annual report 2013-14...this annual report provides an overview of significant highlights and...

ANNUAL REPORT 2013-14

THE DEPARTMENT FOR CORRECTIONAL

SERVICES

Department for Correctional Services Annual Report 2013-14

Published by the Department for Correctional Services Government of South Australia Level 2, 400 King William Street ADELAIDE SA 5000 Telephone +61 (8) 8226 9000 Facsimile +61 (8) 8226 9226 www.corrections.sa.gov.au ABN 44 736 536 754 Report prepared by: Governance and Executive Support Department for Correctional Services Copies of the report can be obtained from: Telephone: +61 (8) 8226 9000 Email: [email protected] Internet: www.corrections.sa.gov.au ISSN 1834-0415

CEN/14/0237

October 2014

The Honourable Tony Piccolo MP Minister for Correctional Services Level 2 45 Pirie Street ADELAIDE SA 5000 Dear Minister Piccolo I present to you the 2013-14 Annual Report for the Department for Correctional Services.

This Annual Report provides an overview of significant highlights and achievements in 2013-14 and illustrates the contribution made by the department to support the Government of South Australia’s strategic priorities.

The 2013-14 Annual Report has been prepared in accordance with the requirements of the Public Sector Act 2009, the Public Finance and Audit Act 1987 and the Correctional Services Act 1982 (the Act).

The Annual Report also adheres to the guidelines provided in the Department of the Premier and Cabinet’s ‘Circular 13’ document, and as per Section 9(1) of the Act, it has been provided to you no later than 31 October (of this year).

It is with great pleasure that I hereby commend this Annual Report to you. Yours sincerely

DAVID BROWN CHIEF EXECUTIVE

Office of the Chief Executive

Level 2

400 King William Street

DX 147

GPO Box 1747

ADELAIDE SA 5001

Tel: 08 8226 9120

Fax: 08 8226 9226

www.corrections.sa.gov.au

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2013-14 4

TABLE OF CONTENTS

A NOTE FROM THE CHIEF EXECUTIVE ..................................................................................................... 6 SUMMARY OF HIGHLIGHTS IN 2013-14 ..................................................................................................... 8 ABOUT THIS DOCUMENT ............................................................................................................................ 9 CORPORATE STRATEGIC PLAN 2011-2014 ............................................................................................ 10 INTRODUCTION TO THE DEPARTMENT .................................................................................................. 11 SHAPING CORRECTIONS .......................................................................................................................... 12

Shaping Corrections Service Delivery Framework ................................................................................... 14 OVERVIEW OF THE DEPARTMENT .......................................................................................................... 15

Office of the Chief Executive .................................................................................................................... 15 Statewide Operations ............................................................................................................................... 15 Business and Information Services .......................................................................................................... 15 Offender Development .............................................................................................................................. 16 Human Resources .................................................................................................................................... 16

ORGANISATIONAL CHART ........................................................................................................................ 17 INTEGRATED OFFENDER MANAGEMENT ............................................................................................... 19

Offender Rehabilitation Services .............................................................................................................. 20 Criminogenic Programs ............................................................................................................................ 21 Additional Rehabilitation Programs ........................................................................................................... 21 Integrated Housing Exits Program ............................................................................................................ 23 Vocational Training & Education Centre of SA (VTEC-SA) ...................................................................... 23 Prison Industry .......................................................................................................................................... 24 Chaplaincy Service ................................................................................................................................... 25 Incentive Based Regime ........................................................................................................................... 25 The Sentence Management Unit .............................................................................................................. 25 Security Classifications ............................................................................................................................. 26 Quality Assurance Framework: ................................................................................................................. 26 Serious Offender Committee .................................................................................................................... 27 Home Detention Committee (HDC) .......................................................................................................... 28 Psychological Services ............................................................................................................................. 28 Women Offenders ..................................................................................................................................... 28 Aboriginal Services Unit ............................................................................................................................ 29

SAFETY AND SECURITY ............................................................................................................................ 31 Prisons in South Australia ......................................................................................................................... 32 Adelaide Remand Centre (ARC) .............................................................................................................. 33 Mount Gambier Prison (MGP) .................................................................................................................. 33 Mobilong Prison (MOB) ............................................................................................................................ 34 Port Augusta Prison (PAP) ....................................................................................................................... 34 Yatala Labour Prison (YLP) ...................................................................................................................... 35 Cadell Training Centre (CTC) ................................................................................................................... 36 Port Lincoln Prison (PLP) ......................................................................................................................... 37 Adelaide Pre-release Centre (APC) .......................................................................................................... 38 Adelaide Women’s Prison (AWP) ............................................................................................................. 39 Nominated Visitors .................................................................................................................................... 40 Complaints Management .......................................................................................................................... 40 Illicit Drugs in prison .................................................................................................................................. 41 Search of Prisoners .................................................................................................................................. 42 Visiting Inspectors ..................................................................................................................................... 42 Visiting Tribunals ...................................................................................................................................... 42 Ethics, Intelligence and Investigations Unit .............................................................................................. 42 Protective Security .................................................................................................................................... 44 Access Control Strengthening .................................................................................................................. 45 SA Prison Health Service (SAPHS) .......................................................................................................... 45 Management of Prisoners at Risk of Suicide or Self Harm ....................................................................... 46 Prisoner Population .................................................................................................................................. 47 Prisoner Projections .................................................................................................................................. 47 Demand Management Strategy ................................................................................................................ 47 Prisoner Profile in 2013-14 ....................................................................................................................... 48 Escapes .................................................................................................................................................... 50 Assaults .................................................................................................................................................... 51 Deaths in Custody .................................................................................................................................... 51 Community Corrections ............................................................................................................................ 51 Enhanced Community Corrections ........................................................................................................... 51 Community Service (Repay SA) ............................................................................................................... 52 Probation .................................................................................................................................................. 53


Intensive Probation Supervision ............................................................................................................... 53 Parole ....................................................................................................................................................... 53 Drug Court Curfew .................................................................................................................................... 58 Alcohol and Other Drug Management Unit ............................................................................................... 58 Pilot DCS Prosecutions Service ............................................................................................................... 58 Bail Accommodation Support Program ..................................................................................................... 58

COMMUNITY ENGAGEMENT ..................................................................................................................... 61 Victim Services ......................................................................................................................................... 62 Volunteer Support ..................................................................................................................................... 62 Partnerships .............................................................................................................................................. 63

CAPACITY AND CAPABILITY .................................................................................................................... 66 Asset Services .......................................................................................................................................... 67 Risk Management ..................................................................................................................................... 67 Contract and Business Management ........................................................................................................ 68 Human Resources Management .............................................................................................................. 68 Trainee Correctional Officer Recruitment ................................................................................................. 68 Operational Performance Team ............................................................................................................... 69 Employment Opportunity Programs .......................................................................................................... 69 Centralised Rosters Team (CRT) ............................................................................................................. 69 Workforce Management ........................................................................................................................... 70 Employee Assistance Program ................................................................................................................. 70 Employee Relations .................................................................................................................................. 70 Employee Transfers/Relocations .............................................................................................................. 71 Work Health and Safety and Injury Management (WHS&IM) ................................................................... 71 Review of Accident, Incident Data and Applicable Remedial Action ........................................................ 72 Compensable Disabilities/Rehabilitation Initiatives ................................................................................... 73 WorkCover Evaluation .............................................................................................................................. 73 Disability Access and Inclusion Plan ........................................................................................................ 74 Carer’s Recognition .................................................................................................................................. 74 Flexible Working Arrangements ................................................................................................................ 74 Whistleblower Qualification ....................................................................................................................... 75 Gender Reporting ..................................................................................................................................... 75 Information Analysis ................................................................................................................................. 76 Information Technology ............................................................................................................................ 76 Data Warehouse ....................................................................................................................................... 77 Media Liaison and Corporate Communications ........................................................................................ 77 DCS Staff Awards Ceremony ................................................................................................................... 78

LEADING, MANAGING AND SHAPING OUR ORGANISATION ................................................................ 81 Human Resources Workforce Planning and Development ...................................................................... 82 Strategic Management .............................................................................................................................. 83 Shaping Corrections – project outcomes .................................................................................................. 84 Effective Corporate Performance ............................................................................................................. 84 Civil Claims ............................................................................................................................................... 85 Freedom of Information ............................................................................................................................ 85 Strategic Policy Projects and Partnerships ............................................................................................... 86 Legislation ................................................................................................................................................. 87 Research Management ............................................................................................................................ 87 Corporate Finance .................................................................................................................................... 88 Summary of Financial Results .................................................................................................................. 88 Operating Expenditure by Program .......................................................................................................... 89

SUMMARY OF TARGETS FOR 2014-15 .................................................................................................... 91 APPENDIX .................................................................................................................................................... 92

APPENDIX 1 AUDITOR GENERAL’S REPORT AND FINANCIAL STATEMENTS 2013-14 .................. 93 APPENDIX 2 ACCOUNTS PAYABLE IN 2013-14 ................................................................................. 135 APPENDIX 3 FRAUD ............................................................................................................................. 135 APPENDIX 4 CONSULTANTS ............................................................................................................... 135 APPENDIX 5 ENERGY USAGE IN 2013-14 .......................................................................................... 136 APPENDIX 7 COMMUNITY CORRECTIONS STATISTICAL INFORMATION ...................................... 141 APPENDIX 8 HUMAN RESOURCES MANAGEMENT STATISTICAL INFORMATION 2013-14 ......... 145 APPENDIX 9 OVERSEAS TRAVEL IN 2013-14 .................................................................................... 151 APPENDIX 10 LEGISLATION THAT GOVERNS THE OPERATION OF THE DEPARTMENT ........... 151


A NOTE FROM THE CHIEF EXECUTIVE

As Chief Executive, I am pleased to provide this overview of the department’s Annual Report.

The 2013-14 year was both a challenging and rewarding year. I am proud that this year, the department has continued to demonstrate its ability to deliver high quality services, within a challenging and constantly transforming environment.

One challenge the department continues to contend with is the significant growth of the South Australian prison population. Increased prisoner numbers continue to place pressure and demands on our existing infrastructure. I am proud that despite

this pressure, the department continues to uphold a strong strategic focus, sustaining a correctional system where roles and functions are defined, performance is closely monitored and the safety and security (of prisoners, staff and the community) is paramount.

The past year has once again seen enhancements to existing facilities, and increases to prison capacity with capital projects totalling $24 million being completed during 2013-14. A new 108 bed accommodation unit became operational at Mount Gambier Prison. Further to this the opening of a further 58 beds across Yatala Labour Prison, Cadell Training Centre and Mount Gambier Prison, easing the pressure of the increasing prison population.

The management of prisoners and offenders with complex needs continues to be both a challenge and a key focus for the department. A highlight in 2013-14 was the completion of construction of a 20 bed secure accommodation unit at the Adelaide Women’s Prison. This unit will greatly assist in the management of female prisoners, with complex behavioural and mental health needs. Construction of a new High Dependency Unit and Health Centre also commenced at Yatala Labour Prison. Once complete, these facilities will help to meet the primary health care needs of prisoners and provide services for prisoners with multiple and complex needs.

The restructure of Community Corrections was rolled out in 2013-14. This initiative has brought about a number of great improvements in supervision strategies – a critical aspect of both an offender’s management and reintegration. The sentenced Home Detention program continues to provide an option for certain prisoners to complete their custodial sentence at home. The program has been operating in South Australia since 1986, and remains one of the department’s most intensive and successful community based programs. Repay SA, the department’s offender community service program under which offenders repay their debt to society through supervised community work projects, has provided over $2 million worth of value to the community in 2013-14.

The department’s Prosecutions Unit progressed in 2013-14, with the unit managing an average of 74 DCS non-compliance hearings each month, including prosecutions for Community Service Orders, Suspended Sentence Bonds and Good Behaviour Bonds. By having a prosecutions capacity of its own, the department has the ability to control and prioritise which breaches are provided to the Court, and when. This process also allows the department to better target high risk offenders when they breach their supervision orders.

High quality offender supervision and management are central to lowered rates of recidivism, in addition to a focus on the delivery of targeted and meaningful criminogenic and rehabilitative programs. These programs can change the lives of offenders and are continually evaluated and enhanced to ensure that best-practice principles are applied.

Departmental programs are central to Integrated Offender Management and are delivered across a range of locations, both in prisons and Community Corrections. The department ensures the delivery of a number of therapeutic programs targeting various offending behaviours. One such program is Making Changes, which is a moderate intensity program designed to target general offending behaviour and offending related to substance misuse. Substance misuse is also explored in the Violence Prevention Program (VPP), which looks at alcohol and drug use in the context of an individual’s violent offending.


The department remains dedicated to strengthening its response to domestic violence offenders, to better protect vulnerable people. To this end, a new 10 week program piloted at Elizabeth Community Correctional Centre in 2013 was the Domestic Abuse Program (DAP), which was completed at the end of September 2013. Following evaluation, DAP program delivery is intended to commence within custody in 2014-15. Further to this, the Cross Borders Indigenous Family Violence program covers the remote regions of the NPY (Ngaanyatjarra Pitjantjatjara Yankunytjatjara) Lands of South Australia, Western Australia and the Northern Territory. It is a culturally and linguistically appropriate program that addresses issues of family violence, for both male and female perpetrators of violence, with the aim to decrease the incidence of physical and psychological harm in remote communities.

The department continues to focus on improving prisoner opportunities to gain employment upon release by targeting prisoners with low level literacy and numeracy to improve these skills.

In addition, the department is striving to improve job ready training through the provision of vocational programs which target both offending behaviour and provide life skills and job focussed teaching. Numerous programs are provided through VTEC-SA, the departments Registered Training Organisation, as well external providers including TAFESA. Where possible, externally funded models, including the State Government’s Skills for All Program are utilised to provide prisoners valuable skills and qualifications.

Further to this, the tremendous partnership between the department and BHP Billiton continues to flourish via the Prisoner Re-integration Employment Opportunities Program (PREOP) which provides eligible participants from Port Augusta Prison with recognised qualifications and permits to help them gain employment. Highlighting the success of this partnership, the most recent program saw 100% of participants, half of which were Indigenous, offered full time employment (pending release) and graduated with accredited training certificate, Certificate 2 in Civil Construction, delivered by training partner Carey Training. BHP Billiton Olympic Dam were awarded the 2014 Premier’s Community Excellence Awards in Mining and Energy, Award for Excellence in Social Inclusion for the PREOP.

The department’s new community grants initiative commenced in late 2013, and allows community organisations to apply for grant monies to deliver programs or services which benefit prisoners/offenders. Some of the valuable partnerships the department had in 2013-14, that benefited from this new initiative included Centacare, OARS Community Transitions and Whitelion. The department also partnered with a range of non-government organisations, businesses, research and tertiary institutions, and third sector communities. The outcomes achieved through these collaborations have helped provide opportunities to prisoners and offenders that the department could never have delivered alone.

The department remains committed to recognising and rewarding the efforts of staff that help in achieving our mission of a safe and secure service through which offenders are provided with opportunities for rehabilitation and are supported in their return to the community. This is exemplified by the award of the 2014 DCS Medal for Valour to Kathy and Thomas Loughlin for displaying courage and absolute commitment in the performance of their duties, and through their efforts, protected staff and the public in their management of a critical incident.

In closing, I would like to take this opportunity to acknowledge the efforts of the many stakeholders, volunteers and partner agencies that have supported the department through the year. I also recognise the dedication of the department’s staff who continue to tirelessly contribute to the department’s success in an increasingly challenging work environment - whose efforts in 2013-14 are reflected within this report.

I look forward to reporting on the continued development and progression of this department in the future.

DAVID BROWN CHIEF EXECUTIVE


SUMMARY OF HIGHLIGHTS IN 2013-14

Developed a Research and Evaluation Framework for the department.

Appointed a Principal Advisor Women Offenders to focus on the unique needs of female

offenders.

Completed the strategic Partnership Engagement Framework to strengthen collaboration.

Facilitated a range of mother-child contact strategies and programs to enable women

offenders to maintain family ties and reunify with their children.

Commissioned additional 108 bed prisoner accommodation at Mount Gambier Prison.

Completed construction of Phase 1 of the Adelaide Women’s Prison master plan (upgrade of

the perimeter fence, a new kitchen and 20 bed secure accommodation).

Continued planning of the electronic security systems conversion from analogue to digital

technologies.

Commenced construction on the new Health Centre and High Dependency Unit at Yatala

Labour Prison.

Commenced early works associated with the new 84 bed residential accommodation unit at

Mount Gambier Prison.

Developed and introduced the enhanced prisoner complaints procedures at all sites.

Completed the Bail Accommodation Support Program market sounding.

Established the Intensive Compliance Unit as a result of the completion of the Home

Detention Program review.

Progressed the Electronic Monitoring program strategy, focusing on managing high risk

offenders.

Finalised the implementation of the community corrections restructure.

Completed the pilot of the Domestic Abuse Program.

Implemented a new Prisoner Security Classification Tool.


ABOUT THIS DOCUMENT

The 2013-14 Annual Report allows the department to present to Parliament and the community, the milestones and the achievements for the year, alongside a review of operational and financial performance. The Annual Report is in accordance with legislation, government policy and planning documents. It also includes compliance against Key Performance Indicators within the South Australian Strategic Plan, the department’s 2011-14 Strategic Plan and 2013-14 Business Plan.

Following this introduction, the format of the Annual Report is centred on the department’s Strategic Plan 2011-14 (see page 11) specifically reporting against the three objectives of that plan (Parts 1, 2 and 3). The final section of the Annual Report, the Appendix, provides detail on relevant statistics, tables and figures and the Financial Statements for 2013-14.

PART 1 - Delivering

• our Critical

Services

PART 2 - Building our

Capability and

Capacity

PART 3 - Leading and

Managing our

Organisation


CORPORATE STRATEGIC PLAN 2011-2014


INTRODUCTION TO THE DEPARTMENT

The Department for Correctional Services (DCS) serves a vital role in the criminal justice system in South Australia. DCS employs over 1750 staff who contribute to the management of prisoners and offenders in the state’s nine prisons, 16 community correctional centres and through essential support functions provided out of the department’s Central Office.

The ultimate objective of the department is to improve outcomes for offenders – through measures to reduce recidivism and provide for successful reintegration back into the community. The use of meaningful and targeted rehabilitation and education and training programs is key to this objective, in addition to effective partnerships with other government departments, community based organisations, volunteers and the private sector.

DCS’ key strategic priorities are aligned to the primary areas of focus of the South Australian Government’s forward agenda, in particular the priority of Maintaining our safe communities and healthy neighbourhoods, as well as the state Strategic Plan vision of We are safe in our homes, community and at work. DCS is also the lead agency for Target 19: Repeat offending: South Australia has the lowest rate of repeat offenders over the period 2020.

Safety and security measures are integral to DCS operations. South Australian prisons are equipped with some of the most advanced technology to provide for the secure management of prisoners, including those prisoners who present the greatest risk to our community.

The department works closely alongside the other justice agencies in South Australia to share information and target those offenders who present the greatest risk to the community.

DCS also values high-level liaison with other national and international criminal justice organisations through memberships including the Asian and Pacific Conference of Corrections Administrators (APCCA) and the International Corrections and Prisons Association (ICPA).

The strategic direction and key initiatives of the department are defined in the DCS Strategic and Business Plans and the department’s vision, mission, values, stakeholders and outcomes are fundamental.

Our vision

A safer community by protecting the public and reducing re-offending.

Our mission

We contribute to public safety through the safe, secure and humane management of offenders and the provision of opportunities for rehabilitation and reintegration.

Corporate values

Integrity, ethical and respectful behaviour, social responsibility, accountability and professionalism, equity, diversity and cultural inclusion and workplace safety.

Stakeholders

The community, the government, the courts, the Parole Board and Victims of Crime.

Outcomes

Improved public protection, secure, safe and humane environments, reduced re-offending. Improved outcomes for Aboriginal people, skilled, professional and valued workforce, accountable and responsible leadership and administration.


SHAPING CORRECTIONS

The Shaping Corrections program is the department’s ‘flagship’ program, and vehicle for consultation and engagement of staff and key stakeholders, as well as a channel for innovation, managing change and continuously improving our systems, processes and services.

The Shaping Corrections program is characterised by a Service Delivery Framework which depicts the services the department provides. The Service Delivery Framework defines the key focus areas of service delivery which are critical to success and to realise the department’s vision. For detail regarding Shaping Corrections project outcomes in 2013-14, as well as already completed initiatives, refer to page 83.

In addition, a set of Service Principles underpin the Service Delivery Framework, guiding, informing and providing a frame of reference for the development and implementation of all service delivery in the department. The Service Principles are as follows:

Legislation underpins everything we do. Management of offenders takes account of victims’ perspectives.

A safe and secure environment is paramount.

A risk based approach is taken to offender reintegration.

Our staff are central to successful service delivery.

Offenders are meaningfully engaged in pro-social activities.

Offenders are treated humanely within public safety requirements.

Offenders are required to take responsibility for their behaviour.

Offender programs are targeted to ensure public protection and to reduce re-offending.

We engage in active information sharing and partnering both internally and externally to enhance public protection and to reduce re-offending.

Services are delivered with cultural competence.

We are committed to providing consistent quality services.

Offender risk is managed based on sound assessment.

Another component of the Shaping Corrections program is Regional Working Groups (RWG’s). RWG’s comprise of a diverse representation of staff across all directorates and classifications, including front line employees, managers, supervisors and administrative staff.

RWG’s provide an opportunity for staff to contribute towards the implementation of service improvements identified through Shaping Corrections. The working groups engage in discussion and consultation with locally based staff and collaborate to identify gaps and potential solutions to a range of initiatives including the design and implementation of policy.

Highlight

The Shaping Corrections Regional Working Group planning day is an annual event which brings together all RWG members and DCS Executive in a forum which informs, discusses, generate ideas and plans for the future. The 2013-2014 planning day was held on 15 May 2014 and was attended by a total of 66 participants, 55 regional working group members and 11 senior management staff, including the Chief Executive and executive directors.

The RWG planning day 2014, provided the opportunity for Regional Working Group members to learn more about the changes that are occurring across government and in DCS, as well as exploring how they can contribute to the change management process and be a positive influence/change agent in their respective workplaces.


Shaping Corrections Service Delivery Framework

Public Protection & Reduced

Re-Offending

Community Engagement

Prisoner Community WorkRepay SA

Volunteers Victims Service Providers

Integrated Offender Management

Case Management Structured DayRegime Management

Enhanced Community Corrections Offender Programs & Services

Safety & Security

OHSW

Security & Emergency Management

Intel Technology

Crisis Intervention & Support

Correctional Service Principles

Governance

Our Staff

Policies & Procedures

Facilities

Communication

Leadership & LearningCapacity & Capability

Cultural Competence

IT & Knowledge

Ris

k M

anag

emen

t &

Com

plia

nce

Quality S

ervice & Im

pro

vemen

t


OVERVIEW OF THE DEPARTMENT

Office of the Chief Executive

The Office of the Chief Executive provides executive support to the Chief Executive, DCS.

The Office also comprises the Governance and Executive Support Unit. This unit reports directly to the Chief Executive and is responsible for strategic management and other key services to stakeholders, including the Minister for Correctional Services and the media. The unit develops and facilitates the implementation of corporate plans, policies, processes and systems to enable the department to achieve government policy and the objectives of the Justice Portfolio. Also measured by the unit, is corporate performance and quality management. The unit comprises Executive Services, Communications, Freedom of Information, Victims, Complaints and Enquiries, and Strategic and Business Planning.

Statewide Operations

The Statewide Operations Directorate is overseen by the department’s Deputy Chief Executive.

The directorate is responsible for the management and operation of the nine South Australian prisons. These prisons are the Adelaide Remand Centre, Adelaide Women’s Prison, Adelaide Pre-release Centre, Yatala Labour Prison, Port Lincoln Prison, Port Augusta Prison, Cadell Training Centre and Mobilong Prison. Statewide Operations also oversees the management of Mount Gambier Prison, however the prison is operated (under contract) by a private company, G4S Custodial Services Pty Ltd.

The directorate includes the Community Corrections and Specialist Prisons Unit. This unit manages the supervision and monitoring of offenders in the community who are placed on Probation, Parole, Home Detention, Intensive Bail Supervision (Home Detention Bail), and Community Service Orders (Repay SA). The unit also provides information to the courts and the Parole Board to assist with sentencing and/or the setting of the conditions of bonds and other orders. These services are provided through 16 community correctional centres and other outreach services located throughout the State within the Northern Region, Southern Region and Statewide Services. Statewide Operations also includes the Ethics, Intelligence and Investigations Unit, which conducts investigations and manages intelligence information relating to prisoners, offenders and staff throughout the correctional system.

Business and Information Services

The Business and Information Services Directorate comprises Corporate Finance, Assets Services and Knowledge & Information Services.

The directorate provides the following services to the department:

budgeting and accounting;

procurement;

asset management;

capital investment program management;

insurance and civil claims management; and

information and communication (ICT).

The directorate also assists the department to effectively allocate resources for the delivery of services, programs and initiatives and monitors financial performance.


Offender Development

The Offender Development Directorate oversees the development, management and evaluation of services for prisoners and offenders. The directorate facilitates coordinated and integrated assessments, sentence planning, psychological services and rehabilitation programs (particularly in relation to high risk, serious offenders) to assist in the ongoing case management.

Offender Development implements policies and procedures to ensure that intervention with offenders occurs in a manner that is coordinated, targets criminogenic needs and promotes community safety.

The directorate also leads on the delivery of an evidence based framework for across the department for women offenders. The framework will be specifically designed to focus on the enhanced planning, communication and coordination across the department for gender specific targeted approaches with female offenders across the department.

The Aboriginal Services Unit sits within the Offender Development Directorate, and works in partnership with the entire department to assist in the development of specific strategies of working with Aboriginal prisoners and offenders and the Aboriginal community.

The directorate comprises the Sentence Management Unit (incorporating psychological services), Offender Rehabilitation Services, Rehabilitation Programs Branch, the department’s Registered Training Organisation (VTEC-SA), Strategic Policy, Projects and Partnerships, the Aboriginal Services Unit, Shaping Corrections, the Volunteers Unit and hosts the Principle Advisor for Women Offenders position.

Human Resources

The Human Resources Directorate provides a range of services to enable the department to recruit and develop staff, and implement plans to achieve safety in the workplace and manage industrial relations.

The directorate provides a range of services within four key areas:

Recruiting and keeping the people we need;

Making sure people do their job well;

Keeping people safe and well at work; and

Industrial Relations – there for you.

These services support the achievement of corporate objectives to enable the department to achieve excellence in the Public Service.

Human Resources comprises Workforce Management, HR Management and the Workforce Planning and Development branches.


ORGANISATIONAL CHART


PART 1

The Department for Correctional Services provides for a safer South Australian community through its priority of ‘Delivering our Critical Services’. This includes the application of Integrated Offender Management, a continued emphasis on Safety and Security, and the enhancement of Community Engagement.

