Creating value through performance
Strategic Plan
2015 – 2018

Minister's statement

As Minister for Corrective Services, I am pleased to be working with the Commissioner to implement the Corrections Reform Agenda.

The Department works with other government agencies and statutory bodies to provide a safer community. These include the Auditor General, the Office of the Inspector of Custodial Services, the Corruption and Crime Commission, the Office of the State Coroner, as well as the Prisoner Review Board and the Supervised Release Review Board. Every single one of us has a vested interest in an enlightened approach to reducing reoffending. We can’t just keep recycling people through the prison system.

The Department's 'Creating Value through Performance' is an important step in stopping the reoffending cycle.

Hon. Joe Francis MLA
Minister for Emergency Services, Corrective Services, Small Business, Veterans

Commissioner's statement

This Department exists for community safety, and this informs every aspect of what we do. We may comprise several business areas, but our purpose is the same. Working across divisions and directorates with officers in facilities and community centres is vital so that we can address the complexities of the corrections environment.

This Plan outlines how we will achieve our vision. With this Plan I reaffirm our culture of leadership and excellence at all levels, a culture where we review actions, make improvements and continuously learn.

While our mission is to contribute to a safer community, we cannot achieve this alone. So we collaborate, work and partner with other government agencies, community groups and service providers, business and commercial organisations - with the wider community. We will create value by finding new solutions to offender management and community safety and security. We will enhance value by maximising the effectiveness of our services, optimising our infrastructure and targeting our programs.

Through delivery of this Plan and our focus on security, safety and rehabilitation we create value for all.

James McMahon DSC DSM
Commissioner
Department of Corrective Services

Our Vision Mission Values

Our Mission

What we do every day

Our mission is to ensure a safer community by focusing on:

  • security of detainees and prisoners in correctional facilities and offenders on community based orders and parole
  • safety of our people
  • safety of offenders, detainees and prisoners
  • rehabilitation

Our Values

How we live it every day

Our values are critical to achieving our mission and vision. Our values are:

  • Integrity - Being ethical and inspiring trust by saying what we mean, matching our behaviours to our words and taking responsibility for our actions.
  • Respect - Treating all with dignity, fairness and courtesy.
  • Accountability - Being willing, able to explain and justify the appropriateness of actions and decisions.
  • Excellence - Always doing what we say we will and striving for quality in everything we do.
  • Learning - Undertaking continuous improvement and developing our own skills and knowledge.

Our Vision

Where we are going

The Department is a leading world class corrective services organisation that:

  • is a place where people want to work
  • continuously learns and innovates
  • delivers results, value and excellence in all of its activities

We will achieve our vision by delivering the 8 Strategic Platforms

Strategic Platforms: Achieving our vision

+ Open all platforms

To implement an integrated organisational structure and human resources system that focuses on recruitment, succession planning, retention, training and leadership development at all levels. The deliverables for this platform are:

1. Change Program

Implement a new Departmental structure that is aligned with the Department's vision, mission and values.

Projects
  • Align Department's structure with its strategic platforms.
  • Develop effective corporate governance mechanisms for the new Departmental structure, including operational, financial and human resources delegations.
  • Develop and implement processes for tracking Ministerial correspondence, deliverables and producing reports on status, timeliness and interdependencies.
  • Optimise mechanisms and controls to centralise legal processes, including legal applications, summons, subpoenas and applications made under Freedom of Information Act 1992.
  • Develop and implement a framework for the delivery of contemporary investigation services aligned to Departmental priorities.
  • Develop and implement an internal communications strategy.
  • Revise the Departmental Handbook.

2. Socrates Program

De-couple the Department's corporate support services from the Department of the Attorney General and establish a stand-alone corporate support function that focuses on the Department's needs.

Projects
  • Dismantle the Shared Services arrangement between the Department and Department of the Attorney General and establish standalone corporate services for:
    • Information and Communications Technology
    • Human Resources
    • Finance
    • Library Services

3. Human Resources

Develop workforce planning and management strategies that ensure the Department has the right number of work-ready staff now and in the future.

Projects
  • Establish Workforce Plans for Prison Officers, Youth Custodial Officers, Adult Community Correction Officers and Youth Justice Officers.
  • Develop a Departmental recruitment Strategy, specifically focussing on women and Aboriginal staff.
  • Implement succession plans.
  • Revise individual performance reports (PADS).
  • Develop and deliver a worker's compensation strategy.

Reviewing and integrating the Department's operations, policies, processes and practices. The deliverables for this platform are:

4. Banksia Hill Detention Centre (BHDC) Transformation

Implement an operational model at Banksia Hill Detention Centre that enables young people to lead law abiding lives.

