ANNUAL REPORT 2010 – 2011
Level 2, 400 King William Street ADELAIDE SA 5000
Telephone: 08 8226 9000
www.corrections.sa.gov.au
CONTENTS
DEPARTMENT FOR CORRECTIONAL SERVICES ...... 6 HIGHLIGHTS 2010–11 ...... 6 INTRODUCTION ...... 7 YEAR IN REVIEW ...... 8 STRATEGIC PLAN 2008-11 ...... 10 ORGANISATIONAL CHART...... 11 OVERVIEW OF THE DEPARTMENT FOR CORRECTIONAL SERVICES...... 12 OFFICE OF THE CHIEF EXECUTIVE ...... 12 STRATEGIC SERVICES ...... 12 OFFENDER DEVELOPMENT ...... 12 CUSTODIAL SERVICES ...... 12 COMMUNITY CORRECTIONS ...... 13 FINANCE AND ASSET SERVICES ...... 13 HUMAN RESOURCES ...... 13 DELIVERING OUR CRITICAL SERVICES ...... 14 KEY STRATEGIES ...... 14 KEY PERFORMANCE INDICATORS ...... 14 KEY ACHIEVEMENTS 2010-11 ...... 15 KEY OBJECTIVES 2011-12 ...... 15 PUBLIC PROTECTION AND REDUCED RE-OFFENDING ...... 16 INTRODUCTION ...... 16 OFFENDER ASSESSMENTS ...... 16 OFFENDER DEVELOPMENT PROGRAMS ...... 17 INTEGRATED HOUSING EXITS PROGRAM ...... 17 REHABILITATION PROGRAMS BRANCH ...... 18 INTERVENTION TEAMS ...... 18 SENTENCE MANAGEMENT UNIT ...... 18 PSYCHOLOGICAL SERVICES ...... 19 ABORIGINAL SERVICES UNIT ...... 19 ALCOHOL AND OTHER DRUG STRATEGY ...... 20 PRISONER AND OFFENDER EDUCATION ...... 21 PRISON INDUSTRY ...... 21 PRISON HEALTH SERVICE ...... 22 CHAPLAINCY SERVICE ...... 22 THE SAFE, SECURE AND HUMANE MANAGEMENT OF OFFENDERS IN PRISON ...... 23 INTRODUCTION ...... 23 YATALA LABOUR PRISON ...... 23 ADELAIDE REMAND CENTRE ...... 24 MOBILONG PRISON ...... 24 PORT AUGUSTA PRISON ...... 25 CADELL TRAINING CENTRE ...... 26 PORT LINCOLN PRISON ...... 27 ADELAIDE WOMEN ’S PRISON ...... 27 ADELAIDE PRE -RELEASE CENTRE ...... 27 MOUNT GAMBIER PRISON ...... 28 SECURITY CLASSIFICATIONS ...... 28 INCENTIVE BASED REGIME ...... 29 NOMINATED VISITORS ...... 29 VISITING INSPECTORS ...... 29 VISITING TRIBUNALS ...... 29 COMPLAINTS MANAGEMENT ...... 30 PRISONER POPULATION ...... 30 GENDER ...... 30 AGE ...... 30 ABORIGINAL STATUS ...... 30 REMAND ...... 30 SENTENCE LENGTH ...... 30
MOST SERIOUS OFFENCE ...... 31 MOST SERIOUS OFFENCE FOR SENTENCED MALES – 2008-2011...... 31 MOST SERIOUS OFFENCE FOR SENTENCED FEMALES – 2008-2011...... 31 PRISON INCIDENTS ...... 32 ESCAPES ...... 32 ASSAULTS ...... 32 DEATHS IN CUSTODY ...... 32 ILLICIT DRUGS ...... 33 SEARCH OF PRISONERS ...... 33 COMMUNITY CORRECTIONS ...... 34 INTRODUCTION ...... 34 SOUTHERN METROPOLITAN REGION ...... 34 NORTHERN METROPOLITAN REGION ...... 35 SOUTHERN COUNTRY REGION ...... 35 NORTHERN COUNTRY REGION ...... 36 OFFENDER REPORTS ...... 36 OFFENDER PROGRAMS ...... 36 COMMUNITY SERVICE (R EPAY SA)...... 36 PROBATION ...... 37 INTENSIVE PROBATION SUPERVISION ...... 38 PAROLE ...... 38 HOME DETENTION ...... 38 INTENSIVE BAIL SUPERVISION (H OME DETENTION BAIL )...... 39 BAIL ...... 39 DRUG COURT CURFEW ...... 39 NUMBER OF ORDERS ...... 40 NUMBER OF INDIVIDUALS ...... 40 GENDER ...... 39 ABORIGINAL STATUS ...... 39 AGE ...... 40 SUPPORT AND ENGAGEMENT OF VICTIMS OF CRIME ...... 41 VICTIM SERVICES ...... 41 BUILDING OUR CAPACITY AND CAPABILITY ...... 42 KEY STRATEGIES ...... 42 KEY PERFORMANCE INDICATORS ...... 42 KEY ACHIEVEMENTS 2010-11 ...... 43 KEY OBJECTIVES 2011-12 ...... 43 CAPACITY ...... 44 ASSET AND RISK SERVICES ...... 45 RISK MANAGEMENT...... 46 CONTRACT AND BUSINESS MANAGEMENT ...... 46 SUMMARY OF FINANCIAL RESULTS ...... 47 SUMMARY INCOME STATEMENT ...... 47 OPERATING EXPENDITURE BY PROGRAM ...... 48 CAPABILITY ...... 49 VOLUNTEER SUPPORT ...... 54 RESEARCH MANAGEMENT ...... 55 INFORMATION ANALYSIS ...... 55 INFORMATION TECHNOLOGY MANAGEMENT ...... 55 DATA WAREHOUSE ...... 56 INTRANET ...... 56 PUBLIC WEB SITE ...... 56 VIDEO CONFERENCING ...... 56 LEADING AND MANAGING OUR ORGANISATION ...... 57 KEY STRATEGIES ...... 57 KEY PERFORMANCE INDICATORS ...... 57 KEY ACHIEVEMENTS 2010-11 ...... 57 KEY OBJECTIVES 2011-12 ...... 57 STRATEGIC LEADERSHIP...... 58 ENERGY MANAGEMENT ...... 58 MEDIA LIAISON AND CORPORATE COMMUNICATIONS ...... 58
STRATEGIC MANAGEMENT ...... 59 STRATEGIC MANAGEMENT ...... 59 EFFECTIVE CORPORATE PERFORMANCE ...... 60 CIVIL CLAIMS ...... 60 CORPORATE FINANCE ...... 60 FREEDOM OF INFORMATION ...... 61 POLICY DEVELOPMENT ...... 62 STAKEHOLDER SUPPORT ...... 62 LEGISLATION ...... 63 INDEX ...... 64 APPENDICES 1 – 9 ...... 66 APPENDIX 1 – AUDITOR GENERAL’S REPORT AND FINANCIAL STATEMENTS 2010-11...... 67 ...... 93 ADDENDUM – 2009-10 ANNUAL REPORT – PAGE OMITTED...... 95 APPENDIX 2 – ACCOUNTS PAYABLE 2010-11...... 96 APPENDIX 3 – ENERGY USAGE 2010-11...... 96 APPENDIX 4 – CUSTODIAL SERVICES – STATISTICAL INFORMATION 2010-11...... 97 TABLE 1 – INTAKES BY RACIAL IDENTITY AND GENDER 2010-11...... 97 TABLE 2 – PRISONERS IN CUSTODY AND AVERAGE PRISON POPULATION IN 2010-11 ...... 97 TABLE 3 – PRISON CAPACITIES AND AVERAGE DAILY POPULATION 2010-11 ...... 97 TABLE 4 – ESCAPES FROM DCS CUSTODY 2010-11...... 98 TABLE 5 – ESCAPES FROM DCS FROM 2007-11 ...... 98 TABLE 6 – INCIDENTS IN PRISON 2010-11 ...... 98 TABLE 7 – PRISONER/STAFF INCIDENTS 2010-11...... 98 TABLE 8 – SENTENCED DISCHARGES BY TIME SERVED AND MAJOR OFFENCE - 2010-11...... 99 TABLE 9 – FORMS OF DISCHARGE BY INSTITUTION - 2010-11 ...... 100 APPENDIX 5 – COMMUNITY CORRECTIONS – STATISTICAL INFORMATION 2010-11...... 101 TABLE 1 – COMMUNITY CORRECTIONS ORDERS AND INDIVIDUALS - 2010-11...... 101 TABLE 2 – AGE AND SEX OF INDIVIDUALS WHO COMMENCED ORDERS - 2010-11...... 101 TABLE 3 – COMMUNITY CORRECTIONS ORDERS COMMENCED - 2010-11 ...... 102 TABLE 4 – COMMUNITY CORRECTIONS ORDERS CLOSED - 2010-11...... 103 TABLE 5 – HOME DETENTION - 2010-11 ...... 103 TABLE 6 – COMMUNITY CORRECTIONS REPORTS COMPLETED - 2010-11 ...... 104 APPENDIX 6 – HUMAN RESOURCES MANAGEMENT – STATISTICAL INFORMATION - 2010-11 ...... 105 TABLE 1 – DCS EMPLOYEES BY CLASSIFICATION STREAM, DIVISION AND GENDER - 2010-11...... 105 TABLE 2 – NUMBERS - GENDER – STATUS - 2010-11 ...... 106 TABLE 3 – NUMBER OF EMPLOYEES BY SALARY BRACKET - 2010-11 ...... 106 TABLE 4 – STATUS OF EMPLOYEES IN CURRENT POSITION - 2010-11...... 106 TABLE 5 – NUMBER OF EXECUTIVES IN CURRENT POSITION, GENDER AND CLASSIFICATION - 2010-11 ...... 106 TABLE 6 – AVERAGE DAYS LEAVE PER FTE EMPLOYMENT - 2010-11 ...... 107 TABLE 7 – NUMBER OF EMPLOYEES BY AGE BRACKET BY GENDER - 2010-11...... 107 TABLE 8 – NUMBER OF ABORIGINAL AND/OR TORRES STRAIT ISLANDER EMPLOYEES - 2010-11...... 107 TABLE 9 – CULTURAL AND LINGUISTIC DIVERSITY - 2010-11 ...... 107 TABLE 10 – NUMBER OF EMPLOYEES WITH DISABILITIES REQUIRING WORKPLACE ADAPTATION - 2010-11. 108 TABLE 11 – NUMBER OF EMPLOYEES USING VOLUNTARY FLEXIBLE WORKING ARRANGEMENTS - 2010-11 108 TABLE 12 – NUMBER OF INVESTIGATIONS INTO BREACHES OF THE CODE OF ETHICS - 2010-11...... 108 TABLE 13 – ACCREDITED TRAINING PACKAGES BY CLASSIFICATION - 2010-11...... 109 TABLE 14 – LEADERSHIP AND MANAGEMENT TRAINING EXPENDITURE - 2010-11 ...... 109 TABLE 15 – OHS NOTICES AND CORRECTIVE ACTION TAKEN - 2010-11 ...... 109 TABLE 16 – AGENCY WORKERS COMPENSATION EXPENDITURE - 2010-11 COMPARED WITH 2009-10 ...... 110 TABLE 17 – MEETING SAFETY PERFORMANCE TARGETS - 2010-11...... 110 TABLE 18 – WORKERS COMPENSATION STATISTICS - 2010-11...... 111 APPENDIX 7 – FREEDOM OF INFORMATION - INFORMATION STATEMENT ...... 112 APPENDIX 8 – OVERSEAS TRAVEL - 2010-11...... 113 APPENDIX 9 – LEGISLATION THAT GOVERNS THE OPERATION OF THE DEPARTMENT...... 114
DEPARTMENT FOR CORRECTIONAL SERVICES
HIGHLIGHTS 2010–11
Commissioned a new low security unit at Port Lincoln Prison, specifically designed for elderly and disabled prisoners
Commissioned the new Gawler Community Correctional Centre
Implemented and evaluated the pilot project targeting serious/high risk offenders
Commenced a program of works to upgrade security and infrastructure at the Northfield precinct
Commenced work for the construction of a new cell block at Port Augusta Prison
Continued to strengthen partnerships with victims groups
Continued the procurement for the Mount Gambier Prison contract
Exceeded expectations and continued expansion of the Repay SA community service program
Continued a focus on identifying and restricting contraband entering our prison system
Trialled modular accommodation at Cadell Training Centre
Implemented the Making Changes program for prisoners and offenders
Implemented integrated correctional business centres across prisons and community corrections
Progressed planning for additional prisoner accommodation at Mount Gambier Prison
Renewed the Declaration for Reconciliation, committing to improving the health and well- being of Aboriginal and Torres Strait Islander citizens
Completed a trial of the Prisoner Reintegration Employment Opportunity Program (PREOP) at Port Augusta Prison in collaboration with BHP Billiton
Completed the Sierra Program pilot at Port Augusta Prison targeting young offenders aged 18 to 23
Contributed to government policy and direction on criminal justice and related matters
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 6
INTRODUCTION
The Department for Correctional Services (DCS) plays a fundamental role in contributing to the good order of our community. This important function is clearly reflected in its vision and mission.
VISION A safer community by protecting the public and reducing re-offending
MISSION We contribute to public safety, the reduction of crime and the protection of victims through the safe, secure and humane management of offenders under our supervision and the provision of opportunities for rehabilitation.
CORPORATE VALUES The department’s corporate values provide a fundamental basis for every function performed. Integrity Ethical and respectful behaviour Social responsibility Accountability and professionalism Equity, diversity, and cultural inclusion The safety of our staff and the community The needs of victims of crime Belief in people’s capacity to change Improved outcomes for Indigenous people
The Department for Correctional Services is committed to achieving improved outcomes for its stakeholders: the community, the South Australian Parliament and government, courts and the Parole Board, and victims of crime.
KEY IDENTIFIABLE OUTCOMES Increased public protection Reduced re-offending Safe, secure and humane environment Increased support and engagement of victims Highest standards of leadership, management and administration Skilled, professional and valued workforce
The department provides work for approximately 1 670 employees across nine prisons, Central Office and 17 community correctional centres across the State of South Australia.
The majority of people held in custody will eventually be re-integrated into the community. Therefore, it is imperative for the department to provide offenders with rehabilitation opportunities, which will ultimately assist with their reintegration.
The department’s Annual Report encapsulates the performance and accomplishments for 2010-11 in accordance with legislation, government policy, the State Strategic Plan, and the department’s 2010-11 business and 2008-11 strategic plans.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 7
YEAR IN REVIEW
The Department for Correctional Services is committed to the safety of all South Australians through its dedication to protect the public and reduce re-offending.
There have been many rewards and challenges in the 2010-11 financial year that saw the department continue with an array of enhancements to services and further consolidate our operation.
In the 2010-11 year, a daily average of 1987 prisoners were accommodated in our prisons. It is anticipated that growth in prison numbers will continue in the years ahead and the department will continue to effectively manage increasing prisoner numbers diligently, now and into the future.
The department’s capital works projects have seen vital additions and planned improvements to prisons and community corrections offices. The projects include a range of improvements to existing infrastructure as well as implementing more stringent security and access control systems.
Significant work was completed with the commissioning of a new low security unit at Port Lincoln Prison. Known as the Bluefin Unit, it improves our prison capacity, as part of the Unit was specifically designed for elderly prisoners and those with mobility issues. The Bluefin Unit represents best practice in the safe, secure and humane treatment of such prisoners.
In addition, a six-cell modular accommodation unit has been trialled at Cadell Training Centre. The trial allows the department to gauge its success as a rapid, secure and cost effective way to meet future prisoner accommodation needs.
Work for the construction of a new high security cell block at Port Augusta Prison began in January 2011. The new cell block has two wings around a central officers’ station. Operational commissioning of the cell block is expected in early 2013.
Further programs of work to enhance security and existing infrastructure at the Northfield Precinct, consisting of Yatala Labour Prison, the Adelaide Women’s Prison and the Adelaide Pre-release Centre are well underway. Technological upgrades in electronic security detection and surveillance equipment will ensure ongoing delivery of safe and secure services at these sites.
The department continues to invest in programs and initiatives to improve and strengthen services. The South Australian Offender Management Plan is one positive improvement based on public protection and offender management. This pilot program is a multi-agency response, and identifies and individually case manages those serious or repeat adult offenders who present the most harm to the community. The plan aims to decrease the incidents of serious victim related crime. The positive outcomes of the pilot evaluation have resulted in an implementation proposal to expand the plan into other metropolitan areas.
A highlight for 2010-11 is the BHP Billiton Prisoner Reintegration Employment Opportunity Program (PREOP) at Port Augusta Prison. The program provides low security prisoners with the opportunity to develop skills and improve their chances to secure employment upon release from prison. Following a successful trial of the program it will now be delivered regularly from Port Augusta Prison. Many of the prisoners who have completed the program to date have been offered employment. This is a tremendous result.
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The Sierra Program has made a huge impact on staff and offenders alike in its inception year. Education, self-discipline, health and teamwork are targeted areas of improvement, along with cultural diversity. Community engagement is also a central theme of the program with family support, participation in the Duke of Edinburgh program and volunteering opportunities provided. Again, following a successful pilot, the program is now an ongoing initiative.
The opening of a new Community Correctional Centre at Gawler caters for a growing population in the region. More than 250 offenders will be supervised from the centre. The purpose designed fit out provides an environment that enhances the effective management of offenders, as well as appropriate security for staff. A programs room has been included for the delivery of rehabilitation programs for targeted offenders. Whilst order compliance will continue to be a key focus of the department, it goes hand in hand with rehabilitation, reintegration and skill building.
The department continues to exceed expectations with its Repay SA program across the state. During the financial year, Repay SA, launched in 2008, reached $5.5 million in value of work to the community. One focus of Repay SA is detag , which is the graffiti removal program. Further work includes the cleaning up of transport hubs, train stations, roadside litter, landscaping and house painting. Recognition is also deserving of the Special Needs Community Service Program, which is run from the Edwardstown Community Correctional Centre. The centre won an Australian Crime and Violence Prevention Award, in recognition of Repay SA work undertaken.
During 2010-11, the department commenced the implementation of correctional business centres with an improved structure to deliver business services more effectively and efficiently. Staff in the business centres have enhanced opportunities for career development and greater role specialisation.
Another achievement was the signing of the Declaration of Reconciliation 2011, which is a renewal of the department’s first declaration, initiated in 2002. The renewal highlights the commitment to improving the health and well-being of Aboriginal and Torres Strait Islander citizens in South Australia who have been involved with the criminal justice system.
Also in 2010-11, the Serious Offender Committee (SOC) was established. Within six months, the SOC had reviewed 61 Individual Development Plans and provided oversight on 390 case reviews for serious offenders.
To ensure that the department continues to enhance public safety and provide the highest level of prisoner and offender management, amendments to the Correctional Services Act 1982 and associated Correctional Services Regulations 2001 are proposed.
The Correctional Services (Miscellaneous) Amendment Bill 2011 was introduced into the South Australian Parliament in June 2011. The amendments aim to strengthen the supervision of offenders on parole, improve information sharing with relevant agencies and strengthen the security of the prison system.
Positive outcomes and achievements in correctional services is rewarding, but not without its challenges. These results could certainly not be accomplished without our enthusiastic volunteers and dedicated employees. I would like to take this opportunity to extend my sincerest gratitude to the staff, volunteers, Visiting Inspectors, Visiting Tribunals and other key stakeholders, including the Public Service Association and the South Australian Prison Health Service who, as always, contribute in an enormous way to assist us to achieve the best in a challenging environment.