DELIVERING OUR CRITICAL SERVICES


INTEGRATED OFFENDER MANAGEMENT

The concept of Integrated Offender Management is integral to the department’s goal of reducing recidivism. It allows for a coordinated approach to an offender’s management and reintegration - from the time of first contact with the department. This approach includes assessment of an offender’s risk and criminogenic need, the delivery of appropriate, offence specific and general offending rehabilitation programs (alongside effective case management), and the opportunity for offenders to engage in quality education and vocational training.

Within Integrated Offender Management, the department’s Aboriginal Services Unit plays a critical role in maintaining the connection between Aboriginal prisoners and offenders with their community.

Combined with collaboration from partner government agencies and non-government organisations, Integrated Offender Management assists the department to foster lasting change in the lives of offenders with the ultimate focus on improving community safety.

Key Performance Indicators:

Number of offence focused program hours delivered

Number of outstanding backlog assessments:

• ORNI-R

Making Changes Program – number of program hours delivered:

• Community Corrections

• Custodial Services

% of Indigenous community based orders successfully completed

Number of program hours delivered:

• SBC (sexual offenders) program • SBC-me (low functioning sexual

offenders) • VPP (violent offenders) program

On the job skills programs:

• Average number of eligible prisoners with duty assignments

• % of prisoners with duty assignments

% of offenders/prisoners successfully completing offence focused programs

Number of ORNI-R’s completed:

• Community Corrections

• Custodial Services

Number of prisoners/offenders enrolled in educational vocational programs

% of eligible prisoners with an Individual Development Plan prepared within 6 weeks


Offender Rehabilitation Services

Offender Rehabilitation Services oversees five areas incorporating an integrated approach towards offender rehabilitation, support and program development and evaluation to ensure that best-practice principles are applied across service provision.

Offender Rehabilitation Services incorporates the Rehabilitation Programs Branch, the Program Services Unit, the department’s Registered Training Organisation, Vocational Training and Education Centre of SA (VTEC-SA), the Integrated Housing Exits Program and the Volunteer Unit.

Rehabilitation Programs Branch

The Rehabilitation Programs Branch (RPB) is based within Central Office and deploys staff across custodial (both metropolitan and regional country) and community locations to deliver intensive, offence-focused programs to offenders in a group-based format. All clinicians responsible for program delivery have specialist skills and experience in delivering therapeutic interventions to high-risk sexual and violent offenders. The Branch operates against a stringent program delivery framework to ensure compliance with National Australian Program Standards.

The RPB provides a consultancy service to Community Corrections staff who are providing departmental supervision to sexual and violent offenders on Parole or on License who have previously progressed through an RPB program. This allows for progressive throughcare between treatment delivery and risk management in the community.

The RPB delivers the Violence Prevention Program (VPP), the Sexual Behaviours Clinic program (SBC) and the Sexual behaviours Clinic-me (SBC-me) program. The programs are evidence-based to provide best practice offender rehabilitation programs to offenders in South Australia. The programs are based on cognitive-behavioural principles in both theory and practice and are overseen by a clinical supervision framework which ensures program integrity and delivery.

The Rehabilitation Programs Branch with specialist staff delivering program based intervention in prisons across the State and in metropolitan-based community correctional centres.

All program delivery is overseen by a clinical supervision framework to support maximum treatment gains.

Program Services Unit

The Program Services Unit is responsible for the development and evaluation of the department’s criminogenic programs. The unit also develops and delivers staff training relating to program delivery and the management of sex offenders in the community. The unit also provides supervision for the Dialectical Behaviour Therapy program and consultancy support for program delivery across the organisation.

During 2013-2014, the Program Services Unit:

Provided supervision to the Dialectical Behaviour Therapy (DBT) at the Adelaide Women’s Prison. DBT is facilitated by psychologists from the Sentence Management Unit and addresses suicidal and parasuicidal behaviour among women diagnosed with Borderline Personality Disorder.

Completed the review of the Violence Prevention Program and finalised the revised program manual.

Commenced preliminary work on the Making Changes Review.

Completed an evaluation of the pilot Domestic Abuse Program.

Provided support to the Making Changes program (delivered by the Statewide Operations Directorate) including training, consultation and advice.


Criminogenic Programs

The department delivers a number of programs targeted at offending behaviour. Departmental programs are central to Integrated Offender Management and are currently delivered across a range of locations, both in prisons and Community Corrections.

Criminogenic programs delivered by the Rehabilitation Programs Branch are:

The Violence Prevention Program is an intensive, group-based treatment

program for prisoners and community based offenders who have been assessed as being medium to high risk of violent reoffending. The program is run over a period of approximately nine months and is approximately 200 hours in duration.

The Sexual Behaviours Clinic is a specialised therapeutic group program that

provides treatment to offenders who have been convicted of a sexual offence (against either adult or child victims) and who have been assessed as being moderate to very high risk of sexual re-offending. The program runs for approximately 200 hours and is delivered over a nine month period.

The Sexual Behaviours Clinic-me (SBC-me) is an intensive, group-based

treatment program for adult male sexual offenders who have been identified as having a mild to borderline level of intellectual disability or cognitive deficits that would preclude them from participating in mainstream therapeutic programs. The program is run over a 14-month period and comprises approximately 300 group-based hours. The SBC-me is currently being implemented as part of the RPB suite of program delivery. This followed from the pilot program which concluded in November 2012 and evidenced positive evaluation outcomes.

Specialist social workers in Statewide Operations deliver:

The Making Changes Program which is a moderate intensity program designed to

target general offending behaviour and substance misuse related offending. The program is delivered in prisons and in the community and consists of approximately 140 group-based treatment hours across three intervention phases within each course of program delivery.

Criminogenic Programs – hours delivered in 2013-14

Making Changes 2310

Violence Prevention Program 400

Sexual Behaviours Clinic 600

TOTAL 3826

NOTE: Total includes individual 1:1 program hours and core programs hours delivered. Core programs are brief interventions delivered in response to a regional need in the community which address offending behaviour.

Additional Rehabilitation Programs

The following programs are also facilitated by the department:

Reintegration Program

The department recognises the importance of reintegration strategies to assist offenders when they leave prison and re-enter the community. Based on the recommendations from the pilot Reintegration Program from the previous year, DCS is working to identify how the pilot module content (identification, accommodation, Community Corrections, alcohol and other drugs, relationships, health, employment, budgeting, finance and Centrelink) can be embedded into daily organisational practice. The aim over the coming 12 months is to coordinate the approach to reintegration programming, and to embed practices which facilitate sharing of activities occurring across DCS locations.


BHP Prisoner Reintegration Employment Opportunity Program (PREOP)

PREOP is a partnership between Port Augusta Prison (PAP) and BHP Billiton that provides Low Security prisoners with the opportunity to develop skills and improve their chances to secure employment upon release from prison.

The Program sees prisoners undergo training in areas such as elevated work platform, forklift operation and front loader training. Prisoners also participate in construction industry safety training to obtain their nationally recognised White Card permit, required under Work, Health and Safety Laws for a person to work on a construction site.

The PREOP was conducted on a trial basis in 2009-10 and following the great success of three trials, the program was implemented and is now running regularly out of Port Augusta Prison. A Memorandum of Understanding between BHP Billiton and DCS was agreed upon for further arrangements for a 12 month period from July 2009 to July 2010 and subsequent MOU’s have been agreed upon with one being finalised for the 2014-15 financial year.

Each PREOP covers a period of about 10 weeks with three 14-day camps interspersed by two fortnightly periods located at the prison. In the 42 designated camp days, the prisoners spend 14 days on training at Roxby Downs (but not at the mine site). On the other camp days the prisoners perform general maintenance and cleaning around the camp and also perform community service such as tree planting at a local school during weekends. Prior to the camps going out, the prisoners attend up to five days training conducted at Port Augusta Prison. There is an average of 10 prisoners supervised by two Field Supervisors on each program.

The key partners for the program include BHP Billiton Olympic Dam, ODT Australia, CEG and the Department for Education, Employment and Workplace Relations.

Domestic Violence Prevention Program

The Domestic Violence Prevention Program is one component of a range of integrated services delivered by different service providers aimed at reducing the risk of further violence against victims of domestic violence. This program is provided for male perpetrators who the courts have placed on Intervention Orders. While participants are mandated to attend the group program, they are not supervised by the department due to the Intervention Orders (Prevention of Abuse) Act 2009 being a Civil Act. Some perpetrators might also be charged with a domestic violence related criminal offence and as such also come under the department’s supervision.

Domestic Abuse Program

In early 2013, the Department adopted a new program, the Domestic Abuse Program, which was sourced from New South Wales Corrective Services. The Program was piloted at Elizabeth Community Correctional Centre in the same year and following an evaluation, program delivery is intended to commence in the prison environment in 2014-15.

Highlights

BHP Billiton Olympic Dam were awarded the 2014 Premier’s Community Excellence Awards in Mining and Energy, Award for Excellence in Social Inclusion for PREOP, a bold initiative bringing about life-changing opportunities for participants and with a remarkable success rate since implemented in 2009.

To date, seven PREOP programs have been run with 70 prisoners completing the program. 37 prisoners have been employed on a contract basis (upon their release from prison). This includes 35 Aboriginal individuals who successfully completed the program.


Integrated Housing Exits Program

The Integrated Housing Exits Program (IHEP) commenced following the 2003 Social Inclusion Board Report, ‘Reducing Homelessness in South Australia: Everyone’s Responsibility’. The report identified ‘release from correctional facilities and remand’ as a high impact area for crisis intervention. As a result, a partnership was formed between the department, Housing SA and the community organisation - OARS Community Transitions.

The overall aim of the IHEP initiative is to reduce prisoner exits into homelessness, and is based on evidence that shows stable housing is a protective factor in supporting individuals to live offence-free lives. Offenders with complex needs, those who have experienced repeat periods of homelessness and those prisoners serving an incarceration period of under six months are prioritised for the IHEP. Eligibility for the Program is determined by a prison sentence (remand or sentenced) of under 12-months and an assessment of homelessness as defined by a Housing SA Category One status.

If there are no identified vacancies on release, eligible offenders can be streamlined through to the Integrated Housing Exits Alternative Accommodation Service (IHEAAS). IHEAAS is a subsidiary program established in 2012 designed to provide eligible participants with a case management service to find alternative accommodation.

Integrated Housing Exits Program in 2012-13

Offenders involved in IHEP program 60

Former prisoners accommodated 46

Referrals to IHEAAS 26

Housing Outreach Program assessments 111 (39 unsuitable, 72 suitable)

Vocational Training & Education Centre of SA (VTEC-SA)

VTEC-SA is the department’s Registered Training Organisation (RTO). Its primary function is to ensure that the scope of qualifications (provided to prisoners, community based offenders and departmental staff) comply with the national standards (set by the Australian Skills Quality Authority) and conditions for Registered Training Organisations. VTEC-SA is also responsible for departmental education and training strategy for prisoners and community offenders.

VTEC-SA provides advice on education and vocational training, planning and policy support and direction to staff involved in the delivery of education and vocational training programs.

The department focuses on targeting prisoners who have been assessed as having low levels of literacy and numeracy, and who have been assessed as being at a high risk of re-offending and/or having high reintegration needs. This approach is designed to improve opportunities for prisoners to access gainful employment upon release.

In addition to the VTEC-SA scope of registration, the department has a number of key partnerships with external providers including TAFESA and other Registered Training Organisations to target job ready programs for prisoners. Where possible, externally funded models including the State Government’s Skills for All Program are utilised to provide prisoners valuable skills and qualifications.

VTEC-SA has 17 accredited training packages and courses on its scope that provide nationally accredited training to prisoners, offenders and staff of the agency.

The qualifications in scope in 2013-14 for prisoners and offenders included:

Certificates I and II in Education and Skills Development: Literacy and numeracy curricula that targets prisoners with LLN needs;

Certificates II, III and IV in Business and Certificate III in Business Administration: Supports and further develops the numeracy and literacy initiative and provides computer literacy skills;


Certificate I in Textiles, Clothing and Footwear, and Certificates II and III in Clothing Production: Provides trade skills and work opportunities to female prisoners;

Certificate I in Agrifood Operations and Certificate II in Horticulture: Provide trade skills and employment opportunities for RePaySA offenders in the community and prisoners.

For staff of the department, VTEC-SA provides:

Certificate III and IV in Correctional Practice and Diploma in Correctional Administration: A suite of packages which provides an extensive range of training options for correctional staff ranging from new CO recruits to senior managers;

Certificates III, IV and Diploma of Government: Provides training and development opportunities particularly for non-custodial staff of the department.

The department also facilitates a wide range of accredited training through external registered training organisations, such as TAFESA, that provide specific skill sets and qualifications to prisoners to prepare them for employment:

During 2013-2014, qualifications included Certificate II in Women’s Studies, Certificate II in Bakery, Certificate II in Construction Pathways and Certificate II in Engineering.

The department also facilitates a number of shorter, very specific courses that prepare prisoners for employment including White Card training, Senior First Aid and forklift licences which are provided to prisoners at a number of institutions.

The ‘Job Club’ (at the Adelaide Pre-release Centre) prepares prisoners at the end of their sentence for employment through approximately 200 employment specific courses. These include job network placements, short courses, long term TAFE SA programs and several external TAFE enrolments (where prisoners are enrolled externally but study in prison).

In addition to programs for prisoners and offenders, VTEC-SA oversees the scope of programs delivered to department staff. For further information please see ‘Leading Managing and Shaping Our Organisation’.

Educational and Vocational Programs in 2013-14

Number of prisoners and offenders enrolled in educational and vocational programs

2115

Number of prisoner units commenced 4252

Literacy/ numeracy, computing and business studies units 2091

Units completed successfully (for ‘Certificate of Attainment’) 2655

Rate of completion of educational and vocational units 62%

Prison Industry

Prison Industries play an important role in the structured day routine for prisoners where the work/life balance is mirrored to reflect what is expected in the wider community. Prisoners in South Australia are engaged in prison industries on a daily basis across all sites.

It is estimated that on any day, close to 390 prisoners in South Australia are undertaking prisoner industry related activities. The specific industries undertaken at each location are:

Yatala Labour Prison - engineering, carpentry and joinery, e-recycling, laundry, spray painting and powder coating.

Mobilong Prison - engineering, component assembly, bakery, concrete product manufacture and e-recycling.

Cadell Training Centre - dairy, citrus, olive growing.

Port Lincoln Prison - cropping, carpentry, vegetable production, engineering, assembly.

Port Augusta Prison - joinery, engineering, powder coating, vegetable growing and tree propagation.

Adelaide Women’s Prison – kitchen, laundry, textiles workshop.


Prison catering operations (which form part of prison industries) are managed in accordance with the food safety standard and are audited against the Hazard Analysis and Critical Control Point (HACCP) code. Prison Industries maintained quality accreditation with the Standard during 2013-14.

Prison Industries have continued to experience moderate growth over the last year with efforts continuing to search for new opportunities.

Chaplaincy Service

The Prison Chaplaincy Service plays an important role in the religious and social welfare needs of prisoners. The service is also complementary to departmental objectives for a safe, secure and humane prison environment.

The service is led by the Principal Chaplain, who is supported by prison management and other chaplains who are either specifically trained and/or qualified, or who are local volunteer chaplains. Pastoral care is provided to prisoners and opportunities are given for worship, personal and spiritual growth along with religious education.

In 2013-14, the department continued its commitment to supporting members of the Christian Prison Ministries Forum and various programs including Kairos, Alpha and other faith based initiatives that promote faith, cooperation, wellbeing and human dignity.

During the year, Kairos held two three day ‘Introductions to Christianity’ at Mobilong Prison and Port Augusta Prison. In 2013-14 the department continued its 18 year partnership with Edge Church including the Life Skills Program at the Adelaide Women’s Prison. This program provides prisoners with access to a range of services and activities including haircuts, chocolate and card making workshops, job interview preparation and presentation workshops and a range of art classes.

The providers of faith based services and their communities are acknowledged and thanked by the department for their efforts in 2013-14 as well as for their ongoing support.

Incentive Based Regime

Prisoners in South Australia are managed in accordance with an incentive based regime system. This system aims to enhance the case management processes by ensuring prisoners are provided with opportunities to address their offending behaviour and develop skills that will assist them to lead a law-abiding lifestyle upon their release back into the community.

Prison regimes are designed to encourage prisoners to accept responsibility for their own actions and behaviours. Upon their admission prisoners are placed on an ‘induction’ regime and can then progress through ‘basic’, ‘standard’ and ‘enhanced’ regimes. As prisoners progress through the regimes they gain increased access to privileges if their behaviour and security rating permits. The regime system also allows for prisoners to be regressed through the regimes in instances where their behaviour is non-compliant.

In circumstances where the prisoner has unique needs, such as mental health requirements, the prisoner may be placed on an ‘intensive case management’ regime which provides flexibility and scope for the prisoner to achieve positive outcomes in a manner which is in line with their capabilities, within governing rules and regulations.

The Sentence Management Unit

The Sentence Management Unit operates from Yatala Labour Prison and is responsible for the assessment of prisoners pursuant to Section 23 of the Act.

The unit is divided into two streams, an assessment and sentence planning stream, and an administrative stream (eg review of case management processes, secretariat support services for the Prisoner Assessment Committee, and for the approval of home detention).


The role of the Sentence Management Unit includes the provision of:

Offender Assessments and Individual Development Plans (for offenders with a sentence of 12 months or greater), and decision making regarding prisoner placement.

Administrative support to the Serious Offender Committee and the Home Detention Committee and maintenance of the records of prisoners who are sentenced to a period of imprisonment of 12 months or more.

Communication of relevant information to the Parole Board and acts as an interface between Youth Justice and the adult correctional system.

The monitoring of prisoner security ratings and status and the audit of offender plans, case reviews, case note entries, assessments and case files for all sentenced prisoners with an effective sentence of six months or more.

The implementation and quality control of case management (as described in the relevant departmental Standard Operating Procedures).

The monitoring of bed space for all institutions and the management of the movement of prisoners between institutions.

Security Classifications

On 3 June 2014 the department’s new Institutional Security Rating Assessment Tool was introduced. The new tool includes a range of contemporary risk variables, such as age and drug use, to ensure prisoners are appropriately classified according to the institutional risk that they present.

Upon admission, all prisoners are assessed to determine an appropriate security classification. This classification is reviewed on an ongoing basis through the case management process, with endorsement by the prison’s general manager and/or the Serious Offender Committee as required.

In addition to standard security considerations, prisoners in South Australia must demonstrate positive behaviour and a commitment to addressing their offending behaviour prior to their security classification being reviewed.

As at 30 June 2014, 21.59% of prisoners were classified as high security, 58.74% were classified medium and 18.51% of prisoners were classified as low security. There were approximately 1.16% of prisoners were awaiting classification or reclassification on the day.

Quality Assurance Framework:

In 2012, the Sentence Management Unit (SMU) commenced the development of a Quality Assurance and Audit Framework. The new framework was introduced at SMU in June 2013.

Ten compliance measures and targets were identified as part of the project implementation, including the percentage of prisoners administered an initial security rating within 24 hours of admission, and the percentage of sentenced prisoners who had regular case reviews contracted within prescribed timeframes.

The framework aims to ensure that:

prison general managers are provided with a regular picture on the operation of case management within their institutions;

compliance is achieved through a collaborative across directorate approach;

compliance with legislative and departmental procedural requirements is being met;

Highlights

In 2013-14 the department introduced a new Institutional Security Rating Assessment Tool.


the case management system is adequately meeting the needs of the individual prisoners and the broader custodial system;

training needs are identified for the whole system; and

non-compliance can be addressed through the targeting of specific training and oversight as required.

The framework automatically generates a compliance report. In 2013-14 there has been an increase in compliance with the 10 targets of 38%, across the State, which was realised via exploring systemic barriers, training requirements and systems improvement initiatives.

Serious Offender Committee

The Serious Offender Committee (SOC) provides high level oversight and sentence management decision making for serious and high risk offenders who score more than 29 on the Offender Risk Needs Inventory – Revised (ORNI-R).

The SOC has oversight of prisoners serving a head sentence of 10 years or more, a sentence for a sexual offence, prisoners serving a life sentence or indeterminate sentence (under Section 23(1) of the Criminal Law Sentencing Act 1988) and any other prisoner identified by the Co-Chair or Chief Executive. As at 30 June 2014, SOC provided oversight of 902 prisoners (58.87% of all sentenced prisoners).

The SOC is co-chaired by the Executive Director Community Corrections and Specialist Prisons and the Executive Director Offender Development and in addition to other departmental representatives, includes membership from South Australia Police (SAPOL) and Victims Support Services, as well as an Indigenous representative.

During 2013-14 a review of SOC was undertaken, and a comprehensive discussion paper profiling Serious Offenders was presented to DCS Executive. The paper recommended revised classification criteria for Serious Offenders to ensure this high level oversight committee is appropriately focused on the most serious offenders, based on their assessed risk to the community.

The new Serious Offender criteria, endorsed by DCS Executive are:

(a) All prisoners assessed as high risk of general, sexual or violent reoffending;

(b) Prisoners serving a life sentence;

(c) Prisoners serving an indeterminate sentence as outlined under Section 23(1) of the Criminal Law (Sentencing) Act 1988;

(d) Prisoners identified as protective security or public interest; and

(e) Any other prisoner identified by the Chief Executive, Deputy Chief Executive or the Serious Offender Committee Chair(s).

All sex offenders will still have an initial sentence plan considered by the SOC, however the committee may resolve to remove low-moderate risk offenders from their oversight on a case by case basis, endorsing their sentence plan to be managed via the Sentence Management Unit

It is estimated the proposed criteria changes will reduce the number of Serious Offenders to 26% of the total prisoner population. The key changes are the removal of low risk offenders and the inclusion of protective security and public interest offenders. It was also recommended that a review of serious offender criteria is undertaken every two years to ensure the committee remains dynamically focused on the most serious risks.

Highlight

2013-14 saw an increase in the legislative target of annual prisoner case reviews from 42% to 95% as a result of the new framework.


Home Detention Committee (HDC)

In 2013-14, the HDC moved to a weekly format to increase the timeliness of decision making. A range of measures were put in place to review prisoner identification processes to increase the number of applications submitted, including automated notifications being sent to prisoners 3 months prior to their eligibility dates.

Improvements were also made to the evaluation process to ensure risk based information was provided to the HDC in a streamlined manner to reduce turn-around times.

2013-14 saw an increase of prisoners on sentenced home detention, which was achieved by applying systems improvements, working in partnership with IT, Case Management Coordinators and Community Corrections. Ongoing collaboration and intense monitoring ensured sustainable outcomes, and ensured that the exemplary success rate of the program was not jeopardised in the interests of community safety.

Psychological Services

Departmental psychologists work collaboratively with other service providers, such as the SA Prison Health Service and Forensic Mental Health Services to provide intervention and specialised assessments for offenders who are affected by substance abuse and/or personality and mental health disorders.

Psychologists are involved in High Risk Assessment Team meetings and Behavioural Management Forums. This involvement forms part of a multi-disciplinary approach which facilitates urgent referrals for prisoners requiring immediate treatment, crisis intervention and specialised management strategies. The role of the psychologist attached to the High Risk Assessment Teams provides an opportunity for specialist assessment and advice to further guide behaviour modification and risk management strategies.

Women Offenders

The department has committed to the development of a strategic framework to improve outcomes for female offenders and prisoners. The strategy is intended to build on the significant strategic reforms and resource investment that the department has already made over the past decade in enhancement of our correctional environments, case management and supervision capabilities. Through this strategy the department intends to increase its capacity, where possible, to deliver dedicated infrastructure, programs and resources that are better tailored to women.

The department is progressing a range of mother child contact strategies and programs to enable women offenders to maintain family ties and reunify with their children, while also equipping them with skills, to increase their confidence as parents. This is a shift from a mothers

Highlight

In 2013-14, the Serious Offender Committee reviewed 1748 sentence plans and case reviews for serious offenders.

Highlight

In 2013-14, the Home Detention Committee reviewed 539 applications, 253 of which were approved for release on sentenced home detention.

Highlight

In 2013-14, psychologists delivered 1865 individual sessions to prisoners in addition to conducting 531 formal risk assessments to inform the High Risk Assessment Teams of individuals at risk of suicide and/or self-harm.


and babies program; it seeks to ensure that contact strategies and programing reach a greater cross section of incarcerated mothers and that approaches are responsive to a range of child requirements and age groups, in keeping with current prisoner demand.

There is a continued focus on integrated offender management, with the increased aim of involving family members and community support workers to assist in the transition process from prison back into community.

In late 2013, a new Principal Advisor Female Offenders position was appointed to focus on the needs of women and, in the first instance, enable development of the strategy. In March 2014, broad consultation commenced. Consultation was undertaken with the judiciary, Parole Board, correctional service staff, allied government and community sector agencies, cultural specific service providers, victim and offender advocacy areas and other key stakeholders. Stakeholders overwhelmingly emphasised the importance of the department ensuring female offenders and prisoners lives and needs are considered in the design of correctional environments, services and other practices.

From the consultation findings and a range of research, a strategic framework and 3 year action plan will be developed in 2014-15.

Aboriginal Services Unit

The Aboriginal Services Unit was established to service the needs of the department’s Aboriginal stakeholders as well as monitor the department’s implementation of recommendations from the Royal Commission into Aboriginal Deaths in Custody (1991).

The Aboriginal Services Unit works across the department (at both strategic, and operational levels) to provide advocacy for Aboriginal departmental staff, as well as oversee the development of culturally appropriate services, policies and procedures across the department. The unit also actively participates in the growth of partnerships and support for Aboriginal community organisations, and other government departments, for the provision of targeted services to Aboriginal prisoners, offenders and their families.

Programs provided to offenders are continually evaluated and enhanced to ensure that best practice principles are applied. Programs specifically aimed to address Aboriginal offenders’ needs in 2013-14 included:

provision of ‘well-being preparatory programs’ involving Aboriginal Elders which was developed in consultation with the Aboriginal community. This program prepares Aboriginal prisoners to better engage with mainstream programs by exploring offending through a cultural lens. The program focusses on self-awareness that encourages offenders to take responsibility for their behaviour from a cultural strength based approach.

the delivery of specific Aboriginal numeracy and literacy programs through Port Augusta TAFE and Pakani Aranka. Pakani Arangka, which means ‘a good growing place’ is located at the prison. The 12 bed unit allows for cultural interaction amongst prisoners whilst providing a range of culturally specific programs. This includes new programs delivered by the Red Cross - ‘SAM Our Way’, or ‘Save a Mate’ which assists to identify problems and risk factors affecting Aboriginal offenders, ‘Drumbeat’ which focuses on good quality relationships and ‘FOODcents’ which delivers key life skills; and

the delivery of Domestic Violence prevention programs for Aboriginal men and women living on the APY Lands.

Key activities for the Aboriginal Services Unit in 2013-14 included:

Coordination of the Aboriginal Elders Visiting Program to include the Adelaide Women’s Prison/Adelaide Pre-Release Centre, Mobilong, Yatala, Cadell, the Adelaide Remand Centre and Port Augusta Prison.

Engage the Aboriginal Community and promote careers within Corrections, particularly trainee correctional officers.