Projects
  • Introduce measures to transform the culture and operations of Banksia Hill Detention Centre.
  • Review and transform services delivered at Banksia Hill Detention Centre.

5. Youth Justice

Ensure programs are tailored to meet the unique needs of young offenders.

Projects
  • Pilot and implement new programs for diversion of youth from the justice system, including life skills and mentoring programs.
  • Develop program evaluation tools and models for service delivery to meet the individual needs of young people.

6. Operational Optimisation

Revise, implement and evaluate the effectiveness and efficiency of Adult Justice Service operations to ensure operational excellence in all policy, processes and procedures.

Projects
  • Update and consolidate existing Policy Directives and Adult Custodial Rules to provide a clear and unambiguous set of guiding principles for staff.
  • Develop an Operational Model that includes a staffing model, for both the custodial and community corrections environments.
  • Implement population management for the corrective services estate.
  • Revise and formalise the structure of Pre-Sentence Reports to ensure they are consistent and meet Court requirements.
  • Improve the effectiveness of Prison Industries.
  • Develop and implement a smoking reduction policy for prisons.
  • Revise the model for service delivery to victims of crime.

7. Legislative Reform

Administer, review and develop legislation to ensure the effective administration of corrective services.

Projects
  • Ensure policy objectives align with legislative requirements, including the Dangerous Sexual Offenders Act 2006, the Sentencing Act 1995 and the Bail Act 1982.
  • Progress and manage the implementation of the Custodial Legislation (Officers Discipline) Amendment Bill 2013 .
  • Review and develop amendments to the Young Offenders Act 1994.

8. Offender Management

Research, review and develop an integrated and individualised approach to the case management of offenders, focusing on safety, rehabilitation, reintegration and reduction in reoffending.

Projects
  • Develop a data framework for integrated and individualised case management/offender management.
  • Revise and introduce an assessment framework in community and custody.
  • Review classification systems, tools and policies in community and custody.

9. Integrity of Departmental Data

Ensure that the Department is able to deliver accurate and timely data, information, records and analysis to support Departmental decision making.

Projects
  • Formalise data administration and ownership and develop common definitions and data policies, including information security classifications.
  • Centralise data reporting.
  • Establish an information management strategy and enterprise data model.
  • Ensure the availability of Departmental reports, information and records through appropriate channels.

Effectively identifying, forecasting, evaluating and mitigating risk. Embedding a lessons learnt culture. The deliverables for this platform are:

10. Enhancing Performance and Mitigating Risk

Develop and implement a framework that enables the Department to manage risks, especially those that threaten the achievement of its vision, mission and key deliverables.

Projects
  • Develop and implement a risk management framework for the Department that links with the Department's strategic risk profile, and includes the development of a Performance, Assurance, Risk, and Audit Committee.
  • Develop and implement an assurance framework for the Department.
  • Streamline the existing recommendation framework to link recommendations with the Department's strategic risks, to enable corporate focus on priority risks to the Department.
  • Undertake independent assurance reviews to improve the Department's risk management controls.

11. Security and Safety Framework

Develop and implement an intelligence function across Departmental divisions and the justice portfolios, and renew focus on the safety and security of staff and offenders in alignment with the management of Departmental risks.

Projects
  • Develop and implement an overarching intelligence function that spans all divisions and justice portfolios.
  • Formulate, implement and evaluate a strategy for increased security/safety of staff and prisoners.
  • Develop and implement contingency plans and emergency management procedures to ensure continuity of the key operations of the Department in the event of an emergency.

Embedding a culture of: Leading at all levels; Team work at all levels and lessons learnt at all levels. The deliverables for this platform are:

12. Leadership at all Levels

Develop stronger leadership within the Department and a culture of collaboration and learning embedded in work practices.

Projects
  • Coordinate, collate and oversee the implementation of lessons learnt into day to day operations and the future planning of the Department.
  • Deliver and evaluate the effectiveness of workplace training on leadership and team effectiveness.
  • Develop an operational readiness plan, which will include training and assessment packages to assess readiness and the implementation of an operational readiness badge.
  • Examine and revise the Training Academy's model of training delivery to ensure that it aligns with the Department's vision, mission and key deliverables.

Effectively engaging with relevant internal and external stakeholders. The deliverables for this platform are:

13. Developing Stronger Partnerships

Develop stronger partnerships with government agencies, the Judiciary, the for-purpose sector, the community services sector, victims of crime and communities.