Peter Severin CHIEF EXECUTIVE
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 9
STRATEGIC PLAN 2008-11
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 10
ORGANISATION CHART
Intelligence and CHIEF EXECUTIVE Investigations Unit Peter Severin
Shaping Corrections Program
EXECUTIVE DIRECTOR EXECUTIVE DIRECTOR EXECUTIVE DIRECTOR EXECUTIVE DIRECTOR EXECUTIVE DIRECTOR EXECUTIVE DIRECTOR FINANCE AND CUSTODIAL SERVICES COMMUNITY CORRECTIONS STRATEGIC SERVICES HUMAN RESOURCES OFFENDER DEVELOPMENT ASSET SERVICES David Brown Jeff Andrews Greg Weir Jenny Dunstan Anne Marie Martin Sue Lees
Offender Assessment, Custodial Services Finance and Asset Community Corrections Executive Human Resources Programs and Directorate Services Directorate Services Directorate Planning Unit Directorate
Adelaide Remand Centre Sentence Business and Southern Metro Corporate Finance HR Policy and Management Performance Unit Region Branch Projects Branch Cadell Training Services Centre
Policy and Rehabilitation Mobilong Northern Metro Financial Workforce Stakeholder Programs Branch Prison Region Accounting Management Services Branch
Mount Gambier Integrated Housing Prison Knowledge and Workforce Southern Country Management Exits Program Information Planning and Region Accounting Services Development Adelaide Women’s Branch Prison
Northern Country Aboriginal Adelaide Region Services Procurement Pre-release Centre
Port Augusta Parole Board Registered Prison Secretariat Training Asset and Risk Organisation Services Branch Port Lincoln Prison Courts Corporate Unit Communications Yatala Labour Asset Prison Services
Volunteers Unit Prison Industries Risk Management, Insurance and Civil Claims Operations Security Unit
As at 30 June 2011
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 11
OVERVIEW OF THE DEPARTMENT FOR CORRECTIONAL SERVICES
Office of the Chief Executive The Office of the Chief Executive provides executive support to the Chief Executive and the Executive Director of Strategic Services.
The office also includes the Intelligence and Investigations Unit, which conducts investigations and manages strategic information relating to prisoners and offenders throughout the correctional system.
Strategic Services Strategic Services is responsible for strategic management and key services to stakeholders including the Minister and media. The directorate develops and facilitates the implementation of corporate plans, policies, processes and systems to enable the department’s achievement of government policy. The directorate also measures performance and contributes to quality management, and to the outcomes of the Justice Portfolio.
The directorate comprises the Aboriginal Services Unit, Policy and Stakeholder Services, Business and Performance Services, Knowledge and Information Systems, Executive Services, the Vocational Training and Education Centre of South Australia, and Corporate Communications.
Offender Development The Offender Development directorate, established in February 2009, is responsible for the development, management and evaluation of professional services for prisoners and offenders. These services ensure coordinated and integrated assessments, sentence planning, psychological services and rehabilitation programs (particularly in relation to high risk, serious offenders) with ongoing case management.
Offender Development includes the services of the Sentence Management Unit (incorporating Psychological Services); Rehabilitation Programs Branch; and the Offender Assessment, Programs and Planning Unit.
The directorate implements policies and procedures to ensure that intervention with offenders occurs in a manner that is coordinated, targets criminogenic needs and promotes community safety.
Custodial Services The Custodial Services directorate is responsible for the management and operation of the nine South Australian prisons.
These are the Adelaide Remand Centre (ARC), Adelaide Women’s Prison (AWP), Adelaide Pre-release Centre (APC), Yatala Labour Prison (YLP), Port Lincoln Prison (PLP), Port Augusta Prison (PAP), Cadell Training Centre (CTC), Mobilong Prison (MOB) and Mount Gambier Prison (MTG). Whilst Custodial Services is responsible for the management of Mount Gambier Prison, the prison is operated under contract by private company G4S Custodial Services Pty Ltd.
The Custodial Services directorate also has responsibility for the Operations Security Unit (OSU) and prison industries.
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Community Corrections Community Corrections is responsible for the supervision and monitoring of offenders in the community on Probation, Parole, Home Detention, Intensive Bail Supervision (Home Detention Bail), Bail, and Community Service Orders (Repay SA).
Community Corrections also provides information to the courts and the Parole Board to assist in sentencing and/or setting the conditions of bonds and other orders.
These services are provided through 17 community correctional centres and other outreach services situated throughout the state.
Finance and Asset Services Finance and Asset Services provide budgeting, finance, accounting, procurement, risk management, insurance and civil claims management, and asset management services to the entire department.
The division assists the department to effectively allocate resources for the delivery of services, monitors the financial performance of the department, and ensures government programs and initiatives are implemented in accordance with available resources.
The division also administers the department’s capital investment program, and manages and maintains the department’s fixed asset portfolio, comprising of nine prisons and 17 community correctional centres.
Human Resources Human Resources provide a range of services to enable the department to recruit, develop and implement plans to achieve safety in workplaces and manage industrial relations. The directorate is comprised of the following branches: • Human Resources Policy and Projects; • Workforce Management; and • Workforce Planning and Development.
Each of these branches provide a range of services within four key areas: • Getting 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.
The departmental Human Resources Strategic Plan continues to support the achievement of the corporate objectives to enable the department to achieve excellence in the public service.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 13
DELIVERING OUR CRITICAL SERVICES
A safer community by protecting the public and reduce re-offending, through the provision of the safe, secure and humane management of offenders, and the support and engagement of victims of crime. These are the vital services the Department for Correctional Services aspires to achieve.
Key Strategies As an organisation within the criminal justice system, the Department for Correctional Services: • upheld public safety and confidence by targeting dangerous, serious and persistent offenders
• advanced the case management and placement of offenders
• provided targeted interventions and rehabilitation services
• maintained the highest standards of security management
• effectively managed prisoners within defined regimes
• strengthened community based supervision and reintegration
• increased compliance with orders and sentences
• improved the support and engagement of the needs of victims of crime
• continued to strengthen partnerships with victims groups
Key Performance Indicators • Offence Focused Programs: Making Changes; violent and sex offender treatment program: number of programs commenced; number of program hours delivered; percentage of prisoners/offenders successfully completing offence focused programs
• Number of victims registered; number of out of hours responses to victims; compliance with legislative requirements
• Number of prisoner/offenders enrolled in education/vocational programs; percentage of education and vocational enrolments successfully completed; number of new enrolments and assessments in literacy and numeracy
• Number of prisoners with Offender Risk Need Inventory-Revised (ORNI-R) assessments completed
• Court reports completed on time
• Community Based Orders: supervised; commenced and completed; percentage of Aboriginal community based orders; community service work hours undertaken
• Escape rate; unnatural deaths; incidents of assaults; hours out of cell per day; percentage of eligible prisoners employed; number of complaints registered
• Number of intelligence referrals to SAPol
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 14
Key Achievements 2010-11 In 2010-11, the Department for Correctional Services delivered critical services by:
• establishing the Serious Offender Committee
• developing policies and procedures that target high risk offenders and strengthening the coordination of high risk offender management
• maintaining focus on identifying and restricting contraband entering the prison system
• expanding the community service initiative Repay SA and detag programs
• successfully completing pilot programs and commencing implementation of the BHP Prisoner Reintegration Employment Opportunity Program and Sierra Program, which aim to provide employment opportunities for prisoners
• enhancing offence focused programs for prisoners and offenders
• implementing a revised offender education model
• implementing the joint DCS / SAPol initiative – targeting offenders in the community; improving offender management plans
• implementing risk based Enhanced Community Corrections, such as compliance regimes and supervision standards for offenders under community supervision
• reducing workers compensation liability for 5th consecutive year
Key Objectives 2011-12 The Department for Correctional Services aims to deliver the following in 2011-12:
• Enhance programs focused on reducing the criminal activities of high risk offenders
• Implement the Abuse Prevention Program
• Continue to implement offence focused programs for prisoners and offenders
• Develop a program for female prisoners with complex needs and/or mental health issues
• Implement a medium intensity program for sex offenders with learning and/or intellectual disabilities
• Engage Aboriginal Visiting Inspectors to further build partnerships with the Aboriginal community
• Maintain partnerships with stakeholders to improve outcomes in regards to homelessness and reduce re-offending
• Increase the exploration of Aboriginal employment opportunities for Aboriginal prisoners leaving the correctional system
• Continue to expand the Repay SA program
• Continue to work in partnership with SAPol and other agencies to reduce recidivism
• Focus on the government’s pledge to support victims of crime and continue to work in collaboration with victim support groups
• Finalise the upgrade of improved security measures across various correctional sites
• Continue Northfield Prison Precinct upgrade and other important capital works projects
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 15
PUBLIC PROTECTION AND REDUCED RE-OFFENDING
Introduction Australian and international correctional jurisdictions are increasingly moving towards a more constructive way of working with prisoners and offenders to reduce crime and contribute to community safety.
The concept of integrated offender management was introduced into correctional services as a method of managing prisoners and offenders throughout their entire sentence, including their transition into the community. Introductions of this approach, nationally and internationally, reflect a growing commitment to safe and secure correctional and rehabilitation services that maximise an individual’s chance of sustaining long term behavioural change.
The Department for Correctional Services strives to deliver an integrated and seamless approach in the delivery of programs and services for remand prisoners, sentenced prisoners and offenders, from initial to final contact with the department. This approach, called Integrated Offender Management, provides for the dynamic and culturally appropriate management and rehabilitation of prisoners and offenders. It is underpinned by a specialised risk/needs assessment process, which is used to target the case management and interventions required for certain categories of prisoners and offenders.
A considerable body of research has shown that the provision of appropriate and targeted programs utilising effective methods for bringing about changes in an offender’s functioning, may have a significant impact in reducing crime. Offence specific programs provided by the department, in conjunction with interventions such as employment, vocational education and training, health and nutrition education and life and social skills, contribute to rehabilitation and a reduction in re-offending behaviour. These programs include Making Changes, the Violence Prevention Program, the Sexual Behaviours Clinic and Literacy and Numeracy Programs are delivered across a range of locations, both in prisons and Community Corrections.
The Aboriginal Services Unit and the Aboriginal Liaison Officers also play a valuable role in ensuring that prisoners and offenders remain connected with their community whilst in custody and/or on a community based order.
It has also been recognised that, in line with best practice, rehabilitation programs should be well integrated with other services including case management, both in the custodial and community setting, and education and vocational training so that a cohesive service is provided.
In addition to increasing the offender’s opportunity to obtain employment, there is a clear expectation from government and the community that the department provides a means for offenders to contribute to the community, to acknowledge the impact of their crime on victims, and to provide their victims with the opportunity to be involved in the sentencing and correctional process.
The department remains committed to working in partnership with justice portfolio agencies and community groups to ensure a safe and secure correctional system, and that prisoner and offender programs reflect the principles of community safety and rehabilitation.
Offender Assessments During 2007, the department introduced the Offender Risk Need Inventory-Revised (ORNI-R) as the primary assessment tool for identifying offender risk and need. The ORNI-R was developed by the Department of Community Safety (Queensland Corrective Services) and is based on five principles of effective offender intervention, namely: Risk, Need, Responsivity, Professional Discretion and Program Integrity.
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The information collected during the ORNI-R assessment provides the basis for the creation of an Individual Development Plan, which informs sentence and case planning (across both Custodial Services and Community Corrections). The tool assists in identifying responsivity factors, enables referrals to appropriate interventions and identifies reintegration and social needs such as accommodation, health and employment.
During 2009-10, the department introduced the Risk of Re-Offending (RoR) screening tool - prison, and probation and parole versions. This tool provides an initial service level response to determine risk and the necessity for the next level of assessment (Offender Needs Analysis or ONA). The RoR was placed onto the department’s electronic database in January 2010. The Offender Needs Analysis (ONA) was placed on the electronic database during March 2011.
The ORNI-R was not designed to assess the level of risk of re-offending within some specific offender populations (sexual or violent offenders), as additional assessment tools are necessary to determine risk and needs within these groups. In 2010, a restructure of the department’s psychological resources resulted in the creation of dedicated Sentence Management Unit (SMU) positions to conduct specialist psychological assessments, including risk of sexual and violent re-offending, cognitive assessment, neuropsychological screening, personality assessment and other complex assessments as required.
Offender Development Programs Offence focused programs based on the ‘What Works’ literature, have been proven to be effective in reducing rates of re-offending. Research and ongoing evaluation also leads to program modification and possible replacement with best practice interventions.
During 2010-11, departmental staff have continued to plan for future rehabilitation programs. The Making Changes program, that includes three phases (preparatory, substance use and general offending), has been established in both Community Corrections and Custodial Services. This program has replaced former core programs, including Anger Management, Victim Awareness and Drug and Alcohol Programs. The Offender Assessment, Programs and Planning Unit has continued to provide training, support and evaluation services for ongoing high quality delivery of Making Changes.
During 2010-11, a program for Aboriginal sexual offenders, called Cornerstone, was trialled at Yatala Labour Prison and delivered by Aboriginal Programs Officers from the Rehabilitation Programs Branch. It is envisaged however, the Cornerstone program will not continue beyond 2011 as Aboriginal offenders will be placed into mainstream rehabilitation programs, with staff being supported by Aboriginal Programs Officers.
During 2011, a new prison-based program for sexual offenders with cognitive deficits will also be trialled at Mount Gambier Prison. This program has been called SBC-me (reflecting the ‘Old Me, New Me’ concepts). SBC-me aims to reduce re-offending amongst sexual offenders that have been assessed as being significant risk of re-offending and are unable to meaningfully engage in the Sexual Behaviours Clinic due to inherited or acquired cognitive deficits.
Integrated Housing Exits Program The Integrated Housing Exits Program (IHEP) commenced as an outcome of the 2003 Social Inclusion Board Report, ‘Everyone’s Responsibility: Reducing Homelessness in South Australia’, which identified ‘release from correctional facilities and remand’ as a high impact area for crisis intervention. The report highlighted the importance of an integrated cross-government strategy to address this issue. A partnership has been formed between Housing SA and the department to work with non-government organisations to assist offenders on remand, or offenders with sentences less than 12 months that are at risk of homelessness.
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Within this program, accommodation is provided to participants through Housing SA on a short-term lease. Additional tenancy support services are provided to the offender, to assist them in finding alternative accommodation arrangements (private rental or long term lease with Housing SA). As at 30 June 2011, 47 people were actively involved in the program and a total of 141 ex-prisoners had been accommodated within the IHEP. Thirty-two participants have been transitioned into ongoing Housing SA tenancies with 23 participants returning to prison. The Housing Outreach Program also visited approximately 480 prisoners throughout the nine South Australian prisons, in relation to identified accommodation issues, during 2010-11.
Housing SA and DCS will continue to work in partnership during 2011-12 to secure the maximum number of properties allocated to this project (60 beds), and ensure that the services continue to support the goal of reducing homelessness and reducing re-offending.
Rehabilitation Programs Branch The Rehabilitation Programs Branch (RPB) was created during 2004 as a state government initiative. The RPB employs a multidisciplinary team and provides group-based, cognitive- behavioural programs for moderate to high risk sexual and violent offenders. Programs are delivered by the RPB across community and custodial settings and are around six to nine months in duration. The RPB utilises programs developed internationally, and based on principles of best practice.
The Sexual Behaviours Clinic (SBC) and Violence Prevention Program (VPP) both aim to address factors associated with risk of sexual or violent recidivism. These programs focus on increasing an offender’s capacity for self-management and positive living, by promoting positive relationship skills, managing negative emotions or unhelpful thinking patterns, and increasing awareness of the impact of offending.
During 2010-11, the RPB delivered the SBC at Yatala Labour Prison and Mount Gambier Prison, whilst the VPP was delivered at Port Augusta Prison and Mobilong Prison. The VPP was also completed at Port Adelaide Community Correctional Centre. Maintenance groups that aim to strengthen and extend the skills developed, whilst participating in the main program, have been provided at the Adelaide Community Correctional Centre. Support has been provided to case managers of participants who subsequently reside in country regions.
Intervention Teams During 2010-11, the continued roll out of the Making Changes program has occurred with Community Corrections Intervention Teams facilitating a total of 27 Making Changes phases. Custodial Services has delivered a total of 26 Making Changes phases.
Nationally acknowledged ‘Best Practice Standards’ are being utilised in order to provide quality programs, with social work teams from prisons and the community working closely together to ensure their implementation.
As a result of working to an ‘evidence-based’ rehabilitation model, further collaboration between divisions and increased involvement with rural intervention staff is anticipated during 2011-12.
Sentence Management Unit The Sentence Management Unit (SMU) operates from Yatala Labour Prison. In accordance with section 23(1) of the Correctional Services Act 1982 , the SMU has the responsibility for providing assessments and developing individual offender plans for offenders with a term of imprisonment exceeding six months. The SMU also makes decisions regarding the placement of prisoners.
The SMU is largely divided into two streams, an assessment and sentence planning function, and an administrative function. The two streams provide for the review of case management processes, secretariat support services for the Serious Offender Committee, and consider and determine home detention applications.
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In the six months from 1 January to 30 June 2011: • the Serious Offender Committee reviewed 61 Individual Development Plans and provided oversight on 390 case reviews for serious offenders; and • the Home Detention Committee reviewed 228 applications, 111 of which were approved for release on home detention.
The role of the SMU includes the: • creation of offender plans for all sex offenders and prisoners who have an effective sentence of six months or greater; • provision of administrative support to the Serious Offender Committee and the Home Detention Committee; • maintenance of records on prisoners with an effective sentence of 12 months or more; • provision of information to the Parole Board on all prisoners who have applied for parole; • monitoring of prisoner security ratings and status, such as dual or remand; • audit of offender plans, case reviews, case note entries, assessments and case files; • implementation and quality control of case management as described in the relevant Standard Operating Procedures; • monitoring of bedspace issues for all institutions; and • management of the movement of prisoners between institutions.
Psychological Services DCS employs psychologists who provide specialist assessment services across both Custodial Services and Community Corrections, as well as program delivery through the Rehabilitation Programs Branch.
DCS psychologists utilise empirically based, internationally recognised best practice principles and work collaboratively with other service providers, such as the Prison Health Service and Forensic Mental Health Services. They provide intervention and specialised assessments for offenders affected by substance abuse, personality and mental health disorders. They play a significant role in addressing the criminogenic needs related to violent, property, drug-related and sexual offending. They further assist with decision making regarding intervention for offenders by providing information to the SMU, the Serious Offender Committee and the Parole Board of South Australia.
Offenders are referred for psychological assessment and intervention through the SMU, via the departmental case management system. Specialised risk assessments inform the nature and level of needs, as well as treatment priorities. SMU psychologists are involved in the High Risk Assessment Team (HRAT) meetings and Behavioural Management Forums across the state. This is a multi-disciplinary approach with Prison Health Services, prison intervention teams and custodial officers, providing a format for urgent referrals for prisoners requiring immediate treatment, crisis intervention and specialised management strategies. The role of the psychologist attached to the HRAT adds opportunity for specialist assessment and advice to further guide behaviour modification and risk management strategies.
Aboriginal Services Unit The Aboriginal Services Unit (ASU) was established to service the needs of Aboriginal stakeholders within the department. In addition, the ASU monitors the department’s implementation of recommendations from the Royal Commission into Aboriginal Deaths in Custody (1991 ).
The unit is responsible for advising and developing the provision of culturally appropriate services to Aboriginal prisoners and offenders, and is a significant contributor to policy development for the management and rehabilitation of Aboriginal offenders. The unit actively participates in the development of partnerships and support for Aboriginal community organisations and other government departments, in the provision of services for Aboriginal offenders.
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Key activities for the Aboriginal Services Unit in 2010-11 included: • continuing to provide development and training opportunities to Aboriginal staff; • training all Aboriginal Liaison Officers who completed the Certificate III in Aboriginal liaison, to work within the correctional setting; • providing advanced cultural awareness training to the department’s staff throughout the state; • continuing to enhance the department’s partnership with Aboriginal stakeholders to ensure Aboriginal prisoners have access to culturally appropriate services and supports; • the engagement of specific Aboriginal integration services through Centacare to reingrate Aboriginal prisoners into society; • providing resources to enable Aboriginal prisoners to participate in programs that build life skills; • contributing to the recruitment and retention of Aboriginal staff across the correctional system; • the development and delivery of cultural competency training to Trainee Correctional Officers and other departmental staff, on a regular basis; • continuing to support the implementation and management of the Cross Border Aboriginal Family Violence Program delivered across the Pitjantjatjara, Yankunytjatjara and Ngaanyatjarra-speaking communities in central Australia; • the coordination and implementation of the National Indigenous Corrective Services Administrators’ Council working group agenda for Australian and New Zealand delegates; • the launch of the reaffirmed reconciliation statement, which aims to continue to build connections between correctional services and the Aboriginal community; • the development and implementation of the Aboriginal Impact Statement to guide the department’s decision making process; • supporting the department in finding systemic solutions to the barriers faced by Aboriginal people who are incarcerated; and • continuing to coordinate the Prevention of Aboriginal Deaths in Custody Forum, on a rotational basis around the department’s prisons, at which Aboriginal prisoners may raise concerns directly with the Chief Executive.
During 2011-12, the ASU will lead the engagement of the Aboriginal community within specific departmental institutions and programs by: • engaging Aboriginal Visiting Inspectors to further build partnerships with the Aboriginal community; • leading a working group to create equity and build diversity across the department; • engaging Aboriginal support programs that offer specific support to Aboriginal women who are incarcerated; and • exploring Aboriginal employment opportunities for Aboriginal prisoners leaving the correctional system.