Organisation and implementation of nine site Prevention of Aboriginal Deaths in Custody forums with Aboriginal prisoners across South Australia prisons.

Coordination of, and participation in, NAIDOC activities across South Australia and within prisons.

Management and implementation of the annual Aboriginal staff networking meeting.

Fielding of general and critical requests from Aboriginal stakeholders and the Aboriginal community.

Ensuring Aboriginal staff representation on departmental committees, training opportunities and forums.

Providing ongoing support to all Aboriginal staff throughout the department

Organisation and delivery of three Aboriginal Liaison Officer forums

to provide training and support to key operational staff.

Commenced work on the DCS Reconciliation Action Plan.

Provision of management support and guidance to the Cross Borders Program being delivered across the Anangu Pitjantjatjara Yankunytjatjara Lands.

Administration of the Australia and New Zealand Corrective Services Administrators’ Council Working Group on Indigenous issues.

Implementation of approximately 18 cultural awareness training sessions for 262 staff members across the department annually.

Developing a cultural competence training program for departmental staff.

Highlight

In 2013-14, the department exceeded the South Australian Strategic Plan target 53 - Aboriginal employees - Increase the participation of Aboriginal people in the South Australian public sector, spread across all classifications and agencies, to 2% by 2014 and maintain or better those levels through to 2020 (baseline: 2003). As at 30 June 2014, the department achieved 3.42%.


SAFETY AND SECURITY

Each of the nine prisons offer a unique function within the correctional system and are committed to keeping prisoners, staff and the community safe. Over recent years infrastructure changes have been implemented to enhance prison security, and to ensure safety measures are updated and reviewed in response to evolving criminal activities.

A prisoner’s ability to progress through the correctional system is managed through an individualised case management system. This system informs a prisoner’s assessed level of risk (both institutional and with regard to the community) as well as their level of behavioural compliance in accordance with the various prison regimes.

Once an offender re-enters the community (but remains under the department’s supervision via the enforcement of a community based order) supervision is managed in accordance with the department’s evidence-based practice of Enhanced Community Corrections.

The department’s relationships and communication with other Justice agencies such as SAPOL and the Courts Administration Authority (CAA), is also critical to offender risk management and community safety.


Escape Rate – Secure and Open

Daily average prisoner population Daily average remand population % of prisoner population on remand

Un-natural deaths in custody Hours out of cell Rate of prisoner participation in structured activities

Assault rates in custody (per 100 prisoners)

Rate of searches (per 100 prisoners) Rate of contraband finds (per 100 prisoners): Drugs and Other

Rate of incidents of self-harm/suicide attempts (per 100 prisoners)

Number of visitors banned

Number of drug tests conducted: • Custodial Services • Community Corrections % of positive drug test results

Community based orders commencements % of community based orders completed successfully

Number of complaints registered Number of community services work hours undertaken

Number of reports completed for the courts, the Parole Board and the Sentence Management Unit

% of court ordered reports completed on time


Prisons in South Australia

There are nine prisons located in South Australia – Yatala Labour Prison (YLP), the Adelaide Women’s Prison (AWP), the Adelaide Pre-release Centre (APC) and the Adelaide Remand Centre (ARC) are located in the metropolitan area with the remaining facilities located in regional South Australia – Mobilong Prison (MOB), Port Augusta Prison (PAP), Port Lincoln Prison (PLP) and Mount Gambier Prison (MGP).

The state’s prisons are managed under the authority of the Statewide Operations Directorate. The nine prisons in South Australia are under the direct authority of the Deputy Chief Executive and the Executive Director Community Corrections and Specialist Prisons (reporting to the Deputy Chief Executive) as detailed below:

SA prison reporting structure:

Prison infrastructure highlights in 2013-14

Commissioned the new 108 bed prisoner accommodation at Mount Gambier Prison.

Commenced construction of the new High Dependency Unit and Health Centre at Yatala Labour Prison.

Completed construction of the upgrade of the perimeter fence, new kitchen and 20 bed secure accommodation at the Adelaide Women’s Prison.

Commenced construction of an additional low to medium security 84 bed unit Mount Gambier Prison.

Continued the planning for, and commenced installation of, analogue to digital electronic security infrastructure at Mobilong Prison.

Commissioned the new gatehouse and associated access control systems at Yatala Labour Prison.

Commissioned an additional 58 beds at Yatala Labour Prison (25 beds), Cadell Training Centre (19 beds) and Mount Gambier Prison (14 beds).


Adelaide Remand Centre (ARC)

The Adelaide Remand Centre is a high security remand facility which was commissioned in 1986 and is located on Currie Street in Adelaide. The ARC employs approximately 160 staff in management, custodial, administrative support and professional services roles.

Up to 267 prisoners can be accommodated at the ARC, both in mainstream and protective custody. In addition, the prison also manages 38 emergency beds at the Adelaide City Watch House (which are used on an as needs basis during periods of peak prisoner numbers).

Prisoners who are accommodated at the ARC have access to a fully equipped Health Centre, exercise yards, a gymnasium and squash court as well as recreational areas. The prison also operates an education program which focuses on literacy and numeracy to assist prisoners in preparing for their return to the community.

The prison’s close proximity to the metropolitan courts allows easier facilitation of transfers for prisoner court appearances. In addition, the ARC now also manages and operates a state of the art video conferencing facility which is used for certain court appearances at the Court’s discretion.

Mount Gambier Prison (MGP)

Mount Gambier Prison is the only privately managed prison in South Australia. It is currently managed and operated by G4S Custodial Services Pty Ltd (G4S), and the contract is closely monitored by the department. The current five-year contract commenced on 1 December 2011 and expires in December 2016.

Opened in 1995, the prison can accommodate 294 male sentenced and remand prisoners with surge capacity for a further 23 prisoners, and caters primarily for medium and low security prisoners. The prison can also accommodate short-term high security male and female prisoners. The prison is due to expand by 84 beds in 2015.

A range of programs are provided at Mount Gambier Prison including therapeutic, education and work programs. The prison also offers opportunities for prisoners to participate in music, art and religious classes.

G4S is responsible for the day-to-day operation of the prison, with the Director Safety and Security Services (of the department) taking responsibility for functions under the Act, that cannot be delegated to the contractor. Performance of the prison is monitored by a contract compliance framework and full time contract compliance officer to ensure compliance with the contract specifications. This monitoring is conducted to ensure the prison remains operationally effective, provides value for money, and that G4S complies with its contractual obligations.

Highlights at ARC in 2013-14 included:

Throughout 2013-14, the prison conducted 3027 video conferences with courts across South Australia as well as interstate jurisdictions. Video conferencing significantly reduces the financial costs associated with prisoner movements (required to facilitate court appearances).

2014 also saw one of the best NAIDOC celebrations with over 40 Aboriginal prisoners in attendance. The day included a “Kaurna Welcome to Country” dance by Kuma Karru dance troop, and a selection of stand-up comedians hosted by Marc Ryan who was one of the finalist of the 2014 Raw Comedy Gala. A number of key figures of the Aboriginal community and DCS employees also attended and enjoyed this day.

The ARC introduced a library service in 2014. This has been well received with over 650 books being borrowed so far by 156 borrowers. The library has over 2000 books currently available for lending.


Mobilong Prison (MOB)

Mobilong Prison was commissioned in 1987 and is an open campus-style facility located near Murray Bridge. It has the capacity to accommodate 327 medium and low security males including prisoners who live in cottage-style units. Prisoners at MOB are required to demonstrate accountability and responsibility when accessing designated areas without being escorted.

The prison aims to maximise prisoner participation in a range of programs and services that are designed to develop skills and reduce the risk of re-offending. Further services offered include prisoner education, grounds maintenance, fitness and wellbeing, ceramics classes, music, parenting classes, Dreamtime Aboriginal art classes and other recreational activities.

Prison Industries provided at Mobilong Prison include an electronic waste recycling project, assembly work, cement product and paver production, a metal engineering workshop, commercial kitchen and bakery. A range of bakery products from MOB are used widely throughout the prison system and at Youth Justice facilities in South Australia.

Aboriginal relations are a focus at MOB with two full time Aboriginal Liaison Officers appointed in addition to the facilitation of the Nunga Healing Circle, Aboriginal Men’s Health Group and the arrangement of monthly visits from guest speakers and Elders from the Aboriginal community. The prison also held a number of events to celebrate NAIDOC week.

Port Augusta Prison (PAP)

Port Augusta Prison was opened in 1896 and is a multi-purpose facility providing accommodation for up to 482 high, medium and low security prisoners including 7 female prisoners. The prison is South Australia’s largest regional facility and it caters for remand and sentenced male and female prisoners.

Highlights at MGP in 2013-14 included:

Completion of new secure accommodation unit (Waawor Unit) and kitchen which were commissioned in August 2013.

Upgraded laundry with increased capacity to manage the additional prisoner numbers.

Implementation of 23 surge capacity beds.

Commencement of an additional low to medium security 84 bed unit which is expected to be commissioned in mid to late 2015.

Delivery of the SBC, SBC-me, and Making Changes programs.

Highlights at MOB in 2013-14 included:

Introduction of Pilot program, My Way, My Choice Program to help men prepare for their Core Program participation. Certificate II studies in Commercial Food Production, Baking, Horticulture and Forklift Driving were delivered under the ‘Skills for All’ initiative.

Delivery of programs including Making Changes, the reintegration program, and the Violence Prevention Program.

Other services available to prisoners included men’s health clinics, Alcoholics Anonymous and QuitSA,

Participation in the Art in Prisons Exhibition at the Adelaide Festival Centre.

Supporting the White Ribbon Foundation through fundraising activities by prisoners, that recognises the denouncing of violence against women.


The prison has a high proportion of Aboriginal prisoners and now includes a Complex Needs Unit (opened in 2012-13) to manage female prisoners with complex health and mental health needs.

Programs and services delivered at PAP include crisis intervention and support services, prisoner assessment and sentence planning, case management, education programs, the delivery of Making Changes and the Violence Prevention Program as well as an Elders Visitation Program (which was piloted in 2012-13).

The prison has a structured day routine in its residential accommodation environment that provides offenders with work, recreation and programs (rehabilitation, education, vocational training and life skills) over a structure that has been established to reflect what a contributing citizen in the community may undertake on any day/week. This structured day enables prisoners to learn skills to better reintegrate into the community.

The prison industry program at PAP includes timber furniture and metal fabrication production including powder coating. Further it includes seed propagation, seasonal vegetable production, a commercial laundry and kitchen services. The prison’s vocational training program includes metal fabrication, construction pathways, kitchen operations skills and horticulture.

A dedicated unit for up to 12 Aboriginal prisoners - Pakani Arangka, which means ‘a good growing place’, is located at the prison. The unit is located within a large garden and allows cultural interaction amongst prisoners whilst providing a range of culturally specific programs. This includes new programs delivered by the Red Cross - ‘SAM Our Way’, or ‘Save a Mate’ which assists to identify problems and risk factors affecting Aboriginal offenders, ‘Drumbeat’ which focuses on good quality relationships and ‘FOODcents’ which delivers key life skills.

PAP also facilitates the highly successful BHP Billiton Prisoner Reintegration Employment Opportunity Program. This program involves groups of up to 12 low security prisoners undergoing three months of training at PAP, and on site at Roxby Downs. Prisoners gain certificates in elevated work platforms, forklifts, front end loaders, and complete mining and safety inductions, as well as skills for job interviews and résumés.

To date, seven PREOP programs have been run with 70 prisoners completing the program. 37 prisoners have been employed on a contract basis (upon their release from prison). This includes 35 Aboriginal individuals who successfully completed the program.

Yatala Labour Prison (YLP)

Yatala Labour Prison was built in 1854 and is located at Northfield in the northern suburbs of Adelaide. YLP is South Australia’s largest prison accommodating up to 524 male remanded and

Highlights at PAP in 2013-14 included:

Continued successful outcomes as a result of the continuation of the PREOP Programs, this year 9 prisoners have been offered full time employment (upon release) through this program.

The Prison has been awarded several contracts in 2013-14, including the laundering of linen from the RAMSEY Senior Citizens Home, cleaning of houses for Housing SA, and the continuation of an agreement with the Port Augusta City Council for community service projects operating from the low security cottages. This service provided a community benefit of approximately $134 000 in 2013-14.

More projects listed within the prison, eg building of sheds or shelters, demonstrate what prisoners can gain through accreditations.

Introduction of Civil Train program which teaches prisoners Work Health and Safety, White Card, working in confined spaces, working at heights and management of a worksite.


sentenced, high, medium and low security prisoners, including those in protective custody. The prison also includes a 24 bed maximum security unit.

A range of programs and services are delivered to prisoners at YLP, including education and vocational training, numeracy and literacy programs, the Sexual Behaviours Clinic and the Violence Prevention Program. A number of therapeutic programs are also delivered at YLP including Parenting, Pre-Release Accommodation and Job Application programs and Health and Fitness Programs. The prison is also the host of the department’s Sentence Management Unit.

YLP supports an extensive prison industry program, delivering work and vocational training in metal work and metal fabrication, joinery for the manufacture of a variety of timber products, a paint and powder coating workshop, trailer fabrication and repairs, a commercial laundry and a commercial standard kitchen that produces well over 1000 meals a day.

In past years, the prison has implemented major roles and function changes designed to improve operational efficiency, as well as to better support the management of prisoners in protective custody by improving their access to programs and support services.

Cadell Training Centre (CTC)

Cadell Training Centre provides accommodation for up to 180 low security male prisoners in a rural environment covering approximately 1600 hectares. The facility was opened in 1960 and is located at Cadell in the State’s Riverland region.

Prisoners who are accommodated in cottage style units spend 17 hours out of cell, while those placed in the cellblock accommodation have 12.5 hours out of cell.

All prisoners at CTC are either undertaking education, or are employed within the prison industries program or support services, such as maintenance and garage duties. Prisoners have access to a wide variety of work in the centre’s olive groves, nursery, irrigation unit, and garage and workshop area.

CTC also operates a registered Holstein-Friesian stud, and processes and packages the milk produced for use in the prison system as well as for the Royal Adelaide Hospital.

The prison provides for a wide range of employment focused education programs including literacy and numeracy and nationally recognised qualifications in horticulture and dairy as well as training in backhoe, truck, vehicle, forklift credentials and White Card. During 2013-14, prisoners successfully gained 260 permits to assist with employment opportunities upon release from prison.

The prison has developed and maintains an excellent relationship with the local community through Community Work Programs and its involvement in the Cadell Brigade of the Country Fire Service (CFS).

Highlights at YLP in 2013-14 included:

Commencement of the construction of a High Dependency Unit and a new Health Centre.

The High Dependency Unit will provide inpatient mental health assessment and treatment services (and a continuum of care), for prisoners presenting with multiple and complex needs. Construction commenced in late 2013 and is scheduled to be completed by mid to late 2015.

The new Health Centre will meet all the primary health care needs of prisoners and is anticipated to be completed by late 2015.

The facilitation and completion of the first Violence Prevention Program in B Division.

The installation and commissioning of an additional 25 beds in F Division to strengthen the prisoner employment opportunities for mainstream prisoners in the institutions Laundry.


The Cadell CFS is staffed by custodial staff, members of the public and prisoners. Prisoners are able to obtain level one and level two qualifications as part of their involvement, as well as a number of other accreditations such as Compressed Air Breathing Apparatus, Suppress Wild Fire, Government Radio Network Usage, Burn Over Drills and Off Road Driving.

During the year, the Cadell CFS managed approximately 120 hours of internal training and attended numerous callouts for a variety of purposes such as road accidents, creating landing zones for emergency helicopters, commercial fires and storm damage. In total the CFS attended 48 call outs and dedicated 1140 personal hours to incidents.

Port Lincoln Prison (PLP)

Port Lincoln Prison was opened in 1966 and is located 650 kilometres (by road) west of Adelaide on the lower Eyre Peninsula. PLP provides accommodation for up to 158 medium to low security prisoners.

Prisoners at the prison who are accommodated in the Bluefin low security area have sixteen hours out of cell daily (with a voluntary curfew overnight) whilst prisoners in the cellblock, dependent on their regime, are either out of cell 9.25 hours a day (standard and improved regime) or 11.75 hours a day (enhanced regime).

PLP consists of approximately 200 hectares of land, which is currently used for a number of farming activities including growing and harvesting barley, canola and livestock production (Murray Grey cattle). The commercial garden produces a wide range of vegetables, which are used within the institution and sold to the local community through contracts with vegetable retail outlets, hotels and restaurants.

Highlights at CTC in 2013-14 included:

Harvesting of a significant high quality olive crop (280 tonnes), the successful completion of phase two of the prison’s citrus plantation as well as securing a market to sell the prison’s produced unpasteurised cream (for conversion into butter and high grade cheese).

Prisoners and staff at CTC built prisoner accommodation modules within the Dormitory, increasing CTC capacity by a further 10 bed spaces

The ongoing transformation of the prison’s irrigation systems which now allow a 40% savings in water usage. A new irrigation technique that applies precise fertiliser through proportional injection was also developed during the year.

The effective management of the prison’s kitchen through regular audits, budget, building maintenance and meals provided and undertaking a Recertification Audit to maintain certification ISO 9001-2008 compliance in citrus, olives and dairy systems.

Work to upgrade the dish washing area of the kitchen was completed using contractors and prisoner labour

Developing a manageable and effective compliance process against procedures and policy to improve security while identifying potential risks. The prison also saw a reduction in incidents during the year.

Finalising the prison’s cell block (which was undertaken by prisoners in the maintenance program). The cell block had cell prisoner built furniture added and lino flooring installed.

Upgrade to four cells in the Security section to be safe cell compliant was completed by staff and prisoners on the maintenance program.

All three phases of the Making Changes program were delivered at CTC during the year.

CTC harvested $47 000 worth of hay to subsidise dairy cattle feed.

CTC revenue returns in Dairy, Olive Production, Garage and Citrus exceeded projected sales targets for the financial year.


Approximately 40% of the prisoner population at PLP are involved in educational programs (with a focus on literacy and numeracy) and a number of prisoners were provided with vocational training including Senior First Aid Certificate and White Card.

Programs and services provided at the prison include case management, crisis intervention, delivery of the Sexual Behaviour Clinic Program and all three phases of the Making Changes program.

PLP operates a successful Prisoner Peer Support Program where identified prisoners are trained to support other prisoners with various issues associated with being incarcerated. Case Management staff at the prison work closely with carefully selected Peer Supporters to ensure positive outcomes.

Adelaide Pre-release Centre (APC)

The Adelaide Pre-release Centre was established in 1990 and is South Australia’s main pre-release facility (for male prisoners). The prison is located within the Northfield prison precinct and has the capacity to house 60 low security prisoners in cottage style accommodation. Prisoners at the APC are generally in the last 12 to 18 months of their sentence and are able to participate in accompanied and unaccompanied family leave, education programs as well as work release and community service programs.

Partnerships for community service based work undertaken by APC prisoners include those with the Department of Environment, Water and Natural Resources, the Salvation Army, the Greek Orthodox Church and the department’s Repay SA Program. During the year, a total of $280 740 of value was provided to the community via prison-based community service.

The APC also has established employment partnerships with the Gawler River Cattle Company, Blue Ribbon Smallgoods, Bradken and the more recent partnerships with the Adelaide Resource Recovery Company, Australian Wholefoods and TOLL Corporate via the international ‘Second Step Program’. These partnerships place prisoners into meaningful paid employment and provide stability to assist with their reintegration into the community.

The prison’s garden also provides employment opportunities for prisoners through the supplying of fresh seasonal vegetables to the State’s prison kitchens. The garden has also been a long-standing supporter of FOODBANK SA, and regularly donates substantial quantities of fresh produce for community distribution by state charities and churches.

Meaningful education is also given a high priority at APC. Prisoners attend courses in the community learning facilities to address identified literacy and numeracy deficiencies, obtaining vocational education qualifications and skills to assist in gaining employment.

Highlights at PLP in 2013-14 included:

The prison’s workshop and engineering business units have continued to further develop their involvement in the oyster industry and are currently manufacturing eight different styles of oyster bags and two styles of oyster cages.

The engineering business unit is now also manufacturing craypots for local professional fishermen.

Commissioning of an additional 12 surge capacity beds for low security prisoners which increased the prison’s capacity to 158.

Enhancement of effective compliance processes to improve security whilst identifying and treating any potential risks.


Adelaide Women’s Prison (AWP)

The Adelaide Women’s Prison is the state’s only dedicated women’s prison. Opened in 1969, AWP has the capacity to accommodate up to 160 females and caters for both remand and sentenced prisoners (with high, medium and low security ratings) and includes pre-release needs. At the facility, remand and sentenced prisoners are accommodated together within a range of accommodation types which are determined by incentive-based regimes and risk assessment.

AWP employs a multi-disciplinary approach to the management needs of female prisoners. Programs and services provided include crisis intervention and support services, case management, education and vocational training. The Making Changes and Dialectical Behaviour Therapy Programs are also delivered.

Employment opportunities at AWP include a textiles workshop, full-time education, grounds and maintenance work (such as the annual ‘Trees For Life Program’), kitchen, laundry and cleaning tasks. The prison’s textiles workshop has a number of commercial contracts with external customers as well as making the state’s prisoner clothing and undertaking community service projects. Off-centre employment includes the Parks Preservation Program where prisoners work within the Cleland and Blackhill Conservation Parks, in partnership with the Department of Environment, Water and Natural Resources. In 2013-14 the Parks Presentation Program expanded to include female prisoners who now fill permanent volunteer positions. The program has been very successful, with a number of female prisoners obtaining horticulture qualifications. The program has provided suitable low security female prisoners with the same opportunities that have been provided to male prisoners for the last 15 years.

AWP operates a pre-release program for women. Partnering with businesses and Job Network agencies within the community, eligible offenders complete both relevant industry vocational certificate studies and participate in work within the prison before transitioning to Job Networks and successfully gaining employment before their release.

The prison provides a range of educational programs with literacy and numeracy studies actively encouraged. A number of vocational studies are also delivered at the AWP including Certificates in Garment Construction, Commercial Food Production, Business Studies and Women’s Studies.

Highlights at APC in 2013-14 included:

Expansion of the partnership with the Department for Water, Environment and Natural Resources which enables a team of selected low security prisoners to work in the metropolitan National Parks.

Expansion of the prison based Repay SA program which now covers garden maintenance and the repainting of Housing SA homes.

Provision of off-centre employment programs with 43 prisoners accessing paid employment, 34 prisoners attending Community Works Programs and 2 completing work programs with non-government organisations.

Development of an expansion plan to increase APC capacity from 60 to 80 through the addition of separate accommodation 24 Low Security females accessing reintegration programs.

Provision of fresh produce for FOODBANK SA and animals at the Adelaide Zoo.


Nominated Visitors

Prisoner visits are integral to a prisoner’s wellbeing and rehabilitation, as well as being important for the maintenance of family relationships and other links to the community. Prisoners in South Australia are entitled to receive visits from nominated visitors pursuant to the Act.

Unfortunately, some visitors abuse their visit privilege by not meeting accepted behavioural standards and/or by seeking to introduce contraband into the prison system. When there is sufficient evidence to suggest an attempted introduction of contraband, a visitor may be detained (for an average duration of approximately 15 minutes) whilst they are searched. Visitors who may present as a threat of the good order and safety of a correctional facility may have a visit restriction applied against them for a specified period pursuant to Section 34 of the Act.

Prisoner visits in 2013-14

Total visits sessions 51 667 Total visitor number 75 140 Visitors banned 101 Visitors detained and searched 273

Complaints Management

The department’s Prisoner Complaints Management service provides a step-by-step prisoner and offender grievance process which aims to achieve a satisfactory resolution at the first point of contact. This includes the Prisoner Complaint and Advice Line, a telephone service which provides advice, information, and follow-up in relation to concerns raised by prisoners and offenders.

During 2013-14, there were 1222 registered calls to the Prisoner Complaint and Advice Line comprising 860 valid calls and 362 invalid calls (such as wrong number dialled or hang ups). This compares to a total of 1193 calls, comprising of 780 valid and 413 invalid for 2012-13.

Highlights at AWP in 2013-14 included:

Continuation of the implementation of a Master Plan for improvement works at AWP (and Adelaide Pre-Release Centre) as part of the extensive Northfield Upgrade works. In 2013-14 this included the opening of a new prison Kitchen and ongoing construction of a new High Security Unit and a professional and family visits centre. The High Security Unit and Visits Centre are scheduled for opening in August/September 2014.

Delivery of Dialectical Behaviour Therapy (DBT) - seven prisoners participated with three completing one full cycle (of all four modules).

Introduction of the ‘Seasons for Growth’ Grief and Loss program delivered by the Catholic Chaplaincy program.

Delivery of the Aboriginal Sobriety Group Fitness program.

Establishment of the OARS Women’s Mentoring program to link prisoners with volunteers to promote reintegration post-release.

A low security female prisoner secured paid employment with DEWNR through the Parks Preservation Program whilst still incarcerated.

Successful entries in the 2013 Royal Adelaide Show in the Cookery Division – including a 1

st prize, a 2

nd prize and a 3

rd prize – where all goods were made from produce from the

Living Skills Unit Community Garden.


DCS Prisoner Complaint Line 2010-11 to 2013-14

Prisoner complaints (by category) from 2011-12 to 2013-14

2011-12 2012-13 2013-14

Access to services 85 120 145

Complaint against DCS officer 51 48 32

Custodial management 59 88 60

Disciplinary 31 35 63

Placements / transfers 67 59 89

Prisoner facilities or living conditions 38 36 63

Prisoner pay 39 45 31

Property 81 133 136

The complaint categories of Access to Services and Prisoner Property received most complaints followed by Placement / Transfers and Prisoner Facilities / Living Conditions. This is consistent with complaints data from previous years.

In 2013-14 the department undertook a range of actions aimed at further improving the prisoner complaints management system. This followed improvements implemented the previous year in response to audit recommendations made by the SA Ombudsman in 2012.

Improvement actions implemented in 2013-14 included:

Visits by Policy Officer, Victim Services and Client Advocacy to metropolitan and regional prisons for the purpose of consultation with staff and prisoners in relation to improvement of the complaints management system.

Provision of more detailed reports on complaints data to General Managers, DCS Executive and SA Ombudsman.

Creation of Prisoner Complaints case note type on the Justice Information System to enable all relevant staff to record complaints and action taken.

Provision of training for Prisoner Complaints and Advice Line Staff on custodial management practices relevant to the management of complaints.

Illicit Drugs in prison

The department is committed to stopping the supply and trafficking in illicit drugs in prison. The trafficking of drugs to prisoners is an issue for every correctional jurisdiction. The department

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has deployed a range of measures to reduce trafficking by targeting and minimising supply and demand.

The department drug tests prisoners on a random and targeted based approach to ascertain any use of illicit drugs and/or medications not legally prescribed to them by a medical practitioner. The testing results enable each facility to manage prisoner adherence to regimes, individual plans, rehabilitation, and reintegration requirements. A positive test result means that a urine sample, tested by an authorised officer, has been found to have traces of illicit drugs.

