ANNUAL REPORT 2012-13 THE DEPARTMENT FOR CORRECTIONAL SERVICES
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 2013
Office of the Chief Executive CEN/13/0022 Level 2 400 King William Street DX 147 GPO Box 1747 ADELAIDE SA 5001
31 October 2013 Tel: 08 8226 9120 Fax: 08 8226 9226
www.corrections.sa.gov.au
The Honourable Michael O’Brien MP Minister for Correctional Services Level 2 45 Pirie Street ADELAIDE SA 5000
Dear Minister
I present to you the 2012-13 Annual Report for the Department for Correctional Services.
This Annual Report provides an overview of significant highlights and achievements in 2012-13 and illustrates the contribution made by the department to support the Government of South Australia’s strategic priorities.
The 2012-13 Annual Report has been prepared in accordance with the requirements of the Public Sector Act 2009, the Public Finance and Audit Act 1987 and the Correctional Services Act 1982 (the Act).
The Annual Report also adheres to the guidelines provided in the Department of the Premier and Cabinet’s ‘Circular 13’ document, and as per Section 9(1) of the Act, it has been provided to you no later than 31 October (of this year).
It is with great pleasure that I hereby commend this Annual Report to you.
Yours sincerely
DAVID BROWN CHIEF EXECUTIVE TABLE OF CONTENTS
A NOTE FROM THE CHIEF EXECUTIVE ...... 7 SUMMARY OF HIGHLIGHTS IN 2012-13 ...... 9 ABOUT THIS DOCUMENT ...... 10 CORPORATE STRATEGIC PLAN 2011-2014 ...... 11 INTRODUCTION TO THE DEPARTMENT ...... 12 SHAPING CORRECTIONS ...... 13 Shaping Corrections Service Delivery Framework ...... 14 STRUCTURE OF THE DEPARTMENT ...... 15 Business Model Review (BMR)...... 15 ORGANISATIONAL CHART ...... 17 INTEGRATED OFFENDER MANAGEMENT ...... 19 Offender Development and Rehabilitation ...... 20 Offender Rehabilitation Services ...... 20 Rehabilitation Programs Branch ...... 20 Criminogenic Programs ...... 21 Additional Rehabilitation Programs ...... 21 Integrated Housing Exits Program ...... 23 Prison Industry ...... 25 Chaplaincy Service ...... 25 Incentive Based Regime ...... 26 Psychological Services ...... 26 The Sentence Management Unit ...... 26 Serious Offender Committee...... 27 Women Offenders ...... 27 Aboriginal Services Unit ...... 27 SAFETY AND SECURITY ...... 29 Prisons in South Australia ...... 30 Prison infrastructure highlights in 2012-13 ...... 30 Yatala Labour Prison (YLP) ...... 31 Adelaide Remand Centre (ARC) ...... 31 Mobilong Prison (MOB) ...... 32 Port Augusta Prison (PAP)...... 32 Cadell Training Centre (CTC) ...... 33 Port Lincoln Prison (PLP) ...... 34 Adelaide Women’s Prison (AWP) ...... 35 Adelaide Pre-Release Centre (APC) ...... 36 Mount Gambier Prison (MGP)...... 37 Security Classifications ...... 37 Nominated Visitors ...... 38 Visiting Inspectors ...... 38 Visiting Tribunals ...... 38 Complaints Management ...... 38 Illicit Drugs in prison ...... 40 Search of Prisoners ...... 40 Ethics, Intelligence and Investigations Unit ...... 41 Access Control Strengthening ...... 42 SA Prison Health Service (SAPHS) ...... 42 Management of Prisoners at Risk of Suicide or Self Harm ...... 43 Prisoner Population ...... 43 Prisoner Profile in 2012-13...... 44 Escapes...... 46 Assaults ...... 47 Deaths in Custody ...... 47 Community Corrections ...... 47 Community Corrections Management Restructure ...... 48 Enhanced Community Corrections ...... 48 Community Service (Repay SA) ...... 49 DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 4
Probation ...... 49 Intensive Probation Supervision ...... 50 Parole ...... 50 Intensive Bail Supervision (Home Detention Bail) ...... 51 Bail ...... 51 Southern Metropolitan Region ...... 51 Northern Metropolitan Region ...... 52 Southern Country Region ...... 52 Northern Country Region ...... 52 Offender Reports ...... 53 Offender Management Plan (OMP) ...... 53 The Family Safety Framework ...... 54 Drug Court Curfew ...... 54 Pilot DCS Prosecutions Service ...... 54 Bail Accommodation Support Program ...... 55 Profile of offenders under the department’s supervision ...... 55 Business Centres ...... 56 Drug testing in prison and the community ...... 57 COMMUNITY ENGAGEMENT ...... 58 Victim Services ...... 59 Volunteer Support ...... 59 CAPACITY AND CAPABILITY ...... 62 Asset Services ...... 63 Risk Management ...... 64 Contract and Business Management ...... 64 Partnerships ...... 64 Human Resources Management ...... 66 Trainee Correctional Officer Recruitment ...... 66 Workforce Management ...... 66 Employment Opportunity Programs ...... 66 Employee Assistance Program ...... 67 Employee Relations ...... 67 Employee Transfers/Relocations ...... 68 Occupational Health, Safety and Injury Management ...... 68 Review of Accident, Incident Data and Applicable Remedial Action ...... 69 Compensable Disabilities/Rehabilitation Initiatives ...... 70 WorkCover Evaluation ...... 70 Disability Action Plan ...... 70 Carer’s Recognition ...... 71 Flexible Working Arrangements ...... 71 Whistleblower Qualification ...... 71 Gender Reporting ...... 71 Information Analysis ...... 72 Information Technology ...... 73 Data Warehouse ...... 73 Media Liaison and Corporate Communications ...... 73 DCS Staff Awards Ceremony...... 74 LEADING, MANAGING AND SHAPING OUR ORGANISATION ...... 77 Workforce Planning and Development ...... 78 Strategic Management ...... 79 Shaping Corrections – project outcomes ...... 80 Effective Corporate Performance ...... 80 Civil Claims...... 81 Freedom of Information ...... 81 Strategic Policy Projects and Partnerships ...... 81 Proactive Disclosure Strategy ...... 82 Legislation ...... 82 Research Management ...... 83 Corporate Finance ...... 83 Summary of Financial Results ...... 84 DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 5
Operating Expenditure by Program ...... 85 SUMMARY OF TARGETS FOR 2013-14 ...... 87 APPENDIX ...... 88 APPENDIX 1 AUDITOR GENERAL’S REPORT AND FINANCIAL STATEMENTS 2012-13 ...... 89 APPENDIX 2 FORMER ORGANISATION CHART & CORPORATE STRUCTURE ...... 117 APPENDIX 3 ACCOUNTS PAYABLE IN 2012-13 ...... 119 APPENDIX 4 FRAUD ...... 119 APPENDIX 5 ENERGY USAGE IN 2012-13 ...... 119 APPENDIX 6 PRISONER STATISTICAL INFORMATION 2012-13...... 120 APPENDIX 7 COMMUNITY CORRECTIONS STATISTICAL INFORMATION ...... 124 APPENDIX 8 HUMAN RESOURCES MANAGEMENT STATISTICAL INFORMATION 2012-13 128 APPENDIX 9 FREEDOM OF INFORMATION – INFORMATION STATEMENT ...... 134 APPENDIX 10 OVERSEAS TRAVEL IN 2012-13 ...... 135 APPENDIX 11 LEGISLATION THAT GOVERNS THE OPERATION OF THE DEPARTMENT ... 135
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A NOTE FROM THE CHIEF EXECUTIVE
Given this is my first opportunity as Chief Executive to provide an overview for the department’s Annual Report, I am pleased that this year, the Department for Correctional Services has continued to demonstrate its ability to deliver high quality services, within a demanding and constantly transforming environment.
The year has certainly not been without its challenges and the department remains under intense scrutiny as a result of the complexities of the environment in which we operate.
A difficulty with which the department contests is the significant growth of the South Australian prison population. This is an ongoing problem, not a new one and increased prisoner numbers continue to place pressure and demand on our existing infrastructure. I am proud however that despite this pressure, the department has maintained a strong strategic focus on maintaining a prison system where the roles and functions are defined, performance is closely monitored and safety and security (of prisoners, staff and the community) is paramount.
The management of prisoners and offenders with complex needs continues to be both a challenge and a key focus for the department. One pleasing development in this regard was the upgrade in 2012-13 of the Sandalwood Unit at Port Augusta Prison. The Unit now caters for the management and care of female prisoners with complex needs (including mental health and aged-related requirements) within a multi-purpose facility.
Efforts are continually made to keep South Australian prisons in line with international security standards and as a result of extensive works in 2012-13, the new Gatehouse at Yatala Labour Prison and Reception at the Adelaide Remand Centre both now host some of the most advanced access control technologies available on the market. This includes biometric iris scanning, drug and explosive monitoring equipment and state-of-the-art metal detection systems.
Other enhancements to existing facilities, as well as increases to prison capacities have continued in force this year. This includes the progression of the significant program of works at the Northfield sites (as part of the $42.6 million project) as well as the commissioning of a new 90 bed facility, the ‘Banksia Unit’ at Port Augusta Prison. Construction was also completed during this year on a 108 bed unit at Mount Gambier Prison (operational from early 2013-14).
The department’s efforts should be commended with regard to the provision of services and the management of offenders being supervised in the community. This effort is reflected by the result that for the fifth consecutive year, the 2013 Report on Government Services (ROGS) reported that South Australia had the lowest return to prison rate of any Australian jurisdiction. Given the department is the lead agency for the South Australian Strategic Plan Target 19: Repeat offending: South Australia has the lowest rate of repeat offenders over the period 2020, the ROGS result is certainly a reflection of the success of both this department and the South Australian criminal justice system as a whole.
High quality offender supervision and management are central to lowered rates of recidivism, in addition to a focus on the delivery of targeted and meaningful criminogenic and rehabilitative programs. These programs can change the lives of offenders and are continually evaluated and enhanced to ensure that best-practice principles are applied.
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In 2012-13 the department’s suite of offender programs was bolstered with the inclusion of a family violence prevention program in the Anangu Pitjantjatjara Yankunytjatjara Lands (specifically for female offenders), as well as through the development of a pilot Reintegration Program (for prisoners serving sentences greater than 12 months) and a pilot Domestic Violence Program. A program for sexual offenders who have been assessed as having an inherited or acquired cognitive deficit, was also included as an ongoing program following a successful trial in 2012.
The tremendous partnership between the department and BHP Billiton has again continued this year where eligible prisoners from Port Augusta Prison are provided with qualifications in areas such as elevated work platform, fork lift operation and front loader training whilst gaining hands-on work experience. The ground breaking Sierra Program also continued this year to target young offenders by focusing on self-discipline, education, fitness and teamwork.
Another rehabilitative highlight for 2012-13 was the implementation and supervision of Dialectical Behaviour Therapy (or DBT) at the Adelaide Women’s Prison. DBT addresses suicidal and parasuicidal behaviour among women who have been diagnosed with Borderline Personality Disorder. This important program is part of a number of initiatives by the department on a renewed focus and prioritisation of women offenders.
During the year the department has maintained its support for the State government’s strategic priorities, in particular in relation to priority two, Safe Communities and Healthy Neighbourhoods. Also in accordance with government targets, a significant project was completed in line with Public Sector Renewal - the Business Model Review or ‘BMR’. This review was launched in November 2012 and drew upon the wisdom of a skilled taskforce and advisory committee. The BMR identified a number of improvements in the effectiveness and efficiency of the department’s corporate structure and created a new four division model to better align functions to purpose.
A restructure of Community Corrections was also completed during the year and will be rolled out in 2013-14. The initiative will bring about a number of great improvements in supervision strategies – a critical aspect of both an offender’s management and reintegration.
In closing, I would like to take this opportunity to acknowledge the efforts of the many stakeholders, volunteers and partner agencies who have supported the department through the year. I also recognise the dedication of the department’s staff - whose efforts in 2012-13 are reflected within this report. Their hard work and professional behaviour is further commended given the implementation of some key structural changes this year.
I look forward to reporting on the continued development and progression of this department in the future.
DAVID BROWN CHIEF EXECUTIVE
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SUMMARY OF HIGHLIGHTS IN 2012-13
Identified a domestic violence offence focused program which is scheduled to be piloted in July 2013.
Continued to provide a risk based approach to managing offenders in the community through ‘Enhanced Community Corrections’ in addition to implementing an increase in the frequency of drug testing of offenders.
Strengthened access control and increased digital technology across the prison system.
Enhanced the delivery of education and vocational training services to prisoners and offenders including an increase to the number of qualifications on scope.
Implemented a culturally and linguistically appropriate domestic violence program in the Anangu Pitjantjatjara Yankunytjatjara Lands specifically for female offenders.
Completed and commissioned the new Banksia Unit at Port Augusta Prison, increasing capacity at that facility by 90 beds.
Continued the significant Northfield program of works at Yatala Labour Prison, the Adelaide Women’s Prison and Adelaide Pre-Release Centre.
Completed the upgrade of the kitchen at the Adelaide Remand Centre.
Completed the construction of a 108 bed unit at Mount Gambier Prison (to be commissioned in early 2013-14).
Commenced a Pilot Reintegration Program for prisoners serving sentences greater than 12 months.