Alcohol and Other Drug Strategy The department’s Alcohol and Other Drug Strategy incorporates an integrated approach to reduce the supply and demand of illicit drugs.
The department proactively focuses on intercepting the introduction and supply of illicit drugs into the prison system through the use of information gathered by the department’s Intelligence and Investigations Unit, and the activities of the Operations Security Unit. The department’s strategy also seeks to identify and target the extent of prisoners’ drug problems, and provide programs to help them overcome these problems.
Prisoner and community based offender urine testing continues to be undertaken extensively to detect the use of illicit drugs. In addition, the Parole Board increasingly imposes conditions that require parolees to undergo regular testing for drug and alcohol use. The courts have also been including drug testing conditions on Bonds and Bail agreements.
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The Alcohol and Other Drug Management Unit (AODMU) undertakes urinalysis and breath testing on community based offenders. The unit is a mobile service, accredited under Australian Standard 4308: Procedures for specimen collection and the detection and quantification of drugs of abuse in urine.
During 2010-11, the unit expanded to four testing officers who undertook in excess of 445 tests per month. This amounted to over 5350 urinalysis tests across Community Corrections and over 4058 tests in prisons.
In addition to testing, the unit also provided training and advice on testing issues for both Community Corrections and prison based staff. The department continues to improve the efficiency and effectiveness of this service, including increased attendances at regional offices and out of normal hours testing.
Prisoner and Offender Education The Vocational Training and Education Centre of South Australia (VTEC-SA) is the Registered Training Organisation (RTO) for the Department for Correctional Services. As such, VTEC-SA’s primary function is to make certain the qualifications on our training register (covering staff, prisoners and community based offenders) comply with the Australian Quality Training Framework thus ensuring the national standards for a registered training organisation are met. VTEC-SA staff also provide advice for planning, policy and direction for the education and training programs which the department is registered to deliver.
During 2010-11, the department continued to focus on prisoner education targeting prisoners who have very low levels of literacy and numeracy, and high risk of re-offending. Education programs emphasised the development of basic language, literacy and numeracy skills.
Concentrating on the development of literacy, numeracy, learning skills and employability capabilities improves opportunities for prisoners to access gainful employment on their release from prison and, by so doing, assists to lessen the incidence of recidivism.
During 2010-11: • a total of 1779 prisoners and offenders participated in education and vocational and educational training (VET) programs; • prisoners and offenders commenced 3032 units of study covering literacy/numeracy, vocational education, secondary school and tertiary studies. Two thousand, five hundred and eighty seven (2587) of these units were in literacy and numeracy, computing and business studies; • a total of 1554 units of study were completed for which the prisoners/offenders received a Statement of Attainment, an average of 60.1% completion rate; and • departmental staff enrolled in 2369 units during the financial year. Courses that staff were enrolled in included, Certificate II in Business, Certificate III and IV in Correctional Practice (Custodial), Certificate IV in Government, Diploma of Correctional Administration and Diploma of Government.
Prison Industry Prison Industries have continued to experience moderate growth over the last year. Existing customers are being serviced to meet their requirements whilst industry managers and general managers continue to search for new opportunities. Prison Industries have maintained quality accreditation to Australian Standard 9001:2008, as well as managing the food safety requirements of prison catering operations in accordance with the food safety standard code.
Industries continue to 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.
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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; • Cadell Training Centre - dairy, citrus, olive growing; • Port Lincoln Prison - cropping, carpentry, vegetable production, engineering; and • Port Augusta Prison - joinery, engineering, powder coating, vegetable growing.
Prison Industries currently employ approximately 300 prisoners daily across all sites.
Prison Health Service The South Australian Prison Health Service (SAPHS) is a section within the structure of SA Health, Central Adelaide Local Health Network (CALHN), State-wide Services. SAPHS provides medical and nursing services in primary health care, focusing on chronic and acute disease and promoting good health. They work collaboratively with Mental Health Services and Drug and Alcohol Services to support and manage patient’s with mental illness and significant substance abuse problems.
Allied health is provided by external providers. Dental services are provided by the South Australian Dental Service, and psychiatric clinics are provided by the South Australian Forensic Mental Health Service.
Yatala Labour Prison and the Adelaide Remand Centre have medical health facilities, which have the ability to provide 24 hour nursing services. Male or female prisoners who require health treatment or medical observation, within the scope of the service, may be transferred to Yatala Labour Prison’s 24 hour health centre. All other prisons have health centres with qualified nursing staff on duty during the day, with the exception of Mount Gambier Prison, whose health services are funded by the department and operated by G4S Custodial Services Pty Ltd.
The Department for Correctional Services and SAPHS have developed Joint System Protocols, which describe the responsibilities of the two agencies in relation to prisoner health and welfare and case management processes. During 2009, the agencies focused additional effort on complex case management and support. In addition, the Joint System Protocols were reviewed and updated in 2010 to include complex case management, which now include South Australian Forensic Mental Health and South Australian Dental Service as signatories. The Joint Systems Protocol is being reviewed and updated again in 2011 with the further inclusion of other Department of Health agencies.
Chaplaincy Service The Prison Chaplaincy Service (PCS) within a custodial setting is integral to the religious and social welfare needs of prisoners, and it is complementary to departmental objectives of a safe, secure and humane prison environment.
PCS provides pastoral care to prisoners and opportunities for worship, spiritual growth and religious education. The service is lead by the Principal Chaplain, who is supported by a number of chaplains who are either specifically trained and qualified or local volunteer chaplains. The PCS is dependant on the support of the managers and staff of prisons for the delivery of its service. PCS acknowledges the hard work and dedication of its chaplains, and is seeking to support and facilitate their work with new training opportunities and support models.
The department continues its commitment to supporting members of the Christian Prison Ministries Forum (CPMF), and their provision of various programs including, Kairos, Alpha, Prison Fellowship and other faith based initiatives that promote faith, cooperation, wellbeing and human dignity.
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THE SAFE, SECURE AND HUMANE MANAGEMENT OF OFFENDERS
IN PRISON
Introduction There are nine prisons located throughout South Australia, four of which are in the Adelaide metropolitan area, with each prison playing a specific role and function within the South Australian correctional system.
The key prisoner categories include, male and female, remand, sentenced, high security, medium security, low security and protection.
During 2010-11, South Australia had an average prisoner population of 1987, of whom 125 were female and 1862 were male.
The South Australian prison system is designed to enable prisoners to progress from high security to medium and then to low security prisons. A prisoner’s ability to progress through the system is based on their assessed level of risk to the community, institutional risk and their level of behavioural compliance in accordance with the various prison regimes. Placement also considers the availability of intervention services and programs to address their individual needs.
The department remains committed to addressing the needs of Aboriginal people in the criminal justice system. In accordance with that commitment, the department provides a range of support services to Aboriginal prisoners and staff.
Yatala Labour Prison Yatala Labour Prison (YLP) is South Australia’s largest prison and can accommodate up to 468 male prisoners. It is a multi-purpose facility for high, medium and low security prisoners, including those in protective custody. Yatala is the state’s primary metropolitan induction and reception prison for sentenced and remand male prisoners.
The department delivers a range of programs and services to prisoners at YLP, including education and vocational training, numeracy and literacy programs, and the Sexual Behaviours Clinic. Yatala Labour Prison is also the host of the Sentence Management Unit which assesses and develops the sentence plans and core programs that target specific criminogenic needs of prisoners. YLP also hosts the training school for new correctional officers.
In addition, the prison provides for an extensive prison industry program, delivering work and vocational opportunities in metal work and metal fabrication; joinery work in the manufacturing of a variety of timber products including furniture and sofa frames; a paint and powder coating workshop; E-Waste recycling of electronic components; a commercial laundry service for the prisons and health centres; and a commercial standard institutional kitchen that produces over a 1000 meals a day.
The institution is about to embark upon a significant infrastructure upgrade that will see the construction of a new gatehouse facility, a complete refurbishment of the kitchen and the construction of a new health centre and an area converted into a high dependency unit for the treatment, care and rehabilitation of sick, aged and infirm prisoners right across the state.
Throughout 2010 and 2011, Yatala Labour Prison underwent several changes in its management structure. It went from a predominantly unit management based model to a functional management model, shifting governance structures to core functions within the institution that focus responsibilities to the key areas of accommodation and security.
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In the coming financial year, YLP is expecting to introduce a new rosters system for custodial staff, reducing the number of custodial rosters from six to three. This will expand the variety of work opportunities for most staff and increased equity and exposure to personal development and promotional opportunities for staff.
Yatala Labour Prison will continue to evolve and change in the coming months and years as it reviews its operations and resources in an effort to meet organisational initiatives, whilst supporting both community expectations and state strategic objectives.
The Northern Metropolitan Correctional Business Centre is located at YLP, and provides services to YLP, Adelaide Pre-release Centre, Adelaide Women’s Prison and the Northern Metropolitan Community Correctional Region. Services include human resources, finance, occupational health and safety and procurement functions.
Adelaide Remand Centre The Adelaide Remand Centre (ARC) is a high security remand facility, which was commissioned in 1986, to replace male remand prisoner accommodation at the Adelaide Gaol when it closed. Its inner city location was to assist visiting regimes for prisoners’ families, and was originally intended as the sole accommodation for remand prisoners given its close proximity to the courts.
The ARC also manages a video conferencing facility, which allows offenders to appear before the court without the need to leave the facility, and consequently reduces the risk to the community.
Prisoners accommodated at the ARC have access to exercise yards, gymnasium, squash court and recreational areas, which form the basis of a constructive day. The centre operates an education program which focuses on literacy and numeracy to assist prisoners in preparing for their return to the community.
The centre also has its own fully equipped health centre where nursing staff and doctors, employed by SA Prison Health Service, manage the health needs of prisoners.
The ARC can accommodate up to 267 prisoners, which includes both mainstream and protective custody. Approximately 160 staff are employed at the ARC, comprising of management, custodial, administrative support and professional services staff.
Mobilong Prison Mobilong Prison is located near Murray Bridge, and provides accommodation for medium and low security male prisoners. It has the capacity to accommodate 327 prisoners.
Mobilong is an open campus, service delivery prison, which 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.
Programs and services delivered at Mobilong include education, vocational training, recreational activities and programs, such as the Making Changes program and the Violence Prevention Program. Prisoners are actively involved in the case management process to ensure that assessed needs are addressed and that adequate discharge planning has taken place.
The prison industry programs also offer employment and vocational training opportunities for prisoners, including various assembly work, paver production, manufacturing, metal trades workshop and bakery. Work programs outside the prison are available also for low security prisoners.
Mobilong is dedicated to excellence in education and bakery production, with its products widely used throughout the prison system.
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Prisoners can access designated areas in the prison without being escorted and are required to demonstrate personal responsibility.
The Southern Country Correctional Business Centre is located at Mobilong Prison. The Business Centre services Mobilong Prison, Cadell Training Centre, and Berri, Murray Bridge and Mount Gambier Community Correctional Centres. Services include human resources, finance, occupational health and safety and procurement functions.
Port Augusta Prison Port Augusta Prison (PAP) is a multi-purpose facility providing accommodation for up to 392 high, medium and low security prisoners.
Port Augusta Prison is South Australia’s largest regional prison catering for the full range of prisoner profiles. The facility provides for remand, reception and sentenced prisoners both male and female. Port Augusta Prison has a high proportion of Aboriginal prisoners from communities across the north of the state.
Programs and services delivered at PAP for 2010-11 include crisis intervention and support services, prisoner assessment and sentence planning, case management services, education and vocational training, and core programs, such as the Making Changes program, which addresses substance use and other general offending behaviour, and the Violence Prevention Program.
Port Augusta Prison provides prisoners with opportunities for work and training in the kitchen, laundry, garden, nursery and other trade workshops. The prison industry program includes seed propagation, seasonal vegetable production, timber furniture production and metal products fabrication.
During 2010-11, infrastructure projects included the construction of a new security unit (NSU), which commenced in February 2011. The NSU has been designed to hold 81 prisoners of medium and high security classifications. It is anticipated the construction of the building will be completed in late 2012. Upon completion PAP will be able to accommodate approximately 473 prisoners.
Port Augusta Prison also contains an accommodation unit dedicated to Aboriginal prisoners. The unit, called Pakani Arangka, which means ‘a good growing place’, is a 12 person unit in dual occupancy accommodation. The unit, located within a large garden, enhances the ability to provide culturally specific programs and allows cultural interaction amongst prisoners.
The programs that support Pakani Arangka include a range of education and vocational programs, as well as culturally specific training, such as men’s leadership and enhanced cultural awareness training. Pakani Arangka requires that prisoners agree to demonstrate a high level of institutional conduct and display a sound work ethic in order to contribute to a stable communal living environment.
In 2010, PAP developed the Sierra Program which targets young offenders aged between 18 and 23 years. The program concept is based on relevant literature on the characteristics and needs of young persons involved in criminal behaviour. The cognitive based program aims to assist participants in building essential skills to support an offence-free lifestyle after release from prison.
The Port Augusta Prison and BHP Prisoner Reintegration Employment Opportunity Program (PREOP) continued for 2010-11. This program involves groups of twelve low security offenders undergoing three months of training at PAP, and on site at Roxby Downs. Prisoners gain certificates in elevated work platforms, fork-lifts, front end loaders, and complete mining and safety inductions, as well as gain skills in interviewing and resumé writing. To date, 34 offenders have completed the program with 17 now in full time paid employment, with a further eight prisoners being shortlisted. PREOP is the most successful program of its kind in Australia.
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PAP also has an agreement with the Port Augusta City Council to facilitate community service projects. These projects are undertaken by a work gang that operates from the low security cottages, and includes various work including undertaking graffiti removal, park construction and maintenance, and general clean up activities of the foreshore area. This community service has also been extended to include submissions from other community organisations. For the 2010-11 financial year, the community benefit was estimated at approximately $97 920.
The Northern Country Correctional Business Centre is located at Port Augusta Prison. The Business Centre provides human resources, finance, occupational health and safety and procurement function services.
Cadell Training Centre Cadell Training Centre (CTC) provides accommodation for up to 161 low security male prisoners in a rural environment, on land covering approximately 1600 hectares.
Prisoners at CTC are able to undertake employment focused education programs, from numeracy and literacy to computer programs. In addition, they are able to obtain backhoe, truck, car and forklift licences, and nationally recognised qualifications in horticulture and dairy.
During 2010-11, 210 prisoners successfully gained licences and permits to assist them with their employment opportunities, through the department’s education programs including car learners’ permits, driving assessments for probationary licence, Forklift Licences, Backhoe Licences, Medium Rigid (MR) Licence, (White Card) Construction Industry Common Safety Industries Course, First Aid Certificates, Small Boat Operator's Licences, Chainsaw Tickets and Work Zone Traffic Management Tickets.
CTC also operates a registered Holstein-Friesian stud, and processes and packages the milk produced for use in the prison system as well as the Royal Adelaide Hospital. Horticulture pursuits including citrus orchards and olive groves, a nursery, irrigation unit, garage and workshop also support the above production units.
The work performed by the case management coordinators included six monthly reviews of all prisoners held at CTC in liaison with the education officer, the intervention team and staff. The case managers ensure prisoners meet the standards and regimes of the CTC through risk assessments and intense case management principles. Prisoners placed at CTC are encouraged to utilise the case management process to gain their medicare card and open a bank account prior to their transfer or discharge.
The good work by the CTC Community Work Program continued during 2010-11, with the program expanding over the course of the year. Major projects through the Community Work Program included the local Cadell Bowling Club clean up, painting of the Cadell Institute, Waikerie Football Club building walls, Ramco/Waikerie Bird Hide, Waikerie and Morgan cemetery clean up, Cadell Church (clean grounds), Marook Animal Shelter (clean up), Morgan Conservation Park (clean up) and fencing repairs for the Department for Environment and Heritage, to mention but a few of the projects.
It is estimated the work performed by the Community Work Unit and the Volunteer Unit has saved the local sporting clubs and organisations considerable resources throughout the year by utilising prison labour.
The Cadell Country Fire Service (CFS), which is staffed with seven custodial staff, nine members of the public and 13 prisoners maintained their training and level one and two qualifications. This also included a number of other accreditations throughout the year, such as Compressed Air Breathing Apparatus, Suppress Wild Fire, Government Radio Network Usage, Burn Over Drills and Off Road Driving. During 2010-11, the Cadell CFS attended 32 callouts and spent 91 hours attending those callouts. The Cadell CFS and the Community Work Unit have been featured in a number of positive newspaper articles.
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The Cadell Training Centre has had favourable responses from local communities and from the State Member for Stuart for its work within the various localities and various community groups.
Port Lincoln Prison Port Lincoln Prison is located 650 kilometres (by road) north-west of Adelaide on the lower Eyre Peninsula, and can provide accommodation for up to 126 medium to low security prisoners. In June 2011, the new low security unit, called Bluefin, was opened.
Port Lincoln Prison, which is considered ‘a farm property’, consists of approximately 200 hectares, and is currently used for barley, canola and livestock production. The commercial garden produces a wide range of vegetables, which are used within the institution and sold to the local community through contracts with local supermarkets, vegetable retail outlets, hotels and restaurants. The woodworking workshop recently produced all of the cell furniture for the Bluefin Unit.
As part of a community initiative, a small group of prisoners spent ten days assisting in establishing and dismantling the infrastructure for the annual Port Lincoln Tunarama Festival.
Adelaide Women’s Prison Adelaide Women’s Prison is the only dedicated women’s prison in the state and currently has the capacity to accommodate up to 148 female prisoners. It caters for both remand and sentenced prisoners with high, medium and low security ratings, including pre-release needs.
Remand and sentenced prisoners are accommodated together, a practice which is adopted in many other states around Australia. This allows available services to be equally provided to all prisoners.
The Adelaide Women’s Prison employs a multi-disciplinary approach to the management needs of female prisoners. Programs and services delivered at Adelaide Women’s Prison include crisis intervention and support services, prisoner assessment, case management, education and vocational training and sentence planning. The Making Changes program is also delivered to identified prisoners.
Employment opportunities include a textiles workshop, grounds work, kitchen, laundry and cleaning. The textiles workshop has a number of significant contracts with outside agencies as well as making prisoner clothing. The workshop has once again submitted entries for the Royal Show following their success in 2010. The workshop was also recently featured in a television documentary which highlighted their work and achievements.
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 the community.
The prison also has an excellent working relationship with Forensic Community Mental Health and James Nash House, to assist in the management of prisoners with complex mental health needs.
Adelaide Pre-release Centre The Adelaide Pre-release Centre (APC) is the main pre-release facility in the state for male prisoners. It has the capacity to accommodate 60 low security prisoners in cottage accommodation.
The APC was established to provide prisoners with programs to facilitate their gradual release into the community. Prisoners at the APC are generally in the last 12 to 18 months of their sentence and participate in accompanied and unaccompanied family leave, education, work release and community work programs.
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Meaningful education is given a high priority at the APC. Prisoners attend courses in community learning facilities with a view to addressing literacy and numeracy deficiencies and/or obtaining vocational education qualifications to assist in gaining future employment.
A partnership arrangement with the Department for Environment and Heritage continued in 2010-11, enabling two teams of selected low security prisoners to work in the metropolitan national parks. These prisoners carried out work on the Woody Weed Removal Program and fuel reduction work in bushfire prone areas. They also maintained fencing, gates and fire trails in these areas. The program continues to benefit the community as part of the department’s commitment to restorative justice, whilst assisting prisoners to gain accredited skills and establish a sound work ethic.
The APC continues to provide resocialisation programs to prisoners, based on the principles of incentive-based regimes, enabling prisoners to have a wide choice of programs as they move through each regime.
During 2010-11, the APC continued to deliver pre-release and life skills programs, such as accommodation services, basic budgeting, gambling assistance, men’s health as well as information sessions relating to Parole and Home Detention. External service providers, as well as departmental resources, are used to assist in preparing prisoners to re-enter the community.
Mount Gambier Prison Mount Gambier Prison is the only privately managed prison in South Australia. It is currently managed and operated by G4S Custodial Services Pty Ltd, and the contract is closely monitored by the department.
The prison can accommodate 172 male sentenced and remand prisoners, and caters primarily for medium and low security prisoners. The prison can also accommodate short-term high security male and female prisoners.
G4S is responsible for the day to day operation of the prison, although these operations are overseen by a departmental General Manager and two onsite operational coordinators, as required by legislation.
