 - - 819 73 892 Administration - - 18 - 18 - - 14 - 14 Bathurst - - 21 4 25 - - 18 5 23 Campbelltown - - 74 - 74 - - 73 - 73 Grafton - - 26 - 26 - - 27 - 27 Mannus - - 17 - 17 - - 14 2 16 Norma Parker - - - 25 25 - - - 28 28 Norma Parker Mid-week - - - 16 16 - - - 17 17 DEPARTMENT OF Corrective Services 145

appendix 035 persons under detention in each correctional centre; 27 june 2004 and 26 june 2006 (cont)

Correctional Centre Population At 27 June 2004 Population At 26 June 2005 Remand 1 Sentenced Total Remand1 Sentenced Total Male Female Male Female Male Female Male Female Parklea - - 91 - 91 - - 97 - 97 Silverwater Weekend (Stage1) - - 148 - 148 - - 169 - 169 Silverwater Mid-week (Stage1) - - 64 - 64 - - 128 - 128 Silverwater (Stage 2) - - 67 - 67 - - 69 - 69 Tamworth - - 19 - 19 - - 12 - 12 Tomago - - 105 8 113 - - 115 12 127 Wollongong - - 46 6 52 - - 83 9 92 Total (All Offenders) 14 1772 179 6943 503 9397 1822 190 7379 511 9902 1. Includes inmates held on remand and those held beyond the expiry of any sentence pending deportation. In this publication, appellants are included under sentenced inmates. 2. Full-time custody includes inmates held in gazetted correctional centres, transitional centres and court complexes operated by the Department of Corrective Services. Inmates temporarily absent from a correctional centre are also included. Separate totals for transitional centres and court complexes are also presented in this table. 3. Includes gazetted correctional centres only. 4. The first inmates at Dillwynia Correctional Centre (Berkshire Park) were received on 18 october 2004. 5. The Department of Corrective Services took management of the Kariong Juvenile Justice Centre on 10 december 2004. On 20 December 2004 the centre was gazetted as Kariong Juvenile Correctional Centre. 6. During 2004/05 Long Bay Hospital was renamed Long Bay Hospital - Area 1 and the Metropolitan Medical Transient Centre was renamed Long Bay Hospital - Area 2. Both these areas remained gazetted as Long Bay Hospital Correctional Centre. 7. Includes annexe at Prince of Wales Hospital (Secure Unit). 8. The Industrial Training Unit of the Metropolitan Special Programs Centre is now referred to as Area 7. 9. The transit unit of the Metropolitan Special Programs Centre closed on 5 september 2004. 10. The first inmates at Mid-North Coast Correctional Centre (Kempsey) were received on 15 july 2004. 11. The Department currently manages 15 court cell complexes in nsw which operate on a 24 hour basis. The number of inmates held in these complexes varies widely during the week. Inmates temporarily absent from a correctional centre who were held overnight in a court complex are recorded against the correctional centre from which they are absent rather than against the court complex. Figures include police custody detainees. Other courts include courts that operate during normal business hours only and therefore do not hold persons overnight. Persons shown here are those received and discharged on the same day under the management of departmental staff. Court cells are not gazetted correctional centres and therefore these inmates are not included in the totals for gazetted correctional centres but are included in the totals for full-time custody. These figures have not been collated or presented in previous years. 12. Transitional centres house inmates temporarily released under s26(1) of the Crimes (Administration of Sentences) Act 1999. Transitional centres are not gazetted as correctional centres and therefore these inmates are not included in the totals for gazetted correctional centres but are included in the totals for full-time custody. 13. Broken Hill Periodic Detention Centre closed in January 2004. 14. Total offenders includes inmates held in full-time custody and periodic detention centre detainees. 146 DEPARTMENT OF Corrective Services

appendix 036 Annual trends in the inmate population; 2000/01 -2004/05

Financial year Daily average 1 % Change in Lowest weekly Highest weekly Difference between average from last state 2 state 3 lowest and year highest weekly state

No. % of average

2000/01 7531 3.0% 7331 7825 494 6.6% 2001/02 7788 3.4% 7503 7940 437 5.6% 2002/03 7983 2.5% 7812 8171 359 4.5% 2003/04 8367 4.8% 8038 8669 631 7.5% 2004/05 8927 6.7% 8631 9160 529 5.9% 1. Includes correctional centres, transitional centres and court cells (24 hour and other). 2. Taken at midnight each Sunday, excluding periodic detainees. appendix 037 Number of inmates in NSW custody1 as at 30 June by Aboriginality 2; 1992 to 2004

Year ending 30 June Full-time custody Periodic detention Total Non-Aboriginal/TSI Aboriginal/TSI Non-Aboriginal/TSI Aboriginal/TSI M F M F M F M F 1992 5331 287 567 43 1157 62 32 6 7485 1993 5440 265 647 40 1145 53 38 4 7632 1994 5383 261 717 59 1155 85 47 4 7711 1995 5297 268 773 46 1212 84 58 11 7749 1996 5126 272 803 66 1249 92 75 8 7691 1997 5206 293 851 61 1336 112 83 15 7957 1998 5214 275 903 83 1134 97 91 13 7810 1999 5723 337 1076 106 962 103 69 6 8382 2000 5808 356 1068 98 1024 96 71 11 8532 2001 6106 385 1114 130 892 70 75 8 8780 2002 6065 386 1277 148 745 60 70 8 8759 2003 6170 355 1339 145 676 52 48 11 8796 2004 6573 419 1360 146 640 55 43 4 9240 Source: NSW Inmate Census 1. Excludes transitional centres and court complexes. 2. Aboriginality as self reported at reception into custody. Inmates whose Aboriginality was shown as “Unknown” in the Census are counted as non-Aboriginal/TSI. DEPARTMENT OF Corrective Services 147

appendix 038 Legal status of inmates1 held as at 30 June 2004 by Aboriginality2 and gender