Contributed to cross-government policy and collaboration regarding criminal justice including the department’s commitment to the continued trial of the Offender Management Plan.
Continued the Shaping Corrections change management program.
Completed a comprehensive review of the department’s central office functions and accountability as part of the ‘Business Model Review’.
Completed a pilot program for sexual offenders with low cognitive functioning.
Implemented amendments to the Correctional Services Act 1982 including a number of new enhancements to protect the community, prisoners and prison staff during the visits process.
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ABOUT THIS DOCUMENT
The 2012-13 Annual Report allows the department to present to Parliament and the community, the milestones and the achievements for the year alongside a review of operational and financial performance. The Annual Report is in accordance with legislation, government policy and planning documents. It also includes compliance against Key Performance Indicators within the South Australian Strategic Plan, the department’s 2011-14 Strategic Plan and 2012-13 Business Plan.
Following this introduction, the format of the Annual Report is centred on the department’s Strategic Plan 2011-14 (see page 11) specifically reporting against the three objectives of that plan (Parts 1, 2 and 3). The final section of the Annual Report, the Appendix, provides detail on relevant statistics, tables and figures and the Financial Statements for 2012-13.
PART 1 - Deliver our Critical Services
PART 2 - Building our Capability and Capacity
PART 3 - Leading and Managing our Organisation
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 10
CORPORATE STRATEGIC PLAN 2011-2014
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 11
INTRODUCTION TO THE DEPARTMENT
The Department for Correctional Services (DCS) serves a vital role in the criminal justice system in South Australia. DCS employs over 1 720 staff who contribute to the management of prisoners and offenders in the state’s nine prisons, 17 community correctional centres and through essential support functions provided out of the department’s Central Office.
The ultimate objective of the department is to improve outcomes for offenders – through measures to reduce recidivism and provide for successful reintegration back into the community. The use of meaningful and targeted rehabilitation and education and training programs is key to this objective, in addition to effective partnerships with other government departments, community based organisations, volunteers and the private sector.
DCS’ key strategic priorities are aligned to the primary areas of focus of the South Australian Government’s forward agenda, in particular the priority of Maintaining our safe communities and healthy neighbourhoods, as well as the state Strategic Plan vision of We are safe in our homes, community and at work. DCS is also the lead agency for Target 19: Repeat offending: South Australia has the lowest rate of repeat offenders over the period 2020.
Safety and security measures are integral to DCS operations. South Australian prisons are equipped with some of the most advanced technology to provide for the secure management of prisoners, including those prisoners who present the greatest risk to our community.
The department works closely alongside the other justice agencies in South Australia to share information and target those offenders who present the greatest risk to the community.
DCS also values high-level liaison with other national and international criminal justice organisations through memberships including the Asian and Pacific Conference of Corrections Administrators (APCCA) and the International Corrections and Prisons Association (ICPA).
The strategic direction and key initiatives of the department are defined in the DCS Strategic and Business Plans and the department’s vision, mission, values, stakeholders and outcomes are fundamental.
Our vision A safer community by protecting the public and reducing re-offending.
Our mission We contribute to public safety through the safe, secure and humane management of offenders and the provision of opportunities for rehabilitation and reintegration.
Corporate values Integrity, ethical and respectful behaviour, social responsibility, accountability and professionalism, equity, diversity and cultural inclusion and workplace safety.
Stakeholders The community, South Australian Parliament and government, the courts, the Parole Board and Victims of Crime.
Outcomes Improved public protection, secure, safe and humane environments, reduced re-offending. Improved outcomes for Aboriginal people, skilled, professional and valued workforce, accountable and responsible leadership and administration.
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SHAPING CORRECTIONS
The Department for Correctional Services is committed to achieving effective strategic management and continuously improving its services in custodial management, community corrections, offender development, and all other related support services (in line with government priorities and targets).
Shaping Corrections is the department’s change program. Critical to the success of Shaping Corrections is high-level engagement including regular communication and information forwarded from the Chief Executive to all employees as well as a monthly discussion with the executive team and bi-monthly meetings of the five regional working groups (supported by briefing documents and extensive minutes). Project information sheets and progress updates are also available to all employees.
The regional working groups are comprised of a diverse representation of staff across all directorates and classifications including front line employees, managers, supervisors and administrative staff. The working groups engage in discussion and consultation with locally based staff and collaborate to identify gaps and potential solutions to a range of Shaping Corrections (and other departmental) initiatives including the design and implementation of policy. Information gathered from the working groups is fed back to, and considered by the DCS Executive. The Executive then forms the Shaping Corrections Program Steering Committee.
Shaping Corrections directly contributes to improved outcomes identified in the department’s Strategic Plan including increased public protection, the provision of a safe, secure and humane environment and reduced re-offending.
Shaping Corrections is underpinned by a Service Delivery Framework and Service Principles. The Service Delivery Framework (see page 14) is a ‘picture’ of the key operational services that DCS provides, clearly outlining the key areas of service delivery where DCS must focus and succeed if it is to maintain public protection and reduce re-offending. The framework assists the department to communicate priorities and identify key opportunities to improve performance in service delivery.
The Shaping Corrections Service Principles are:
Legislation underpins everything we do. Management of offenders takes account of victims’ perspectives. A safe and secure environment is A risk based approach is taken to offender paramount. reintegration. Our staff are central to successful Offenders are meaningfully engaged in pro- service delivery. social activities. Offenders are treated humanely within Offenders are required to take responsibility public safety requirements. for their behaviour. We are committed to providing We engage in active information sharing and consistent quality services. partnering both internally and externally to enhance public protection and to reduce re- offending. Services are delivered with cultural Offender programs are targeted to ensure competence. public protection and to reduce re-offending. Offender risk is managed based on sound assessment.
For detail regarding Shaping Corrections highlights in 2012-13, as well as already completed initiatives, please refer to page 80.
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Shaping Corrections Service Delivery Framework
Public Quality Service & Improvement Protection & Reduced Re-Offending
Community Engagement
Volunteers Victims Service Providers
Repay SA Prisoner Community Work
Integrated Offender Management
Case Management Regime Management Structured Day
Enhanced Community Corrections Offender Programs & Services
Risk Management & Compliance Safety & Security
OHSW Intel Technology Security & Emergency Management Crisis Intervention & Support
Correctional Service Principles
Our Staff
Governance Communication Policies & Procedures Cultural Competence
Capacity & Capability IT & Knowledge Facilities Leadership & Learning
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 14
STRUCTURE OF THE DEPARTMENT
Business Model Review (BMR)
In November 2012, the department undertook a review of its Central Office functions and operations with a view to design an improved business model consistent with the Public Sector Renewal Program, as well as to better align to the department’s service delivery framework.
The Business Model Review or ‘BMR’ identified a range of improvements focused on improving the effectiveness and efficiency of the department’s corporate directorates.
The BMR captured the following themes:
Better alignment of functions to purpose.
Create a leaner and more responsive Central Office.
Provide stronger support for the Chief Executive’s leadership roles.
Better position the department to develop partnerships with related agencies.
Model decision making authority as close to the frontline as is prudent.
Integrate functions to improve effectiveness.
Improve IT and Records infrastructure to serve the department into the future.
Develop communication capability, particularly using new age technology.
Invest in leadership and management capability.
Improve performance management.
The review directly supported Public Sector Renewal and the department’s required budget savings for 2013-14 and 2014-15. In addition, the BMR contributed to the South Australian Government’s seven strategic priorities, in particular ‘Safe Communities and Healthy Neighbourhoods’ by fostering an integrated offender management approach and by building on current partnership arrangements with other key agencies and the private sector.
In the latter part of 2012-13, the department implemented the guidelines of improvements and finalised all office / workstation relocations, ready for the changes under the BMR to be fully implemented for the commencement of the 2013-14 year.
As a result of the BMR, the department’s Central Office reduced from a six to a four directorate model (as from 25 March 2013). The new four directorate model (refer to the Organisational Chart on page 17) consists of:
Statewide Operations which includes the Deputy Chief Executive and head of Statewide Operations, an Executive Director responsible for Community Corrections and Specialist Prisons, safety and Security services, including prisons, community corrections, and the Ethics, Intelligence and Investigations Unit.
Business and Information Services which includes the Executive Director and all finance and assets services related functions in addition to Information Technology, the department’s information consultants and records management.
Offender Development which includes the Executive Director, Sentence Management Unit (incorporating psychological services), Offender Rehabilitation Services, the Departmental Registered Training Organisation VTEC-SA, Strategic Policy, Projects and Partnerships, the Aboriginal Services Unit, Shaping Corrections and the Volunteers Unit.
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Human Resources including the Executive Director and all HR related functions including Workforce Planning and Development and Workforce Management.
In addition to the four directorates listed above, a Director heads up the services provided within a newly created unit known as Governance and Executive Support. This unit reports directly to the Chief Executive and includes Executive Services, Communications, Freedom of Information, Victims, Complaints and Enquiries and Strategic and Business Planning.
This Annual Report therefore references and takes into account the activities of both the new corporate structure (as from 25 March 2013), as well as the previous structure which was in operation for most of the 2012-13 financial year.
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ORGANISATIONAL CHART (from 24 March 2013)
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 17
PART 1
DELIVERING OUR CRITICAL SERVICES
The Department for Correctional Services provides for a safer South Australian community through its priority of ‘Delivering our Critical Services’. This includes the application of Integrated Offender Management, a continued emphasis on Safety and Security, and the enhancement of Community Engagement.
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INTEGRATED OFFENDER MANAGEMENT
The concept of Integrated Offender Management is integral to the department’s goal of reducing recidivism. It allows for a coordinated approach to an offender’s management and reintegration - from the time of first contact with the department. This approach includes assessment of an offender’s risk and criminogenic need, the delivery of appropriate, offence specific and general offending rehabilitation programs (alongside effective case management), and the opportunity for offenders to engage in quality education and vocational training.
Within Integrated Offender Management, the department’s Aboriginal Services Unit plays a critical role in maintaining the connection between Aboriginal prisoners and offenders with their community.
Combined with collaboration from partner government agencies and non-government organisations, Integrated Offender Management assists the department to foster lasting change in the lives of offenders with the ultimate focus on improving community safety.
Key Performance Indicators: Number of offence focused program hours Number of outstanding backlog assessments: delivered • ORNI-R • Specialist Making Changes Program – number of Control offenders (as identified by RoR program hours delivered: score) have their Assessment and Case Plan • Community Corrections completed within 28 days • Custodial Services Number of program hours delivered: % Case Management Plans completed within • Sex offender treatment program 8 weeks (for non-control offenders) • Violent offender treatment program % of offenders/prisoners successfully % of Indigenous community based orders completing offence focused programs successfully completed Number of prisoners/offenders enrolled in % of eligible prisoners with an Individual educational vocational programs Development Plan prepared within 6 weeks Number of literacy and numeracy Number of ORNI-R’s completed: assessments completed • Community Corrections • Custodial Services On the job skills programs: • Average number of eligible prisoners with duty assignments • % of prisoners with duty assignments
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Offender Development and Rehabilitation The Offender Development Directorate oversees the development, management and evaluation of professional services for prisoners and offenders. The directorate facilitates coordinated and integrated assessments, sentence planning, psychological services and rehabilitation programs (particularly in relation to high risk, serious offenders) with ongoing case management.
The Offender Development 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.
Offender Rehabilitation Services Offender Rehabilitation Services oversees five areas incorporating an integrated approach towards offender rehabilitation, support and program development and evaluation to ensure that best-practice principles are applied across service provision.
Offender Rehabilitation Services incorporates the Rehabilitation Programs Branch, the Program Services Unit, Psychological Services, the Serious Offender Committee, the Integrated Housing Exits Program and the Volunteer Unit.
Rehabilitation Programs Branch The Rehabilitation Programs Branch is based within the Offender Development Directorate with specialist staff delivering program based intervention in prisons across the state and in metropolitan-based Community Correctional Centres. All of the clinicians responsible for program delivery have specialist skills and experience in delivering therapeutic interventions to high-risk sexual and violent offenders. The Branch operates against a stringent program delivery framework to ensure compliance with National Australian Program Standards.
The Branch also provides consultancy services to Community Corrections staff with regard to offenders who have previously progressed through a Rehabilitation Programs Branch program. This allows for progressive throughcare between treatment delivery and risk management in the community.
The Branch delivers the Violence Prevention Program, the Sexual Behaviours Clinic program and the Sexual Behaviours Clinic-me program. These programs are evidence-based and centred on cognitive-behavioural principles (in both theory and practice). They are overseen by a clinical supervision framework to provide for best practice, as well as program integrity.
Program Services Unit The Program Services Unit is responsible for program development and implementation, staff awareness training and consultation and maintaining quality assurance standards in relation to program delivery, review and evaluation.
During 2012-2013, the Program Services Unit undertook:
Development and evaluation of the SBC-me trial program.
Implementation and supervision of Dialectical Behaviour Therapy (DBT) at the Adelaide Women’s Prison. DBT is facilitated by psychologists from the Sentence Management Unit and addresses suicidal and parasuicidal behaviour among women diagnosed with Borderline Personality Disorder. In 2012-13 there were eight participants in the DBT program - four completed one full cycle (of all four modules), with the remaining having completed one or more modules.
Qualitative review of the Making Changes Program which is delivered at the Adelaide Women’s Prison as well as clinical supervision to the facilitator of the program (at that prison).