The department, through the Offender Development Directorate, ensures the delivery of a number of therapeutic programs targeting various offending behaviours. Once such program is the Making Change Program, this is a moderate intensity program designed to target general offending behaviour and offending related to substance misuse.

The department has also piloted a Reintegration Program. This program is targeted at prisoners serving a sentence of more than 12 months and covers eight distinct modules, one of these being Alcohol and Other Drugs.

In 2013-14, the department undertook a regular local search program with the aim to decrease the use of illicit drugs across the SA prison system.

Search of Prisoners

Pursuant to Section 37 of the Act, the manager of a correctional institution may cause a prisoner’s belongings to be searched for the purpose of detecting prohibited items. In this regard, prison general managers have reported that over 145 022 searches were conducted on prisoner areas and their cells and property throughout the state’s prisons during 2013-14. This is an increase on the 83 199 searches conducted in 2012-13.

Visiting Inspectors

Visiting Inspectors monitor the operation of prisons in accordance with the Act. Visiting Inspectors provide an independent regular inspection service across South Australian prisons and speak directly with prisoners to make certain that they are treated fairly and that their accommodation is clean and safe and may be called upon to investigate any complaints that could affect the health and welfare of prisoners.

As at 30 June 2014, South Australia had 25 active Visiting Inspectors including one Aboriginal Inspector.

Visiting Tribunals

Visiting Tribunals are appointed by the Governor of South Australia in accordance with the Act to provide an independent adjudication service for serious breaches of prison rules and regulations. Appeals that originate from General Managers’ penalties may also be attended to by Visiting Tribunals. They are also involved in the witnessing and destruction of contraband seized within the prison system.

As at 30 June 2014, there were six active Visiting Tribunals.

Ethics, Intelligence and Investigations Unit

The Ethics, Intelligence and Investigations Unit (EIIU) reports to the Deputy Chief Executive Statewide Operations and contributes to the safety, security and increasing confidence and ensuring a safe environment for all staff across the department, offenders, and the broader

Highlight

In 2013-14, there were 12 554 drug tests conducted within the prison system and Community Corrections. This is an increase of 966 tests conducted in 2012-13.


community by targeting criminal activity and offending behaviour, through intelligence and investigation.

The unit services the department through overseeing such things as ethical standards, intelligence reporting on suspected illegal prisoner activity throughout the state and the investigation of serious staff misconduct and significant incidents.

The services provided by the unit contribute to reduced incidents in prisons, reduced contraband incursions into prisons, the identification of gangs, organised crime and national security targets and the effective management of high risk offenders and visitors.

Ethics

The Director EIIU is responsible for providing oversight and advice regarding misconduct matters (not investigated within the unit) and ensuring the integrity of all matters of misconduct managed within the department. The EIIU provides support and advice in relation to the ethical standards expected under the Public Sector Act, 2009.

Intelligence

The EIIU works collaboratively with South Australian Police (SAPOL) and other law enforcement agencies to monitor, examine and act on the activities of prisoners and their visitors in an effort to intercept and reduce the flow of contraband into the prison system. The EIIU and SAPOL have undertaken joint operations in relation to prisoner activities which resulted in charges of drug trafficking being laid against prisoners and their associates within the broader community.

The EIIU Intelligence Officers and Senior Intelligence Analyst assist prison General Managers as well as SAPOL and the Police Corrections Section with the effective management of contraband entering the prison system, through the identification of possible activities involving prisoners, visitors or by other means. Visitors who are reported, or charged by SAPOL as a result if either being detected with, or suspected of introducing, contraband or attempting to gain entry using a false identification, can be banned from visiting any of the state’s prisons.

Under the agreed Memorandum of Understanding, the EIIU also works closely with the Australian Crime Commission to exchange intelligence in relation to the activities of identified prisoners of interest and their associations.

Investigations

The EIIU provides an investigation reporting process to the Chief Executive and Deputy Chief Executive for all matters relating to serious staff misconduct. Matters that are identified as potentially criminal are referred to SAPOL, or where there is potential corruption, the Office of Public Integrity. Matters may then be referred to the Independent Commission Against Corruption or back to the reporting agency for investigation.

The EIIU is responsible for conducting forensic investigations into significant incidents occurring under the auspices of the department, including deaths in custody, escape custody, deaths of offenders under supervision, serious disturbances and all other matters of significance identified by the Chief Executive.

These investigations are referred to the Investigations Review Committee for consideration of relevant findings and appropriate action. Matters relating to the death of a prisoner/offender are also referred to the Coroner’s Court for consideration in any Coronial Inquiry.

Office for Public Integrity and the Independent Commissioner Against

Corruption

The Independent Commissioner Against Corruption Act, 2012 (ICAC Act) defines corruption, misconduct and maladministration.


The Independent Commissioner Against Corruption has issued Directions and Guidelines under section 20 of the ICAC Act. Those Directions and Guidelines relate to the obligations of a variety of persons and entities to report matters to the Office for Public Integrity (OPI).

All employees in DCS are Public Officers as defined in the ICAC Act and are required to report suspected corruption, misconduct or maladministration in accordance with the Directions and Guidelines issued under the ICAC Act by the Independent Commissioner Against Corruption.

Specifically, DCS employees must report to the OPI any matter they reasonably suspect involves serious or systemic maladministration in public administration unless they know it has already been reported to an inquiry agency. DCS employees may report matters to the OPI they reasonably suspect of involving misconduct or maladministration in public administration notwithstanding they have reported the matter to an inquiry agency if they consider it appropriate.

A person who makes a complaint or report to the OPI must be mindful of the confidentiality obligations imposed by the ICAC Act. In particular, all public sector employees must acquaint themselves with the restrictions contained within section 56 of the ICAC Act. Information provided by the OPI or the ICAC to a public sector employee or an agency must be treated confidentially and in accordance with the obligations contained within section 54 of the ICAC Act.

Protective Security

The Australian and State Governments recognise that sources of harm could include threats from criminally organised individuals, organised crime, or politically motivated individuals or groups and foreign organisations and intelligence services.

As a consequence, a range of partnerships are in place, or are emerging, where there is a particular focus on the secure sharing of sensitive information that must be protected (including with entities such as SAPOL, the Commonwealth Attorney-General’s department, Australian Federal Police, ASIO, National Office for Security Assessments, Australian Crime Commission and other Correctional agencies).

When considering agency security, the department’s role in criminal justice (and associated risks posed through gangs or organised crime) and any required roles in other areas such as national security and countering terrorism, violent extremism and organised crime, need to be considered.

DCS Protective Security activity must therefore give specific consideration to those areas. DCS needs to effectively address the South Australian specific risks it directly faces and also ensure it is not a “weak link” in national activity.

The Safety and Security Services Unit and the Ethics and Intelligence Investigations Unit plays an integral role in protective security through:

Running the Protective Security Steering Committee that oversees all protective security functions within DCS.

Maintaining partnerships with key external stakeholders regarding the identification and management of intelligence specific to persons of interest under DCS supervision.

Maintaining partnerships with key internal stakeholders regarding the management of prisoners and offenders identified under the department’s Protective Security Framework.

Identifying trends and understanding the implications of state, national and international activities that may impact upon prison/community correctional environments. Current activities include:

Assisting with the education of all DCS staff through the facilitation of information sessions relating to radicalisation and violent extremism and Outlaw Motorcycle Gangs (OMCG).


Some of the key risks DCS is seeking to manage include:

The potential infiltration of DCS (and criminal justice system) by criminal or extremist elements.

Violent/criminal activity in prison or in the community by extremist groups, gangs or OMCG.

Unauthorised access to DCS premises and facilities.

The security and safety of staff and contractors within and outside of DCS premises/facilities.

The risk of escape of prisoners (from DCS facilities, during transport, and from non-DCS facilities).

Entry of contraband and prohibited items into prisons.

Unprotected or unauthorised (including cyber-attack) use of mobile devices to access DCS systems or data.

Cyber-attack on DCS information and/or systems through the Internet.

The connection of inappropriate USB devices or mass storage devices to DCS computers.

Unauthorised access to confidential information and computer systems.

Disclosure of confidential information.

There is a large range of responses to these risks in place - there are also a number of additional responses in progress.

Access Control Strengthening

Improvements to Access Control throughout South Australian prisons are part of the commitment undertaken by the department to ensure that the state’s prisons are fitted with the most up-to-date electronic security products, detection and surveillance equipment.

The Biometric Verification System (BVS) is one enhancement currently being installed at South Australian prisons. The system aids in the positive identification of individuals entering and exiting the State’s prisons for both professional and personal visits.

The biometric enrolment process requires the visitor to participate in an iris scan as the primary means of identification, with finger scanning also utilised as a secondary measure in instances where iris scanning is not considered suitable. Photographic identification must also be produced by persons wishing to visit a prisoner in an official capacity prior to being enrolled on the system.

The biometric data is stored securely in the form of algorithms on a dedicated secure system.

If a domestic or professional visitor refuses to enrol on the BVS system and/or who fail to provide sufficient identification, they will not be granted access into the facility.

All departmental staff who work or visit a site which has BVS are enrolled on the electronic system in the same manner as any domestic visitor, this includes the Chief Executive of the department and the Minister for Correctional Services. The enrolment process is easy and non-invasive.

SA Prison Health Service (SAPHS)

SAPHS, as part of the Central Adelaide Local Health Network, delivers a range of primary health care services to all prisoners located across the eight prisons governed by DCS.

SAPHS provides prisoners with access to a primary health care model which focusses on provision and access to health services. This includes an average of 1600 occasions of nursing services, 270 medical consults, and over 80 external medical appointments arranged per week. Services provided are appropriate to prisoners ongoing health needs, in line with the services they would receive in the community.


The services provided by SAHPS include risk assessment, early intervention and care planning for prisoners to address mental health needs and substance dependence. Daily management of medication is provided to over 1200 prisoner patients per week, and assistance is provided to prisoners around self-management of chronic health conditions such as heart disease, diabetes, renal failure and cancer.

In 2013-14, the Central Adelaide Local Health Network strengthened its commitment to the wellbeing of the prisoner population with the appointment of a new Executive Director to SAPHS.

In an environment of increasing prisoner numbers and equally increasing complexity of health and age related conditions, Executive Director SAPHS is committed to leading the future development of SAPHS services in collaboration with DCS at all levels. This will be achieved through the provision of high quality and consistent clinically appropriate services, and supporting and facilitating best practice across all sites.

To this end, SAPHS is considering the use of innovative telemedicine options, workforce development and improving the continuity of health care for prisoners being released back into the community.

In 2014-15 SAPHS will continue health care planning in collaboration with DCS, Allied Health, other local health networks, and health services within the correctional environment. This includes key stakeholders such as Forensic Mental Health Service (FMHS), SA Dental Service (SADS), Drug and Alcohol Services, and Shine (Sexual Health).

Management of Prisoners at Risk of Suicide or Self Harm

The department has a Standard Operating Procedure (SOP) for the consistent and effective approach to management of prisoners at risk of suicide or self-harm.

‘SOP 090 – Management of Prisoners at Risk of Suicide or Self Harm’ is a standardised process for the identification of prisoners at risk of suicide or self-harm. This is undertaken through raising a Notification of Concern Form (NOC) and the then development of an Initial Response Plan in conjunction with SA Prison Health (SAPHS) for a prisoner’s initial care, management and placement.

All prisoners with a NOC are then referred to the High Risk Assessment Team (HRAT) for a formal risk assessment using the Suicide Assessment Manual for Inmates (SAMI) (undertaken by prison social workers or psychology staff).

Prisoners placed on the HRAT are discussed at weekly HRAT forums. These forums include representatives from SAPHS, the department’s custodial services branch, social workers, psychologists and (at some prisons), Forensic Mental Health Services (FMHS).

All departmental prison social workers and psychology staff members have been provided with training in the use of SAMI. The department has also provided training to Aboriginal Liaison Officers and Clinical Nurse Consultants (from SAPHS) in the use and interpretation of the SAMI.

In 2013 and 2014 the Sentence Management Unit (SMU) has been involved in a review of the NOC process both in regard to prison transfers and prison admissions. This has resulted in a new Stress Screening form to be administered upon transfer which has reduced the number of false positives and allowed for better targeting of intervention resources to those prisoners most at-risk in the prison system. The SMU is also in a draft consultation phase for proposed modifications to the Stress Screening form to be administered on admission to prison – the end goal is again to reduce false positives and improve the targeting of intervention resources to those prisoners who are most at-risk of self-harm in the prison system.


2013-14 numbers of: Notice of Concerns, assessments using the Suicide

Assessment Manual for Inmates and High Risk Assessment Team meetings

NOC SAMI HRAT Meetings

YLP 441 453 52

ARC 1028 908 52

MGP 178 170 72

MOB 55 50 52

AWP 84 84 34

APC 0 0 0

PAP 117 111 54

CTC 30 4 24

PLP 82 82 77

TOTAL 2015 1862 417

Prisoner Population

The average prison population continued to increase during 2013-14. There was an increase in prisoners serving a period of imprisonment as well as prisoners held in custody on remand.

The average daily prisoner population for 2013-14 was 2409 (which compares with 2177 in 2012-13, 2078 in 2011-12, 1987 in 2010-11 and 1963 in 2009-10).

Prisoner Projections

Over the past 10 years there has been a progressive growth in the State’s prison population. The additional growth has placed considerable pressure on the department’s prison capacity.

The department continues to manage numbers and the Government is working on solutions in response to the pressures placed on the existing infrastructure. Through its Demand Management Strategy, the department has conducted an analysis of the prisoner population and future demand on prison capacity and services. While long-term strategies are important, recent growth in prisoner numbers has meant that the department has needed to act quickly to address capacity shortfalls.

Demand Management Strategy

The Demand Management Strategy will clearly define the current and preferred future roles and functions of prisons in the next 10 years. The Demand Management Strategy will enable:

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The development of enhanced and fully integrated offender management processes and procedures;

Improvements to all facets of operational decision making; and

Better planning for and management of facilities, services and staff.

Prisoner Profile in 2013-14

Gender

As at 30 June 2014, males made up 93.47% of the prison population in South Australia with 6.53% being female.

Age

The average age for a person in custody in South Australia at 30 June 2014 was 36.81 years (36.79 average for female prisoners & 36.78 average for male prisoners). This is compared against an overall average age of 37.8 years on 30 June 2013, and 37.0 years on 30 June 2012.

During 2013-14, 19.38% of all intakes into custody in South Australia were from the 25-29 year age group. Over 60% of the total intakes were from the 18-34 year age group.

Aboriginal prisoners

The number of Aboriginal prisoners increased slightly from the previous year. As at 30 June 2014, 22.14% of prisoners were Aboriginal (21.71% on 30 June 2013).

Sentence Length

As at 30 June 2014, 34.75% of prisoners were unsentenced (compared with 33.54% on 30 June 2013). The average expected time to serve for sentenced prisoners as at 30 June 2014 was 70.3 months (compared with 70.5 months on 30 June 2013).

Most Serious Offence

As detailed in the tables below, as at 30 June 2014 the most common serious offence for male sentenced prisoners was acts likely to cause injury (which is consistent with the result as at 30 June 2012 and 2013).

As at 30 June 2014, the most common serious offence for sentenced female prisoners was also an act likely to cause injury. This differs from 30 June 2013, when homicide was the most common offence.

70.2

69.0

70.6 70.5

70.3

68.0

68.5

69.0

69.5

70.0

70.5

71.0

2009-10 2010-11 2011-12 2012-13 2013-14

Expected time to serve in custody

(2009-10 to 2013-14)


Most Serious Offence for Sentenced Males (30 June 2012 to 2014)

Most Serious Offence for Sentenced Females (30 June 2012 to 2014)

15.1%

16.0%

3.6%

23.9%

7.6%

8.5%

4.7%

5.8%

5.8%

1.9%

5.9%

1.3%

0% 5% 10% 15% 20% 25% 30%

Homicide

Sex Offences

Other Theft

Acts Likely to cause injury

Robbery, extortion and related offences

Unlawful entry with intent

Deception and related offences

Offences against Justice Procedures

Drug offences

Driving/Licence/Traffic Offences

Other Offences

Unknown

30 June 2012 30 June 2013 30 June 2014

13.4%

3.1%

6.2%

20.6%

3.1%

8.2%

18.6%

5.2%

12.4%

1.0%

6.2%

2.1%

0% 5% 10% 15% 20% 25% 30%

Homicide

Sex offences

Other theft

Acts likely to cause injury

Robbery, extortion and related offences

Unlawful entry with intent

Deception and related offences

Offences against Justice Procedures

Drug offences

Driving/licence/traffic offences

Other offences

Unknown

30 June 2012 30 June 2013 30 June 2014


Escapes

In 2013-14, one prisoner escaped from secure custody during an escorted visit to the Royal Adelaide Hospital. That prisoner was recaptured shortly after escaping in an adjoining ward.

In recent years the department has strengthened security measures including amendments to prisoner placements and other strict guidelines to reinforce procedures. No escapes occurred from a secure prison perimeter during the 2013-14 financial year.

Escapes from custody between 2009-10 and 2013-14

The graph below illustrates the escape rates since 2009-10 (the escape rate is calculated as 100 x prisoners escaping divided by the daily average prison population). This rate is required for the department’s reporting for the Report on Government Services (RoGS). A single incident impacts greatly on the overall rate due to the very low number of incidents.

Escape rates between 2009-10 and 2013-14

3

4

0

1 1

0

1

2

3

4

5

2009-10 2010-11 2011-12 2012-13 2013-14

0.15

0.20

0.00

0.04 0.04

0.00

0.05

0.10

0.15

0.20

0.25

2009-10 2010-11 2011-12 2012-13 2013-14


Assaults

Prisoner assault rates are calculated as 100 x prisoners involved in assaults divided by the daily average prisoner population.

Assault rates between 2010-11 and 2013-14

2010-11 2011-12 2012-13 2013-14

Prisoner on officer physical assaults

0.80% 0.77% 0.46% 0.50%

Abusive Threatening Behaviour 3.17% 5.05% 8.27% 4.77%

Prisoner on Prisoner Assault 8.70% 8.33% 9.64% 11.71%

Deaths in Custody

During 2013-14, four deaths in custody occurred. Two of the recorded deaths were of apparent natural causes. No Aboriginal prisoners died in custody in 2013-14.

Whilst any unnatural death in custody is unacceptable, the department continues to ensure that appropriate measures are undertaken to identify those offenders most at risk of self-harm and, wherever possible, prevent deaths in custody.

Community Corrections

South Australian courts can sentence offenders to undertake community based sanctions/ orders including Probation (Bonds), Community Service (Repay SA), Supervised Bail or Intensive Bail Supervision (court ordered Home Detention Bail). During the period of their community based sentence, offenders are supervised by the department through case management services provided by community corrections officers. In addition, the department provides community based supervision for offenders on Parole, Home Detention and Mental Impairment Licences.

The department manages 16 community correctional centres and other outreach services which are located across the State. In 2013-14, the Centres were divided into two separate regions: the Southern Region, and the Northern Region. In addition to the two regions, a Statewide Services Unit was developed to manage the functions that cross traditional regional boundaries such as the Courts Unit, Intensive Compliance Unit and the Parole Board Secretariat.

Community Corrections strengthens the department’s capacity to effectively and rigorously manage adult offenders in the community with a focus on public safety, public confidence, offender responsibility, and the rights of victims.

Enhanced Community Corrections

Enhanced Community Corrections provides risk based offender management with resources focused on offenders who represent the greatest risk to the community - the higher the risk, the more intensive supervision, monitoring, programs and case management provided.

Within Enhanced Community Corrections there is a particular focus on:

Evidence based effective supervision of offenders.

Strengthened compliance management and enforcement.

Improving links between community corrections, SAPOL, the courts and the Parole Board.

The effective use of electronic monitoring.

Offenders undergo a risk assessment and are allocated to a ‘tier’ of supervision based on that assessment, with the tiered supervision service standards designating offenders as either extreme, high, medium or low risk. Designation to a category is based on a number of factors including their offending history, assessed level of risk and needs, as well as consideration of all available reports (for example sentencing remarks, submissions, psychological assessments) and conditions of the court, Parole or community based order.


The tiers of Enhanced Community Corrections are:

The Control tier for high risk offenders who are assessed as having a very high risk of

re-offending, high criminogenic need and who are unmotivated and/or resistant to change. The focus of supervision under this Tier is to motivate offenders to change, and a strict enforcement of order conditions.

The Change tier is targeted at offenders who are assessed as having medium to high

criminogenic need and who represent a high risk of re-offending. Change offenders are subject to motivational interviewing as part of Case Management, as well as being the target of the department’s Making Changes, Violence Prevention Program or Sexual Behaviour Clinic Programs.

The Assist tier is aimed at managing offenders with a medium risk of re-offending, low to

medium criminogenic need and who are generally compliant. The Assist tier may also be used to manage former Change tier offenders who have completed departmental and/or external programs, and who have demonstrated positive progress in attitude and behaviour.

The Monitor tier is focused on the compliance management of offenders with a low risk

of re-offending and low to medium criminogenic need.

Each tier has a number of supervision standards relating to the reporting of non-compliance with conditions, or actions required of Case Managers to ensure the offender is adequately supervised and any breaches or re-offending is reported. The standards provide for clear time frames which must be followed. Conditions within orders of the Court or Parole Board are an overriding consideration in the case management of offenders, irrespective of tier.

Of the DCS offenders assigned to an Enhanced Community Corrections tier, as at 30 June 2014, 1.95% were being managed under the Control tier, 37.01% under the Change tier, 31.12% under the Assist tier and 26.48% under the Monitor tier. A further 3.44% were not under an Enhanced Community Corrections tier on this date.

Community Service (Repay SA)

Repay SA is the department’s offender Community Service Program which allows offenders to repay their debt to society through supervised community work projects. The focus of Repay SA is not only allowing offenders to be accountable for their crimes but also to provide meaningful work where offenders can acquire new skills that will assist with obtaining employment. For many offenders Repay SA is their first experience at making a positive contribution to their community.

Repay SA projects (which are funded by the department) generally comprise work groups involving four to eight offenders who are managed by supervisors. These work groups undertake a range of projects throughout the community which involve partnerships with local and state government organisations and community agencies who also contribute to the cost of work groups and supervisors.

A number of Repay SA offenders have special needs, including physical, psychological, and alcohol and other drug problems which may preclude them from working on mainstream projects. As a result, the department provides alternative work to enable these offenders to complete their hours.

Offenders who have been assessed as suitable to undertake Repay SA may be placed at organisations or community agencies and work with agency workers and volunteers. In these instances, the department has criteria to ensure that the project does not secure a pecuniary profit for its members, provides aid to the disadvantaged or is a project of a government department or instrumentality, or local government authority.

The department also manages a graffiti removal program named, detag. detag is run in conjunction with local and state government organisations and provides a responsive, cost


efficient and sustainable program to remove graffiti throughout the community. Graffiti removal costs the community millions of dollars each year, and detag is just one way to minimise the impact of this cost.

detag workers remove graffiti along the Southern Expressway, the northern rail line (between North Adelaide and Gawler Central) and on the Outer Harbour, Belair and Noarlunga rail lines. The program also has offenders at work cleaning up Trans Adelaide interchanges at Paradise, Modbury and Klemzig.

Repay SA partnerships are in place with Transport SA and Trans Adelaide, in addition to agreements with local councils (including Playford, Noarlunga, Marion, Mt Barker and Salisbury Councils) and regional areas such as the Copper Coast and Wakefield Councils.

Probation

A Court may release an offender on a bond to be of good behaviour (Probation). A bond may require an offender to meet a number of conditions such as, being under the supervision of a community corrections officer, undertaking assessment and intervention (including attending programs relating to their offending behaviour), residing or not residing at certain places, not leaving the State or undertaking or refraining from undertaking specified employment as directed.

When offenders are placed under supervision, a community corrections officer assesses their risk of re-offending and criminogenic needs. The assessment of criminogenic needs identifies those factors that may contribute to offending behaviour, for example, alcohol and other drug use, poor anger management, dysfunctional thinking and reasoning skills. Based on the results of risk and needs assessments, a case plan is developed.

During the period of the bond, ongoing reviews of the offender and their case plan are undertaken. Depending on the progress of the offender and the implementation of the case plan, they may be reassessed as lower risk and their level of supervision reduced where appropriate. Other issues such as mental health problems and domestic violence issues may be addressed by referral to appropriate community services.

Unless offenders breach their orders and fail to report, or an administrative discharge is authorised, they are supervised for the entire period of their order.

Intensive Probation Supervision

Since 1999, the courts have been empowered to order home curfews with Intensive Probation Supervision for offenders who, but for ill health, disability or frailty would otherwise have been sentenced to imprisonment.

A full case management service is provided, including psychological and other services. This program relieves the community of the cost of imprisonment, and allows offenders to have access to the services they require to manage their special needs.

Intensive Probation Supervision also involves offenders being subject to Home Detention conditions with electronic monitoring (in most cases).

Parole

Offenders with prison sentences of 12 months or longer are required to have a non-parole period set by the court (unless the court declines to set one). Offenders serving a sentence of five or less years, other than those convicted of a sexual offence, personal violence offence or

Highlight

In 2013-14, over $2 million worth of value to the community has been provided by Repay SA programs and more than 125 898 hours completed by offenders.


arson, are automatically eligible for release on Parole at the expiration of their non-parole period if they agree to comply with the conditions of release set by the Parole Board.

Prisoners serving a period of imprisonment for a sexual offence, personal violence offence or arson are precluded from being automatically eligible for release on Parole. They must apply for release on Parole, which is considered by the Parole Board.

In addition, those prisoners serving a term of five years or more are also required to apply for release, and the Parole Board makes the decision whether or not to release the prisoner, and provides the conditions of release. For those prisoners serving a life sentence, the Governor in Executive Council must approve the Parole Board’s recommendation for release.

The Parole Board is assisted in making its decisions by a Parole Report completed by a Community Corrections Officer. The Parole Report contains comprehensive information regarding background, offending history, an assessment of the prisoner’s risk and criminogenic needs, behavioural patterns in prison, recommendations for programs to be undertaken, release plans and recommendations regarding the conditions of Parole.

Intensive Compliance Unit (Home Detention)

Home Detention provides an option for certain prisoners to complete their prison sentence at home. The program, which has been operating in South Australia since 1986, is one of the department’s most intensive and successful community based programs.

Prisoners who have completed half of their non-parole period, and are in the last 12 months of their sentence, or who have satisfied half of their sentence (if sentenced to 12 months or less), are able to apply for Home Detention. The Sentence Management Unit assesses all such applications against the eligibility criteria. Sex offenders and murderers cannot apply.

In 2014 the Home Detention Unit, now known as the Intensive Compliance Unit has undergone a restructure in order to provide an integrated offender management service with a stronger focus on compliance in line with Enhanced Community Corrections. A team of compliance officers has been established in order to undertake the management of electronic monitoring, drug testing and home visiting of offenders on the basis of risk of re-offending.

A 24 hour monitoring centre has been established enabling staff to effectively monitor offender risk to the community through the newly introduced technology of GPS tracking devices that the department has made a commitment to utilise.