Performance of the prison and its operations are monitored by a range of mechanisms, such as: • monthly meetings of the Strategic Planning Committee (SPC) to consider any key issues and performance indicators; • monthly reports from the departmental general manager who oversees the prison (and is also the General Manager of Mobilong Prison); and • monthly reports from the G4S Director who manages the prison on a day-to-day basis.
This monitoring is conducted to ensure the prison remains operationally effective, provides value for money, and that G4S complies with its contractual obligations.
The public tender process for the operation of Mount Gambier Prison continued throughout 2010-11. In June 2011, Cabinet approved G4S as the successful tenderer and departmental staff commenced transition planning in collaboration with G4S.
Security Classifications Prisoners who enter the prison system 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 general manager and/or the Serious Offender Committee, as required.
In addition to standard security considerations, prisoners must demonstrate positive behaviour and a commitment to addressing their offending behaviour to achieve a reduction in their security classification.
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As at 30 June 2011, 21.87% of prisoners were classified high, 54.54% were classified medium and 22.81% of prisoners were classified as low. There were approximately 0.79% of prisoners yet to be classified.
Incentive Based Regime Prisoners in South Australia are managed in accordance with incentive based regimes. Prison regimes are designed to encourage prisoners to accept responsibility for their own actions and behaviours. Upon entry into a prison, prisoners are placed on a basic regime and can progress to enhanced regimes that give greater access to privileges if their behaviour is appropriate. The regime system also allows for prisoners to be regressed for breaches of regulations or non compliance until expected standards of behaviour are achieved.
The regime management system seeks to enhance case management processes by ensuring prisoners are provided with opportunities to address offending behaviours and develop skills that will assist in leading a law-abiding lifestyle upon release back into the community.
Nominated Visitors Prisoners are entitled to receive visits from nominated visitors. Visits from relatives and friends enable prisoners to maintain community ties and are essential for the present and future wellbeing of prisoners and their families. During 2010-11, there were 47 505 visit sessions across the prison system. The total visitor number was 70 653.
Unfortunately, some visitors abuse their visit privilege and seek to introduce contraband into the prison system or do not meet accepted behavioural standards. When there is sufficient evidence to suggest that a visitor may be attempting to introduce contraband, they may be banned. During 2010-11, a total of 133 visitors were banned across the system. This is in comparison to 95 in 2009-10 and 145 in 2008-09.
Pursuant to Section 85 of the Correctional Services Act 1982 , during 2010-11: • 86 visitors were detained for South Australian Police (SAPol) attendance; and • the average duration of these detentions was approximate 15 minutes.
Visiting Inspectors Visiting Inspectors monitor the operation of prisons in accordance with the Correctional Services Act 1982 . Visiting Inspectors provide an independent regular inspection service across South Australian prisons.
Visiting Inspectors speak directly with prisoners to make certain that they are treated fairly and that their accommodation is clean and safe. They also ensure that prisoners have access to adequate food and suitable clothing, and may be called upon to investigate any complaints that could affect the health and welfare of prisoners.
South Australia currently has 25 active Visiting Inspectors. No new Visiting Inspectors were appointed in 2010-11.
Visiting Tribunals Visiting Tribunals are appointed by the Governor of South Australia 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.
In 2010-11, there were six active Visiting Tribunals, with no new appointments or revocations.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 29
Complaints Management The complaints management service provides a step by step prisoner and offender grievance process, aimed at achieving a satisfactory resolution at the first point of contact.
This service includes the prisoner complaint telephone line, which provides advice, information, and appropriate referral services for prisoners. In 2010-11, there were 977 registered calls to the Prisoner Complaint Line, compared with 973 in 2009-10.
Prisoner Population The average prison population continued to increase during 2010-11, and whilst the number of prisoners held in custody on remand was steady there was an increase in those serving a custodial prison sentence.
The average prisoner population for 2010-11 was 1987, this compares with 1963 in 2009-10 and 1935 in 2008-09.
The following table shows the annual average numbers of prisoners over the last five years.
Average Prisoner Population 2006 t o 2011
1935 1963 1987 1855 2000 1686
1800
1600
1400 Prisoner
Population 1200
1000 06/07 07/08 08/09 09/10 10/11
Gender Males made up 94.03% of the prison population as at 30 June 2011.
Age The average age for a person in custody at 30 June 2011 was 37 years. This compares with 36.44 on the 30 June 2010, and 35.62 as at 30 June 2009. During 2010-11, 17.08% of all intakes into custody were in the 25-29 year age group.
Aboriginal Status The number of Aboriginal prisoners increased slightly from the previous year. As at 30 June 2011, 23.79% of prisoners were Aboriginal, this compares with 22.92% on the 30 June 2010.
Remand As at 30 June 2011, 31% of prisoners were unsentenced. This compares with 35.25% as at 30 June 2010, and 35.39% as at 30 June 2009.
Sentence Length The average expected time to serve in prison for sentenced prisoners as at 30 June 2011 was 69 months compared with 70.2 months on 30 June 2010, and 69.3 months on 30 June 2009.
Expected Time to Serv e in Custody 2 006 to 2 011
80 71.3 66.4 69.3 70.2 69
60
40 Months 20
0 06/07 07/08 08/09 09/10 10/11
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 30
Most Serious Offence As at 30 June 2011, the most common serious offence for male sentenced prisoners was Acts Likely to Cause Injury at 23.8%, as well as 30 June 2010 at 20.7%. Sex offences were the most common offences as at the 30 June 2009.
Most Serious Offence for Sentenced Males – 2008-2011
Other Offences Driving/Licence/Traffic Offences
Drug offences
Offences against Justice Procedures
Deception and related offences Unlawful entry with intent
Robbery, extortion and related offences Acts likely to cause injury
Other Theft
Sex Offences
Homicide
0 5 10 15 20 25 Percentage 2008 2009 2010 2011
As at 30 June 2011, the most common serious offence for sentenced female prisoners was Homicide at 22.6%. Homicide was also the most common offence, at 23.1%, on 30 June 2010, and also in 2009 at 23.3%.
Most Serious Offence for Sentenced Females – 2008-2011
Unknown
Other Offences Driving/Licence/Traffic Offences Drug offences Offences against Justice Procedures Deception and rel ated offences
Unlawful entry with intent
Robbery, extortion and related offences
Acts likely to cause injury Other Theft
Sex Offences
Homicide
0 5 10 15 20 25 Percentage
2008 2009 2010 2011
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 31
Prison Incidents
Escapes In 2010-11, four prisoners escaped from custody. Two incidents were by the same prisoner, one of which occurred at the Parole Board whilst under the supervision of G4S at the time of the escape, and the other whilst under the supervision of the Emergency Response Group at the Royal Adelaide Hospital.
The other two prisoners escaped from a low security unit at Port Augusta Prison (one incident).
All prisoners were recaptured and returned to custody.
In response to the escapes, the department has strengthened security measures for all prisoners, particularly for those in low security open custody and on escort or hospital watch. Strengthened measures include amendments to prisoner placements, the repositioning of restraints, additional security checks of the environment of individual hospital rooms, and implementing other strict guidelines to reinforce procedures.
No escapes occurred from a secure prison perimeter.
The following graph illustrates the escape rates since 2006 (escape rate is calculated as 100 x prisoners escaping divided by the daily average prison population). It must be noted that a single incident impacts greatly on the overall rate due to the very low number of incidents.
Escape Rates July 2006 - June 2011
1
0.8
0.6 0.32 0.36 0.2 0.4 0.15 0.2
0.2 PrisonerPopulation 0 06/07 07/08 08/09 09/10 10/11
Assaults Prisoner assault rates are calculated as 100 x prisoners involved in assaults divided by the daily average prisoner population.
• Prisoner on Officer 2010-11 2009-10 2008-09 o Physical Assaults 0.80 0.61 0.62 o Abusive Threatening Behaviour 3.17 4.94 5.1 • Prisoner on Prisoner o Assault 8.7 8.4 8.63
During the year, the department has further improved the reporting of assault incidents to ensure the safe and secure management of the prison system, which impacts on the rate of assaults.
Deaths in Custody Four deaths in custody occurred during 2010-11. Two of these recorded deaths were of apparent natural causes. 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. One of the deaths involved an Aboriginal prisoner.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 32
Illicit Drugs During 2010-11, there were 742 recorded drug detection incidents in prison.
The Department for Correctional Services proactively seeks to stop the supply and trafficking in illicit drugs. The trafficking of drugs to prisoners is an issue for every correctional jurisdiction. The department has deployed a range of measures to reduce trafficking by targeting and minimising supply and demand.
A number of targeted whole of institutional searches took place during the year. The searches were undertaken by members of the department’s Emergency Response Group, Operations Security Unit, staff at each site, the department’s Intelligence and Investigations Unit, South Australian Police and the Australian Customs Service. These searches were supplemented with a rigorous and regular local search program to assist in slowing the use of illicit drugs in the prison system.
The Operations Security Unit provides specialist security support and assists in the management of incidents within the Custodial Services directorate. The unit is responsible for the detection and prevention of illicit drugs entering the prison system and is an integral part of the department’s approach to reduce the supply of illicit drugs. The use of passive alert detection dogs and a greater level of intelligence driven searches has resulted in searches that have been more focused, and as a result items such as drugs, home made weapons and mobile phones have been located and confiscated.
The Intelligence and Investigations Unit works collaboratively with the South Australia Police (SAPol), monitoring the activities of prisoners and their visitors to intercept and reduce the flow of contraband into the prison system.
Six visitors were reported or charged by SAPol, as a direct result of the unit’s activities during 2010-11. A further 31 visitors were banned from visiting prisoners. Those visitors were detected with contraband, endeavouring to gain entry using a false identification, or for being suspected of introducing contraband into the correctional system, which resulted in their banning.
Search of Prisoners Pursuant to Section 37 of the Correctional Services Act 1982 (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 45 000 searches were conducted on prisoners, their cells and property throughout the state’s prisons during 2010-11. As a result of these searches, a large number of prohibited items were found and confiscated.
NUMBER OF TYPES OF CONTRABAND PRISON SEARCHES 1 2 3 4 5 6 ARC 2 322 45 3 0 1 0 28 AWP 889 4 0 1 0 0 0 APC 2 683 36 6 0 3 0 11 CTC 2 353 59 2 2 7 2 5 MOB 4 191 49 8 6 2 8 22 PAP 17 992 55 11 4 1 7 78 PLP 897 3 5 0 0 1 11 MGP 5 076 28 0 0 0 0 4 YLP 8 835 156 7 0 1 8 228 TOTALS 45 238 435 42 13 15 26 387
LEGEND: 1 – Drugs/drug paraphernalia 4 – Homebrews 2 – Homemade weapons 5 – Tattooing equipment 3 – Mobile phones, and related items (SIM cards and chargers) 6 – Other prohibited items
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 33
COMMUNITY CORRECTIONS
Introduction Courts sentence offenders to undertake community based sanctions including Probation (Bonds), Community Service (Repay SA), Supervised Bail or Intensive Bail Supervision (court ordered Home Detention).
During the period of their community based sentence, offenders are supervised by the department and are often ordered to undertake programs to address their offending behaviour. Offenders are required to comply with all conditions of the community based order. Failure to comply may result in the offender being returned to the sentencing court for further sanction.
In addition to supervising offenders on court orders, the department provides community based supervision for prisoners leaving prison on Parole and Home Detention.
Community Corrections continues to implement targeted, risk based offender management, known as Enhanced Community Corrections. Improving public safety and managing offenders based on their level of risk, are the key principles behind Enhanced Community Corrections. Resources are focused on offenders that represent the greatest risk to the community. The higher the risk the offender represents the more intensive supervision, monitoring, programs and case management they receive.
Enhanced 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.
The department continued to support the government’s goal to improve services to communities and offenders in the APY Lands during 2010-11. This included the continuation of Commonwealth partnership funding to provide offender family violence rehabilitation programs in central Australia. Another APY Lands initiative is the Cross Border Justice Project and the implementation of cross-border protocols for the transfer and supervision of prisoners and offenders. In accordance with legislation Community Corrections provided assessment, monitoring and supervision of offenders in the APY region, with particular emphasis on collaboration to ensure community safety and the protection of victims.
In 2010-11, Community Corrections provided services at 17 Community Correctional Centres and other outreach services situated throughout the state, which are divided into the following regions.
Southern Metropolitan Region The Southern Metropolitan Region supervised offenders at three major locations: Adelaide Community Correctional Centre, Edwardstown Community Correctional Centre, and Noarlunga Community Correctional Centre. Community Corrections also provided an outreach service in Victor Harbor and Mount Barker. The Courts Unit that provided offender reports for the courts is based in the Southern Metropolitan Region. Also based in the region is the Home Detention Unit responsible for the supervision of prisoners subject to Home Detention and offenders on Intensive Bail Supervision.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 34
As at 30 June 2011, the Southern Metropolitan Region was responsible for the supervision of offenders on: Bail 170 Community Service Orders 246 Financial Penalty Expiated through CS 218 Home Detention Orders 37 Home Detention Bond Orders 3 Intensive Bail Supervision 266 Interstate Orders 5 Other Orders 76 Parole Orders 274 Probation Orders 825
Individuals with multiple orders counted once in each particular category
Northern Metropolitan Region The Northern Metropolitan Region supervised offenders at three major locations: the North East Community Correctional Centre at Holden Hill, Elizabeth Community Correctional Centre, and Port Adelaide Community Correctional Centre. In February 2011, the Gawler Community Correctional Centre opened, expanding the supervision of offenders to four major locations within the Northern Metropolitan Region. This increased the level of offender supervision in the Barossa Valley, mid north and the Yorke Peninsula. Based with this region is the department’s Volunteer Unit that supports prisoners and offenders in the community through a wide range of services provided by volunteers across the state.
As at 30 June 2011, the Northern Metropolitan Region was responsible for the supervision of offenders on: Bail 278 Community Service Orders 461 Financial Penalty Expiated through CS 264 Home Detention Orders 0 Home Detention Bond Orders 0 Intensive Bail Supervision 2 Interstate Orders 5 Other Orders 118 Parole Orders 476 Probation Orders 1 265
Individuals with multiple orders counted once in each particular category
Southern Country Region The Southern Country Region supervised offenders at three main centres: Murray Bridge Community Correctional Centre, Berri Community Correctional Centre, and Mount Gambier Community Correctional Centre. The region covers the Riverland and south eastern parts of the state, with many offenders living a significant distance from the correctional centres.
As at 30 June 2011, the Southern Country Region was responsible for the supervision of offenders on: Bail 27 Community Service Orders 155 Financial Penalty Expiated through CS 70 Home Detention Orders 7 Home Detention Bond Orders 0 Intensive Bail Supervision 21 Interstate Orders 0 Other Orders 20 Parole Orders 84 Probation Orders 240
Individuals with multiple orders counted once in each particular category
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 35
Northern Country Region The Northern Country Region supervised offenders at seven locations: Port Pirie, Port Augusta, Whyalla, Port Lincoln, Ceduna, Coober Pedy and Marla. Many offenders live a significant distance from these centres. This requires staff to operate regular outreach services, including in the APY Lands. Approximately one-third of offenders supervised by regional staff are of Aboriginal descent, some living in remote traditional communities.
As at 30 June 2011, the Northern Country Region was responsible for the supervision of offenders on: Bail 73 Community Service Orders 225 Financial Penalty Expiated through CS 40 Home Detention Orders 5 Home Detention Bond Orders 0 Intensive Bail Supervision 19 Interstate Orders 0 Other Orders 28 Parole Orders 82 Probation Orders 389
Individuals with multiple orders counted once in each particular category
Offender Reports Reports are prepared for the courts, the Parole Board and the Sentence Management Unit to assist them in the sentencing and/or setting conditions for a range of orders.
Reports prepared for the courts include Bail, Home Detention (Intensive Bail Supervision), and Pre-Sentence. Parole Reports are prepared for the Parole Board. Home Detention Reports are prepared for the Sentence Management Unit.
These reports are prepared for a variety of purposes and contain a range of information. This information can relate to: • the offender’s risk of re-offending; • the offender’s background and current situation; • offending history; • programs that are available to assist offenders address their offending behaviour; • an offender’s likelihood of complying with the conditions of a community based order; and • any victim(s) of their offending.
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.
Offender Programs Community based offenders are supervised under the following major programs.
Community Service (Repay SA) Repay SA is the offender Community Service Program. Offenders repay their debt to society through supervised community work projects. Repay SA ensures offenders face the consequences of their crime, learn new skills and make a positive contribution to the community. The focus of Repay SA projects is on providing meaningful work for offenders. The projects enable offenders to acquire skills and experience that will assist them in obtaining employment. For many offenders, Repay SA is their first experience at making a positive contribution to their community.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 36
Repay SA projects generally comprise of work groups involving four - eight offenders that are managed by supervisors, which are funded by the department. These work groups undertake a range of projects throughout the community. Projects involve partnerships with local and state government organisations and community agencies who contribute to the cost of work groups and supervisors. These partnerships often incorporate vocational training in painting and horticulture.
A number of Repay SA offenders have special needs, including physical, psychological, and alcohol and other drug problems. These problems may preclude them from working on mainstream projects, and the department provides alternative work for these offenders who often require high levels of support and supervision to enable them to complete their hours.
Offenders that 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 . The objective of detag is for offenders, some of whom have committed graffiti related offences, to repay their debt to society. It 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.
The South Australian Government is committed to constructive programs for addressing graffiti vandalism at a local level. Graffiti removal costs the community millions of dollars each year, and detag is just one way to minimise the impact of this cost.
During 2010-11, 2217 orders to perform Community Service were referred to the department. This compares with 2154 in 2009-10, 2836 in 2008-09, 2618 in 2007-08 and 2551 in 2006-07.
In 2010-11, offenders carried out 141119 hours of Community Service. This compares with 138921 in 2009-10, 133230 in 2008-09 135488 in 2007-08 and 104955 in 2006-07.
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; 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 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.
During 2010-11, 2228 new Probation Orders were registered with the department. In comparison, 2583 were registered in 2009-10, 2631 in 2008-09, 2542 in 2007-08 and 2065 were registered in 2006-07.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 37
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 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, 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 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, and release plans. The report also makes recommendations regarding the conditions of Parole.
During 2010-11, 584 new Parole Orders were registered with the department. This is in comparison to 645 in 2009-10, 695 in 2008-09, 602 in 2007-08 and 564 during 2006-07.
In 2010-11, 130 parolees breached or had their Parole cancelled. This compares with 142 in 2009-10, 125 in 2008-09, 143 in 2007-08, and 172 in 2006-07.
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 for Home Detention.
Release conditions are strict and may require prisoners to be subject to electronic monitoring. Breaches of any condition may result in immediate revocation of the release order and subsequent return to prison.
Community service work can be ordered by the Sentence Management Unit if an offender on Home Detention has no employment or study, which gives an offender the opportunity to make restitution and gain vocational skills that may lead to employment.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 38
During 2010-11, 160 offenders were released to Home Detention. This is in comparison to 218 in 2009-10, 245 in 2008-09, 235 in 2007-08 and 144 in 2006-07.
In 2010-11, 168 offenders successfully completed Home Detention Orders. This is compared with 224 in 2009-10, 244 in 2008-09, 218 in 2007-08 and 142 in 2006-07.
Intensive Bail Supervision (Home Detention Bail) 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.
Courts are first required to consider a departmental report on the suitability of the proposed residence, and may seek further advice regarding other factors that may affect the successful completion of the order.
During 2010-11, 946 new Intensive Bail Supervision Orders were registered with the department. In 2009-10, 856 new Intensive Bail Supervision Orders were registered, 919 in 2008-09, 870 in 2007-08, and 867 in 2006-07.
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, he or she 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 Bail conditions, such as failure to report, are reported back to the courts.
During 2010-11, 1276 new Bail Orders were registered with the department. In 2009-10, 1507 new Bail Orders were registered, 582 in 2008-09, 1725 in 2007-08, and 1974 in 2006-07.
Drug Court Curfew The South Australian Drug Court can also impose Home Curfew Orders that may have an electronic monitoring component, in accordance with the Bail Act 1986 . Home detention supervisors support the Drug Court through an after-hours monitoring service for all Drug Court participants subject to Home Detention conditions.
The Alcohol and Other Drug Management Unit undertakes urinalysis and breath testing on community based offenders, and any non-compliance identified is reported to Drug Court staff for determination by the court.
Gender On 30 June 2011, males made up 82.06% of all individuals with community based orders. The figure, as at 30 June 2010, was 81.43%, and at 30 June 2009 was 82%.