Legal Status Aboriginal/Torres Strait Non-Aboriginal/ Torres Aboriginality Unknown Total Islander Strait Islander Male Female Male Female Male Female Male Female Sentenced, no appeal current Full-time sentence 992 94 4595 255 23 3 5610 352 Forensic patient 14 7 94 10 1 - 109 17 Fine Default - - - - 1 - 1 - Periodic Detention 43 4 631 55 9 - 683 59 Sub-total Sentenced 1049 105 5320 320 34 3 6403 428 Appellant 73 13 461 31 4 - 538 44 Remand/Trial 281 32 1321 112 69 8 1671 152 Awaiting Sentence ------Awaiting Deportation - - 3 - - - 3 - Awaiting Extradition - - 1 - - - 1 - Civil Prisoner ------Total 1403 150 7106 463 107 11 8616 624 1. Includes inmates held in gazetted correctional centres and periodic detention centres. Excludes inmates held in transitional centres and court complexes. 2. Aboriginality as self reported on reception into custody. The method for determining Aboriginality changed in 2002/03. Previously, the Aboriginality status current at the time of the Census was recorded. Under new counting rules, an offender is recorded as being Aboriginal or Torres Strait Islander where any current or past records reported the offender as being Aboriginal/Torres Strait Islander.

appendix 039 Commissioner’s statement of responsibility

The Commissioner and members of the Board of Management acknowledge responsibility for achievement of the Department’s objectives. Associated controls and processes have been implemented and followed, in conjunction with the Internal Audit Review Programs, to facilitate achievement of these objectives.

To the best of my knowledge, this system of internal control has operated satisfactorily during the year.

RON WOODHAM Commissioner 148 DEPARTMENT OF Corrective Services

appendix 040 GOVERNMENT CONTRIBUTIONS TO DEPARTMENTAL EXPENDITURE

2000/01 2001/02 2002/03 2003/04 2004/05 $’000 $’000 $’000 $’000 $’000

Recurrent 442,084 465,742 501,923 547,403 602,270 Capital 62,069 75,316 120,008 80,242 71,500 Acceptance By The Crown 38,887 37,232 55,273 49,428 58,483

appendix 041 Escapes by security level breached; 2004/05

Institutional security breached Incidents Escapees Number at large 1/7/2005 Number of inmates % FULL-TIME CUSTODY From within maximum security institution - - - - From within medium security institution - - - - From within minimum security institution 16 24 75.0 4 Area adjacent to a maximum or medium security - - - - Escorted-other (e.g. hospital) 3 3 9.4 - Escorted external work party 1 1 3.1 - Escorted external sport/education - - - - Day/Weekend leave - - - - Unescorted education programs - - - - Work release program 2 2 6.3 - Other unescorted authorised absence - - - - Court Complex 2 2 6.3 - Transport (including transfers) - - - - Sub-total full-time custody 24 32 100.0 4 PERIODIC DETENTION - - - - TOTAL 24 32 100.0 4 DEPARTMENT OF Corrective Services 149

appendix 042 ADDRESSES: COMMUNITY OFFENDER SERVICES

Albury District Office Bathurst District Office City District Office 556 David Street The Mews Ground Floor ALBURY. 2640 Ground Floor, 108 William Street 13-15 Wentworth Avenue P.O. Box 809 BATHURST. 2795 DARLINGHURST. 2010 Telephone (02) 6041 2933 P.O. Box 143 P.O. Box 370, Darlinghurst, 1300 Fax: (02) 6041 1353 Telephone (02) 6332 2737 Telephone (02) 9265 7500 Fax (02) 6332 2782 Fax (02) 9264 2576 Bourke District Office 22 Richard Street Campbelltown District Office Forbes District Office BOURKE. 2840 Level 7, 138 Queen Street 137 Lachlan Street P.O. Box 91 CAMPBELLTOWN. 2560 FORBES. 2871 Telephone (02) 6872 2455 P.O. Box 332 P.O. Box 390 Fax (02) 6872 2592 Telephone (02) 4625 9922 Telephone (02) 6852 2219 Fax (02) 4625 3052 Fax (02) 6851 1434 Armidale District Office State Government Office Block Bega District Office Coffs Harbour District Office Cnr Dumaresq and Faulkner Streets Suite 9, 1st Floor 60 Moonee Street, ARMIDALE. 2350 106 Auckland Street COFFS HARBOUR. 2450 P.O. Box 633 BEGA. 2550 P.O. Box 24 Telephone (02) 6772 2073 P.O. Box 267 Telephone (02) 6652 6933 Fax (02) 6771 2107 Telephone (02) 6492 3144 Fax (02) 6652 1123 Fax (02) 6492 4286 Bowral District Office Glen Innes District Office Suites 1 & 2, 2a Walker Street Casino District Office 233 Ferguson Street BOWRAL. 2576 Shop 2, 121 Barker Street GLEN INNES. 2370 P.O. Box 477 CASINO. 2470 P.O. Box 468 Telephone (02) 4861 3777 P.O. Box 667 Telephone (02) 6732 2644 Fax (02) 4862 2102 Telephone (02) 6662 4311 Fax (02) 6732 4532 Fax (02) 6662 6979 Bankstown District Office Cooma District Office Level 2 (1st Floor) Blacktown District Office NSW Government Office Block 47 Rickard Street 9 Second Avenue 39 Bombala Street BANKSTOWN. 2200 BLACKTOWN. 2148 COOMA. 2630 P.O. Box 3097 P.O. Box 473 P.O. Box 708 Bankstown Square 2200 Telephone (02) 9671 4266 Telephone (02) 6452 1903 Telephone (02) 9707 2144 Fax (02) 9831 7189 Fax (02) 6452 5481 Fax (02) 9707 2521 Cessnock Parole Unit Gosford District Office Broken Hill District Office Cessnock Correctional Centre 1st Floor, 125 Donnison Street Probation & Parole Service Off Lindsay Street GOSFORD. 2250 32 Sulphide Street CESSNOCK. 2325 P.O. Box 1024, Gosford BROKEN HILL. 2880 P.O. Box 173 Telephone (02) 4324 3744 P.O. Box 698 Telephone (02) 4991 1702 Fax (02) 4323 2913 Telephone (08) 8087 9155 Fax (02) 4990 2315 Fax (08) 8087 1062 Coonamble District Office Chatswood District Office 22 Castlereagh Street Batemans Bay District Office 1st Floor, 2 Help Street COONAMBLE. 2829 Suite 21, Citi Centre CHATSWOOD. 2067 P.O. Box 56 10 Orient Street P.O. Box 5372, Telephone (02) 6822 1988 BATEMANS BAY. 2536 Chatswood West 2057 Fax (02) 6822 1163 P.O. Box 331 Telephone (02) 9413 1822 Telephone (02) 4472 3987 Fax (02) 9413 4746 Goulburn District Office Fax (02) 4472 8452 1st Floor, Newo House Fairfield District Office 23-25 Montague Street Burwood District Office 2nd Floor, 119 The Crescent GOULBURN. 2580 Level 1, 27-29 Burwood Road FAIRFIELD. 2165 P.O. Box 481 BURWOOD. 2134 P.O. Box 372, Fairfield 1860 Telephone (02) 4821 5800 P.O. Box 118 Telephone (02) 9728 0111 Fax (02) 4821 5746 Telephone (02) 9745 2211 Fax (02) 9754 1287 Fax (02) 9745 3494 150 DEPARTMENT OF Corrective Services