Intensive Compliance Unit

The Intensive Compliance Unit is responsible for the monitoring of persons released into the community under a court ordered warrant requiring close monitoring of the individual, normally by electronic means or through regular visits by departmental staff to the offender’s place of residence.

Intensive Compliance Unit – Orders Supervised on

30 June 2014

Community Service 1

Intensive Bail Supervision 247

Home Detention Bond 1

Home Detention 86

Parole 14

Probation 4

Total Orders 353

NOTE: Individuals with multiple orders counted once in each particular category


Intensive Bail Supervision (Home Detention Bail)

The courts have been empowered since 1987, to release a defendant on Bail with conditions of home curfew and Intensive Bail Supervision. This program is managed similarly to Home Detention, although with an increased surveillance component. Almost all (95%) Intensive Bail Supervision Orders include electronic monitoring conditions.

A departmental report is first required to be considered by the courts with regard to the suitability of the proposed residence. The court may also seek further advice regarding other factors that may affect the successful completion of the Intensive Bail Supervision order.

Bail

A defendant may be granted a Bail Order, with a condition to be under the supervision of a community corrections officer. Conditions may be imposed covering areas such as where defendants can reside and with whom they can associate, assessment and/or treatment they are required to undertake, or programs they must attend.

The main purpose of Bail with supervision is to ensure that defendants comply with the conditions of their Bail Order and attend court as required. However, the period during which a person is on Bail can be a time when intervention to address the issues underlying their alleged offending behaviour can be very effective. Therefore, where a court has imposed appropriate conditions, or where the defendant is willing to do so, they can engage in counselling and programs whilst on Bail.

Offenders on Bail are required to have regular contact with their community corrections officer and breaches of conditions, such as failure to report, are reported back to the courts.

Southern Region

The Southern Region supervises offenders at four major locations in the metropolitan area: Adelaide Community Correctional Centre, Edwardstown Community Correctional Centre, Port Adelaide Community Correctional Centre and Noarlunga Community Correctional Centre. Community Corrections also provides an outreach service in Victor Harbor and Mount Barker.

The Southern Region also supervises offenders at three main Country centres: Murray Bridge Community Correctional Centre, Berri Community Correctional Centre, and Mount Gambier Community Correctional Centre.

The Volunteer Unit is based within the Port Adelaide Community Correctional Centre. The Intensive Compliance Unit which includes the 24 hour monitoring centre is located within the Edwardstown Community Correctional Centre of the Southern Region.

Southern Region – Orders Supervised on 30 June 2014

Bail 285

Community Service 422

Financial Penalty Expiated through CS 318



Home Detention 4

Interstate Orders 7

Other Orders 201

Parole 514

Probation 1324

Total Orders 3103



Northern Region

The Northern Region services Adelaide’s northern suburbs, the Barossa Valley and the North and far North Western areas of the State, which includes the Yorke Peninsula and Eyre Peninsula.

Offenders within the greater Northern metropolitan area are supervised through three major locations North East Community Correctional Centre at Holden Hill, the Elizabeth Community Correctional Centre, and the Gawler Community Correctional Centre. The Barossa and Yorke Peninsula regions are serviced through the department’s Gawler Community Correctional Centre operations.

Until recently the far North and North Western region of South Australia supervised offenders at seven locations: Port Pirie, Port Augusta, Whyalla, Port Lincoln, Ceduna, Coober Pedy and Marla. The Marla operation was de-commissioned on 27 June 2014 with its operations being incorporated into the Coober Pedy infrastructure. For the purpose of clarity within this Annual Report all statistical data that previously would pertain to Marla has been incorporated into the Coober Pedy operational datasets.

Approximately one-third of offenders supervised within the far-North and North-Western Region

of the State identify as Aboriginal; some live in remote traditional communities which are a

significant distance from a Community Correctional Centre. As a consequence the department

operates regular outreach services in order to service those offenders. This outreach service

includes visiting the Anangu Pitjantjatjara Yankunytjatjara (APY) Lands.

Northern Region – Orders Supervised on 30 June 2014

Bail 285

Community Service 462

Financial Penalty Expiated through CS 233



Home Detention 10

Interstate Orders 4

Other Orders 170

Parole 428

Probation 1022

Total Orders 2638


Multi Agency Protection Service

The Multi Agency Protection Service Program (MAPS) represents a strategic approach to the management of domestic violence and child protection issues in the community. The concept is based on similar successful models which have been implemented in the United Kingdom and involves sophisticated and coordinated levels of communication by key agencies who have varying roles in dealing with the perpetrators and victims of family violence.

The lead agency in the MAPS initiative is SAPOL with other agencies, Department for Education and Child Development, SA Health, and the Department for Communities and Social Inclusion all providing resources to the joint effort with DCS.

The operational planning for MAPS involves a phased implementation. The first phase is due to commence in July 2014 and involves referrals from Police domestic violence matters being referred to the Program. Phase 2, is scheduled to commence from September 2014 and involves referrals received from other government agencies and Phase 3 will see the source of referrals expand further to include non-government agencies from January 2015.


Offender Reports

In 2013-14, the department prepared a total of 6718 offender reports. The department prepares reports for the courts, the Parole Board and the Sentence Management Unit to assist with sentencing and/or setting conditions for a range of orders.

Offender reports aim to provide accurate and objective information to inform the relevant decision making authority. The information contained in reports comes from a variety of sources including the offender, SAPOL and court files, and where appropriate, from other sources including the offender’s family, government agencies, non-government organisations, professionals and other persons.

The Courts Unit prepares reports at the request of the courts. These include Bail, Home Detention Bail (Intensive Bail Supervision), Pre-Sentence Reports and Supervision Suitability Reports. The reports assist the Magistrate or Judge to determine the suitability of an offender to be supervised in the community and the conditions to which they should be required to abide by and contain a range of information. This information can relate to the offender’s risk of re-offending, employment and residency background and current situation, offending history, victim information, likelihood of compliance with an order as well as any information with regard to programs that may assist in addressing offending behaviour.

Offender Management Plan (OMP)

The department has continued with its support of the SA Offender Management Plan throughout 2013-14. The OMP is a multi-agency response to manage the State’s highest risk offenders.

The critical component of the OMP is the coordinated and managed focus on the individual offender, using the collective resources of the department and participating agencies including SAPOL (as the lead agency), the Department of Health and the Department for Communities and Social Inclusion. The key emphasis of the OMP is information sharing. The aim is to improve cross agency information to enable informed decisions to be made, and collaborative responses to be implemented, linking agency interventions that are already in place. By working together under a coordinated framework, responses by other justice agencies in South Australia can be more effective and efficient.

The OMP focuses on two streams of multi-agency service delivery:

Offender rehabilitation which involves providing or brokering services that address

criminogenic needs. This includes, but is not limited to health, substance abuse, meaningful employment and housing needs.

Law enforcement which involves a law enforcement focus on the offender to limit the

opportunity for offending; or to increase the probability of apprehension should offending continue.

The Family Safety Framework

The Family Safety Framework was developed under the auspice of the South Australian Government’s Women’s Safety Strategy and Keeping Them Safe - Child Protection Agenda, to drive improved, integrated service responses to violence against women and children in South Australia.

DCS is a core agency in the Framework that seeks to ensure that services to families most at risk of violence are provided in a more structured and systematic way, through agencies sharing information about high risk families and together, developing actions aimed at reducing risk.

Highlight

2013-14 saw the completion of the full rollout of the Family Safety Framework to 19 locations across South Australia. This has resulted in every community correctional centre and prison now having a local referral pathway into the Family Safety Framework.


Drug Court Curfew

The South Australian Drug Court can impose Home Curfew Orders that may have an electronic monitoring component, in accordance with the Bail Act 1986. Intensive Compliance Officers support the Drug Court through an after-hours monitoring service for all Drug Court participants subject to Home curfew conditions.

Alcohol and Other Drug Management Unit

The Alcohol and Other Drug Management Unit (AoDMU) is a mobile testing unit which visits Community Correctional Centres to undertake urinalysis and breath testing on community based offenders. Any non-compliance identified through positive drug or breath tests is reported to the relevant Community Corrections Officer for follow up which may include a breach report being submitted to the Court or Parole Board.

Pilot DCS Prosecutions Service

Following the commencement of a pilot DCS Prosecutions Service in 2012-13 the Prosecutions Unit has continued and progressed in 2013-14.

The service manages the non-compliance (breach) prosecutions for those offenders who have court orders supervised by the department.

Prosecutions have occurred for Community Service Orders, Suspended Sentence Bonds and Good Behaviour Bonds. During 2013-14 there has been a significant increase in the prosecution of Bonds.

Staff in this unit are involved in pre-trial conferences, working collaboratively with solicitors and SA Police (SAPOL), and engaging with support agencies. The breach process is monitored by unit staff, and case managers are provided with regular timely updates regarding court outcomes. The unit manages an average of 74 DCS non-compliance hearings a month.

By having a prosecutions capacity of its own, the department has the ability to control and prioritise which breaches are provided to the Court, and when. This process also allows the department to better target high risk offenders when they breach their supervision orders.

Bail Accommodation Support Program

In June 2013, the Government announced funding for the Bail Accommodation Support Program. The project formally commenced on 1 July 2013 for delivery in 2015-16. The project aims to provide a 30 bed Bail Accommodation Support Program for alleged offenders who lack suitable accommodation in the community.

The availability of accommodation can be the determining factor between being remanded in custody or remaining in the community. The Program will provide alleged offenders the opportunity to maintain links to family, employment, government services and education.

The project aims to partner with the non-government sector (private and/or not for profit sector) to provide the accommodation and undertake day to day management functions. All statutory offender management and supervision responsibilities will remain the responsibility of the department.

Alleged offenders likely to benefit from the Program are those who either do not have any accommodation (or suitable accommodation), or who are awaiting the completion of a bail report. The Program will provide Magistrates with an alternative to remand for suitable offenders.

The Program aims to target offenders who are often remanded for a short period of time and will specifically assist disadvantaged groups including, those who are homeless and Aboriginal offenders, who often lack bail accommodation if they are arrested whilst visiting the metropolitan area from remote areas.


Profile of offenders under the department’s supervision

Gender

On 30 June 2014, males made up 82.37% of all individuals with community based orders. The figure, as at 30 June 2013 was 82.59%, and at 30 June 2012 was 82.44%.

Aboriginal Offenders in the Community

On 30 June 2014, 16.42% offenders under the department’s supervision were of Aboriginal descent. This is compared with 16.69% on 30 June 2013 and 17.17% on 30 June 2012.

Age

The average age for an individual offender under the department’s supervision in the community on 30 June 2014 was 37.51 years. This is compared with 37 years on 30 June 2013 and 36.90 on 30 June 2012.

Placement of DCS prisoners and offenders as at 30 June 2014

Number of Individuals

As at 30 June 2014, there were 5831 individuals under supervision, with one or more order (an increase of 335 from the 5496 recorded on 30 June 2013). The following graph shows the distribution of both orders and individuals by region.

Number of Orders

As at 30 June 2014, 6094 orders were supervised by Community Corrections, a decrease from 6111 as at 30 June 2013. The following chart shows the placement of offenders and prisoners under the supervision of the department as at 30 June 2014.

29.80%

6.24%

9.98%

6.56%

3.38%

0.02%

1.20%

0.13%

4.45%

11.32%

26.91%

Prison population

Bail

Community Service

Financial Penalty Expiated Thru CS

Intensive Bail Supervision

Home Detention Bond

Home Detention

Interstate Orders

Other Orders

Parole

Probation

Highlights

Highlights for the Bail Accommodation Support Program for 2013-14 included:

Establishment of project governance structure.

Further financial modelling and acquisition planning.

Development of service delivery principles and accommodation requirements.

Completion of the market sounding exercise.

Development of formal market documents and the commencement of the formal market approach process including the publication of the Request for Proposal.

Stakeholder engagement.


Orders by Individual and by Region as at 30 June 2014

Drug testing (in prison and in the community)

Drug testing allows the department to gain an indication of drug use across SA prisons and of offenders in the community although it is not reflective of the level of drug use across the prison population (or community) as a whole.

Testing can be undertaken on a random basis, when there is suspicion of drug use and/ or, when it forms a part of the conditions of a community based order. Testing is undertaken under strict supervision to avoid adulteration or substitution of samples.

In 2013-14, 7765 drug tests were conducted in Community Corrections (compared to 6 939 in 2012-13) and 4789 across SA prisons (compared to 4649 in 2012-13). 44.3% of testing on Community Corrections offenders returned a positive result, 16.8% of tests on prisoners’ return a positive result. This is compared to a result of 43.90% for offenders in 2012-13 and a result of 17.52% for prisoners in 2012-13.

0

500

1000

1500

2000

2500

3000

3500

NorthernRegion

SouthernRegion

Intensive Compliance Unit

Individuals Orders


COMMUNITY ENGAGEMENT

Community based support services that specifically address pre-release issues (and assist with an offender’s reintegration) are fundamental in bringing about a reduction in the rate of return to prison. As a result, DCS is committed to the enhancement of the critical partnerships that it has, as well as the many initiatives that aim to assist a prisoner’s reintegration into the community.

Reintegration services include providing information and support to prisoners (before and after release) and to offenders who are managed in the community. This includes areas such as assistance with obtaining accommodation, financial management, vocation and employment advocacy and access and engagement with other support services.

Community Engagement includes the department’s support of Victims of Crime. Given that the growth in registered victims has been consistent over the last few years (and is expected to continue as the community’s awareness of victims’ rights increases), the department is committed to upholding the rights of victims as part of the restorative justice process.

Key Performance indicators:

Compliance with Legislative requirements (Victims of Crime)

Number of out of hours responses to victims

Number of volunteers registered

Number of victims registered

Number of active volunteer hours


Victim Services

The department’s Victim Services Unit consults with government and non-government victim support agencies and departmental stakeholders, to ensure that the rights of victims are upheld. The unit also manages the Victims Register which promotes the rights and needs of victims of crime and demonstrates the department’s commitment to restorative justice.

As at 30 June 2014, there were 796 registered victims compared with 750 at 30 June 2013. This equates to an increase of 6.13% in victim registrations for the 2013-14 financial year. Since 30 June 2011, there has been a 24.56% increase in the number of registered victims.

As at 30 June 2014, the majority of victims were registered as a result of major indictable offences including homicide, child and adult sex offences and domestic violence offences.

Number of registered victims on 30 June 2011 and 2014

NOTE: In 2013-14, a total of 161 new registrations were received compared with 126 for the previous year. The most

common source of victim referrals include; the Office of the Director of Public Prosecutions (DPP), DPP Witness Assistance Program, SAPOL and Victim Support Services.

Volunteer Support

The many volunteers of the department’s Volunteer Unit provide meaningful and coordinated support to prisoners, offenders and departmental staff as well as acting as a vital link between the department and the community. The department’s Volunteer Unit is based at Port Adelaide Community Correctional Centre and operates a number of volunteer programs on a statewide basis to support the department in a range of areas.

As part of the Business Model Review, the Volunteer Unit is now managed by the Offender Development Directorate. This has enabled a greater alignment with the rehabilitative services provided to offenders and will allow involvement and positive support in a number of new areas.

Departmental volunteers provided essential support to offenders in prison and the community through a wide range of services including the provision of:

Transport in the community for offenders who would otherwise struggle to attend necessary appointments and departmental programs, e.g. because of a disability or remote location as well as for prisoners’ families to facilitate visits sessions and maintain family links during periods of incarceration.

639

721 750

796

531

580 605

640

0

100

200

300

400

500

600

700

800

900

2011 2012 2013 2014

Victims Offenders


Transport for prisoners to attend job interviews, vocational training & be supported with resocialisation (eg – using public transport).

Practical support on day of release for prisoners through the Prisoner Release Program.

Practical assistance for community based offenders and newly released prisoners through the Community Mentor Program.

Assistance with the prison library program (throughout the state’s metropolitan prisons) by suitably skilled volunteers.

Visiting socially isolated prisoners to provide opportunities to build social and communication skills.

Assisting with education and training delivery through 1:1 literacy and numeracy input for prisoners.

Partnerships

The department is proud of its partnering activities with a range of non-government organisations, businesses, research and tertiary institutions and third sector communities. The outcomes achieved through these collaborations have helped provide opportunities to prisoners and offenders that the department could never have delivered alone.

The development of a ‘Strategic Partnerships Engagement Framework’ 2013-14 will help meet the Premier’s Seven Strategic Priorities, specifically ‘safe communities, healthy neighbourhoods’ by providing an accountable, transparent process for how the department will engage with individuals, groups and organisations to provide these opportunities.

This Framework works towards this outcome by ensuring our strategic partners’ needs can be consistently and transparently considered in the department’s decision making processes, as well as providing an opportunity to promote our expectations of our partners.

In early 2013, the department implemented a plan to introduce a new initiative for community grants that allows community organisations to apply for grant monies to deliver programs or services which benefit prisoners/offenders. This initiative was commenced in late 2013 with those approved commencing delivery in 2014.

Based on its successful first implementation, the department has approved the release of further grants funding for the 2014-15 financial year. It is proposed that these programs will commence from late September 2014.

Some of the valuable partnerships the department had in 2013-14 include:

Centacare

In 2013-14, Centacare provided reintegration services funded from the Community Grants funds including Dads Plus – a program delivered at Elizabeth Community Corrections in which participants worked towards receiving a father’s ‘toolbox’ upon completion of the course to assist them in being a more effective and engaged parent.

Highlight

In 2013-14, the Volunteer Unit provided 16 988 hours of work and the department averaged 117 volunteers in 2013-14.

Highlight

In 2013-14, the department attracted 37 applications for funding of which 18 community organisations were funded to deliver programs to support reintegration outcomes for prisoners and offenders in the community.


OARS Community Transitions

The department provided funding in 2013-14 to OARS for the operation of a valuable bus service for the families of prisoners visiting Cadell Training Centre. The service operates from Adelaide to the prison and return. OARS also receive additional grant funds from the department for property rental assistance for a facility on Morphett Street.

In addition OARS received funding to provide a number of Community Grants programs including:

Getting Legal - Driver Licence aimed at assisting driver disqualified offenders to work through the online process of obtaining a drivers licence. The program sought to improve driving knowledge, numeracy and literacy skills.

Women’s Mentoring Program aimed at establishing and maintaining effective mentoring relationships with female offenders released from the Adelaide Women’s Prison.

Literacy Assistance Program assisting prisoners with literacy and numeracy through a prisoner book club.

Whitelion

The department funded Whitelion to deliver the Straight Lines to Jobs Program which seeks to break the cycle of disadvantage through the creation of a Jobs Register. The program in addition to developing partnerships with employers in SA aimed to support offenders and prisoners into jobs through mentoring and support services relevant to individual needs.

Prison Fellowship

Prison Fellowship provides practical support to many prisoners via a visiting program where volunteers offer banking and property services as well as extensive mentoring. Support is also provided to families of prisoners including through the provision of camping trips for children of prisoners and the arrangement of Christmas presents for prisoners and their children (who are under 15 years of age).

Prison Fellowship were also funded to deliver a Community Liaison Project which aims to assist prisoners with the development of skills and access to services which will assist with reintegration back into the community.

Seeds of Affinity

Seeds of Affinity have been funded to deliver two programs at the Adelaide Women’s Prison. Developing a Sustainable and Accountable Organisation provides an opportunity to develop teamwork and communication skills and develop routines among women that are useful for community reintegration. Jaybirds Choir is a choir to build the self-esteem of female prisoners. It aims to provide emotional support, purposeful activity, skill development and mentoring useful in the work environment for community integration.

Community Partnerships Award

The 2013-14 DCS Excellence Awards Ceremony provided the opportunity for the department’s community partners and stakeholders to be recognised for the work that they contribute toward the department. The business or individual nominated must have an established or ongoing partnership with the department and its stakeholders and be able to demonstrate how this partnership benefits the community.

Highlight

The 2013-14 DCS Community Partnerships Award recipients were, Blue Ribbon Smallgoods, Uniting Care Wesley, Leigh Garrett - OARS Community Transitions, and Valarie Travers Embroidery.


PART 2

By Building our Capacity and Capability and continually reviewing the management and allocation of resources, the department can work to ensure that it provides for optimum conditions for staff, as well as achieve the best standards with appropriate infrastructure.

Building our Capacity and Capability


CAPACITY AND CAPABILITY

As part of its strategic resource management process, DCS closely reviews prison capacity against modelling and projections that estimate future growth in prisoner numbers. In line with those projections, as well as funding models that efficiently allocate resources, the department manages an extensive program of capital works which aim to meet the department’s current and future capacity needs.

Managing risk to improve service objectives is also critical to the performance of the department as well as when considering if corrective action is required. Risk throughout the department is managed through the Internal Audit Branch.

Detailed reporting against criteria and the analysis of the performance of the department’s key contracts also forms an important part of the department’s continuous improvement approach. The way in which the department responds to new information and technology also ensures high quality service delivery.

DCS continually endeavours to be a workplace that meets both its current resourcing demands, and those resulting from future growth and operational change. This requires regular review of workforce requirements as well as targeted recruitment and work force planning. The department also aims to provide optimum training opportunities for staff, including activities which provide cultural awareness, embrace diversity and focus on gender equality and continued performance development.

A commitment to safety in the workplace is also critical, in particular as the nature of the work environment is high risk. The department supports the government’s commitment to the ‘zero harm vision’ for the South Australian Public Service and strives to ensure that managers are accountable for providing effective health, safety and injury management practices in their respective workplaces.


YTD net cost of providing services

Real recurrent expenditure per prisoner/offender/ per day

Contracts performance within specifications

Availability of major information technology systems

Hazard Management: • Corrective actions relating to workplace inspections are closed within 30 days • All incidents and hazards reported within 24 hours • Corrective actions relating to incidents and hazards are closed within 30 days

Injury Management: • Reduction of new claims • Injuries reported to IMT within 24 hours • Rehabilitation assessment within 2 days • Claim forms received by IMT within 3 days • Claims determined for Provisional Liability within 7 days

Average days for Family Carer’s leave Sick Leave

Long Service liability Staff with Performance Development agreements

Annual leave liability Number of notified disputes

% of females in promotional positions % of female participation in all work areas

% of females in training programs Increased Home Detention capacity: • Number of electronic monitoring units (and available units) in use


Asset Services

The department’s Asset Services Branch assists the department to manage its fixed asset portfolio, currently valued in excess of $456 million. This includes the state’s prisons, community correctional centres, farm machinery, manufacturing plant, equipment and motor vehicles.

Prisons in particular, are complex assets comprising of accommodation and associated buildings, advanced electronic security systems, perimeter walls and fences, electrical services, fire detection systems, air treatment systems, plus water and waste water treatment systems. Community correctional centres comprise office premises for staff involved in the community based supervision of offenders.

Effective asset and facilities management is vital to the department’s ability to provide a safe environment for staff, prisoners and offenders, to maintain effective security and public confidence in the correctional system, and to reliably deliver services.

Risk Management

The department uses AS/NZ ISO 31000:2009 as its risk management standard and has an operational compliance framework in place to proactively manage risks.

The Internal Audit and Risk Management Branch (established in 2011) oversees the reporting of risk registers, including undertaking regular risk reviews and continuous reporting of operational compliance performance. Regular reports are provided to the department’s Audit and Risk Management Committee.

In 2012-13, the department formed a Risk Management Committee made up of senior managers from across the department. The Committee further enhances the oversight, management and reporting of risk activities and began operations in the 2013-14 financial year.

The Committee was renamed to Risk Advisory Group in May 2014. Current priorities include re-establishment of the department’s risk management framework tool, review of the department’s risk management matrix, and alignment of the internal audit program with risk assessments.

Highlight

The following major projects were commissioned, commenced or completed in 2013-14:

Northfield Prison Precinct Redevelopment

Stage 1 (Yatala Labour Prison): Commissioned the new gatehouse and associated access control systems that were completed in June 2013.

Stage 2 (Adelaide Women’s Prison): completed construction of a new 20 bed accommodation unit, new kitchen and extension to the high security perimeter fence.

Stage 3 (Yatala Labour Prison): Completed the planning and documentation of the new Prison Health Centre and High Dependency Unit, and commenced construction.

Mount Gambier Prison

Completed construction and commissioned the 108 bed Waawor prisoner accommodation unit.

Completed the planning for an additional 84 bed prisoner residential accommodation unit and commenced construction.

Mobilong Prison

Continued the planning for, and commenced the installation of analogue to digital electronic security infrastructure conversions.


Contract and Business Management

The department is responsible for the provision of effective management of key strategic contracts which are critical for service delivery. These contracts include:

Operation of the Mount Gambier Prison – the five year contract with G4S Custodial Services Pty Ltd (G4S) commenced in December 2011 and expires in December 2016.

Prisoner Movement and In-Court Management Services (administered by DCS on behalf of participating agencies) – the five year contract with G4S commenced in August 2009 and expires in July 2014.

Lease of an Electronic Monitoring System – a new three year contract with G4S commenced in January 2014 and expires in January 2017.

Human Resources Management

The Human Resources Management Branch is responsible for providing specialised advice and consultancy on general human resources matters, undertaking corporate initiatives, organisational restructures and corporate recruitment and development of trainees and all staff. During 2013-14, the Human Resources Management Branch has contributed to a number of projects, including the:

Advanced correctional officer selection process across all Statewide Operations Institutions;

State Government Youth Recruitment Initiative recruitment of 4 Trainees;

Selection and recruitment of Correctional Industry Officers for Northern Distribution Centre and Adelaide Remand Centre;

Implementation of 2014 Savings Initiatives – Supervised Prisoner Labour, Community Corrections Restructure;

Implementation of Home Detention Restructure;

Review of DCS HR delegations;

DCS Intranet – Workflow systems;

Management, program development and assessment of the corporate selection process for Tomorrows Senior Managers (TSM) and Journey to Success (J2S) leadership program;

Management of the recruitment and selection and performance development and management monitoring of trainee correctional officers;

Provision of redeployment management for DCS excess employees including the management of Targeted Voluntary Separation Packages (TVSP). 18 staff accepted TVSPs in 2013-14, with 13 of these staff leaving and being paid by 30 June 2014;

Management of the Agency workforce controls and vacancy management process; and

Participation in the Work Group for the Review of Cross Government Screening of People Who Work With Children and Vulnerable Adults.

Trainee Correctional Officer Recruitment

During 2013-14, 455 trainee correctional officer applications were processed, with 75 positions offered (in courses 175 to 177 inclusive). Of those positions, 38 offered were from regional areas. The number of Aboriginal applicants successful in gaining employment in courses 175 to 177 inclusive was two.

During the initial 12 months trainee correctional officers complete 16 units of competence to achieve Certificate III in Correctional Practice. These units of competency are obtained through participation in the classroom, completion of a Workplace Assessment Guide (WAG) and a performance review process.

The Operational Performance Team, as part of a continuous improvement process have been reviewing the WAG to better align with workplace practice, to reflect changes to roles, positions


and responsibilities, to ensure clearer reflections of the skills and knowledge required in the units of competency, to improve quality and improve the information for workplace assessors and trainees. This work has been undertaken in consultation with relevant Institutional staff who have provided feedback, members of the Operational Performance Team and trainees through an evaluation process.