Projects
  • Enhance external partnerships, networks and agreements to improve service delivery.
  • Establish a stakeholder relationship strategy and an engagement plan.
  • Develop and implement a communication engagement strategy.
  • Embed processes and opportunities for external research engagement focused on Departmental priorities.
  • Advance and implement mechanisms and agreements for sharing Departmental data and information.

14. Engaging with Aboriginal People

Work with Aboriginal organisations and individuals to develop a state-wide network of services through cooperation.

Projects
  • Develop and implement a reconciliation action plan focused on reducing over representation of Aboriginal people.
  • Engage Aboriginal people to help develop targeted initiatives that produce better outcomes for Aboriginal offenders.
  • Develop and deliver an Aboriginal workforce development strategy.

Developing partnerships and arrangements to deliver services, contracting, performance and value. The deliverables for this platform are:

15. Court Security and Custodial Services Contract

Examine the Department’s existing Court Security and Custodial Services Contract to ensure it is delivering the required service and achieving value for money.

Projects
  • Conduct a Mid-Term evaluation of the Court Security and Custodial Services Contract.
  • Identify options to ensure the cost effective, safe and secure transport of prisoners and detainees.

16. Program Evaluation

Investigate existing service delivery methods and develop options for future delivery which focus on need and value for money.

Projects
  • Evaluate Adult Justice Services to establish data, performance information and baselines to improve value for money and long term planning.
  • Conduct a Mid-Term evaluation of the Young Adults Facility Contract.
  • Evaluate service delivery options for Offender Health Services.
  • Conduct Mid-Term evaluation of the Acacia Prison Services Agreement.

17. Performance Programs

Research, develop and implement new program and service delivery models that meet needs and provide rehabilitation results.

Projects
  • Identify new program delivery models with the for-purpose sector, particularly payment by results models.
  • Investigate existing service delivery models at the macro and micro levels for efficiency and effectiveness.
  • Use benchmarks and service standards to assess performance.

Develop and maintain models that optimise infrastructure and future growth to enhance our mission. The deliverables for this platform are:

18. Strategic Asset Plan

Develop a strategic asset framework that encompasses current needs and projects, and informs future asset requirements.

Projects
  • Update strategic asset plans annually to address the needs of specific prisoner cohorts and to inform future asset requirements.
  • Develop and deliver a Kimberley Custodial Plan, including the transition of Broome Regional Prison.

19. Meeting Projected Growth

Deliver a capital works program that meets projected growth for detainee, prisoner and offender numbers.

Projects
  • Construct a new prison in the Eastern Goldfields to accommodate 350 prisoners with an effective operational framework.
  • Expand Acacia Prison to accommodate an additional 387 prisoners, encompassing a maintenance and replacement schedule.
  • Formulate, implement and evaluate a population management plan for Acacia Prison.
  • Maintain a balanced budget using innovation, cost management and resourcing initiatives.
  • Develop short, medium and long term options to address population pressures in the women’s estate, particularly in relation to women on remand.

Using technology and integrated systems to deliver our four key tasks - Security of detainees, prisoners and offenders; Safety of our people; Safety of detainees, prisoners and offenders and Rehabilitation. The deliverables for this platform are:

20. Optimising Investment in Technology

Ensure technology supports monitoring of offenders, reduction of prisoner movements, improvement of security and delivery of programs in an effective and accountable manner.

Projects
  • Develop and implement an Information and Communications Technology strategy to facilitate the achievement of Departmental priorities.
  • Increase electronic monitoring for specific offender cohorts in the community.
  • Expand the use of audio visual technologies to facilitate communication, security, safety of our people and safety of offenders.
  • Use innovative technologies to lower costs and improve accountability, operations and service delivery.
  • Identify currency and fitness for purpose of current Departmental systems, and develop and implement migration to new systems.
  • Develop, implement and maintain a Technology Replacement strategy.

“Safety and security don't just happen, they are the result of collective consensus and public investment. We owe our children, the most vulnerable citizens in our society, a life free of violence and fear.”

Nelson Mandela,
Former President South Africa

“With rights go responsibilities, and all those in a position of duty of care, whether officers of the Court, police, correctional service officers, youth detention centre officers, or parents or other carers and teachers, should be required to meet a standard of accountability.”

Professor Marcia Langton AM,
Foundation Chair in Australian Indigenous Studies, University of Melbourne

“The Children's Court when sentencing a young offender always considers the nature, circumstances and seriousness of the offence and the circumstances of the young offender when deciding the relative weightings to be given to rehabilitation, deterrence and punishment in the particular case.”

His Honour Judge Denis Reynolds,
President Children's Court of Western Australia