appendix 042 ADDRESSES: COMMUNITY OFFENDER SERVICES (cont)

Dee Why District Office Inverell District Office Lake Macquarie District Office 1st Floor, Pittwater Place NSW Government Offices 2nd Floor, 7-9 Kelton Street 651-653 Pittwater Road 127 Otho Street CARDIFF. 2285 DEE WHY. 2099 INVERELL. 2360 P.O. Box 325 P.O. Box 44, Brookvale. 2100 P.O. Box 555 Telephone (02) 4956 5533 Telephone (02) 9982 7266 Telephone (02) 6721 0309 Fax (02) 4956 6701 Fax (02) 9971 4359 Fax (02) 6722 5890 Murwillumbah District Office Grafton District Office Long Bay Parole Unit NSW Government Office Block NSW Government Offices Long Bay Correctional Complex 135 Murwillumbah Street 49-51 Victoria Street Anzac Parade MURWILLUMBAH. 2484 GRAFTON. 2460 MATRAVILLE. 2036 P.O. Box 258 P.O. Box 479 P.O. Box 13 Telephone (02) 6672 5499 Telephone (02) 6643 2585 Telephone (02) 9289 2172 Fax (02) 6672 5926 Fax (02) 6643 2674 Fax (02) 9289 2169 Lismore District Office Deniliquin District Office Junee Parole Unit Suite 14B, Conway Plaza Suite 2, 286 George Street Junee Correctional Centre 21 Conway Street DENILIQUIN. 2710 Park Lane LISMORE. 2480 P.O. Box 967 JUNEE. 2663 P.O. Box 1090 Telephone (03) 5881 4408 P.O. Box 197 Telephone (02) 6622 1277 Fax (03) 5881 5325 Telephone (02) 6930 5563 Fax (02) 6622 0339 Fax (02) 6924 3729 Griffith District Office Muswellbrook District Office NSW Government Offices Maitland District Office Level 3, 160 Bridge Street 104-110 Banna Avenue 32 St Andrews Street MUSWELLBROOK. 2333 GRIFFITH. 2680 MAITLAND. 2320 P.O. Box 340 P.O. Box 2322 P.O. Box 227 Telephone (02) 6543 2255 Telephone (02) 6964 2242 Telephone (02) 4933 4333 Fax (02) 6543 2868 Fax (02) 6964 2375 Fax (02) 4934 3106 Lithgow District Office Dubbo District Office Katoomba District Office 100 Main Street Unit 4, 34-36 Bultje Street 3 Civic Place LITHGOW. 2790 DUBBO. 2830 KATOOMBA. 2780 P.O. Box 349 P.O. Box 1831 P.O. Box 338 Telephone (02) 6352 1555 Telephone (02) 6882 9744 Telephone (02) 4782 2944 Fax (02) 6352 1940 Fax (02) 6884 4918 Fax (02) 4782 3802 Narrabri District Office Gunnedah District Office Moree District Office NSW Government Offices Government Office Building 25 Auburn Street 53 Maitland Street 35-37 Abbott Street MOREE. 2400 NARRABRI. 2390 GUNNEDAH. 2380 P.O. Box 809 P.O. Box 65 P.O. Box 579 Telephone (02) 6752 4088 Telephone (02) 6792 4457 Telephone (02) 6742 5220 Fax (02) 6752 3786 Fax (02) 6792 1963 Fax (02) 6742 4854 Kempsey District Office Newcastle District Office Hurstville District Office 26 Clyde Street 3rd Floor, Eagle Building Level 2, 2 Woodville Street KEMPSEY. 2440 25 Watt Street HURSTVILLE. 2220 P.O. Box 405 NEWCASTLE. 2300 P.O. Box 405 Telephone (02) 6562 7622 P.O. Box 439 Telephone (02) 9579 6200 Fax (02) 6563 1514 Telephone (02) 4929 3921 Fax (02) 9580 3374 Fax (02) 4929 4683 Mt. Druitt District Office Liverpool District Office Suites 5-7, 270 Beames Avenue Queanbeyan District Office 171 Bigge Street, MT. DRUITT. 2770 Suite 1, Level 1, LIVERPOOL. 2170 P.O. Box V21, Mt. Druitt Village 7-9 Morriset Street P.O. Box 3395, Westfield 2170 Telephone (02) 9625 7777 QUEANBEYAN. 2620 Telephone (02) 9602 2266 Fax (02) 9832 4615 P.O. Box 823 Fax (02) 9602 2600 Telephone (02) 6298 0000 Fax (02) 6297 4775 DEPARTMENT OF Corrective Services 151