Operational Performance Team

In this financial year the Operational Performance Team conducted three training schools, two at Largs Bay Police Academy and one in Port Augusta. 73 trainee correctional officers and four correctional industry officers commenced on these three courses. All of the probationary correctional officers were enrolled in, and are currently undertaking Certificate III in Correctional Practice.

The Operational Performance Team also oversaw the monitoring of these trainees in their workplaces, providing support in the performance development and management of the probationary correctional officers to complete the requirements of the role of correctional officer.

The team also facilitated the Workplace Assessor Moderation training for in excess of 70% of all Workplace Assessors. This ensured continuous improvement in quality assessment practices for Certificate Three in Correctional Practice.

Certificate III in Correctional Practice was audited by the Australian Skills Quality Authority against National Standards in April/May 2014 with no non-compliance identified.

The Operational Performance Team also took a lead role in the development of Standard Operating Procedures online testing materials and in the provision of face to face training sessions for correctional officers who sought to apply for CO4 positions.

Employment Opportunity Programs

The department participated in the South Australian Government Jobs4Youth Youth Traineeship program recruiting four youth trainees across the department in 2013-2014 with a fifth commencing in late July 2014. Two were placed in regional locations while the other three were in the metropolitan area.

The department has recruited a further employee through the Disability Employment Register as well as advertising numerous positions through the Aboriginal Employment Register.

Centralised Rosters Team (CRT)

In the previous financial year, the roster function for Yatala Labour Prison and the Adelaide Remand Centre were relocated to Central Office.

The aim of the centralisation of rosters is to ensure:

best roster practices;

cost-efficient rostering processes; and

better support roster staff.

Since the centralisation of rosters, changes have been implemented to ensure compliance to delegations and reinforce accountability by the institutions and rosters staff. Forms and documents have been enhanced to provide the institutions a more accurate documentation of

Highlight

In 2013-14 38.6% of correctional officers recruited were female, representing an increase of 6.8% from the 2012-13 year. The department recognises the need to increase the focus of achieving gender equity, particularly in the custodial environment, as well as focusing on ethical and professional behaviour in the workplace. The department’s Strategic and Business Plans, as well as the Shaping Corrections Framework support this focus.


staff absences, overtimes, call backs, any vacancies and reason of vacancies. Electronic registers have also been established as accounting mechanisms for the accumulation of TOIL, officer’s transfers between institutions & management of officers who are not required to work on Public Holidays. Electronic white sheets have also been introduced across institutions to improve the accuracy of processing of shift and overtime payments of officers with the correct pay cycle. With electronic white sheets, officers are able to check hours worked for the fortnight in a timely manner and advise the rosters team of any issues prior to the Shared Services cut-off day.

The CRT also provided a great support to the opening of Holden Hill Cells and City Watch House (CWH) as a result of bed space issues in the institutions. The CRT has provided a consistent approach to rostering and staffing both Holden Hill and the CWH on a daily basis. Processes were adhered in line with the local agreements, policies and procedures of the institutions including the Enterprise Bargaining Agreement, other awards and legislations. Fair allocations of positions as well as equitable distribution of overtime and call backs among officers are in place displaying an effective & efficient rostering.

The department will continue its commitment in improving roster practices to support the operations of institutions. Also, the department will continue to strive in identifying strategies to best roster practices towards service quality and maximise efficiencies.

Workforce Management

The Workforce Management Branch is responsible for a broad range of human resources functions, including industrial relations, misconduct and disciplinary matters, Employee Assistance Program, and injury prevention and management.

Employee Assistance Program

The departments Employee Assistance Program (EAP) has continued to provide a structured and comprehensive staff support process, including the critical incident support service, job application training, mediation and a general counselling service. The EAP also identifies opportunities to improve workplace psychological health management through program reviews.

During 2013-14 the EAP received 355 referrals, including 19 critical incident referrals, two were for personal issues and 17 were work related. This is compared to 313 referrals in 2012-13, which is an increase of approximately 12%.

39% of all the work related EAP referrals were for workplace conflict which is consistent with the data from 2012-13 (work related referrals, 34%). Custodial Staff continued to be the largest user of the EAP service representing 52% of the total EAP referrals.

There were 207 personal referrals during 2013-14, compared with 150 in the 2012-13. The two highest reasons for personal referrals were Personal Development 33% and Psychological Health 28%, personal referrals have been increasing steadily since 2008.

Employee Relations

The Employee Relations Branch is responsible for providing specialised advice on discipline matters, disputes and industrial relations.

DCS employees are obliged by a number of sources to act in a highly ethical manner. These sources include the Public Sector Act 2009, the Code of Ethics for the South Australian Public Sector, the Public Sector (Honesty and Accountability) Act 1995 and the Independent Commissioner Against Corruption Act 2012.

In addition, during 2013-14 the department implemented a new Employee Conduct Policy. The purpose of the policy and the related guideline is to reinforce the obligations on employees in DCS and describe the processes to address any suspected or alleged misconduct.


During 2013-14, the Employee Relations Branch:

finalised the Correctional Industry Officer (CIO) Review by Human Resources with the department providing the PSA with a copy of the final CIO Review paper in April 2014. The Report included several recommendations to address inconsistencies in CIO roles across DCS and looked at modernising this workgroup with a focus on the ability to utilise the CIO positions more flexibly across the prison structure. The employment arrangement for CIOs will be progressed through negotiations for the development of a new enterprise agreement to replace the current agreement which nominally expired in June 2014;

contributed to the implementation of the Intensive Compliance Unit;

undertook a review of employment arrangements associated to the Hourly Paid Instructors across prisons to translate to the new role of Correctional Educator;

commenced bargaining negotiations in relation to the South Australian Public Sector Wages Parity Enterprise Agreement, nominally expired on 30 June 2014;

consulted with the Public Service Association regarding a number of industrial issues;

represented the department at the Industrial Relations Commission and the Public Sector Grievance Review Commission in relation to a number of disputes and employee grievances;

resolved a number of identified underpayments and overpayments of wages;

delivered training on the SOP 60 Employee Complaints Resolution Process as part of the anti-bullying training; and

delivered training on employment conditions at corporate and trainee correctional officer induction sessions.

Throughout 2013-14, there were 23 recorded incidents that resulted in the investigation of potential misconduct, with 34 internal and five external reviews lodged. This is in line with the new provision introduced in the Public Sector Act 2009.

Employee Transfers/Relocations

The Human Resources (HR) directorate coordinates the transfer of correctional officers. In total, 49 applications were processed for consideration (1 officer from metropolitan to regional prisons, 14 regional officers to metropolitan prisons, 29 metropolitan officers to other metropolitan prisons and 5 regional officers to other regional prisons).

The directorate also coordinates all government accommodation and relocation allowance applications. A total of 17 accommodation applications were processed, and a total of 19 employees received re-location assistance.

Also undertaken this year was the management of 21 successful career transitions of excess employees. There were 13 employees that were paid TVSPs in 2013-14.

Work Health and Safety and Injury Management (WHS&IM)

The HR department has continued the government’s commitment to the ‘zero harm vision’ for the South Australian Public Service, and strives to ensure that managers are accountable for providing effective health, safety and injury management practices in their respective workplaces.

In 2013-14, positive Work, Health and Safety (WHS) outcomes that have been achieved include:

Ongoing provision of information sessions for senior managers and other target groups to provide a comprehensive understanding of the Work Health and Safety Act 2012 (WHS Act);

Ongoing monitoring and reporting of the Corporate WHS&IM Action Plan, and reporting tool;


Ongoing training in key areas such use of the WHS Risk Assessment Tool, Senior First Aid, Control Restraint Defensive Techniques, Manual Handling and Communicable Diseases;

Monthly reporting to DCS Executive overviewing WHS Outstanding Corrective Actions;

Strengthened partnerships with Regions to develop Regional WHS&IM Action Plans and reporting tools to strengthen reporting capabilities;

Ongoing monitoring of Hazard and Incident Reporting Module (HIRM) incidents, ensuring incidents are investigated promptly and corrective action/control measures are implemented;

The annual internal audit of Injury management, no legislative non-conformances were found and sound level of compliance with internal procedures was noted;

The ongoing development and implementation of WHS&IM System, including reviewing, developing and evaluation of policies, procedures and guidelines; and

Managing the of WHS&IM Internal Audit program, including development of the audit schedule, conducting the audits, preparation of audit reports and verification of corrective action.

The Senior Project Officer, program development and delivery works collaboratively with workforce management and senior management to ensure that training programs reflect corporate training needs including any emerging issues.

With the introduction of the new WHS Act, WHS training for officers and workers remains a high priority capturing employees new to the role through targeted training sessions delivered through senior managers forums, corporate induction program and the correctional officer training course. Corporately endorsed training requirements are also reflected in the WHS Training Matrix which is an appendix to the Training and Development Policy/Guideline.

In addition, and given the acute nature of work undertaken in the department, health and safety training is an important inclusion in corporately endorsed DCS leadership and management programs. These include nationally accredited training and qualifications provided to DCS employees.

Review of Accident, Incident Data and Applicable Remedial Action

The department saw an increase in the number of workplace injuries from 103 claims in 2012-13 to 150 in 2013-14. This increase was mainly due to injuries that related to falls, trips and slips as well as body stressing for correctional officers working in prisons.

Despite the increase in claim numbers and the economic increases in the cost of medical and rehabilitation services as well as general salary increases, the department only recorded an increase of approximately 5.41% ($200,000) in total claim costs in comparison to the previous financial year. Early Intervention and improved injury management practices assisted injured workers to recover and return to work without delay. These practices allowed the department to again decrease its overall workers compensation liability from $16m in 2012-13 to $15.6m in 2013-14 (refer to Appendix 8 Table 18).

There were 114 hazard reports and 351 incident reports submitted during the 2013-14 financial year. Approximately 93% of reports are forwarded within 24 hours, and investigation and follow up outcomes continue to improve.

The most common types of injury in 2013-14 continue to be sprains and strains, slips and trips and manual tasks. The department’s program based approach to managing risk focuses on minimising risks, which has contributed to the overall reduction of workplace injuries.

The department implemented a comprehensive Electrical Safety Management Project, following non-conformances being identified through internal audits and the Hazard Incident Reporting Management System (HIRMS) relating to electric shock. The project scope was to identify and inspect (non-hard wired) electrical items across the department to ensure that they were


appropriately tested and tagged (T&T). In addition, to numerous items being T&T, the following corrective actions are in the process of being implemented:

All electrical items will now be visually inspected and T&T on point of entry at all sites, including prisoner property, approved staff property, leased/hired equipment and departmental equipment;

The department purchased 20 T&T Units to facilitate point of entry T&T, and provided the relevant training for staff to undertake point of entry T&T;

Sites will develop procedures to document local point of entry T&T processes; and

SOP 078 Electrical Safety Management will be reviewed, and updated to reflect the new arrangements.

The department also purchased eight Albac Mats and will trial a Ferno EZ Glide Evacuation Chair during 2014/15) for use across prisons. The purchase of this equipment followed the investigation and subsequent corrective action relating to a HIRMS report where difficulties were identified during the retrieval of a prisoner at the Adelaide Remand Centre.

This equipment is used by other emergency service organisations in SA, but not available in all SA Ambulances. Both the Albac Mat and Ferno EZ Stair Chair allow:

for an injured prisoner and/or staff to be safely moved (from the point of injury to an appropriate safe location for medical treatment, for example waiting paramedics and/or subsequent ambulance transfer.), and

significantly reduces the risk of manual handling injuries.

It is anticipated that should the trial of the Ferno EZ Glide Stair Chairs be successful, that the department will purchase additional units.

The influenza vaccine program continued to have a very good participation rate with over 770 employees receiving the vaccine during the financial year.

Compensable Disabilities/Rehabilitation Initiatives

The department continues to demonstrate a strong commitment to early intervention and the rehabilitation of work injured employees. The department is a leader in the Public Sector Safety Targets in assessing claims for rehabilitation within two days of notification, as well as in its ability to determine claims for Provisional Liability within seven days.

The department’s rehabilitation process is a collaboration between the injured worker, the rehabilitation provider, the worksite manager or supervisor and the treating medical providers. The process has been enhanced through the use of the department’s Rehabilitation Provider Panel, which allows for services and skills to be targeted based on individual circumstances associated with the claim.

Claims management staff continued to work with a legal representative allocated by the from the Crown Solicitor’s Office to ensure that claims management decisions are made in an appropriate and timely manner. This has led to the successful finalisation of a number of complex claims and a reduction in future workers compensation liability.

WorkCover Evaluation

All Crown agencies are now subject to Audit and Verification System (AVS) Evaluation, managed by the Department for the Premier and Cabinet and a third party provider, rather than an Evaluation by the WorkCover Corporation. The department is due to undergo it’s AVS during last quarter 2014.

The department commenced a comprehensive management system review against AS/NZS 4801:2001 in preparation for the AVS.


Disability Access and Inclusion Plan

The Disability Access and Inclusion Plan (DAIP) strategy demonstrates the South Australian Government’s commitment to improving the participation of people with disability across a range of areas by providing a systematic approach to identify and address barriers to access and inclusion and develop strategies that meet the participation and service needs of people with disability.

In February 2011, the Council of Australian Government (COAG) endorsed the National Disability Strategy 2010 – 2020 (NDS) which outlines a ten year national policy framework for all government agencies.

In March 2012, in accordance with recommendation six of the report ‘Strong Voices: A Blueprint to Enhance Life and Claim the Rights of People with Disability in SA’ (2010 – 2020), the SA Government endorsed the introduction of DAIPs across government to replace the previous access strategy, Promoting Independence: Disability Action Plans for SA.

DCS Executive’s ongoing commitment to providing access and inclusion for staff, volunteers and offenders with disabilities identified and endorsed that the current Disability Action Plan is reviewed and aligned to the:

National Disability Strategy;

United Nations Convention on the Rights of Persons with Disabilities;

Disability Discrimination Act 1992;

Equal Opportunity Act 1984;

Disability Justice Plan 2014 – 2016; and

DCS Strategic Plan.

The draft DCS DAIP is in its final stages of implementation. The Five DCS key outcomes are:

Inclusive and Accessible Services

Communication on Services and Programs

Learning and Skills

Inclusive Consultation

Corporate Requirements

The department continues to strive to ensure access and inclusion of people with disabilities is reflected in programs, such as:

the Special Needs Program in Repay SA;

the provision of specialised targeted programs for prisoners with disabilities such as the Sexual Behaviour Clinic-me;

support for staff in the form of Dragon Speech Recognition program;

Interpreter service;

Hearing Aid program;

Ergonomic assessments and modifications.

Specialised facilities such as the new Bluefin Unit at Port Lincoln Prison and the pending High Dependency Unit at Yalata Labour Prison also reflect the department’s ongoing commitment to the secure and humane management of all offenders.

Carer’s Recognition

The department recognises and is supportive of the role of carers employed within the department. All managers and employees are informed of the department’s commitment through its Corporate Induction Program. Flexible working arrangements are available to assist carers to meet their obligations.

Flexible Working Arrangements

The department recognises and is supportive of the need to provide flexible working arrangements to its employees. All managers and employees are informed of the department’s


commitment through its Corporate Induction Program and during staff performance development reviews.

In 2013-14 the department supported 184 employees to utilise flexible working arrangements such as compressed working weeks, purchased leave, working from home, job share arrangements and/or working part time. An additional 453 utilise government flexi-time arrangements.

Whistleblower Qualification

The Department for Correctional Services has identified and trained four responsible officers for the purposes of the Whistleblowers Protection Act 1993. The identified officers are: Director, Governance and Executive Support; Regional Director, Northern Region; General Manager, Adelaide Women’s Prison/Adelaide Pre-release Centre; and Director, Workforce Planning and Development.

In 2013-14, the number of occasions on which public interest information has been disclosed to a responsible officer was nil.

Gender Reporting

DCS is committed to achieving gender equity throughout the department. As reflected in the following tables, during 2013-2014, 40% of participants in departmental leadership and management programs were women and 30% of the DCS SAES Executives were women. 33.6% of women in DCS were working in promotional positions.

DCS SAES Executives in 2013-14

Male Female Total

Number 7 3 10

Total % 70 30 100%

NOTE: Data as at 30 June 2014.

Women in promotional positions in 2013-14

Male Female Total

Number in promotional positions 277 240 517

Total number of employees 1040 715 1 755

% in promotional positions 26.6% 33.6% 29.5%

NOTE: Data as at 30 June 2014. Promotional positions are considered to be those above ‘base grade’ (ie ASO3, OPS4, AHP3, CO4 and above).

Leadership and Management Programs in 2013-14

Program Male Female Total

Supervision in Prison Bridging Program 33 10 43

Tomorrows Senior Manager 6 4 10

Journey to Success 0 9 9

Transition to Management 2 4 6

Transition to Management Bridging 14 6 20

Public Sector Management Program 1 1 2

Australian Correctional Leadership Program 0 0 0

Project Management 6 7 13

Total number 62 41 103

Total % 60% 40% 100%

[Data source: Leadership & Management records database as at 30 June 2014]


Technical Development programs in 2013-14

Program Male Female Total

Advanced Skills Training Program 43 10 53

Training and Assessment (TAE Qualification)*

17 9 26

Workplace Assessor (Skill set) 7 9 16

Total Number 67 28 95

Total % 70.5% 29.5% 100%

NOTE: Excludes Trainee Correctional Officer Course. Data as at 30 June 2014. *14 people commenced the full TAE on 26 June 2014 of which has been included in the above figures

Classification streams ASO6 and above in 2013-14

Classification Male Female Total

ASO6 30 21 51

ASO7 15 26 41

ASO8 2 1 3

Exec 7 3 10

MAS1 0 0 0

MAS2 3 3 6

MAS3 12 8 20

CO5 1 0 1

CO6 3 1 4

CO7 11 5 16

OPS5 5 3 8

OPS6 6 1 7

OPS7 1 0 1

AHP3 15 32 47

AHP4 1 2 3

AHP5 0 1 1

Total 112 107 219

Total % 51.1% 48.9% 100%

NOTE: Data as at 30 June 2014. CO7 female participants include TSM/J2S placement opportunities

Information Analysis

Effective analysis of information is essential in the decision making process. The accuracy of the analysis of information impacts markedly on the decisions made by the department, and on the local and Australian correctional industry as a whole.

Information on prisoner and offender numbers and projections, offender profiles and crime trends form the basis on which to develop policy, plan, and manage human resources, facilities and strategies to meet demand. The information also underpins planning for future projected needs and possible construction of correctional facilities.

Information analysis, which helps to determine offender trends, also has significant implications for sentencing options and the development of diversionary strategies to better achieve criminal justice outcomes. The analysis of national statistics provides benchmarks by which individual correctional jurisdictions may be compared.

Information Technology

The department remains committed to improving how Information & Communication Technology (ICT) is utilised in decision making and service delivery.

Notable achievements for 2013-14 include the:

Enhancement of the Justice Information System (JIS) applications to support changes to client case management, security assessments and reports to the judiciary;


Participation in the Criminal Justice Information Management project as part of the Criminal Justice Sector Reform agenda, which aims to improve collaboration and sharing of information across agencies to best meet the needs of those involved in the criminal justice system;

Development of the new DCS Intranet which will support and promote information dissemination and collaboration across the Department. The new Intranet will be released in September 2014 and has been developed in partnership with e-Government;

Adoption and provision of ICT services and support to the office of the Minister for Correctional Services;

Installation of ICT infrastructure to support prison expansion programs and new prison infrastructure at Adelaide Women’s Prison and Mount Gambier Prison; and

Replacement of end-of-life ICT infrastructure to ensure continued operation of departmental ICT systems.

Data Warehouse

The department continues to utilise the Justice Data Warehouse platform which holds departmental data within its own secure partition. The Justice Data Warehouse is also used for statistical analysis, legislative reporting obligations and management reports to support improved decision making.

During 2013-14 the department upgraded to the latest release of its Business Intelligence software and is transitioning all reports to the new software. It is envisaged that the new software will enable the development of improved information and reporting for decision making.

Media Liaison and Corporate Communications

The department takes a positive and proactive approach to interacting with the media and community organisations. The involvement of prisoners and offenders in reparation projects continues to attract media interest.

One of the key recommendations of the 2012-13 DCS Business Model Review was that in order to position DCS as a modern and responsive organisation, internal and external stakeholders must have access to quality and timely information, and fundamental to this is the development of a vibrant intranet and internet presence…

Development of the new DCS Intranet site commenced in October 2013 with extensive consultation occurring across the department. Achievements to date include:

Convened a Core Group in June 2013 to focus on design of the new Intranet.

Conducted Intranet design workshops facilitated by eGovernment and Coritsu with DCS staff members.

Conducted Quality Assurance workshops regionally:

Noarlunga CCC;

Mobilong;

Northfield; and

And one for Central Office staff.

Engaged more than 100 DCS staff members throughout the process.

Engaged content experts in each business area to endorse structure of site pages via:

Highlight

A significant project for the department’s IT team in 2013-14 was the development of the ICT Blueprint (Strategic Plan) which outlines the ICT strategy for the department for the next 5 years and beyond. Initiatives under the ICT Blueprint will be commenced in 2014-15.


Individual consultations; and

A workshop day.

Held meetings of the Content Review Committee to decide what content needs to be migrated from the old intranet site to the new one.

Presented functional design document at the Regional Working Group planning day for feedback.

Conducted weekly content meetings with partner agency eGovernment to discuss the timeline of the project, trouble shoot any arising issues and to plan for the launch of the Intranet.

As at 30 June 2014, the new DCS Intranet build was completed in preparation for content contributor training and user acceptance testing. The new DCS Intranet is scheduled to go live in October 2014.

DCS Staff Awards Ceremony

On 14 February 2014, the department’s Staff Awards Ceremony was held at the Adelaide Town Hall. The Minister for Correctional Services presented a number of awards to DCS staff, members of the community and representatives from other government agencies.

Individual Commendation Award

The Individual Commendation Award is presented to employees who show efficiency and diligence in their role through commitment to leadership, innovation, knowledge and professionalism.

The 2013 winners were: Mr Steve Duncan, Ms Colleen Parkinson and Mr Trevor Richardson.

Meritorious Service Medal

The Meritorious Service Medal is presented to employees for outstanding service above and beyond what is required in their paid employment. Employees can qualify in one or more of the following categories: leadership and management, initiative through enhancing and developing significant work practices, procedures and service delivery, distinguished service and outstanding contribution to the corporate goals and mission of the department and its stakeholders.

The 2013 winners were: Mr Jeffrey Andrews, Ms Anne Bachmann OAM JP, Mr Bernie Gelston and Mr Morry Grant.

Medal of Valour

The Medal of Valour is presented to individuals or employees for acts of personal valour and/or bravery in hazardous circumstances considered worthy of recognition, but would not normally qualify for a National Bravery Award. This award may be presented posthumously to the next of kin of the employee.

The 2013 winners were: Mrs Kathy Loughlin and Mr Thomas Loughlin

Team Excellence Award

The Team Excellence Award recognises teams or work units for their contributions to the achievement of the department’s goals in leadership and management, innovation and productivity, partnerships and service, systems or project development, and facilitating continuous improvement through Corporate and Stakeholder focus.

The 2013 winners were: Corporate Finance Team (Central Office), Port Augusta Structured Day Teams (Port Augusta Prison and Central Office), White Ribbon Day Teams (Mobilong and Cadell Training Centre), Operational Performance Team and SAPOL (Central Office and SAPOL), BMR Team (Central


Office), Remote and Regional Team (Ceduna) and Yatala Labour Prison Infrastructure Teams (Yatala Labour Prison and Central Office)

Australia Day Achievement Medallions

The Australia Day Council recognises and celebrate the outstanding achievements and contributions of extraordinary Australians. The Australia Day Achievement Medallions acknowledge dedicated public employees.

The Medallions are presented to employees who have made a significant contribution to the work of their department during the past year, or given outstanding service over a number of years. The names of recipients of Australia Day Achievement Medallions are listed on the National Australia Day Council website and in the Commonwealth Public Service Gazette.

The 2013 winners were: Mr Brian Druwitt, Mr Colin Mercer and Mr Peter G Wilson.


PART 3

The Department for Correctional Services is dedicated to achieving excellence in management and leadership alongside financial and legislative compliance and accountability.

Leading, Managing and Shaping our Organisation


LEADING, MANAGING AND SHAPING OUR

ORGANISATION

The Department for Correctional Services seeks to develop and retain the best possible workforce in order to maximise its contribution to improving public safety in South Australia.

DCS aims to provide a framework and practical strategies which collectively seek to enhance organisational culture, improve succession planning, meet recruitment needs, grow leadership and management capacity while developing workforce capability - in addition to continued review and monitoring of workplace behaviour.

DCS has a robust framework of measures, key performance indicators and targets which have been developed and are regularly reviewed. Regular performance reporting allows the department to explore the drivers, challenges and opportunities that will lead to an improvement in performance.

The department also aims to meet the government’s Public Sector performance reporting requirements and respond to actions arising from legislation and external recommendations - whilst endeavouring to meet savings targets imposed through effective management of budgeting (that incorporates approved savings measures) as well as regular financial reporting.


% of staff completing ethics training % of Freedom of Information requests processed within defined guidelines

Number of staff attending corporate training: • Induction • Ethics • Managing in Corrections

Number of research proposals approved


Human Resources Workforce Planning and Development

Throughout 2013-14, the Human Resources Directorate continued with the development and implementation of high performance, leadership succession planning programs to provide for future leaders of the department.

Highlights for the branch in 2013-2014 included:

Two new succession training programs were designed, developed and delivered with the Tomorrow’s Senior Managers program consisting of 10 staff and the Journey to Success program consisting of 9 staff. These programs ran concurrently with participants from the department’s operational areas. Participants in both programs will have obtained a Diploma of Correctional Administration when completed in late 2014;

The department’s Ethical and Professional Behaviour in the Workplace training includes sessions on Ethical Conduct and Anti-bullying, Code of Ethics for the South Australian Public Sector, DCS Employee Conduct Policy and ethical decision making. Programs are rolled out to each of the department’s division and locations, as well as through individual training programs. As at 30 June 2014, 86% of DCS staff had undertaken ethics training and 85% of staff had undertaken anti-bullying programs. This number is indicative, taking into account the number of staff leaving the department and the number of new recruited staff.

A new Values, Ethical and Respectful Behaviour program was developed in the later part of 2013-2014 to provide a transition from the original ethics and anti-bullying programs to identifying the links between the department and the Public Sector values. This program is being rolled out to all department staff over the next financial year and beyond;

The Advanced Skills Training program continues to be rolled out and saw 53 staff obtaining their Certificate IV in Correctional Practice;

The Supervision in Prisons bridging training aims to increase the leadership capability of operational staff, with 43 officers completing the program;

The Transition to Management bridging program was developed for operational staff to bridge the gap between the experience, knowledge and skills of the correctional services industry and government as a whole. 19 staff completed the program. This program was a first for DCS operational staff who gained an insight into the Machinery of Government;

DCS partnered with Department for Planning, Transport and Infrastructure (DPTI) in the delivery of Certificate IV in Government, which provided DCS & DPTI staff with the opportunity for interagency collaboration and networking, as well as building their knowledge around government processes.

