annual report 2004/05 - Corrective Services NSW - NSW Government

NEW SOUTH WALES DEPARTMENT OF CORRECTIVE SERVICES 

ANNUAL REPORT 2004/05

OUR MISSION 

Reducing re-offending through secure, safe and humane management of offenders 

OUR VISION 

Contributing to a safer community through excellence 

AbOUt the New SOUth wAleS DepARtMeNt Of CORReCtIVe SeRVICeS 

The Department of Corrective Services provides custodial and community based correctional services 

as an important element of the system of criminal justice. In addition to managing offenders under the 

jurisdiction of New South Wales courts the Department manages Commonwealth offenders and provides 

custodial services on behalf of the Australian Capital Territory Government. 

Services include correctional centre custody of remand and sentenced inmates, periodic detention, home 

detention, parole, pre-sentence advice to courts, community service orders and other forms of community 

offender supervision. Custodial escort and court security services are provided in many areas of the state, a 

task previously undertaken by Police. 

Offenders in custody and supervised in the community are assessed and case managed to meet individual 

care needs and reduce the risk of re-offending. 

heAD OffICe 

Department of Corrective Services 

Henry Deane Building 

20 Lee Street 

Sydney NSW 2000 

Telephone: (02) 8346 1333 

Facsimile: (02) 8346 1010 

Hours of Operation 

8.30am-5.00pm 

Monday to Friday 

Postal Address: 

GPO Box 31 

Sydney NSW 2001 

Internet: 

http://www.dcs.nsw.gov.au 

The artworks on the front and back covers of this report are from the exhibition 

convictions; art from long bay 1986-2005 at the Ivan Dougherty Gallery, Paddington, NSW, 

curated by Sue Paull, which surveyed nearly twenty years of artmaking at Sydney’s Long Bay 

Correctional Complex. 

Front cover, left to right 

Justin Watkins The well-trodden path 2004 Acrylic on canvas 115 x 110 cm 

Stephen Watson The yard 2000 Acrylic on canvas 90 x 108 cm 

Geoff Websdale Innovations of identification 2003 Acrylic on canvas 120 x 120 cm 

Back cover, left to right 

Peter Pavlov Muster (Long Bay, long day) 2000 Acrylic on canvas 107 x 108 cm 

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

contents 

DEPARTMENT OF CORRECTivE SERviCES 

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


Letter of submission

oard of management 

commissioner 

Ron Woodham PSM 

Commissioner Woodham was appointed on 9 January 

2002. He has extensive senior executive experience 

in corrections, most recently as Senior Assistant 

Commissioner, inmate and Custodial Services with the 

Department. The Commissioner is responsible to the 

Minister for all of the Department’s activities. 

senior assistant commissioner, inmate and custodial 

services 

Ian McLean MBA 

Senior Assistant Commissioner McLean was appointed 

on 28 June 2002. Mr Mclean has been with the NSW 

Department of Corrective Services for over 30 years and 

has been employed in a variety of correctional centres. 

Mr McLean has a Masters in Business Administration and 

has held various senior management positions for the 

past 13 years. The Senior Assistant Commissioner, inmate 

& Custodial Services is responsible for the operation and 

security of all correctional centres and periodic detention 

centres, court security and escorts (Mr McLean was 

directing the implementation of The Way Forward during 

the reporting period. Mr Don Rogers therefore acted as 

Senior Assistant Commissioner, inmate and Custodial 

Services). 

a/senior assistant commissioner, inmate and 

custodial services 

Don Rodgers 

Mr Rodgers has been temporarily appointed to the 

position of Senior Assistant Commissioner, inmate and 

Custodial Services since 1 January 2005. Mr Rodgers has 

been with the Department of Corrective Services for 

over 28 years and has held all custodial ranks. He gained 

extensive senior executive experience when he was 

appointed in 2000 as Commander Metropolitan Remand 

Facilities and then as Commander, North West Region in 

2002. Whilst he was in the position of Commander North 

West Region he relieved in the position of Commander, 

Security & investigations Branch in 2003. 

senior assistant commissioner, community offender 

services 

Catriona McComish 

Ms McComish was appointed Senior Assistant 

Commissioner, Community Offender Services when the 


position was established in January 2003. Prior to this she 

was the Assistant Commissioner inmate Management. 

Ms McComish has had considerable senior executive 

experience in both custodial and community operations. 

Her background in the public sector includes the delivery 

and management of psychological and mental health, 

education and community services. The Senior Assistant 

Commissioner is responsible for the development 

and operation of all community offender services and 

community based correctional programs. 

assistant commissioner, offender management 

Luke Grant MSc 

Mr Grant took up the position of Assistant Commissioner 

in December 2000. Mr Grant has held a number of 

positions in the Department in the areas of inmate 

classification, programs and education and comes 

from a background in tertiary education. The Assistant 

Commissioner Offender Management is responsible for 

offender services and programs including Corrective 

Services industries and inmate classification and case 

management. 

assistant commissioner, security and south West 

command 

John Klok 

Mr Klok was appointed to the position of Assistant 

Commissioner on 1 January 2003 and retired on 12 

August 2005. He had over 35 years custodial experience, 

holding all ranks including extensive senior executive 

experience as commander at several locations. The 

Assistant Commissioner was responsible for developing 

enhanced systems and procedures to meet security and 

safety challenges in correctional centre management. in 

addition, the role included responsibility for assisting in 

the achievement of security and safety goals managing 

offenders within the community and previously included 

responsibility for the South West Command. 

a/assistant commissioner, security 

Brian Kelly 

Mr Kelly has been acting Assistant Commissioner, Security 

since 12 August 2005. He has 28 years experience with 

the Department of Corrective Services and has held a 

variety of positions including Commander Security & 

investigations, Commander South West, Superintendent, 

Operations, and Superintendent, Metropolitan Remand


and Reception Centre. He has extensive experience 

in specialist fields having served significant periods of 

service with the Hostage Response Group, Task Forces and 

Emergency investigative Units. 

executive director, finance and asset management 

Gerry Schipp MBA, MNIA 

Mr Schipp was appointed to the position from 

January1998 with 20 years experience in the finance, 

economics and corporate support functions of the public 

sector. Prior to his appointment Mr Schipp was Assistant 

Director General, Corporate Services with the NSW 

Department of Training and Education Co-ordination. He is 

responsible for the functions of corporate finance, budget, 

logistics and facilities management. 

executive director, information management and 

technology 

Wayne Ruckley 

Mr Ruckley was appointed to the position of Executive 

Director, information Management and Technology in 

2004 and is involved in introducing a significant renewal 

program to ensure the iM&T Division fulfils DCS business 

needs. 

Prior to that appointment, he was the Executive Director, 

Corrective Services industries (CSi) for over a decade, 

bringing about a transformation of the performance 

of CSi that enabled CSi to be recognised as a world 

leader in correctional industry development. He has 

now occupied a range of senior management positions 

within DCS and in each has been required to significantly 

improve the traditional performance of those areas. His 

original appointment to the Department was as the Chief 

Accountant in 1982. 

executive director, office of the commissioner 

Peter Peters 

Mr Peters was appointed to the position of Executive 

Director Office of the Commissioner on 25 June 2002. 

He has extensive senior management experience in 

operations, strategic planning, human resources and 

financial management, administration and work place 

reform. The Executive Director is responsible for planning, 

policy co-ordination, legislation, FOi and privacy, media 

and community relations, research and statistics, strategic 

development, and executive support incorporating 

ministerial liaison, and major Department-wide initiatives. 

executive director, Probity and Performance and 

chief ethical strategist 

Mike Woodhouse LL.B (Hons) 

Mr Woodhouse joined the Department on 26 March 

2001 and was appointed to the position of Executive 

Director Probity and Performance Management on 20 

July 2001. He has had a wide investigative background 

in the UK Police Service, achieving the rank of Detective 

Chief Superintendent. On retirement from the UK Police, 

he took up an appointment as head of investigation and 

intelligence Training at the NSW Police Academy Goulburn 

before moving to take up a position with the iCAC in 2000 

as Director of investigations. 

executive director, Human resources 

Paul Irving AM, RFD, B Com, B Leg Stud, Grad Dip Strat 

Stud, Dip Lab Rels & Law 

Mr irving was appointed to the position on 16 October 

2003. He has had over 30 years experience in human 

resources in the NSW public sector, including statutory 

authorities, central agencies and departments. Prior to 

his appointment, Mr irving was the General Manager of 

Personnel for the Department of Education and Training. 

Mr irving is responsible for all human resources and 

associated functions for the Department. 

executive director Legal services and corporate 

counsel 

Paul Nash Dip Law 

Mr Nash has been Executive Director, Legal Services and 

Corporate Counsel for the Department of Corrective 

Services since May 2004, having joined the Department 

in December 1990 as Acting Executive Director, Legal 

Services and then being appointed as Director, Legal 

Services in May 1992 and Corporate Counsel in February 

1998. He was admitted to the Bar of New South Wales 

in 1977 and was admitted as a Solicitor of the Supreme 

Court of New South Wales in 1988. He has had extensive 

public sector senior legal management experience with 

the Forestry Commission of NSW, the Public Service Board 

of NSW and the NSW Department of industrial Relations as 

well as with the Department of Corrective Services. 

in his current position, he provides legal, strategic and 

policy advice to the Commissioner of Corrective Services 

and the Minister for Justice and is responsible for the 

Department’s Legal Services Division

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.

To this end, we are investing in a retrofit capital works 

program to remove hanging points and create safe 

cells in all centres; and all staff are being trained to 

identify inmates at risk of self-harm as well as to react 

appropriately when inmates act self-destructively. in 

addition, we have revised the Risk intervention Protocol 

used in custody and detention to identify, manage and 

reduce the risk of self-harm or injury to others. 

We are also creating dedicated Mental Health Screening 

Units, which provide expert assessment and case 

management for inmates considered to be at risk and 

with mental health problems. These will be supported 

by: our Acute Crisis Management Units that deal with 

particular episodes of inmate crisis; the Kevin Waller 

Therapeutic Unit within the Metropolitan Special 

Programs Centre, which manages inmates with a chronic 

history of self-destructive behaviour; and the Mum Shirl 

Therapeutic Unit at Mulawa Correctional Centre, which 

manages a diverse group of female inmates including 

those with severe personality disorders or who have a 

history of chronic self-harming behaviour. 

Finally, we are developing new correctional options 

for Aboriginal offenders that will take them out of the 

traditional custodial setting, thereby removing one of the 

key factors in indigenous suicide. 

reducing reoffending 

in 2004/05 the Department furthered its commitment 

to reducing reoffending by implementing the results of 

international evidence that show it is possible to reduce 

reoffending by delivering the right programs, in the right 

way to the right people. 

Our strategic approach to offender management is based 

on the premise that interventions targeting those at 

higher risk of recidivism have greater impact; and that 

programs actively teaching new skills and motivating 

offenders to participate are more effective. 

To facilitate this approach, during the year the 

Department changed the role of a number of former 

heads of disciplines in the offender services and 

programs areas. Relieved of administrative responsibility, 

these Principal Advisors can now provide a high level 

of technical and professional advice in the fields of 

psychology, alcohol and other drugs and family and 


community issues as they affect offenders both in custody 

and in the community. 

in 2004/05, these positions contributed to the 

Department beginning to develop accredited offender 

programs for implementation in custody and in the 

community. The first of these were new programs 

addressing domestic violence, violence prevention 

and drug and alcohol abuse and addiction and relapse 

prevention. in line with our Throughcare philosophy, these 

programs are delivered to offenders who are sentenced 

to community orders and to offenders who are then able 

to participate in maintenance programs while under 

supervision in the community after release from custody. 

The Department is maintaining the therapeutic integrity 

of such programs through empirical evaluation. 

continuing focus on throughcare 

Throughcare is a co-ordinated and integrated approach 

to reducing reoffending. its two central tenets are: first, 

that all information about an offender’s management is 

recorded and accessible at all stages of their contact with 

the Department enabling a whole of sentence approach 

to the offender’s case management; and second that 

offenders access appropriate community services while 

under the supervision of the Department and transitional 

support on completion of their community based orders 

in regard to income, employment, housing, health care 

and family connections. 

in 2004/05, the Department made substantial progress 

in Throughcare by: developing core accredited programs 

that apply across community and custody settings; 

further extending E-case management across Community 

Offender Services with access to mobile technology 

and progressively implementing E-case management 

in correctional centres; and strengthening its strategic 

relationships across the community to meet the health, 

employment and accommodation needs of offenders 

under supervision in the community and for those 

being released from supervision, community based and 

custodial. 

Throughcare resources developed during the year 

included a new booklet, Planning Your Release, which 

each inmate is given at least six months before release to 

help them prepare for the substantial task of moving from 

custody to community.


Young offenders 

international research shows that the best correctional 

results come from focusing on high risk, young offenders 

whose recidivism rate in NSW is 13% higher than that 

of inmates over 25. During the year, the Department 

moved to address this issue by opening a new intensive 

Learning Centre at John Morony Correctional Centre to 

provide a fulltime education program for young adult 

offenders. Three permanent teachers, supplemented by 

TAFE teachers, now provide structured education and 

vocational courses for young inmates in custody for more 

than six months, providing young men with the skills and 

self-confidence to hold down a job after release. 

in November 2004, the Department signed a 

Memorandum of Understanding (MOU) with the 

Department of Juvenile Justice (DJJ), declaring 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. An additional MOU provides for 

a smooth transfer of young offenders between DJJ and 

Community Offender Services. 

Since this changeover in responsibility and the gazetting 

of Kariong Juvenile Correctional Centre within the 

Department of Corrective Services, the two departments 

have maintained a Throughcare strategic relationship. This 

cooperative relationship is founded on continuity of care, 

staff collaboration and sharing information as offenders 

move between departments. 

aboriginal offenders 

in response to the over-representation of Aboriginal 

inmates in the custodial population, during the year 

the Department revitalised its Aboriginal Support and 

Planning Unit. We also acquired a pastoral property near 

Tabulam in northern New South Wales, building on the 

success of the Yetta Dhinnakkal program for Aboriginal 

male offenders, which has significantly lowered recidivism 

rates. 

The new project at Tabulam will include custodial and 

community supervised male and female offenders for the 

first time on the same property. The property will not be 

run as a traditional correctional centre: there will be no 

lock-ins or uniforms. instead, the program will contain 

a strong cultural component led by elders who will live 

on the property, following the Yetta Dhinnakkal model, 

with community work programs, self-sufficient mobile 

camps and visits to sacred sites. Tabulam will allow the 

Department to offer residential programs for offenders on 

community based orders who are unable to reside in their 

community, diverting Aboriginal people from prison while 

maintaining community safety. 

During the year, the Department received $3.8 million 

to further develop partnerships with other agencies and 

local Aboriginal communities to address issues relating 

to offending. The funds, which are provided under the 

Government’s ‘Two Ways Together’ initiatives, are being 

used to implement or support existing programs in 

Dubbo, Newtown and Lismore. These programs have all 

been developed by the local Aboriginal communities 

with the support and, often, in partnership with the 

Department’s Community Offender Services division. They 

provide for the first time community based correctional 

programs developed specifically for Aboriginal male and 

female offenders, including their families. 

reparation to the community 

Performing community service plays an important part 

in reconnecting offenders with the community and 

giving them a sense of self-worth. During the year, the 

Department continued to run Mobile Outreach Camps for 

minimum security inmates, contributing towards the cost 

of their incarceration. in addition, offenders sentenced to 

Community Service Orders performed over $12 million 

worth of unpaid community work. 

sentences of less than six months 

Two-thirds of NSW inmates serve custodial sentences 

of less than six months, making it extremely difficult to 

design and implement effective rehabilitation programs 

and case management strategies for these inmates. 

Legislative changes resulted in many more of these 

offenders with a short-term custodial sentence coming 

under the supervision of Community Offender Services. 

Therefore the assessment and case planning for this group 

is focused very strongly on their transition to parole and 

the post-release plans and on the programs and services 

which can be effectively implemented in the community 

while they are under our supervision. 

implementing the Way forward 

2004/05 began with the opening of two new correctional 

centres within days of each other. Dillwynia and the Mid 

North Coast Correctional Centres are highly significant,

not just for the 700 beds they add to the NSW correctional 

system, but because they are the first facilities where The 

Way Forward has been introduced. 

The Way Forward is an innovative work place reform 

package involving a partnership between the Department 

and the Public Service Association to ensure that a 

publicly managed facility can be benchmarked against 

correctional centres operated in the private sector. 

After a year of operating The Way Forward’s flexible 

rostering and efficient staff deployment strategies, it is 

clear that this new way of operating reduces costs, while 

increasing staff and inmate safety and security. 

As part of The Way Forward implementation during the 

year, the Department restructured executive custodial 

positions in correctional centres to provide an annual 

Treasury return of $1.1 million. Key elements of this 

restructure were: signing agreements for General 

Managers and Security Managers that take these 

executives onto annualised salaries; clustering correctional 

centres, to deletion of 11 superintendent positions 

strategic Planning 

This year, as predicted, the inmate population passed 

9,000 with a highest point of 9,160 recorded on 16 May 

2005. in the last seven years, the custodial population has 

risen by 2,800 inmates – effectively adding an average 

of 400 inmates each year equating to one correctional 

centre every year. This population growth has been 

accommodated within existing facilities and through 

our capital works program, which has already seen the 

commissioning of the Dillwynia and Mid North Coast 

Correctional Centres. The next centre to open will be at 

Wellington, delivering a further 500 beds. 

To accommodate our predicted 10,000 inmates by 2010, 

over the next five years, we will deliver another 1,000 beds 

including 250 each at Cessnock and Lithgow Correctional 

Centres and 500 at a yet to be chosen location. 

However, while it is necessary to plan for inmate growth, 

we should not see our rising custodial population as 

inevitable. Out of concern about the increasing inmate 

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. 


The forum refuted the idea that the increase in the 

custodial population has been created by an increase in 

crime. 

Compounding the increasing custodial population is the 

lack of alternatives to custody as sentencing options in 

rural areas, resulting in an increase in the use of suspended 

sentences 

The forum recommended a range of strategies to operate 

at a number of points in the criminal justice system, 

such as the intensive Supervision Program which, at this 

stage, includes Home Detention and the Drug Court. This 

program is a key part of the Government’s strategy to 

encourage the use of alternatives to full-time custody for 

less serious offences. 

Home Detention is a rigorous penalty in which the 

target group is offenders convicted for less serious 

offences. The methodology of intensive supervision 

can be used for a range of offenders, possibly including 

those on bail who are currently ineligible under the 

Home Detention legislation. By extending the use of 

the technology and intensive case management of the 

intensive Supervision Program the Department can help 

to reduce imprisonment rates in NSW while still providing 

appropriate community protection. 

i am looking forward to working further with other Chief 

Executive Officers to examine the proposed strategies and 

will support the implementation of a range of measures to 

slow the increasing rate of incarceration in this State. 

national counter terrorism Plan 

During the year, the Department played a vital role in 

shaping the protocols for dealing with people charged 

or convicted under the terrorist provisions of the 

Commonwealth Criminal Code Act 1995. As a result, 

there are now standard National Custodial Management 

Guidelines which were endorsed by state and territory 

corrective services Ministers in May 2005 governing 

prisoners deemed to present a special risk to national 

security, which were endorsed by the State and Territory 

Corrective Services Ministers in May 2005. NSW will be the 

first jurisdiction to implement these reforms.

0 DEPARTMENT OF CORRECTivE SERviCES 

security 

Task Force Con-Targ 

On 30 April 2004, the Department launched Task Force 

Con-Targ to combat the introduction of contraband into 

correctional centres. During the year, the operations 

of this unit contributed to over 16,000 visitors being 

searched, 259 visitors being denied entry into correctional 

centres and 131 visitors being charged by police. 

Video conferencing 

The most likely opportunity maximum or medium 

security inmates have to escape is when they are being 

escorted to or from court, or between correctional 

centres. During the year, our increased use of the Cross 

Justice video Conferencing System continued to reduce 

these opportunities, while also avoiding approximately $3 

million in the cost of transporting and escorting inmates. 

To get the most value from our investment in video 

technology, we are currently piloting the use of the video 

conferencing system to facilitate contact with families 

who would otherwise be unable to interact with their 

inmate relatives. 

security threat group task force 

in November 2002, the Department established the 

Security Threat Group (STG) Task Force to develop a 

program to isolate and rehabilitate STG leaders and 

prevent the development of STG control structures. 

The success of this program over the last year can be 

measured by the substantial reduction in violence 

between ethnic groups and in serious assaults generally 

and in the reduced ability of inmates to conduct criminal 

activity within correctional centres. 

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 

Brush Farm Corrective Services Academy 

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. 

Some of these visits have developed into larger projects, 

such as providing comprehensive residential training for 

corrective service officers from Malaysia, which generates 

commercial income for the Department. 

By request, we also send expertise offshore for short-term 

training exercises and consultancy. Such international 

programs provide unique professional development 

opportunities for our staff and allow us to forge links with 

overseas criminal justice agencies. 

misconduct 

Based on the recommendations of the independent 

Commission Against Corruption, during the year the 

Department invested in advanced new metal detectors 

and X-ray machines for staff screening and introduced 

additional procedures to combat corrupt practices by 

Corrective Services staff. Procedures now in place include: 

• Task Force Sky, which gathers intelligence on 

corruption and liaises with external agencies such as 

iCAC; 

• random and targeted staff searches in all facilities; and 

• testing employees for alcohol and other drugs. 

Having offered a six month amnesty from June 2004 

before starting random drug and alcohol testing of staff 

members, extensive workplace testing is now in place. in 

addition, all staff now receive training on ethics and on 

how to deal with manipulative inmates. 

People are the Department’s greatest asset. None of our 

achievements in this financial year would have been 

possible without the dedicated actions and commitment 

of our staff. The Board of Management and i thank all staff 

members for their professionalism in upholding our vision 

of contributing to a safer community through excellence. 

ron WoodHam 

Commissioner

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 

commencement of two major new works: Compulsory 

Drug Treatment Centre and the Men’s Transitional Centre. 

The Department’s expenditure in 2004/05 (recurrent 

and capital) totalled $817 million. About 65% of 

this represented employee-related expenses, 18% 

other operating expenses and 8% maintenance and 

depreciation of assets and equipment. Capital works 

accounted for 9%. 

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 

$772 million. 

The audited financial statements included in this report 

contain the full details of the Department’s income and 

expenditure and financial position as at 30 June 2005. 


Details of Expenditure % $M 

■ Employee related 65% 530.4 

■ Other operating expenses 18% 147.2 

■ Capital Works 9% 70.3 

■ Maintenance 3% 20.9 

■ Depreciation 5% 44.3 

■ Grants and subsidies 1% 4.2 

00% . 

Sources of Funds % $M 

■ Government appropriations 87% 672.4 

■ Other government contributions 8% 58.5 

■ Other income 3% 20.6 

■ Corrective Services Industries 2% 12.4 

■ Sales of services to the ACT 1% 8.2 

100% .


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.

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 

year 

daily 

Average 

rate per 

100,000 adults 

% change in average 

from last year 

lowest 

weekly state 


Highest 

weekly state 

difference between lowest and highest 

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.