appendix 042 ADDRESSES: COMMUNITY OFFENDER SERVICES (cont)

Newtown District Office Penrith District Office BANKSTOWN. 2200 93-99 King Street Suite 8, Ground Floor Telephone (02) 9707 2144 NEWTOWN. 2042 Danallam House Fax (02) 9707 2521 P.O. Box 223 311 High Street Telephone (02) 9550 4056 PENRITH. 2750 Mt. Druitt Fax (02) 9550 4068 P.O. Box 436, Penrith 2751 Unit 9/270 Beames Avenue Telephone (02) 4731 1511 MT. DRUITT. 2770 Silverwater Parole Unit Fax (02) 4721 1020 Telephone (02) 9832 9407 MRRC, Holker Street, Fax (02) 9832 4615 SILVERWATER. 2141 Tumut District Office Private Bag 144, 76 Capper Street Campbelltown Australian Business Centre TUMUT. 2720 Level 7, 138 Queen Street Telephone (02) 9289 5945 P.O. Box 488 CAMPBELLTOWN. 2560 Fax (02) 9289 5954 Telephone (02) 6947 4104 Telephone (02) 4625 9765 Fax (02) 6947 4116 Fax (02) 4625 3052 Nowra District Office Housing Commission Building Port Macquarie District Office Parramatta Level 1, 24 Berry Street 1st Floor, Marena House Level 1, Enterprise House NOWRA. 2451 17 Short Street 1 Fitzwilliam Street P.O. Box 694 PORT MACQUARIE. 2444 PARRAMATTA. 2150 Telephone (02) 4422 1599 P.O. Box 783 Telephone (02) 9685 2670 Fax (02) 4421 8186 Telephone (02) 6583 6677 Fax (02) 9685 2688 Fax (02) 6584 1917 Sutherland District Office City 9-15 East Parade Wagga Wagga District Office Ground Floor SUTHERLAND. 2232 NSW Government Offices 13-15 Wentworth Avenue P.O. Box 521 57 Gurwood Street DARLINGHURST. 2010 Telephone (02) 9521 3544 WAGGA WAGGA. 2650 Telephone (02) 9265 7535 Fax (02) 9545 3587 P.O. Box 791 Fax (02) 9264 2576 Telephone (02) 6921 2950 Orange District Office Fax (02) 6921 2862 Penrith NSW Government Offices Suite 8, Ground Floor, Danallam House CNR. Kite and Anson Streets Windsor District Office 311 High Street, ORANGE. 2800 1st Floor PENRITH. 2570 P.O. Box 53 494 George Street Telephone (02) 4731 1511 Telephone (02) 6361 4666 SOUTH WINDSOR. 2756 Fax (02) 4721 1020 Fax (02) 6362 0454 P.O. Box 625 Telephone (02) 4577 4250 Long Jetty Tamworth District Office Fax (02) 4577 4744 2nd floor 143 Marius Street 13-15 Thompson Street TAMWORTH. 2340 Young District Office LONG JETTY. 2261 P.O. Box 1013 3 Junction Street Telephone (02) 4333 1344 Telephone (02) 6766 7444 YOUNG. 2594 Fax (02) 4934 7905 Fax (02) 6766 7348 P.O. Box 611 Telephone (02) 6382 3599 Maitland Parramatta District Office Fax (02) 6382 4789 32 St. Andrews Street Level 1, Enterprise House MAITLAND. 2320 1 Fitzwilliam Street Wollongong District Office Telephone (02) 4933 8124 PARRAMATTA. 2150 Level 3, Fax (02) 4933 9401 P.O. Box 666, Parramatta 2124 111 Crown Street Telephone (02) 9685 2666 WOLLONGONG. 2500 Wollongong Fax (02) 9685 2600 P.O. Box 340, Wollongong East 2520 Level 3, Telephone (02) 4226 1928 111 Crown Street Taree District Office Fax (02) 4226 9567 WOLLONGONG. 2500 68 Wynter Street Telephone (02) 4226 8358 TAREE. 2430 Intensive Supervision Fax (02) 4226 8326 P.O. Box 92 Telephone (02) 6552 7599 Bankstown Fax (02) 6551 2648 Level 2 (First Floor) 41-45 Rickard Road 152 DEPARTMENT OF Corrective Services

