Interview
David Brown
Chief Executive of the Department for Correctional Services, South Australia
The South Australian Department for Correctional Services
(DCS) has outlined its priority topics in the Strategic Plan 2022
2026, with reducing reoffending heading the list. Can you share how
the Department is addressing these priorities and the key initiatives
underway to support them?
DB: The key objective for the Agency remains to focus our efforts on programme services that reduce reoffending. We have a target set for us by the State Government to achieve a 20% reduction by 2026, with the measure for that target coming at the end of 2028, two years after the final cohort is discharged.
To support this we are prioritising investment in evidence-based practices and services, and creating environments that facilitate the delivery of quality programmes, effective training, and comprehensive
reintegration planning. We continue to collaborate with our community partners to design reintegration programmes and services that support the successful return of people to the community.
Another major priority in our strategic plan is to reduce the over representation of First Nations people in the correctional system. This aligns with the national Closing the Gap Agreement, which includes a specific target to address this issue.
We have invested in a couple of very important initiatives in this area, such as the Yalakiana Tapa (A Fresh Path), which includes three programmes as part of a remand-to-bail strategy for Aboriginal people in South Australia. The first one, Marni Tapa, is a wraparound reintegration support for Aboriginal people exiting custody and transitioning into bail. Meanwhile, we have just entered into an agreement for the second programme, which is a supported accommodation – a healing lodge – for Aboriginal people transitioning from remand to bail. Both programmes are delivered by an Aboriginal community-controlled organisation and we’re very excited about the early signs.
In custody, we launched two new correctional treatment units at Yatala Labour Prison in Adelaide, and the first of those units is an Aboriginal correctional treatment unit. The programme is linked to preparing Aboriginal men for successful return to community and connecting them to those community initiatives under the Yalakiana Tapa framework.
These initiatives are part of our broader Smart Justice Strategy, which is about applying the principles of smart justice to everything that we do, continuing to invest in our community corrections and providing better support to people transitioning from custody to community. Another example is our Work Ready, Release Ready programme, which has recently received increased government investment. This is expanding the number of prisons that receive the service, and allowing us to focus on better engaging Aboriginal people.
This programme provides both pre-release training and employment services, as well as post-release case management services for individuals exiting custody who are seeking to enter the workforce. It’s another example of a Smart Justice initiative that is delivering significant results in reducing re-offending for those involved.
What other challenges identified in the Strategic Plan is DCS currently working to address?
DB: Our challenges are not dissimilar to those experienced globally in the corrections systems. Key challenges for us include overcrowding, the continued high rates of admissions into the system, and the complexity of those entering custody, particularly in terms of mental health and disability needs.
One area that I would highlight among the proactive responses that we’ve taken to these challenges, would be our service response for people with disabilities, which we are actively working to engage with the National Disability Insurance Scheme (NDIS). This has allowed us to complete assessments while individuals are in custody, secure approval for their engagement with the NDIS, and support their transition from custody to the community with a national disability support package.
The results have been promising. Over a third of the individuals we have supported through this programme are no longer under the Department’s supervision. This is a strong example of how long-term strategies that connect individuals to community-based services can help break the cycle of ongoing contact with the criminal justice system.
Additionally, we face challenges related to ageing infrastructure and the need to optimise the use of our facilities to meet our evolving service requirements.
Our overarching strategy is firmly grounded in evidence-based practice. The theories and models widely discussed in corrections form the foundation of our service and operational principles.
Could you elaborate on these infrastructure challenges and the design features of new upgrades focused on the promotion of a rehabilitative environment?
DB: Yatala Labour Prison is the oldest prison in South Australia, first commissioned in 1854. It’s a very old facility with a long history that hadn’t seen significant infrastructure investment for several decades.
Our initial focus was on developing a master plan for the site, which we created some years ago. It has been incredibly rewarding to see the delivery of major capital projects that align with that master plan.
Over the last decade, we have delivered a series of upgrades, including a new health centre, a new gate house and a reception facility, new control rooms, and new movement zones throughout the prison for those in custody. Most recently, we commissioned three state-of-the-art high security accommodation units.
The design of these units emphasises maximising natural light and softening the traditional cell-based environment while maintaining compliance with safe cell standards. Privacy has been another important
focus, especially in access to daily bathroom requirements. Each accommodation unit is also connected to indoor and outdoor spaces that provide opportunities for recreation and social interaction in various
zones.
All these areas are overseen from a state-of-the-art officer post, which allows staff to maintain direct lines of sight to both indoor and outdoor spaces. It also allows them to converse and interact with the men in a more normalised way, with reduced physical barriers.
We also recognised the importance of creating supporting facilities for these added accommodations. We needed places and spaces to provide meaningful activities during the day, so we built new programme and education facilities, external recreation and sporting areas, and new professional and domestic visit facilities.
Some of the visit facilities in particular are cutting-edge in their use of materials and colours, blending into the environment to create a welcoming space where men can spend time with their families – all
within the context of a high-security prison.