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 


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 remained relatively low at 32 for 2004/05. Last year’s escape total was an historic low 

at 22. There were no escapes from within medium or maximum-security correctional centres 

although three maximum security classified inmates escaped while on escort. 

nature of escapes in 2004/05 

From minimum security centres 24 

While escorted 4 

On unescorted authorised leave 2 

From court complexes 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 

escAPes From 

Full-Time cusTody 

80 

70 

60 

50 

40 

30 

20 

10 

0 

2000/01 

2001/02 

2002/03 

2003/04 

2004/05

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 selfharm 

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. 


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. 



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 


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 


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

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. 


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. 



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. 


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.

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. 


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 



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. 


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.

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 

Jul-04 

Aug-04 

Sept-04 

Oct-04 

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


Nov-04 

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 

Dec-04 

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. 

Jan-05 

Feb-05 

Mar-05 


Apr-05 

May-05 

Jun-05


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 16week 

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. 


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.

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. 




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 sixhour 

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 nongovernment 

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.


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. 


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. 




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 


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) 


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


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 


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. 



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 


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. 


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.

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. 



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. 


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. 


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

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. 


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: 


• 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


• 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 


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

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. 


• 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:


• gosford 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. 

• gosford 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 


• 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 lawabiding 

lifestyle.

on average over 17,600 people served a community based sentence in nsW during 

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 


• 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 


% change - +6.5 +5.9 +3.5 +9.9 


% change - +19.0 +14.0 +19.1 +32.4 

Probation Orders 


• 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 


% change - +0.02 -9.0 +0.4 +2.5 


% change - +4.2 +5.4 +6.2 +1.7 


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.


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. 


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.

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. 



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. 


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.



• 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 interagency 

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 



indigenous, Pacific islander, vietnamese and Arabic in partnership with leaders and 

representatives of these communities. 


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. 


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.

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 nonprofit 

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. 



• 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 



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. 


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. 



• 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).

• 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: 



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.




• 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. 


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 


• 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.

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 interagency 

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. 



• 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 



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).

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. 



• 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. 



• 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. 




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 coordinated 

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 crossagency 

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.

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. 


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 



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


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. 



• 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.

estorative 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. 


Establish Throughcare strategic relationships with other government and nongovernment 

agencies to provide combined case management of offenders, 

post-sentence services and programs, relapse prevention and essential 

re-settlement support 



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 


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.

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 



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 

Cert II in Engineering Production 

Emu Plains Cert II in Hospitality 

Cert II in Food Processing 

Cert II in Transport & Distribution 

Food Services (Business Unit) 

Engineering (Business Unit) 

Kitchen (Service Industry) 

Milk Processing (Service Industry) 

Pack & Assembly (Service Industry) 

Kirkconnell Cert II in Furnishing Furniture (Business Unit) 

Bathurst Cert II in Hospitality 

Cert II in Horticulture 

Brewarrina 

(Yetta Dhinnakkal) 

Cert II in General Construction 

Cert II in Horticulture 

Commenced 79 

Withdrawn 4 

Suspended 1 

Transferred 1 

Completed 5 

Kitchen (Service Industry) 

Grounds Maintenance (Service Industry) 

Building Maintenance (Service Industry) 

Grounds Maintenance (Service Industry) 

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.

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 acrossgovernment 

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 exoffenders; 

• 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 



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. 



• 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.

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 


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. 


enHanced caPabiLitY to deLiVer QuaLitY correctionaL 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. 


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.

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. 


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 



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.

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. 


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. 


worKers’ comPensATion clAims 

2000/01 814 

2001/02 934 



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 


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

isk 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


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. 


2001/02 7 $143,956 

2002/03 12 $12,420 

2003/04 2 $1,825 

2004/05 1 $1,000 


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

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. 


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 



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.

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 


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. 



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. 


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 discipline, 

unsatisfactory performance, discrimination and privacy matters in the past year. A database 

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

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

or investigations. 


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 


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 



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. 


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. 


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.


Ensure capital infrastructure investment aligns with operational performance goals 

and takes account of uncertainty about medium to longer-term correctional centre 

bed demand 

Demand for Services 

in 2004/05, inmate numbers continued to increase, with the average daily population of 

inmates in full-time custody rising by 6% from 8,372 in 2003/04 to 8,927 in 2004/05. As 

predicted, the highest weekly inmate population broke the 9,000 mark for the first time – rising 

to 9,160 in May 2005. 

New Correctional Centres 

During the year, the Department opened two new correctional centres to accommodate the 

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 allocation 

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. 


inmATe PoPulATion 

10000 

8000 

6000 

4000 

2000 

0 

2000/01 

2001/02 

2002/03 

Daily Average 

Highest Weekly 

2003/04 

2004/05


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 

programming. 

In progress 

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

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 

re-engineering. 

Continue to implement the Department’s Information Management and Technology Strategic Plan with a focus upon the performance 

of key corporate systems, developing better management information and upgrading communication between the Department’s sites 

across the state. 

In progress 

In progress 

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 



• 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

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




STATEMENT OF FiNANCiAL PERFRMANCE FOR THE YEAR ENDED 30 JUNE 2005 

expenses 

Operating expenses 

NotES ActuAl BuDgEt actuaL 

00 00 2004 

$’000 $’000 $’000 

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.

STATEMENT OF FiNANCiAL POSiTiON FOR THE YEAR ENDED 30 JUNE 2005 

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. 

noteS ActuAl BuDgEt actuaL 


$’000 $’000 $’000


STATEMENTS OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2005 

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. 

noteS ActuAl BuDgEt actuaL 


$’000 $’000 $’000

PROGRAM STATEMENT – EXPENSES AND REvENUES FOR THE YEAR ENDED 30 JUNE 2005 

AGency’s 

eXPenses And 

revenues 

expenses 

operating expenses 


Program 44.1.1 * Program 44.2.1 Program 44.3.1 not Attributable Total 

2005 2004 2005 2004 2005 2004 2005 2004 2005 2004 

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 

Employee related 377,447 322,854 89,338 86,336 63,613 62,227 - - 530,398 471,417 

Other operating 

expenses 

109,306 103,464 22,865 17,558 14,679 17,616 - - 146,850 138,638 

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 

services 

9,039 7,509 16,128 17,590 325 1,292 - - 25,492 26,391 

Investment income 696 620 143 166 102 122 - - 941 908 

Grants and 

contributions 

4,468 802 1,775 3,762 1,534 2,892 - - 7,777 7,456 

Other revenue 5,056 2,963 1,241 709 750 522 - - 7,047 4,194 

Total retained 

revenues 

Gain / (Loss) 

on disposal of 

non-current assets 

net cost of 

services 

Government 

contributions ** 

neT eXPendiTure 

/ (revenue) 

19,259 11,894 19,287 22,227 2,711 4,828 - - 41,257 38,949 

(196) (149) (5) - - - - - (201) (149) 

528,343 467,714 100,638 89,086 76,956 76,260 - - 705,937 633,060 

- - - - - - 730,850 677,073 730,850 677,073 

528,343 467,714 100,638 89,086 76,956 76,260 (730,850) (677,073) (24,913) (44,013) 

* 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.

SUMMARY OF COMPLiANCE WiTH FiNANCiAL DiRECTivES FOR THE YEAR ENDED 30 JUNE 2005 


2005 2004 

Expenditure / 

Net Claim on 

Consolidated Fund 

Capital 

Appropriation 

Expenditure / 

Net Claim on 

Consolidated Fund 

Recurrent 

Appropriation 

expenditure / 

net claim on 

consolidated 

Fund 

capital 

Appropriation 

expenditure / 

net claim on 

consolidated 

Fund 

recurrent 

Appropriation 

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 

oriGinAl budGeT APProPriATion / eXPendiTure 

Appropriation Act 580,781 579,128 109,338 70,301 553,368 547,403 107,270 80,242 

Section 24 PF&A Act 2,498 2,498 - - (165) - - - 

583,279 581,626 109,338 70,301 553,203 547,403 107,270 80,242 

oTHer APProPriATions / eXPendiTure 

Treasurer’s Advance 15,835 15,835 80 - - - - - 

Section 27 - transfers from other agencies 4,605 4,605 793 - - - - - 

20,440 20,440 873 - - - - - 

Total Appropriations / expenditure / net claim on 

603,719 602,066 110,211 70,301 553,203 547,403 107,270 80,242 

consolidated Fund (includes transfer payments) 

Amount drawn down against Appropriation 602,270 71,500 547,403 82,170 

Liability to Consolidated Fund (204) (1,199) - (1,928) 

The Summary of Compliance is based on the assumption that Consolidated Fund moneys are spent first (except where otherwise identified or prescribed). 

The Liability to Consolidated Fund represents the difference between the ‘’Amount run down against Appropriation’’ and the ‘’Total Expenditure / Net Claim on Consolidated Fund”.


NOTES TO AND FORMiNG PART OF THE FiNANCiAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2005 

1. SUMMARY OF SIGNIFICANT ACCOUNTING 

POLICIES 

(a) reporting entity 

The Department of Corrective Services, as a reporting 

entity, comprises all the entities under its control, 

including Corrective Services industries. The Department 

is responsible for the protection of the community by 

managing offenders in a safe, secure, fair and humane 

environment and to actively encourage personal 

development of offenders through correctional programs 

in preparation for their return into the community as 

law-abiding citizens. 

The Department provides offenders with work experience 

and trade skills through Corrective Services industries 

and also a range of community based offender programs 

through the Community Offenders Service. 

in the process of preparing the consolidated financial 

statements for the economic entity consisting of the 

controlling and controlled entities, all inter-entity 

transactions and balances have been eliminated. 

The reporting entity is consolidated as part of the NSW 

Total State Sector Accounts. 

(b) basis of accounting 

The Department’s financial statements are a general 

purpose financial report which has been prepared on an 

accruals basis and in accordance with: 

• applicable Australian Accounting Standards; 

• other authoritative pronouncements of the Australian 

Accounting Standards Board (AASB); 

• Urgent issues Group (UiG) Consensus views; 

• the requirements of the Public Finance and Audit Act 

and Regulations; and 

• the Financial Reporting Directions published in the 

Financial Reporting Code for Budget Dependent General 

Government Sector Agencies or issued by the Treasurer 

under section 9(2)(n) of the Act. 

Where there are inconsistencies between the above 

requirements, the legislative provisions have prevailed. 

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 

financial statements are prepared in accordance with the 

historical cost convention. 

All amounts are rounded to the nearest one thousand 

dollars and are expressed in Australian currency. 

(c) revenue recognition 

Revenue is recognised when the Department has control 

of the goods or right to receive, it is probable that the 

economic benefits will flow to the Department and the 

amount of revenue can be measured reliably. Additional 

comments regarding the accounting policies for 

recognition of revenue are discussed below: 

(i) Parliamentary Appropriations and Contributions from 

Other Bodies 

Parliamentary appropriations and contributions from other 

bodies (including grants and donations) are generally 

recognised as revenues when the agency obtains 

control over the assets comprising the appropriations 

/ contributions. Control over appropriations and 

contributions is normally obtained upon the receipt of 

cash. 

An exception to the above is when appropriations are 

unspent at year end. in this case, the authority to spend 

the money lapses and generally the unspent amount 

must be repaid to the Consolidated Fund in the following 

financial year. As a result, unspent appropriations are 

accounted for as liabilities rather than revenue. 

The liability is disclosed in Note 16 as part of ‘Current 

liabilities - Other’. The amount will be repaid and the 

liability will be extinguished next financial year. 

(ii) Sale of Goods and Services 

Revenue from the sale of goods and services comprises 

revenue from the provision of products or services i.e. user 

charges. User charges are recognised as revenue when the 

Department obtains control of the assets that result from 

them.



(iii) Investment income 

interest revenue is recognised as it accrues. 

(d) employee benefits and other provisions 

(i) Salaries and Wages, Annual Leave, Sick Leave and 

On-Costs 

Liabilities for salaries and wages (including non-monetary 

benefits), annual leave and vesting sick leave are 

recognised and measured in respect of employees’ 

services up to the reporting date at nominal amounts 

based on the amounts expected to be paid when the 

liabilities are settled. 

Unused non-vesting sick leave does not give rise to a 

liability as it is not considered probable that sick leave 

taken in the future will be greater than the benefits 

accrued in the future. 

The outstanding amounts of payroll tax, workers’ 

compensation insurance premiums and fringe benefits 

tax, which are consequential to employment, are 

recognised as liabilities and expenses where the employee 

benefits to which they relate have been recognised. 

(ii) Accrued Salaries and Wages 

Accrued salaries and wages and on-costs are classified 

as ‘’payables’’ in the Statement of Financial Position and 

the related note disclosures. Total employee benefits 

(including accrued salaries and wages) are reconciled in 

Note 15 “Provisions”. 

(iii) Long Service Leave and Superannuation 

The Department’s liabilities for long service leave and 

superannuation are assumed by the Crown Entity. 

The Department accounts for the liability as having 

been extinguished resulting in the amount assumed 

being shown as part of the non-monetary revenue 

item described as ‘’Acceptance by the Crown Entity of 

employee benefits and other liabilities’’. 

Long service leave is measured on a present value basis. 

The present value method is based on the remuneration 

rates at year end plus an actuarial assessment of increases 

for all employees with five or more years of service. 

The superannuation expense for the financial year 

is determined by using the formulae specified in 

the Treasurer’s Directions. The expense for certain 

superannuation schemes (ie Basic Benefit and First 

State Super) is calculated as a percentage of the 

employees’ salary. For other superannuation schemes 

(ie State Superannuation Scheme and State Authorities 

Superannuation Scheme), the expense is calculated as a 

multiple of the employees’ superannuation contributions. 

(iv) Other Provisions 

Other provisions exist when the Department has a present 

legal, equitable or constructive obligation to make a future 

sacrifice of economic benefits to other entities as a result 

of past transactions or other past events. These provisions 

are recognised when it is probable that a future sacrifice 

of economic benefits will be required and the amount can 

be measured reliably. 

Any provisions for restructuring are recognised either 

when a detailed formal plan has been developed or will 

be developed within prescribed time limits and where 

the Department has raised a valid expectation in those 

affected by the restructuring that it will carry out the 

restructuring. 

(e) insurance 

The Department’s insurance activities are conducted 

through the NSW Treasury Managed Fund Scheme of 

self-insurance for Government agencies. The expense 

(premium) is determined by the Fund Manager based on 

past experience. 

(f) accounting for the goods and services tax (gst) 

Revenues, expenses and assets are recognised net of the 

amount of GST, except where: 

• the amount of GST incurred by the Department as a 

purchaser that is not recoverable from the Australian 

Taxation Office is recognised as part of the cost of 

acquisition of an asset or as part of an item of expense. 

• receivables and payables are stated with the amount of 

GST included. 

(g) acquisitions of assets 

The cost method of accounting is used for the initial 

recording of all acquisitions of assets controlled by the 

Department. Cost is determined as the fair value of the 

assets given as consideration plus the costs incidental to 

the acquisition. 

Assets acquired at no cost or for nominal consideration 

are initially recognised as assets and revenues at their fair 

value at the date of acquisition. 

Fair value means the amount for which an asset could 

be exchanged between a knowledgeable, willing buyer 

and a knowledgeable, willing seller in an arm’s length 

transaction. 

Where settlement of any part of cash consideration 

is deferred, the amounts payable in the future are 

discounted to their present value at the acquisition date. 

The discount rate used is the incremental borrowing rate, 

being the rate at which a similar borrowing could be 

obtained.



(h) Plant and equipment 

Plant and equipment costing $5,000 and above 

individually are capitalised. Assets that form part of a 

network (e.g. computer systems and office furniture) are 

aggregated when applying the capitalisation threshold. 

(i) revaluation of Physical non-current assets 

Physical non-current assets are valued in accordance with 

the ‘’Guidelines for the valuation of Physical Non-Current 

Assets at Fair value’’ (TPP 03-02). This policy adopts fair 

value in accordance with AASB 1041 from financial years 

beginning on or after 1 July 2003. There is no substantive 

difference between the fair value valuation methodology 

and the previous valuation methodology adopted in the 

NSW public sector. 

Land is valued at market value having regard to current 

zoning and usage. Correctional centre buildings and all 

other buildings situated on land zoned for correctional 

centre use have been valued at written down replacement 

cost using the most appropriate building materials. 

Residences situated on land zoned for residential use have 

been valued at market value. Plant and Equipment have 

been valued by management at cost. 

Where available, fair value is determined having regard 

to the highest and best use of the asset on the basis of 

current market selling prices for the same or similar assets. 

Where market selling price is not available, the asset’s 

fair value is measured as its market buying price i.e. the 

replacement cost of the asset’s remaining future economic 

benefits. The Department is a not for profit entity. 

Each class of physical non-current assets is valued at least 

every five years and with sufficient regularity to ensure 

that the carrying amount of each asset in the class does 

not differ materially from its fair value at reporting date. 

The last revaluation of land and buildings was completed 

on 30 June 2002 and was based on an independent 

assessment. 

A factor update has been completed by NSW Department 

of Commerce, State Projects and Regional Services based 

on the valuation at 30 June 2002. Although the properties 

are located in various metropolitan and country areas 

the application of overall factors ensures that the 2002 

valuations are adjusted to Fair value as at 30 June 2005. 

Non -specialised assets with short useful lives are 

measured at depreciated historical cost, as a surrogate for 

fair value. 

When revaluing non-current assets by reference to 

current prices for assets newer than those being 

revalued (adjusted to reflect the present condition of the 

assets), the gross amount and the related accumulated 

depreciation is separately restated. 

Otherwise, any balances of accumulated depreciation 

existing at the revaluation date in respect of those assets 

are credited to the asset accounts to which they relate. 

The net asset accounts are then increased or decreased by 

the revaluation increments or decrements. 

Revaluation increments are credited directly to the asset 

revaluation reserve, except that, to the extent that an 

increment reverses a revaluation decrement in respect of 

that class of asset previously recognised as an expense 

in the surplus/deficit, the increment is recognised 

immediately as revenue in the surplus/deficit. 

Revaluation decrements are recognised immediately as 

expenses in the surplus / deficit, except that, to the extent 

that a credit balance exists in the asset revaluation reserve 

in respect of the same class of assets, they are debited 

directly to the asset revaluation reserve. 

Revaluation increments and decrements are offset against 

one another within a class of non-current assets, but not 

otherwise. 

Where an asset that has previously been revalued 

is disposed of, any balance remaining in the asset 

revaluation reserve in respect of that asset is transferred to 

accumulated funds. 

(j) depreciation of non-current Physical assets 

Depreciation is provided for on a straight line basis for 

all depreciable assets so as to write off the depreciable 

amount of each asset as it is consumed over its useful life 

to the entity. 

All material separately identifiable component assets are 

recognised and depreciated over their shorter useful lives, 

including those components that in effect represent major 

periodic maintenance. 

Land is not a depreciable asset. 

Depreciation rates applicable are as follows: - 

Buildings depreciation varies in accordance with 

construction type and remaining useful life of each 

structure and on average are depreciated over 40 to 50 

years. Residences 2.5%, Plant & Equipment - general 10%, 

motor vehicles 33.3 %, computer hardware 33.3%, major 

computer software 20% and office fitouts depending on 

the term of the lease (10%, 20% & 50%). 

(k) maintenance and repairs 

The costs of maintenance are charged as expenses as 

incurred, except where they relate to the replacement 

of a component of an asset, in which case the costs are 

capitalised and depreciated.



(l) Leased assets 

A distinction is made between finance leases which 

effectively transfer from the lessor to the lessee 

substantially all the risks and benefits incidental to 

ownership of the leased assets, and operating leases 

under which the lessor effectively retains all such risks and 

benefits. 

The Department has no finance leases. 

Operating lease payments are charged to the Statement 

of Financial Performance in the periods in which they are 

incurred. 

(m) receivables 

Receivables are recognised and carried at cost, based 

on the original invoice amount less a provision for any 

uncollectable debts. An estimate for doubtful debts is 

made when collection of the full amount is no longer 

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 

Budget Papers (as adjusted above). However, in the 

Statement of Financial Position, the amounts vary from the 

Budget Papers, as the opening balances of the budgeted 

amounts are based on carried forward actual amounts ie 

per the audited financial statements (rather than carried 

forward estimates). 

(s) treasury managed fund 

TMF normally calculates hindsight premiums each year. 

However in regard to workers compensation the final 

hindsight adjustment for the 1997/1998 fund year and an 

interim adjustment for the 1999/2000 fund year were not 

calculated until 2003/2004. As a result, the 1998/1999 final 

and 2000/2001 interim calculations has been received in 

2004/05. 

The basis for calculating the hindsight premium is 

undergoing review, and it is expected that the problems 

experienced will be rectified for future payments.



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 

Labour costs of $2,151,000 ($1,483,000 in 2003/2004) have been capitalised. 

(b) other operating expenses 

530,398 471,417 

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 

* Total cost of goods sold is as follows: 

146,850 138,638 

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 

maintenance and depreciation 

00 2004 

$’000 $’000 

3,516 2,747 

11,790 12,576



(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 

(e) Grants and subsidies 

44,274 37,816 

Religious attendance on Inmates 1,592 1,403 

Prisoner after care activities (including community grants) 2,656 2,506 

(f) other expenses 

4,248 3,909 

Other 314 398 

3. reVenues 

(a) sale of goods and services 

sale of goods 


314 398 

12,406 13,717 

Canteen Sales 824 842 

rendering of services 

ACT Inmates - recovered from the ACT Government 

8,241 7,862 

Illegal Immigrants - recovered from the Commonwealth Government 6 113 

Rent 410 403 

Minor User Charges 3,605 3,454 

(b) investment income 

25,492 26,391 

Interest from NSW Treasury 941 908 

(c) Grants and contributions 


$’000 $’000 

941 908 

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



Attorney General’s Department 1,865 1,769 

Roads & Traffic Authority 623 1,270 

Other 80 192 

There are no conditions attached to this funding, which is subject only to annual acquittance. 

(d) other revenue 

7,777 7,456 

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 

4. gain / (Loss) on disPosaL of non‑current assets 

Gain / (loss) on disposal of land and buildings, plant and equipment 

7,047 4,194 

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: 


$’000 $’000 

Recurrent appropriations (per Statement of Financial Performance) 602,066 547,403 

Total 602,066 547,403



(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) 

Comprising: 

70,301 80,242 

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 

8. Programs / actiVities of tHe dePartment 

(a) Program 44.1.1 containment and care of inmates 

Objectives: 

58,483 49,428 

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: 


$’000 $’000 

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.



9. current assets ‑ casH 


$’000 $’000 

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 

11. current assets ‑ inVentories 

current inventories 

8,487 10,549 

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) 

12. current assets ‑ otHer 

803 744 

6,692 5,526 

Prepayments 1,390 1,385



13. non‑current assets ‑ ProPertY, PLant and eQuiPment 

land and buildings 


$’000 $’000 

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. 

2005 

land and 

buildings 

Plant & 

equipment 

work in 

Progress 

Total 

$’000 $’000 $’000 $’000 

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)



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. 