APPENDIX 043 ADDRESSES: REGIONAL OFFICES & CORRECTIONAL CENTRES

Remand Facilities And Special Programs Berrima Correctional Centre Postal Address: Locked Bag 6 PENRITH Address: Long Bay Correctional Complex Address: Argyle Street Berrima 2577 NSW 2750 Anzac Parade Malabar 2036 Telephone: (02) 4860 2555 Telephone: (02) 9289 2705 Fax: (02) 4860 2509 Glen Innes Correctional Centre Fax: (02) 9289 2100 Postal Address: PO Box 250 BERRIMA NSW Address: Gwydir Highway Glen Innes 2370 Postal Address: PO Box 13, MATRAVILLE 2577 Telephone: (02) 6733 5766 2036 Fax: (02) 6733 5741 Bolwara House Transitional CENTRE Postal Address: Locked Bag 900 GLEN Womens Facilities & Services Address: Lot 2 Old Bathurst Road Emu INNES NSW 2370 Address: The Northern Road Berkshire Park Plains 2750 2765 Telephone: (02) 4735 7098 Goulburn Correctional Complex Telephone: (02) 4582 2185 Fax: (02) 4735 5972 Address: Maud Street Goulburn 2580 Fax: (02) 4582 2196 Postal Address: Locked Bag 2 PENRITH Telephone: (02) 4827 2222 Postal Address: Locked Bag 656 SOUTH NSW 2751 Fax: (02) 4827 2230 WINDSOR 2756 Postal Address: PO Box 264 GOULBURN Brewarrina (Yetta Dhinnakkal) NSW 2580 North-West Regional Office Correctional Centre Address: Cnr Maitland & Francis Street Address: ‘Glenelg’ Coolabah Road Grafton Correctional Centre Muswellbrook 2333 Brewarrina 2839 Address: 170 Hoof Street Grafton 2460 Telephone: (02) 6549 0400 Telephone: (02) 6874 4717 Telephone: (02) 6642 2133 Fax: (02) 6541 1136 Fax: (02) 6874 4721 Fax: (02) 6642 7419 Postal Address: PO Box 607 Postal Address: PO Box 192 BREWARRINA Postal Address: PO Box 656 GRAFTON MUSWELLBROOK NSW 2333 NSW 2839 NSW 2460

South-West Regional Office Broken Hill Correctional Centre Ivanhoe (Warakirri) Work Centre Address: Level 1, 56 Clinton Street Address: 109 Gossan Street Broken Hill Address: 33 Mitchell Street Ivanhoe 2878 Goulburn 2580 2880 Telephone: (02) 6995 1403 Telephone: (02) 4823 2222 Telephone: (08) 8087 3025 Fax: (02) 6995 1404 Fax: (02) 4822 1518 Fax: (08) 8088 1565 Postal Address: PO Box 109 IVANHOE NSW Postal Address: PO Box 952 GOULBURN Postal Address: PO Box 403 BROKEN HILL 2878 NSW 2580 NSW 2880 John Morony Correctional Complex South-West Sub Regional Office Cessnock Correctional Centre (John Morony 1 and John Morony II Address: 596 Great Western Highway Address: Lindsay Street Cessnock 2325 Address: The Northern Road Berkshire Park Marrangaroo 2790 Telephone: (02) 4993 2333 2765 Telephone: (02) 6350 2212 Fax: (02) 4993 2282 Telephone: (02) 4582 2222 Fax: (02) 6352 1433 Postal Address: PO Box 32 CESSNOCK Fax: (02) 4582 2261 Postal Address: PO Box 399 LITHGOW NSW 2325 Postal Address: Locked Bag 654 SOUTH NSW 2790 WINDSOR NSW 2756 Cooma Correctional Centre Security & Investigations Branch Address: 1 Vale Street Cooma 2630 Junee Correctional Centre Address: William Morrow Building, Telephone: (02) 6455 0333 Address: 197 Park Lane Junee 2663 Jamieson Street Silverwater 2128 Fax: (02) 6452 2491 Telephone: (02) 6924 3222 Telephone: (02) 9289 5002 Postal Address: Locked Bag 7 COOMA Fax: (02) 6924 3197 Fax: (02) 9748 0126 NSW 2630 Postal Address: PO Box 197 JUNEE NSW Postal Address: Locked Bag 3 Australia 2663 Post Business Centre SILVERWATER NSW Dillwynia Correctional Centre 1811 Address: The Northern Road Berkshire Park Kariong Juvenile Correctional Centre 2765 Address: Pacific Highway Kariong 2250 Bathurst Correctional Complex Telephone: (02) 4582 2222 Telephone: (02) 4340 2600 Address: Cnr Brookmore Avenue & Fax: (02) 4582 2532 Fax: (02) 4340 2595 Browning Street Bathurst 2795 Postal Address: Locked Bag 657 SOUTH Postal Address: PO Box 7275 KARIONG Telephone: (02) 6338 3282 WINDSOR NSW 2756 NSW 2250 Fax: (02) 6338 3239 Postal Address: PO Box 166 BATHURST Emu Plains Correctional Centre Kirkconnell Correctional Centre NSW 2795 Address: Old Bathurst Road Emu Plains Address: Sunny Corner Road Yetholme 2750 2795 Telephone: (02) 4735 0200 Telephone: (02) 6337 5219 Fax: (02) 4735 5843 Fax: (02) 6337 5113 DEPARTMENT OF Corrective Services 153

Appendix 043 Addresses: Regional Offices & Correctional Centres (Cont)