Performance Development A corporate approach to performance development continues to be supported throughout all accredited training programs including all leadership and management training programs. The introduction and implementation of the DCS Training and Development Policy, changes to the correctional officer structure, and a requirement for staff engaging in training to have undertaken a Performance Development Plan (PDP) has meant that 60% of staff now have a PDP in place.

Workforce Planning Workforce planning analysis continues to provide the department with the opportunity to continue to focus on:

recruitment of new correctional officers to replace those leaving through natural attrition;

an increase in prisoner population and the resulting focus on bedspace management; and

recruitment and development strategies aimed at increasing the number of Aboriginal and Torres Strait Islander employees and other cultures, to meet the needs of the increasingly complex offender population.


Strategic Management

In a strategic context, it is important that the department continue the development of strategies and processes to meet increased demand on prison bedspace, to ensure that the offender management approach reflects contemporary good practice and to ensure that services are effectively and efficiently delivered in all areas of operation.

The Governance and Executive Support Unit reports directly to the Chief Executive and is responsible for strategic management and providing other key services to stakeholders, including the Minister for Correctional Services and the media.

The unit develops and facilitates the implementation of corporate plans, processes and systems to enable the department to achieve government policy and the objectives of the Justice Portfolio.

The department’s vision, mission, goals, initiatives and desired outcomes are articulated clearly in the department’s Strategic and Business Plans and are fundamental to operations and the department’s success. The plans are developed through extensive and appropriate consultation and are informed by, and integrate with, Justice Portfolio plans and the South Australian Strategic Plan.

During 2013-14, the department commenced work on the development of its Strategic Plan for 2014-17. The planning process to date has involved thorough consultation with a wide range of relevant contributors including DCS Executive, senior managers, staff from all areas and levels as well as other stakeholders.

The Strategic Plan for 2014-17 will build on previous initiatives and achievements of the department and will clearly define the strategic direction for DCS for the next three years. The strategies and initiatives in the plan will ensure DCS continues to meet government priorities and builds its capability and capacity to support staff and serve the community.

In addition, during 2013-14, the department commenced the development of the Corporate Business Plan for 2014-15. The Plan’s content will reflect key initiatives and projects as well as key performance indicators that measure operational activity.

Significant work was also progressed on the development of the department’s governance framework. The purpose of the framework is to outline a structure, process and practice for the department that aligns with sound governance principles, the department’s strategic priorities and legislative accountabilities.

The governance framework will be designed to contribute to continuously improving the overall performance of the department; to better manage risk, to ensure that the agency meets its legal and regulatory obligations and the government and community’s expectations with respect to accountability, transparency and probity. It is anticipated that the governance framework will be endorsed and implemented in 2014-15.

There is also a commitment to maintain and further the department’s contribution to the efficiency of the Criminal Justice Sector as a whole. To achieve this, the department’s Chief Executive is an active member of the Criminal Justice Sector Reform Council which was formed in July 2013 to promote and support a contemporary, effective and efficient criminal justice system which maintains justice and integrity inspiring the confidence of the public.

The Council comprises heads of relevant agencies including the Police Commissioner, Chief Executives of the Attorney-General’s Department and Communities and Social Inclusion, the Director Public Prosecutions, the Director Legal Services Commission, the Chief Justice, Chief Judge and Chief Magistrate and the State Courts’ Administrator. The Council and its objectives are vital to develop, progress and realise improved efficiencies in the criminal justice sector.


Shaping Corrections – project outcomes

Staff engagement is also important to the department. Shaping Corrections is the Department’s change program and is underpinned by a Service Delivery Framework and Service Principles. Critical to the success of Shaping Corrections is high-level engagement including regular communication and information forwarded from the Chief Executive to all employees. Shaping Corrections directly contributes to improved outcomes identified in the Department’s Strategic Plan including increased public protection, the provision of a safe, secure and humane environment and reduced reoffending.

In 2013-14, the Shaping Corrections program continued to be instrumental in assisting with the development and implementation of improvements across the Department. In May 2014 DCS Executive and the Shaping Corrections Regional Working Groups (staff representatives) came together for a day to explore and contribute to the government’s renewal program and the department’s business improvement initiatives. Participants had an opportunity to learn more about, and contribute ideas to the following cross-government and Departmental initiatives:

Criminal Justice Sector Reform Agenda;

Public Sector Customer Service Charter;

DCS Strategic Plan 2014-2017;

DCS Demand Management Strategy; and

Community Based sentences as an alternative to prison.

Effective Corporate Performance

Another function of the Governance and Executive Support Unit is corporate performance reporting.

The key strategic priorities for the department are derived from, and are aligned to the primary areas of focus of the government’s forward agenda, included in the South Australian Strategic Plan. In particular, priority 2: Maintaining our safe communities and healthy neighbourhoods, as well as the South Australian Strategic Plan (SASP) vision: We are safe in our homes, community and at work.

In relation to the SASP Targets, the department is the lead agency for Target 19: Repeat offending - South Australia has the lowest Australian rate of repeat offenders over the period to 2020 (baseline: 2007 - 2008). The target requires departmental staff to lead and coordinate a whole of government response and therefore requires DCS to work closely with all agencies that contribute to that target.

The department’s productivity, performance and effectiveness is measured and compared nationally through the Report on Government Services (RoGS). At a State level the department’s productivity, performance and effectiveness is measured through the Agency Statement and corporately through the department’s Quarterly Performance Report (QPR). Key Performance Indicators (KPIs) and targets have been developed and are regularly reviewed and reported in the QPR.

Highlights

Significant DCS initiatives to which Shaping Corrections contributed (up to 30 June 2014) include:

Improved prisoner access to legal services

DCS Strategic Partnerships Engagement Framework

Bail Accommodation Support Program

development of the DCS Research and Evaluation Framework, the new DCS intranet site - DCS Collaborates project, and the department’s ICT blueprint.


The key projects and their associated KPIs are commonalities that run through the department’s Business Plans and budgets. These linkages enable appropriate strategic management, public accountability and the forward planning process to be connected with resource allocations and the budgeting mechanisms of government.

The department reports against a number of KPIs on a quarterly basis through the QPR, some of which are strategic and appear in the Agency Statement. The remainder operational indicators are monitored and reported on by the respective operational directorates in the department.

The QPR is presented to DCS Executive at the completion of each quarter. The executive considers the reports, discusses performance against targets and progress of projects. Where necessary, corrective action is taken on those indicators that are not being met.

Civil Claims

Civil claims can be lodged against the department for alleged breaches of process and duty of care. The department insures against claims of this nature through the South Australian Government Captive Insurance Corporation.

The department’s contingent liability in respect of claims is limited to the excess payable in the event claims are successful. The contingent liability of the department as a 30 June 2014 is disclosed in the Notes to the Financial Statements (see Appendix 1).

Freedom of Information

The Freedom of Information Act 1991 (FOI Act) provides members of the public with a legally enforceable right of access to information held by agencies, subject to specific exemptions. Under Section 9 of the FOI Act, State Government agencies must publish an up-to-date information statement every 12 months. Information statements must be published in the agency’s annual report, on a website maintained by the agency, or both.

Structures and functions of DCS The structures and functions of DCS are available in the front of this report. The report also includes an overview of the reporting lines of responsibility.

Functions of DCS affecting the public The department’s work directly impacts on the public by securely and humanely managing people ordered by the courts to serve a community based or prison sanction, and to provide them with opportunities to lead law abiding lives. DCS also contributes to a safer community by working in partnership with other criminal justice organisations and the community to prevent crime and reduce repeat offending.

Public participation in policy development Public consultation is undertaken when it is deemed appropriate to engage the public in the formulation of specific policy.

Description of the kinds of documents held by DCS Documents retained by DCS fall broadly into the categories of corporate files containing correspondence, minutes and memoranda; policies, procedures, instructions and guidelines prescribing the way various activities are to be performed; personnel files relating to departmental employees; strategic and business plans, reports, contracts and agreements; accounting and financial records; and prisoner and offender records.

The listing of these categories does not necessarily imply that all documents falling into the categories are accessible in full or in part under the FOI Act.

Arrangements for seeking access to DCS documents Applications made under the FOI Act for access to records held by the department, including records concerning personal affairs, must:


be in writing

specify that they are made under the FOI Act

provide sufficient detail to enable the identification of the documents(s)

show an Australian address for the service of notices

be accompanied by the application fee (the application fee for 2013-14 was $31.50).

A fee reduction may be granted in certain circumstances.

An FOI Application for access to documents is available from State Records of SA at https://www.archives.sa.gov.au.

In addition, applications for the amendment of records concerning personal affairs must also provide information showing why it is believed the record(s) is incomplete, incorrect, out-of-date or misleading. No application fee is payable in respect of an application for the amendment of records.

An FOI Application for amendment of personal records is available from State Records of SA at https://www.archives.sa.gov.au.

Applications for access to documents, or for amendment of personal records held by the department, should be addressed to:

Manager, Freedom of Information Department for Correctional Services GPO Box 1747 ADELAIDE SA 5001

Telephone: 08 8226 9324

Strategic Policy Projects and Partnerships

Departmental policy is influenced by a number of factors including the State Strategic Plan, government priorities, the Criminal Justice Sector Reform Council, and by the department and its stakeholders.

The Strategic Policy, Projects and Partnerships (SPPP) Unit was created in 2012-13 and coordinates the facilitation, development and implementation of departmental policy through key departmental projects, research and partnership building.

As part of its policy process, the department has in place a Policy Framework. The Framework expresses business unit requirements through a structure that delegates responsibility for achievement to appropriate operational levels.

Policies, standards and procedures are developed to reflect the philosophies of the wider criminal justice system, the views of the government and the community, best practice, the operational needs of the department, and available financial and physical resources. Relevant stakeholders are also consulted in the development and review of policies.

Throughout 2013-14, SPPP worked on a number of strategic initiatives, projects and partnerships including:

Ministerial Taskforce – aimed at reviewing improvements and making recommendations to enable better prisoner access to legal services within correctional facilities. A number of improvements have been implemented in 2013-14 including; a centralised prisoner booking system at Yatala Labour Prison, an electronic booking system, commencement of improvements to support Audio-Visual Link/telephone system within visits room and a review of the Yatala visits centre to support improved legal access to clients.

https://www.archives.sa.gov.au/

https://www.archives.sa.gov.au/


Digitisation of the Parole Board Project – Stage 1 investigation of the needs and requirements including potential improvements to support eventual digitisation of the Parole Board.

Bail Accommodation Support Program – see page 56.

Legislation

The Act was drafted in 1982 and has been regularly amended to reflect changes in government policy, changes to correctional practice and to address community concerns.

During 2013-14, amendments were progressed and passed by the Parliament (yet to be enacted) to the Act and other legislation to extend the use of electronic monitoring for prisoners, offenders and other persons released from custody that are assessed as potentially posing a risk to the community.

The Statutes Amendment (Electronic Monitoring) Bill 2013 (the Bill) was progressed to build upon amendments to the Act implemented in 2012 that provide for the Parole Board to consider as a condition of parole that an offender be monitored by use of an electronic device for the whole period on parole or part thereof (Section 68 enacted November 2012).

The amendments in the Bill provide for electronic monitoring to be considered for prisoners on approved release from prison, and to provide further legislative ability to enable electronic monitoring of those persons released on licence under Section 24 of the Criminal Law (Sentencing) Act 1988, and persons released under Section 269 of the Criminal Law Consolidation Act 1935 on licence (liable to a supervision order).

In regards to Part 7 Prisoner compensation quarantine funds of the Act, there were no funds quarantined under this Section for the 2013-14 year.

Research Management

The department encourages research in a wide range of areas of interest (both external and within the department) to enhance the department’s ability to achieve its corporate objectives and to develop or inform existing departmental policy.

Research applications are made through the department’s Research and Evaluation Management Committee (REMC) and in order to enhance the department’s research agenda in accordance with the Strategic Plan 2011-14. Recent approaches have incorporated a greater collaboration with academic institutions including Flinders, Deakin and Monash Universities.

In 2013-14 the department received 11 research applications and approved nine applications. Applications approved included:

Generations through prisons – Flinders University Law School

Female offenders with complex needs – Deakin University

Service Engagement in Young People Leaving Statutory Out-of-Home Care – University of Adelaide

In June 2014, DCS Executive approved an overarching Research and Evaluation Framework to guide DCS research and evaluation practice, new REMC Terms of Reference and membership were also approved at this time.

The department is currently reviewing its research agenda process and updating the department’s research agenda with a view to better align themes and topics of research to department and government priorities and research based on best practice (on both national and international evidence). An updated 2015-2017 Research Agenda is expected to be approved in 2014-15.


Corporate Finance

The Department for Correctional Services operates within a complex accounting environment. In addition to general operating revenues and expenses, the department accounts for a significant fixed asset portfolio, manufacturing operations (prison industries), agriculture and horticulture production (prison farms), food processing (prison kitchens), retail operations (prison canteens), prisoner trust monies, stores and inventories.

The department’s Corporate Finance branch (consisting of Finance, Management Accounting and Procurement) has continued to consolidate and enhance accounting operations using the Masterpiece suite of accounting applications.

Functions of Corporate Finance include:

Financial analysis for business units in the development of a number of business cases, funding submissions and for departmental submissions to the annual state budget process and Parliamentary Estimates and Budget and Finance Committees.

Assisting the department’s Executive and Senior Managers with the annual budgeting process and the efficient allocation of resources to programs and business units. The department’s budget is allocated to business units using funding models developed by the branch, in conjunction with Executive Directors and Senior Managers. These funding models enable the department to accurately benchmark the financial performance of business units and identify opportunities for improved efficiency.

Monitoring of the department’s financial performance through regular monthly reporting including the identification of issues and trends. The department’s ‘responsibility centre’ approach to financial management requires Senior Managers to report monthly to their respective Executive Directors concerning major budget variances and plans for corrective action.

Monthly financial reports published on the department’s Intranet, allowing Senior Managers to access information on a timely basis. Executive Directors in turn, report monthly to the Chief Executive concerning the overall financial performance of their Directorate and major budget pressures.

Shared Services SA is responsible for the processing of account payments for the department. In 2013-14 a total of 43 735 account payments were processed with over 97% of accounts being paid by the due date.

In 2013-14, the department had no contracts within the scope of the South Australian Industry Participation Policy (for the reporting period).

Summary of Financial Results

The department’s revised budget for 2013-14 provided for a budgeted (allowable) net result of $17.485m deficit which when compared to the actual deficit of $8.393m represents an improvement of $9.092m.

Revenues received from the South Australian Government were higher than provided for in the revised budget and was mainly due to additional appropriation received in accordance with the department’s increased capital investment program.

Operating expenses were higher than provided for in the revised budget. This mainly reflects higher salary costs associated with increased demand management during the year, revaluations of employee leave entitlements and payment of targeted separation packages. This was offset by lower expenditure associated with workers’ compensation, including a devaluation of the workers’ compensation liability.


Summary Income Statement 2013-14 (compared to 2012-13)

2013-14

Result

($000)

2013-14

Budget

($000)

2012-13

Result

($000)

Operating Expenses 244 394 242 395 224 032

Operating Revenues 10 042 9 884 9 830

Net Cost of Services 234 352 232 511 214 202

Revenues from and Payments

to SA Government 225 959 215 026 218 155

Net Result Surplus (Deficit) (8 393) (17 485) 3 953

NOTE: Budget figures incorporate all budget adjustments approved up until the 2013-14 Budget.

Employee expenses accounted for 60% of total expenditure in 2013-14. This includes salaries and wages, superannuation, payroll tax, and accrued leave entitlements.

Supplies and services expenses accounted for 27% of total expenses. This includes payments to G4S Custodial Services Pty Ltd for Prisoner Movement and In-Court Management Services, management of the Mount Gambier Prison and provision of the Home Detention Electronic Monitoring System SA.

DCS Expenditure Profile 2013-14

Operating Expenditure by Program

The department is responsible for the provision of three key programs:

The Custodial Services Program accounted for 76% of total operating expenditure in 2013-14. Under this program, the department provides secure containment and supervision for adults on remand and those sentenced by the courts to a term of imprisonment. Program expenditure includes the cost of operating the state’s prison system, the provision of prisoners’ basic needs and the secure movement of prisoners.

The Community Based Services Program accounted for 14% of total operating expenditure. Under this program, the department case managed and supervised

7% - depreciation $16 457 000

1% - payments made to prisoners $2 935 000

60% - employee expenses $147 164 000

1% - other $1 148 000

4% - accommodation & lease costs $10 095 000

27% - supplies and services $66 595 000


offenders in the community. This program includes the cost of operating the department’s state-wide network of community correctional centres.

The Rehabilitation and Reparation Services Program accounted for 10% of total operating expenditure. Under this program, the department provided a range of educational, vocational and rehabilitation programs to assist offenders to address their offending behaviour, and provide them with opportunities to lead law abiding and productive lives. This program includes the cost of prisoner education and rehabilitation programs, provision of work and vocational training in prison industries, and community service programs.

DCS Expenditure Profile - Operating Expenditure (by program)

76% - Custodial Services $186 111 000

14% - Community Based Services $34 576 000

10% - Rehabilitation & Repatriation Services $23 707 000


SUMMARY OF TARGETS FOR 2014-15

Enhance employment-readiness for prisoners through vocational training, employment

and literacy and numeracy.

Implement the department’s Research and Evaluation Framework.

Expand partnerships and collaborative activity with the non-government sector to

enable offender reintegration outcomes.

Contribute to Criminal Justice Sector reform through the progression of key projects.

Develop a gender specific correctional service model for female offenders.

Enhance the Justice Information System through the development of a new ICT

Blueprint.

Commission an additional 76 beds across the system.

Commission the new visits centre at the Adelaide Women’s Prison.

Finalise construction of the new Health Centre and High Dependency Unit at Yatala

Labour Prison.

Commence construction on the new 84 bed unit and pedestrian access control facility

at Mount Gambier Prison.

Improve the productivity of the department through the identification and

implementation of Business Improvement Initiatives.

Progress the Demand Management Strategy to respond to capacity and service

demand.

Implement GPS monitoring for high risk offenders.

Improve offender management through risk based information sharing to enhance

services to the Courts and the Parole Board.

Strengthen and build upon multi-agency partnerships to enhance the response to

Domestic Violence.

Complete the procurement for the Bail Accommodation Support Program.


APPENDIX


APPENDIX 1 AUDITOR GENERAL’S REPORT AND FINANCIAL

STATEMENTS 2013-14


APPENDIX 2 ACCOUNTS PAYABLE IN 2013-14

Particulars

Number of

Accounts Paid

% of

Accounts Paid

Value in $A of

Accounts Paid

% of

Accounts Paid

Paid by due date 42 878 98.04 117 710 827 97.50

Paid < 30 days from due date 550 1.26 2 588 589 2.14

Paid > 30 days from due date 307 0.70 438 468 0.36

Total 43 735 100.00 120 737 884 100.00

APPENDIX 3 FRAUD

Regulations under the Public Sector Act 2009 require a public sector agency to report on theft by deception within the agency.

The department’s Policy 22 - Fraud Prevention and Detection and Standard Operating Procedure 069 - Fraud Reporting have been communicated to all staff and are reviewed annually.

In 2013-14 there were no reports of theft by deception.

APPENDIX 4 CONSULTANTS

Consultant Purpose of Consultancy Number Total $

Value below $10 000

Subtotal

nil 0

Value $10 000 - $50 000

Deakin University Australia Research project to investigate of the needs of female prisoners

Subtotal

1 10 370

Value above $50 000

Subtotal

nil 0

Total

1 10 370


APPENDIX 5 ENERGY USAGE IN 2013-14

Energy savings are achieved through the scheduled replacement of existing equipment, security systems, lighting, air treatment systems and computers with new more energy efficient technology. The figures in the table below reflect gas and electricity consumed in/around buildings only.

NOTE: a) Base line information represents structure as at 2000-2001 and does not represent adjustments for additional facilities constructed since that time.

b) Due to billing cycles and information available for the different sites, consumption at some sites has been estimated using previous year’s consumption.

c) Business measure based on area m².

APPENDIX 6 PRISONER STATISTICAL INFORMATION 2013-14

6.1 Admissions by Culture and Gender in 2013-14

Non-Aboriginal Aboriginal Unknown

M F Total M F Total M F Total Total

Un-sentenced 2 362 267 2 629 944 125 1 069 228 31 259 3 957

Sentenced 348 37 385 76 12 88 43 6 49 522

Unknown 60 2 62 19 1 20 4 1 5 87

Total 2 770 306 3 076 1 039 138 1 177 275 38 313 4 566

6.2 Prisoners in Custody and Average Prison Population in 2013-14

NOTE: ARC - Adelaide Remand Centre, YLP - Yatala Labour Prison, MOB - Mobilong Prison, APC - Adelaide Pre-Release

Centre, AWP - Adelaide Women’s Prison, JNH - James Nash House, CTC - Cadell Training Centre, PAP - Port Augusta Prison, PLP - Port Lincoln Prison, MTG - Mount Gambier Prison

Departmental Total / Measure / Target Energy Use (GJ) GHG Emissions Business Measure

Base Year 2000- 01: departmental total 77 096 13 102 105 517

Base Year 2000-01: departmental total 731 Mj/m²

Year Being Reported: 2013-14 departmental total 82 059 10 848 126 525

Departmental Business Measure (for year being reported) 649 Mj/m²

Final departmental target (for 2015) 549 Mj/m²

ARC YLP MOB APC AWP JNH CTC PAP PLP MTG Total

M M M M F M F M M F M M F M F Total

In Custody

30/6/13 283 497 326 57 138 13 1 158 459 5 139 187 3 2 119 147 2 266

In Custody

30/6/14 292 531 327 60 158 13 2 170 480 7 156 305 0 2 334 167 2 501

Daily

average in

prison

287 505 326 59 150 11 2 170 470 7 146 275 1 2 249 160 2 409

Daily

average

remand

242 265 94 0 59 10 2 0 107 2 15 29 1 762 64 826

Daily

average

sentenced

45 236 232 58 88 1 0 169 358 5 131 246 0 1 476 93 1 569


6.3 Prison Approved Capacity and Average Daily Population in 2013-14

NOTE Additional beds are utilised in cases of emergency including City Watch House and are counted in the ARC count. Prisoners admitted to James Nash House are not included.

6.4 Escapes from DCS Custody in 2013-14

ARC YLP APC AWP JNH CTC MOB PAP PLP MTG ESCORT

Escapes 0 0 0 0 0 0 0 0 0 0 1*

Incidents 0 0 0 0 0 0 0 0 0 0 1

Daily Average Prison Population

287 505 59 150 13 170 326 477 146 276 N/A

Escape Rate 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 N/A

NOTE: Escape rate is calculated as 100 x prisoners escaping divided by the daily average prison population.

* Prisoner escaped during escort from Royal Adelaide Hospital, recaptured shortly after escaping

6.5 Escapes from DCS for years ending 30 June 2010 to 2014

2010 2011 2012 2013 2014

Prisoners Escaping 34 4 0 1

2 1

Incidents of Escape 3 33 0 1 1

1

Daily Average Prison Population

1 963 1 987 2 078 2 177 2 409

Escape Rate 0.15 0.20 0.00 0.04 0.04

NOTE: Escape rate is calculated as 100 x prisoners escaping divided by the daily average prison population. 1 Includes 1 escape from DCS escort at Royal Adelaide Hospital

2 Includes 1 escape from CTC

3 Includes 1 escape from G4S escort

4 Includes 2 escapes from G4S escort

60

267

168

180

327

294

482

146

524

59

287

150

170

326

276

477

146

505

0 100 200 300 400 500 600

APC

ARC

AWP

CTC

MOB

MTG

PAP

PTL

YLP

Pri

son

Daily Average Prisoner Number Approved Capacity


6.6 Incidents in Prison in 2013-2014

ARC APC AWP CTC MOB MTG PAP PLP YLP ESCORT TOTAL

Drugs 8 54* 40 120 43 83 24 366 N/A 738

Alcohol 0 0* 0 6 5 3 3 3 N/A 20

Escape 0 0 0 0 0 0 0 0 0 1 1

Critical Self Harm 0 0 2 0 1 0 1 0 3 N/A 7

Death Unnatural 1 0 0 0 1 0 0 0 0 N/A 2

Death Natural Causes 1 0 0 0 0 1 0 0 0 N/A 2

Prisoner/Prisoner Assault 42 0 19 6 30 28 39 9 70 N/A 243

Fire (Appliance Called) 1 0 0 0 7 4 18 6 26 N/A 62

Fire (Handled Internally) 1 1 1 0 2 5 9 1 15 35

NOTE: - * Contraband for the Adelaide Women’s Prison and Adelaide Pre-Release Centre is counted together

6.7 Prisoner/Staff Incidents in 2013-14

ARC APC AWP CTC MOB MTG PTA PLP YLP Total

Physical Assaults

Number of incidents 2 0 2 0 0 0 0 1 5 10

Staff assaulted 2 0 2 0 0 0 0 1 5 10

Abusive/Threatening Behaviour


Total Incidents


Staff assaulted 2 0 2 0 0 0 0 1 5 10

NOTE:- Incidents are reported on the Departmental Incident Reporting System


6.8 Sentenced Discharges by Time Served and Major Offence in 2013-14

Offence Group

< 1

month

1-3

months

3-6

months

6-12

months

1-2

years

2-5

years

5-10

years

> 10

years

Total

Homicide 0 2 0 1 2 7 4 4 20

Assaults 11 30 52 46 29 11 1 0 180

Sexual Assaults 3 2 4 7 12 33 9 4 74

Other Offences Against The Person 0 0 4 3 2 10 2 0 21

Robbery 0 0 1 2 8 23 7 1 42

Extortion 0 0 1 1 1 1 0 0 4

Break and Enter 2 6 8 32 42 24 5 0 119

Fraud 8 20 29 23 9 8 0 0 97

Receiving 1 4 4 4 3 0 0 0 16

Other Theft 1 5 14 11 4 6 0 0 41

Property Damage 2 7 4 8 5 1 1 0 28

Offences Against Justice Procedures 85 89 92 59 50 21 1 0 397

Unlawful Possession of Weapons 2 1 2 12 8 4 0 0 29

Possession of Drugs 0 0 0 2 1 0 0 0 3

Deal or Traffic Drugs 1 1 4 14 32 26 3 0 81

Manufacture or Grow Drugs 0 1 2 1 4 1 1 0 10

Driving Offences 2 5 11 10 1 1 0 0 30

Licence or Registration Offences 70 58 28 15 1 0 0 0 172

Other Offences Against Good Order 63 25 22 30 13 3 0 0 156

Other Offences 0 1 1 0 0 1 0 0 3

Unknown 4 5 4 6 4 1 0 0 24

Total 255 262 287 287 231 182 34 9 1 547


6.9 Forms of Discharge by Institution in 2013-14

APC ARC AWP CTC JNH MOB MTG PLP PAP YLP TOTAL 2013-14 2012-13

M M F M M F M M F M F M F M F M F Total % Total %

Sentence Served 7 53 59 220 0 0 117 53 1 33 1 183 11 190 0 856 72 928 20.38 797 19.08