Review of the Violence Prevention Program and updating of the related manual (through a new theoretical framework).
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Evaluation of the Domestic Abuse Program currently being piloted at the Elizabeth Community Correctional Centre.
Development and piloting of an eight module Community Reintegration Project to provide offenders with information about community services (including modules relating to health, wellbeing and interpersonal relationships).
Provision of support to the Making Changes program (delivered by the Statewide Operations directorate) including training, consultation and advice.
Criminogenic Programs The department delivers a number of programs targeted at offending behaviour. Departmental programs are central to Integrated Offender Management and are currently delivered across a range of locations, both in prisons and Community Corrections.
Criminogenic programs delivered by the Rehabilitation Programs Branch are:
The Violence Prevention Program which is a group based treatment program for prisoners and community based offenders who are assessed as being of medium to high risk of violent reoffending, as well as those individuals with a history of violence- related offending. The program is run over a period of approximately nine months and is approximately 200 hours in duration.
The Sexual Behaviours Clinic which is a specialised therapeutic group program that provides treatment to offenders who have been convicted of a sexual offence (against either adult or child victims) and who have been assessed as being at risk of sexual re-offending. The program runs for approximately 200 hours and is delivered over a nine month period.
The Sexual Behaviours Clinic-me (SBC-me) which is a specialist psychotherapeutic treatment program for adult male sexual offenders who have been identified as having a mild to borderline level of intellectual disability or cognitive deficits that would preclude them from participating in mainstream therapeutic programs. The program is run over a 14 month period and comprises approximately 300 group-based hours. The SBC-me pilot program concluded in November 2012 and following positive evaluation outcomes, was included in the full suite of departmental offence focussed programs.
Specialist social workers in Statewide Operations deliver:
The Making Changes Program which is a moderate intensity program designed to target general offending behaviour and substance misuse related offending. The program is delivered in prisons and in the community and consists of approximately 140 group-based treatment hours across three intervention phases within each course of program delivery.
Criminogenic Programs – hours delivered in 2012-13 Making Changes 3 309 Violence Prevention Program 2 259 Sexual Behaviours Clinic 500 TOTAL 6 068
NOTE: Total includes core programs hours delivered. Core programs are brief interventions delivered in response to a regional need in the community which address offending behaviour.
Additional Rehabilitation Programs The following programs are also facilitated by the department:
Reintegration Program The department believes that effective partnerships with community based organisations can lead to better outcomes for offenders when they leave prison and
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re-enter the community. Reintegration services offered (both to prisoners before their release and to offenders who are managed in the community) include assistance with obtaining accommodation, financial management, vocation and employment advocacy and access and engagement with other support services.
Reintegration programs, similar to programs targeting criminogenic risk, have been demonstrated to achieve positive outcomes when they are designed to focus on assessed individual need, are targeted with appropriate intensity and are delivered in an appropriate format.
A pilot Reintegration Program commenced at the Adelaide Women’s Prison and Mobilong Prison in July and August 2012. The pilot targeted prisoners serving sentences greater than 12 months and covered eight distinct modules – Identification, Accommodation, Budgeting, Finance and Centrelink, Community Corrections, Alcohol and other Drugs, Relationships, Health and Employment. The pilot was facilitated by departmental staff in conjunction with other government agencies (including Centrelink) and Non-Government Organisations (including Relationships Australia).
A total of 47 prisoners participated in at least one module of the Pilot Reintegration Program. Following the review of the recommendations from the pilot (in 2013-14), it is anticipated that the Reintegration Program is to be continued and established in other prisons. The Reintegration Program will continue to strengthen its partnership with other agencies and organisations to provide a collaborated approach to addressing the needs of offenders.
The Sierra Program The Sierra Program targets young offenders aged between 18 and 23 years serving a sentence of imprisonment in excess of six months and who are assessed as a being of a moderate to high risk of reoffending.
The key partners of the Sierra Program include the Department for Youth Justice, The Duke of Edinburgh Program, Department for Education, Employment and Workplace Relations, Department for Further Education, Employment, Science and Technology and Technical and Further Education South Australia.
The Program is based on relevant literature on the characteristics and needs of young persons involved in criminal behaviour. It aims to assist participants to build essential skills that support an offence-free lifestyle after release from prison.
Highlight As at 30 June 2013, two Sierra Programs have been delivered at Port Augusta Prison. A total of 33 individuals successfully completed the program and 20 of these individuals were Aboriginal.
BHP Prisoner Reintegration Employment Opportunity Program (PREOP) PREOP is a partnership between Port Augusta Prison (PAP) and BHP Billiton that provides Low Security prisoners with the opportunity to develop skills and improve their chances to secure employment upon release from prison.
The Program sees prisoners undergo training in areas such as elevated work platform, forklift operation and front loader training. Prisoners also participate in construction industry safety training to obtain their nationally recognised ‘White Card’. The ‘White Card’ is an Occupational Health Safety and Welfare certificate necessary for work in construction areas.
The PREOP was conducted on a trial basis in 2009-10 and following the great success of three trials, the program was implemented and is now running regularly out of Port Augusta Prison. A Memorandum of Understanding between BHP Billiton and DCS was
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agreed upon for further arrangements for a 12 month period from July 2009 to July 2010 and a new three year agreement commenced in early 2012 to cover a further three programs.
Each PREOP covers a period of about 10 weeks with three x 14-day camps interspersed by two x two weekly periods located at the prison. In the 42 designated camp days, the prisoners spend 14 days on training at Roxby Downs (but not at the mine site). On the other camp days the prisoners perform general maintenance and cleaning around the camp and also perform community service such as tree planting at a local school during weekends. Prior to the camps going out, the prisoners attend up to five days training conducted at Port Augusta Prison. There is an average of 12 prisoners supervised by two Field Supervisors on each program.
The key partners for the program include BHP Billiton Olympic Dam, Xceptional Recruitment (now Skilled Hire), ODT Australia, CEG and the Department for Education, Employment and Workplace Relations (DEEWR).
Highlight To date, seven PREOP programs have been run with 61 prisoners completing the program. 31 prisoners have been employed on a contract basis (upon their release from prison). This includes 30 Aboriginal individuals who successfully completed the program.
The Domestic Violence Prevention and Domestic Abuse Programs In 2011, DCS commenced the delivery of the Domestic Violence Prevention Program. The Program is one component of a range of integrated services delivered by different service providers aimed at reducing the risk of further violence against victims of domestic violence.
The Program is provided for male perpetrators who the courts have placed on Intervention Orders. While participants are mandated to attend the group program, they are not supervised by the department due to the Intervention Orders (Prevention of Abuse) Act 2009 being a civil act. Some perpetrators might also be charged with a domestic violence related criminal offence and as such also come under the department’s supervision.
The Domestic Abuse Program has been adopted based on one currently being used by New South Wales Corrective Services. A pilot of this program is scheduled to commence in early July 2013. This program targets domestic violence offenders who are subject to supervision by the Department.
Integrated Housing Exits Program The Integrated Housing Exits Program (IHEP) commenced following the 2003 Social Inclusion Board Report, ‘Reducing Homelessness in South Australia: Everyone’s Responsibility’. The report identified ‘release from correctional facilities and remand’ as a high impact area for crisis intervention. As a result, a partnership was formed between the department, Housing SA and the community organisation - OARS Community Transitions.
The overall aim of the IHEP initiative is to reduce prisoner exits into homelessness, and is based on evidence that shows stable housing is a protective factor in supporting individuals to live offence-free lives. Offenders with complex needs, those who have experienced repeat periods of homelessness and those prisoners serving an incarceration period of under six months are prioritised for the IHEP. Eligibility for the Program is determined by a prison sentence (remand of sentenced) of under 12-months and an assessment of homelessness as defined by a Housing SA Category One status.
If there are no identified vacancies on release, eligible offenders can be streamlined through to the Integrated Housing Exits Alternative Accommodation Service (IHEAAS). IHEAAS is a subsidiary program established in 2012 designed to provide eligible participants with a case management service to find alternative accommodation. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 23
Integrated Housing Exits Program in 2012-13 Offenders involved in IHEP program 60 Former prisoners accommodated 94 Referrals to IHEAAS 13 Housing Outreach Program assessments 126 (39 unsuitable, 87 suitable)
Vocational Training & Education Centre of SA (VTEC-SA) VTEC-SA is the department’s Registered Training Organisation (RTO). Its primary function is to ensure that the scope of qualifications (provided to prisoners, community based offenders and departmental staff) comply with the national standards (set by the Australian Skills Quality Authority) and conditions for Registered Training Organisations.
VTEC-SA provides advice on education and vocational training, planning and policy support and direction to staff involved in the delivery of education and vocational training programs.
The Department focuses on targeting prisoners who have been assessed as having low levels of literacy and numeracy, and who have been assessed as being at a high risk of re-offending and/or having high reintegration needs. This approach is designed to improve opportunities for prisoners to access gainful employment upon release.
In addition to the VTEC-SA scope of registration, the department has a number of key partnerships with external providers including TAFE SA and other Registered Training Organisations to target job ready programs for prisoners. Where possible, externally funded models including the State Government’s Skills for All Program are utilised to provide prisoners valuable skills and qualifications.
The qualifications in scope in 2012-13 included:
Certificates I and II in Education and Skills Development (Literacy and Numeracy). Certificates II, III and IV in Business & Certificate III in Business Administration. Certificate I in Textiles, Clothing & Footwear and Certificates II and III in Clothing Production. Certificates I and II in Hospitality (Kitchen Operations). Certificate I in AgriFood Operations and Certificate II in Horticulture. Certificate II in Women’s Studies. Certificate II in Retail. Certificate II in Construction Pathways – Woodwork and Certificate II in Engineering - Metal Fabrication. Certificate II in Bakery.
The department also facilitates a number of shorter, very specific courses that prepare prisoners for employment including OHS White Card training, Senior First Aid and forklift licences which are provided to prisoners at a number of regional institutions.
A pilot Foundation Studies Program, delivered in conjunction with Flinders University of South Australia, commenced in March 2013.This program is designed to provide individuals who have been out of education for some time with a pathway into higher education. Evaluation of this program, including the benefits of ongoing delivery, will be completed in 2013-14.
The ‘Job Club’ (at the Adelaide Pre-Release Centre) prepares prisoners at the end of their sentence for employment through approximately 200 employment specific courses. These include job network placements, short courses, long term TAFE SA programs and several external TAFE enrolments (where prisoners are enrolled externally but study in prison).
In addition to programs for prisoners and offenders, VTEC-SA oversees the scope of programs delivered to department staff. For further information please see ‘Leading Managing and Shaping Our Organisation’.
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Educational and Vocational Programs in 2012-13 Number of prisoners and offenders enrolled in educational 1 600 and vocational programs Number of prisoner units commenced 3 471 Literacy/ numeracy, computing and business studies units 2 628 Units completed successfully (for ‘Certificate of Attainment’) 1 569 Rate of completion of educational and vocational units 60%
Prison Industry Prison Industries play an important role in the structured day routine for prisoners where the work/life balance is mirrored to reflect what is expected in the wider community. Prisoners in South Australia are engaged in prison industries on a daily basis across all sites.
It is estimated that on any day, close to 390 prisoners in South Australia are undertaking prisoner industry related activities. The specific industries undertaken at each location are:
Yatala Labour Prison - engineering, carpentry and joinery, e-recycling, laundry, spray painting and powder coating.
Mobilong Prison - engineering, component assembly, bakery, concrete product manufacture and e-recycling.
Cadell Training Centre - dairy, citrus, olive growing.
Port Lincoln Prison - cropping, carpentry, vegetable production, engineering, assembly.
Port Augusta Prison - joinery, engineering, powder coating, vegetable growing and tree propagation.
Prison catering operations (which form part of prison industries) are managed in accordance with Australian Standard 9001:2008. Prison Industries maintained quality accreditation with the Standard during 2012-13.
Prison Industries have continued to experience moderate growth over the last year with efforts continuing to search for new opportunities
Chaplaincy Service The Prison Chaplaincy Service plays an important role in the religious and social welfare needs of prisoners. The service is also complementary to departmental objectives for a safe, secure and humane prison environment.
The service is led by the Principal Chaplain, who is supported by prison management and other chaplains who are either specifically trained and/or qualified, or who are local volunteer chaplains. Pastoral care is provided to prisoners and opportunities are given for worship, personal and spiritual growth along with religious education.
In 2012-13, the department continued its commitment to supporting members of the Christian Prison Ministries Forum and various programs including Kairos, Alpha and other faith based initiatives that promote faith, cooperation, wellbeing and human dignity.
During the year, Kairos held four three day ‘Introductions to Christianity’ at Mobilong Prison and Port Augusta Prison. In 2012-13 the Department continued its 18 year partnership with Edge Church including the Life Skills Program at the Adelaide Women’s Prison. This program provides prisoners with access to a range of services and activities including haircuts, chocolate and card making workshops, job interview preparation and presentation workshops and a range of art classes.
The providers of faith based services and their communities are acknowledged and thanked by the department for their efforts in 2012-13 as well as for their ongoing support.
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Incentive Based Regime Prisoners in South Australia are managed in accordance with an incentive based regime system. This system aims to enhance the case management processes by ensuring prisoners are provided with opportunities to address their offending behaviour and develop skills that will assist them to lead a law-abiding lifestyle upon their release back into the community.