Aboriginal Status On 30 June 2011, 17.12% of individuals were of Aboriginal descent. This is compared with 18.49% on 30 June 2010 and 17% on the 30 June 2009.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 39
Age The average age for an individual offender under the department’s supervision in the community on 30 June 2011 was 37.29 years. This is compared with 37.19 years on 30 June 2010 and 37.01 on 30 June 2009.
Number of Orders As at 30 June 2011, 6808 orders were supervised by Community Corrections, a decrease from 7096 as at 30 June 2010.
The following chart shows the placement of all offenders under the supervision of the department as at 30 June 2011.
Placement of Offenders as at 30 June 2011
Parole Probation 10.51% 32.04%
FPE Thru CS 6.86% IBS 3.77% Home Detention Bond 0.07% Home Detention 0.55%
CSO Interstate Orders 13.34% 0.12%
Bail Other Orders Prison 7.09% 2.78% 22.87%
Number of Individuals There were a total of 5943 individuals under supervision with one or more orders, as at 30 June 2011. This is a decrease of 146 offenders from the previous year.
The following figure shows the distribution of both orders and individuals by region.
Orders and Individuals by Region as at 30 June 2011
3500 3002
3000 2627
2235 2500
1955 2000 Numbers 1500
913 787 1000 654 574
500
0 NCR NMR SCR SMR
Orders Individuals
NCR = Northern Country Region SCR = Southern Country Region NMR = Northern Metropolitan Region SMR = Southern Metropolitan Region
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 40
SUPPORT AND ENGAGEMENT OF VICTIMS OF CRIME
Victim Services The department’s Victims Register promotes the rights and needs of victims of crime and demonstrates the department’s commitment to restorative justice. The Victim Services Unit consults with government and non-government victim support agencies and departmental stakeholders, to ensure that the rights of victims are upheld.
During 2010-11, the department commenced the development of a draft Victim Service Charter, which is to be distributed to relevant stakeholder groups for comment, prior to implementing the charter across the department.
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 increase. As at 30 June 2011, there were 645 registered victims compared with 564 at 30 June 2010. This equates to an increase of 14% in victim registrations for the 2010-11 financial year. Over the past two financial years (1 July 2009 – 30 June 2011) there has been an increase of 18% in registered victims.
As at 30 June 2011, 65% of victims were registered as a result of a major serious offence. Murder equated to 26% of victim registrations; Child Sex Offences equated to 29% of registrations; and Adult Sex Offences equated to 10%.
Number of Registered Victims - July 2006 – June 2011
458 2006-2007 376
492 2007-2008 401
545 2008-2009 445
564 2009-2010 468
645 2010-2011 545
0 100 200 300 400 500 600 700
Victims Offenders
Comments: In 2010-11, there were a total of 152 registrations and 101 de-registrations. On 30 June 2011, the total number of registrations in relation to Community Service Orders and Bonds equated to 36 offenders and 38 registered victims, compared to 22 offenders and 23 registered victims on 30 June 2010. As at 30 June 2011, 366 prisoners (in secure custody) had registered victims. This represented 19% of the total prisoner population. 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.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 41
BUILDING OUR CAPACITY AND CAPABILITY
An organisation that has the capacity to meet its needs now and into the future requires a skilled, professional workforce with clear advancements in the standards of the department’s facilities, technology, and management processes.
Key Strategies During 2010-11, the Department for Correctional Services improved its capacity and capability by: • managing the risk in everything we do
• directing resources to meet demand
• investing in staff through targeted training, performance development and building on diversity
• administering strategic contracts to achieve effectual value for money outcomes
• improving systems that support programs and services
• consulting with staff and stakeholders
• investing in our volunteer resources
• enhancing safety and well-being in the workplace
• identifying workforce requirements and targeting recruitment
• enhancing the electronic monitoring of offenders
• optimising the use of information technology
• strengthening information sharing for effective decision making
Key Performance Indicators • Real recurrent expenditure per prisoner/offender per day; net cost of services budget unfavourable variance of <$500K
• Contracts monitoring and compliance and performance within specifications
• Workers Compensation: reduction in new claims, early notification and investigation of accidents/incidents; early intervention and improved return to work rate
• Accessibility of critical information technology systems
• Increased home detention capacity
• Number of registered volunteers
• Research proposals approved
• Staff management performance agreements
• Electronic monitoring units available and in use
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 42
Key Achievements 2010-11
During 2010-11, the Department for Correctional Services: • commenced work for the construction of a new cell block at Port Augusta Prison
• continued to identify and apply additional capacity in prisons to meet requirements
• continued projects to upgrade prison security systems
• implemented Correctional Business Centres across the state
• commissioned the Community Correctional Centre at Gawler
• commissioned the low security unit at Port Lincoln Prison
• implemented the trial of modular accommodation at Cadell Training Centre
Key Objectives 2011-12
The Department aims to achieve the following in 2011-12: • Continue to implement prison security systems initiatives
• Progress works to provide additional prisoner accommodation
• Implement workforce planning strategies
• Enhance and support gender equity
• Expand the use of video conferencing in collaboration with other justice agencies
• Enhance leadership, and target management development and cultural competence
• Finalise the procurement of a new Mount Gambier Prison contract
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 43
CAPACITY
Workforce Planning and Development The Workforce Planning and Development Branch is responsible for a range of areas of service delivery, including workforce planning, injury prevention, leadership and management development, operational training, safety training, study assistance, performance development and a range of organisational development programs.
Developing professional supervision among senior and aspiring managers of case management was also a highlight for the reported year. The new ‘in-house’ developed Diploma of Correctional Administration, has been conducted closely linking learning to the desired change in practice. This has assisted in the implementation of Enhanced Community Corrections.
2010-11 saw the piloting of another ‘in-house’ developed program for eleven Aboriginal Liaison Officers, who are well on their way to completing the requirements to gain a Certificate III in Correctional Practice. This program is the first of its type in Australia.
In responding to health and safety risks, the department designed a new approach to restraints training, which saw the development of a comprehensive program covering tactical communication, control, restraints and defence tactics. A group of male and female officers were selected as trainers and inducted into the new professional approach adopted by the department.
Recognising the quality of learning in Australia and South Australia’s corrective services industry, DCS has been approached by the Timor Leste Prison Service to train 12 prison management officials later in 2011. The program is intended to assist our Timor neighbours in building a responsive prison system. This follows a successful study tour by senior prison service staff and advisors from Timor Leste to South Australia, in early 2011.
During 2010-11, the department participated in a WorkCover Audit. The findings provided the foundation for the 2011-12 OHS&W Action Plan.
The Injury Prevention and Injury Management team was recognised as a leader in the correctional services industry by achieving a most successful record of reducing the cost of ongoing liability.
The influenza vaccine program continued to have a very good participation rate with over 600 employees receiving the vaccine during this financial year.
Workforce Planning Workforce planning analysis provided the department with the opportunity to continue to focus on the: • recruitment of new correctional officers to replace those leaving through natural attrition; and • recruitment and development strategies aimed at increasing the number of Aboriginal and Torres Strait Islander employees.
Efforts continued on building a professional workplace culture through a range of departmental programs. These included the department’s continuous improvement program Shaping Corrections, the agency-wide implementation of an innovative ethics and anti-bullying learning program, training of 15 senior manager mediators, attendance of new staff at the four day corporate induction program, and the on-going improvement of the performance development process.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 44
Throughout the year, DCS has also continued its commitment on building leadership and management capacity as well as operational capability. These have included: • providing training in case management; • training new correctional officers in Certificate III in Correctional Practice and experienced officers in Certificate IV in Correctional Practice; • training managers in the Diploma of Government and Certificate IV in Government; • training for operational supervisors; • maintaining a focus on safe work environments; and • commencing alternative training delivery methodology.
In addition, DCS has recognised the need to re-focus more intensively on achieving gender equity, particularly in the Custodial directorate. This is reflective in the DCS Strategic and Business Plans as well as Shaping Corrections, and ensures inclusivity in developing future leaders.
Performance Development The department has a performance development guide, which is used in all leadership and management training programs. Managers are also regularly provided with opportunities to access workshops on the department’s approach to performance development.
As at 30 June 2011, there were 852 employees (or 51.5%) with performance development plans (PDP) in place. This is an improvement on the number of employees with a PDP for the previous financial year, which was 761 (or 43.6 %).
Employment Opportunity Programs Late in 2010, the department implemented a specifically designed training program for our Aboriginal Liaison Officers (ALOs), which will award participants with a nationally accredited qualification of Certificate III in Correctional Practice. The program was designed to assist ALOs in their work of providing assistance and support to Aboriginal prisoners, and liaising with staff, community groups and other agencies in promoting the welfare of Aboriginal prisoners.
Eleven employees undertook the five month training program, which consisted of safety and security, communication skills, dealing with conflict, legislation, policies and procedures, case management, and working in corrections.
This program is said to be the first of its kind in Australia, developing career opportunities for this specialised group of employees.
The intake of trainee correctional officers, three to four times a year, provides employment opportunities for many of the states targeted groups: women, Aboriginal and Torres Strait Islanders, mature age and retrenched workers. A 12 month traineeship is provided (through the Training and Skills Development Act 2008 ) to new recruits, with a balance of on and off the job training, resulting in a nationally accredited qualification of a Certificate III in Correctional Practice (Custodial).
Asset and Risk Services The Asset and Risk Services Branch assists the department to manage its fixed asset portfolio valued at $396 million. This includes 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, and, 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.
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The following major projects were commissioned, commenced or completed in 2010-11: • Converted a number of bunk beds at the Port Augusta Prison with safe cell, bunk design; • Completed the refurbishment of shower facilities at Cadell Training Centre; • Completed the construction of modular style cell accommodation at Cadell Training Centre; • Completed the construction of the new low security accommodation unit at Port Lincoln Prison; • Upgraded laundry facilities at Mobilong Prison; • Commenced the upgrade of infrastructure at the Northfield precinct; • Commenced the construction of a new cell block at Port Augusta Prison; • Progressed the upgrade of access control and screening systems at the Adelaide Remand Centre; • Upgraded television systems in regional locations to receive digital transmission; • Installed an accessible lift at the Adelaide Community Correctional Centre; • Completed the establishment of a new Community Correctional Centre in Gawler; • Upgraded door intercoms at Mobilong and Yatala Labour Prisons; • Upgraded CCTV cameras at Mobilong and Port Lincoln Prisons; • Upgraded the control room and security management systems at Port Lincoln Prison; • Upgraded urinalysis testing facilities at Mount Gambier, Berri and Whyalla Community Correctional Centres; • Completed the establishment of regional and metropolitan business centres; and • Continued planning for the additional prisoner accommodation at Mount Gambier Prison.
Risk Management The department has continued to develop and further define risk management processes based on Australian/New Zealand Standard AS/NZS ISO 31000. As a result, a process of compliance auditing has been implemented across the agency to ensure all risks are identified, controlled and/or eliminated.
The department has also developed a set of Security and Emergency Management Standards to deliver improved practices. This will ensure a more collaborative approach to identifying gaps and developing plans to implement the necessary improvements.
Contract and Business Management The Business and Performance Service Unit is responsible for the provision of effective management of key strategic contracts. The department has a number of major contracts, which are critical to effective services delivery. They include: • a contract with G4S Custodial Services Pty Ltd for the operation of Mount Gambier Prison; • a contract with G4S Custodial Services Pty Ltd for Prisoner Movement and In-Court Management Services (administered by DCS on behalf of participating agencies); and • a contract with G4S Custodial Services Pty Ltd for the hire of the Electronic Monitoring System.
During 2010-11, the Prisoner Movement and In-Court Management Services contract management role was transitioned to DCS from the Department of Justice. The five year contract with G4S commenced in August 2009 and expires in 2014.
The Electronic Monitoring System contract with G4S commenced in February 2010 and expires January 2013.
As mentioned, the public tender process for the operation of Mount Gambier Prison continued throughout the financial year. With Cabinet approving G4S as the successful tenderer, the department commenced transition planning in collaboration with G4S.
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Summary of Financial Results The department’s statutory financial statements and supporting notes are contained in Appendix 1 of this report. However, the following table provides a summary and explanation of the department’s financial results for 2010-11.
Summary Income Statement
2010-11 Result 2010-11 Budget* 2009-10 Result
($’000) ($’000) ($’000) Operating Expenses 207 282 204 299 195 791
Operating Revenues 9 798 8 818 9 996
Net Cost of Services 197 484 195 481 185 795 Revenues from SA Government/ 197 761 197 535 184 898 Payments to SA Government Net Result (Deficit) 277 2 054 (897)
* Budget figures incorporate all budget adjustments approved up until the 2011-12 Budget
The department’s revised budget for 2010-11 (incorporating approved adjustments) provided for a budgeted (allowable) net result of $2.0m. In 2010-11, the department produced a net result of $0.3m, an unfavourable variance of $1.7m against its budget.
Operating expenses were higher than provided for in the revised budget. This mainly reflects the transfer of the former Noarlunga Community Correctional Centre to DTEI for no consideration ($2.4m), and higher than budgeted expenses in depreciation ($1.5m), partly offset by a lower than budgeted level of workers compensation expense ($2.9m).
Expenditure Profile
Employee Expenses $125 663 000 60%
Supplies and Services $53 995 000 26% Payments made to Prisoners $2 432 000 1%
Other Deprecation Accommodation and $3 408 000 2% $13 962 000 7% Lease Costs $7 822 000 4%
Employee expenses accounted for 60% of total expenditure in 2010-11. This includes salaries and wages, superannuation and payroll tax, and accruing leave entitlements.
Supplies and services expenses accounted for 26% 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 (EMSSA).
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Operating Expenditure by Program The Department for Correctional Services administers three key programs: • Custodial Services; • Community Based Services; and • Rehabilitation and Reparation.
The Custodial Services Program accounted for 70% of total operating expenditure in 2010-11. Under this program, the department provides secure containment and supervision for adults on remand and those sentenced by the courts to a custodial sentence. 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 manages and supervises offenders in the community on Probation, Parole or under Home Detention and offenders on supervised Bail. 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 16% of total operating expenditure. Under this program, the department provides 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.
Expenditure Profile
Community Based Services $29 572 000 14%
Rehabilitation and Reparation $33 850 000 16%
Custodial Services $143 806 000 70%
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 48
CAPABILITY
Human Resources Policy and Projects The Human Resources Policy and Projects Branch is responsible for providing specialised advice and consultancy on general human resources matters, undertaking related projects and, policy development and review. During 2010-11, the Human Resources Policy and Projects Branch has contributed to a number of projects, including but not limited to, the: • provision of information/training sessions; • distribution of the new Code of Ethics for the SA Public Sector and the revised DCS Employee Conduct Policy; • revision and development of a new Human Resources Delegations Schedule; • provision of advice in the establishment of correctional business centres; • provision of sick leave management training sessions; • development and implementation of an Allied Health Professional Peer Assessment process; and • implementation of a refined vacancy management process.
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, redeployment, specialised recruitment, management of executive contracts and injury management.
Key Workforce Management achievements include: Trainee Correctional Officer Recruitment During 2010-11, 458 Trainee Correctional Officer applications were processed, with 46 positions offered (in courses 163 and 164).
Employee Assistance Program The departmental Employee Assistance Program (EAP) has continued to provide a structured and comprehensive staff support process and provides critical incident services. The program also identifies opportunities to improve workplace psychological health management through program reviews.
During 2010-11, the EAP received over 250 referrals including 23 critical incident referrals. This was compared to 207 referrals in 2009-10, which was an increase of approximately 28%. Approximately 60% of all EAP referrals were work related for workplace conflict.
Custodial Services continued to be the largest user of the service representing 50% of the total EAP referrals.
Critical incident referrals have remained reasonably steady for this financial year at 23, compared with 27 for the last financial year.
Employee Relations The Employee Relations Branch is responsible for providing specialised advice on dispute matters, industrial relations, general human resources advice and consultancy, and the EAP.
During 2010-11, the Employee Relations Branch: • provided information/training sessions to employees following the introduction of the new Public Sector Act 2009; • continued to review human resources policies and procedures; • delivered ethics and anti-bullying training; • implemented new employment contracts across the department; • coordinated targeted voluntary separation packages (TVSP);
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• consulted with the Public Service Association; • undertook Yatala Labour Prison Improvement Projects; • provided advice regarding the rostering systems in prisons; • contributed to the Whole of Government South Australian Government Wages Parity (Salaried) Enterprise Bargaining Agreement 2010 (EB Agreement); • implemented revised flexi-time accrual arrangements; • implemented the transition of relevant staff to the Allied Health Professionals Stream; • implemented the Peer Panel Assessment process for relevant staff; • redesigned the Police Check arrangements to a National Police Check process through a Memorandum of Administrative Arrangement; and • resolved identified underpayments relating to higher duty and on-call allowances.
Throughout 2010-11, there were 56 recorded incidents that resulted in the investigation of potential misconduct, with nine internal and four external reviews lodged. This is in line with the new provision introduced in the Public Sector Act 2009 (refer to Appendix 6, Table 12).
A large scale underpayments project determined the amount underpaid to departmental employees, why these occurred and calculated the quantum. Shared Services has been provided details to pay 150 underpayment claims.
Employee Transfers/Relocations The Human Resources directorate coordinates transfers for correctional officers. In total, 46 applications were processed for consideration (21 metropolitan to regional, 25 regional to metropolitan).
The directorate also coordinates all government accommodation and relocation allowance applications. A total of 24 accommodation applications were processed, and a total of 25 employees received re-location assistance. Rental subsidies of up to $150 per week, for a maximum period of 12 months, were provided to 11 employees to assist with regional staffing issues.
The department continues to successfully manage the career transition of excess employees. As at 30 June 2011, six employees were considered excess. There were two employees that were paid targeted voluntary separation packages (TVSPS) in the 2010-11 financial year, however three employees are expecting to accept TVSPs in the next financial year.
Occupational Health, Safety and Injury Management An occupational health and safety training program officer works with senior management to ensure that training programs reflect priority training needs and include any emerging issues.
Occupational health and safety training for managers and supervisors remains a high priority capturing employees new to the role as well as subject areas, such as Senior First Aid, Emergency Warden Training, Compressed Breathing Apparatus Training, Workplace Inspection, Internal Audit, Manual Task, Manual Task Risk Assessment, Communicable Diseases, Health and Safety Representative, OHS committee Training and Plant Management.
In addition, and given the acute nature of work undertaken in the department, health and safety training is an important inclusion in a range of DCS training and induction programs. These include nationally accredited training and qualifications provided to operational staff and managers.
The Department for Correctional Services 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 safety and injury management practices in their respective workplaces.
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Over the past 12 months, a number of positive occupational health and safety outcomes have been achieved, such as: • the development of a strategic measurement and reporting framework; • a reduction in workplace injuries; • the establishment of Risk Management and Compliance Programs; • the implementation of OHSW &IM Policies, Procedures and Guidelines; • the establishment of a OHSW&IM internal audit program; and • a strong level of compliance in injury management procedures.
Review of Accident, Incident Data and Applicable Remedial Action The following information provides injury statistics along with a summary of key remedial actions taken over the last financial year. • The department continued to achieve positive outcomes in worker’s compensation claim costs. Despite the increase in the cost of medical and rehabilitation services as well as general salary increases, the department recorded a small increase of 2.65% in total claim costs in comparison to the previous financial year. • Worker’s compensation costs are indicative of improved injury management and prevention practices. Injured workers are returning to work earlier and workplace programs have minimised workplace risks. • The department achieved a significant reduction in claim numbers over the past 5 years (25% reduction) from 209 to 147 (refer to Appendix 6, Table 18). • Worker’s compensation reports indicated that work pressure/conflict, exposure to traumatic events and exposure to violence were identified as the main causes of work related stress. The EAP has assisted in addressing these issues with a decrease of 13% in psychological injury claims over the past 12 months. Overall there has been a decrease of 45% over the past 3 years. • The most common types of injury in 2010-11 were 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 achieved a reduction in the 2011 actuarial assessment of liability in recognition of a consistent performance in reducing worker compensation claim numbers and claims costs over the past five years (refer to Table 18) • There were 100 hazard reports and 336 incident reports submitted during the 2010-11 financial year. Over 90% of reports are forwarded within 24 hours, and investigation and follow up outcomes have improved. • Manual tasks and manual task risk assessment training continues to be provided and monitored for compliance and improvement opportunities. • Custodial staff have been provided with training in restraint techniques and restraint aids to minimise the potential for injury. Injuries resulting from restraining prisoners have reduced by 72% over the past four years.
Compensable Disabilities/Rehabilitation Initiatives DCS continues to demonstrate a strong commitment to early intervention and rehabilitating work injured employees back to pre-injury duties. The department’s rehabilitation process is one of collaboration between all parties, including the injured worker, the rehabilitation provider, the worksite manager or supervisor and treating medical providers.