A similar approach has been taken with the Adelaide Women’s Prison, where we developed a master plan to address decades of underinvestment and significant challenges with its amenities and infrastructure. Progressively, we’ve redeveloped the facility, delivering a new health facility, an education and development rehabilitation space, new secure custody units, and expanded independent living accommodation.
The design principles for the Women’s Prison were intentionally different from those applied to the men’s facilities. We incorporated soft furnishings, more independent living units instead of cell-based accommodation, carpets, and a thoughtful use of colour. These choices reflect our efforts to create a space that operates, looks, and feels distinct from a men’s facility, recognising the unique needs of women in custody.
When developing these projects, how does DCS balance between addressing expansion needs and the opportunity to modernise
infrastructure in line with rehabilitative and therapeutic design
principles? What future plans can you share regarding your
infrastructure needs?
DB: It’s always a challenge convincing elected officials to invest in corrections, given the many competing priorities for the government’s budget. When the system is experiencing an increase in population, the focus often leans toward expanding capacity. However, we have been successful in demonstrating that when we deliver projects to expand system capacity, we also prioritise redeveloping or replacing inadequate support facilities.
The Adelaide Women’s Prison is a great example of this approach. It had an old medical centre, a very small and dilapidated education and training facility, and very inadequate visits facilities. When we put forward proposals to expand capacity, we also incorporated redevelopment or replacement of those critical support facilities, which was positively supported by the government.
In the redevelopment of the dormitory accommodations in particular, we did not increase capacity and focused on substantially upgrading and transforming the built environment. It was one of the worst
accommodations for women in Australia. There was a lack of privacy, lack of safety and security, and it was very difficult for staff to meaningfully engage and interact with the women. The transformation
included the introduction of room-based accommodation with en-suite bathrooms in each room, as well as the addition of indoor and outdoor association spaces.
One of the most rewarding aspects of the project was the involvement of women incarcerated during the construction. They were engaged to work on these projects and to undertake training as part of their
involvement. As a result, we’ve seen great employment outcomes for women being discharged from the Women’s Prison after having worked on these construction projects over the past few years.
During the last 12 months we have been doing a total refurbishment and redevelopment of the high security area of our largest regional prison in Port Augusta. We are introducing modern design principles to this facility that was built in the 1960s, and we are very excited about the transformation of this site.
In this case, we also have not focused on expanding capacity. Instead, this project represents a significant investment in improving the environment for both staff and prisoners. We are approaching this project through a strong cultural lens, given that this is a part of the state where there is a significant Aboriginal population base.
In 2025, we will further invest in new infrastructure at Yatala, including a 312-bed project set to be delivered over a few years. Additionally, we’ll undertake a 40-bed expansion at Adelaide Women’s Prison, which again will have a focus on independent living accommodation.
DM: At the same time, we are commissioning alternative-to-custody initiatives as part of our Smart Justice Strategy. One example is the programme we are calling WorkPlace, which is designed for men being released on home detention or parole who are engaged on finding employment, but lack suitable housing.
We are transforming an old juvenile detention facility by stripping out all the institutional infrastructure – removing bars from windows, cell doors, and similar features, to create a 36-bed supported accommodation, which will be run by a community organisation. One of the advantages of this asset is its location within one of Adelaide’s largest industrial complexes. Surrounded by numerous employers, we hope for the men to connect with employment opportunities in various factories and industries in the area.
What other modern approaches are contributing to the goal of improving outcomes for those involved in the criminal justice
system?
DB: Our overarching strategy is firmly grounded in evidence-based practice. The theories and models widely discussed in corrections form the foundation of our service and operational principles. The
“What Works” literature informs our assessment, case planning, and criminogenic programming for people serving sentences in South Australia.
Some of our Smart Justice initiatives are strongly informed by desistance theory and the protective factors needed to help someone move away from reoffending. These models play a critical role in how we design our services and evaluate the effectiveness of our programmes.
Another area we have begun to invest more time and energy is data. While we are still in the early stages of mobilising our data resources, we have made significant strides by developing a series of data dashboards. These dashboards are used operationally to target services to the right location at the right time, and strategically to help inform our approaches going forward.
From a technology perspective, we are in the process of deploying a new Offender Management System. While the project has presented several challenges, it is progressing well an will provide our frontline staff with a modern system that integrates both custodial and community corrections, which can also be accessed by our key community partners. We’re particularly focused on delivering this project through 2025 and hopefully having it embedded into our operations in 2026.
David Brown
Chief Executive of the Department for Correctional Services, South Australia
David Brown started his career as a Correctional Officer in Queensland. He joined the Department for Correctional Services of South Australia as Executive Director of Custodial Services in 2009 and was appointed Chief Executive in September 2012. Before joining the agency, he worked for a multi-national
company, in security, care and justice, where he was responsible for leading immigration detention services across Australia. Mr Brown is a member of the Australia and New Zealand Corrective Services Administrators Council.
Advertisement