14. current LiabiLities ‑ PaYabLes 


$’000 $’000 

Accrued salaries wages and oncosts 6,792 5,689 

Creditors 27,692 18,805 

15. current / non‑current LiabiLities ‑ ProVisions 

employee benefits and related on-costs 

34,484 24,494 

Recreation Leave 59,376 51,993 

Sunday and Public Holidays 1,966 2,280 

Annual Leave Loading 3,136 2,111 

other provisions 

64,478 56,384 

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 

movements in other provisions 

Movements in each class of provision during the financial year, other than employee benefits are set out below: 

81,622 71,165 

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



17. cHanges in eQuitY 

Balance at the beginning of the financial 

year 

changes in equity – transactions with 

owners as owners 

Increase / (decrease) in net assets from 

equity transfers 

Accumulated Funds Asset revaluation reserve Total equity 

2005 2004 2005 2004 2005 2004 

$’000 $’000 $’000 $’000 $’000 $’000 

782,622 738,616 442,401 358,744 1,225,023 1,097,360 

11,798 - 3,253 - 15,051 - 

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 

disposal of revalued land & buildings 

352 (7) (352) 7 - - 

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 

18. increase / decrease in net assets from eQuitY transfers 

Assets 


$’000 $’000 

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.



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: 


Later than one year and not later than five years 95,898 18,727 

Later than five years 9,033 - 


(c) operating lease commitments 

Future non-cancellable operating lease rentals not provided for and payable 


Later than one year and not later than five years 32,757 12,539 

Later than five years 5,319 249 


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 


$’000 $’000 

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.



21. budget reVieW 


$’000 $’000 

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



22. casH fLoWs 

reconciliation of cash flows from operating activities to net cost of services 


$’000 $’000 

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.



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



(a) reconciliation of key aggregates 

reconciliation of equity under existing standards (AGAAP) to equity under AeiFrs 

0 JuNE 1 JuLy 

00 ** 2004* 

noteS $’000 $’000 

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


aPPendiX contents 

appendix 001 SES Performance Statement–Commissioner 101 

appendix 002 SES Performance Statement–Senior Assistant Commissioner, 

Inmate and Custodial Services 102 

appendix 003 Average number of employees by category 103 

appendix 004 Privacy and personal information protection statement 103 

appendix 005 Boards, councils and committees 104 

appendix 006 Risk management 109 

appendix 007 Victims Awareness Project 110 

appendix 008 Victims Of Violent Crime Grants Program 

Funding Allocation 110 

appendix 009 Cost of consultants 111 

appendix 010 Promotional appeals to Government And Related Employees 

Appeal Tribunal (GREAT) 111 

appendix 011 Cost of contractors and contracted employees 112 

appendix 012 Use of corporate credit cards 112 

appendix 013 Honours and awards 113 

appendix 014 Guarantee of Service 114 

appendix 015 Junee Correctional Centre 2004/05 Performance Assessment 

Report 115 

appendix 016 Major assets 117 

appendix 017 Major works in progress 117 

appendix 018 New legislation and significant judicial decisions 118 

appendix 019 Implementation of NSW Government’s Action Plan For 

Women 2003-2005 121 

appendix 020 Contracting and market testing 123 

appendix 021 Freedom of Information Statement of Affairs 124 

appendix 022 Freedom of Information–Summary and commentary of 

the Freedom of Information statistics of the Freedom of 

Information and Privacy Unit 128 

appendix 023 Freedom of Information statistics 130 

appendix 024 Correctional Industries Consultative Council of NSW 

Annual Report 133 

appendix 025 Separations 134 

appendix 026 Sponsorships 135 

appendix 027 EEO Table A: Trends in the representation of EEO Groups 135 

appendix 028 EEO Table B: Trends in the distribution of EEO Groups 135 

appendix 029 Overseas visits 136 

appendix 030 Senior executive staff at 30 June 136 

appendix 031 National Correctional Indicators outcomes 137 

appendix 032 Grants made to organisations which assist inmates, ex 

inmates and their families (Community Funding Program) 139 

appendix 033 Ethnic Affairs Priorities Statement 140 

appendix 034 Payment performance indicators 141 

appendix 035 Persons under detention in each correctional 

centre; 27 June 2004 and 26 June 2006 142 

appendix 036 Annual trends in the inmate population; 

2000/01 -2004/05 146 

appendix 037 Number of inmates in NSW custody as at 30 June by 

Aboriginality; 1992 to 2004 146 

appendix 038 Legal status of inmates held as at 30 June 2004 by 

Aboriginality and gender 147 

appendix 039 Commissioner’s Statement of Responsibility 147 

appendix 040 Government contributions to departmental expenditure 148 

appendix 041 Escapes by security level breached; 2004/05 148 

appendix 042 Addresses: Community Offender Services 149 

appendix 043 Addresses: Regional offices & correctional centres 152

AppENDix 00 ses PerFormAnce sTATemenT- commissioner 

DEPARTMENT OF CORRECTivE SERviCES 0


AppENDix 00 ses PerFormAnce sTATemenT- senior AssisTAnT commissioner, inmATe And cusTodiAl services

AppENDix 00 AverAGe number oF emPloyees by cATeGory 

cusTody oF inmATes And deTAinees 

DEPARTMENT OF CORRECTivE SERviCES 0 


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 00 PrivAcy And PersonAl inFormATion ProTecTion sTATemenT 

The Department’s Privacy Code of Practice is being drafted 

by the Parliamentary Counsel’s Office. There are some 

issues yet to be finalised through discussions with the 

Attorney General’s Department. 

When the Privacy Code of Practice has been finalised, the 

Department will be in a position to complete its Privacy 

Management Plan. 

internal reviews 

in the 2004-2005 reporting period the Department 

received one application for internal review. The review is 

not due to be completed until after the reporting period. 

requests 

The Department received no requests under either 

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.


AppENDix 00 boArds, councils And commiTTees 

Departmental representation on external 

boards and committees: 

corrective services administrators conference 

(held annually) 

Commissioner, Ron Woodham 

Justice Health board meeting 

(held monthly) 

Luke Grant, Assistant Commissioner, Offender 

Management 

Dave Farrell, Regional Commander, Remand Facilities & 

Special Programs Command 

chief executive officers network meeting (every 2 

months) 


criminal Justice system chief executive officers 

meeting 

(held approximately every 3 months) 


criminal Justice chief executive officers meeting 

(held every 3 months) 


chief executive officers group on aboriginal affairs 

(held approximately every 3 months) 


nsW government Procurement council 

(held as deemed necessary by council) 

Commissioner, Ron Woodham, represented by Executive 

Director, Finance & Asset Management, Gerry Schipp, 

Judith Dagg, Director, Logistics Branch 

Community Offender Services Executive Director, North 

West, Phil Ruse, represents the Department on the 

following committee: 

Hunter, central coast and north coast regional 

co-ordination management groups 

Community Offender Services, Executive Director, South 

West, valda Rusis, represents the Department on the 

following committee: 

riverina-murray regional co-ordination management 

group 

Community Offender Services, Executive Director, Sydney 

Metropolitan, Peter McDonald, represents the Department 

on the following committees: 

Western sydney Human services group 

Western sydney regional coordinator management 

group 

mount druitt community solutions & crime 

Prevention strategy steering committee 

redfern Waterloo Human services senior officers 

group 

(Executive Director, Finance & Assets Management also 

attends) 

criminal court of appeal & crime registry 

Assistant Commissioner, Offender Management, Luke 

Grant 

mental Health (criminal Procedure) act meeting 


Grant 

correctional centre release treatment scheme 

meeting 


Grant 

Justice sector chief information officers consultative 

forum 

Executive Director, information Management & 

Technology, Wayne Ruckley 

regional co-ordination management group (illawarra 

& south east) 

Assistant Commissioner, Security & South West Command, 

John Klok 

regional community consultative committee 

Assistant Commissioner, Security & South West Command, 

John Klok 

corrective services Working group, steering 

committee for the review of commonwealth/state 

service Provision 

Director, Corporate Research, Evaluation & Statistics, Simon 

Eyland 

technical advisory group, national correctional 

services statistical unit, australian bureau of 

statistics 

Director, Corporate Research, Evaluation & Statistics, Simon 

Eyland 

corrections advisory board (charles sturt university) 

Assistant Director, Learning & Staff Development, Sean 

O’Toole 

course advisory committee (charles sturt university) 

Assistant Director, Learning & Staff Development, Sean 

O’Toole

AppENDix 00 boArds, councils And commiTTees (conT) 

Project reference group, metropolitan Low security 

Women’s Prison, department of Justice, Western 

australia 

Commander, Women’s Facilities & Services, Lee Downes 

dairy board of management 


Joint community consultative meeting 


criminal Justice interdepartmental operations 

committee 

Jeff Cunningham, A/Director, Sentence Administration 

serious offenders review council (sorc) 

Superintendent Steve Tandy (Official Member) 

Director, inmate Classification & Case Management, Terry 

Halloran 

The subcommittees of the SORC are the Pre Release 

Leave Committee, High Security inmate Management 

Committee and the Escape Review Committee. 

network of government agencies: gay, Lesbian and 

transgender issues 

Max Saxby, A/Director, Offender Management Unit 

nsW government aboriginal affairs Policy Justice 

cluster sub committee 

Max Saxby, A/Director, Offender Management Unit 

Justice sector information exchange co-ordination 

committee 

Executive Director, Office of the Commissioner, Peter 

Peters 

Executive Director, information Managment & Technology 

Division, Wayne Ruckley 

Major Departmental Committees 

board of management 


Commissioner Ron Woodham 

Senior Assistant Commissioner, inmate & Custodial 

Services, ian McLean 

Senior Assistant Commissioner, Community Offender 

Services, Catriona McComish 


Grant 

A/Assistant Commissioner, Security, Brian Kelly 

Executive Director, Legal Services & Corporate Counsel, 

Paul Nash 

Executive Director, Human Resources, Paul irving 

Executive Director, Finance & Asset Management, Gerry 

Schipp 

Executive Director, Office of the Commissioner, 

Peter Peters 


Executive Director, Probity & Performance Management, 

Mike Woodhouse 



board of management Policy sub-committee 

(held as required) 






Grant 



Paul Nash 



Schipp 


Peters 





Director, Corporate Strategy, Ross Hannah 

board of management for training & staff 

development 







Assistant Commissioner, Offender Services, Luke Grant 


Executive Director, Community Offender Services, North, 

Phil Ruse 


Schipp 

Commander, Remand Facilities & Special Programs, Dave 

Farrell 


A/Director, Learning & Staff Development, Jo Quigley 

information management & technology board of 

management 

Commissioner, Ron Woodham (Chair) 




Grant 


Services, Catriona McComish




Technology, Wayne Ruckley (Deputy Chair) 


Peters 


Schipp 



Paul Nash 

Director, Custodial Operations Support, Judy Windle 

A/Director, Corrective Services industries, Neil Daines 

ethics committee 


Grant (Chair) 

Director, Corporate Research Evaluation & Statistics, Simon 

Eyland 



Executive Director, Legal Services and Corporate Counsel 

Paul Nash 

Executive Director, Probity & Performance Management & 

Chief Ethical Strategist, Mike Woodhouse 

Deputy Director, Hiv Epidemiology & Clinical Research, 

Prof. John Kaldor 

Executive Director, The St. James Ethics Centre, Dr Simon 

Longstaff 

CEO, Corrections Health Services, Dr Richard Matthews 

Official visitor, Reg Pollock 

Associate Professor & Pro Dean, Faculty of Law, University 

of Sydney, Julie Stubbs 

interdepartmental committee on custodial Witness 

Protection 


General Manager, Greg Sneddon 

NSW Police, Peter Dein 

NSW Crime Commission, John Ralston 

Australian Crime Commissioner, Mike Purchas 

Australian Federal Police, Ken Hardman 

iCAC, Steve Osborne 

Police integrity Commission, Errol Ryan 

multicultural community consultative committee 




Senior Assistant Commissioner inmate Custodial Services, 

ian McLean 

Assistant Commissioner Offender Management, Luke 

Grant 

Chaplain Co-ordinator, Rod Moore 

Co-ordinator Multiculturalism, Gavin Wesson 

Executive Officer, CRC Justice Support, Allison Churchill 

A/CEO, Justice Health, Julie Babineau 

Community Settlement Services Worker, Canterbury 

Bankstown Migrant Resource Centre, Mere Siganisucu 

Co-ordinator, The vietnamese Community in Australia 

NSW Chapter, Nhan Trant 

Project Officer, Australian Arabic Communities Council 

CEO Ethnic Communities Council of NSW, Phillip Prideaux 

risk management committee 

Gerry Schipp, Executive Director, Finance & Asset 

Management 

Arthur Abraham, Director, Audit 

Peter Hay, A/ Director, Facilities Management 

Paul Nash, Executive Director, Legal Services & Corporate 

Counsel 

Dave White, Director, Strategic Operational Review 

Paddi O’Moore, Asset Manager 

Lyn Colley, Director, OH&S and Workers Compensation 

Judith Dagg, Director, Logistics 

Katalin Erdelyi, A/Property Manager 

Alicia Hurrel,A/ Administration Manager 

inga Jacobsson, Senior Planning and Projects Officer, 

Corporate Strategy, 

Rob Walters, Senior Legal Officer, Legal Services 

Joanne Frearson, Manager, injury Management 

Proclamations review committee 


Counsel 

Troy Jurd, A/Deputy Superintendent 

Chris Quilkey, Senior Legislation and Policy Officer 

Corporate Legislation & Parliamentary Support 

steering committee of the strategic Plan for suicide 

Prevention in corrections 


Grant, 

Clinical Co ordinator, “At Risk” inmates, Jenny Barton 

NSW Corrections Health Services Representative 

Murray McPherson, Director, Legal Services 

Prison officers Vocational branch 






Director, Workforce Relations, Deirdre Hunter 

John Campbell, Chairman, Prison Officers vocational 

Branch 

POvB Delegates as required 

commissioned officers Vocational branch 


Commissioner, Ron Woodham (Chair)






Pat Armstrong, Chairman, Commissioned Officers 

vocational Branch 

COvB Delegates as required 

Joint consultative committee (every three months) 







Grant 



Pat Armstrong, Chairman, Commissioned Officers 

vocational Branch 

John Campbell, Chairman, Prison Officers vocational 

Branch 

Greg Turner, Chairman, Departmental Committee (noncustodial) 

Public Service Association 

Andrew Wilson, industrial Officer, Public Service 

Association 

Gerard van Dorn, Chair, Roden Cutler House Workplace 

Group 

Richard Walsham, NSW Teachers Federation 

correctional industries consultative council of nsW 

ian McLean, Senior Assistant Commissioner, inmate & 

Custodial Services 

Joe Moore, Australian Business Ltd 

Chris Christodoulou, Labor Council of NSW 

Barry Tubner, Labor Council of NSW 

Alwyn Thomas, Australian industry Group 

Jennifer Doubell, Community Representative 

Neil Daines,A/Director, Corrective Services industries 

Steve Thorpe, Operations Development Manager, 

Corrective Services industries 

correctional food services Working Party 

ian McLean, Senior Assistant Commissioner, inmate & 


Prof. Michael Levy, Corrections Health Service 

Neil Daines, A/ Director, Corrective Services industries 

Jeremy Hildreth, Food Services Manager, Corrective 

Services industries 

Dave Farrell, Commander, Remand Facilities & Special 

Programs 

Brian Kelly, A/Assistant Commissioner, Security 

Don Rogers, Commander, North West 

Lee Downes, Commander, Women’s Facilities & Services 

Lorraine Bridge, Governor, Mulawa Correctional Centre 


inmate & families development committee 

Neil Daines, A/ Director, Corrective Services industries 

Peter Hay, A/ Director, Facilities Management Branch 

Ken Kellar, Superintendent, Operations 

Lee Downes, Commander, Women’s Facilities & Services 

Gloria Larman, Shine for Kids 

Nicola Wilson, Project Director, Child Protection 

Coordination and Support Unit 

capital Works steering committee 







Grant 



Schipp 


Peters 




A/Director, Facilities Management, Peter Hay 

A/CEO, Justice Health Services, Julie Babeneau 

Logistics Manager, Operations Support Branch, Graham 

Egan 

Director, inmate Services and Programs, Rhonda Booby 

Director, Corporate Strategy, Ross Hannah 

Sue Brennan, Department of Commerce 

audit committee 



Director, Audit, Arthur Abraham 





Executive Director, Finance & Asset Management Gerry 

Schipp 

Executive Director, Probity & Performance, Mike 

Woodhouse 


Peters 

Director, Audit Office, Sam Kalagurgevic 

Audit Office, Greg Rowling 

independent - Hill Rogers Chartered Accountants, Carol 

Holley 

Honours & awards committee 


Commissioner Ron Woodham








Grant 



Paul Nash 



Schipp 


Peters 





non-custodial departmental committee 




Grant 





industrial Officer, PSA, Andrew Wilson 

Northern Area Delegate, Elizabeth Fitzsimmons 

Metropolitan Area Delegate, Dianne Joyce 

RCH Delegate, Gerard van Dorn 

RCH Delegate, Secretary, Laurie Powell 

restorative Justice meeting 








Grant 

Director, inmate Services and Programs, Rhonda Booby 

victims of Crime Assistance League, Howard Brown 

Homicide victims Support Group, Martha Jabour 

Enough is Enough, Ken Marslew 

Youth Justice Conferencing, Jenny Bargen 

Prisoners Legal Service, Will Hutchins 

Proactive Resolutions, John McDonald & David Moore 

Chaplaincy Co-ordinator, Rodney Moore 

Chaplain, John Morony Correctional Centre, Pauleen West 

Minister’s Office representative, Michael O’Brien 

Periodic detention review committee 


Counsel 

Jeff Cunningham, A/ Director,Sentence Administration 

Steve D’Silva, Director, Periodic Detention 

Dion Ngatai, Stage 2 Co-ordiantor 

Pierette Mizzi, Commonwealth Director of Public 

Prosecutions Office 

Tom Symonds, Community Member 

risK assessment committee 

Mike Woodhouse, Executive Director, Probity & 

Performance Management 

Paul irving, Executive Director, Human Resources Division 


Counsel 

Margaret Parmeter, Director, Employment & Administrative 

Law Branch 

Ken Hughes, Superintendent Corrections intelligence 

Group 

Professional conduct management committee 

Mike Woodhouse, Executive Director, Probity & 

Performance Management 

Brian Kelly, A/Assistant Commissioner, Security 


Law Branch 

John Crawford, Director PCiB 

Dave Christey, Commander CSiU 

investigations review committee 

ian McLean, Senior Assistant Commissioner, inmate and 


Brian Kelly, A/Assistant Commissioner Security 


Law Branch 

John Crawford, Director PCiB 

Dave Christey, Commander CSiU 

Andrew McClintock, A/Commander and Security 

investigations 

Other departmental committees 

Aboriginal Programs & Mobile Camps Steering Committee 

Authorised visitors Review Committee 

Aboriginal Programs & Mobile Camps Meetings 

Justice Health /DCS Liaison Meeting 

Child Protection Steering Committee 

Court Escort Security Meeting 

DCS/Ombudsman Liaison Meeting 

Disability Advisory Council Meeting 

Directors Review Committee 

Ellipse Project Management Committee 

High Risk Management Unit Goulburn Committee 

High Security inmate Management Committee (HSiMC) 

Human Resources Shared Corporate Services Committee 

BiMS (Ellipse) Upgrade Steering Committee


Corporate information Management Steering Committee 

Hep C Council 

iM&T Planning and Development Forum 

information Security Steering Committee 

inmates with Disabilities Committee 

inmate Population Committee 

inmate Population Meeting 

John Morony School Meeting 

Johnston Report Steering Committee 

Junee Management Meeting 

Long Bay Hospital Forensic Meeting 

LSi-R Steering Committee 

Metropolitan Remand Facilities Community Consultative 

Committee 

Mid North Coast Commissioning Committee 

Mothers and Children’s Committee 

Mobile Outreach Program Committee 

MRF Regional industrial Relations Committee 

AppENDix 00 risK mAnAGemenT 

motor vehicle Accident claims 


Occupational Health & Safety Committee 

Organisational Development, Planning & Establishments 

Committee 

Parklea Area 5 Redevelopment Committee 

Periodic Detention Strategic Committee 

Commanders Human Resources Committee 

Regional Governors Meetings 

Security Threat Group (STG) Committee 

Service improvement Program (iM&T) Steering Committee 

Shared Ellipse Upgrade Project 

Smartcard Steering Committee 

Throughcare & E Case Management Steering Committee 

Taskforce Oversight Committee 

TRiM Steering Committee 

Women’s Advisory Committee 

Western Region Management Team (Community Offender 

Services) 

Way Forward Meetings 

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 


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. 


