Page 910 - Week 03 - Tuesday, 29 March 2011
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I now turn to the Thomas report. Due to its very technical nature, I will not go into great detail here but Mr Thomas’s analysis determined that the event did not arise because of a failure of the electronic surveillance systems. Highlighting the complexity of such facilities, Mr Thomas noted that, in designing a youth facility, there is a conflicting challenge of providing adequate security and robustness while also creating aesthetically pleasing surroundings that are soft, domestic in appearance and provide an environment that will help young people overcome their problems. Mr Thomas also found that we can have confidence in the robustness of the electronic security systems, infrastructure and its capacity to support staff in the demanding work they perform.
In summary, between them, Mr Keating and Mr Thomas have made 33 recommendations. They have recommended improved staff levels for the residential population, phasing out of the use of MSS officers and appointing a quality, care and compliance and training officer. Other recommendations include modifying infrastructure, including some cabin features, wireless duress alarm systems and testing and recording of electronic security systems. Other recommendations require reviewing and revising policies, procedures and practices, including entry procedures, control room standards, operation procedures, monitoring compliance of systems and procedures and improved client record management.
I am pleased to have such a comprehensive set of recommendations for improvements to the operation of the Bimberi centre. Actions have been taken in response to many of the recommendations. Responses to other recommendations such as changes to the physical infrastructure will take a little longer to implement.
Over the past three months a number of key changes and improvements to practice have occurred at the centre. These changes have realised a range of benefits to the young people detained at Bimberi, as well as enhancing the professionalism of staff and the smooth functioning of the centre.
Among the more significant actions that have already been put in place are: the placement of the director, youth at Bimberi—he is usually placed at our offices in Civic—to ensure tight oversight of the management of Bimberi; the engagement of an external contractor to develop a comprehensive risk management framework and associated compliance programs, coupled with an interim internal compliance program; copies of all procedures and policies being provided in hard copy to every individual staff member and reissuing of relevant procedures to MSS staff as they come on duty; and the investigation of proposed physical infrastructure enhancements, including energising of the roof lines.
A range of more detailed actions have also taken place, Madam Assistant Speaker. For the benefit of members I will set these out under the change initiative headings of the change management plan which was implemented in November last year. You will see that there is much quality work being done. Daniel O’Neil, director of youth services at Richmond Fellowship, was engaged by the department to assist with the change management process. His role includes providing an expert assessment of the quality of services provided at Bimberi and identifying opportunities for improvement.
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