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Corrective Services Annual Report 2008/09

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Corrective Services Annual Report 2008/09 Annual Report 2009 Department of CORRECTIVE SERVICES ISSN 1836-6546 (Online) 2 ABOUT THIS REPORT This report provides information on the financial and operational performance of the Department of Corrective Services for the 2008/09 financial year. The report contains details of the Department’s achievements and challenges for the year relevant to its service outcomes. The information is presented online in an easy-reference and interactive PDF. Material in this report is subject to copyright and should not be reproduced without the consent of the Department. Statement of compliance Hon Christian Porter MLA Contact: Media and Public Affairs Minister for Corrective Services Department of Corrective Services Level 8, 141 St Georges Terrace In accordance with the Financial Management Act 2006, I hereby submit for PERTH WA 6000 your information and presentation to the Parliament of Western Australia, the Annual Report for the Department of Corrective Services for the financial year ending 30 June 2009. Telephone: 9264 1832 Fax: 9264 1522 This report has been prepared in accordance with the provisions of the Finan- Email: [email protected] cial Management Act 2006. Ian Johnson Commissioner Department of Corrective Services 16 September 2009 3 WHAT’S INSIDE ABOUT US ....................................................................................... 5 SIGNIFICANT ISSUES...................................................................... 20 Our Mission Our Values ADULTS IN CUSTODY..................................................................... 22 COMMISSIONER’S SUMMARY....................................................... 6 COMMUNITY JUSTICE SERVICES................................................. 36 OUR LOCATIONS............................................................................ 7 JUVENILES IN CUSTODY................................................................ 41 STRATEGIC DIRECTION................................................................ 8 OFFENDER MANAGEMENT............................................................ 45 Strategic Plan Department Outcomes ABORIGINAL JUSTICE..................................................................... 54 OUR ORGANISATION...................................................................... 11 EMPLOYMENT AND INDUSTRIAL RELATIONS............................. 56 LEGISLATION................................................................................... 12 GOVERNANCE AND STANDARDS................................................. 62 PERFORMANCE OUTCOMES........................................................ 14 FINANCIAL STATEMENTS............................................................... 67 FINANCIAL OUTCOMES.................................................................. 16 AUDITED KEY PERFORMANCE INDICATORS.............................. 103 ACHIEVEMENTS.............................................................................. 17 COMPLIANCE REPORTS................................................................ 113 CAPITAL WORKS............................................................................. 120 CONTRACTS.................................................................................... 124 4 This report was produced in-house by the Department of Corrective Services. ––– ABOUT US Our Mission Our Values Contribute to a safer Western Australian community Teamwork The key focus for the Department of Corrective Services is to contribute to n Working positively together with unity of purpose community safety by upholding the integrity of custodial and non-custodial sen- n Supporting, trusting and respecting each other tences and by positively influencing offender behaviour to reduce re-offending. n Recognising positive outcomes require a collaborative approach. To help us achieve these key outcomes we will enhance our capability and strengthen partnerships with those who also contribute to our outcomes and Achievement mission, with a focus on fulfilling our corporate social responsibilities. n Doing what we say we are going to do n Recognising and celebrating our achievements The outcome we aspire to achieve n Delivering innovative and effective services. A safe, secure and decent corrective services which contributes to Professionalism community safety and reduces offenders’ involvement in the justice system. n We have a clear understanding of, and focus on, our business outcomes n We are honest, open and accountable The Department’s outcome describes what we aspire to achieve for the com- n We value our integrity munity. All the work we do aligns to this idea and is reinforced through our busi- ness outcomes which are: n We make socially-responsible decisions. n contributing to community safety People n reducing re-offending n Recognising the importance of staff and their wellbeing n contributing to community wellbeing through our service activities n Recognising and valuing differences n fulfilling our obligations as a government agency through operational compli- n Treating all people with understanding and empathy ance and enhanced capability. n A workplace that is free from bullying, harassment, discrimination and a blame culture. Partnerships n Across Departmental divisions n With the community n With State and national government agencies n With non-government organisations. 5 COMMISSIONER’S SUMMARY Corrective Services is a dynamic and challenging environment that is vital to tive activity and increasing the employment skills of offenders, as well as lifting maintaining an effective criminal justice system and community safety. Being self-esteem and teamwork. charged with managing some of the State’s most challenging people provides inevitable lows along with some wonderful highs. Corporate Social Responsibility This year was no exception to the many and varied challenges historically faced by staff from across the Department that operates throughout Western There is a long history in WA of offenders in the community and custodial Australia. I am also very proud to say it was a year of significant achievement, settings “repaying” their debt to society through community works. This ranges more detail of which is in the following pages. from dune and land conservation to maintenance of historically important land- marks, working in charitable organisations, manufacturing furniture for people Three areas of particular focus this year were self sustainability, acknowledging with a disability and a range of other activities in between. our corporate social responsibility and making a positive difference. Offenders undertaking such work for the benefit of the community are learn- ing valuable job skills and the value of doing things for others, which increases Self Sustainability their levels of respect and empathy. These important outcomes play a large part The focus on self sustainability will continue to grow as we make every effort in reducing the risk of reoffending, which meets the Department’s mission of to utilise the skills and experience of staff and offenders to meet the growing contributing to a safer Western Australian community. needs of the Department. Significant progress has been Making a positive difference achieved during the past year with food production (market gardens, or- There are many reasons why people commit crimes and come under the care chards, bakeries, dairy production and and supervision of the Department. Many offenders come from dysfunctional an abattoir) a key focus. backgrounds (family and community) and present with a range of health and psychological issues with substance abuse and mental illness very prevalent. Prison industries and offenders on community work orders manufacture There is a widely-held public misconception that the Department can “fix” peo- goods used throughout the system - ple; that by delivering a program that focuses on substance abuse or offending everything from furniture to prisoner behaviour, an offender can be “cured” and adopt a law-abiding lifestyle. clothing, printed material, corporate Of course the reality is vastly different. Offenders’ behavioural attributes may gifts and in some instances signifi- have developed over many years. For most, the period of time they are under cant infrastructure, construction and our management will be relatively short and unfortunately they return to the maintenance. same dysfunctional lifestyle that inevitably leads to reoffending. The various talents and experiences Our key focus is to positively influence offender behaviour to reduce reoffend- of staff are also utilised to provide ing. We have many interventions, and the people to deliver them, that will make training, develop programs and carry a positive difference in some form including education and vocational training, out tasks often outsourced in other employment skills, program intervention, healthcare, life skills, counselling and areas of Government such as photog- providing a structured day. raphy and graphic design. 2008/09 has been yet another memorable and challenging year. I take great The economic and social benefits of pride in leading the dedicated and professional staff who are doing a tremen- such activities are enormous, saving dous job and are committed to making a positive difference to ensure a safer taxpayers’ money, providing construc- Western Australia. 6 Ian Johnson Commissioner OUR LOCATIONS 7 STRATEGIC DIRECTION MISSION CONTRIBUTE TO A SAFER WESTERN AUSTRALIAN COMMUNITY The key focus for the Depart- ment of Corrective Services
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