This 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.
This year, the department engaged the services of an occupational physician to advise on best practice medical management of work related injuries. Advice on diagnosis and treatment strategies has assisted claims management staff to better manage the return to work of injured employees. In addition, a legal representative from the Crown Solicitor’s Office has been engaged to ensure that claims management decisions are made in an appropriate and timely manner.
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The 2010 OHSW&IM survey results from injured workers have indicated that workers feel they are supported throughout the compensation process, and are provided with safe and sustainable return to pre-injury duties.
Continuous improvement in return to work outcomes and better early intervention strategies have assisted in the continued reduction in claims costs and reduced liability.
WorkCover Evaluation In July 2010, the department was subject of a full evaluation by WorkCover. The findings from this evaluation have been the topic of a protracted dispute resolution process which included a peer review.
WorkCover has advised that a notional renewal of 2 years has been endorsed as Level 1B under the Natural Consequences Model. Partnership arrangements with WorkCover have been established and meetings have been programmed to discuss OHSW&IM achievements, initiatives and progress to close out any outstanding non-conformances.
The department will continue to work closely with the WorkCover Performance Evaluator to ensure that safety management performances continue to improve.
Disability Action Plan On 1 July 2010, a Memorandum of Administrative Arrangement commenced between the Department for Families and Communities, Disability SA and the Department for Correctional Services. This Memorandum of Administrative Arrangement will facilitate the improvement of the day-to-day management and standard of life experiences amongst prisoners and offenders with a disability.
The department is currently working on a new Disability Action Plan (DAP) that will integrate the principles and strategies of the whole of government framework for South Australians with a disability.
The new DAP will be based on the following five key outcomes: • portfolios and their agencies ensure accessibility to their services to people with disabilities; • portfolios and their agencies ensure information about their services and programs is inclusive of people with disabilities; • portfolios and their agencies deliver advice or services to people with disabilities with awareness and understanding of issues affecting people with disabilities; • portfolios and their agencies provide opportunities for consultation with people with disabilities in decision making processes regarding service delivery and in the implementation of complaints and grievance mechanisms; and • each portfolio Chief Executive will ensure that their portfolio has met the requirements of the Disability Discrimination Act 1992 and the Equal Opportunity Act 1984 .
The department ensures that all major projects and initiatives take account of and consider the needs of Aboriginal offenders and staff. Each division across the department will consider an Aboriginal Impact Statement in relation to strategies, policies and projects identified in the next DAP. This will ensure that the department is cognisant of the multiplicity of issues that affect a significant cohort of offenders.
The Memorandum of Administrative Arrangement is valid until 30 June 2013, when it will be reviewed.
Carer’s Recognition The Department for Correctional Services 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.
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Flexible Working Arrangements The Department for Correctional Services 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 discussed during staff performance development reviews.
The department currently supports 201 employees that utilise flexible working arrangements, such as, compressed working weeks, purchased leave, working from home, job share arrangements and/or working part time. An additional 515 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, Business and Performance Services; Regional Director, Northern Metropolitan Region; General Manager, Adelaide Women’s Prison/Adelaide Pre-release Centre; and Director, Workforce Planning and Development.
The number of occasions on which public interest information has been disclosed to a responsible officer is: nil.
Gender Reporting • 40% of participants in Leadership and Management programs were women* • 31% of the DCS SAES Executives are women # • 41% of staff in promotional positions of AS06 equivalent and above are women **
Leadership and Management Programs Program Male Female Total Supervision in Prison (SIP) 13 5 18 SIP Bridging Program (2 programs) 25 7 32 Managing in Corrections 11 5 16 Diploma of Correctional Administration 4 10 14 Mediation 9 6 15 Transitions to Management 7 8 15 Australian Correctional Leadership Program 0 2 2 Public Sector Management Program 1 3 4 Total number 70 46 116 Total % 60% 40% * 100%
[Data source: Leadership & Management records database as at 30 June 2011]
Number of Departmental Executives Male Female Total Number 9 4 13 Total % 69% 31% # 100%
[Data as at 30 June 2011]
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Classification Streams ASO6 and Above Classification Streams Male Female Total AS06 25 22 47 AS07 11 8 19 AS08 2 0 2 Exec 9 4 13 MAS 1 0 1 1 MAS 2 5 2 7 MAS 3 12 6 18 OPS5 4 1 5 OPS 6 25 3 28 OPS 7 4 0 4 AHP3 13 25 38 AHP4 2 5 7 AHP5 1 2 3 Total 113 79 192 Total % 59% 41% ** 100%
[Data source: Gender Analysis as at 30 June 2011]
Volunteer Support The department’s Volunteer Unit provides support to offenders in prison and the community, through a wide range of services provided by more than 100 registered volunteers across the state.
Volunteer involvement is a cost-effective way of offering a range of opportunities that add value to offender plans and effective rehabilitation to the community. Volunteers are a vital link between the department and the community, and during 2010-11 they were actively involved in six prisons and eight community correctional centres throughout South Australia.
During 2010-11, volunteers undertook 3341 tasks through the provision of over 9000 hours of support to offenders. This equates to nearly $211 000 of volunteer support. The range of support provided by volunteers included the following services.
Transport: The provision of transport remains the busiest area of support provided to offenders. Volunteers provided a transport service to assist prisoners with pre-release needs. This service also provides for the movement of offenders in the community to attend appointments and departmental programs.
Prisoner Family Visits: This continues to be a consistently high volume area of support. Volunteers support prisoner family members to maintain contact during a prisoner’s sentence by transporting parents/children to prisons, escorting unattended children in for visits and supporting family members from interstate to undertake visits to their kin.
Prisoner Release Program: Volunteers provided practical support for prisoners attending court, or released from prison, to assist with the transition to supervision in the community.
Community Mentor Program: Volunteers visited socially isolated offenders to provide pro-social supports in prison and in the community. The support provided is adapted to meet the individual needs of each offender.
Learners Permit Assistance Program: Volunteers at Cadell Training Centre provided theoretical and practical driving tuition to prisoners. A theory based Learners Permit Program for offenders in the community was also provided by volunteers at Port Adelaide Community Correctional Centre, with successful outcomes for a number of offenders.
Library Support: With the implementation of enhanced education services, the Volunteer Unit has had extensive involvement in the provision of library services to prisons across the state. Once again, it is anticipated this involvement will continue to increase in line with the increased focus on offender literacy, and implementation of improved library services.
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Education: With the implementation of Shaping Corrections, the use of volunteers within education increased at a number of institutions. With a focus on basic literacy and numeracy, volunteers provided additional support to Yatala, Mobilong, Adelaide Women’s Prisons and James Nash House. Additionally, the scope of support provided by volunteers was amended in line with the changes occurring through Shaping Corrections.
Volunteer Training: Training of departmental volunteers was reviewed in line with the 2010-2011 Business Plan, and a new Volunteer Training Plan was developed. This plan will be implemented over the coming year(s) to bring departmental training for volunteers in line with National Standards.
2010-11 also saw a wide ranging consultative process lead to the definition of volunteer roles across the department, the development of role descriptions, and will also inform the Inaugural Volunteer Unit Business Planning process to be facilitated in 2011-12. This consultative process also highlighted the high level of need for volunteer support to be provided in regional locations.
Research Management The department encourages research in a wide range of areas of interest, and manages research applications made through the department’s Research Management Committee. The role of external research should be one of enhancing the department’s ability to achieve its corporate objectives, and utilising knowledge and evidence gained in the process.
The objectives of the department’s Research Management Charter are to: • promote the conduct of sound and ethical research, which contributes to the pursuit of world class correctional performance, whilst ensuring the safety and security of prisoners and offenders under the department’s supervision; • establish a broad research agenda, which endeavours to develop or inform existing departmental policy and support the cost-effective achievement of corporate objectives; and • establish a procedure framework for the assessment, approval and ongoing monitoring of research.
Information Analysis The proper 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, 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 Management The department remains committed to improving how we use information technology in decision making and service delivery.
Notable achievements for 2010-11, include: • Implementation of stage two of the Improve Information Available For Managing High Risk Offenders Project on the Justice Information System (JIS) web-based application platform – including; o implementation of the Offender Needs Analysis assessment tool; o functionality to identify and categorise High Risk Offenders; and
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o extending functionality, which was developed in stage one, relating to the scheduling, monitoring, tracking and reporting. • the continued development of JIS web-based applications to support the Enhanced Community Corrections programme; • increasing the Wide Area Network bandwidth to all DCS institutions and community correctional centres across the state; • the provision of a private Virtual Network for Prison Health Services within major DCS institutions, in conjunction with the Department for Health; • support for the implementation of the correctional business centres project to four major regional hubs; • the expansion of video conferencing facilities across major DCS institutions, in conjunction with the Courts Administration Authority; • the rollout of the SA Government Electronic Messaging Service (SAGEMS); • the adoption of iPads by the departmental executive team; • the upgrade of smart phones and SAGEMS mobility services; and • the upgrade of the Microster Staff Rostering System.
Data Warehouse The Department continues to share the Justice Data Warehouse platform with other justice agencies including, SAPol and the Courts Administration Authority. The department’s data is held within its own secure partition within the Justice Data Warehouse.
The department continues to use the Justice Data Warehouse to provide data for statistical analysis, legislative reporting obligations and management information reports in order to support improved decision making.
Intranet Use of the departmental Intranet during 2010-11 was steady compared to last year, with an average of 341 departmental staff accessing the Intranet each week day. A total of 3862 items were published, or updated, by the department’s business units during 2010-11. Staff from other agencies across government also accessed 685 items on the department’s Intranet during the year.
Public Web Site The department has significantly overhauled its public web site and implemented a content management system in order to allow business units to dynamically update information available on the site. The new public web site is scheduled to be launched in October 2011.
Video Conferencing During 2010-11, the department continued to work with its justice partners with a significant increase of video court conferencing operations being recorded at the Adelaide Remand Centre, Yatala Labour Prison and the Adelaide Women’s Prison.
The following video court appearances were recorded at each location: • Adelaide Remand Centre recorded a total of 738; • Yatala Labour Prison recorded a total of 925; and • Adelaide Women’s Prison recorded a total of 103.
These figures are expected to continue to grow as justice continues to embrace this program.
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LEADING AND MANAGING OUR ORGANISATION
The Department for Correctional Services is dedicated to achieving optimum standards of leadership, management and administration in every area of accountability.
Key Strategies The Department for Correctional Services will lead and manage our organisation by: • strengthening leadership
• modelling excellence in corporate behaviours and services provided
• communicating effectively
• informing and responding to government policy
• engaging in productive governance and planning
• defining and encouraging corporate change
Key Performance Indicators • Number of staff undertaking management leadership training
• Percentage of freedom of information requests processed within defined guidelines
• Internal audit reviews completed
• Delivery of shared services
Key Achievements 2010-11 To lead and manage our organisation in an efficient and diligent manner, the Department for Correctional Services: • implemented integrated correctional business centres across prisons and community corrections
• contributed to government policy by identifying legislative changes to enhance public safety and provide the highest level of prisoner offender management
• commenced integrating Shaping Corrections concepts in all training
Key Objectives 2011-12 To advance the way the department leads and manages the organisation, the department will: • progress work to improve risk based decision making
• increase the number of staff undertaking management leadership training
• define and drive corporate change by modelling appropriate standards of service and improve professional behaviours
• create a gender inclusive environment
• create a more inclusive environment for our Aboriginal staff by developing cultural competence
• complete internal audit reviews as planned
• inform and respond to government policy
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STRATEGIC LEADERSHIP
Energy Management The Department for Correctional Services pursues its energy reduction targets through the installation of more energy efficient equipment, security and building management systems, lighting, air treatment systems, computers, plant and machinery.
In 2010-11, the department consumed 81634 Gigajoules (Gj) of energy. Energy savings have been achieved through the scheduled replacement of existing equipment, security systems, lighting, air treatment systems and computers with new, more energy efficient technology. However, the continued increasing demand on the department, in terms of growing prisoner and offender numbers, has led to an increase in buildings and prison capacity. In addition, there has been ongoing requirement to increase services to improve facility amenities within existing infrastructure, which in conjunction with the inherit difficulties of retrofitting within old and secure facilities, makes meeting energy reduction targets challenging for DCS.
As at 30 June 2011, the department’s vehicle fleet was comprised of LPG, dual fuel, diesel, unleaded (ULP) and hybrid vehicles.
Media Liaison and Corporate Communications The department takes a positive and proactive approach to dealing with the media and community organisations. The involvement of prisoners and offenders in reparation projects continues to attract media interest.
During 2010-11, internal communications through the department’s quarterly electronic newsletter was redesigned and the public information web site, www.corrections.sa.gov.au , was regularly updated. People enquiring about the South Australian correctional system frequently access the site.
Construction of a new DCS web site also commenced and is expected to replace the existing web site in October 2011.
The departmental Corporate Communications Strategy was reviewed and updated, with a range of new communication initiatives being implemented with a focus on internal communications, staff engagement and positive media stories.
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STRATEGIC MANAGEMENT
Strategic Management The Department for Correctional Services’ Strategic Management Framework (SMF) integrates planning, budgeting and reporting and defines the principles and management cycle of events and processes required for effective management. The SMF is a key initiative towards meeting the department’s objectives of effective management and accountability.
The SMF provides for effective performance management, by supporting the alignment of plans and budgets throughout the department. Corporate plans define strategies, measures and targets to achieve corporate objectives and are primarily managed through project planning mechanisms.
During 2010-11, the department developed its Strategic Plan for 2011-14 in line with its Strategic Management Framework. The planning process involved thorough consultation with a wide range of stakeholders including, the Minister, the departmental executive team, senior managers as well as other stakeholders.
The Strategic Plan for 2011-14 builds on the previous direction and successes initiated by the department in previous years. The plan clearly defines the strategic direction for DCS for the next three years. The Vision, Mission, Values and key themes send a strong message about the organisation. The strategies and initiatives in the plan ensure DCS continues to meet government priorities and builds its capability and capacity to support staff and serve the community.
In parallel with the development of the Strategic Plan, the department commenced the development of its annual Business Plan for 2011-12.
The Business Plan outlines priority initiatives that will progress strategies as defined in the Strategic Plan, which will contribute to achieving departmental outcomes. In addition, strategic and operational performance indicators and targets have been reviewed and amended.
Shaping Corrections 2010-11 saw the department’s service improvement framework - Shaping Corrections enter its second year. This followed a highly successful first year, during which three of the nine projects were completed, and the remainder continuing in their progressive stages.
Critical to the success of this change management initiative is the achievement of a high level of engagement. This has included: • regular newsletters forwarded to all employees; • a monthly discussion with the executive team; and • bi-monthly meetings of the five regional working groups.
The regional working groups are comprised of line employees, managers, supervisors and employee job representatives, who engage in discussions about Shaping Corrections projects, including the design and implementation as well as a range of other initiatives and policy.
Significant Shaping Corrections initiatives include: • the development of a new functional model for prisons; • progressing Enhanced Community Corrections, which seeks to target resources to offenders most likely to re-offend; and • adopting an integrated approach to offender management by working closely with SAPol and other agencies to improve the targeting of offenders in the community.
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The focus on improving service delivery during the first eighteen months of Shaping Corrections has provided a sound foundation. This will support the broadening of the program in the coming months with the planned inclusion of new initiatives aimed at creating a professional, gender and culturally inclusive working environment.
Effective Corporate Performance The South Australian Strategic Plan, Creating Opportunity, launched in March 2004 and updated in January 2007, requires the department to report on its performance and contribution to the state’s plan targets. Of the 98 targets within the South Australian Strategic Plan, the department primarily contributes to:
• Objective 2: Improving Wellbeing T2.8 reduce victim reported crime by 12% by 2014.
The department reports on a wide range of agreed measures at a: • national level, through the Report on Government Services; • state level, through the South Australian Strategic Plan; • agency level, through the Agency Statement; and • departmental level, through Quarterly Performance Reporting.
The department is focused on developing and maintaining systems that support effective decision-making, and progress the overall objectives of government priorities through the Minister, the Justice Portfolio and the department.
Corporate governance requires sound decision-making with accountability and performance in service delivery, and relies on effective research and sound financial asset, contract and strategic management.
The department’s Strategic Management Framework ensures the integration of plans across the organisation and with the strategic directions of the government. The strategic plan identifies the department’s long-term objectives and drives the business plan. The identified measures, targets and project plans form the basis for performance accountability.
The ongoing review of the department’s key strategies and the services delivered by the organisation requires the setting and monitoring of measures and targets for both ongoing activities and the implementation of new initiatives and reforms.
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 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 at 30 June 2011 is disclosed in the Notes to the Financial Statements.
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 moneys, stores and inventories.
The Corporate Finance Branch has continued to consolidate and enhance the department’s accounting operations using the Masterpiece suite of accounting applications. The department’s highly integrated accounting systems enable it to effectively manage its diverse accounting requirements with a small team of skilled accounting staff.
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The department processed 45132 account payments in 2010-11. Over 91% of accounts were paid by the due date. Shared Services SA is now responsible for the processing of account payments for the department.
The Corporate Finance Branch assists the departmental executive and senior managers with the annual budgeting process and the efficient allocation of resources to programs and business units. The branch also monitors the financial performance of the department through regular monthly reporting, and identifies financial management issues and trends for the attention of the departmental executive and senior managers.
The department’s budget is allocated to business units using funding models developed by the branch, in conjunction with 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. The branch implemented Basware Invoice Processing and Purchase Management to replace Masterpiece Accounts Payable and Purchase Order modules across the agency in 2010-11. The budget modelling system for the agency, Infor PM, was also introduced to locations. With this software correctional business centre managers were able to provide input into the budget process, and cash flow their budgets via a web based interface from 2011-12.
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 are published on the department’s Intranet, allowing senior managers across the state to access the information within a few days of the end of each month. Executive Directors, in turn, report monthly to the Chief Executive concerning the overall financial performance of their division and major budget pressures. This ensures a regular focus on financial management throughout the year.
The Corporate Finance Branch provided financial analysis to business units in the development of a number of business cases and funding submissions. The branch also provided financial analysis for the department’s submissions to the annual state budget process and prepared financial briefings for the Parliamentary Estimates, and Budget and Finance Committees.
Freedom of Information The Freedom of Information and Stakeholder Support Section is responsible for the provision of information under the Freedom of Information Act 1991 and the Correctional Services Act 1982 . During 2010-11, the department processed 286 applications under Freedom of Information.
The following table demonstrates an increase of 45.2% for applications received by the department in 2010-11 as compared with 2009-10. The volume and level of complexity of applications continues, as applicants are becoming aware of the various types of information retained by the agency and their rights to seek access to this information.
FOI Applications Received by DCS - July 2006 - June 2011 350 300 286 250 200 177 197 150 123 112
Numbers 100 50 0 2006/07 2007/08 2008/09 2009/10 2010/11
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Policy Development Departmental policy is influenced by various factors, including the South Australian Strategic Plan, the Minister, through government priorities, the Justice Portfolio, through the Justice Portfolio Leadership Group, and by the department and its stakeholders. The Strategic Services Division, in conjunction with other directorates, coordinate the facilitation and development of departmental policy.
As part of its policy process, the department has in place a policy and procedure framework. Business units are responsible for service delivery, and the policy and procedure framework expresses business unit requirements through a structure that delegates responsibility for achievement to appropriate operational levels. This is accomplished by making explicit the expectations of results to business units and employees by corporate strategic planning, standard setting and performance monitoring.
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 resources both financial and physical. Relevant stakeholders are also consulted in the development and review of policies.
The department provides advice on policy issues to various stakeholders, including: • victims, who request information about prisoners and departmental policies; • community members, who request information about the department’s policies and procedures; • prisoners, and friends and relatives of prisoners on operational matters; and • community members and prisoners seeking information pursuant to provisions of the Freedom of Information Act 1991 .
During the course of 2010-11, departmental staff worked on a number of initiatives, such as: • considering expressions of interest that were sought from non government agencies for the delivery of Pre/Post Release and Community Based Reintegration Services. On completion of a successful procurement process, a contract was awarded to Centacare for service provision throughout all South Australian prisons and community correctional centres; • assisting with the implementation of the abuse prevention program (Integrated Domestic Violence Program) as a result of the introduction of the Intervention Orders Act 2009 ; • contributing to the roll out of the Family Safety Framework, which is an initiative of the Women’s Safety Strategy; • contributing to Information Sharing Guidelines for the promotion of safety and wellbeing of children, young people and their families. This is a cross government initiative; and • experiencing continued progress with the Offender Management Plan. The ongoing identification and case manage of serious offenders who present the most harm to the community. A pilot program was undertaken in Western Adelaide and is planned to be expanded in 2011.