Prison regimes are designed to encourage prisoners to accept responsibility for their own actions and behaviours. Upon their admission prisoners are placed on an ‘induction’ regime and can then progress through ‘basic’, ‘standard’ and ‘enhanced’ regimes. As prisoners progress through the regimes they are able to have increased access to privileges if their behaviour and security rating permits. The regime system also allows for prisoners to be regressed through the regimes in instances where their behaviour is non-compliant.
In circumstances where the prisoner has unique needs, such as mental health requirements, the prisoner may be placed on an ‘intensive case management’ regime which provides flexibility and scope for the prisoner to achieve positive outcomes in a manner which is in line with their capabilities, within governing rules and regulations.
Psychological Services Departmental psychologists work collaboratively with other service providers, such as the SA Prison Health Service and Forensic Mental Health Services to provide intervention and specialised assessments for offenders who are affected by substance abuse and/or personality and mental health disorders.
Psychologists are involved in High Risk Assessment Team meetings and Behavioural Management Forums. This involvement is a multi-disciplinary approach which facilitates urgent referrals for prisoners requiring immediate treatment, crisis intervention and specialised management strategies. The role of the psychologist attached to the High Risk Assessment Teams provides an opportunity for specialist assessment and advice to further guide behaviour modification and risk management strategies.
Highlight In 2012-13, psychologists delivered 1 594 individual sessions to prisoners in addition to conducting 559 formal risk assessments to inform the High Risk Assessment Teams of individuals at risk of suicide and/or self-harm.
The Sentence Management Unit The Sentence Management Unit operates from Yatala Labour Prison (in accordance with Section 23(1) of the Correctional Services Act 1982) and is divided into two streams, assessment and sentence planning functions as well as an administrative function.
The role of the Sentence Management Unit includes the provision of:
Offender Assessments and Individual Development Plans (for offenders with a sentence of 12 months or greater), and decision making regarding prisoner placement. Administrative support to the Serious Offender Committee and the Home Detention Committee and maintenance of the records of prisoners who are sentenced to a period of imprisonment of 12 months or more. Communication of relevant information to the Parole Board and acts as an interface between Youth Justice and the adult correctional system. The monitoring of prisoner security ratings and status and the audit of offender plans, case reviews, case note entries, assessments and case files for all sentenced prisoners with an effective sentence of six months or more. The implementation and quality control of case management (as described in the relevant departmental Standard Operating Procedures).
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The monitoring of bed space issues for all institutions and the management of the movement of prisoners between institutions.
In the 12 months from 1 July 2012 to 30 June 2013, the Serious Offender Committee reviewed 224 Individual Development Plans and approved 1 119 case reviews for serious offenders. Also during this year, the Home Detention Committee reviewed 553 applications, 342 of which were approved for release on sentenced home detention.
Serious Offender Committee The Serious Offender Committee (or SOC) provides high level oversight and sentence management decision making for serious and high risk offenders who score more than 34 on the Offender Risk Needs Inventory – Revised (ORNI-R).
The SOC has oversight of prisoners serving a head sentence of 10 years or more, a sentence for a sexual offence, prisoners serving a life sentence or indeterminate sentence (under Section 23 (1) of the Criminal Law Sentencing Act 1988) and any other prisoner identified by the Co-Chair or Chief Executive. As at 25 June 2013 SOC provided oversight of 866 prisoners (58% of all sentenced prisoners).
The SOC is co-chaired by the Executive Director Community Corrections and Specialist Prisons and the Executive Director Offender Development and in addition to other departmental representatives, includes membership from SAPOL and Victims Support Services, as well as an Aboriginal or Torres Strait Islander representative.
Women Offenders To assist in gaining a better understanding of the profile of women offenders throughout the South Australian criminal system, a dedicated position was created in 2012-13 as part of the Business Model Review - the Principal Advisor, Female Offenders. This position will be fully implemented in 2013-14 and will work strategically with a range of internal and external stakeholders.
The Principal Advisor, Female Offenders will lead the development of a strategic framework in relation to a renewed focus and prioritisation of women offenders. It is anticipated that this framework will result in an improved and targeted service delivery to female offenders, in addition to sustaining existing initiatives and the development of new strategies.
Aboriginal Services Unit The Aboriginal Services Unit was established to service the needs of the department’s Aboriginal stakeholders as well as monitor the department’s implementation of recommendations from the Royal Commission into Aboriginal Deaths in Custody (1991).
The Aboriginal Services Unit works across the department (at both strategic, and operational levels) to provide advocacy for Aboriginal departmental staff, as well as oversee the development of culturally appropriate services. The unit also actively participates in the growth of partnerships and support for Aboriginal community organisations, and other government departments, for the provision of targeted services to Aboriginal offenders.
Key activities for the Aboriginal Services Unit in 2012-13 included:
Establishment of the Visiting Elders Program at the Adelaide Women’s Prison, Mobilong Prison and Port Augusta Prison and the recruitment of an Aboriginal Visiting Inspector. Implementation of an Aboriginal Trainee Correctional Officer recruitment drive. Organisation and implementation of nine site Prevention of Aboriginal Deaths in Custody forums with Aboriginal prisoners across South Australia. Coordination of, and participation in, NAIDOC activities across South Australia. Management and implementation of the annual Aboriginal staff networking meeting. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 27
Commencement of the development of the new program delivery model that targets Aboriginal prisoners and offenders. Fielding of general and critical requests from Aboriginal stakeholders and the Aboriginal community. Monitoring of Aboriginal representation on departmental committees and forums. Visitation of all Aboriginal departmental staff by Support Officers. Organisation and delivery of three Aboriginal Liaison Officer forums to provide training and support. Consultation and development of the first DCS Reconciliation Action Plan. Provision of management support and guidance to the Cross Borders Program being delivered across the Anangu Pitjantjatjara Yankunytjatjara Lands. Administration of the Australia and New Zealand Corrective Services Administrators’ Council Working Group on Indigenous issues. Development of specialised cultural competence training for departmental staff.
Highlight In 2012-13, the department exceeded the South Australian Strategic Plan target 53 - Aboriginal employees - Increase the participation of Aboriginal people in the South Australian public sector, spread across all classifications and agencies, to 2% by 2014 and maintain or better those levels through to 2020 (baseline: 2003). As at 30 June 2013, the department achieved 3.5%.
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SAFETY AND SECURITY
Each prison in the state plays a specific function within the correctional system and is committed to keeping prisoners, staff and the community safe. South Australian prisons are equipped with some of the most advanced infrastructure to protect prisoners, staff and keep members of the community safe.
A prisoner’s ability to progress through the correctional system is managed through an individualised case management system. This system informs on a prisoner’s assessed level of risk (both institutional and with regard to the community) as well as their level of behavioural compliance in accordance with the various prison regimes.
Once an offender re-enters the community (but remains under the department’s supervision via the enforcement of a community based order) supervision is managed in accordance with the department’s evidence-based practice of Enhanced Community Corrections.
The department’s relationships and communication with other Justice agencies such as SAPOL and the courts are also critical to offender risk management and community safety.
Key Performance Indicators: Escape Rate – Secure and Open Daily average prisoner population Daily average remand population % of prisoner population on remand Un-natural deaths in custody Hours out of cell Rate of prisoner participation in structured activities Assault rates in custody Rate of searches (per 100 prisoners) (per 100 prisoners) Rate of contraband finds (per 100 prisoners): Drugs and Other Rate of incidents of self-harm/suicide Rate of visitors banned (per number of visits) attempts (per 100 prisoners) Number of visitors banned Number of drug tests conducted: Community based orders commencements • Custodial Services % of community based orders completed • Community Corrections successfully % of positive drug test results Number of complaints registered Number of community services work hours undertaken Number of reports completed for the % of court ordered reports completed on time courts, the Parole Board and the Sentence Management Unit
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Prisons in South Australia Nine prisons are located in South Australia – Yatala Labour Prison (YLP), the Adelaide Women’s Prison (AWP), the Adelaide Pre-Release Centre (APC) and the Adelaide Remand Centre (ARC) are located in the metropolitan area with the remaining facilities located in regional South Australia – Mobilong Prison (MOB), Port Augusta Prison (PAP), Port Lincoln Prison (PLP) and Mount Gambier Prison (MGP).
Until March 2013, the state’s prisons were managed under the authority of the ‘Custodial Services’ directorate. Following the Business Model Review, this responsibility was transferred to the newly created Statewide Operations directorate. As a result, from 25 March 2013, the nine prisons in South Australia were divided and placed under the direct authority of the Deputy Chief Executive and the Executive Director Community Corrections and Specialist Prisons (reporting to the Deputy Chief Executive) as detailed below:
SA prison reporting structure (following the BMR)
Prison infrastructure highlights in 2012-13 Commissioned the new 90 bed high security accommodation at Port Augusta Prison. Strengthened access control standards at the Adelaide Remand Centre and Yatala Labour Prison with the commissioning of new access control facilities. Completed the construction of additional accommodation at Mount Gambier Prison. Completed upgrades to the kitchen and gatehouse at Yatala Labour Prison. Completed the upgrade of the kitchen at the Adelaide Remand Centre. Completed the upgrade of the high security perimeter fence, commenced the construction of new prisoner accommodation and kitchen at the Adelaide Women’s Prison. Continued the planning and documentation for a High Dependency Unit and Health Centre at Yatala Labour Prison. Replaced the main fire indicator panels at Port Augusta, Mobilong and Mount Gambier Prisons, necessitated by the cessation of maintenance support for the old systems. Commenced the planning and documentation for the transition of the electronic security system technology from analogue to digital at Mobilong Prison.
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Yatala Labour Prison (YLP) Yatala Labour Prison was built in 1854 and is located at Northfield in the northern suburbs of Adelaide. YLP is South Australia’s largest prison accommodating up to 500 male remanded and sentenced, high, medium and low security prisoners, including those in protective custody. The prison also includes a maximum security unit.
A range of programs and services are delivered to prisoners at YLP, including education and vocational training, numeracy and literacy programs, and the Sexual Behaviours Clinic. The prison is also the host of the department’s Sentence Management Unit.
YLP supports an extensive prison industry program, delivering work and vocational training in metal work and metal fabrication, joinery for the manufacture of a variety of timber products, a paint and powder coating workshop, trailer fabrication and repairs, a commercial laundry and a commercial standard kitchen that produces over 1 000 meals a day.
In past years, the prison has implemented major roles and function changes designed to improve operational efficiency, as well as to better support the management of prisoners in protective custody and to improve their access to programs and support services.
Highlights at YLP in 2012-13 included: Completion of the new central kitchen (in October 2012) and a new main gatehouse and access control systems (completed in April 2013).
The new gatehouse includes person and baggage screening using walk-through metal detectors and x-ray units as well as a new vehicle access and searching facility that includes heat detection devices and under vehicle camera observations.
Commencement of the construction of a High Dependency Unit and a new Health Centre. The High Dependency Unit will provide inpatient mental health assessment and treatment services (and a continuum of care), for prisoners presenting with multiple and complex needs. Construction will commence in late 2013 and is scheduled to be completed by mid to late 2015.
The new Health Centre will meet all the primary health care needs of prisoners and is anticipated to be completed by late 2015.
Adelaide Remand Centre (ARC) The Adelaide Remand Centre is a high security remand facility which was commissioned in 1986 and is located on Currie Street in Adelaide. The ARC employs approximately 160 staff in management, custodial, administrative support and professional services roles.
Up to 267 prisoners can be accommodated at the ARC, both in mainstream and protective custody. In addition, the prison also manages 38 emergency beds at the Adelaide City Watch House (which are used on an as needs basis during periods of peak prisoner numbers).
Prisoners who are accommodated at the ARC have access to a fully equipped Health Centre, exercise yards, a gymnasium and squash court as well as recreational areas. The prison also operates an education program which focuses on literacy and numeracy to assist prisoners in preparing for their return to the community.
The prison’s close proximity to the metropolitan courts allows easier facilitation of transfers for prisoner court appearances. In addition, the ARC now also manages and operates a state of the art video conferencing facility - if the court determines its use is appropriate for court proceedings.
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Highlights at ARC in 2012-13 included: Significant upgrade of the prison’s reception area. The upgrades feature advanced access control screening measures such as Roto Turn metal detection, biometric enrolment and x-ray screening of all items entering the facility. Upgrade of the prison’s kitchen which now has the capacity to provide meals for over 300 prisoners as well as meet new food standards requirements. Throughout 2012-13, the prison conducted 2 364 video conferences with courts across South Australia as well as interstate jurisdictions. Video conferencing significantly reduces the financial costs associated with prisoner movements (required to facilitate court appearances).
Mobilong Prison (MOB) Mobilong Prison was commissioned in 1987 and is an open campus-style facility located near Murray Bridge. It has the capacity to accommodate 327 medium and low security males including prisoners who live in cottage-style units. Prisoners at MOB are required to demonstrate accountability and responsibility when accessing designated areas without being escorted.
The prison aims to maximise prisoner participation in a range of programs and services that are designed to develop skills and reduce the risk of re-offending. Further services offered include prisoner education, grounds maintenance, fitness and wellbeing, ceramics classes, music lessons, parenting classes, Dreamtime Aboriginal art classes and other recreational activities.