2002/03 12 $12,420 

2003/04 2 $1,825 

2004/05 1 $1,000


AppENDix 00 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 00 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

AppENDix 00 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 0 0 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%


AppENDix 0 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 0 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

AppENDix 0 Honours And AwArds 

national medal 

Aquino, Alejandro 

Austin, Ronald 

Ayoub, Richard 

Barber, Peter 

Barrett, Lisa 

Brennan, Kerry 

Bressington, Denis 

Brown, Marcella 

Cangy, Charles 

Chirgwin, William 

Crowther, Narelle 

Cruise, James 

Cuthbertson, ian 

Davis, Rodney 

Deen, Terrance 

Delaney, David 

Dixon, Alan 

Drury, Cohn 

Durbidge, Kevin 

Ellis, Geoffrey 

Farmilo, Terrence 

Fong, Meresimani 

Forrester, Wayde 

Gallimore, Wayne 

Gibson, Matthew 

Gillard, Rodney 

Graves, Owen 

Hamilton, Craig 

Hampstead, Shelby 

Hargrave, Mark 

Hay, Michael 

Hick, Rodney 

Hocking, Murphy 

Holmes, Mark 

Hornery, Judith 

Howard, Terrence 

Jeffress, Pauline 

Johns, Glenda 

Jordan, Dale 

Katiehi, Rodney 

Kellett, Pamela 

Kelty, Geoffrey 

Kembrey, Michael 

Kemp, Cohn 

Kennedy, Mark 

Kentwell, Michelle 

Keukenmeester, 

Bendix 

Knowles, Stephen 

Kres, Shane 

Laing, David 

Lang, Roland 

Lesko, Sindy 

Love, Donald 

Lowe, Allan 

Marcelo, Reynaldo 

McCaig, James 

McCallum, Garry 

McClymont, Patrick 

McGoldrick, Gary 

McGraw, Brad 

McLaughlan, 

James 

McLean, Erica 

Miles, Neil 

Montgomery, 

Christopher 

Moore, Craig 

Moorhouse, Paul 

Morrow, vicki 

Munn, Lance 

Murray, Kevin 

Murrell, Craig 

Musgrave, 

Hannelore 

Newton, Michaela 

Nomikos, Paul 

Noronha, Jose 

Oates, Leanne 

O’Hanlon, Peter 

Orantia, Omer 

Palajos, Aquino 

Palay, Stefan 

Palmer, Daniel 

Paora, Ekana 

Parker, Linda 

Payne, John 

Pearse, Gary 

Piazza, Glen 

Piscopo, Mark 

Pitt, Stephen 

Pyers, Shane 

Rees, Trudy 

Rein, Bryan 

Rietdyk, John 

Roberts, Craig 

Robertson, Rory 

Rouse, Martin 

Rush, Paul 

Sanders, Leslie 

Shea, Anthony 

Siefen, Sylvia 

Skomba, Karen 

Slater, Michael 

Smith, Wayne 

Solomon, Onsi 

Stevenson, Scott 

Tapu, Reweti 

Taylor, Carl 

Taylor, Gay 

Taylor, Steve 

Teoh, Troy 

Theunissen, Wayne 

Too, Apelu 

Towner, Anthony 

Tozer, Mark 

Turner, David 

van Der Horst, 

ingrid 

Walker, Alan 

Watson, Gregory 

Watson, ian 

Wilding, Justin 

national clasp 

Cant, Geoffrey 

Clements, Barry 

Condon, John 

Dolenac, Stephen 

Downes, Lee 

Harris, David 

Harrison, Stephen 

Holland, William 

Jones, Warwick 

Jones, Watson 

Kama, Jim 

Kay, Michael 

Lang, Roland 

Manning, Brian 

Marsh, Malcolm 

Maund, Roger 2nd 

Mitchell, Alan 

Mood, Barry 2nd 

Moonen, Cornelius 

Moriarty, Michael 

Nelson, Philip 

Robinson, Kim 

Rudd, Jeffrey 

Taylor, Kenneth 

Thompson, Lyall 

vial, Christopher 

meritorious 

service medal 

Anshaw, Judith 

Baughan, Tony 

Blinkhorn, Kim 

Bowie, James 

Breckenridge, 

Thomas 

Brown, Timothy 

Coffee, vicki 

Cousley, Brett 

Cowan, Joseph 

D’Cotta, Winston 

D’ Souza, Xavier 

Daffen, Anne 

Deiprado, Gregory 

Dinsdale, Andrea 

Dunn, Maria 

Farrell, Patrick 

Fazio, Scott 

Frail, Lennie 

Gates, Denis 

Gay, Stephen 

Gibbons, Duncan 

Grabski, John 

Green, Carol 

Greer, Frank 

Greig, James 

Hartley, Stuart 

Hays, Andrew 

Holmes, John 

Hopkins, Thomas 

Jesionkowski, 

Reimuno 

Kursa, Wladyslaw 

Maher, Robert 

Manning, Brian 

Maraki, Maryanne 

Matthews, Cohn 

Mayes, Ken 

McPherson, 

Michael 

McPhillips, William 

McRae, Rodney 

McSoriley, Bruce 

Mitchell, Lachlan 

Morgan, Donna 

Murray, Warwick 

Nowrot, Henryk 

Patchett, Murray 

Perrin, Kenneth 

Petterson, Gregory 

Pezzano, 

Domenico 

Pierce, Brian 

Pilley, Barry 

Reid, Alexander 

Sim, Guy 

Tarrant, Bruce 

Thompson, Bruce 

Thornton, John 

vrzic, Teresa 

Waters, Cheryl 

Whyte, Lesley 

Wilson, Mark 

Winn, David 


service clasps 

35 years 

Maund, Roger 

Mood, Barry 

Stacey, Philip 

30 years 

Caffrey, Phillip 

Clarke, George 

Norman, Brian 

Robertson, Stanley 

Timbs, David 

25 years 


Butler, Francis 

Cant, Geoffrey 

Clements, Barry 

Condon, John 

Dolenac, Stephen 

Downes, Lee 

Dwyer, Michael 

Goodwin, Jan 

Hammond, Patti 

Harris, David 

Harrison, Stephen 

Hillard, Joseph 

Holland, William 

Jones, Warwick 

Kama, Jim 

Kay, Michael 

Lang, Ronald 

Lawler, Therese 

McGrath, Moira 

McGrory, Desmond 

Miles, Brad 

Moonen, Cornelius 

Piccirilli, Ernani 

Rannard, Colin 

Robinson, Kim 

Rowley, Garrie 

Ryan, Michael 

Sheppard, Kevin 

Taylor, Kenneth 

Thompson, Lyall 

vial, Christopher 

White, David 

service medal 

Adam, Mark 


Aquino, Alejandro 

Ashton, Kenneth 

Austin, Ronald 

Ayoub, Richard 

Ball, Philip 

Barber, Peter 

Barkho, Sami 

Barlow, Steven 

Barnes, Chiuria 

Barnhurst, Terry 

Barrett, Lisa 

Belgrove, Wayne 

Bentley, vicki 

Blogg, Dennis 

Boehm, Juergen 

Boyd, Peter 

Bridger-Darling, 

Marie 

Brindle, Derek 

Brown, Denise 

Castelo-Sanchez, 

Raul 

Chalane,Timothy 

Chalker, Mathew 

Chandrasekar, 

Sulochana 

Chundramun, 

Satish 

Cole, Wayne 

Colin-Thome, Peter 

Colley, Dembo 

Collins, James 

Cousens, Roslyn 

Cowell, Peter 

Craig, Jason 

Cruise, Patrick 

David, John 

Davies, Kim 

Davis, Rodney 

Decrespigny, Sonia 

Deen, Terrance 

Delaney, David 

Devine-Jones, 

Craig 

Dixon, Alan 

Doyle, Grant 

Doyle, Karen 

Drury, Colin 

Duggan, Patrick 

Duncan, Mark 

Durbidge, Kevin 

Duff, Beverley 

Dwyer, Raymond 

Edwards, Lance 

Ellis, Geoffrey 

Elwin, Colin 

Faith, Robert 

Farfan, Gay


AppENDix 0 Honours And AwArds (conT) 

Farmilo, Terrence 

Fazio, Scott 

Fitzgibbon, Steven 

Fong, Meresimani 

Gibbs, Dennis 

Gibbs, Duncan 

Gibson, Matthew 

Gillard, Rodney 

Gough, Roslyn 

Gover, Daryl 

Graves, Owen 

Green, Michael 

Greer, Frank 

Halliwell, Glenn 

Hamilton, Craig 

Hargrave, Mark 

Hay, Michael 

Heath, Glen 

Helm, irene 

Hick, Rodney 

Hicks, David 

Hocking, Murphy 

Hodge, Arthur 

Homery, Judith 

Howard, Terrence 

Howell, Rodney 

Howes, Paul 

Hutchison, Mark 

irani, Ken 

Jacobson, Wayne 

Johns, Glenda 

Jordan, Dale 

Kaicher, Ellie 

Katiehi, Rodney 

Kearney, Darren 

Kellett, Pamela 

Kelty, Geoffrey 

Kembrey, Michael 

Kemp, Colin 

Kentwehl, Michelle 

Keogh, Peter 

Keukenmeester, 

Bendix 

Kinder, Catherine 

Knowles, Stephen 

Kobylnska, Elzbieta 

Kres, Shane 

Kruse, Lyndsay 

Laing, David 

Lee, Wendy 

Love, Donald 

Malpass, Gail 

Marashian, Majid 

Marcelo, Reynaldo 

Mayes, Ken 

McCallum, Garry 

McFarlane, Graeme 

McLaughlan, James 

AppENDix 0 GuArAnTee oF service 

McLean, Erica 

McNally, Gregory 

Miles, Neil 

Moore, Craig 

Moorhouse, Paul 

Morales, Gloria 

Morrow, vicki 

Munn, Lance 

Munro, Elizabeth 

Murray, Kevin 

Murrell, Craig 

Naughton, Rechell 

Nicholls, Desmond 

Nolan, Michael 

Nomikos, Paul 

Noronha, Jose 

O’Brien, Shane 

O’Hanlon, Peter 

Oates, Leanne 

Orantia, Omer 

Palajos, Aquino 

Palay, Stefan 

Paora, Ekana 

Paras, Kathleen 

Parodi, Carmen 

Paterson, Wendy 

Payne, John 

Pearse, Gary 

The former Guarantee of Service has been superseded by 

a range of other initiatives: 

Brush Farm Academy for Learning and Staff Development 

ran 25 courses in customer service with a total of 230 

participants. The course is entitled Exceptional Customer 

Management and is accredited against a unit of 

competency in the Certificate iv in Business (Frontline 

Management). it was delivered in 6 correctional centres 

and 19 district offices for Community Offender Services. 

in addition the integrated induction Program for all new 

staff contains a session titled ‘guarantee of services’ which 

explains the particular customer service needs of the 

Department. 

Sydney Metropolitan Region of Community Offender 

Services commenced the development of a service 

charter which outlines a guarantee of service for clients. 

Operations Division commenced the development of 

a service guarantee for visitors to be displayed at visits 

areas in correctional centres. Also under development 

Piazza, Glen 

Piggott, Brian 

Pilley, Barry 

Piscopo, Mark 

Pitt, Stephen 

Plunkett, Mark 

Priestly, Barry 

Ralph, Diane 

Redman, Michelle 

Reeves, Robert 

Rein, Bryan 

Riddell, Adam 

Rixon, Andrew 

Roberts, Craig 

Robinson, Andrew 

Rootes, Jason 

Rush, Paul 

Ryan, Gregory 

Sanders, Leslie 

Shea, Anthony 

Sherer, Martin 

Smith, Wayne 

Solomon, Onsi 

Spencer, Matthew 

Spruce, Jason 

Stevenson, Scott 

Tapu, Reweti 

Taylor, Carl 

Taylor, Diana 

Taylor, Steve 

Teoh, Troy 

Tingle, Allan 

Towner, Anthony 

van Der Horst, 

ingrid 

virgo, Stephen 

Walker, Alan 

Watson, Gregory 

White, Robert 

Wilding, Justin 

Williams, Jack 

Woods, Ruth 

Wyld, Phillip 

Yamton, Dean 

Yamton, Sharon 

Zaballero, 

Leopoldo 

bravery medal 

nil 

exemplary 

conduct cross 

McGlinn, Jeanine 

Mitcherson, Kevin 

commissioner’s 

commendation 

Bolger, Larry 

Brown, Geofrey 

Carter, Damien 

Fraser-Jones, Justin 

Garside, Paul 

Gaynor, Deborah 

Gill, Jasdip 

Harper, Louise 

Miles, Neil 

Morris, David 

Newby, Craig 

Rannard, Colin 

Robinson, Kim 

Rugg, Bernie 

Wilier, Lisa 

commissioner’s 

unit citation 

nil 

national 

bravery award 

Madden, Sharon 

Marks, Anthony 

were signs informing visitors of visiting times, visitor 

identification requirements, conditions of entry into a 

correctional centre, alerting visitors to prohibited items 

and where to take queries and concerns. 

Another customer service initiative is the development 

of, and trialling (by SHiNE for Kids) of, a visitor information 

booklet entitled ‘visiting an inmate in a Correctional 

Centre’. 

Corrective Services industries (CSi) has developed the CSi 

Customer Service Guarantee which aims to provide a total 

commitment to servicing customer needs: 

• CSi guarantees the supply of products on time and 

manufactured to quality accredited specifications; 

• All products are covered by the CSi Product Warranty; 

• CSi staff at all levels are committed to fulfilling 

customer needs in a friendly, responsive and 

professional manner; 

• Serving the customer is the most important part of our 

business.

AppENDix 0 Junee correcTionAl cenTre 2004/05 PerFormAnce AssessmenT rePorT 

background 

Junee Correctional Centre is the only privately operated 

correctional centre in New South Wales. The GEO (Global 

Expertise Outsourcing) Group Australia manages the 

correctional centre, under a management agreement, 

which the GEO Group (then trading under the company 

title of Australasian Correctional Management) entered 

into with the Department of Corrective Services. The 

company has been managing the centre since it opened 

in April 1993. 

Under section 242 Crimes (Administration of Sentences) 

Act 1999, a person referred to act as the ” Monitor” is 

appointed under the Public Sector Employment and 

Management Act 2002 No. 43 to monitor the performance 

and contract compliance of the management of any 

privately operated correctional centre. 

in accordance with section 242 (4)(a) of the Act, a 

performance review of Junee Correctional Centre for 

2004-2005 has been completed. 

This report is the twelfth in total and the fourth under the 

terms of the new management agreement. 

Significant Issues 2004/05 

Performance Assessment 

Methodology for the 2004/05 performance assessment 

was consistent with previous reviews, namely: 

• completion of a checklist to assess GEO’s performance 

in the key result areas, derived from the minimum 

standards provided for in the management agreement; 

• interviews with various managers, staff and inmates; 

• regular inspections of the centre, including random 

sampling of records, files and documents; 

• incorporating the results of the reviews/ inspections 

conducted by Departmental specialists, including; the 

Facilities Management Branch and the Corrections 

inspectorate. 

in previous contract years, a review was undertaken by the 

Offender Services and Programs Branch Heads. This review 

was not undertaken, as Offender Management resources 

were concentrated on the commissioning of the Mid 

North Coast Correctional Centre. 

crucial security systems 

The Department’s Corrections inspectorate completed 

a review of crucial security systems (eg. gate, searching, 

armoury and key controls) at Junee in December 2004. 

The results of the review have provided the Department 

with the first opportunity to make some direct 

comparisons of service delivery between the private and 

public sector management systems in NSW. 


The inspectorate had been reviewing the implementation 

of the Daily Security Reporting System (DSR) during 

2003 and 2004 at Departmental correctional centres. 

The objectives of the reporting system are to provide 

both correctional centre and senior management of the 

Department with confidence that: 

1. Crucial security systems are in place at the Correctional 

Centre; 

2. Each crucial security system is formally documented (i.e. 

SOP/post duties); 

3. Staff are aware of the crucial security systems and what 

their relative role is in ensuring compliance with each 

system; 

4. The security systems are executed by staff in accordance 

with documented procedures; and 

5. Appropriate records are maintained to validate 

compliance with documented procedures. 

The review found that Junee management and senior 

management of the Department should be confident 

that the crucial security systems at Junee are effectively 

maintained. The review found that Junee met all the 

objectives of the DSR reporting system. 

case management 

in the past few years, Junee has been penalised a 

proportion of the Performance Linked Fee (PLF) for failing 

to ensure that the case plans of all sentenced inmates are 

reviewed on at least a 6 monthly basis. As a consequence, 

on a monthly basis, the Monitor reviewed the status of 

every inmate held at Junee. The case management staff 

at Junee worked extremely diligently during the past 

contract year to ensure that case plans were reviewed 

within the prescribed time periods. On the few occasions 

when case plans had not been reviewed within the 

timeframe, valid reasons were provided and strategies put 

in place to ensure the reviews were promptly completed. 

segregation 

in the previous contract year, the NSW Ombudsman 

had found that an inmate had been held in segregated 

custody without a valid Segregated Custody Direction.. As 

a consequence, the Monitor closely scrutinised the cases 

of inmates held in segregated custody. valid Segregation 

Directions were held for inmates held in segregated 

custody during the contract year. 

maintenance of the centre 

The Department’s Maintenance Manager, Facilities 

Management Branch reviewed Junee in April, July and 

October 2004. The reviews rated the maintenance of 

Junee against the Department’s maintenance standards. 

These standards are specified in the Department’s 

Management Agreement (Schedule 5) with GEO.


AppENDix 0 Junee correcTionAl cenTre 2004/05 PerFormAnce AssessmenT rePorT (conT) 

Each of reviews found that GEO is maintaining the centre 

to the required standards. 

Junee redevelopment 

More is said about this subject later in the report, however 

the point to be made here is that the redevelopment 

necessitated local management to develop alternative 

strategies to managing inmates and the centre. There 

have been few complaints from inmates regarding 

reduced access to services. in addition, the Monitor has 

worked collaboratively with local management to ensure 

appropriate levels of security have been put into place at 

different stages of the redevelopment. 

management of inmates classified as Protection 

Limited association (PrLa) 

To assist the Department manage the different categories 

of protection inmates, Junee agreed to hold a pod of 

PRLA inmates. Local management determined that these 

inmates would be housed in B4. in December 2004, the 

NSW Ombudsman raised concerns about the ability of 

these inmates to gain access to the full range of services 

at the centre. The Department has requested that 

Junee Management develop an alternative strategy to 

managing these inmates to provide them greater access 

to services. This strategy had not been developed by the 

end of the contract year. The Department will be working 

collaboratively with Junee management during the 

2005/06 contract year to better address the needs of these 

inmates. 

Performance Linked Fee 

The PLF is intended as an incentive to the achievement 

of the highest possible scope, range and standard of 

correctional services and programs. 

The PLF is calculated as a maximum payment each 

financial year of 2.5% of the Operational Service Level Fee. 

This amount is withheld from monthly payments until 

the end of each year (i.e. 31 March). The PLF is payable 

annually in arrears. 

Payment of the fee is conditional, and is linked to the level 

of attainment of agreed Key Performance indicators (KPi). 

A Base Level Performance and Best Practice Performance 

are specified for agreed KPis. 

The GEO Group’s annual performance is measured against 

these KPis. if their performance is below Base Level 

Performance for a KPi, then the GEO Group will not receive 

that portion of the PLF linked to that KPi. The portion of 

the PLF payable for performance above the Base Level 

Performance will be based upon a sliding scale, up to that 

of Best Practice Performance. 

A Departmental panel is formed one month after the 

end of the contract year to consider GEO’s performance 

against these indicators. This panel then makes an 

assessment of GEO’s performance and recommends to 

the Commissioner a course of action. GEO is provided 

with the opportunity to comment on the findings and 

recommendations of the panel prior to the Commissioner 

making a final determination and settlement of the PLF. 

At the time of writing last year’s report, the Commissioner 

had not made a final determination concerning 

the payment of 2003/04 PLF. Since that time, the 

Commissioner has determined that Junee Correctional 

Centre failed to deliver the agreed Base Level Performance 

for the KPi: all inmates have a 6 monthly classification 

review conducted. As a result, $5625 was withheld from 

the PLF for 2003/04. 

This was a disappointing result from both the 

Department’s and GEO’s perspectives, as the PLF was 

withheld for failure to meet this KPi in the previous 

contract year. 

At the time of writing this performance report, the 

Departmental review panel had not made its assessment 

and recommendations to the Commissioner concerning 

GEO’s performance for the purposes of payment of the 

PLF for 2004/05. 

Significant Events During The Period 

Under Review 

Junee redevelopment 

Due to inmate population pressures, in 2001 the 

Department negotiated the increase of the Junee inmate 

population from 600 to 750. The Department realised that 

the additional inmate numbers would necessitate changes 

to the physical structure of the centre. Accordingly, a 

value Management Study was conducted to identify and 

prioritise works. From this study, Treasury provided an 

initial allocation of $5 million for the 2002/03 financial year. 

The works identified to be carried out within the funds 

available are: new kitchen fitout (requiring a temporary 

kitchen for a period of approximately 6 months and a 

new prisoner buy-up area), upgrade to the clinic, upgrade 

to the reception area (requiring a new external staff 

amenities area) and provision of a new gatehouse. 

Other works identified but not able to be funded within 

the allocation are to be considered in future minor works 

programs.

AppENDix 0 Junee correcTionAl cenTre 2004/05 PerFormAnce AssessmenT rePorT (conT) 

Following a tender process from the Department of 

Commerce (DoC), GEO engaged builder Camarda and 

Cantrill Pty Ltd from Wollongong. 

The works commenced in April 2005, with completion 

scheduled for early November 2005, subject to wet 

weather delays or other access issues. 

The DoC administers the expenditure of the approved 

Treasury allocation on an agreed scope of works being 

carried out by GEO. 

The current project approval is $5.6 million taking into 

account cost adjustment (CPi). 

AppENDix 0 mAJor AsseTs 

The following major properties are included in the 

Department’s stock of buildings and have a written down 

value of approximately $1,311 million. 

correctional centres 

Bathurst, Berrima, Brewarrina, Broken Hill, Cessnock, 

Dillwynia (Berkshire Park), Emu Plains, Glen innes, 

Goulburn, Grafton, ivanhoe, John Morony 1 and 2(South 

Windsor), Junee, Mid North Coast (Kempsey), Mannus, 

St Heliers (Muswellbrook), Norma Parker (Parramatta), 

Oberon, Parklea, Parramatta, Silverwater Complex 

(including Silverwater, Mulawa and Metropolitan Remand 

AppENDix 0 mAJor worKs in ProGress 

community offender services 

Program: 

ETC: $12.3 M 

Cost up to 30.06.05: $6.161 M 

Completion Date: Jun 2008 (expected) 

Cost overruns: NiL 

compulsory drug treatment 

centre: 

ETC: $4.0 M 




electronic case management: 

ETC: $8.661 M 





A separate minor works package was recently completed 

at a cost of $368,478 to upgrade the inmate cell-call 

system. 

conclusion 

The 2004/05 annual review found that the GEO Group 

met their contractual obligations. The Department will 

continue to work collaboratively with GEO to maintain this 

standard. 

David White 

Director 

Corrections inspectorate 

20 September 2005 

goulburn redevelopment stage 2: 

ETC : $51.436 M 


Completion Date: June 2006 (expected) 


Head office relocation: 

ETC: $12.285 M 


Completion Date: Dec 2006 (expected) 


information technology 

communications technology 

equipment: 

ETC: $5.315 M 




and Reception Centres), Tamworth, Long Bay Complex 

(Malabar). 

Periodic detention centres 

Bathurst, Broken Hill, Campbelltown, Emu Plains, Grafton, 

Mannus, Metropolitan (Parramatta), Tomago, Tamworth, 

South Windsor, Wollongong. 

community offender service offices 

Katoomba 

other 

Corrective Services Academy, Eastwood 

information management system 

(ellipse) upgrade: 

ETC: $3.93 M 


Completion Date: Jun 2005 (achieved) 


information management system 

(trim): 

ETC: $1.8 M 




Junee correctional centre 

upgrade: 

ETC: $5. 6M 


Completion Date: Jan 2006 (expected) 

Cost overruns: NiL


AppENDix 0 mAJor worKs in ProGress (conT) 

Kariong Juvenile corectional 

centre: 

ETC: $5.023 M 




Long bay Hospital redevelopment: 

ETC: $64.8 M 


Completion Date: Dec 2007 (expected) 


Long bay redevelopment: 

ETC: $44.822 M 


Completion Date: Jun.2007 (expected) 


mental Health screening units: 

ETC: $24.6 M 


Completion Date: Jan 2006 (expected) 


mulawa redevelopment: 

ETC: $49.2 M 




mid north coast correctional 

centre stage 1 (Kempsey): 

ETC: $81.6 M 


Completion Date: Jul 2004 (achieved). 


mid north coast correctional 

centre stage 2 (Kempsey): 

ETC: $25.0 M 


Completion Date: Jul 2004 (achieved). 


north coast second chance 

(tabulam) 

ETC: $9.225 M 




Parklea remand centre: 

ETC: $40.205 M 

Cost up to 30.06.05: $40.205 M 

Completion Date: Feb 2005 (achieved) 


silverwater remand upgrade: 

ETC: $5.125 M 




Western region correctional 

centre (Wellington): 

ETC: $125.561 M 


AppENDix 0 new leGislATion And siGniFicAnT JudiciAl decisions 

Prisoners (interstate transfer) regulation 2004 

The Prisoners (Interstate Transfer) Regulation 2004 (‘the 

Regulation’) commenced on 1 September 2004. it 

replaces, with some changes, the Prisoners (Interstate 

Transfer) Regulation 1999. The power to make the 

Regulation comes from the Prisoners (Interstate Transfer) Act 

1982 (‘the Act’). 

The Act deals with the interstate transfer of prisoners from 

or into New South Wales. The Regulation and the Act form 

part of a scheme of uniform legislation for the transfer of 

prisoners between Australian states and territories. 