Stakeholder Support The department has a number of stakeholders who require services and advice from the department, whilst others provide pre/post release services to offenders and prisoners.
Stakeholders are individuals and groups throughout the community that affect or are affected by the operations of the department.
The department’s key stakeholders include: • the Minister for Correctional Services; • Members of Parliament;
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• Justice Portfolio agencies; • Courts Administration Authority; • South Australia Police; • Parole Board of South Australia; • South Australian Ombudsman; • Correctional Services Advisory Council; • Victims Support Groups; • members of the public; • various Aboriginal groups; • various prisoner welfare agencies; and • other government and non-government agencies.
Support and services to stakeholders are provided by key senior staff through representation on working parties and at the Justice Portfolio Leadership Group.
To ensure culturally appropriate services for the large number of Aboriginal prisoners, many of the department’s stakeholders are directly focused on services for Aboriginal offenders. Major stakeholders in this arena include: • Aboriginal Services Division – Department of Health; • Aboriginal Legal Rights Movement; • Aboriginal Prisoner and Offender Support Services(APOSS); • Offenders Aid and Rehabilitation Services of South Australia (OARS); • Prison Fellowship; • Aboriginal Catholic Ministry; • Commonwealth Department of Employment and Workplace Relations; • Nunkuwarrin Yunti; • Aboriginal Education Unit of TAFE; and • Aboriginal Drug and Alcohol Council.
Legislation The Correctional Services Act dates back to 1982. Since that time it has been regularly amended to reflect changes in government policy, changes to correctional practice and to address community concerns.
To ensure that the Department for Correctional Services continues to enhance public safety and provide the highest level of prisoner and offender management, amendments to the Correctional Services Act 1982 and Correctional Services Regulations 2001 are proposed . Subsequently, the Correctional Services (Miscellaneous) Amendment Bill 2011 was introduced to Parliament on 8 June 2011. The changes to the Act and Regulations proposed in this Bill are wide ranging.
Proposed changes will strengthen the supervision of persons on parole in the community. Some of the other more important amendments will improve sharing of information with the South Australian Police, provide more expeditious dealings with offenders who have breached their parole order and considered to present a high risk to the community, and improved pre-release arrangements for prisoners serving life sentences.
Other proposed changes are to strengthen existing provisions along with adding new provisions into the Correctional Services Act 1982 that relate to the security of the prison system. Such changes include tightening the visit procedure to prisoners, in particular for those convicted of child sex offences, extending search provisions to further restrict contraband entering the prison system, and increasing penalties for those caught attempting to introduce drugs into the prisons. It is also proposed to add a new section to regulate the issue and use of weapons by correctional services officers, and a new section to regulate the use of correctional services’ dogs.
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INDEX
A I Aboriginal Services Unit, 16, 19 Illicit Drugs, 33 Achievements, 43 Incentive Based Regime, 29 Adelaide Pre-release Centre, 27, 28 Information Analysis, 55 Adelaide Remand Centre, 24, 56, 97 Information Technology Management, 55 Adelaide Women’s Prison, 27, 97 Integrated Housing Exits Program, 17 Alcohol and Other Drug Strategy, 20 Intensive Bail Supervision, 13, 35, 36, 39 APY Lands, 34 Intensive Probation Supervision, 38 Assaults, 32 Intranet, 56, 61
B K Bail, 13, 34, 35, 36, 39, 48, 114 Knowledge and Information Systems, 12 Business and Performance Services, 12 L C Legislation, 63 Cadell Training Centre, 26, 97 Legislation, 114 Chaplaincy Service, 22 Community Corrections, 13, 15, 16, 17, 18, 21, M 34, 38, 39, 40, 43, 101 Community Service, 13, 14, 15, 34, 35, 36, 37, 41 Media Liaison and Corporate Communication, Complaints Management, 30 58 Contract and Business Management, 46 Mobilong Prison, 24, 97 Corporate Finance, 60, 61 Most Serious Offence, 31 Custodial Services, 12, 17, 46, 47, 48, 97 Mount Gambier Prison, 18, 28, 46, 47
D N Data Warehouse, 56 Nominated Visitors, 29 Deaths in Custody, 32 Northern Country Region, 36 detag, 37 Northern Metropolitan Region, 35 Drug Court Curfew, 39 O E Offender Development, 12, 17 Education, 21, 63 Offender Development Programs, 17 Employee Relations, 49, 114 Offender Reports, 36 Energy Management, 58 Office of the Chief Executive, 12 Escapes, 32, 98 Operating Expenditure by Program, 48
F P Freedom of Information, 61, 62, 112, 114 Parole, 7, 13, 17, 19, 20, 28, 34, 35, 36, 38, 48, 63, 114 H Policy Development, 62 Port Augusta Prison, 25 Health, 19, 22, 63, 114 Port Lincoln Prison, 27 Home Detention, 13, 28, 34, 35, 36, 38, 39, 42, Prison, 17, 19, 21, 27, 32, 97 47, 48 Prisoner Assessment, 36, 38 Homelessness, 17 Prisoner Assessment Unit, 12, 13, 36 Human Resources, 13 Prisoner Population, 30 Probation, 13, 17, 34, 35, 36, 37, 48 Psychological Services, 19
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R V Rehabilitation, 12, 18, 48, 63, 114 Victim Services, 41 Rehabilitation Programs Branch, 12, 18 Victims, 41, 63, 114 Remand, 30 Video Conferencing, 56 Research Management, 55 Visiting Inspectors, 29 Risk Management, 46 Visiting Tribunals, 9, 29
S Y Security Classifications, 28 Yatala Labour Prison, 18, 23, 97 Sentence Length, 30 Sentenced Females, 31 Sentenced Males, 31 Sex Offender Treatment Program, 14 Southern Country Region, 35 Southern Metropolitan Region, 34 Stakeholder Support, 61, 62, 112 Strategic Management, 59, 60 Strategic Plan, 7, 10, 60, 62 Strategic Services, 12, 62
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APPENDICES 1 – 9
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APPENDIX 1 - AUDITOR GENERAL’S REPORT AND FINANCIAL STATEMENTS 2010-11
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ADDENDUM - 2009-10 ANNUAL REPORT – PAGE OMITTED This page should have been included in the 2009-10 Annual Report, following page 73.
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APPENDIX 2 - ACCOUNTS PAYABLE 2010-11
Number of % of Accounts Value in $A of % of Accounts Particulars Accounts Paid Paid Accounts Paid Paid
Paid by due date 41 428 91.79% $72 434 574 81.27%
Paid < 30 days from due date 2 707 6.00% $11 942 739 13.40%
Paid > 30 days from due date 997 2.21% $4 747 059 5.33%
Total 45 132 100% $89 124 372 100%
APPENDIX 3 - ENERGY USAGE 2010-11 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.
Energy Usage 2010-11
Departmental Total / Measure / Target Energy Use (GJ) GHG Emissions Business Measure
Base Year 2000- 01: Departmental Total 77 096 13 102 8 163
Base Year 2000-01: Departmental Total 9 444 Mj/per offender/prisoner
Year Being Reported: 2010-11 Departmental Total 81 634 11 446 8 825
Departmental Business Measure (for year being reported) 9 250 Mj/per offender/prisoner
Final Departmental Target (for 2014) 7 083 Mj/per offender/prisoner
NOTES: (a) Base line information represents structure as at 2000-01. (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 used is the number of prisoners and offender orders being managed.
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APPENDIX 4 - CUSTODIAL SERVICES – STATISTICAL INFORMATION 2010-11
TABLE 1 - INTAKES BY RACIAL IDENTITY AND GENDER 2010-11
Intakes by Racial Identity and Gender 2010-11
Non-Aboriginal Aboriginal Unknown M F U Total M F Total M F Total Total Unsentenced 2 067 212 1 2 280 918 137 1 055 180 37 217 3 552 Fine Default 4 1 0 5 2 0 2 1 0 1 8 Sentenced 389 34 0 423 84 20 104 33 7 40 567 Unknown 74 0 0 74 23 2 25 6 2 8 107
Total 2 534 247 1 2 782 1 027 159 1 186 220 46 266 4 234
TABLE 2 - PRISONERS IN CUSTODY AND AVERAGE PRISON POPULATION IN 2010-11
Prisoners in Custody and Average Prison Population in 2010-11 ARC YLP MOB APC AWP JNH CTC PTA PTL MTG Total M F M F M M M F M F M M F M F M F M F Total In Custody 259 0 451 1 315 54 0 121 6 2 146 355 5 90 0 155 3 1 831 132 1 963 30/6/10 In Custody 245 0 455 0 326 59 0 114 7 0 164 356 6 122 0 171 1 1 905 121 2 026 30/6/11 Daily average 254 0 454 1 317 54 0 118 9 1 152 368 6 90 0 162 1 1 860 127 1 987 in prison Daily average 218 0 223 1 87 0 0 40 7 1 0 75 3 4 0 10 1 624 46 670 remand Daily average 36 0 231 0 230 54 0 78 2 0 152 293 3 86 0 152 0 1 236 81 1 317 sentenced
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, PTA - Port Augusta Prison, PTL - Port Lincoln Prison, MTG - Mount Gambier Prison
TABLE 3 - PRISON CAPACITIES AND AVERAGE DAILY POPULATION 2010-11
Capacity Average Daily Prison Population
163 Cadell Training Centre 167
317 Mobilong Prison 3 27
163 Mt Gambier Prison 172
90 Pt Lincoln Prison 1 26
374 Pt Augusta Prison 392
1 18 Adelaide W omen's Prison 14 8
5 4 Adelaide Pre-release Centre 60
45 5 Yatala Labour Prison 468
25 4 Adelaide Remand Centre 2 67
0 50 100 150 200 250 300 350 400 450 500
NOTES : Additional beds are utilised in cases of emergency including City Watch House. Prisoners admitted to James Nash House are not included.
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TABLE 4 - ESCAPES FROM DCS CUSTODY 2010-11
Escapes from DCS Custody 2010-11 ARC YLP APC AWP JNH CTC MOB PTA PTL MTG ESCORT Escapes 0 0 0 0 0 0 0 2 0 0 2 Incidents 0 0 0 0 0 0 0 1 0 0 2 of Escape Daily Average Prison 254 455 54 118 10 163 317 374 90 163 0 Population Escape Rate 0 0 0 0 0 0 0 0.53 0 0 N/A
NOTES: Escape rate is calculated as 100 x prisoners escaping divided by the daily average prison population. One escape occurred whilst under the supervision of G4S.
TABLE 5 - ESCAPES FROM DCS FROM 2007-11
Escapes from DCS for years ending 30 June 2007-11 2007 2008 2009 2010 2011 Prisoners Escaping 4 61 72 33 4 Incidents of Escape 3 5 7 3 34
Daily Average Prison Population 1686 1 855 1 935 1 963 1 987 Escape Rate 0.23 0.32 0.36 0.15 0.2
Escape rate is calculated as 100 x prisoners escaping divided by the daily average prison population. 1 Includes an escape from James Nash House 2 Includes escapes from MowCamp 3 Includes 2 escapes from G4S escort 4 Includes 1 escape from G4S escort
TABLE 6 - INCIDENTS IN PRISON 2010-11
Incidents in Prison 2010-2011 ARC CTC MOB MTG APC AWP PTA PTL YLP Total Drugs 33 119 47 50 5 31 32 4 421 742 Alcohol 0 0 5 2 0 0 1 0 9 17 Escape 2 2 4 Critical Self Harm 1 1 1 3 6 Death Unnatural 2 2 Death Natural Causes 2 2 Prisoner/Prisoners Assault 52 16 25 12 1 20 23 3 31 183 Fire (Appliance Called) 15 1 1 14 31 Fire (Handled Internally) 1 2 2 1 2 8
NOTE: One escape from YLP occurred whilst on G4S escort
TABLE 7 - PRISONER/STAFF INCIDENTS 2010-11
Prisoner/Staff Incidents 2010-11 ARC CTC MOB MTG APC AWP PTA PTL YLP Total Physical Assaults Number of Incidents 1 0 1 0 0 7 0 0 5 16 Staff assaulted 1 0 1 0 0 7 0 0 5 16 Abusive/Threatening Behaviour Number of Incidents 24 1 2 3 0 0 14 1 18 63 Total Incidents Number of Incidents 25 1 3 3 0 7 14 1 23 70 Staff assaulted 1 0 1 0 0 7 0 0 5 16
NOTE: Incidents reported on the Departmental Incident Reporting System
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TABLE 8 - SENTENCED DISCHARGES BY TIME SERVED AND MAJOR OFFENCE - 2010-11
Sentenced Discharges by Time Served and Major Offence between 1 July 2010 – 30 June 2011
Offence Group < 1 months 1-3 months 3-6 months 6 - 12 months 1-2 years 3-4 years 5-10 years > 10 years Total
Homicide 1 0 0 2 0 6 2 2 13 Assaults 15 33 47 45 20 18 4 1 183 Sexual Assaults 3 3 4 14 16 24 8 3 75 Other Offences Against The Person 1 1 2 2 7 8 3 0 24 Robbery 0 1 0 2 4 18 6 1 32 Extortion 0 0 1 0 0 1 0 0 2 Break and Enter 0 1 17 41 34 24 7 0 124 Fraud 8 23 18 17 12 11 2 1 92 Receiving 1 2 0 2 0 1 0 0 6 Other Theft 2 3 8 7 10 3 0 0 33 Property Damage 3 4 5 3 4 0 2 0 21 Offences Against Justice Procedures 190 168 114 45 25 11 3 0 556 Unlawful Possession of Weapons 0 2 0 4 1 1 0 0 8 Possession of Drugs 1 0 1 0 0 0 0 0 2 Deal or Traffic Drugs 2 3 2 7 11 15 1 0 41 Manufacture or Grow Drugs 0 1 0 5 4 6 1 0 17 Driving Offences 3 13 11 10 1 1 0 0 39 Licence or Registration Offences 63 61 33 12 3 0 0 0 172 Other Offences Against Good Order 52 12 20 13 11 1 1 0 110 Other Offences 1 2 1 1 1 3 1 0 10 Unknown 5 5 6 7 3 0 0 0 26 Total 351 338 290 239 167 152 41 8 1 586
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TABLE 9 - FORMS OF DISCHARGE BY INSTITUTION - 2010-11
Forms of Discharge by Institution, Year Ending 30 June 2011
INSTITUTION APC ARC AWP CTC JNH MOB MTG PLP PTA YLP TOTAL 2010-11 2009-10
GENDER M F M F M F M F M F M F M F M F M F M F M F Total % Total %
Sentence Served 10 0 79 0 0 76 163 0 3 0 221 0 35 1 16 1 165 9 177 0 869 87 956 21.98 869 19.54
Release to Home Detention 62 0 0 0 0 18 38 0 0 0 9 0 7 0 7 0 11 0 4 0 138 18 156 3.59 217 4.88
Release to Parole 123 0 5 0 0 40 97 0 1 0 77 0 22 0 11 0 75 1 118 0 529 41 570 13.11 618 13.90
Release to Licence 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 0 1 0.02 2 0.04
Released to Probation 2 0 0 0 0 6 5 0 0 0 15 0 0 0 0 0 0 0 9 0 31 6 37 0.85 50 1.12
Total Custodial Sentence 197 0 84 0 0 140 303 0 4 0 322 0 64 1 34 1 252 10 308 0 1 568 152 1 720 39.55 1 756 39.49
Default Period Served 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 3 0 3 0.07 7 0.16
Suspended Further Time to Pay 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 0 1 0 2 1 3 0.07 18 0.40
Fine Paid/Part Paid 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 2 0 2 0.05 1 0.02
Total Monetary Warrant 0 0 0 0 0 0 1 0 0 0 0 0 0 1 0 0 1 0 5 0 7 1 8 0.18 26 0.58
Release to Bail 0 0 148 0 0 33 0 0 7 2 12 0 21 1 16 0 17 6 165 0 386 42 428 9.84 460 10.34
Bail Appeal Pending 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 10 0 11 0 11 0.25 0 0.00
Release from Court 0 0 690 0 0 229 0 0 5 2 131 0 35 4 15 1 312 41 661 1 1 849 278 2127 49.01 2 155 48.46
Appeal Upheld 0 0 1 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 5 0 7 0 7 0.16 6 0.13
Total Remand in Custody 0 0 839 0 0 262 0 0 12 4 144 0 56 5 32 1 329 47 841 1 2 253 320 2 573 59.16 2 621 58.94
Deceased 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 0 4 0 4 0.09 5 0.11
Deported 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.00 1 0.02
Extradition 0 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0 6 0 6 0.14 11 0.25
Escaped 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 0 2 0 4 0 4 0.09 0 0.00
Transfer to Other Agency 0 0 0 0 0 4 0 0 10 2 0 0 0 0 0 0 0 0 16 1 26 7 33 0.76 27 0.61
Wrongfully Imprisoned 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 1 0.02 0 0.00
Total Other Discharges 0 0 4 0 0 4 0 0 10 2 0 0 0 0 2 0 0 1 24 1 40 8 48 1.10 44 0.99
Total 2010-11 197 0 927 0 0 406 304 0 26 6 466 0 120 7 68 2 582 58 1 178 2 3 868 481 4 349 100% 4 447 100%
Total 2009-10 161 0 848 0 0 385 354 0 40 4 456 0 146 13 67 4 626 45 1 298 0 3 996 451 4 447 100%
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Appendix 5 - COMMUNITY CORRECTIONS – STATISTICAL INFORMATION 2010-11
TABLE 1 - COMMUNITY CORRECTIONS ORDERS AND INDIVIDUALS - 2010-11
Community Corrections Orders and Individuals Current as at 30 June 2011 Male Female Unknown ORDER TYPE Orders Individuals Orders Individuals Orders Individuals Bail 494 433 122 110 2 2 Community Service 932 854 246 229 0 0 Financial Penalty Expiated Thru CS 455 445 150 146 0 0 Home Detention 43 43 6 6 0 0 Home Detention Bond 6 3 0 0 0 0 Intensive Bail Supervision 292 274 40 34 0 0 Interstate Orders 9 9 1 1 0 0 Other Orders 231 230 12 12 0 0 Parole 855 841 75 74 0 0 Probation 2 264 2 162 573 545 0 0 Total 5 581 5 294 1 225 1 157 2 2
TABLE 2 - AGE AND SEX OF INDIVIDUALS WHO COMMENCED ORDERS - 2010-11
Age and Sex of Community Corrections Individuals who Commenced Orders in 2010-11 Male % Female % Unknown % Total % 18 202 2.82% 32 2.11% 2 25.00% 236 2.72% 19 330 4.61% 45 2.97% 0 0.00% 375 4.32% 20 270 3.77% 45 2.97% 0 0.00% 315 3.63% 21 - 24 1 035 14.45% 168 11.09% 2 25.00% 1 205 13.87% 25 - 29 1 263 17.63% 288 19.01% 2 25.00% 1 553 17.88% 30 - 34 1 054 14.71% 279 18.42% 1 12.50% 1 334 15.36% 35 - 39 902 12.59% 234 15.45% 1 12.50% 1 137 13.09% 40 - 49 1 202 16.78% 262 17.29% 0 0.00% 1 464 16.85% 50 - 59 396 5.53% 76 5.02% 0 0.00% 472 5.43% 60 and over 117 1.63% 7 0.46% 0 0.00% 124 1.43% Unknown 393 5.49% 79 5.22% 0 0.00% 472 5.43% Total 7 164 1 515 8 8 687
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TABLE 3 - COMMUNITY CORRECTIONS ORDERS COMMENCED - 2010-11
Community Corrections Orders Commenced During 2010-11 Male Female Unknown Total
Bail Supervision 1 000 263 4 1 267 Total Bail Orders Commenced 1 000 263 4 1 267
Crimes Act, Community Service Orders 4 1 0 5 Parole Community Service 37 1 0 38 Sentencing Act, Community Service Bond (No Suspended Sentence) 58 9 0 67 Sentencing Act, Community Service Bond (Suspended Sentence) 39 7 0 46 Sentencing Act Dual Bond (No Suspended Sentence) 49 8 0 57 Sentencing Act, Dual Bond (Suspended Sentence) 80 11 0 91 Sentencing Act, Community Service Order 1 504 395 3 1 902 Sentencing Act, Dual Order 6 0 0 6 Shop Theft Diversion, Community Service 2 3 0 5 Total Community Service Orders Commenced 1 779 435 3 2 217