Prison Industries provided at Mobilong Prison include an electronic waste recycling project, assembly work, paver production, a metal engineering workshop and a commercial kitchen. A number of bakery products from MOB are used widely throughout the prison system and are now also available at Youth Justice facilities in South Australia. In 2012-13, the prison introduced twice yearly ‘open days’ for Prison Industries.
Aboriginal relations are a focus at MOB with two full time Aboriginal Liaison Officers appointed in addition to the facilitation of the Nunga Healing Circle and the arrangement of monthly visits from guest speakers and Elders from the Aboriginal community. The prison also held a number of events recognising NAIDOC week.
Highlights at MOB in 2012-13 included: Introduction of a pilot Foundation Studies Program run in conjunction with Flinders University. The program was designed to provide individuals (who have been out of education for some time) with a pathway into higher education. Certificate II studies in Baking, Horticulture and Forklift Driving were also introduced as part of the ‘Skills for All’ initiative.
Delivery of programs including Making Changes, the reintegration program, men’s health clinics, Alcoholics Anonymous and the Violence Prevention Program.
An inter-prison football tournament between Mobilong Prison and Cadell Training Centre. This event was sponsored by past and current AFL players, the Aboriginal Services Unit and the department’s Executive.
In 2012-13, the prison had a pass rate of 76% for prisoners undertaking education units (including literacy and numeracy).
Port Augusta Prison (PAP) Port Augusta Prison was opened in 1896 and is a multi-purpose facility providing accommodation for up to 482 high, medium and low security prisoners. The prison is South Australia’s largest regional facility and it caters for remand and sentenced male and female prisoners.
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The prison has a high proportion of Aboriginal prisoners and now includes a Complex Needs Unit (opened in 2012-13) to manage prisoners with complex health and mental health needs.
Programs and services delivered at PAP include crisis intervention and support services, prisoner assessment and sentence planning, case management, education programs, the delivery of Making Changes and the Violence Prevention Program as well as an Elders Visitation Program (which was piloted in 2012-13).
The prison industry program at PAP includes timber furniture and metal fabrication production. Further it includes seed propagation, seasonal vegetable production, a commercial laundry and kitchen services.
The prison’s vocational training program includes metal fabrication, construction pathways, kitchen operations skills and horticulture.
A dedicated unit for up to 12 Aboriginal prisoners - Pakani Arangka, which means ‘a good growing place’ is located at the prison. The unit is located within a large garden and allows cultural interaction amongst prisoners whilst providing a range of culturally specific programs. This includes new programs delivered by the Red Cross - ‘SAM Our Way’, or ‘Save a Mate’ which assists to identify problems and risk factors affecting Aboriginal offenders, ‘Drumbeat’ which focuses on good quality relationships and ‘FOODcents’ which delivers key life skills.
PAP also facilitates the highly successful BHP Billiton Prisoner Reintegration Employment Opportunity Program. This program involves groups of up to 12 low security prisoners undergoing three months of training at PAP, and on site at Roxby Downs. Prisoners gain certificates in elevated work platforms, forklifts, front end loaders, and complete mining and safety inductions, as well as skills for job interviews and résumés. To date, 63 offenders have completed the program and 29 have since gained paid employment (upon release).
The prison delivers the Sierra Program which targets young offenders and focuses on self- discipline, education, fitness and teamwork. Sierra is formed around a highly structured and disciplined regime which is supported by intensive education and program service delivery and involves high levels of activity.
Highlights at PAP in 2012-13 included: Commissioning of the Banksia Unit in October 2012. This project also included other infrastructure improvements such as Satellite Service Clinics, an expanded Management Unit, improved kitchen and laundry facilities, a new Vocational Training area and the ‘Whole of Centre’ review of service delivery principles.
The implementation of a structured day routine in the residential accommodation area which provides for employment, access to programs, education and vocational training as well as scheduled recreation programs.
Continuation of an agreement with the Port Augusta City Council for community service projects operating from the low security cottages. This service provided a community benefit of approximately $130 000 in 2012-13.
Continued successful outcomes as a result of the continuation of the prison’s BHP Billiton Prisoner Reintegration Employment Opportunity Program, and Sierra Program
Cadell Training Centre (CTC) Cadell Training Centre provides accommodation for up to 167 low security male prisoners in a rural environment covering approximately 1600 hectares. The facility was opened in 1960 and is located at Cadell in the state’s Riverland region.
Prisoners at the prison who are accommodated in cottage style units spend 17 hours out of cell while those placed in the cellblock accommodation have 12.5 hours out of cell.
All prisoners at CTC are either undertaking education or employed within the prison industries program or support services such as maintenance and garage duties. Prisoners at
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 33 the prison have access to a wide variety of work such as olive groves, a nursery, irrigation unit and a garage and workshop area. CTC also operates a registered Holstein-Friesian stud, and processes and packages the milk produced for use in the prison system as well as for the Royal Adelaide Hospital.
The prison provides for a wide range of employment focused education programs including literacy and numeracy and nationally recognised qualifications in horticulture and dairy as well as training in backhoe, truck, vehicle, boat and forklift credentials. During 2012-13, 131 prisoners successfully gained permits to assist with employment opportunities upon release.
The prison has developed and maintains an excellent relationship with the local community through Community Work Programs and its involvement in the Cadell Brigade of the Country Fire Service (CFS). The Cadell CFS is staffed by seven custodial staff, nine members of the public and 18 prisoners who were able to obtain level one and level two qualifications as part of their involvement as well as a number of other accreditations such as Compressed Air Breathing Apparatus, Suppress Wild Fire, Government Radio Network Usage, Burn Over Drills and Off Road Driving.
During the year, the Cadell CFS managed approximately 112 hours of internal training and attended numerous callouts for a variety of purposes such as road accidents, creating landing zones for emergency helicopters, commercial fires and storm damage. The team was also flown to Port Lincoln to assist with fire suppression as part of the CFS ‘Strike Team’.
Highlights at CTC in 2012-13 included: Harvesting of a significant high quality olive crop (280 tonnes), the successful completion of phase two of the prison’s citrus plantation as well as securing a market to sell the prison’s produced unpasteurised cream (for conversion into butter and high grade cheese).
The transformation of the prison’s irrigation systems which now allow a 40% savings in water usage. A new irrigation technique that applies precise fertiliser through proportional injection was also developed during the year.
The effective management of the prison’s kitchen through regular audits, budget, building maintenance and meals provided and undertaking a Recertification Audit to maintain certification ISO 9001-2008 compliance in citrus, olives and dairy systems.
Developing a manageable and effective compliance process against procedures and policy to improve security while identifying potential risks. The prison also saw a reduction in incidents during the year.
Upgrade of the prison’s cell block (which was undertaken by prisoners in the maintenance program).
All three phases of the Making Changes program were delivered at CTC during the year.
Port Lincoln Prison (PLP) Port Lincoln Prison was opened in 1966 and is located 650 kilometres (by road) west of Adelaide on the lower Eyre Peninsula. PLP provides accommodation for up to 146 medium to low security prisoners. The prison’s ‘Bluefin’ low security accommodation unit (which was opened in 2011) also includes accommodation specifically designed for prisoners who are aged, or who have mobility issues.
PLP consists of approximately 200 hectares of land, which is currently used for a number of farming activities including 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 vegetable retail outlets, hotels and restaurants.
Each year PLP supports the local community through a number of activities. This includes work gangs who play a pivotal role in setting up and dismantling the infrastructure for both
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 34 the Tunarama Festival (over the Australia day period) and the Port Lincoln Horticultural Show (in August). PLP additionally each year assists various community organisations and groups with the design and building of floats for the Tunarama parade.
Approximately 40% of the prisoner population at PLP are involved in educational programs (with a focus on literacy and numeracy) and a number of prisoners were provided with vocational training including Senior First Aid Certificate and OHS White Card.
Programs and services provided at the prison include case management, crisis intervention, delivery of the Violence Prevention Program and all three phases of Making Changes.
PLP operates a successful ‘Peer Supporter’ program where identified prisoners are able to be trained to support other prisoners with various issues associated with being incarcerated. Case Management staff at the prison work closely with Peer Supporters to ensure positive outcomes.
Highlights at PLP in 2012-13 included: The prison’s workshop has continued its involvement in the oyster industry and is currently manufacturing six different styles of oyster bags in 2012-13 (a large number of bags were produced by prisoners during the year). The prison has also developed an engineering business unit which constructs items for the oyster and pilchard industries. Items manufactured included stillages, cages and trolleys.
The introduction of a Certificate II in Hospitality in partnership with TAFE.
Commissioning of an additional 20 double-up beds for medium security prisoners which increased the prison’s capacity to 146.
Adelaide Women’s Prison (AWP) The Adelaide Women’s Prison is the state’s only dedicated women’s prison. Opened in 1969, AWP has the capacity to accommodate up to 160 females and caters for both remand and sentenced prisoners (with high, medium and low security ratings) and includes pre-release needs. At the facility, remand and sentenced prisoners are accommodated together within a range of accommodation types which are determined by incentive-based regimes and risk assessment.
AWP employs a multi-disciplinary approach to the management needs of female prisoners. Programs and services provided include crisis intervention and support services, case management, education and vocational training. The Making Changes and Dialectical Behaviour Therapy Programs are also delivered.
Employment opportunities at AWP include a textiles workshop, full-time education, grounds and maintenance work (such as the annual ‘Trees For Life Program’), kitchen, laundry and cleaning tasks. The prison’s textiles workshop has a number of commercial contracts with external customers as well as making the state’s prisoner clothing and undertaking community service projects. Off-centre employment includes the Parks Preservation Program where prisoners work within the Cleland and Blackhill Conservation Parks (in partnership with the Department of Environment, Water and Natural Resources). This program will expand in the 2013-14 financial year to assist female prisoners to gain qualifications in horticulture and other related vocational training.
AWP operates a now expanded pre-release program for women. Partnering with businesses and Job Network agencies within the community, eligible offenders complete both relevant industry vocational certificate studies and participate in work within the prison before transitioning to Job Networks and successfully gaining employment before their release.
The prison provides a range of educational programs with literacy and numeracy studies actively encouraged. A number of vocational studies are also delivered at the AWP including Certificates in Garment Construction, Commercial Food Production, Business Studies and Women’s Studies.
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Highlights at AWP in 2012-13 included: Continuation of the implementation of a Master Plan for improvement works at AWP (and Adelaide Pre-Release Centre) as part of the extensive Northfield Upgrade works.
Commencement of a pre-release partnership with Valerie Towers and continuation of a highly successful collaboration with Edge Church, who were winners of the department’s 2013 Community Partnerships Award.
Implementation of Dialectical Behaviour Therapy (DBT) - eight prisoners participated with four completing one full cycle (of all four modules).
Introduction of Certificate II in Women’s Studies and Certificate II in Retail, Certificate II in Commercial Food Production.
Delivery of the ‘WiseMove’ fitness for women program in partnership with the Department of Recreation and Sport.
Establishment of a knitting club where donated wool is hand knitted into items for donation to community organisations including Lyell McEwin Hospital and the Magdalene Centre.
Successful entries in the Royal Adelaide Show in the Cookery Division where all goods were made from produce from the Living Skills Unit Community Garden.
Adelaide Pre-Release Centre (APC) The Adelaide Pre-Release Centre was established in 1990 and is South Australia’s main pre- release facility (for male prisoners). The prison is located within the Northfield precinct and has the capacity to accommodate 60 low security prisoners in cottage style accommodation. Prisoners at the APC are generally in the last 12 to 18 months of their sentence and are able to participate in accompanied and unaccompanied family leave, education programs as well as work release and community service programs.
Partnerships for community service based work undertaken by APC prisoners include those with the Department of Environment, Water and Natural Resources, the Salvation Army, the Greek Orthodox Church and the department’s Repay SA Program. During the year, a total of $280 740 of value was provided to the community via prison-based community service.
The APC also has established employment partnerships with the Gawler River Cattle Company, Blue Ribbon Smallgoods, Bradken and the more recent partnerships with the Adelaide Resource Recovery Company, Australian Wholefoods and TOLL Corporate via the international ‘Second Step Program’. These partnerships place prisoners into meaningful paid employment.
The prison’s garden also provides employment opportunities for prisoners through the supplying of fresh seasonal vegetables to the state’s prison kitchens. The garden has also been a long-standing supporter of FOODBANK SA, and regularly donates substantial quantities of fresh produce for community distribution by state charities and churches.
Meaningful education is also given a high priority at APC. Prisoners attend courses in the community, learning facilities to address identified literacy and numeracy deficiencies, obtaining vocational education qualifications and skills to assist in gaining employment.
Highlights at APC in 2012-13 included: Expansion of the partnership with the Department for Water, Environment and Natural Resources which enables a team of selected low security prisoners to work in the metropolitan National Parks. Expansion of the prison based Repay SA program which now covers garden maintenance and the repainting of Housing Trust homes.
Provision of off-centre employment related activities to 59 prisoners (through Work Release Programs). Provision of fresh produce for FOODBANK and animals at the Adelaide Zoo.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 36
Mount Gambier Prison (MGP) Mount Gambier Prison is the only privately managed prison in South Australia. It is currently managed and operated by G4S Custodial Services Pty Ltd (G4S), and the contract is closely monitored by the department. The current five-year contract commenced on 1 December 2011 and expires in December 2016.
Opened in 1995, the prison can accommodate 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. The prison is due to expand by 108 beds in 2013-14 which will increase the capacity to 280 beds.