The Prisoners (Interstate Transfer) Regulation 2004 contains 

streamlined provisions about the following matters: 

• the authorisation of certain persons to sign a certificate 

certifying that consent or a request for an order of 

transfer has been made under the Act, 



New Works 

(State Budget Papers 

June 2005) 

1000 inmate beds: 

ETC: $257. 7 M 

Cost up to 30.06.05: $Nil 



armoury replacement 

ETC: $1.23 M 




dog squad accommodation 

ETC: $1.845 M 




inmate escort Vehicles 

ETC: $ 8.026 M 




• the manner in which certain orders and documents are 

to be certified for the purposes of the Act, and 

• the authorisation of certain office holders to apply for 

the revocation of an order of transfer made under the 

Act. 

Prisoners (interstate transfer) amendment act 2005 

The Prisoners (Interstate Transfer) Amendment Act 2005 (to 

be commenced in the next reporting period) amends the 

Prisoners (Interstate Transfer) Act 1982 to broaden the scope 

of the matters Ministers may have regard to in relation 

to the welfare transfers of prisoners under the national 

co-operative legislative scheme. 

The Act provides a list of factors that the Minister 

may consider when a prisoner makes a request to be 

transferred to, or from, another State or Territory, including:

AppENDix 0 new leGislATion And siGniFicAnT JudiciAl decisions (conT) 

• The welfare of the prisoner concerned, 

• The administration of justice in New South Wales or any 

other State, 

• The security and good order of any prison in New 

South Wales or any other State, 

• The safe custody of the prisoner concerned, 

• The protection of the community in New South Wales 

or any other State, and 

• Any other matter the Minister considers relevant. 

crimes (administration of sentences) further 

amendment act 2002 

The purpose of the Crimes (Administration of Sentences) 

Further Amendment Act 2002 is to make amendments to 

the Crimes (Administration of Sentences) Act 1999 in respect 

of some 20 separate matters, most of which are minor 

matters. 

Most of the provisions of the Act commenced on 1 July 

2003, however, the principal amendment commenced on 

2 August 2004. it enables the Commissioner of Corrective 

Services to require correctional officers or non-custodial 

departmental staff to undergo a breath test for the 

presence of alcohol and prohibited drugs. Previously, 

correctional officers could be tested for alcohol only in 

specific circumstances. 

crimes (interstate transfer of community based 

sentences) act 2004 

The Crimes (Interstate Transfer of Community Based 

Sentences) Act 2004 commenced on 29 November 2004. 

The Act establishes a scheme for the formal transfer and 

enforcement of community based sentences between 

Australian jurisdictions, in the same way that the Parole 

Orders (Transfer) Act 1983 established a scheme for the 

formal transfer and enforcement of parole orders between 

jurisdictions. 

Under the scheme: 

• an offender with a community-based sentence in New 

South Wales will be able to transfer the supervision 

and administration of the sentence to a participating 

interstate jurisdiction, and 

• an offender with a community-based sentence in a 

participating jurisdiction will be able to transfer the 

supervision and administration of the sentence to New 

South Wales, provided the requirements of the Act 

are satisfied. An essential requirement is that there is a 

corresponding sentence in each jurisdiction. 

The offender will then be managed in the new jurisdiction 

as if a court of the new jurisdiction had imposed the 

sentence, except for purposes of appeal or review, which 

remain the responsibility of the originating jurisdiction. 


The Act operates as a pilot scheme between NSW and 

the ACT. The Act will be extended to other jurisdictions 

following its assessment and evaluation. 

See also: Crimes (Interstate Transfer of Community Based 

Sentences) Regulation 2004 

Juvenile offenders Legislation amendment act 2004 

The Juvenile Offenders Legislation Amendment Act 2004 

commenced on 20 December 2004. Simultaneously, a 

Proclamation for Kariong Juvenile Correctional Centre 

came into force. Both matters were published in the 

Government Gazette on 17 December 2004. 

This Act amends the Children (Criminal Proceedings) Act 

1987, the Children (Detention Centres) Act 1987 and the 

Crimes (Administration of Sentences) Act 1999 so as: 

• to enable offenders who are dealt with under the 

Children (Criminal Proceedings) Act 1987 (otherwise than 

by the Children’s Court) to be required to serve any 

sentence of imprisonment imposed on them either 

at a (Juvenile Justice) detention centre or a juvenile 

correctional centre, and 

• to modify the scheme governing the transfer of 

juvenile offenders between detention centres and 

correctional centres, and 

• to provide for the management of juvenile offenders 

within the correctional system under the Crimes 

(Administration of Sentences) Act 1999 including, in 

particular, the establishment of juvenile correctional 

centres within the correctional system. 

civil Liability amendment (offender damages) act 

2005 

Main purpose: To make minor consequential amendments 

to Part 2A (Special provisions for offenders in custody) of 

the Civil Liability Act 2002 to clarify its operation. 

The principal amendments are: 

• The definition of an offender in custody is extended to 

persons who are attending a place in compliance with 

the requirements of a Community Service Order, as 

well as while they are performing community service 

work. 

• The operation of Part 7 of Chapter 7 of the Workplace 

Injury Management and Workers Compensation Act 1998 

as applied to Part 2A of the Civil Liability Act 2002, is 

clarified to remove minor irregularities. 

• To enable the Minister administering the Crimes 

(Administration of Sentences) Act 1999 to issue guidelines 

in respect of the same kinds of matters for which the 

WorkCover Guidelines may make provision; and to 

provide that references to “the WorkCover Guidelines” 

are to be read as references to guidelines issued by the


AppENDix 0 new leGislATion And siGniFicAnT JudiciAl decisions (conT) 

Minister administering the Crimes (Administration of 

Sentences) Act 1999. 

• Matters for which the Minister administering the Crimes 

(Administration of Sentences) Act 1999 might issue 

guidelines include security arrangements for an inmate 

undergoing a medical assessment (and who, including 

correctional officers, may accompany an offender 

undergoing a medical assessment). 

• The Minister’s guidelines may also apply, adopt or 

incorporate the WorkCover Guidelines (wholly or in 

part, and with or without modifications). 

• To enable a protected defendant to require the Public 

Trustee to hold an amount of withheld damages whilst 

a provisional order for restitution exists (i.e. before a 

final order for restitution is made), and to pay interest 

pro rata (to the victims Compensation Fund and the 

offender) where the final order for restitution is made 

for a lesser amount than the provisional order for 

restitution. 

crimes (administration of sentences) amendment act 


The Crimes (Administration of Sentences) Amendment Act 

2004 commenced operation on 26 July 2004. The Act 

amends the Crimes (Administration of Sentences) Act 1999 

with respect to mobile phone offences, inquiries and 

hearings for correctional centre offences, drug testing of 

inmates, and other miscellaneous matters. 

The principal functions of the Act are: 

• to create both a correctional centre offence and a 

criminal offence (under the Summary Offences Act 1988) 

in relation to an inmate possessing a mobile phone or 

part thereof; 

• to provide for any one of a range of penalties to be 

imposed on an inmate found with a mobile phone or 

part thereof; 

• to create a single category of correctional centre 

offence by removing the distinction between a ‘major’ 

and ‘minor’ offence; 

• to make amendments to certain types of penalties 

that governors and visiting Magistrates can impose in 

administering correctional centre discipline; 

• to increase the maximum amount of compensation 

that a governor may require an inmate to pay for 

loss or damage to property as the result of an inmate 

committing a correctional centre offence (from $100 to 

$500); 

• to provide that the Parole Board is required to revoke a 

periodic detention order that has been reinstated, after 

being earlier revoked following the offender’s failure 

to report without leave or exemption on 3 or more 

occasions, if the offender fails to report on one more 

occasion without leave or exemption; 

• to provide that, in the case of a periodic detention 

order that was revoked for some reason other than 

failure to report, any previous failure to report for 

periodic detention is carried over on a reinstated 

periodic detention order; and 

• to provide for new non-invasive technology (as it is 

developed) to be used for the purpose of detecting 

illicit drug use. 

crimes (administration of sentences) amendment 

(Parole) act 2004 

The Crimes (Administration of Sentences) Amendment 

(Parole) Act 2004 was passed by parliament on 10 

December 2004. The Act has not yet commenced 

operation. The Act will amend the Crimes (Administration 

of Sentences) Act 1999 with respect to parole. 

The principal functions of the Act are to: reconstitute 

the Parole Board as the State Parole Authority, to vary its 

membership and to restate its functions; to restate the 

matters to which the State Parole Authority should give 

consideration before it decides to release an offender to 

parole; to restate the procedures to be followed by the 

State Parole Authority; to provide that submissions may be 

made in relation to all offenders not just serious offenders; 

to direct appeals from the State Parole Authority’s 

decisions to the Supreme Court rather than the Court of 

Criminal Appeal; to empower a judicial member of the 

Parole Authority, in urgent circumstances, to suspend an 

offender’s parole order pending an inquiry as to whether 

the order should be revoked; and to require an offender’s 

parole to be made subject to conditions that give effect 

to a post-release plan that has been prepared for the 

offender. 

civil Liability amendment (offender damages) act 


The Civil Liability Amendment (Offender Damages) Act 

2004 commenced operation on 19 November 2004. The 

Act amended the Civil Liability Act 2002 to make special 

provision in connection with certain claims for damages 

for negligence for death or injury suffered by offenders in 

custody. 

The principal amendments are: 

• Damages are subject to a 15% impairment threshold, 

• Damages for non-economic loss are limited to the 

total amount to which a worker would be entitled as 

compensation under the Workers Compensation Act for 

an injury resulting in the same degree of permanent 

impairment, 

• Amounts owed to the victims Compensation Fund 

under the Orders for Restitution may be withheld from 

damages, and paid directly to the Fund. 

significant judicial decisions 

There were no significant judicial decisions affecting the 

Department’s operations in 2004/05.

AppENDix 0 imPlemenTATion oF nsw GovernmenT’s AcTion PlAn For women 2003-2005 

The Department of Corrective Services has made the 

following progress during the reporting period to facilitate 

the implementation of the NSW Government’s Action Plan 

for Women 2003-2005: 

Families and Communities 

mothers and children’s Program 

The Mothers and Children’s Program offers a range of 

options to female offenders who wish to assume an 

active parenting role whilst serving a custodial sentence. 

Three Program options are available: full-time residential, 

occasional residential, and release under Section 26(2)(1) 

of the Crimes (Administration of Sentences) Act to care for 

children in the home. During the reporting period the 

Program has been operating at Emu Plains Correctional 

Centre and Parramatta Transitional Centre. On any given 

day it is estimated that there are in excess of 11 000 

children in New South Wales with an imprisoned parent. 

This Program is an essential service for women in custody 

and their children. 

Parenting 

A range of parenting programs have been provided to 

women offenders. These include; Good Beginnings, KidzBiz 

and Tresillian Family Care Centre services. 

A grant submission has been prepared for the National 

Community Crime Prevention Programme’s National 

Community Grants Programme seeking funding for 

the 2005-2006 reporting period to provide additional 

programs at all women’s correctional centres that will 

aim to provide early parenting education and support 

intervention to reduce the cycle of intergenerational 

violence. 

Consultation and Partnerships 

By developing community partnerships with other 

government and non-government agencies the 

Department ensures the continuation of post sentence 

care and support of women. 

A number of consultative groups have been established 

and maintained within the Women’s Facilities and Services 

Command. For example; the Aboriginal Community 

Consultative Committee, Berrima Community Consultative 

Committee, Bolwara Transitional Centre - Management 

Committee, Emu Plains / Dillwynia Community 

Consultative Committee, Parramatta Transitional Centre 

– Management Committee and the Women’s Advisory 

Committee. 


A number of significant networks were also made 

with agencies, for example; Department of Housing, 

Department of Community Services, Western Sydney 

Area Health Services, Job Futures, Life Line Financial 

Counselling, Centrelink, TAFE & OTEN, Muru Mittigar 

Aboriginal Cultural Centre, NSW Aboriginal Housing, 

Tharawal Community Elders, Legal Aid NSW, NSW Link Up, 

Tresillian Family Care Centres and CRC Justice Support. 

community grants Program 

The Community Grants Program provides funding to a 

range of community organisations that provide assistance 

to women inmates and their families, prior to and upon 

release from custody. Two programs that are particularly 

relevant to women offenders are Guthrie House and 

Yulawirri Nurai indigenous Association. 

Guthrie House 

The Guthrie House program has been designed 

specifically for women. The program provides assistance 

with accommodation, as well as a program to residents 

who have drug and / or alcohol issues. 

Yulawirri Nurai Indigenous Association (women) 

The Department of Corrective Services and the Mid North 

Coast Aboriginal Pre and Post-release Program officer 

established this program in 1996. Yulawirri Women’s Action 

Group (YWAG) and the Department fund the program. 

Yulawirri is designed to support women offenders, of 

Aboriginal or Torres islander descent, who are at risk of 

re-offending, and are on bail, remand, probation, and or 

parole. 

Violence and Safety 

Workplace Violence Prevention Policy 

The Women’s Facilities and Services Command has 

implemented a Workplace violence Prevention Policy. The 

Women’s Facilities and Services Command is committed to 

preventing violence and creating conditions intended to 

reduce the risk of violence to all staff, inmates, residents of 

transitional centres, contractors and visitors. The initiative 

focuses on both management and employee levels of 

responsibility to ensure a safe and secure environment is 

created for all. 

The concepts of violence prevention, conflict resolution 

and negotiation have been successfully applied to the 

ethos, and management of women inmates at Dillwynia 

Correctional Centre. This has reduced the number of 

recorded instances of violence by inmates against 

inmates, and inmates against officers comparative to other 

correctional centres.


AppENDix 0 imPlemenTATion oF nsw GovernmenT’s AcTion PlAn For women 2003-2005 (conT) 

Women offenders Programming strategy 

The Women’s Facilities and Services Command has been 

developing a Programming Strategy for Women Offenders. 

Programs within this Strategy include a focus on reducing 

domestic violence and cycles of violence. 

restorative Justice unit 

The Restorative Justice Unit continues to provide a 

variety of programs designed to repair the damage 

done by criminal acts, give victims of crime a voice, and 

encourage offenders to take responsibility for their actions 

and their impact on others and promote healing and 

forgiveness. These programs include; the victim-Offender 

Conferencing and Communication Program and the 

victim Awareness Program. 

Work 

The Department, having successfully implemented 

strategies to attract women to custodial roles, specifically 

through its recruitment campaign for the staffing of the 

Dillwynia Correctional Centre, has continued its approach 

of highlighting the career opportunities available for 

women in the field of corrections. 

Women from the custodial arm of the Department 

continued to play a significant role in the Department’s 

planning for and attendance at career markets. They spoke 

directly with the public, including career counsellors, on 

the role of a correctional officer, the personal qualities 

required for this role and the selection process. Further, 

women have been prominently featured in photographic 

images used at career markets and in recruitment 

marketing material, including press advertisements. 

in 2004/05, 185 probationary correctional officers 

commenced training, 26.5% being women. The March 

2005 recruitment campaign for correctional officers 

attracted 725 applications, 21% from women. As at 

the end of this financial year, of the 49 probationary 

correctional officers selected through the March 2005 

campaign, 18.5% were women. Probationary correctional 

officers will continue to be drawn from the March 2005 

recruitment campaign over the next few months, and 

it is anticipated the number of women selected will be 

commensurate with their percentage in terms of applicant 

numbers. 

Works release 

A number of women offenders have been given the 

opportunity to participate in works release programs. 

Access to Justice and Equity Before the Law 

in recognising that women represent only a small 

proportion of the number of people in prison, the 

Department aims to develop and implement specific 

policies, services, interventions and evidence–based 

programs relevant to the needs of women offenders. This 

includes ensuring equality between the services that are 

available to women and men in custody. 

accredited Programs 

The Department aims to provide quality and effective 

services and programs to women offenders that address 

their risks and needs. This includes developing core 

evidence–based programs that meet the needs of women 

offenders, and reviewing current literature in order to 

gain a better understanding of the risks and needs of 

women offenders. A number of program planning days 

have been held within the reporting period leading to 

the development of a Programming Strategy for Women. 

Program planning and review days continue to occur 

with frequency to ensure correctional centres for women 

have the necessary resources (staff, physical and financial) 

to run programs effectively to ensure maintenance of 

program integrity. 

As noted in the previous reporting period, the Women’s 

Facilities and Services Command transferred a policy and 

project officer position to the Program Development Unit 

in the Offender Management Branch. This has resulted 

in the unique needs of female offenders remaining 

of paramount consideration in all aspects of program 

development, accreditation and approval for women 

offenders. 

Facilities and services 

The Women’s Facilities and Services Command continues 

to incorporate all the correctional centres, transitional 

centres and periodic detention centres for women, in 

addition to a consultancy / advisory role in relation to 

all other correctional centres, facilities, court complexes 

and Periodic Detention Centres with women inmates 

/ detainees. The Command head offices are based at 

Windsor, and a Principal Advisor Women’s Services is based 

in head office, whose role it is to ensure equity of access to 

programs and services for women offenders. 

dillwynia correctional centre 

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.

AppENDix 0 imPlemenTATion oF nsw GovernmenT’s AcTion PlAn For women 2003-2005 (conT) 

Training 

education and training 

The Women’s Facilities and Services Command has 

developed a specialised training package regarding 

women offenders. This package has been implemented 

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 

Hospital, and Bolwara Transitional Centre. The purpose of 

the training is to enhance the quality and effectiveness 

of services to women accommodated in these units by 

broadening the knowledge and skills of all staff working in 

these units. 

Brush Farm Academy for Learning and Staff Development 

offers a course entitled ‘Women into Leadership’ for female 

staff up to the rank of Senior Correctional Officer and 

clerks or equivalent up to Grade 6. This course includes 

subjects such as communication, problem solving and 

negotiation skills and is intended to assist women to 

move into a supervisory role. The Academy also offers the 

Springboard Development Program which is intended 

specifically for women who are not in senior executive 

roles. This program includes identifying strengths and 

goals, learning and personal skills such as communication 

and assertiveness, networking and presentation skills. 

Health 

treatment and rehabilitation services for women 

substance abusers 

Bolwara House continues to provide a non-custodial, 

community-based pre-release program where women can 

address their substance abuse problems through intensive 

programs and services that are culturally appropriate. 

AppENDix 0 0 conTrAcTinG And mArKeT TesTinG 

Corporate strategy for provision of effective and cost 

efficient correctional and supporting services involves 

reviewing opportunities for outsourcing. Considerations 

include service standard, reliability, cost comparison and 

strategic value/risk assessment. 

in 2004/05 some $60 million was expended on 

outsourced services in areas including: 

Management of the Junee Correctional Centre 

Facility management of integrated management systems 

Property maintenance 

Staff training 

vehicle fleet maintenance 


The centre can accommodate up to 16 recidivist 

women offenders with significant chronic A&OD issues, 

in particular, Aboriginal women. The program recently 

underwent evaluation, and a working party has been 

established during the reporting period to implement a 

number of the resultant recommendations. 

mental Health 

mum shirl unit - The Mum Shirl Unit and the “step-down” 

Kipling Unit at Mulawa Correctional Centre continue to 

provide an intensive program for women with mental 

health problems who are at risk of self-harm. 

Long bay Hospital - A women’s unit at the Long Bay 

Hospital commenced operation. The unit caters for up to 

nine women inmates who need medical hospitalisation 

for mental health care. 

mental Health screening unit - Planning has been 

finalised for the Mental Health Screening Unit at Mulawa 

Correctional Centre with construction due to be 

completed shortly into the next reporting period. 

biyani - Biyani was developed by Community Offender 

Services as a diversionary scheme for women offenders 

with both mental disorder and substance abuse issues. 

The Program provides a pathway for female offenders to 

access long-term community rehabilitation programs. 

The aim of Biyani is to provide a stable environment and 

provision of the necessary support to assist participants 

to gain access to long-term therapeutic communities 

or appropriate community rehabilitation resources. The 

Probation and Parole Service provide supervision and 

guidance to the participants throughout the process. 

Health and welfare services for offenders 

Community based correctional programs 

Occupational health services for staff 

Specialised and some regional legal services 

targets for 2005 /06 

• Review of motor vehicle fleet to comply with Cleaner 

NSW Government Fleet policy. 

• Development of Service Level Agreements for 

stationery, photocopiers, printers and facsimiles to 

ensure standardisation of products.


AppENDix 0 Freedom oF inFormATion sTATemenT oF AFFAirs 

1. Structure and functions of the Department 

The structure and functions of the Department of 

Corrective Services are described in the body of the 

Department’s Annual Report. Further details are contained 

in the Corporate Plan, which may be obtained from the 

Department of Corrective Services Library or on the 

Department’s website at www.dcs.nsw.gov.au. 

2. Effect of the Department’s functions on 

members of the public 

The Department is responsible for the administration of 

the following Acts: 

• Crimes (Administration of Sentences) Act 1999 

• international Transfer of Prisoners (New South Wales) 

Act 1997 

• Parole Orders (Transfer) Act 1983 

• Prisoners (interstate Transfer) Act 1982 

• Crimes (interstate Transfer of Community Based 

Sentences) Act 2004 

The Department protects the community by containing, 

managing and supervising offenders. information on 

how the Department contains, manages and supervises 

offenders is within the Department’s Annual Report. 

The Department’s Board of Management makes the 

Department’s major management, financial and policy 

decisions. Membership of the Board is set out in the 

Department’s Annual Report. 

Decisions regarding the functions of the Department are 

made at various levels, usually under delegation from the 

Commissioner. 

The Department’s Restorative Justice Unit provides 

conferencing and mediation services, including victimoffender 

conferencing, family group conferencing, and 

victim-offender mediation. 

Section 256 of the Crimes (Administration of Sentences) 

Act 1999 provides for a victims’ Register. The Department 

maintains this Register. Section 252(2) of the same Act 

provides that the victims’ Register is to record the “names 

of victims of offenders who have requested that they 

be given notice of the possible parole of the offender 

concerned”. 

The Parole Board, which is a statutory authority, decides 

which offenders, who are eligible to be released to parole, 

will be released to parole and the conditions of their 

parole orders. The Board also makes decisions regarding 

the revocation of parole orders. 

The Serious Offenders Review Council, which is a statutory 

authority, provides advice or makes recommendations 

regarding serious offenders to the Commissioner of 

Corrective Services, the Minister for Justice, the Parole 

Board and the Supreme Court. The constitution and 

functions of the Council are principally contained in the 

statutory provisions falling within Part 9 of the Crimes 

(Administration of Sentences) Act 1999 as supplemented 

by Schedule 2 of that Act. 

3. Arrangements for public participation in 

policy formation 

Generally, members of the public may participate in 

policy formation in the Department by writing to the 

Commissioner to make suggestions or raise issues that 

they feel are of concern to them or to the public at large. 

This may also be done through the Department’s website, 

www.dcs.nsw.gov.au, by using the feedback facility on 

that site. 

The Department has a number of arrangements that 

enable members of the public to participate directly in 

the formulation of Departmental policy or decisions. These 

arrangements are outlined immediately below. Further 

details can be obtained in the Department’s annual report. 

official Visitors 

The Minister appoints Official visitors who visit 

correctional centres at least twice per month and serve 

as independent sources of problem resolution relating to 

complaints by staff and inmates at the local level. Official 

visitors submit quarterly reports to the Minister. 