Sentencing Act, Fine Enforcement 511 154 0 665
Financial Penalty Expiated Thru CS Orders Commenced 511 154 0 665
Home Detention 147 19 0 166 Total Home Detention Orders Commenced 147 19 0 166
Home Detention Bond 8 0 0 8 Home Detention Bond Orders Commenced 8 0 0 8
Intensive Bail Supervision 834 112 0 946 Total Intensive Bail Supervision Orders Commenced 834 112 0 946
Interstate Parole 6 1 0 7 Interstate Probation 3 0 0 3 Total Interstate Orders Commenced 9 1 0 10
Pre-Parole Supervision 98 12 0 110 Supervision in Prison 458 27 0 485 Voluntary Supervision 1 0 0 1 Total Other Supervision Orders Commenced 557 39 0 596
Licence 5 1 0 6 Parole 539 39 0 578 Total Parole Orders Commenced 544 40 0 584
Mental Impairment Supervision 92 16 0 108 Crimes Act 18 29 0 46 Sentencing Act, Dual Bond (no Suspended Sentence) 49 8 0 57 Sentencing Act, Dual Bond (Suspended Sentence) 80 11 0 91 Sentencing Act 481 180 0 661 Sentencing Act, Suspended Sentence 1 049 208 1 1 258 Sentencing Act, Dual Orders 6 0 0 6 Total Probation Orders Commenced 1 775 452 1 2 228
Total Orders Commenced 7 164 1 515 8 8 687
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 102
TABLE 4 - COMMUNITY CORRECTIONS ORDERS CLOSED - 2010-11
Community Corrections Orders Closed During 2010-11 Male Female Unknown Total Expired / Paid / Hours Completed 4 039 836 8 4 883 Estreated / Cancelled 382 67 1 450 Expired in Breach 1 204 336 1 1 541 Administration Discharge 120 45 0 165 Variation 455 140 2 597 Interstate Transfer 5 0 0 5 Deceased 27 1 0 28 Offender Requests 0 0 0 0 Deported 0 0 0 0 Total Orders Closed 6 232 1 425 12 7 669
TABLE 5 - HOME DETENTION - 2010-11
Home Detention 2010-11 Commencements Discharges Revocations Current as at 30 June 2011 Post- Post- Post- Post- Bail Bond Bail Bond Bail Bond Bail Bond Prison Prison Prison Prison Male 147 831 8 161 862 2 9 231 0 36 292 3 Female 19 115 0 18 124 4 23 0 6 40 0 Total 166 946 8 179 986 6 9 254 0 42 332 3
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 103
TABLE 6 - COMMUNITY CORRECTIONS REPORTS COMPLETED - 2010-11
Community Corrections Reports Completed in 2010-2011
Northern Metropolitan Region Home Home Pre- Community Home Office Parole Bail Detention Detention Total Sentence Service Detention Bail Bond
Elizabeth 121 115 135 4 0 0 0 375 Gawler 12 6 0 0 0 0 0 18 North East 74 77 5 0 0 0 0 156 Pt Adelaide 92 74 141 4 0 0 0 311 NMR Total 299 272 281 8 0 0 0 860
Southern Metropolitan Region Home Home Pre- Community Home Office Parole Bail Detention Detention Total Sentence Service Detention Bail Bond
Adelaide 71 58 36 0 0 0 0 165 Courts Unit 369 0 1 1 020 0 0 0 1 390 Edwardstown 68 43 4 1 0 0 0 116 HD Admin Centre 0 0 0 0 1 719 341 1 2 061 Noarlunga 95 46 15 0 0 0 0 156 SMR Total 603 147 56 1 021 1 719 341 1 3 888
Northern Country Region Home Home Pre- Community Home Office Parole Bail Detention Detention Total Sentence Service Detention Bail Bond Ceduna 13 5 0 6 3 4 0 31 Coober Pedy 14 2 0 25 3 0 0 44 Marla 37 6 0 52 5 3 0 103 Pt Augusta 37 63 0 93 48 11 0 252 Pt Lincoln 18 8 0 6 8 10 0 50 Pt Pirie 31 13 1 22 17 18 0 102 Whyalla 36 9 1 78 47 7 0 178 NCR Total 186 106 2 282 131 53 0 760
Southern Country Region Home Home Pre- Community Home Office Parole Bail Detention Detention Total Sentence Service Detention Bail Bond Berri 39 6 1 4 28 6 0 84 Mt Gambier 24 21 2 22 51 15 0 135 Murray Bridge 63 77 1 9 41 11 0 202 SCR Total 126 104 4 35 120 32 0 421
Total 1 214 629 343 1 346 1 970 426 1 5 929
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 104
APPENDIX 6 - HUMAN RESOURCES MANAGEMENT – STATISTICAL INFORMATION - 2010-11
TABLE 1 - DCS EMPLOYEES BY CLASSIFICATION STREAM, DIVISION AND GENDER - 2010-11
DCS Employees by Classification Stream, Division and Gender as at the 30 June 2011
Central Office Community Corrections Custodial Services Worker's Comp Pool Total Stream Male Female Total Male Female Total Male Female Total Male Female Total Male Female Total
ADMINISTRATIVE SERVICES Administrative Services Officers Trainees 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ASO1 0 3 3 1 3 4 9 23 32 0 0 0 10 29 39 ASO2 3 14 17 3 31 34 6 29 35 0 0 0 12 74 86 ASO3 1 11 12 0 12 12 17 16 33 0 0 0 18 39 57 ASO4 10 22 32 1 2 3 4 7 11 0 0 0 15 31 46 ASO5 15 14 29 4 2 6 3 3 6 0 0 0 22 20 42 ASO6 19 16 35 4 3 7 2 3 5 0 0 0 25 22 47 ASO7 7 10 17 1 0 1 0 1 1 0 0 0 8 11 19 ASO8 2 0 2 0 0 0 0 0 0 0 0 0 2 0 2 Managers Administrative Services MAS1 0 0 0 0 1 1 0 1 1 0 0 0 0 1 1 MAS2 0 1 1 1 1 2 4 0 4 0 0 0 5 2 7 MAS3 8 5 13 3 1 4 1 0 1 0 0 0 12 6 18 Total Administrative Services 65 96 161 18 56 74 46 82 128 0 0 0 129 234 363
OPERATIONAL SERVICES Trainees 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 OPS1 0 0 0 0 0 0 2 2 4 0 0 0 2 2 4 OPS2 0 0 0 29 1 30 485 143 628 4 5 9 518 149 667 OPS3 0 0 0 39 42 81 150 22 172 0 0 0 189 64 253 OPS4 0 0 0 6 5 11 48 10 58 0 0 0 54 15 69 OPS5 1 0 1 2 1 3 1 0 1 0 0 0 4 1 5 OPS6 0 0 0 0 0 0 24 3 27 0 0 0 24 3 27 OPS7 1 0 1 0 0 0 3 0 3 0 0 0 3 0 3 Total Operational Services 2 0 2 76 49 125 713 180 893 4 5 9 794 234 1028
ALLIED HEALTH PROFESSIONAL SERVICES AHP1 0 0 0 8 25 33 0 2 2 0 0 0 8 27 35 AHP2 3 9 12 19 57 76 1 18 19 0 0 0 23 84 107 AHP3 8 10 18 4 10 14 1 5 6 0 0 0 13 25 38 AHP4 2 3 5 0 1 1 0 1 1 0 0 0 2 5 7 AHP5 1 2 3 0 0 0 0 0 0 0 0 0 1 2 3 Total Allied Health Professional Services 14 24 38 31 93 124 2 26 28 0 0 0 47 143 190
EXECUTIVES Executive Officers EX - SAES 1 2 3 5 1 0 1 5 1 6 0 0 0 8 4 12 CEO 1 0 1 0 0 0 0 0 0 0 0 0 1 0 1 Total Executives 3 3 6 1 0 1 5 1 6 0 0 0 9 4 13
OTHERS 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 4 9 13 0 0 0 4 9 13 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 3 10 13 0 0 0 5 9 14
Government Stores WSE3 0 0 0 0 0 0 2 0 2 0 0 0 2 0 2 WSE4 0 1 1 0 0 0 8 2 10 0 0 0 8 3 11 WSE5 0 0 0 0 0 0 1 1 2 0 0 0 1 1 2 Total Government Stores 0 1 1 0 0 0 11 3 14 0 0 0 11 3 15
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 6 20 26 0 0 0 6 20 26 Total Hourly Paid Instructors 0 0 0 0 0 0 6 20 26 0 0 0 6 20 26
Total All Streams 84 124 208 126 198 324 791 321 1 112 4 5 9 1 005 648 1 653
NOTE: Central Office category represents all work groups that are not defined as Custodial Services or Community Corrections. However, some Custodial and Community Corrections staff are located in Central Office.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 105
TABLE 2 - NUMBERS - GENDER – STATUS - 2010-11
Numbers - Gender - Status Persons 1 653 FTE's 1 578.2
Gender % Persons % FTE Male 60.8 62.2 Female 39.2 37.8
Number of persons separated from the agency during the last 12 months 203
Number of persons recruited to the agency during the 2010/11 financial year 200
Number of persons recruited to the agency during the 2010/11 financial year AND who were 137 active/paid at 30 June 2011
Number of persons on leave without pay at 30 June 2011 29
TABLE 3 - NUMBER OF EMPLOYEES BY SALARY BRACKET - 2010-11
Number of Employees by Salary Bracket Salary Bracket Male Female Total $0 - $49 199 567 287 854 $49 200 - $62 499 281 168 449 $62 500 - $80 099 106 147 253 $80 100 - $100 999 42 41 83 $130 700+ 9 5 14 Total 1 005 648 1 653
TABLE 4 - STATUS OF EMPLOYEES IN CURRENT POSITION - 2010-11
Status of Employees in Current Position FTE's Gender Ongoing Short-term contract Long-term contract Casual Total Male 894.29 67.66 13.6 5.46 981.01 Female 511.41 70.95 5 9.87 597.23 Total 1 405.7 138.61 18.6 15.33 1 578.24 Persons Gender Ongoing Short-term contract Long-term contract Casual Total Male 902 70 14 19 1 005 Female 539 78 5 26 648 Total 1 441 148 19 45 1 653
TABLE 5 - NUMBER OF EXECUTIVES IN CURRENT POSITION, GENDER AND CLASSIFICATION - 2010-11
Number of Executives by Status in Current Position, Gender and Classification Ongoing Term Tenured Term Untenured Total Total Classification M F M F M F M F SAES1 1 0 0 0 7 4 8 4 12 SAES2 0 0 0 0 1 0 1 0 1 Total 1 0 0 0 8 4 9 4 13
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 106
TABLE 6 - AVERAGE DAYS LEAVE PER FTE EMPLOYMENT - 2010-11
Average Days Leave Per FTE Employment
Leave Type 2007-08 2008-09 2009-10 2010-11
Sick Leave 10.42 10.04 8.75 9.53
Family Carer’s Leave 0.99 1.22 1.46 1.55
Miscellaneous Special Leave n/a n/a 0.81 0.89
TABLE 7 - NUMBER OF EMPLOYEES BY AGE BRACKET BY GENDER - 2010-11
Number of Employees by Age Bracket by Gender 2010 Workforce Age Bracket Male Female Total % of Total Benchmark % * 15 - 19 2 1 3 0.18 6.1 20 - 24 23 21 44 2.66 10.6 25 - 29 65 53 118 7.14 10.5 30 - 34 76 51 127 7.68 9.4 35 - 39 108 61 169 10.22 11.2 40 - 44 124 90 214 12.95 11.1 45 - 49 154 93 247 14.94 12.2 50 - 54 185 112 297 17.97 11.0 55 - 59 152 100 252 15.25 9.2 60 - 64 96 51 147 8.89 6.0 65+ 20 15 35 2.12 2.9 Total 1 005 648 1 653 100 100
NOTE: *Source: 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 February 78 Supertable, South Australia at May 2010
TABLE 8 - NUMBER OF ABORIGINAL AND/OR TORRES STRAIT ISLANDER EMPLOYEES - 2010-11
Number of Aboriginal and/or Torres Strait Islander Employees Salary Bracket Aboriginal Staff Total Staff % Aboriginal Target $0 - $49 199 27 854 3.16 2% $49 200 - $62 499 22 449 4.90 2% $62 500 - $80 099 8 253 3.16 2% $80 100 - $100 999 1 83 1.20 2% $130 700+ 0 14 0 2% Total 58 1 653 3.51 2%
TABLE 9 - CULTURAL AND LINGUISTIC DIVERSITY - 2010-11
Cultural and Linguistic Diversity Male Female Total % of Agency SA Community* Number of employees born overseas 175 80 255 15.43 20.30%
Number of employees who speak 38 22 60 3.63 16.60% language(s) other than English at home
NOTE: *Benchmarks from ABS Publication Basic Community Profile (SA) Cat No. 2001.0, 2006 census
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 107
TABLE 10 - NUMBER OF EMPLOYEES WITH DISABILITIES REQUIRING WORKPLACE ADAPTATION - 2010-11
Number of Employees with Disabilities Requiring Workplace Adaptation Male Female Total % of Agency 16 7 23 1.4
NOTE : It is recognised that many employees do not wish to declare they have a disability. Further, 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.
TABLE 11 - NUMBER OF EMPLOYEES USING VOLUNTARY FLEXIBLE WORKING ARRANGEMENTS - 2010-11
Number of Employees Using Voluntary Flexible Working Arrangements by Gender Leave Type Male Female Total Purchased Leave 3 8 11 Compressed Weeks 0 1 1 Part-time 48 125 173 Job Share 1 12 13 Working from Home 2 1 3 Total Flexible Arrangements 54 147 201 Flexi-time 173 342 515 Total 227 489 716
TABLE 12 - NUMBER OF INVESTIGATIONS INTO BREACHES OF THE CODE OF ETHICS - 2010-11
Number of Investigations into Breaches of the Code of Ethics Breach Found 19 Penalties for breach found • Reprimand 13 • Reprimand and loss of remuneration 4 • Reprimand and loss of leave 1 • Loss of remuneration 1 No breach found 19 Employee resigned prior to completion 3 Awaiting completion 15 Total number of investigations 56
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 108
Table 13 - ACCREDITED TRAINING PACKAGES BY CLASSIFICATION - 2010-11
Accredited Training Packages by Classification Classification Number of Accredited Training Packages AHP1 10 AHP2 37 AHP3 17 AHP4 3 AHP5 4 ASO1 2 ASO2 9 ASO3 30 ASO4 8 ASO5 7 ASO6 21 ASO7 9 AS08 1 HPIC 0 MAS2 5 MAS3 10 OPX2 259 OPX3 75 OPX4 54 OPX5 7 OPX6 20 OPX7 1 SAE 2 WSE4 3 TOTAL 594
TABLE 14 - LEADERSHIP AND MANAGEMENT TRAINING EXPENDITURE - 2010-11
Leadership and Management Training Expenditure % of Total Salary Training and Development Total Cost Expenditure Total training and development expenditure $2.7m 2.59%
Total leadership and management development $0.6m 0.58%
NOTE : DCS salary budget provides for the payment of employees working in prisons on a 24/7 roster and therefore includes payment of shift allowances and call backs. In addition, due to system limitations, many salary costs of employees participating in training (and any call back charges) are not factored into the total training investment – this is also the case for any training directly charged against program and project codes.
TABLE 15 - OHS NOTICES AND CORRECTIVE ACTION TAKEN - 2010-11
OHS Notices and Corrective Action Taken 2010-11
Number of notifiable occurrences pursuant to OHS&W Regulations. Division 6.6 4
Number of notifiable injuries pursuant to OHS&W Regulations, Division 6.6 3 Number of notices served pursuant to OHS&W Act, s35, s39 and s40 (default, 3 improvement and prohibition notices)
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 109
TABLE 16 - AGENCY WORKERS COMPENSATION EXPENDITURE - 2010-11 COMPARED WITH 2009-10
Agency Gross Workers Compensation Expenditure for 2010-11 Compared with 2009-10 2010-11 2009-10 Variation % Change Expenditure ($m) ($m) ($m)+(-) =+(-) Hospital $0.106m $0.161m - $ - 33.87% Income maintenance $1,928m $1.754m + $ + 9.92% Investigation $0.075m $0.024m + $ + 205.61% Legal expenses $0.146m $0.103m + $ + 41.58% Lump sum $1.263m $1,432m - $ - 11.85% Other $0.394m $0.271m + $ + 45.42% Registered medical $0.699m $0.766m - $ - 8.77% Rehabilitation $0.408m $0.385m + $ + 5.94% Travel $0.061m $0.051m + $ + 18.53%
Total Claims Expenditure $5.08m $4.95m + $0.13m + 2.65%
TABLE 17 - MEETING SAFETY PERFORMANCE TARGETS - 2010-11
Safety Performance Targets Base: Performance 12 months as at 30 June 2011* 2009-10
Numbers Notional Actual Variation or % Target** 1. Workplace fatalities 0 0 0 0 2. New workplace injury claims 149 147 142 5 3. New workplace injury claims frequency rate*** 57.08 56.93 54.23 2.70 4. Lost time injuries frequency rate*** 30.65 34.47 29.12 5.35 5. New psychological injury frequency rate*** 9.33 6.95 8.86 - 1.91 6. Rehabilitation and return to work: 6a. Early assessment within 2 days 66.44% 73.47% 80.00% - 6.53 6b. Early intervention within 5 days 97.30% 91.49% 90.00% 1.49 6c. Days lost <=10 days 42.22% 39.53% 60.00% - 20.47 7. Claim determination 7a. Claims to be determined for provisional in 24.56% 55.56% 100.00% - 44.44 7 calendar days 7b. Claims determined in 10 business days 68.92% 69.33% 75.00% - 5.67 7c. Claims still to be determined after 3 months 7.43% 9.33% 3.00% 6.33 8. Income maintenance payments for recent Injuries 2009-10 injuries (at 21 months development) $1 065 473.42 $1 014 161.58 $51 311.85 2010-11 injuries (at 9 months development) $670 150.69 $512 373.50 $157 777.19 * 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 follows: Number of new / lost time / psychological injuries for year x 1 000 000 (number of hours worked in year).
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 110
TABLE 18 - WORKERS COMPENSATION STATISTICS - 2010-11
Workers Compensation Statistics Workers PSWR actuarial PSWR valuation of Number of compensation valuation of workers workers new workers provisions compensation compensation compensation (notes to and forming liabilities liabilities claims by part of financial (rounded) (actual) financial year statements)
30 June 2011 $18m $18 001 763 $17 078 147
30 June 2010 $20m $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
30 June 2007 $28.3m $28 332 183 $27 005 167
30 June 2006 $31.1m $31 142 028 $29 553 209
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 111
Appendix 7 - FREEDOM OF INFORMATION - INFORMATION STATEMENT
Pursuant to the provisions of Section 9 of the Freedom of Information Act 1991 (the FOI Act) the following details are provided as part of the Information Statement.
Structures and functions of DCS The structures and functions of DCS are shown 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 There are no formal arrangements which enable members of the public to participate in the formulation of the department’s policies and the exercises of the agency’s functions. 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 . Information regarding policy documents may be viewed on the department’s website www.corrections.sa.gov.au
Arrangements and procedures for seeking access to records Applications for access to, or amendment of, DCS documents should be addressed to:
Freedom of Information Officer Freedom of Information and Stakeholder Support Branch
2nd Floor, 400 King William Street Adelaide SA 5000 or
GPO Box 1747 Adelaide SA 5001
Telephone: 8226 9124 or 8226 9027 or 8226 4138
Applications made under the FOI Act for access to documents must be in writing and be accompanied by the application fee of $29.50 A reduction on the fee payable may be applicable in certain circumstances.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 112
Appendix 8 - OVERSEAS TRAVEL - 2010-11
Overseas Travel by Departmental Employees
Number of Destination/s Reasons for Travel Total Cost to Agency Employees
Attendance at the International Corrections 1 Belgium $12 829 and Prisons Association Conference
Attendance at the Asian and Pacific 1 Canada $4 477 Conference of Correctional Administrators
Attendance at the International Corrections 1 Netherlands and Prisons Association Strategic Planning $11 228 Meeting
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 113
Appendix 9 - 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 • Occupational Health, Safety and Welfare Act 1986 • 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
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 114
South Australian Department for Correctional Services Level 2, 400 King William Street ADELAIDE SA 5000
Telephone: 08 8226 9000 Facsimile: 08 8226 9226
Internet: www.corrections.sa.gov.au Email: [email protected]
ABN: 44736536754 ISSN: 18340415
As at 30 June 2011