A range of programs are provided at Mount Gambier Prison including therapeutic, education and work programs. The prison also offers opportunities for prisoners to participate in music, art and religious classes.
The SBC-me pilot program was delivered at Mount Gambier Prison (and evaluated in 2012). The pilot provided high intensity psychotherapeutic treatment for adult male sexual offenders who have been identified as having a mild to borderline level of intellectual disability or cognitive deficit.
G4S is responsible for the day-to-day operation of the prison, with the Director Safety and Security (of the department) taking responsibility for functions under the Correctional Services Act (1982) that cannot be delegated to the Contractor.
Performance of the prison is monitored by a contract compliance framework and full time contract compliance officer to ensure compliance with the contract specifications. This monitoring is conducted to ensure the prison remains operationally effective, provides value for money, and that G4S complies with its contractual obligations.
Highlights at MGP in 2012-13 included: Construction of new secure accommodation and kitchen which are due to be commissioned in mid to late 2013, bringing the prison capacity to 280. The project will also include improved facilities for prisoner programs and specially designed areas and facilities to cater for the increasing ageing prisoner population, many of whom may present with special care needs.
Approval for an additional low to medium security 60 bed unit which is expected to be commissioned in mid to late 2016.
Delivery of the pilot SBC-me Program. Following the successful pilot, the program has been included as part of the suite of offence focused programs in 2013-14
Security Classifications Upon their admission, all prisoners are assessed to determine an appropriate security classification. This classification is then reviewed on an ongoing basis through the case management process, with endorsement by the prison’s general manager and/or the Serious Offender Committee as required.
In addition to standard security considerations, prisoners in South Australia must demonstrate positive behaviour and a commitment to addressing their offending behaviour to achieve a reduction in their security classification.
As at 30 June 2013, 25.11% of prisoners were classified as high security, 55.25% were classified medium and 19.11% of prisoners were classified as low security. There were approximately 0.53% of prisoners yet to be classified.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 37
Nominated Visitors Prisoner visits are integral to a prisoner’s wellbeing and possible rehabilitation, as well as being important for the maintenance of family relationships and other links to the community. Prisoners in South Australia are entitled to receive visits from nominated visitors pursuant to the Correctional Services Act 1982 (the Act).
Unfortunately, some visitors abuse their visit privilege by not meeting accepted behavioural standards and/or by seeking to introduce contraband into the prison system. When there is sufficient evidence to suggest an attempted introduction of contraband, a visitor may be detained (for an average duration of approximately 15 minutes).They may also be banned from visiting prisons pursuant to Section 34 of the Act.
As part of amendments made to the Act (enacted in November 2012), a number of new enhancements have been made to protect the community, prisoners and prison staff during the visits process.
These changes include:
Preventing child sex offenders from having visitors under the age of 18 years of age.
Preventing newly released prisoners from visiting current prisoners (for a period of 12 months after release). Increases to security measures with regard to the identification that visitors must now provide upon entry to a Correctional facility in South Australia.
Prisoner visits in 2012-13 Visits sessions in 2012-13 49 159 Total visitor number 79 090 Visitors banned 82 Visitors detained and searched 270 Visitors found in possession of a prohibited 13* or restricted item (and detained by SAPOL)
NOTE * Figure provided by SAPOL and does not include visitors detained following ‘Operation Dedicate’ measures.
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 and speak directly with prisoners to make certain that they are treated fairly and that their accommodation is clean and safe and may be called upon to investigate any complaints that could affect the health and welfare of prisoners.
As at 30 June 2013, South Australia had 25 active Visiting Inspectors including one Aboriginal Inspector.
Visiting Tribunals Visiting Tribunals are appointed by the Governor of South Australia in accordance with the Correctional Services Act (1982) 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 2012-13, there were seven active Visiting Tribunals.
Complaints Management The department’s Complaints Management service provides a step-by-step prisoner and offender grievance process which aims to achieve a satisfactory resolution at the first point of contact. This includes the Prisoner Complaint Line, a telephone line service which provides advice, information, and appropriate referral services for prisoners and offenders.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 38
During 2012-13, there were 1 193 registered calls to the Prisoner Complaint Line, comprising 780 valid calls and 413 invalid calls (such as wrong number dialled or hang ups). This compares to a total of 1 248 calls, comprising of 691 valid and 557 invalid for 2011-12.
DCS Prisoner Complaint Line 2009-10 to 2012-13 1400 1248 1193 1200
977 973 1000
780 800 691
524 498 600
400
200
0 2009-10 2010-11 2011-12 2012-13
Valid Calls Total Calls
Prisoner complaints (by category) from 2010-11 to 2012-13
2010-11 2011-12 2012-13 Access to services 49 85 120 Complaint against DCS officer 36 51 48 Custodial management 26 59 88 Disciplinary 19 31 35 Placements / transfers 56 67 59 Prisoner facilities or living conditions 40 38 36 Prisoner pay 8 39 45 Property 87 81 133
Property related complaints have continued to be one of the main causes of complaint for prisoners in South Australia however, 2012-13 also saw a large increase in complaints with regard to access to prisoner related services.
In 2012, the Ombudsman of South Australia audited the department’s complaint handling system for prisoners. The final report, which was tabled in parliament (and released publically on 10 July 2012), included thirteen recommendations for the department.
The department accepted all recommendations, and developed a comprehensive implementation plan in response. Key initiatives undertaken as a result of the Ombudsman’s recommendations included:
Development of a Policy and a Standard Operating Procedure to improve staff responsiveness and consistency in prisoner complaints handling.
Improvement of prisoner access to information on complaint avenues including the development of posters about the prisoner complaint process which are now displayed
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 39
in all prisons. Brochures and pamphlets detailing the complaints process are now also available to prisoners. The complaints process is also discussed during the induction process.
Reinforcement of the requirement to immediately report any serious allegations against staff to the Ethics, Intelligence and Investigations Unit, as well as to SAPOL.
Improvement of data collection systems to enable the auditing and review of complaints to inform system change and improvement.
Illicit Drugs in prison The Department for Correctional Services is committed to stopping the supply and trafficking in illicit drugs in prison. The trafficking of drugs to prisoners is an issue for every correctional jurisdiction. The department has deployed a range of measures to reduce trafficking by targeting and minimising supply and demand.
In 2012-13, the department undertook a number of targeted, whole of institution searches. These searches were undertaken by members of the department’s Emergency Response Group, Operations Security Unit, officers at each site, the department’s Ethics, Intelligence and Investigations Unit, SAPOL and the Australian Customs Service. A regular local search program also runs parallel to whole of institution searches with the aim to decrease the use of illicit drugs across the SA prison system.
Highlight In partnership with SAPOL, four ‘Operation Dedicates’, were undertaken in 2012-13. These operations targeted visitors to correctional institutions and involved the searching of visitors and their vehicles. SAPOL resources provided included officers from a range of specialised units in addition to their drug detection dogs.
Search of Prisoners Pursuant to Section 37 of the Correctional Services Act (1982) 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 83 199 searches were conducted on prisoner areas and their cells and property throughout the state’s prisons during 2012-13. As a result of these searches, a large number of prohibited items were found and confiscated.
Search of prisoners between 2012-13 1 2 3 4 5 6 ARC 22 033 15 1 1 3 0 0 APC 1 132 5 0 3 0 1 55 AWP 6 159 41 2 1 0 2 91 CTC 8 065 48 5 7 2 2 16 MOB 5 488 70 12 5 2 5 30 MTG 839 6 0 1 1 1 3 PAP 23 993 122 19 13 5 6 176 PLP 5 703 28 3 - 2 1 43 YLP 9 787 92 8 12 1 2 235 TOTALS 83 199 427 50 43 16 20 649
LEGEND: 1. Drugs/drug paraphernalia 4. Homebrews 2. Homemade weapons 5. Tattooing equipment 3. Mobile telephones, and related items 6. Other prohibited items (SIM cards and chargers)
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 40
As part of changes to the Correctional Services Act 1982 enacted in August 2012, higher penalties now exist in relation to the introduction of illicit drugs, and other prescribed prohibited items (including mobile telephones and weapons).
Ethics, Intelligence and Investigations Unit Following the Business Model Review, the department’s Intelligence and Investigations Unit was renamed the Ethics, Intelligence and Investigations Unit (EIIU) which reports to the Deputy Chief Executive Statewide Operations. The Unit services the department through providing oversight on ethical standards, intelligence reporting on suspected illegal prisoner activity throughout the state and the investigation of serious staff misconduct and significant incidents.
Ethics The Director EIIU is responsible for providing oversight and advice regarding misconduct matters (not investigated within the unit) and ensuring the integrity of all matters of misconduct managed within the department. The EIIU provides support and advice in relation to the ethical standards expected under the Public Sector Act, 2009.
Intelligence The EIIU works collaboratively with South Australian Police (SAPOL), the Police Corrections Section and other law enforcement agencies to monitor, examine and act on the activities of prisoners and their visitors in an effort to intercept and reduce the flow of contraband into the prison system. The EIIU and SAPOL have undertaken joint operations in relation to prisoner activities which resulted in charges of drug trafficking being laid against prisoners and their associates within the broader community.
The EIIU Intelligence Officers and Senior Intelligence Analyst assist prison General Managers as well as SAPOL and the Police Corrections Section with the effective management of contraband entering the prison system, through the identification of possible activities involving prisoners, visitors or by other means. Visitors who are reported, or charged by SAPOL as a result if either being detected with, or suspected of introducing, contraband or attempting to gain entry using a false identification, can be banned from visiting any of the state’s prisons.
Under the agreed Memorandum of Understanding, the EIIU also works closely with the Australian Crime Commission to exchange intelligence in relation to the activities of identified prisoners of interest and their associations.
Investigations The EIIU provides an investigation reporting process to the Chief Executive and Deputy Chief Executive for all matters relating to serious staff misconduct. Matters that are identified as potentially criminal are referred to SAPOL, or where there is potential corruption, the Anti-Corruption Branch. This reporting function will be to the Office of Public Integrity as of 2 September 2013. Matters may then be referred to the Independent Commission Against Corruption or back to the reporting agency for investigation.
The EIIU is responsible for conducting forensic investigations into significant incidents occurring under the auspices of the department, including deaths in custody, escape custody, deaths of offenders under supervision, serious disturbances and all other matters of significance identified by the Chief Executive.
These investigations are referred to the Investigations Review Committee for consideration of relevant findings and appropriate action. Matters relating to the death of a prisoner/offender are also referred to the Coroner’s Court for consideration in any Coronial Inquiry.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 41
Access Control Strengthening Improvements to Access Control throughout South Australian prisons are part of the commitment undertaken by the Department for Correctional Services to ensure that the state’s prisons are fitted with the most up-to-date electronic security products, detection and surveillance equipment.
The Biometric Verification System is one enhancement currently being installed at South Australian prisons. The system aids in the positive identification of individuals entering and exiting the State’s prisons for both professional and personal visits.
The biometric enrolment process requires the visitor to participate in an iris scan as the primary means of identification, with finger scanning also utilised as a secondary measure in instances where iris scanning is not considered suitable. Photographic identification must also be produced by persons wishing to visit a prisoner in an official capacity prior to being enrolled on the system.
The biometric data is stored securely in the form of algorithms on a dedicated secure system. Entry to a prison with the system in place is refused for domestic visitors who decline to enrol on the system and professional visitors who decline to enrol and who fail to provide sufficient identification are turned away from entry to the site.
All prison staff are enrolled on the system, as is the Chief Executive of the Department and the Minister for Correctional Services. The enrolment process is easy and non-invasive.
Highlight As at 30 June 2013, biometrics systems are fully operational at Yatala Labour Prison and the Adelaide Remand Centre. It is proposed that these systems will continue to be rolled out at other locations across the State.
The department also intends to instigate further improvements to control access into all facilities, including the strengthening of procedures as required. These systems and procedures will enhance efforts to restrict and prevent contraband such as drugs and weapons getting into our Prisons.
SA Prison Health Service (SAPHS) The SA Prison Health Service (as part of the Department of Health and Ageing) is responsible for the provision of a range of primary health care services to all prisoners in state managed adult prisons in South Australia. SAPHS provides patients with health services appropriate to their ongoing health needs in line with that which they would receive in the community.
Health Centres located at Yatala Labour Prison and the Adelaide Remand Centre provide 24 hour nursing services. All other prison Health Clinics provide nursing services within business hours. Medical Officers regularly attend all prison Health Centres and Health Clinics to provide a variety of services associated with general practice, as well as on call and telemedicine services.
SAPHS, in association with Central Adelaide Local Health Network, is dedicated to strengthening the relationship with DCS. To this end, a number of committees are in place comprising key representatives from both agencies. The committees meet regularly to discuss and make decisions on the implementation of joint initiatives and address interface issues.
The establishment of these committees has paved the way for service-wide improvements and will further progress the recommendations set out by PricewaterhouseCoopers in their 2010 review of prison health services.
In 2012-13, SAPHS successfully developed a number of strategies intended to redesign the current model of care provided to prisoners and investigations are being undertaken
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 42 regarding opportunities for site based service modelling, defined by prisoner population, demographics and health needs.
The Two Stage Admission Process and the Medications in Possession initiative are two major reforms for SAPHS. The implementation of these reforms will be the driving force behind the redesign of services, and aim to significantly improve clinical pathways and patient outcomes
Management of Prisoners at Risk of Suicide or Self Harm
The department has a Standard Operating Procedure (SOP) for the consistent and effective approach to management of prisoners at risk of suicide or self-harm. This SOP is due to be reviewed in June 2014.