When a new Official visitor is required, the Department 

advertises in relevant newspapers calling for applications 

from interested persons. The Minister selects and appoints 

the preferred applicant. 

community consultative committees 

Community Consultative Committees are formed in 

areas where correctional centres are located. A typical 

Community Consultative Committee is comprised 

of the general manager of the correctional centre 

and representatives from: the magistracy; courts 

administration; local council; police; probation and parole; 

local hospital; local industry; and local organisations. For 

further details and advice on how to become a member, 

contact the general manager of the relevant correctional 

centre. 

correctional industries consultative council of nsW 

The Correctional industries Consultative Council of NSW 

acts as a link between Corrective Services industries and 

the private sector. The Council consists of representatives

AppENDix 0 Freedom oF inFormATion sTATemenT oF AFFAirs (conT) 

from industry groups, Unions NSW, and a representative 

from the community. For further details and advice 

on how to become a member, contact the Director, 

Corrective Services industries on telephone (02) 9289 

5504. 

serious offenders review council and Parole board 

Community representatives sit on both the Serious 

Offenders Review Council and the Parole Board. The 

Governor of New South Wales, on the recommendation of 

the Minister, appoints these representatives. 

Victims’ register 

victims of a serious offender, who are registered on the 

Department’s victims’ Register, are entitled to make 

written and oral submissions concerning the granting of 

parole to the serious offender. For further details contact 

the Register’s Community Liaison Officer on telephone 

(02) 9289 1374. 

Public Participation in independent associations 

CRC (Community Restorative Centre) Justice Support, 

and SHiNE for Kids Co-operative Ltd (formerly known 

as Children of Prisoners Support Group) are community 

organisations that provide support and assistance 

to inmates and their families. Membership of these 

organisations is open to any person over 18 years of age. 

These organisations operate independently of the 

Department. They receive some funding from the 

Department that assists with their administration costs. 

4. Description of the kinds of documents held 

by the Department 

Policies and Procedures 

The Department has developed policies and procedures 

on a variety of issues. The policies and procedures that 

affect the public, including inmates, are listed in the 

Summary of Affairs for the Department. See point 5 of this 

Statement for further details. 

reports 

The Department produces various reports concerning its 

administration and operations. The Corporate Research, 

Evaluation and Statistics Branch produces a significant 

number of reports, many of which are directly available to 

the public. 

The annual report is published in accordance with 

statutory requirements. Annual reports are not for sale but 

may be accessed freely on the Department’s website at 

www.dcs.nsw.gov.au or at the Department’s library. 


departmental instructions 

Commissioner’s instructions and Commissioner’s 

Memoranda are issued on a variety of topics. Each 

document is given an identifying number based on the 

year it was issued. Commissioner’s instructions amount to 

lawful orders to staff with respect to the management and 

control of the Department. Commissioner’s Memoranda 

are more general communications from the Commissioner 

to departmental staff. 

The Senior Assistant Commissioner, inmate & 

Custodial Services, issues information, instructions and 

procedures currently known as “SACDs” (Senior Assistant 

Commissioner Directions) and “COPMs” (Changes to the 

Operations Procedures Manual). Each document is given 

an identifying number based on the year it was issued. 

The Senior Assistant Commissioner, Community Offender 

Services, also issues instructions. 

corrective services bulletin 

The Corrective Services Bulletin is published on a monthly 

basis under the authority of the Commissioner. The 

Bulletin covers procedural matters, policy directives, 

ministerial statements and general information. 

files 

Departmental officers create the following types of files: 

Administrative 

information about policy, planning, finance, legal, 

human resources, individual workers compensation and 

rehabilitation matters, and general administrative matters. 

AOD (Alcohol and Other Drugs) 

information about an inmate prepared by a departmental 

alcohol and other drugs worker. 

Assessment 

information about an offender prepared by the Probation 

and Parole Service. 

Case Management 

information about an inmate prepared by the inmate’s 

case management team and other documents about the 

inmate’s day to day imprisonment. 

Community Service Order 



Education 

information about an inmate prepared by education 

officers.



Employer 

information about employers participating in the Work 

Release Program. 

Fine Default 



High Security Inmate Management 

information about an inmate managed by the High 

Security inmate Management Committee. 

Leave 

information about an inmate’s participation in day or 

weekend leave. 

Offender 

information about an inmate usually in relation 

to correspondence between the inmate and the 

Department. 

Parole Board 

information about an inmate eligible for parole. 

Part-time Teacher 

information about a part-time teacher working for the 

Department. 

Periodic Detention 

information about offenders in the Periodic Detention 

Program. 

Personal 

information about an employee prepared by 

Departmental staff. 

Psychology 

information about an inmate prepared by a Departmental 

psychologist. 

SORC (Serious Offenders Review Council) 

information about a serious offender, or other inmate who 

comes within the jurisdiction of the SORC. 

Supervision/Case History 



Warrant 

information about an inmate – e.g. warrants, court 

appearances. 

Work Release 

information about an inmate’s participation in the Work 

Release Program or Education Leave. 

The Department does not have files containing an 

inmate’s complete medical records, as Justice Health is 

responsible for providing medical services to inmates. 

Justice Health is a statutory health corporation established 

under the Health Services Act 1997 and is funded by NSW 

Health. Justice Health keeps its own files and can be 

contacted on telephone (02) 9289 5011. 

brochures, booklets and Videos 

The Department produces material on various aspects of 

its operations from time to time that may be listed in the 

Summary of Affairs. 

databases 

The Department maintains various databases such as the 

Offender integrated Management System (OiMS). 

registers 

The Department maintains the victims’ Register and a 

register of Memoranda of Understanding between the 

Department and other agencies. 

Personal information held by the department 

Section 13(a) of the Privacy and Personal information 

Protection Act 1998 requires an agency to take reasonable 

steps to enable a person to ascertain whether the agency 

holds personal information. The Department holds the 

following classes of personal information: 

• personal information about inmates and former 

inmates; 

• personal information about current and former 

offenders requiring supervision by the Probation and 

Parole Service; 

• personal information about some of the family 

members and friends of current and former inmates 

and offenders; 

• personal information about visitors to correctional 

centres; 

• personal information about persons who sponsor or 

employ inmates on work release and other external 

leave programs; 

• personal information about staff and former staff of the 

Department; 

• personal information about victims of crime.


5. Access arrangements, procedures and 

points of contact 

summary of affairs 

The Department publishes a six-monthly Summary of 

Affairs. This document identifies Departmental policy and 

procedure documents that affect the public including 

inmates. All documents listed in the Summary of Affairs 

are available to the public. The Summary of Affairs advises 

which documents may be purchased and which are 

available free of charge. All of the documents may be 

inspected at the Department. Access details are contained 

in the Summary of Affairs. 

The Summary of Affairs is published in the Government 

Gazette each year in June and December and is available 

on the Department’s website. The Government Gazette is 

available in the Department of Corrective Services Library 

and some public libraries. 

access to documents concerning personal affairs 

inmates wishing to obtain access to documents relating 

to their personal affairs should initially direct their request 

to a staff member. it may be possible to provide access 

outside the Freedom of Information Act 1989 (FOI Act). in 

most cases, however, inmates who want to gain access to 

such documents will need to make an application under 

the FOi Act. Former inmates will be required to make an 

application under the FOi Act unless they simply require 

a copy of their sentence details. Sentence details can be 

obtained outside of the FOi Act from the Department’s 

Sentence Administration Branch. The Branch can be 

contacted on telephone (02) 9289 1119. 

Current and former staff members wishing to obtain 

access to their personal file must do so by contacting 

the relevant Human Resource Unit of the Department. 

Pursuant to sections 25(1)(b1) or 25(1)(c) of the FOi Act, 

the Department refuses requests for personal files under 

the FOi Act. 

in general, others seeking access to documents 

concerning their personal affairs should make an 

application under the FOi Act. The document, Public 

Access to Records, Documents, Personal Information and 

Health Information, described below under the heading 

“Access to all other Departmental documents”, provides 

further information. 

amendment of records about personal affairs 

Employees, inmates, former inmates or others seeking 

to amend records relating to their personal affairs can 

make an application under the FOi Act. Documentation 

in support of their claim will be needed to demonstrate 

that the records held by the Department are incomplete, 


incorrect, out-of-date or misleading. if applicants require 

assistance in providing the necessary documentation, 

they may contact the Manager, Freedom of information 

& Privacy Unit prior to submitting a formal application. 

The Amendment of Records Application Form can be 

obtained from the Freedom of information & Privacy Unit. 

documents held in the department’s library 

The Department of Corrective Services Library is open 

to the public. Members of the public may view and 

photocopy documents, within copyright guidelines, but 

cannot borrow items. Departmental documents held by 

the library include, among other things, annual reports, 

research reports, the Operations Procedures Manual, 

issues of the Corrective Services Bulletin and videos. The 

library catalogue is available on the Department’s website. 

Enquiries can be made on telephone (02) 9804 5459 and 

by email at vinay.sharma@dcs.nsw.gov.au. 

the department’s internet site 

The Department’s website is www.dcs.nsw.gov.au. A 

variety of documents are available on that site. 

access to all other departmental documents 

A member of the public may need to make a formal 

application under the FOi Act to gain access to 

documents held by the Department. The Department 

has produced a paper called Public Access to Records, 

Documents, Personal Information and Health Information, 

which sets out how a member of the public may obtain 

access to records, documents, personal information 

and health information held by the Department or now 

held on behalf of the Department by the State Records 

Authority of New South Wales. The document is available 

on the Department’s website. 

Procedures for lodging an application under the 

freedom of information act 1989 

An application under the FOi Act, either for access 

to documents or amendment of records held by the 

Department, must: 

• be in writing; 

• specify that it is made under the FOi Act; 

• be accompanied by the appropriate application fee (no 

fee for amendment of records applications); 

• contain information as is reasonably necessary to 

identify the documents of interest; 

• specify an address in Australia to which notices under 

the FOi Act may be sent; and 

• be lodged at the office of the Manager, Freedom of 

information & Privacy Unit. 

in addition, as previously stated, applications for 

amendment of records must include documentation 

supporting the applicant’s claim.



Application forms may be used or an application may be 

in the form of a letter that meets the above criteria. 

FOi applicants seeking documents relating to their 

personal affairs or wishing to amend records relating to 

their personal affairs, who are not current NSW inmates 

and who are not represented by a solicitor, are required 

to provide proof of identity. Details can be obtained by 

contacting the Manager, Freedom of information & Privacy 

Unit or reading the document, FOi & PPiPA Applicants 

– Proof of identity, which is available on the Department’s 

website. 

The Department’s Freedom of information Application 

Form (for access to documents) is available at correctional 

centres, Probation and Parole Offices, the Freedom of 

information & Privacy Unit and on the Department’s 

website at www.dcs.nsw.gov.au. The Department’s 

Amendment of Records Application form is available 

at correctional centres and can be obtained from the 

Freedom of information & Privacy Unit. 

Access to documents may be provided in the following 

forms: 

• inspection of document; 

• 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. 

The Department received 389 FOi applications for 

documents in the 2004-2005 reporting period compared 

with 302 in the 2003-2004 reporting period and 319 in the 

2002-2003 reporting period. The figure of 389 represents 

an increase of 29% compared with the 2003-2004 figure. 

Most FOi applications for documents received in 2004- 

2005 related to the personal files of inmates or ex-inmates. 

Some applicants sought access to documents relating 

to Departmental statistics and some applicants sought 

documents relating to staff disciplinary matters. 

Fifteen applications were brought forward from the 

previous reporting period, resulting in a total of 404 

applications for documents to be processed in 2004-2005. 

Of these; 

Application fees and processing charges are as follows: 

Personal Applications** $20.00* application fee + $30.00* per hour 

processing charge after first 20 hours 

Non-Personal 

Applications 

$20.00* application fee + $30.00* per hour 

processing charge 

Internal Review*** $20.00* application fee 

Amendment of Records Nil 

* 50% reduction in cases of financial hardship and public interest requests 

** Refund may apply as a result of a successful application for amendment of 

records made subsequent to a personal application. 

*** Refund may apply as a result of a successful internal review. 

The telephone numbers for the Freedom of information & 

Privacy Unit are: (02) 9289 1067 and (02) 9289 1359. 

The Unit is generally open between 8.30 am and 4.30 pm 

Monday to Friday. Members of the public are advised to 

telephone the Freedom of information & Privacy Unit to 

arrange an appointment, if they wish to visit the Unit. 

AppENDix 0 Freedom oF inFormATion - summAry And commenTAry oF THe Freedom oF inFormATion sTATisTics oF THe 

Freedom oF inFormATion And PrivAcy uniT 

• 378 applications were completed 

• 2 applications were withdrawn 

• 0 applications were transferred 

• 24 applications were carried over to the next reporting 

period. 

access to documents in 2004-2005 compared with 

2003-2004 and 2002-2003 

• 18% of applicants gained access to all requested 

documents compared with 16% in the previous year 

and 19% in 2002-2003. 

• 74% of applicants gained access to some of the 

requested documents, compared with 70% in the 

previous year and 73% in 2002-2003.

• 8% of applicants were denied access to all requested 

documents compared with 14% in the previous year 

and 8% in 2002-2003. 

• These statistics include circumstances where applicants 

applied for documents that were not held by the 

Department, and where applicants did not pay a 

deposit or final payment. 

internal reviews 

Twelve applications were finalised in the 2004-2005 

reporting period compared with eight in 2003-2004. 

Of the twelve cases for this reporting period, five had 

the original determination upheld. in seven cases the 

determination was varied. However, variation did not 

necessarily mean that a document was released as the 

reason for refusal may have been varied. 

external reviews 

in the 2004-2005 reporting period, two applications for 

review were made to the Office of the Ombudsman. As at 

30 June 2005, neither matter had been finalised. 

in the 2004-2005 reporting period two applications 

for review were made to the Administrative Decisions 

Tribunal. One case involved access to documents and 

the other involved access and the manner in which a 

notation had been made. Neither case had been reviewed 

previously by the Ombudsman. in the first case the 

applicant withdrew the application and the matter was 

dismissed. The other case was ongoing as at 30 June 2005. 

other applications 

There was one application for an amendment of records 

and one application for a notation. The amendment to the 

record was made as requested. The notation to the record 

was added, but not exactly as it had been requested. 

ministerial certificates 

There were no Ministerial Certificates issued during the 

reporting period. 

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. 


AppENDix 0 Freedom oF inFormATion - summAry And commenTAry oF THe Freedom oF inFormATion sTATisTics oF THe 

Freedom oF inFormATion And PrivAcy uniT (conT) 

• 41 applications (11%) were completed within 22 to 35 

days, compared with 14% of applications in 2003-2004. 

• 6 applications (1%) exceeded 35 days to complete, 

compared with 1% in 2003-2004. 

Processing time for foi applications for documents 

• 367 applications were processed in 10 hours or less 

• 11 applications took 11 to 20 hours to process 

• 0 applications took 21 to 40 hours to process 

• 0 applications took over 40 hours to process 

costs and fees/charges for applications processed 

The assessed cost of dealing with the applications for 

documents was $49,517.50. This figure was calculated by 

multiplying the number of billable hours taken to process 

each application by the maximum hourly processing 

charge of $30.00 (the formula for this figure is prescribed 

by Premier’s Department). 

Costs incurred by the Department were partly offset 

by receipt of application fees and processing charges 

totalling $6,565.00. in 2003-2004, $5,243.00 was received 

in fees and charges. 

Other Matters 

relevant Legislation 

• Freedom of Information Act 1989 

• Freedom of Information Regulation 2005 

Publications made in accordance with the foi act 

The Freedom of information & Privacy Unit produces a sixmonthly 

Summary of Affairs and an Annual Statement of 

Affairs. 

The Summary of Affairs was last published in the 

Government Gazette of 24 June 2005 and is also 

incorporated in the Department’s Annual Report. 

The Statement of Affairs for 2004-2005 is incorporated in 

this Annual Report.


AppENDix 0 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 


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 


E1 Result of amendment - agreed 1 0 

E2 Result of amendment - refused 0 1 

E3 Totals 1 1

AppENDix 0 Freedom oF inFormATion sTATisTics (conT) 


section f – notation of personal records – number of requests for notation processed during the period. 


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 


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). 


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 


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.


AppENDix 0 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 


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 


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. 


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 

requested 

Personal other 

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.

AppENDix 0 correcTionAl indusTries consulTATive council oF nsw AnnuAl rePorT 

The Correctional industries Consultative Council of 

NSW (CiCC) is an integral part of the NSW Correctional 

industries. The Council has responsibility to monitor the 

development and operation of correctional industry 

programs to ensure that they function sensibly and 

sensitively in parallel with private sector businesses. 

During the course of the year the CiCC had representatives 

once again from Australian Business Limited, Labor 

Council of NSW now known as Unions NSW and Australian 

industry Group. The remainder of the CiCC is made up of a 

community representative and Department of Corrective 

Services staff who act as ex-officio members. Members 

of the CiCC are appointed by the Minister for Justice. A 

list of members and their attendance record at meetings 

convened during 2004 / 2005 is included in the table at 

the end of this text. 

The role of the CiCC ensures that correctional industries 

programs do not adversely impact upon other businesses 

and in particular community employment. The CiCC 

also oversights the maintenance of a formal grievance 

handling system. 

it is pleasing to report that representations from private 

businesses continued at a low level. This is a direct 

result of the organisational arrangements covering the 

development and operation of correctional industry 

programs in NSW and the continuing commitment of the 

members of the CiCC. 

The Council continued to meet at a number of 

correctional centres during the year which gave members 

a good appreciation of the challenges facing correctional 

industries. 

Mr. I. McLean 

Chairperson, Dept. of Corrective Services 

Mr. L. Grant 

Dept. of Corrective Services 

Ms. R. Booby 

Dept. of Corrective Services 

(acting as Assistant Commissioner Offender Management) 

Mr. P. Donovan 

Australian Business Limited 

Mr. B. Tubner 

Unions NSW 

Mr. A. Thomas 

Australian Industry Group 


The CiCC maintains oversight of occupational health and 

safety practices and performance within correctional 

industry programs. The Council noted the results of 

comparative inmate injury analysis and observed that 

relative to private industry, correctional industry programs 

performed in a satisfactory manner. Reporting on this key 

performance measure has proven effective in recording 

meaningful statistics allowing direct comparison through 

Work Cover data with the private sector. 

CSi experienced the loss of the Panama Nursery contract 

this year. The Long Bay based operation had to give way 

to the development of a new hospital for the Complex. 

events during the year included: 

• improvements to the CSi Policy Manual Section 4.5 

which deals with industry impact Statements. 

• A Deed of indemnity was prepared by the Crown 

Solicitors to protect the interests of non Departmental 

members serving on the Council. 

• Presentation from Unions NSW detailing the Labor 

Council Policy on Prison Labour in February, 2005. 

• Agreement to lift the value of work to be considered by 

the Council from $10,000 to $20,000 p.a. 

The CiCC did not support the laundry proposal for the 

Affinity Group during the year but did support the 

following new businesses: 

TP Recyclers, Commscope Cables and National Cartridges 

Members of the Council and their attendance records of 

meetings convened during 2004/05 were: 

18/8/04 13/10/04 8/12/04 22/2/05 12/4/05 15/6/05 27/6/05 

Apol. - - P Apol. Apol. 

Apol. P 

(A/Chair) 

P 

(A/Chair) 

P 

(A/Chair) 

P 

(A/Chair) 

P 

(A/Chair) 

- 

P 

(A/Chair) 

P P Apol. - - - - 

P 

(A/Chair) 

P P P P P P 

P P P P P P P 

P P P P P P P


AppENDix 0 correcTionAl indusTries consulTATive council oF nsw AnnuAl rePorT 2004/05 (conT) 

Mr. C. Christodoulou 

Unions NSW 

Ms. J. Doubell 

Community Representative 

Mr. N. Daines 


Mr. S. Thorpe 


Mr. R. Steer 


Mr. B. Parker 

Unions NSW (Proxy for Chris Christodoulou) 

Mr. D. Rodgers 

Dept. of Corrective Services (acting as Snr. Assistant 

Commissioner, Inmate & Custodial Services) 

* Represented by Proxy 

AppENDix 0 sePArATions 

18/8/04 13/10/04 8/12/04 22/2/05 12/4/05 15/6/05 27/6/05 

Apol. P * P Apol. * P 

Apol. P P P Apol. P P 

P P P P P P P 

P P P P P P Apol. 

P P Apol. P P P P 

- - P - - P - 

- - - P Apol. Apol. - 

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

AppENDix 0 sPonsorsHiPs 

During the year ended 30 June 2005, the Department 

brought to account a total of $ 11,920 as income from 

sponsorships received from 29 business organisations. The 

sponsorship is in recognition of Corporate Excellence and 

is awarded to CSi staff for a number of reasons. Some of 

the awards given in recognition of excellence include the 

following: 

Corporate Excellence Award 

Officer of the Year 

Business Unit of the Year 

Outstanding Business Unit Performance 

AppENDix 0 eeo TAble A: Trends in THe rePresenTATion oF eeo GrouPs 

PercenTAGe oF ToTAl sTAFF 

eeo Group benchmark or 

Target 


2002 2003 2004 2005 

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 0 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. 

Majority of amounts were less than $1000 with four 

exceptions being: 

Gilbert and Roach $1,500 

Manildra Flour Mills $1,000 

Anchor Corporation Pty Ltd $1,000 

Simplot Australia Ltd $1,000


AppENDix 0 overseAs visiTs 

oFFicers Period dAys counTries/ ciTies 

visiTed 

Gerry Schipp 

Executive Director- F&AMD 

Rhonda Booby 

Director, Offender Services and 

Programs 

Ken Middlebrook 

Chief Superintendent, Office of 

the Commissioner 

Reverend Rod Moore 

Chaplaincy Co-ordinator 

Michael Bazaley 

Psychologist, Long Bay 

Hospital 

3-Oct-2004 




22-Aug-2004 

10-Sep-2004 

17-Aug-2005 

24-Aug-2005 

21-May-2005 

10-Jun-2005 

6 Singapore To attend 24th Asian and Pacific 

Conference of Correctional 

Administrators 

6 Beijing, China To attend International Corrections 

and Prisons Association Annual 

Conference ( ICPA ) 

20 Singapore; Israel; 

France; United 

Kingdom; Canada; 

New Zealand 

8 Cornwall, Ontario 

Canada 

21 Vancouver, Canada; 

Dublin, Ireland; 

London, England 

PurPose $ cosT source oF 

Funds 

To examine electronic devices and 

the electronic tagging systems in 

the United Kingdom; 

To observe and study how other 

countries manage and prevent the 

illicit use of mobile telephones 

To attend the 5th International 

Prison Chaplain’s Conference 

To study the assessment of risk 

within the Forensic Psychiatric 

population. 

ToTAl 25,345 

AppENDix 0 0 senior eXecuTive sTAFF AT 30 June 

3,115 Recurrent 

Allocation 


Allocation 


Allocation 


Allocation 


Allocation 

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

AppENDix 0 nATionAl correcTionAl indicATors ouTcomes 

Prisons (Including Periodic Detention) 

cosT Per Prisoner/dAy $ 

Cost per prisoner/day, OPEN + PD 160.97 

Cost per prisoner/day, SECURE 186.84 

cost per prisoner/day, All Prisons 174.46 

Definition: The daily cost of managing a prisoner. 

