19813 (2026). Dr Tracey McLellan to the Minister of Corrections

19813 (2026). Dr Tracey McLellan to the Minister of Corrections: What steps is the Government taking to reduce the influence of organised crime networks operating within prisons, if any?

Hon Mark Mitchell: I am advised that Corrections is implementing a coordinated, system-wide response to reduce the influence of organised crime networks operating within prisons, aligned with the Government’s Transnational, Serious and Organised Crime (TSOC) Strategy and Action Plan. As outlined in the Action Plan, this includes strengthening Corrections’ capability to manage high-risk TSOC offenders through dedicated placement options, enhanced staff capability, and improved cross-agency coordination. I am advised Corrections is developing a dedicated high-security placement option for the most influential organised crime individuals, designed to disrupt their ability to coordinate offending, recruit, and communicate. By separating these individuals from the general population, this placement intends to reduce their influence and improve safety across the prison estate. Final assessment and ability to fund this unit is currently under active consideration as part of internal budgeting. To ensure individuals are managed in the most appropriate setting based on their risk and influence, I am advised Corrections is strengthening whole-of-estate placement decisions, including enhanced national processes and governance. This coordinated approach recognises the dynamic, cross-site nature of organised crime and provides targeted support to affected prison sites. Corrections is also updating its security classification framework to better identify and manage organised crime risks, ensuring placement decisions reflect the often covert nature of organised crime and enable earlier, more effective intervention. I am further advised that investment in workforce capability is a key pillar of the response. This includes strengthening entry-level training for custodial staff to build baseline awareness of organised crime risks, alongside enhanced and specialised training for staff working in dedicated high-security placements as outlined above. This training focuses on recognising organised crime tradecraft, resisting manipulation and corruption, and managing the unique risks posed by this cohort. Together with enhanced leadership, bespoke staffing models, and ongoing support, this ensures staff are better equipped to detect, disrupt, and manage organised crime activity in custody, reducing its influence and impact over time. Finally, I am advised Corrections’ Integrity team works with staff to raise awareness of risks such as fraud, corruption, dishonesty, and other criminal behaviour, and help people to make sound, ethical decisions. As well as supporting leaders in key roles, they provide advice on managing integrity risks, handling issues fairly, and working through complex or sensitive situations. The Integrity team runs an Integrity Line, a confidential channel where staff can speak up about concerns. They assess and follow up on reports as needed and help build a culture where people feel safe to raise issues early.