‘SOP 090 – Management of Prisoners at Risk of Suicide or Self Harm’ is a standardised process for the identification of prisoners at risk of suicide or self-harm. This is undertaken through raising a Notification of Concern Form (NOC) and the then development of an Initial Response Plan in conjunction with SA Prison Health (SAPHS) for a prisoner’s initial care, management and placement.
All prisoners with a NOC are then referred to the High Risk Assessment Team (HRAT) for a formal risk assessment using the Suicide Assessment Manual for Inmates (SAMI) (undertaken by prison social workers or psychology staff).
Prisoners placed on the HRAT are discussed at weekly HRAT forums. These forums include representatives from SAPHS, the department’s custodial services branch, social workers, psychologists and (at some prisons), Forensic Mental Health Services (FMHS).
As at 30 June 2013, all departmental prison social workers and psychology staff members have been provided with training in the use of SAMI. The department has also provided training to Aboriginal Liaison Officers and Clinical Nurse Consultants (from SAPHS) in the use and interpretation of the SAMI.
2012-13 numbers of: Notice of Concerns, assessments using the Suicide Assessment Manual for Inmates and High Risk Assessment Team meetings
NOC SAMI HRAT Meetings YLP 527 527 52 ARC 705 705 52 MGP 247 34 189 MOB 65 63 52 AWP 125 125 52 APC 0 0 0 PAP 128 128 51 CTC 2 2 28 PLP 59 59 78 TOTAL 1858 1643 554
Prisoner Population The average prison population continued to increase during 2012-13. While the number of prisoners held in custody on remand was steady, there was an increase in prisoners serving a period of imprisonment.
The average daily prisoner population for 2012-13 was 2 177 (which compares with 2 078 in 2011-12, 1 987 in 2010-11 and 1 963 in 2009-10).
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 43
Prisoner Population (2007-08 to 2012-13 2200 2177
2150
2100 2078
2050
2000 1987
1963 1950 1935
1900
1850
1800 2008-09 2009-10 2010-11 2011-12 2012-13
Prisoner Profile in 2012-13
Gender As at 30 June 2013, males made up 93.51% of the prison population in South Australia with 6.49% being female.
Age The average age for a person in custody in South Australia at 30 June 2013 was 37.8 years. This is compared with the average age of 37.0 years (on 30 June 2012), and 36.4 (as at 30 June 2011). During 2012-13, 20.25% of all intakes into custody in South Australia were from the 25-29 year age group.
Aboriginal prisoners The number of Aboriginal prisoners decreased slightly from the previous year. As at 30 June 2013, 21.71% of prisoners were Aboriginal (22.39 % on 30 June 2012).
Sentence Length As at 30 June 2013, 33.54% of prisoners were unsentenced (compared with 31.15% last year). The average expected time to serve for sentenced prisoners as at 30 June 2013 was 70.5 months (compared with 70.6 months on 30 June 2012).
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 44
Expected time to serve in custody (2008-09 to 2012-13)
80 70.6 69.3 70.2 69.0 70.5 70
60
50
40
30
20
10
0 2008-09 2009-10 2010-11 2011-12 2012-13
Most Serious Offence As detailed in the tables below, as at 30 June 2013 the most common serious offence for male sentenced prisoners were acts likely to cause injury (which is consistent with the result as at 30 June 2011 and 2012). As at 30 June 2013, the most common serious offence for sentenced female prisoners was homicide. Homicide was also the most common offence as at 30 June in 2011 and 2012)
Most Serious Offence for Sentenced Males (2011-2013)
Unknown
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%
30 June 2013 30 June 2012 30 June 2011
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 45
Most Serious Offence for Sentenced Females (2011-2013)
Unknown
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% 30%
30 June 2013 30 June 2012 30 June 2011
Escapes In 2012-13, one prisoner escaped from open custody at Cadell Training Centre. That prisoner was recaptured on the same day. No escapes occurred from a secure prison perimeter.
Strengthened security measures in recent years have included amendments to prisoner placements, additional security checks of the environment of individual hospital rooms, and implementing other strict guidelines to reinforce procedures.
DCS Escapes from 2008-08 to 2012-13 8
7
6
5 2009 2010 4 2011 3 2012 2013 2
1
0 Prisoners Escaping
The below graph illustrates the escape rates since 2007-08 (the escape rate is calculated as 100 x prisoners escaping divided by the daily average prison population). This rate is required for the department’s reporting for the Report on Government Services (ROGS). A single incident impacts greatly on the overall rate due to the very low number of incidents.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 46
Escape rates from 2008-09 to 2012-13
0.40 0.36 0.35
0.30
0.25 0.20 0.20 0.15 0.15
0.10
0.05 0.04 0.00 0.00 2008-09 2009-10 2010-11 2011-12 2012-13
Assaults Prisoner assault rates are calculated as 100 x prisoners involved in assaults divided by the daily average prisoner population.
Assault rates between 2009-10 and 2012-13 2009-10 2010-11 2011-12 2012-13 Prisoner on officer physical assaults 0.61% 0.80% 0.77% 0.46% Abusive Threatening Behaviour 4.94% 3.17% 5.05% 8.27% Prisoner on Prisoner Assault 8.40% 8.70% 8.33% 9.64%
Deaths in Custody 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.
No deaths in custody occurred during 2012-13.
Community Corrections South Australian courts can sentence offenders to undertake community based sanctions/ orders including Probation (Bonds), Community Service (Repay SA), Supervised Bail or Intensive Bail Supervision (court ordered Home Detention Bail). During the period of their community based sentence, offenders are supervised by the department through case management services provided by Community Corrections officers. In addition, the department provides community based supervision for offenders on Parole and Home Detention.
The department manages 17 Community Corrections Centres and other outreach services which are located across the state. In 2012-13, the Centres were divided amongst four separate regions: the Southern Metropolitan Region, the Northern Metropolitan Regions, the Southern Country Region and the Northern Country Region.
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.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 47
Community Corrections Management Restructure The Community Corrections Management Restructure project was initiated in February 2013.
The project will greatly improve the way in which offenders are supervised in the community through a change in organisational structure. The restructure aims to achieve clearer management accountability, improve career paths for staff to move into management roles, improve integrated offender management frameworks and reduce duplication of services.
Included as part of the restructure is a reduction of Community Corrections operational regions from four to two regions which will be based in the North and South of the State and will include the provision of new Team Supervisor and Area Manager roles.
Full implementation of the restructure is a departmental priority for 2013-14.
Enhanced Community Corrections Enhanced Community Corrections provides risk based offender management with resources focused on offenders who represent the greatest risk to the community - the higher the risk, the more intensive supervision, monitoring, programs and case management provided.
Within Enhanced Community Corrections there is a particular focus on:
Evidence based effective supervision of offenders.
Strengthened compliance management and enforcement.
Improving links between Community Corrections and the courts and the Parole Board.
The effective use of electronic monitoring.
Offenders undergo a risk assessment and are allocated to a ‘tier’ of supervision based on that assessment, with the tiered supervision service standards designating offenders as either extreme, high, medium or low risk. Designation to a category is based on a number of factors including their offending history, assessed level of risk and needs, as well as consideration of all available reports (for example sentencing remarks, submissions, psychological assessments) and conditions of the court, parole or community based order.
The tiers of Enhanced Community Corrections are:
The Control tier for high risk offenders who are assessed as having a very high risk of re-offending, high criminogenic need and who are unmotivated and/or resistant to change. The focus of supervision under this Tier is to motivate offenders to change, and a strict enforcement of order conditions.
The Change tier is targeted at offenders who are assessed as having medium to high criminogenic need and who represent a high risk of re-offending. Change offenders are subject to motivational interviewing as part of Case Management, as well as being the target of the department’s Making Changes Program.
The Assist tier is aimed at managing offenders with a medium risk of re-offending, low to medium criminogenic need and who are generally compliant. The Assist tier may also be used to manage former Change tier offenders who have completed Departmental and/or external programs, and who have demonstrated positive progress in attitude and behaviour.
The Monitor tier is focused on the compliance management of offenders with a low risk of re-offending and low to medium criminogenic need.
Each tier has a number of supervision standards relating to the reporting of non-compliance with parole conditions, or actions required of Case Managers to report serious re-offending. The standards provide for clear time frames which must be followed. Conditions within orders of the Court or Parole Board are an overriding consideration in the case management of offenders, irrespective of tier.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 48
Of the DCS offenders assigned to an Enhanced Community Corrections tier, as at 30 June 2013, 1.9% were being managed under the Control tier, 38.5% under the Change tier, 35.6% under the Assist tier and 24% under the Monitor tier.
Community Service (Repay SA) Repay SA is the department’s offender Community Service Program which allows offenders to repay their debt to society through supervised community work projects. The focus of Repay SA is not only allowing offenders to be accountable for their crimes but also to provide meaningful work where offenders can acquire new skills that will assist with obtaining employment. For many offenders, Repay SA is their first experience at making a positive contribution to their community.
Repay SA projects (which are funded by the department) generally comprise work groups involving four to eight offenders who are managed by supervisors. These work groups undertake a range of projects throughout the community which involve partnerships with local and state government organisations and community agencies who also contribute to the cost of work groups and supervisors.
A number of Repay SA offenders have special needs, including physical, psychological, and alcohol and other drug problems which may preclude them from working on mainstream projects. As a result, the department provides alternative work to enable these offenders to complete their hours.
Offenders who have been assessed as suitable to undertake Repay SA may be placed at organisations or community agencies and work with agency workers and volunteers. In these instances, the department has criteria to ensure that the project does not secure a pecuniary profit for its members, provides aid to the disadvantaged or is a project of a government department or instrumentality, or local government authority.
The department also manages a graffiti removal program named, detag. detag is run in conjunction with local and state government organisations and provides a responsive, cost efficient and sustainable program to remove graffiti throughout the community. Graffiti removal costs the community millions of dollars each year, and detag is just one way to minimise the impact of this cost. detag workers remove graffiti along the Southern Expressway, the northern rail line (between North Adelaide and Gawler Central) and on the Outer Harbour, Belair and Noarlunga rail lines. The program also has offenders at work cleaning up Trans Adelaide interchanges at Paradise, Modbury and Klemzig.
Repay SA partnerships are in place with Transport SA and Trans Adelaide, in addition to agreements with local councils (including Playford and Salisbury Councils) and regional areas such as the Copper Coast and Wakefield Councils
Highlight As at 30 June 2013, over $7.7 million worth of value to the community has been provided by Repay SA programs (since its inception) and more than 110 866 hours completed by offenders.
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 DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 49 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.
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, the Governor in Executive Council must approve the Parole Board’s recommendation for release.
The Parole Board is assisted in making its decisions by a Parole Report, completed by community corrections. The Parole Report contains comprehensive information regarding background, offending history, an assessment of the prisoner’s risk and criminogenic needs, behavioural patterns in prison, recommendations for programs to be undertaken, release plans and recommendations regarding the conditions of Parole.
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.
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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.
Intensive Bail Supervision (Home Detention Bail) The courts have been empowered since 1987, to release a defendant on Bail with conditions of home curfew and Intensive Bail Supervision. This program is managed similarly to Home Detention, although with an increased surveillance component. Almost all (95%) Intensive Bail Supervision Orders include electronic monitoring conditions.
A departmental report is first required to be considered by the courts with regard to the suitability of the proposed residence. The court may also seek further advice regarding other factors that may affect the successful completion of the Intensive Bail Supervision order.
Bail A defendant may be granted a Bail Order, with a condition to be under the supervision of a community corrections officer. Conditions may be imposed covering areas such as where defendants can reside and with whom they can associate, assessment and/or treatment they are required to undertake, or programs they must attend.
The main purpose of Bail with supervision is to ensure that defendants comply with the conditions of their Bail Order and attend court as required. However, the period during which a person is on Bail can be a time when intervention to address the issues underlying their alleged offending behaviour can be very effective. Therefore, where a court has imposed appropriate conditions, or where the defendant is willing to do so, 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 conditions, such as failure to report, are reported back to the courts.
Southern Metropolitan Region The Southern Metropolitan Region supervises offenders at three major locations: Adelaide Community Correctional Centre, Edwardstown Community Correctional Centre, and Noarlunga Community Correctional Centre. Community Corrections also provides an outreach service in Victor Harbor and Mount Barker. Also located at the Southern Metropolitan Region is the Courts Unit which facilitates offender reports for the courts, and the Home Detention Administration Centre and the Region’s Business Centre (located at the Edwardstown Community Correctional Centre).
Southern Metropolitan Region – supervision in 2012-13 Bail 207 Community Service Orders 175 Financial Penalty Expiated through CS 223 Home Detention Orders 62 Intensive Bail Supervision 298 Interstate Orders 4 Other Orders 121 Parole Orders 277 Probation Orders 785 Total Orders 2 152
NOTE: Individuals with multiple orders counted once in each particular category
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Northern Metropolitan Region The Northern Metropolitan Region supervises offenders at four major locations: the North East Community Correctional Centre at Holden Hill, Elizabeth Community Correctional Centre, Gawler Community Correctional Centre and Port Adelaide Community Correctional Centre.