This indicator is calculated as follows– divide recurrent 

expenditure less payroll tax, consolidated funds and 

receipts and capital asset charges and other associated 

expenses by the number of prisoner days multiplied by 

100. 

The counting rule was revised/amended in 2001-2002. The 

data previously collected in OD308 (depreciation, capital 

asset charges, debt serving fees and other associated 

expenses) is now reported in OD4 Capital Costs. The 

formula for calculating the cost per prisoner per day has 

been amended accordingly. 

Prisons only: 

Prison uTilisATion - desiGn cAPAciTy 

Prison (design) utilisation, OPEN 110.4% 

Prison (design) utilisation, SECURE 100.7% 

Prison (design) utilisation, All Prisons 104.8% 

Definition: is the extent to which prison capacity is 

meeting the demand for prison accommodation. 

The calculation includes the Bolwarra Transitional Centre, 

Parramatta Transitional Centre and 24 hour court cell 

accommodation. 

Please note that 2000/2001 figures were amended. 

AssAulT - rATe/100 Prisoners 

Serious assault rate, prisoners on prisoners 0.75 

Assault rate, prisoners on prisoners 11.88 

Serious assault rate, prisoners on staff 0.00 

Assault rate, prisoners on staff 1.13 

Definition: Serious assault: an act of physical violence 

committed by a prisoner against another prisoner or staff 

member resulting in actual bodily harm including: 

• 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), 


• Requiring extended periods of ongoing medical 

treatment, or 

• All acts of sexual assault. 

Definition: Assault: an act of physical violence committed 

by a prisoner against another prisoner or staff member 

resulting in a physical injury which may or may not require 

short term medical intervention of a non hospitalised 

nature. 


deATHs - rATe/100 Prisoners 

Apparent unnatural death rate, ATSI 0.17 

Apparent unnatural death rate, non-ATSI 0.07 

Apparent unnatural death rate, All Prisons 0.09 

Definition: the death wherever occurring (including 

hospital) of a person in prison custody: 

• Whose death is caused or contributed to by traumatic 

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. 

escAPes (Absconds) - rATe/100 Prisoners 

Escape rate from Open level of security 0.58 

Escape rate from Secure level of security 0.06 

Definition: A person who has escaped or absconded from 

Corrective Services custody (including under contract). 


Time ouT oF cells 

Average daily time out of cell OPEN 11.10 hours 

Average daily time out of cell SECURE 8.66 hours 

Average daily time out of cell ToTAl 9.81 hours 

Definition: Out of cell hours is the time during which 

prisoners are not confined to cells, averaged over all days 

of the year. irregular lockdowns were included in the 

calculation of this descriptor.


AppENDix 0 nATionAl correcTionAl indicATors ouTcomes (conT) 

emPloymenT- rATe % 

Prisoners employment rate in COMMERCIAL industries 35.07 

Prisoners employment rate in SERVICE industries 35.28 

Prisoners employment rate on WORK RELEASE 1.43 

Total prisoners employment rate 71.78 

Definition: The number of prisoners actively employed as a 

proportion of those eligible to participate in employment. 

in 2002-2003 the following categories of inmates were 

excluded: 

Prisoners undertaking full-time education, and 

Prisoners whose situation may exclude their participation 

in work programs, for example: 

• Centres where the policy is not to provide work or 

where work is not available (i.e. remand centres, 24hour 

court cells); 

• Remandees who choose not to work,; 

• Hospital patients or aged prisoners who are unable to 

work; 

• Prisoners whose protection status prohibits access to 

work; 

• Fine defaulters (who are only incarcerated for a few 

days at a time); 

• Sub-groups of the above categories. 

The inmates in the inclusion category were subtracted 

from the daily average prisoner population and this 

revised figure was then used in the calculation of the 

indicator. 

educATion – rATe % 

% of prisoners enrolled in Pre-certificate Level 1 3.36 

% of prisoners enrolled in AQF Secondary Schools Sector 17.94 

% of prisoners enrolled in AQF Vocational Education and 

Training Sector 

27.96 

% of prisoners enrolled in AQF Higher Education Sector 1.49 

% of ToTAl prisoner enrolments [count each prisoner 

once only] 

37.33 

Definition: The number of prisoners actively participating 

in education programs as a proportion of those who are 

eligible for educational opportunities. 

in 2002-2003 the following categories of inmates were 

excluded from the denominator: 

• Prisoners whose situation may exclude their 

participation in education programs, 

• Centres where the policy is not to provide education 

programs or where education programs are not 

available (i.e., remand centres, 24-hour court cells), 

• Remandees for whom access to education is not 

available; 

• Hospital patients who are medically unable to 

participate; 

• Fine defaulters who are incarcerated for only a few days 

at a time; 

• Sub-groups of the above categories. 

Periodic Detention only 

AssAulT - rATe/100 Prisoners 

Serious Assault PD on PD 0.0 

Assault PD on PD 0.76 

Serious Assault PD on staff 0.00 

Assault PD on staff 0.00 

The revised definition for assaults outlined above applies 

to this indicator. 

escAPes (Absconds) - rATe/100 Prisoners 

Total escape/abscond rate from periodic detention 0.00 

The definition for escapes (absconds) outlined above 

applies to this indicator. 

deATHs - rATe/100 Prisoners 

Apparent unnatural death ATSI 0.00 

Apparent unnatural death non-ATSI 0.00 

Apparent unnatural death TOTAL 0.00 

Definition: the death wherever occurring (including 

hospital) of a person in prison custody: 

• Whose death is caused or contributed to by traumatic 

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.

AppENDix 0 nATionAl correcTionAl indicATors ouTcomes (conT) 

emPloymenT – rATe % 

Detainees employment rate in service industries 32.36 

Detainees employment rate in community work 45.89 

Total detainees employment rate 78.26 

Definition: The proportion of periodic detainees actively 

employed. 


useAble Periodic deTenTion cAPAciTy 

PD utilisation (%) 65.52 

Definition: The extent to which periodic detention 

capacity is meeting the demand for periodic detention 

accommodation. in NSW the calculation of this indicator is 

based on the number of Stage i detainees attending. 


Community Corrections 

ProPorTion oF orders successFully comPleTed % 

Restricted Movements SUCCESSFULLY completed 79 

Reparations SUCCESSFULLY completed 76 

Supervisions (compliance) SUCCESSFULLY completed 84 

ToTAl orders successFully completed 82 

Definition: The proportion of community orders 

successfully completed within the counting period. 

cost Per offender/daY $10.73 

The definition for cost per offender/day outlined above 

applies to this indicator. 

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 0 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) 

(formerly known as Children of Prisoners’ Support Group) 

$422,551 

Yulawirri Nurai Indigenous Association Inc. $68,081 

ToTAl $2,560,000


AppENDix 0 eTHnic AFFAirs PrioriTies sTATemenT 

An Ethnic Affairs Priorities Statement (or EAPS as it is 

commonly known) is a planning document, which guides 

how an individual government agency will address the 

needs of a culturally diverse society. 

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 are described below with a summary of 

initial strategies implemented to address the objectives of 

the Plan. 

1) reduce re-offending by offenders from culturally 

and linguistically diverse backgrounds 

• The Mt Druitt Probation and Parole Service has piloted 

and commenced evaluation of a program for parolees 

of Pacific background. This was funded and operates in 

partnership with the Mt Druitt Community Solutions & 

Crime Prevention Strategy. 

• This initiative targets offenders who are at medium 

low to high risk of re-offending with an offence history 

of violence, substance abuse, gambling, repeated 

unlicensed driving, drink driving and stealing. 

• Several groups have completed the groupwork-based 

program. Anecdotal reports have been very favourable, 

and formal evaluation is now taking place. it is 

anticipated that the final report will be completed by 

February 2006. 

2) reduce the additional negative impact of 

incarceration where this is a consequence of inmates 

coming from culturally and linguistically diverse 

backgrounds 

• The departmental Calendar of Religious and Cultural 

Events is the basis for celebration and observance 

across correctional centres. The 2005 calendar includes 

thirty events. 

• Arrangements are in place to meet some of the dietary 

needs of inmates for whom religious background 

require particular diets. 

• Hiv/ Hep C prevention initiatives for vietnamese 

inmates have continued, in collaboration with the 

South West Area Health Service and the broader 

vietnamese community. 

• The use of induction videos in a range of community 

languages continues in centres where the Reception 

Screening and induction Program takes place. 

3) develop, improve and maintain practices which 

meet the needs of offenders from culturally and 

linguistically diverse backgrounds, within community 

offender services 

The vietnamese Offenders Drug and Alcohol Program 

continues to operate at the Fairfield Probation and 

Parole Service District Office. Three programs for an 

average of fourteen participants are conducted each 

year. Attendance involves eleven two hour sessions per 

week. Completion rates remain high, and there is ongoing 

liaison and consultation with the vietnamese community 

in the area. 

4) improve the skills and professionalism of staff and 

managers working with offenders from culturally and 

linguistically diverse backgrounds and their families 

• Primary training for all staff includes a session covering 

multicultural issues. 

• The Safe Custody Course includes a session covering 

multicultural issues – this training is mandatory for 

staff involved in court cell and escort duties, initial cell 

placement decision making, and is open to any other 

staff interested in attending. 

• A three day Cultural Awareness Training course is 

available for any interested staff. 

• Throughout the year resource material has been 

disseminated to staff via e-mail and departmental 

intranet. 

5) Language assistance services are accessed and 

professionally utilized in all circumstances where 

required 

• Language assistance systems were substantially 

modified. This has resulted in more readily accessible 

services, and faster handling of invoices. The revised 

procedures are clearly described in the procedures 

manual and were publicised. 

• Translation of signage and resources continues as need 

has been identified. 

• Staff have been trained concerning when interpreter 

use is mandatory. $92,223 spent on interpreter 

use – and 79% increase on 2003-2004 expenditure 

($51,557). As the charge for accessing services from a 

major provider was discounted during the year, this 

reflects a real increase in service usage. Correctional 

centres report use of language services in a range of 

contexts where this previously did not occur – e.g. in 

Case Management Team meetings and for offender 

programs and training. 

6) that the department’s Plan for cultural inclusion 

for multiculturalism is aligned with the corporate 

planning process 

The Plan for Cultural inclusion 2004-2007 was introduced 

to correspond with the Department’s Corporate Plan.

AppENDix 0 eTHnic AFFAirs PrioriTies sTATemenT (conT) 

Planning allows for coverage of custodial and community 

operations, staff, offender and general public issues, 

criminogenic and other needs of offenders. 

7) develop and implement mechanisms for the 

collection and analysis of data, research and 

evaluation to further identify the needs of offenders 

from culturally and linguistically diverse backgrounds 

With the roll out of the Department’s new electronic 

case management capability, increased data will 

become available describing the numbers of inmates 

from culturally and linguistically diverse backgrounds. 

This information will assist the Department in targeting 

resources, eg the translation and publication of 

departmental documents and identifying appropriate staff 

for the Community Languages Allowance Scheme. 

AppENDix 0 PAymenT PerFormAnce indicATors 

Aged analysis at the end of each quarter 

Quarter 

current (i.e. 

within due date) 

$,000 

less than 30 days 

overdue $,000 


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 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. 

between 30 and 

60 days overdue 

$,000 

between 60 and 

90 days overdue 

$,000 

more than 90 days 

overdue $,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.


AppENDix 0 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


AppENDix 0 Persons under deTenTion in eAcH correcTionAl cenTre; 27 June 2004 And 26 June 2006 (conT) 


Remand 1 Sentenced Total Remand 1 Sentenced Total 


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






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




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.


AppENDix 0 AnnuAl Trends in THe inmATe PoPulATion; 2000/01 -2004/05 

Financial year daily average 1 % change in 

average from last 

year 

lowest weekly 

state 2 

Highest weekly 

state 3 

difference between 

lowest and 

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 0 number oF inmATes in nsw cusTody 1 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.

AppENDix 0 leGAl sTATus oF inmATes 1 Held As AT 30 June 2004 by AboriGinAliTy 2 And Gender 

legal status Aboriginal/Torres strait 

islander 

Sentenced, no appeal current 

non-Aboriginal/ Torres 

strait islander 


Aboriginality unknown Total 


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 0 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


AppENDix 0 0 GovernmenT conTribuTions To dePArTmenTAl eXPendiTure 

AppENDix 0 escAPes by securiTy level breAcHed; 2004/05 

institutional security breached incidents escapees number at large 1/7/2005 

Full-Time cusTody 

2000/01 

$’000 

2001/02 

$’000 

2002/03 

$’000 

Number of inmates % 

2003/04 

$’000 

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 

2004/05 

$’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 0 Addresses: communiTy oFFender services 

Albury District Office 

556 David Street 

ALBURY. 2640 

P.O. Box 809 

Telephone (02) 6041 2933 

Fax: (02) 6041 1353 

Bourke District Office 

22 Richard Street 

BOURKE. 2840 

P.O. Box 91 

Telephone (02) 6872 2455 

Fax (02) 6872 2592 

Armidale District Office 

State Government Office Block 

Cnr Dumaresq and Faulkner Streets 

ARMiDALE. 2350 

P.O. Box 633 

Telephone (02) 6772 2073 

Fax (02) 6771 2107 

Bowral District Office 

Suites 1 & 2, 2a Walker Street 

BOWRAL. 2576 

P.O. Box 477 

Telephone (02) 4861 3777 

Fax (02) 4862 2102 

Bankstown District Office 

Level 2 (1 st Floor) 

47 Rickard Street 

BANKSTOWN. 2200 

P.O. Box 3097 

BANKSTOWN SQUARE 2200 

Telephone (02) 9707 2144 

Fax (02) 9707 2521 

Broken Hill District Office 

Probation & Parole Service 

32 Sulphide Street 

BROKEN HiLL. 2880 

P.O. Box 698 

Telephone (08) 8087 9155 

Fax (08) 8087 1062 

Batemans Bay District Office 

Suite 21, Citi Centre 

10 Orient Street 

BATEMANS BAY. 2536 

P.O. Box 331 

Telephone (02) 4472 3987 

Fax (02) 4472 8452 

Burwood District Office 

Level 1, 27-29 Burwood Road 

BURWOOD. 2134 

P.O. Box 118 

Telephone (02) 9745 2211 

Fax (02) 9745 3494 

Bathurst District Office 

The Mews 

Ground Floor, 108 William Street 

BATHURST. 2795 

P.O. Box 143 

Telephone (02) 6332 2737 

Fax (02) 6332 2782 

Campbelltown District Office 

Level 7, 138 Queen Street 

CAMPBELLTOWN. 2560 

P.O. Box 332 

Telephone (02) 4625 9922 

Fax (02) 4625 3052 

Bega District Office 

Suite 9, 1 st Floor 

106 Auckland Street 

BEGA. 2550 

P.O. Box 267 

Telephone (02) 6492 3144 

Fax (02) 6492 4286 

Casino District Office 

Shop 2, 121 Barker Street 

CASiNO. 2470 

P.O. Box 667 

Telephone (02) 6662 4311 

Fax (02) 6662 6979 

Blacktown District Office 

9 Second Avenue 

BLACKTOWN. 2148 

P.O. Box 473 

Telephone (02) 9671 4266 

Fax (02) 9831 7189 

Cessnock Parole Unit 

Cessnock Correctional Centre 

Off Lindsay Street 

CESSNOCK. 2325 

P.O. Box 173 

Telephone (02) 4991 1702 

Fax (02) 4990 2315 

Chatswood District Office 

1 st Floor, 2 Help Street 

CHATSWOOD. 2067 

P.O. Box 5372, 

CHATSWOOD WEST 2057 

Telephone (02) 9413 1822 

Fax (02) 9413 4746 

Fairfield District Office 

2 nd Floor, 119 The Crescent 

FAiRFiELD. 2165 

P.O. Box 372, Fairfield 1860 

Telephone (02) 9728 0111 

Fax (02) 9754 1287 


City District Office 

Ground Floor 

13-15 Wentworth Avenue 

DARLiNGHURST. 2010 

P.O. Box 370, Darlinghurst, 1300 

Telephone (02) 9265 7500 

Fax (02) 9264 2576 

Forbes District Office 

137 Lachlan Street 

FORBES. 2871 

P.O. Box 390 

Telephone (02) 6852 2219 

Fax (02) 6851 1434 

Coffs Harbour District Office 

60 Moonee Street, 

COFFS HARBOUR. 2450 

P.O. Box 24 

Telephone (02) 6652 6933 

Fax (02) 6652 1123 

Glen Innes District Office 

233 Ferguson Street 

GLEN iNNES. 2370 

P.O. Box 468 

Telephone (02) 6732 2644 

Fax (02) 6732 4532 

Cooma District Office 

NSW Government Office Block 

39 Bombala Street 

COOMA. 2630 

P.O. Box 708 

Telephone (02) 6452 1903 

Fax (02) 6452 5481 

Gosford District Office 

1 st Floor, 125 Donnison Street 

GOSFORD. 2250 

P.O. Box 1024, Gosford 

Telephone (02) 4324 3744 

Fax (02) 4323 2913 

Coonamble District Office 

22 Castlereagh Street 

COONAMBLE. 2829 

P.O. Box 56 

Telephone (02) 6822 1988 

Fax (02) 6822 1163 

Goulburn District Office 

1 st Floor, Newo House 

23-25 Montague Street 

GOULBURN. 2580 

P.O. Box 481 

Telephone (02) 4821 5800 

Fax (02) 4821 5746


AppENDix 0 Addresses: communiTy oFFender services (conT) 

Dee Why District Office 

1 st Floor, Pittwater Place 

651-653 Pittwater Road 

DEE WHY. 2099 

P.O. Box 44, Brookvale. 2100 

Telephone (02) 9982 7266 

Fax (02) 9971 4359 

Grafton District Office 

NSW Government Offices 

49-51 victoria Street 

GRAFTON. 2460 

P.O. Box 479 

Telephone (02) 6643 2585 

Fax (02) 6643 2674 

Deniliquin District Office 

Suite 2, 286 George Street 

DENiLiQUiN. 2710 

P.O. Box 967 

Telephone (03) 5881 4408 

Fax (03) 5881 5325 

Griffith District Office 


104-110 Banna Avenue 

GRiFFiTH. 2680 

P.O. Box 2322 

Telephone (02) 6964 2242 

Fax (02) 6964 2375 

Dubbo District Office 

Unit 4, 34-36 Bultje Street 

DUBBO. 2830 

P.O. Box 1831 

Telephone (02) 6882 9744 

Fax (02) 6884 4918 

Gunnedah District Office 

Government Office Building 

35-37 Abbott Street 

GUNNEDAH. 2380 

P.O. Box 579 

Telephone (02) 6742 5220 

Fax (02) 6742 4854 

Hurstville District Office 

Level 2, 2 Woodville Street 

HURSTviLLE. 2220 

P.O. Box 405 

Telephone (02) 9579 6200 

Fax (02) 9580 3374 

Liverpool District Office 

171 Bigge Street, 

LivERPOOL. 2170 

P.O. Box 3395, Westfield 2170 

Telephone (02) 9602 2266 

Fax (02) 9602 2600 

Inverell District Office 


127 Otho Street 

iNvERELL. 2360 

P.O. Box 555 

Telephone (02) 6721 0309 

Fax (02) 6722 5890 

Long Bay Parole Unit 

Long Bay Correctional Complex 

Anzac Parade 

MATRAviLLE. 2036 

P.O. Box 13 

Telephone (02) 9289 2172 

Fax (02) 9289 2169 

Junee Parole Unit 

Junee Correctional Centre 

Park Lane 

JUNEE. 2663 

P.O. Box 197 

Telephone (02) 6930 5563 

Fax (02) 6924 3729 

Maitland District Office 

32 St Andrews Street 

MAiTLAND. 2320 

P.O. Box 227 

Telephone (02) 4933 4333 

Fax (02) 4934 3106 

Katoomba District Office 

3 Civic Place 

KATOOMBA. 2780 

P.O. Box 338 

Telephone (02) 4782 2944 

Fax (02) 4782 3802 

Moree District Office 

25 Auburn Street 

MOREE. 2400 

P.O. Box 809 

Telephone (02) 6752 4088 

Fax (02) 6752 3786 

Kempsey District Office 

26 Clyde Street 

KEMPSEY. 2440 

P.O. Box 405 

Telephone (02) 6562 7622 

Fax (02) 6563 1514 

Mt. Druitt District Office 

Suites 5-7, 270 Beames Avenue 

MT. DRUiTT. 2770 

P.O. Box v21, Mt. Druitt village 

Telephone (02) 9625 7777 

Fax (02) 9832 4615 

Lake Macquarie District Office 

2 nd Floor, 7-9 Kelton Street 

CARDiFF. 2285 

P.O. Box 325 

Telephone (02) 4956 5533 

Fax (02) 4956 6701 

Murwillumbah District Office 

NSW Government Office Block 

135 Murwillumbah Street 

MURWiLLUMBAH. 2484 

P.O. Box 258 

Telephone (02) 6672 5499 

Fax (02) 6672 5926 

Lismore District Office 

Suite 14B, Conway Plaza 

21 Conway Street 

LiSMORE. 2480 

P.O. Box 1090 

Telephone (02) 6622 1277 

Fax (02) 6622 0339 

Muswellbrook District Office 

Level 3, 160 Bridge Street 

MUSWELLBROOK. 2333 

P.O. Box 340 

Telephone (02) 6543 2255 

Fax (02) 6543 2868 

Lithgow District Office 

100 Main Street 

LiTHGOW. 2790 

P.O. Box 349 

Telephone (02) 6352 1555 

Fax (02) 6352 1940 

Narrabri District Office 


53 Maitland Street 

NARRABRi. 2390 

P.O. Box 65 

Telephone (02) 6792 4457 

Fax (02) 6792 1963 

Newcastle District Office 

3 rd Floor, Eagle Building 

25 Watt Street 

NEWCASTLE. 2300 

P.O. Box 439 

Telephone (02) 4929 3921 

Fax (02) 4929 4683 

Queanbeyan District Office 

Suite 1, Level 1, 

7-9 Morriset Street 

QUEANBEYAN. 2620 

P.O. Box 823 

Telephone (02) 6298 0000 

Fax (02) 6297 4775

AppENDix 0 Addresses: communiTy oFFender services (conT) 