Postal Address: PO Box 266 BATHURST Mulawa Correctional Centre NSW 2795 Address: Holker Street Silverwater 2128 Telephone: (02) 9289 5399 Lithgow Correctional Centre Fax: (02) 9647 1409 Address: 596 Great Western Highway Postal Address: Locked Bag 130 Australian Marrangaroo 2790 Business Centre, SILVERWATER NSW 1811 Telephone: (02) 6350 2222 Fax: (02) 6350 2220 Oberon Young Offenders Correctional Postal Address: PO Box 666 LITHGOW Centre NSW 2790 Address: Gurnang Road Shooters Hill via Oberon 2787 Long Bay Correctional Complex Telephone: (02) 6335 5248 Address: 1300 Anzac Parade Malabar 2036 Fax: (02) 6335 5220 Telephone: (02) 8304 2000 Postal Address: Locked Bag 2, OBERON Fax: (02) 9289 2121 NSW 2787 Postal Address: PO Box 13 MATRAVILLE NSW 2036 Parklea Correctional Centre Address: 66 Sentry Drive Parklea 2768 Long Bay Hospital Areas 1 & 2 Telephone: (02) 9678 4888 Address: 1300 Anzac Parade Malabar 2036 Fax: (02) 9626 5657 Telephone: (02) 9289 2900/ 9289 2401 Postal Address: Box 6148 Delivery Centre Fax: (02) 9311 3364 Fifth Avenue BLACKTOWN NSW 2148 Postal Address: Private Bag 31, MATRAVILLE NSW 2036 Parramatta Correctional Centre Address: Cnr O’Connell and Dunlop Mannus Correctional Centre Streets North Parramatta 2151 Address: Linden Roth Drive Mannus via Telephone: (02) 9683 0300 Tumbarumba 2653 Fax: (02) 9630 3763 Telephone: (02) 6941 0333 Postal Address: Locked Bag 2 NORTH Fax: (02) 6948 5291 PARRAMATTA NSW 1750

Metropolitan Remand & Reception Parramatta Transitional Centre Centre (Mrrc) Address: 124 O’Connell Street Parramatta Address: Holker Street Silverwater 2128 2151 Telephone: (02) 9289 5600 Telephone: (02) 9890 1389 Fax: (02) 9289 5929 Fax: (02) 9890 1455 Postal Address: Private Bag 144 SILVERWATER NSW 1811 Silverwater Correctional Centre Address: Holker Street Silverwater 2128 Metropolitan Special Programs Centre Telephone: (02) 9289 5100 Address: 1300 Anzac Parade Malabar Fax: (02) 9289 5209 Telephone: (02) 9289 2300 Postal Address: Locked Bag 115 Australian Fax: (02) 9289 2103 Post Business Centre, SILVERWATER NSW Postal Address: Locked Bag 23 1811 MATRAVILLE NSW 2036 St Heliers Correctional Centre Mid-north Coast Correctional Centre Address: McCullys Gap Road Address: 370 Aldavilla Road Aldavilla NSW Muswellbrook 2333 2440 Telephone: (02) 6543 1166 Telephone: (02) 6560 2700 Fax: (02) 6543 1944 Fax: (02) 6560 2734 Postal Address: PO Box 597 Postal Address: PO Box 567 WEST MUSWELLBROOK NSW 2333 KEMPSEY NSW 2440 Tamworth Correctional Centre Mid-west Correctional Centre Address: Cnr Dean & Johnson Streets Address: Mudgee Road Wellington 2820 Tamworth 2340 Telephone: (02) 6845 3730 Telephone: (02) 6766 4977 Fax: (02) 6845 3792 Fax: (02) 6766 4851 Postal Address: PO Box 386 WELLINGTON Postal Address: PO Box 537 TAMWORTH NSW 2820 2340 NSW 154 DEPARTMENT OF Corrective Services

Index

A Commissioner’s Foreword 6 Commissioner’s Statement Of Responsibility 147 Aboriginal Client Services Officers3 6 Commonwealth Department of Immigration and Aboriginal offenders 2 1, 35, 36, 37, 38, 40, 47, 48, 52 Multicultural and Indigenous Affairs 1 2 Aboriginal Offenders Strategic Plan 2 1, 40 Community Funding Program 55 Aboriginal Special Project Officers4 7 Community Relations Commission 23 Addresses Community Service Orders 32, 33, 34, 46, 64, 73 Community Offender Services 14 9 Compulsory Drug Treatment 45, 74 Regional Offices & Correctional Centres15 2 Contraband 12 Adult Education and Vocational Training Institute 29, 48, 49 Contracting and Market Testing 123 Alcohol and other drugs 18, 37, 38, 39, 40, 44 Correctional Industries Consultative Council Of Nsw Alcoholics Anonymous 36, 45 Annual Report 133 Annual trends in the inmate population; 2000/01 -2004/05 Corrective Services Industries 16, 17, 41, 43, 49, 54, 58, 59 146 Corrective Services Support Line 20 Attorney Generalís Department 27, 45, 52 Corruption Prevention Branch 68 Audited Financial Statements Cost of Contractors and Contracted Employees 112 Notes to and forming part of the Financial Statements Court Escort Fleet 74 83 Court Escort Security Unit 27 Program Statement- Expenses and Revenues 81 Statement of Cash Flows 80 D Statement of Financial Performance 78 Statement of Financial Position 79 Department of Ageing, Disability and Home Care 39 Audited Financial Statements Department of Commerce 70 Commencement of Audited Financial Statements 75 Department of Community Services 24, 54, 56 Australian Federal Police 18 Department of Housing 54, 67 Australian Red Cross 19 Department of Juvenile Justice 27, 52, 71 Dillwynia Correctional Centre 17, 25, 26, 28, 42, 53, 56, 57, B 58, 59, 68, 71, 74 Bathurst Correctional Centre 21, 29, 54, 73 Drug Free Wing 45 Biyani Cottage 50 Drug Summit 38, 39, 48, 65 Board of Management 3, 62, 64, 69 E Boards, councils and committees 104 Broken Hill Correctional Centre 27, 46, 53, 71 E-case management 30, 40, 69, 70, 74 Brush Farm Corrective Services Academy 59, 60, 61, 64, 66, Education Profile Interview 43 71 Emu Plains Correctional Centre 17, 19, 29, 45, 54, 56 Business Continuity 62, 63 Escape Rate (per 100 inmates) 14 Business Integrated Management System 70 Escapes by security level breached; 2004/05 148 Ethnic Affairs Priorities Statement 2 3, 41, 140 C F Capital works 52, 71, 72, 74 Case management 40, 42, 43, 49, 51, 53, 60, 65, 70 Financial summary 11 Case plans 42 Forensic Psychology Service 44, 47 Central Roster Unit 58 Freedom of Information Centrelink 20, 52, 53, 67, 73 Freedom of Information Statistics 130 Cessnock Correctional Centre 19, 27, 29, 54, 72 Summary and commentary of the Freedom of Child Contact Assessment Program 24 Information Statistics 128, 129 Child protection 24, 25 Freedom of Information Statement of Affairs 12 4 Child Protection Watch Team 30 Child Visitors 24 DEPARTMENT OF Corrective Services 155