Release to Home Detention 45 3 23 91 0 0 18 5 0 8 0 23 3 12 0 205 26 231 5.07 185 4.43

Release to Parole 84 9 48 103 1 0 127 33 2 24 0 99 5 115 0 595 55 650 14.28 596 14.27

Release to Licence 0 0 0 0 2 0 0 0 0 0 0 1 0 2 0 5 0 5 0.11 3 0.07

Released to Supervised Probation

1 2 4 3 0 0 0 2 0 0 0 0 0 19 0 27 4 31 0.68 40 0.96

Released to Unsupervised Probation

0 0 2 1 0 0 0 0 0 0 0 0 0 3 0 4 2 6 0.13 40 0.96

Total Custodial Sentence 137 67 136 418 3 0 262 93 3 65 1 306 19 341 0 1692 159 1851 40.65 1 621 38.81

Default Period Served 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 1 0.02 0 0

Suspended Further Time to Pay

0 2 7 0 0 0 4 3 0 0 0 4 0 1 0 14 7 21 0.46 4 0.1

Total Monetary Warrant 0 2 7 0 0 0 4 3 0 0 0 4 1 1 0 14 8 22 0.48 4 0.1

Release to Bail 0 533 138 2 3 0 52 38 3 10 0 109 9 266 0 1013 150 1163 25.54 960 22.98

Release from Court 0 577 152 0 11 2 105 15 0 50 2 179 10 359 1 1296 167 1463 32.13 1 550 37.1

Appeal Upheld 0 0 1 0 0 0 1 1 0 0 0 0 0 2 0 4 1 5 0.11 5 0.12

Total Remand in Custody 0 1110 291 2 14 2 158 54 3 60 2 288 19 627 1 2313 318 2631 57.79 2 516 60.22

Deceased 0 2 0 0 0 0 1 1 0 0 0 0 0 0 0 4 0 4 0.09 0 0

Extradition 0 6 2 0 0 0 0 0 0 0 0 1 0 3 0 10 2 12 0.26 15 0.36

Escaped 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1* 0 1 0.02 1 0.02

Transfer to Other Agency 0 2 0 0 8 2 1 2 0 0 0 0 0 12 2 25 4 29 0.64 21 0.5

Bail Appeal 0 2 0 0 0 0 0 1 0 0 0 0 0 0 0 3 0 3 0.07 0 0

Total Other Discharges 0 12 2 0 8 2 2 4 0 0 0 1 0 15 2 43 6 49 1.08 37 0.88

Total 2013-14 137 1191 436 420 25 4 426 154 6 125 3 599 39 984 3 4062 491 4553 100

Total 2012–13 144 1 002 390 315 24 3 400 57 3 75 0 584 42 1 115 0 3 733 445 4 178 100 4 178 100%

*One escape recorded while on escort to Royal Adelaide Hospital


APPENDIX 7 COMMUNITY CORRECTIONS STATISTICAL INFORMATION

7.1 Community Corrections Orders and Individuals as at 30 June 2014

Male Female Unknown

Orders Individuals Orders Individuals Orders Individuals

Bail 476 434 94 84 0 0

Community Service 705 658 179 170 1 1

Financial Penalty Expiated Thru CS 413 408 138 137 0 0

Home Detention 90 90 10 10 0 0

Home Detention Bond 2 2 0 0 0 0

Intensive Bail Supervision 269 255 29 26 0 0

Interstate Orders 11 11 0 0 0 0

Other Orders 341 340 30 30 0 0

Parole 870 855 86 85 0 0

Probation 1832 1756 517 478 1 1

Total 5009 4809 1083 1020 2 2

7.2 Age and Sex of Individuals who Commenced Orders in 2013-4

Male % Female % Unknown % Total %

18 126 2.1% 15 1.2% 0 0.0% 141 2.0%

19 229 3.8% 22 1.8% 0 0.0% 251 3.5%

20 215 3.6% 34 2.8% 0 0.0% 249 3.5%

21 - 24 871 14.6% 158 13.1% 1 11.1% 1030 14.4%

25 - 29 1016 17.0% 209 17.4% 0 0.0% 1225 17.1%

30 - 34 935 15.7% 238 19.8% 2 22.2% 1175 16.4%

35 - 39 763 12.8% 176 14.6% 1 11.1% 940 13.1%

40 - 49 1031 17.3% 228 19.0% 3 33.3% 1262 17.6%

50 - 59 366 6.1% 68 5.7% 2 22.2% 436 6.1%

60 and over 117 2.0% 19 1.6% 0 0.0% 136 1.9%

Unknown 293 4.9% 36 3.0% 0 0.0% 329 4.6%

Total 5962 100.0% 1203 100.0% 9 100.0% 7174 100.0%


7.3 Community Corrections Orders Commenced in 2013-14

Order Type Male Female Unknown Total

BAIL SUPERVISION - BAIL 995 213 6 1 214

Total Bail Orders Commenced 995 213 6 1 214

CRIMES ACT - CS ORDERS 1 0 0 1

PAROLE CS ONLY 37 0 0 37

SA BOND CS (NO SUP - NO SUSP SENT) 52 12 0 64

SA BOND CS (NO SUP - SUSP SENT) 21 1 0 22

SA BOND SUP AND CS (NO SUSP SENT) 17 4 0 21

SA BOND SUP AND CS (SUSP SENT) 49 12 0 61

SA CS ORDER 998 246 1 1 245

SA CS ORDER WITH SUP 1 0 0 1

SHOP THEFT DIVERSION 0 0 0 0

Total Community Service Orders Commenced 1 176 275 1 1 452

SA CS ORDER (FINES ENFORCEMENT) 365 117 0 482

Total Financial Penalty Expiated Thru CS Orders Commenced

365 117 0 482

HD SUPERVISION 207 24 0 231

PAROLE & HD 21 2 0 23

Total Home Detention Orders Commenced 228 26 0 254

SA BOND SUP & HD (SUSP SENT) 3 0 0 3

Total HD Bond Orders Commenced 3 0 0 3

INTENSIVE BAIL SUPERVISION ORDERS 614 77 1 692

Total IBS Orders Commenced 614 77 1 692

INTERSTATE PAROLE 7 0 0 7

INTERSTATE PROBATION 5 0 0 5

Total Interstate Orders Commenced 12 0 0 12

CRIMINAL LAW CONSOLIDATION ACT 0 0 0 0

PRE-BOND SUPERVISION (HOME DET) 1 1 0 2

PRE-PAROLE SUPERVISION (HOME DET) 146 19 0 165

SUPERVISION IN PRISON 492 42 0 534

VOLUNTARY SUPERVISION 2 0 0 2

Total Other Orders Commenced 641 62 0 703

PAROLE UNDER LICENCE 2 0 0 2

PAROLE & HOME DETENTION 21 2 0 23

PAROLE 573 52 0 625

Total Parole Orders Commenced 596 54 0 650

CLCA MENTAL IMPAIR SUPERVISION 87 19 0 106

CRIMES ACT BOND WITH SUP 11 11 0 22

SA BOND SUP AND CS (NO SUSP SENT) 17 4 0 21

SA BOND SUP AND CS (SUSP SENT) 49 12 0 61

SA BOND SUP & HD (SUSP SENT) 3 0 0 3

SA BOND WITH SUP 299 135 1 435

SA BOND WITH SUP (SUSP SENT) 865 198 0 1 063

SA CS ORDER WITH SUP 1 0 0 1

Total Probation Orders Commenced 1 332 379 1 1 712

Total Orders Commenced 5 962 1 203 9 7 174


7.4 Community Corrections Orders Closed During 2013-14

Order type Male Female Unknown Total

Expired / Paid / Hours Completed 3181 556 4 3 741

Estreated / Cancelled 436 77 1 514

Expired in Breach 859 242 2 1 103

Administration Discharge 6 3 0 9

Variation 383 112 3 498

Left State 1 0 0 1

Interstate Transfer 11 0 0 11

Deceased 33 8 0 41

Offender Request 1 0 0 1

Deported 1 0 0 1

Total Orders Closed 4 912 998 10 5 920

7.5 Home Detention in 2013-14

Commencements Discharges Revocations

As at

30 June 2014

Post-

Prison Bail Bond

Post-Prison

Bail Bond Post-

Prison Bail Bond

Post-Prison

Bail Bond

Male 227 612 3 203 634 1 16 198 0 76 269 2

Female 27 80 0 94 94 0 2 31 0 9 29 0

Total 254 692 3 297 728 1 18 229 0 85 298 2


7.7 Community Corrections Reports Completed in 2013-14

Pre-

Sentence Parole

Community Service

Bail Home

Detention Bail

Home Detention

Initial Parole

Progress Report

Court Requested Progress

Report

Parole Progress

Report

CLCAMIS Initial

Progress Report

CLCAMIS Progress

Report

Supervision Suitability

Report

Parole Home

Detention Evaluation

Report

Total

Southern Region

Adelaide 77 67 16 5 1 0 52 16 2 13 0 0 0 249

Berri 19 16 0 19 45 10 19 12 0 2 0 0 0 142

Edwardstown 66 54 6 2 0 0 37 9 1 12 0 0 0 187

Mt Gambier 30 39 0 42 59 30 29 5 0 0 0 12 0 246

Murray Bridge 51 74 2 7 52 14 21 17 2 2 0 3 0 245

Noarlunga 66 55 12 0 0 0 68 21 0 12 0 8 0 242

Port Adelaide 83 69 159 0 0 0 77 33 1 17 0 0 0 439

TOTAL 392 374 195 75 157 54 303 113 6 58 0 23 0 1750

Northern Region

Ceduna 16 2 0 12 4 0 7 0 0 2 0 0 0 43

Coober Pedy 16 2 0 49 3 2 7 0 0 1 0 0 0 80

Elizabeth 98 67 117 0 0 0 106 30 1 11 0 1 0 431

Gawler 26 14 3 0 0 0 28 5 1 1 0 0 0 78

North East 70 90 4 0 0 0 61 21 4 11 0 3 0 264

Port Augusta 15 125 3 67 31 11 41 4 0 0 0 0 0 297

Port Lincoln 16 11 3 22 25 17 12 0 0 0 0 0 0 106

Port Pirie 24 9 0 21 21 8 13 2 0 0 0 0 0 98

Whyalla 25 12 2 35 30 6 2 0 0 1 0 0 0 113

TOTAL 306 332 132 206 114 44 277 62 6 27 0 4 0 1510

Courts Unit 291 1 0 1078 0 0 0 11 0 0 0 7 0 1388

Intensive

Compliance

Unit

0 0 0 0 1484 414 0 172 0 0 0 0 0 2070

Total

completions

989 707 327 1359 1755 512 580 358 12 85 0 34 0 6718


APPENDIX 8 HUMAN RESOURCES MANAGEMENT

STATISTICAL INFORMATION 2013-14

8.1 DCS Employees by Classification Stream, Division and Gender as at 30 June 2014

Stream Central Office Community Corrections Custodial Correctional Business Centre Total

Male Female Total Male Female Total Male Female Total Male Female Total Male Female Total

Administrative Services

Trainee 0 1 1 0 1 1 1 1 2 0 0 0 1 3 4

ASO1 2 4 6 0 5 5 3 11 14 5 4 9 10 24 34

ASO2 3 12 15 5 32 37 4 24 28 5 25 30 17 93 110

ASO3 3 12 15 1 7 8 9 14 23 4 12 16 17 45 62

ASO4 4 12 16 0 1 1 8 8 16 2 6 8 14 27 41

ASO5 12 25 37 2 4 6 3 2 5 1 0 1 18 31 49

ASO6 24 19 43 2 1 3 4 1 5 0 0 0 30 21 51

ASO7 8 15 23 2 6 8 5 1 6 0 4 4 15 26 41

ASO8 2 1 3 0 0 0 0 0 0 0 0 0 2 1 3

Manager Administrative

Services

MAS1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

MAS2 0 1 1 0 0 0 3 2 5 0 0 0 3 3 6

MAS3 4 5 9 1 3 4 7 0 7 0 0 0 12 8 20

Total Administrative

Services 62 107 169 13 60 73 47 64 111 17 51 68 139 282 421

Correctional Officers

CO1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CO2 0 0 0 0 0 0 506 176 682 0 0 0 506 176 682

CO3 0 0 0 0 0 0 41 5 46 0 0 0 41 5 46

CO4 0 0 0 0 0 0 99 27 126 0 0 0 99 27 126

CO5 0 0 0 0 0 0 1 0 1 0 0 0 1 0 1

CO6 0 0 0 0 0 0 3 1 4 0 0 0 3 1 4

CO7 0 0 0 0 0 0 11 5 16 0 0 0 11 5 16

Total Correctional

Officers 0 0 0 0 0 0 661 214 875 0 0 0 661 214 875

Operational Services

OPS1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

OPS2 0 0 0 33 3 36 0 0 0 0 0 0 33 3 36

OPS3 1 0 1 34 42 76 65 7 72 0 0 0 100 49 149

OPS4 0 0 0 3 3 6 12 0 12 2 0 2 17 3 20

OPS5 1 0 1 3 3 6 1 0 1 0 0 0 5 3 8

OPS6 0 0 0 0 0 0 6 0 6 0 1 1 6 1 7

OPS7 0 0 0 0 0 0 1 0 1 0 0 0 1 0 1

Total Operational

Services 2 0 2 73 51 124 85 7 92 2 1 3 162 59 221

Allied Health

Professionals

AHP1 0 0 0 6 16 22 0 3 3 0 0 0 6 19 25

AHP2 0 5 5 16 49 65 3 15 18 0 0 0 19 69 88

AHP3 10 18 28 4 8 12 1 6 7 0 0 0 15 32 47

AHP4 0 1 1 1 0 1 0 1 1 0 0 0 1 2 3

AHP5 0 1 1 0 0 0 0 0 0 0 0 0 0 1 1

Total Allied Health

Professionals 10 25 35 27 73 100 4 25 29 0 0 0 41 123 164

Professional Officers

PO1 0 0 0 1 2 3 0 0 0 0 0 0 1 2 3

PO2 1 1 2 1 2 3 0 0 0 0 0 0 2 3 5

PO3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

PO4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

PO5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Professional

Officers 1 1 2 2 4 6 0 0 0 0 0 0 3 5 8

Executives

SAES1 2 2 4 1 0 1 3 1 4 0 0 0 6 3 9

SAES2 1 0 1 0 0 0 0 0 0 0 0 0 1 0 1

Total Executives 3 2 5 1 0 1 3 1 4 0 0 0 7 3 10

Ministerial

Special Ministerial

Classifications 4 0 4 0 0 0 0 0 0 0 0 0 4 0 4

Total Ministerial 4 0 4 0 0 0 0 0 0 0 0 0 4 0 4

Government Services

GSE1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GSE2 0 0 0 0 0 0 5 8 13 0 0 0 5 8 13

GSE3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GSE5 0 0 0 0 0 0 1 0 1 0 0 0 1 0 1

Total Government

Services 0 0 0 0 0 0 6 8 14 0 0 0 6 8 14

Government Stores

WSE2 0 0 0 0 0 0 2 0 2 0 0 0 2 0 2

WSE3 0 0 0 0 0 0 1 0 1 2 0 2 3 0 3

WSE4 0 0 0 0 0 0 0 2 2 9 1 10 9 3 12

WSE5 0 0 0 0 0 0 0 0 0 1 1 2 1 1 2

WSE6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Government

Stores 0 0 0 0 0 0 3 2 5 12 2 14 15 4 19


Government Transport –

Freight

MF11 0 0 0 0 0 0 1 0 1 0 0 0 1 0 1

MFD7 0 0 0 0 0 0 1 0 1 0 0 0 1 0 1

MFD9 0 0 0 0 0 0 1 0 1 0 0 0 1 0 1

Total Government

Transport 0 0 0 0 0 0 3 0 3 0 0 0 3 0 3

Hourly Paid Instructors

HPICAS 0 0 0 0 0 0 3 17 20 0 0 0 3 17 20

Total Hourly Paid

Instructors 0 0 0 0 0 0 3 17 20 0 0 0 3 17 20

Total All Streams 82 135 217 116 188 304 815 338 1153 31 54 85 1044 715 1759

NOTE: Central Office represents all work groups (including the Ministerial Office, Advisors & Minister) that are not defined as Custodial or Community Corrections. However, some Custodial and Community Corrections staff are located in Central Office. Statewide Operations has been split into Custodial and Community Corrections to better show the differences in the 2 workforces.

8.2 Gender Status in 2013-14

Persons 1 755

FTE's 1 685.66

Gender % Persons % FTE

Male 59.26 60.52

Female 40.74 39.48

Number of Persons Separated from the agency during the last 12 months 179

Number of Persons Recruited to the agency during the 2013-14 financial year 240

Number of Persons Recruited to the agency during the 2013-14 financial year AND who were active/paid at June 2013

181

Number of Persons on Leave Without Pay at 30 June 2014 23

* Does not include Minister, Ministerial Advisors or Chief of Staff

8.3 Employees by Salary Bracket in 2013-14

Salary Bracket Male Female Total

$0 - $54,799 594 325 919

$54,800 - $69,699 291 181 472

$69,700 - $89,199 97 144 241

$89,200 - $112,599 50 62 112

$112,600+ 8 3 11

Total 1040 715 1755


8.4 Status of Employees in Current Position in 2013-14

FTE's

Gender Ongoing Short-term contract Long-term contract Casual Total

Male 965.8 40.63 7 6.7 1 020.13

Female 588.53 63.45 6 7.55 665.53

Total 1 554.33 104.08 13 14.25 1 685.66

Persons

Gender Ongoing Short-term contract Long-term contract Casual Total

Male 972 44 7 17 1 040

Female 616 71 6 22 715

Total 1 588 115 13 39 1 755



8.5 DCS SAES Executives (Gender and Classification) in 2013-14

Classification

Ongoing

Term

Tenured

Term

Untenured

Total

Total M F M F M F M F

SAES1 0 0 0 0 5 3 5 3 8

SAES2 0 0 0 0 2 0 2 0 2

Total 0 0 0 0 7 3 7 3 10


8.6 Average Days Leave Per FTE Employment in 2013-14

Leave Type 2010-11 2011-12 2012-13 2013-14

Sick Leave 9.53 9.62 8.59 8.74

Family Carer’s Leave 1.55 1.48 1.27 1.42

Miscellaneous Special Leave 0.89 0.95 1.02 1.24


8.7 Number of Employees by Age Bracket by Gender in 2013-14

Age Bracket Male Female Total % of Total 2014 Workforce

Benchmark % *

15 - 19 2 3 5 0.28 5.5

20 - 24 35 21 56 3.19 9.7

25 - 29 50 66 116 6.61 11.2

30 - 34 94 60 154 8.77 10.7

35 - 39 106 74 180 10.26 9.6

40 - 44 114 87 201 11.45 11.4

45 - 49 142 103 245 13.96 11.1

50 - 54 182 113 295 16.81 11.4

55 - 59 163 104 267 15.21 9.1

60 - 64 121 66 187 10.66 6.7

65+ 31 18 49 2.79 3.6

Total 1040 715 1755 100 100


NOTE: *Australian Bureau of Statistics Australian Demographic Statistics, 6291.0.55.001 Labour Force Status (ST LM8) by sex, age, state, marital status – employed – total from Feb78 Supertable, South Australia at November 2013

8.8 Number of Aboriginal and/or Torres Strait Islander Employees in 2013-14

Salary Bracket Aboriginal Staff Total Staff % Aboriginal Target

$0 - $54,799 34 919 3.7 2%

$54,800 - $69,699 16 472 3.39 2%

$69,700 - $89,199 8 241 3.32 2%

$89,200 - $112,599 2 112 1.79 2%

$112,600+ 0 11 0 2%

Total 60 1755 3.42 2%


8.9 Cultural and Linguistic Diversity in 2013-14

Male Female Total % of Agency SA Community*

Number of employees born overseas 178 85 263 14.99 22.1

Number of employees who speak

language(s) other than English at home 44 26 70 3.99 14.4


NOTE: *Benchmarks from ABS Publication Basic Community Profile (SA) Cat No. 2001.0, 2011 census


8.10 Employees with Disabilities Requiring Workplace Adaptation in 2013-14

Male Female Total % of Agency

16 8 24 1.4

NOTE: It is recognised that many employees do not wish to declare they have a disability and departmental employee data collection regarding disabilities is based on self-disclosure only. Therefore, specific information regarding the types of disabilities (physical, intellectual sensory physiological / psychiatric or other) may not be captured.

8.11 Employees Using Voluntary Flexible Working Arrangements in 2013-14

Leave Type Male Female Total

Purchased Leave 2 8 10

Flexitime 154 299 453

Compressed Weeks 0 0 0

Part-time 41 121 162

Job Share 0 10 10

Working from Home 1 1 2

8.12 Number of Investigations into Breaches of the Code of Ethics in 2013-14

Breaches Found 14

Penalties for breach found:

Reprimand 7

Reprimand and loss of remuneration 1

Reprimand and loss of leave 0

Loss of remuneration 0

Termination 3

Other (restitution) 1

No breach found 7

Employee resigned prior to completion 2

Awaiting completion 14

Total number of investigations 37

8.13 Accredited Training Packages by Classification in 2013-14

Classification Number of Accredited Training Packages

AHP1 27

AHP2 11

AHP3 3

ASO1 0

ASO2 11

ASO3 9

ASO4 2

ASO5 5

ASO6 1

ASO7 5

GSE5 0

HPIC 0

MAS3 1

MF11 0

OPS2 9

OPS3 49

OPS4 2

OPS5 0


OPS6 0

OPS7 0

OPX2 0

OPX3 32

OPX4 5

OPX5 1

OPX6 2

PO1 3

PO2 9

CO1 3

CO2 388

CO3 13

CO4 59

CO6 1

CO7 0

WSE4 1

8.14 Leadership and Management Training Expenditure in 2013-14

Training and Development Total Cost % of Total Salary Expenditure

Total training and development expenditure $1 757 597 1.23

Total leadership and management development $419 562 0.29

NOTE: DCS salary budget provides for the payment of employees working in prisons on a 24/7 roster and therefore includes payment of shift allowances and call backs. In addition, due to system limitations, many salary costs of employees participating in training (and any call back charges) are not factored into the total training investment – this is also the case for any training directly charged against program and project codes.

8.15 WHS Notices and Corrective Action Taken in 2013-14

Number of notifiable incidents pursuant to WHS Act 2012 Part 3 3

Number of notices served pursuant to WHS Act Section 90, Section 191 and Section 195 (Provisional

improvement, improvement and prohibition notices) 2

8.16 Agency Workers Compensation Expenditure in 2013-14

Expenditure 2013-14

($m)

2012-13

($m)

Variation

($m)+(-)

% Change

=+(-)

Hospital $0.092m $0.161m -$0.069m -42.86%

Income Maintenance $1.999m $1.461m +$0.538m +36.82%

Investigation $0.001m $0.012m -$0.011m -91.67%

Legal Expenses $0.080m $0.124m -$0.044m -35.48%

Lump Sum $0.667m $0.897m -$0.230m -25.64%

Other $0.021m $0.022m -$0.001m -4.55%

Registered Medical $0.738m $0.709m +$0.029m +4.09%

Rehabilitation $0.278m $0.275m +$0.003m +1.09%

Travel $0.051m $0.065m -$0.014m -21.54%

Total Claims Expenditure $3.927m $3.726m +$0.201m +5.39%


8.17 Meeting Safety Performance Targets in 2013-14

Base:

2009-10

Performance 12 months

as at 30 June 2014*

Numbers

or %

Actual Notional

Target**

Variation

1. Workplace fatalities 0 0 0 0

2. New workplace injury claims 149 150 119 31

3. New workplace injury claims frequency rate*** 57.08 55.06 45.41 9.66

4. Lost time injuries frequency rate*** 30.65 39.65 24.38 15.27

5. New psychological injury frequency rate*** 9.33 8.46 7.38 1.08

6. Rehabilitation and return to work:

6a. Early assessment within 2 days 66.44% 81.08% 80.00% 1.08%

6b. Early intervention within 5 days 97.22% 100.00% 90.00% 10.00%

6c. Days lost <=10 days 42.22% 44.23% 60.00% -15.77%

7. Claim determination

7a. Claims to be determined for provisional in 7 calendar

days 26.32% 98.63% 100% -1.37%

7b. Claims determined in 10 business days 68.92% 48.89% 75.00% -26.11%

7c. Claims still to be determined after 3 months 7.43% 9.63% 3.00% 6.63%

8. Income maintenance payments for recent Injuries

2012-13 injuries (at 24 months development) $823 381.95 $949 486.93 -$126 104.98

2013-14 injuries (at 12 months development) $665 900.00 $465 936.81 $199 963.19

NOTE: * Except for target 5, all data is at year to date ** Based on cumulative reduction from base at a constant quarterly figure

*** Frequency rates are calculated for benchmarking and are used by the WorkCover Corporation. Frequency rates calculated as: Number of new / lost time / psychological injuries for year x 1 000 000 (number of hours worked in year).

8.18 Workers Compensation Statistics

PSWR Actuarial

Valuation of

Workers

Compensation

Liabilities

(rounded)

PSWR Actuarial

Valuation of

Workers

Compensation

Liabilities

(actual)

DCS Annual Report

(Notes to and

forming part of

Financial

Statements)

W/Comp Provisions

DCS

Number of New

Workers

Compensation

Claims by

Financial Year

30 June 2014 $15.6m $15 583 237 $15 584 150

30 June 2013 $16.0m $16 028 569 $16 028 103

30 June 2012 $18.2m $18 232 081 $18 232 122

30 June 2011 $18.0m $18 001 763 $17 078 147

30 June 2010 $20.0m $20 032 359 $18 824 149

30 June 2009 $21.1m $21 105 996 $20 311 141

30 June 2008 $24.9m $24 932 778 $23 983 182


APPENDIX 9 OVERSEAS TRAVEL IN 2013-14

Number of Employees

Destination/s

Reasons for Travel

Total Cost to

Agency

2 United States of America

Attendance at the International Corrections and Prisons Association 15th Annual General Meeting and Conference (October 2013)

12 000

APPENDIX 10 LEGISLATION THAT GOVERNS THE

OPERATION OF THE DEPARTMENT

The activities of the Department for Correctional Services are governed by various forms of legislation, and include but are not limited to the:

Correctional Services Act 1982

Bail Act 1985

Criminal Law (Sentencing) Act 1988

Mental Health Act 1993

Prisoner (Interstate Transfer) Act 1982

Parole Orders (Transfer) Act 1983

International Transfer of Prisoners Act 1997

Victims of Crime Act 2001

Industrial and Employee Relations Act 1994

Industrial Law Reform (Fair Work) Act 2005

State Records Act 1997

Freedom of Information Act 1991

Work Health and Safety Act 2012

Workers Rehabilitation and Compensation Act 1986

Carer’s Recognition Act 2005

Equal Opportunity Act 1984

Public Sector Management Act 1995

Public Sector Act 2009

Public Finance and Audit Act 1987