Newtown District Office 

93-99 King Street 

NEWTOWN. 2042 

P.O. Box 223 

Telephone (02) 9550 4056 

Fax (02) 9550 4068 

Silverwater Parole Unit 

MRRC, Holker Street, 

SiLvERWATER. 2141 

Private Bag 144, 

Australian Business Centre 

Telephone (02) 9289 5945 

Fax (02) 9289 5954 

Nowra District Office 

Housing Commission Building 

Level 1, 24 Berry Street 

NOWRA. 2451 

P.O. Box 694 

Telephone (02) 4422 1599 

Fax (02) 4421 8186 

Sutherland District Office 

9-15 East Parade 

SUTHERLAND. 2232 

P.O. Box 521 

Telephone (02) 9521 3544 

Fax (02) 9545 3587 

Orange District Office 


CNR. Kite and Anson Streets 

ORANGE. 2800 

P.O. Box 53 

Telephone (02) 6361 4666 

Fax (02) 6362 0454 

Tamworth District Office 

143 Marius Street 

TAMWORTH. 2340 

P.O. Box 1013 

Telephone (02) 6766 7444 

Fax (02) 6766 7348 

Parramatta District Office 

Level 1, Enterprise House 

1 Fitzwilliam Street 

PARRAMATTA. 2150 

P.O. Box 666, Parramatta 2124 

Telephone (02) 9685 2666 

Fax (02) 9685 2600 

Taree District Office 

68 Wynter Street 

TAREE. 2430 

P.O. Box 92 

Telephone (02) 6552 7599 

Fax (02) 6551 2648 

Penrith District Office 

Suite 8, Ground Floor 

Danallam House 

311 High Street 

PENRiTH. 2750 

P.O. Box 436, Penrith 2751 

Telephone (02) 4731 1511 

Fax (02) 4721 1020 

Tumut District Office 

76 Capper Street 

TUMUT. 2720 

P.O. Box 488 

Telephone (02) 6947 4104 

Fax (02) 6947 4116 

Port Macquarie District Office 

1 st Floor, Marena House 

17 Short Street 

PORT MACQUARiE. 2444 

P.O. Box 783 

Telephone (02) 6583 6677 

Fax (02) 6584 1917 

Wagga Wagga District Office 


57 Gurwood Street 

WAGGA WAGGA. 2650 

P.O. Box 791 

Telephone (02) 6921 2950 

Fax (02) 6921 2862 

Windsor District Office 

1 st Floor 

494 George Street 

SOUTH WiNDSOR. 2756 

P.O. Box 625 

Telephone (02) 4577 4250 

Fax (02) 4577 4744 

Young District Office 

3 Junction Street 

YOUNG. 2594 

P.O. Box 611 

Telephone (02) 6382 3599 

Fax (02) 6382 4789 

Wollongong District Office 

Level 3, 

111 Crown Street 

WOLLONGONG. 2500 

P.O. Box 340, Wollongong East 2520 

Telephone (02) 4226 1928 

Fax (02) 4226 9567 

intensive supervision 

Bankstown 

Level 2 (First Floor) 

41-45 Rickard Road 


BANKSTOWN. 2200 

Telephone (02) 9707 2144 

Fax (02) 9707 2521 

Mt. Druitt 

Unit 9/270 Beames Avenue 

MT. DRUiTT. 2770 

Telephone (02) 9832 9407 

Fax (02) 9832 4615 

Campbelltown 

Level 7, 138 Queen Street 

CAMPBELLTOWN. 2560 

Telephone (02) 4625 9765 

Fax (02) 4625 3052 

Parramatta 

Level 1, Enterprise House 

1 Fitzwilliam Street 

PARRAMATTA. 2150 

Telephone (02) 9685 2670 

Fax (02) 9685 2688 

City 

Ground Floor 

13-15 Wentworth Avenue 

DARLiNGHURST. 2010 

Telephone (02) 9265 7535 

Fax (02) 9264 2576 

Penrith 

Suite 8, Ground Floor, Danallam House 

311 High Street, 

PENRiTH. 2570 

Telephone (02) 4731 1511 

Fax (02) 4721 1020 

Long Jetty 

2 nd floor 

13-15 Thompson Street 

LONG JETTY. 2261 

Telephone (02) 4333 1344 

Fax (02) 4934 7905 

Maitland 

32 St. Andrews Street 

MAiTLAND. 2320 

Telephone (02) 4933 8124 

Fax (02) 4933 9401 

Wollongong 

Level 3, 

111 Crown Street 

WOLLONGONG. 2500 

Telephone (02) 4226 8358 

Fax (02) 4226 8326


AppENDix 0 Addresses: reGionAl oFFices & correcTionAl cenTres 

Remand Facilities And Special Programs 

Address: Long Bay Correctional Complex 

Anzac Parade Malabar 2036 

Telephone: (02) 9289 2705 

Fax: (02) 9289 2100 

Postal Address: PO Box 13, MATRAviLLE 

2036 

Womens Facilities & Services 

Address: The Northern Road Berkshire Park 

2765 

Telephone: (02) 4582 2185 

Fax: (02) 4582 2196 

Postal Address: Locked Bag 656 SOUTH 

WiNDSOR 2756 

North-West Regional Office 

Address: Cnr Maitland & Francis Street 

Muswellbrook 2333 

Telephone: (02) 6549 0400 

Fax: (02) 6541 1136 

Postal Address: PO Box 607 

MUSWELLBROOK NSW 2333 

South-West Regional Office 

Address: Level 1, 56 Clinton Street 

Goulburn 2580 

Telephone: (02) 4823 2222 

Fax: (02) 4822 1518 

Postal Address: PO Box 952 GOULBURN 

NSW 2580 

South-West Sub Regional Office 

Address: 596 Great Western Highway 

Marrangaroo 2790 

Telephone: (02) 6350 2212 

Fax: (02) 6352 1433 

Postal Address: PO Box 399 LiTHGOW 


Security & Investigations Branch 

Address: William Morrow Building, 

Jamieson Street Silverwater 2128 

Telephone: (02) 9289 5002 

Fax: (02) 9748 0126 

Postal Address: Locked Bag 3 Australia 

Post Business Centre SiLvERWATER NSW 

1811 

Bathurst Correctional Complex 

Address: Cnr Brookmore Avenue & 

Browning Street Bathurst 2795 

Telephone: (02) 6338 3282 

Fax: (02) 6338 3239 

Postal Address: PO Box 166 BATHURST 


Berrima Correctional Centre 

Address: Argyle Street Berrima 2577 

Telephone: (02) 4860 2555 

Fax: (02) 4860 2509 

Postal Address: PO Box 250 BERRiMA NSW 

2577 

Bolwara House Transitional CENTRE 

Address: Lot 2 Old Bathurst Road Emu 

Plains 2750 

Telephone: (02) 4735 7098 

Fax: (02) 4735 5972 

Postal Address: Locked Bag 2 PENRiTH 


Brewarrina (Yetta Dhinnakkal) 

Correctional Centre 

Address: ‘Glenelg’ Coolabah Road 

Brewarrina 2839 

Telephone: (02) 6874 4717 

Fax: (02) 6874 4721 

Postal Address: PO Box 192 BREWARRiNA 


Broken Hill Correctional Centre 

Address: 109 Gossan Street Broken Hill 

2880 

Telephone: (08) 8087 3025 

Fax: (08) 8088 1565 

Postal Address: PO Box 403 BROKEN HiLL 


Cessnock Correctional Centre 

Address: Lindsay Street Cessnock 2325 

Telephone: (02) 4993 2333 

Fax: (02) 4993 2282 

Postal Address: PO Box 32 CESSNOCK 


Cooma Correctional Centre 

Address: 1 vale Street Cooma 2630 

Telephone: (02) 6455 0333 

Fax: (02) 6452 2491 

Postal Address: Locked Bag 7 COOMA 


Dillwynia Correctional Centre 


2765 

Telephone: (02) 4582 2222 

Fax: (02) 4582 2532 


WiNDSOR NSW 2756 

Emu Plains Correctional Centre 

Address: Old Bathurst Road Emu Plains 

2750 

Telephone: (02) 4735 0200 

Fax: (02) 4735 5843 

Postal Address: Locked Bag 6 PENRiTH 


Glen Innes Correctional Centre 

Address: Gwydir Highway Glen innes 2370 

Telephone: (02) 6733 5766 

Fax: (02) 6733 5741 

Postal Address: Locked Bag 900 GLEN 

iNNES NSW 2370 

Goulburn Correctional Complex 

Address: Maud Street Goulburn 2580 

Telephone: (02) 4827 2222 

Fax: (02) 4827 2230 

Postal Address: PO Box 264 GOULBURN 


Grafton Correctional Centre 

Address: 170 Hoof Street Grafton 2460 

Telephone: (02) 6642 2133 

Fax: (02) 6642 7419 

Postal Address: PO Box 656 GRAFTON 


Ivanhoe (Warakirri) Work Centre 

Address: 33 Mitchell Street ivanhoe 2878 

Telephone: (02) 6995 1403 

Fax: (02) 6995 1404 

Postal Address: PO Box 109 ivANHOE NSW 

2878 

John Morony Correctional Complex 

(John Morony 1 and John Morony ii 


2765 

Telephone: (02) 4582 2222 

Fax: (02) 4582 2261 


WiNDSOR NSW 2756 

Junee Correctional Centre 

Address: 197 Park Lane Junee 2663 

Telephone: (02) 6924 3222 

Fax: (02) 6924 3197 

Postal Address: PO Box 197 JUNEE NSW 

2663 

Kariong Juvenile Correctional Centre 

Address: Pacific Highway Kariong 2250 

Telephone: (02) 4340 2600 

Fax: (02) 4340 2595 

Postal Address: PO Box 7275 KARiONG 


Kirkconnell Correctional Centre 

Address: Sunny Corner Road Yetholme 

2795 

Telephone: (02) 6337 5219 

Fax: (02) 6337 5113

AppENDix 0 Addresses: reGionAl oFFices & correcTionAl cenTres (conT) 

Postal Address: PO Box 266 BATHURST 


Lithgow Correctional Centre 

Address: 596 Great Western Highway 

Marrangaroo 2790 

Telephone: (02) 6350 2222 

Fax: (02) 6350 2220 

Postal Address: PO Box 666 LiTHGOW 


Long Bay Correctional Complex 

Address: 1300 Anzac Parade Malabar 2036 

Telephone: (02) 8304 2000 

Fax: (02) 9289 2121 

Postal Address: PO Box 13 MATRAviLLE 


Long Bay Hospital Areas 1 & 2 

Address: 1300 Anzac Parade Malabar 2036 

Telephone: (02) 9289 2900/ 9289 2401 

Fax: (02) 9311 3364 

Postal Address: Private Bag 31, 

MATRAviLLE NSW 2036 

Mannus Correctional Centre 

Address: Linden Roth Drive Mannus via 

Tumbarumba 2653 

Telephone: (02) 6941 0333 

Fax: (02) 6948 5291 

Metropolitan Remand & Reception 

Centre (Mrrc) 

Address: Holker Street Silverwater 2128 

Telephone: (02) 9289 5600 

Fax: (02) 9289 5929 

Postal Address: Private Bag 144 

SiLvERWATER NSW 1811 

Metropolitan Special Programs Centre 

Address: 1300 Anzac Parade Malabar 

Telephone: (02) 9289 2300 

Fax: (02) 9289 2103 

Postal Address: Locked Bag 23 

MATRAviLLE NSW 2036 

Mid-north Coast Correctional Centre 

Address: 370 Aldavilla Road Aldavilla NSW 

2440 

Telephone: (02) 6560 2700 

Fax: (02) 6560 2734 

Postal Address: PO Box 567 WEST 

KEMPSEY NSW 2440 

Mid-west Correctional Centre 

Address: Mudgee Road Wellington 2820 

Telephone: (02) 6845 3730 

Fax: (02) 6845 3792 

Postal Address: PO Box 386 WELLiNGTON 


Mulawa Correctional Centre 


Telephone: (02) 9289 5399 

Fax: (02) 9647 1409 

Postal Address: Locked Bag 130 Australian 

Business Centre, SiLvERWATER NSW 1811 

Oberon Young Offenders Correctional 

Centre 

Address: Gurnang Road Shooters Hill via 

Oberon 2787 

Telephone: (02) 6335 5248 

Fax: (02) 6335 5220 

Postal Address: Locked Bag 2, OBERON 


Parklea Correctional Centre 

Address: 66 Sentry Drive Parklea 2768 

Telephone: (02) 9678 4888 

Fax: (02) 9626 5657 

Postal Address: Box 6148 Delivery Centre 

Fifth Avenue BLACKTOWN NSW 2148 

Parramatta Correctional Centre 

Address: Cnr O’Connell and Dunlop 

Streets North Parramatta 2151 

Telephone: (02) 9683 0300 

Fax: (02) 9630 3763 

Postal Address: Locked Bag 2 NORTH 

PARRAMATTA NSW 1750 

Parramatta Transitional Centre 

Address: 124 O’Connell Street Parramatta 

2151 

Telephone: (02) 9890 1389 

Fax: (02) 9890 1455 

Silverwater Correctional Centre 


Telephone: (02) 9289 5100 

Fax: (02) 9289 5209 

Postal Address: Locked Bag 115 Australian 

Post Business Centre, SiLvERWATER NSW 

1811 

St Heliers Correctional Centre 

Address: McCullys Gap Road 

Muswellbrook 2333 

Telephone: (02) 6543 1166 

Fax: (02) 6543 1944 

Postal Address: PO Box 597 

MUSWELLBROOK NSW 2333 

Tamworth Correctional Centre 

Address: Cnr Dean & Johnson Streets 

Tamworth 2340 

Telephone: (02) 6766 4977 

Fax: (02) 6766 4851 

Postal Address: PO Box 537 TAMWORTH 

2340 NSW 



index 

A 

Aboriginal Client Services Officers 36 

Aboriginal offenders 21, 35, 36, 37, 38, 40, 47, 48, 52 

Aboriginal Offenders Strategic Plan 21, 40 

Aboriginal Special Project Officers 47 

Addresses 

Community Offender Services 149 

Regional Offices & Correctional Centres 152 

Adult Education and vocational Training institute 29, 48, 49 

Alcohol and other drugs 18, 37, 38, 39, 40, 44 

Alcoholics Anonymous 36, 45 

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

146 

Attorney Generalís Department 27, 45, 52 

Audited Financial Statements 

Notes to and forming part of the Financial Statements 

83 

Program Statement- Expenses and Revenues 81 

Statement of Cash Flows 80 

Statement of Financial Performance 78 

Statement of Financial Position 79 

Audited Financial Statements 

Commencement of Audited Financial Statements 75 

Australian Federal Police 18 

Australian Red Cross 19 

B 

Bathurst Correctional Centre 21, 29, 54, 73 

Biyani Cottage 50 

Board of Management 3, 62, 64, 69 

Boards, councils and committees 104 

Broken Hill Correctional Centre 27, 46, 53, 71 

Brush Farm Corrective Services Academy 59, 60, 61, 64, 66, 

71 

Business Continuity 62, 63 

Business integrated Management System 70 

C 

Capital works 52, 71, 72, 74 

Case management 40, 42, 43, 49, 51, 53, 60, 65, 70 

Case plans 42 

Central Roster Unit 58 

Centrelink 20, 52, 53, 67, 73 

Cessnock Correctional Centre 19, 27, 29, 54, 72 

Child Contact Assessment Program 24 

Child protection 24, 25 

Child Protection Watch Team 30 

Child visitors 24 

Commissioner’s Foreword 6 

Commissioner’s Statement Of Responsibility 147 

Commonwealth Department of immigration and 

Multicultural and indigenous Affairs 12 

Community Funding Program 55 

Community Relations Commission 23 

Community Service Orders 32, 33, 34, 46, 64, 73 

Compulsory Drug Treatment 45, 74 

Contraband 12 

Contracting and Market Testing 123 

Correctional industries Consultative Council Of Nsw 

Annual Report 133 

Corrective Services industries 16, 17, 41, 43, 49, 54, 58, 59 

Corrective Services Support Line 20 

Corruption Prevention Branch 68 

Cost of Contractors and Contracted Employees 112 

Court Escort Fleet 74 

Court Escort Security Unit 27 

D 

Department of Ageing, Disability and Home Care 39 

Department of Commerce 70 

Department of Community Services 24, 54, 56 

Department of Housing 54, 67 

Department of Juvenile Justice 27, 52, 71 

Dillwynia Correctional Centre 17, 25, 26, 28, 42, 53, 56, 57, 

58, 59, 68, 71, 74 

Drug Free Wing 45 

Drug Summit 38, 39, 48, 65 

E 

E-case management 30, 40, 69, 70, 74 

Education Profile interview 43 

Emu Plains Correctional Centre 17, 19, 29, 45, 54, 56 

Escape Rate (per 100 inmates) 14 

Escapes by security level breached; 2004/05 148 

Ethnic Affairs Priorities Statement 23, 41, 140 

F 

Financial summary 11 

Forensic Psychology Service 44, 47 

Freedom of information 

Freedom of information Statistics 130 

Summary and commentary of the Freedom of 

information Statistics 128, 129 

Freedom of information Statement of Affairs 124

G 

Glen innes Correctional Centre 17, 71, 74 

Goulburn Correctional Centre 15, 18, 28, 29, 58, 74 

Government Contributions To Departmental 

Expenditure 148 

Government Energy Efficiency investment Program 29 

Grants Made To Organisations Which Assist inmates, Ex 

inmates And Their Families (Community Funding 

Program) 139 

Guarantee Of Service 114 

H 

Hepatitis C 19, 20 

High Risk Management Unit 18, 28, 68, 74 

Hiv Health Promotion 19, 20 

Home Detention 31, 32, 33, 35, 36, 48 

Homelessness 48 

I 

implementation of NSW Government’s Action Plan for 

Women 2003-2005 121 

independent Commission Against Corruption 12, 13, 68 

information Management and Technology Strategic Plan 

63, 69, 70 

inmates 

assaults 13 

cost per day 26 

deaths 15, 16 

escapes 14, 27 

out-of-cell hours 26 

population 13, 15, 17, 21, 22, 27, 46, 65, 71 

self-harm 14, 15 

women 15, 17, 18, 20, 23, 37, 46, 56 

young adult 22, 40, 41, 49, 50, 51, 52, 72 

intensive Learning Centre 49 

investigations Branch 68 

J 

John Morony Correctional Centre 19, 22, 29, 49, 50, 54, 

55, 68 

Judicial Commission of NSW 66 

Junee Correctional Centre 28, 74 

Junee Correctional Centre 2004/05 Performance 

Assessment Report 115 

K 

Kariong Juvenile Correctional Centre 22, 52, 60, 71, 74 

Kirkconnell Correctional Centre 29, 54, 73 

L 

Legal status of inmates held as at 30 June 2004 by 

Aboriginality and gender 147 

Library 18, 69 

Lithgow Correctional Centre 12, 18, 29, 72, 73, 74 

Long Bay Correctional Centre 13, 15, 19, 20, 29, 45, 

50, 51, 74 

LSi-R 30, 42, 43 

M 


Major Assets 117 

Major Works in Progress 117 

Mental Health Association 15 

Mental Health Screening Unit 15, 73, 74 

Metropolitan Remand and Reception Centre 15, 19, 27, 74 

Metropolitan Special Programs Centre 51 

Mid North Coast Correctional Centre 25, 42, 28, 26, 53, 57, 

58, 59, 68, 71, 72, 

Minister for Justice 56 

Mobile Outreach 34 

Motor Accidents Authority 45 

Mulawa Correctional Centre 15, 18, 19, 20, 24, 56, 73, 74 

N 

National Correctional indicators outcomes 137 

New legislation and significant judicial decisions 118 

NSW Crimes Commission 12 

NSW Department for Women 56 

NSW Department of Education and Training 54, 58 

NSW Health 19, 20, 38, 39, 52, 54 

NSW institute of Criminology 66 

NSW Ombudsman 12 

NSW Police 12, 18, 27, 54, 58 

NSW TAFE 49, 50, 52, 54 

Number of inmates in NSW custody as at 30th June by 

Aboriginality; 1992 to 2004 146 

O 

Oberon Correctional Centre 22, 24, 29, 51 

Offender integrated Management System 28, 32, 46, 70 

Offender Management in Custody 12 

Offender Programs Unit 44, 65 

Office of the Status of Women 37 

Organisation Chart 5 

Overseas visits 136 

P 

Parklea Correctional Centre 14, 27, 28, 29, 45, 74 

Parole Board 25, 27, 28, 30, 32, 55, 66 

Parole Orders 35 

Parramatta Correctional Centre 28, 33, 53, 56 

Payment Performance indicators 141 

Periodic Detention 13, 32, 33 

Persons under detention in each correctional centre; 

27 June 2004 and 26 June 2006 142 

Plan For Cultural inclusion 23 

Prisoner on Officer Assaults 14 

Prison Officers vocational Branch 57 

Privacy and Personal information Protection 

Statement 103 

Probation Orders 32, 34, 35 

Promotional appeals to Government and Related 

Employees Appeals Tribunal (GREAT) 111 

Public Service Association 30, 57


R 

Recidivism 22, 30, 42, 46, 55 

Regional Co-ordination Management Group 53 

Restorative Justice Unit 25, 51, 53 

Risk Management 109 

Risk Management 18, 28, 62, 63, 68, 74 

Roads and Traffic Authority 12, 45 

S 

Screening 14, 15, 73, 74 

Security Threat Group 18 

Serious Offender Review Council 27 

Sex offenders 30, 43, 73, 74 

CORE 47 

Custody Based intensive Treatment (CUBiT) 47, 49, 74 

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 136 

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 

copywriting pryor consultants 

design: nicholson design 

printing: rite a type 

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. 

V 

victims Awareness Project 110 

victims of violent Crime Grants Program 41 

victims Of violent Crime Grants Program Funding 

Allocation 110 

video Conferencing 19, 24, 27, 28, 71, 74 

violent Offenders Therapeutic Program 46, 49, 51, 73 

W 

Water shortages 29 

Women’s Action Plan 21, 23, 40, 41 

Y 

Yetta Dhinnakkal 18, 34, 46, 54, 72 

Young Adult Offender Action Plan 22

QUEENSLAND 

NEW SOUTH WALES 

BROKEN HILL 

VICTORIA 

WINDSOR 

JOHN MORONY 

BLACKTOWN 

PARKLEA 

EMU PLAINS 

MT DRUITT 

PARRRAMATTA 

PENRITH 

SILVERWATER COMPLEX 

FAIRFIELD 

BURWOOD 

LIVERPOOL 

HURSTVILLE 

CAMPBELLTOWN 

BOURKE 

IVANHOE 

GRIFFITH 

DENILIQUIN 

BANKSTOWN 

SUTHERLAND 

DEE WHY 

CHATSWOOD 

BREWARRINA 

COONAMBLE 

FORBES 

JUNEE 

WAGGA WAGGA 

YOUNG 

ALBURY 

DUBBO 

TUMUT 

ORANGE 

BATHURST 

CITY/SYDNEY 

NEWTOWN 

MANNUS 

COOMA 

LONG BAY COMPLEX 

MOREE 

NARRABRI 

GOULBURN 

GUNNEDAH 

BERRIMA 

BOWRAL 

BEGA 

INVERELL 

TAMWORTH 

ST HELIERS 

MUSWELLBROOK 

KIRKCONNELL 

LITHGOW 

OBERON KATOOMBA 

QUEANBEYAN 

GLEN INNES 

MAITLAND 

CESSNOCK 

NOWRA 

BATEMANS BAY 

CORRECTIONAL CENTRE 

PERIODIC DETENTION CENTRE 

PROBATION & PAROLE 

COURTS 

PORT MACQUARIE 

CITY/SYDNEY COURTS 

Central (King Street) 

Darlinghurst 

COFFS HARBOUR 

WOLLONGONG 

Downing Centre 

MURWILLUMBAH 

KEMPSEY 

TAREE 

CASINO 

ARMIDALE 

TOMAGO 

NEWCASTLE 

LAKE MACQUARIE 

LONG JETTY 

GOSFORD 

Queens Square Supreme 

Sydney Police Centre 

LISMORE 

MACLEAN 

GRAFTON

annual report 2004/05 - Corrective Services NSW - NSW Government

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