G M Glen Innes Correctional Centre 17, 71, 74 Major Assets 117 Goulburn Correctional Centre 15, 18, 28, 29, 58, 74 Major Works In Progress 117 Government Contributions To Departmental Mental Health Association 15 Expenditure 148 Mental Health Screening Unit 15, 73, 74 Government Energy Efficiency Investment Program 29 Metropolitan Remand and Reception Centre 15, 19, 27, 74 Grants Made To Organisations Which Assist Inmates, Ex Metropolitan Special Programs Centre 51 Inmates And Their Families (Community Funding Mid North Coast Correctional Centre 25, 42, 28, 26, 53, 57, Program) 139 58, 59, 68, 71, 72, Guarantee Of Service 114 Minister for Justice 56 Mobile Outreach 34 H Motor Accidents Authority 45 Hepatitis C 19, 20 Mulawa Correctional Centre 15, 18, 19, 20, 24, 56, 73, 74 High Risk Management Unit 18, 28, 68, 74 N HIV Health Promotion 19, 20 Home Detention 31, 32, 33, 35, 36, 48 National Correctional Indicators outcomes 137 Homelessness 48 New legislation and significant judicial decisions 11 8 NSW Crimes Commission 12 I NSW Department for Women 56 NSW Department of Education and Training 54, 58 Implementation of NSW Government’s Action Plan for NSW Health 19, 20, 38, 39, 52, 54 Women 2003-2005 121 NSW Institute of Criminology 66 Independent Commission Against Corruption 12, 13, 68 NSW Ombudsman 12 Information Management and Technology Strategic Plan NSW Police 12, 18, 27, 54, 58 63, 69, 70 NSW TAFE 49, 50, 52, 54 Inmates Number of inmates in NSW custody as at 30th June by assaults 13 Aboriginality; 1992 to 2004 146 cost per day 26 deaths 15, 16 O escapes 14, 27 Oberon Correctional Centre 22, 24, 29, 51 out-of-cell hours 26 Offender Integrated Management System 28, 32, 46, 70 population 13, 15, 17, 21, 22, 27, 46, 65, 71 Offender Management In Custody 12 self-harm 14, 15 Offender Programs Unit 4 4, 65 women 15, 17, 18, 20, 23, 37, 46, 56 Office of the Status of Women3 7 young adult 22, 40, 41, 49, 50, 51, 52, 72 Organisation Chart 5 Intensive Learning Centre 49 Overseas Visits 136 Investigations Branch 68 P J Parklea Correctional Centre 14, 27, 28, 29, 45, 74 John Morony Correctional Centre 19, 22, 29, 49, 50, 54, Parole Board 25, 27, 28, 30, 32, 55, 66 55, 68 Parole Orders 35 Judicial Commission of NSW 66 Parramatta Correctional Centre 28, 33, 53, 56 Junee Correctional Centre 28, 74 Payment Performance Indicators 141 Junee Correctional Centre 2004/05 Performance Periodic Detention 13, 32, 33 Assessment Report 115 Persons under detention in each correctional centre; K 27 June 2004 and 26 June 2006 142 Plan For Cultural Inclusion 23 Kariong Juvenile Correctional Centre 22, 52, 60, 71, 74 Prisoner on Officer Assaults1 4 Kirkconnell Correctional Centre 29, 54, 73 Prison OfficersV ocational Branch 57 L Privacy and Personal Information Protection Statement 103 Legal status of inmates held as at 30 June 2004 by Probation Orders 32, 34, 35 Aboriginality and gender 147 Promotional appeals to Government and Related Library 18, 69 Employees Appeals Tribunal (GREAT) 111 Lithgow Correctional Centre 12, 18, 29, 72, 73, 74 Public Service Association 30, 57 Long Bay Correctional Centre 13, 15, 19, 20, 29, 45, 50, 51, 74 LSI-R 30, 42, 43 156 DEPARTMENT OF Corrective Services

