A lack of direction for a prison in crisis
Hakea Prison (Hakea) was in crisis, struggling to meet the needs of a growing adult male prison population. The Department of Justice’s (the Department) failure to provide long-term estate wide planning significantly contributed to the challenges faced by Hakea.
Between January 2022 and May 2024, prisoner numbers increased by 39%, rising from 824 to 1,143. The growing prisoner population was complex, comprising approximately 240 sentenced prisoners, 200 in protection, and 100 with identified psychiatric conditions. Hakea’s role within the broader correctional system had become problematic.
Prison staffing was in crisis, with recruitment unable to match prisoner population growth
Hakea faced chronic staffing challenges, with daily unplanned absences accounting for 25% of the roster. This contributed to widespread staff frustration and exhaustion. Following discussions with some staff members we became concerned about their own mental health and the wellbeing of the prisoners under their care.
Recruitment efforts had failed to keep pace with the growth in prisoner numbers, contributing to the deteriorating conditions for prisoners. Relationships between staff and prisoners were poor. Increased tensions with senior management were largely driven by the Western Australian Prison Officers Union’s (WAPOU) focus to improve staff safety. But, in our view, this emphasis had been prioritised over prisoner welfare and rehabilitation, undermining the prison’s ability to provide a meaningful and constructive day.
Living conditions were inhumane and failed to meet basic guidelines
Prisoner movements were severely restricted, with minimal time allowed out of cells and limited access to meaningful activities. Many prisoners were confined to small, unhygienic cells that attracted pests and failed to meet even the most basic requirements.
Frequent and prolonged lockdowns disrupted the management of the prison’s telephone system, significantly impacting prisoners’ ability to maintain contact with the outside world. When prisoners were briefly unlocked, they were forced to choose between essential activities such as showering, recreating, attending medical appointments, or maintaining contact with the outside world.
Services to prisoners were poor
Services provided to prisoners were inadequate and inconsistent. Clothing and bedding supplies were insufficient, leaving many prisoners without clean clothing. Food had to be eaten in cells that were rarely cleaned, leading to pest infestations.
Recreation opportunities were minimal, further contributing to the poor living conditions. Routine cell inspections, essential for identifying hygiene and wellbeing issues, were not being conducted.
High demand, but substandard access to health and wellbeing services
Physical and mental health services were overwhelmed, with a nurse-to-prisoner ratio of approximately one to 86. Services struggled to cope with the demand, resulting in long wait times and limited access to care. Mental health services were forced to prioritise at-risk prisoners, leaving others struggling without adequate support.
Unit 1 experienced disproportionately high rates of self-harm and suicide attempts. Prison Support Officers (PSOs) and Psychological Health Service (PHS) counsellors were also required to assess, support, and manage at-risk prisoners, leaving little time to address the needs of the wider prisoner population.
Rehabilitative efforts were struggling
Custodial staffing shortages restricted access to education and treatment opportunities. The education centre had only opened a handful of times in the months prior to the inspection despite few staff vacancies. Similarly, several key assessments including treatment assessments remained a significant issue despite attempts to address the growing backlog. The absence of mandatory or voluntary programs further limited prisoner rehabilitation for the significant number of sentenced prisoners. Prisoner education opportunities were also restricted, however, over 40% of those employed received Level 1 gratuities.
The Inspector issued a Show Cause Notice due to concerns around treatment and conditions
The Inspector’s concerns regarding the routine denial of basic entitlements to the men at Hakea led to a Show Cause Notice being issued under Section 33A of the Inspector of Custodial Services Act 2003. The Department responded to the Notice acknowledging the concerns raised, and outlined various initiatives it was implementing to address the issues. The Inspector referred the matter to the Minister for Corrective Services, noting that while the Department’s initiatives reflected a commitment to addressing the situation at Hakea, they were unlikely to bring about an immediate resolution to the conditions being experienced. The Minister responded acknowledging the Notice and reiterated the Department’s commitment to managing the issue.