R V Recidivism 22, 30, 42, 46, 55 Victims Awareness Project 110 Regional Co-ordination Management Group 53 Victims of Violent Crime Grants Program 41 Restorative Justice Unit 25, 51, 53 Victims Of Violent Crime Grants Program Funding Risk Management 109 Allocation 110 Risk Management 18, 28, 62, 63, 68, 74 Video Conferencing 19, 24, 27, 28, 71, 74 Roads and Traffic Authority1 2, 45 Violent Offenders Therapeutic Program 4 6, 49, 51, 73 S W Screening 14, 15, 73, 74 Water shortages 29 Security Threat Group 18 Women’s Action Plan 21, 23, 40, 41 Serious Offender Review Council 2 7 Y Sex offenders 3 0, 43, 73, 74 CORE 47 Yetta Dhinnakkal 18, 34, 46, 54, 72 Custody Based Intensive Treatment (CUBIT) 47, 49, 74 Young Adult Offender Action Plan 2 2 Silverwater Correctional Centre 15, 19, 20, 54, 74 Sponsorships 135 Staff EEO Table A: Trends in the representation of EEO groups 135 Eeo Table B: Trends in the distribution of EEO groups 135 Honours and awards 113 Occupational Health and Safety 20, 61 Recruitment 15, 31, 58, 59 Senior executive staff at 30 June 13 6 Separations 134 SES performance statement-Commissioner 101 SES performance statement-Senior Assistant Commission, Inmate and Custodial Services 102 Testing for drugs and alcohol 61 Strategic Asset Plan 29 T Table of contents 1 Tabulam 36, 37, 72, 74 Tamworth Correctional Centre 24, 27, 74 Task Force Con-Targ 12 Task Force Sky 13 The Way Forward 25, 26, 57, 58, 59, 73 Throughcare 40, 46, 51, 52, 55, 58, 70, 73 Transitional support 67 U Urinalysis 13, 39 Use Of Corporate Credit Cards 112

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Total external costs incurred for the production of this report were $37,750 covering editing, design and printing. The entire contents of this report are available for download in Adobe Acrobat (PDF) format from the Department’s website: http://www.dcs.nsw.gov.au

The report is also available in CD-ROM format. QUEENSLAND MURWILLUMBAH

LISMORE OUR MISSION CASINO Reducing re-offending through secure, safe and humane management of offenders MOREE MACLEAN GLEN INNES GRAFTON BREWARRINA INVERELL BOURKE OUR VISION NARRABRI COFFS HARBOUR Contributing to a safer community through excellence ARMIDALE

COONAMBLE GUNNEDAH NEW SOUTH WALES TAMWORTH KEMPSEY

PORT MACQUARIE AbOUt the New SOUth wAleS DepARtMeNt Of CORReCtIVe SeRVICeS TAREE BROKEN HILL ST HELIERS The Department of Corrective Services provides custodial and community based correctional services DUBBO MUSWELLBROOK as an important element of the system of criminal justice. In addition to managing offenders under the IVANHOE MAITLAND TOMAGO jurisdiction of New South Wales courts the Department manages Commonwealth offenders and provides CESSNOCK NEWCASTLE LAKE MACQUARIE KIRKCONNELL custodial services on behalf of the Australian Capital Territory Government. ORANGE LONG JETTY FORBES GOSFORD BATHURST LITHGOW Services include correctional centre custody of remand and sentenced inmates, periodic detention, home OBERON KATOOMBA detention, parole, pre-sentence advice to courts, community service orders and other forms of community GRIFFITH YOUNG BERRIMA offender supervision. Custodial escort and court security services are provided in many areas of the state, a BOWRAL task previously undertaken by Police. JUNEE WOLLONGONG GOULBURN WAGGA WAGGA NOWRA Offenders in custody and supervised in the community are assessed and case managed to meet individual TUMUT QUEANBEYAN care needs and reduce the risk of re-offending. DENILIQUIN BATEMANS BAY ALBURY MANNUS heAD OffICe COOMA BEGA Department of Corrective Services Postal Address: VICTORIA Henry Deane Building GPO Box 31 20 Lee Street Sydney NSW 2001 Sydney NSW 2000 Internet: CORRECTIONAL CENTRE Telephone: (02) 8346 1333 http://www.dcs.nsw.gov.au Facsimile: (02) 8346 1010 PERIODIC DETENTION CENTRE PROBATION & PAROLE Hours of Operation 8.30am-5.00pm COURTS Monday to Friday CITY/SYDNEY COURTS Central (King Street) The artworks on the front and back covers of this report are from the exhibition WINDSOR convictions; art from long bay 1986-2005 at the Ivan Dougherty Gallery, Paddington, NSW, JOHN MORONY DEE WHY Darlinghurst curated by Sue Paull, which surveyed nearly twenty years of artmaking at Sydney’s Long Bay BLACKTOWN Correctional Complex. PARKLEA CHATSWOOD Downing Centre Queens Square Supreme Front cover, left to right EMU PLAINS MT DRUITT PARRRAMATTA PENRITH Justin Watkins The well-trodden path 2004 Acrylic on canvas 115 x 110 cm SILVERWATER COMPLEX Sydney Police Centre BURWOOD CITY/SYDNEY Stephen Watson The yard 2000 Acrylic on canvas 90 x 108 cm NEWTOWN Geoff Websdale Innovations of identification2003 Acrylic on canvas 120 x 120 cm BANKSTOWN

Back cover, left to right LIVERPOOL FAIRFIELD HURSTVILLE Peter Pavlov Muster (Long Bay, long day) 2000 Acrylic on canvas 107 x 108 cm LONG BAY COMPLEX Tom Foster Nature’s gift 1996 Oil on canvas 131 x 89 cm Jerry Lee Lewis Untitled 1998 Gouache on mount board 50 x 68.5 cm SUTHERLAND

CAMPBELLTOWN

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NEW SOUTH WALES DEPARTMENT OF CORRECTIVE SERVICES ANNUAL REPORT 2004/05 ANNUAL REPORT 2004/05

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