The region services Adelaide’s northern suburbs, the Barossa Valley, mid north and the Yorke Peninsula. Also based at the Region is the Volunteer Unit.
Northern Metropolitan Region – supervision in 2012-13 Bail 268 Community Service Orders 320 Financial Penalty Expiated through CS 327 Home Detention Orders 1 Intensive Bail Supervision 1 Interstate Orders 4 Other Orders 156 Parole Orders 476 Probation Orders 1 019 Total Orders 2 572
NOTE: Individuals with multiple orders counted once in each particular category
Southern Country Region The Southern Country Region supervises offenders at three main centres: Murray Bridge Community Correctional Centre, Berri Community Correctional Centre, and Mount Gambier Community Correctional Centre.
An outreach service is also provided at Mount Barker and Bordertown (covering the Riverland and south eastern parts of the state).
Southern Country Region – supervision in 2012-13 Bail 49 Community Service Orders 112 Financial Penalty Expiated through CS 61 Home Detention Orders 7 Intensive Bail Supervision 24 Interstate Orders 4 Other Orders 34 Parole Orders 83 Probation Orders 273 Total Orders 647
NOTE: Individuals with multiple orders counted once in each particular category
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.
0Approximately one-third of offenders supervised by regional staff are of Aboriginal descent, some living in remote traditional communities.
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Northern Country Region – supervision in 2012-13 Bail 101 Community Service Orders 177 Financial Penalty Expiated through CS 58 Home Detention Orders 5 Intensive Bail Supervision 18 Interstate Orders 2 Other Orders 43 Parole Orders 108 Probation Orders 248 Total Orders 760
NOTE: Individuals with multiple orders counted once in each particular category
Offender Reports In 2012-13, the department prepared a total of 6 917 offender reports. The department prepares reports for the courts, the Parole Board and the Sentence Management Unit to assist with sentencing and/or setting conditions for a range of orders.
Reports prepared for the courts include Bail, Home Detention Bail (Intensive Bail Supervision), Pre-Sentence Reports, Parole Reports (for the Parole Board) and Home Detention Reports (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, background and current situation, offending history, victim information, likelihood of compliance with an order as well as any information with regard to programs that may assist in addressing offending behaviour.
Offender reports aim to provide accurate and objective information to inform the relevant decision making authority. The information contained in reports comes from a variety of sources including the offender, SAPOL and court files, and where appropriate, from other sources including the offender’s family, government agencies, non-government organisations, professionals and other persons.
The Supervision Suitability Report was introduced across the state following a successful trial at the Mount Gambier Magistrates Court. The purpose of this Report is to provide the courts with risk-based offender related information (where the Court is of the view that a community based order would be the appropriate sanction).
The report is an alternative to the Pre-Sentence Report, and provides information relating to the assessed level of risk of re-offending, offence-related behaviours, likely responses to supervision (including previous history on supervision), and recommendations for appropriate conditions to support the supervision process.
Offender Management Plan (OMP) The department has continued with its support of the SA Offender Management Plan throughout 2012-13. The OMP is a multi-agency response to manage the state’s highest risk offenders.
The critical component of the OMP is the coordinated and managed focus on the individual offender, using the collective resources of the department and participating agencies including SAPOL (as the lead agency), the Department of Health and the Department for Communities and Social Inclusion The key emphasis of the OMP is information sharing – with the aim to improve cross agency gained information to make informed decisions as well as to implement collaborative responses that links agency interventions which may already be in place. By working together under a co-ordinated framework, responses by other justice agencies in South Australia can be more effective and efficient.
The OMP focuses on two streams of multi-agency service delivery: DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 53
Offender rehabilitation which involves providing or brokering services that address criminogenic needs. This includes, but is not limited to health, substance abuse, meaningful employment and housing needs.
Law enforcement which involves a law enforcement focus on the offender to limit the opportunity for offending; or to increase the probability of apprehension should offending continue.
Highlight In 2012, the Offender Management Plan won a prestigious award at the Australian Crime and Violence Prevention Awards - despite competition from 55 other nominations. The SA OMP won the Award in the Australian Institute of Criminology coordinated event that rewards new initiatives to combat crime and violence.
The Family Safety Framework The Family Safety Framework was developed under the auspice of the South Australian Government’s Women’s Safety Strategy and Keeping Them Safe - Child Protection Agenda, to drive improved, integrated service responses to violence against women and children in South Australia.
DCS is identified as a core agency and is involved in the Framework that seeks to ensure that services to families most at risk of violence are provided in a more structured and systematic way, through agencies sharing information about high risk families and taking responsibility for supporting these families to navigate the system of services to help them.
The Framework involves an agreement across departments and agencies for a consistent understanding and approach to domestic and family violence that has a focus on women’s and children’s safety and the accountability of perpetrators.
The implementation of the Framework is managed by the Office for Women, in conjunction with the Family Safety Framework Implementation Committee made up of representatives from participating agencies.
Drug Court Curfew The South Australian Drug Court can impose Home Curfew Orders that may have an electronic monitoring component, in accordance with the Bail Act 1986. 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.
Pilot DCS Prosecutions Service Currently non-compliance of community based orders (other than Parole orders) are prosecuted by SAPOL on behalf of DCS in Magistrates Courts.
In 2012-13 the department, with the support of SAPOL, created a process for the establishment of a pilot DCS Prosecutions Service. The Service manages the non- compliance (breach) prosecutions for those offenders who have orders supervised by the department.
SAPOL has agreed to support the Service through the provision of appropriate staff training and ongoing support. By having a prosecutions capacity of its own, the department has the ability to control and prioritise which breaches are provided to the Court, and when. This process also allows the department to better target high risk offenders when they breach their supervision orders.
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Highlight A pilot DCS Prosecutions Service commenced at the Elizabeth Magistrates Court in late 2012 and an evaluation is due to be completed in 2013-14. Following the evaluation, the Service may be expanded to other Metropolitan courts.
Bail Accommodation Support Program During 2012-13, the department continued to progress the feasibility study for the Bail Accommodation Support Program. The Program aims to provide bail accommodation to suitable offenders as an alternative to remand.
Key milestones in 2012-13 included the development of a successful business case submission and continued liaison with key stakeholders.
Following the receipt of Government funding, a shift from the project proposal phase to formal project commencement will occur in 2013-14. Key deliverables in the coming year include site identification, market sounding and the commencement of tender processes.
Profile of offenders under the department’s supervision
Gender On 30 June 2013, males made up 82.59% of all individuals with community based orders. The figure, as at 30 June 2012 was 82.44%, and at 30 June 2011 was 82.06%
Aboriginal Offenders in the Community On 30 June 2013, 16.69% offenders under the department’s supervision were of Aboriginal descent. This is compared with 17.17% on 30 June 2012 and 17.12% on 30 June 2011.
Age The average age for an individual offender under the department’s supervision in the community on 30 June 2013 was 37 years. This is compared with 36.90 years on 30 June 2012 and 37.19 on 30 June 2011.
Number of Individuals As at 30 June 2013, there were 5 496 individuals under supervision, with one or more order (a decrease of 666 in 2011-12). The following graph shows the distribution of both orders and individuals by region.
Orders by individual and region as at 30 June 2013
3000
2500
2000
1500
1000
500
0 NCR NMR SCR SMR Orders Individuals
NOTE: NCR = Northern Country Region SCR = Southern Country Region NMR = Northern Metropolitan Region SMR = Southern Metropolitan Region
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 55
Number of Orders As at 30 June 2013, 6 111 orders were supervised by Community Corrections, a decrease from 6 454 as at 30 June 2012.The following chart shows the placement of all offenders under the supervision of the department as at 30 June 2013.
Placement of DCS prisoners and offenders as at 30 June 2013 27.68% Probation
Parole 11.15%
Other Orders 4.34%
Interstate Orders 0.15%
Intensive Bail Supervision 3.98%
Home Detention Bond 0.02%
Home Detention 0.94%
Financial Penalty Expiated Thru… 8.02%
Community Service 8.94%
Bail 6.43% 28.35% Prison Population
Business Centres In 2009-10 the Executive of the Department for Correctional Services explored opportunities to improve the administrative and records management services in prisons and Community Corrections. The services were reviewed and an improved structure identified to deliver services more effectively and efficiently and provide staff with enhanced opportunities for career development.
Correctional Business Centres achieve:
Service delivery efficiencies and better support to operational staff.
Reduction in duplication of effort.
Consistency of, and improvement in, service delivery.
Consistency of structures, classification and role definition.
Career structure and opportunities for support staff.
Streamlined approach to performing business and implementing corporate procedures.
Integrated business services.
Greater role specialisation.
More flexible use of staffing resources.
DCS Correctional Business Centres
Northern Country Region – situated at Port Augusta. Servicing: Port Augusta Prison, Port Lincoln Prison and Port Pirie, Port Augusta, Whyalla, Port Lincoln, Ceduna, Coober Pedy and Marla Community Corrections and the Northern Country Regional Office.
Northern Metro Region – situated at Northfield. Servicing: Yatala Labour Prison, Adelaide Women’s Prison, Adelaide Pre-Release Centre, and North East, Elizabeth and Gawler Community Corrections.
Southern Region – situated at Murray Bridge. Servicing: Mobilong Prison, Adelaide Remand Centre, Cadell Training Centre and Edwardstown, Adelaide, Noarlunga, Murray Bridge and Mount Gambier Community Corrections)
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Drug testing (in prison and in the community) Drug testing allows the department to gain an indication of drug use across SA prisons and of offenders in the community although it is not reflective of the level of drug use across the prison population (or community) as a whole.
Testing can be undertaken on a random basis, when there is suspicion of drug use and/ or, when it forms a part of the conditions of a community based order. Testing is undertaken under strict supervision to avoid adulteration or substitution of samples.
From 1 July 2012 to 30 June 2013, 6 939 drug tests were conducted in Community Corrections (compared to 5 605 in 2011-12) and 4 649 across SA prisons (compared to 4 108 in 2011-12). 43.90% of testing for Community Corrections offenders returned positive results, and 17.25 % were positive from prisoners. This is compared to 48.86% for offenders in 2011-12 and 29.88% of prisoners in 2011-12.
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COMMUNITY ENGAGEMENT
Community based support services that specifically address pre-release issues (and assist with an offender’s reintegration) are fundamental in bringing about a reduction in the rate of return to prison. As a result, DCS is committed to the enhancement of the critical partnerships that it has, as well as the many initiatives that aim to assist a prisoner’s reintegration into the community.
Reintegration services include providing information and support to prisoners (before and after release) and to offenders who are managed in the community. This includes areas such as assistance with obtaining accommodation, financial management, vocation and employment advocacy and access and engagement with other support services.
Community Engagement includes the department’s support of Victims of Crime. Given that the growth in registered victims has been consistent over the last few years (and is expected to continue as the community’s awareness of victims’ rights increases), the department is committed upholding the rights of victims as part of the restorative justice process.
Key Performance indicators: Compliance with Legislative Number of out of hours responses to victims requirements (Victims of Crime) Number of volunteers registered Number of victims registered
Number of active volunteer hours
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Victim Services The department’s Victim Services Unit consults with government and non-government victim support agencies and departmental stakeholders, to ensure that the rights of victims are upheld. The unit also manages the Victims Register which promotes the rights and needs of victims of crime and demonstrates the department’s commitment to restorative justice.
As at 30 June 2013, there were 749 registered victims compared with 721 at 30 June 2012. This equates to an increase of 3.9% in victim registrations for the 2012-13 financial year. Over the past three financial years (1 July 2010 – 30 June 2013) there has been an increase of 32.8% in the number of registered victims.
As at 30 June 2013, the majority of victims were registered as a result of a major indictable offence. Homicide, Child and Adult Sex Offences and Domestic Violence Offences equated to 71.5% of all victim registrations.
Number of Registered Victims (from July 2006 to June 2013) 900
800
700
600
500 Victims 400 Offenders
300
200
100
0 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13
NOTE: In 2012-13, a total of 126 new registrations were received. The most common source of victim referrals include; the Office of the Director of Public Prosecutions (DPP), DPP Witness Assistance Program, SAPOL and Victim Support Services.
Volunteer Support The many volunteers of the department’s Volunteer Unit provide a meaningful and worthwhile support service to prisoners, offenders and departmental staff as well as acting as a vital link between the department and the community. The department’s Volunteer Unit is based at Port Adelaide Community Correctional Centre and provides support to offenders through the involvement of accredited volunteers.
As part of the Business Model Review, the Volunteer Unit is now managed by the Offender Development Directorate. This has enabled a greater alignment with the rehabilitative services provided to offenders and will allow involvement and positive support in a number of new areas, including research studies and greater engagement with professional staff.
Departmental volunteers provided essential support to offenders in prison and the community through a wide range of services including the provision of:
Transport of offenders in the community to attend appointments and departmental programs as well as for prisoners’ families to facilitate visits sessions.
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Practical support for newly released prisoners through the Prisoner Release Program and the Community Mentor Program.
Assistance with the prison library program (throughout the state’s metropolitan prisons) by a suitably skilled volunteer. The Prison Library Review project also continued to be supported by the Volunteer Unit in 2012-13. This included the implementation of a new computer system and other processes to ensure resources were catalogued and managed appropriately.
Assistance with the delivery of education and prisoner visiting programs.
Highlight In 2012-13, the Volunteer Unit provided support on 3 881 tasks and provided 16 211 hours of work. There were more than 100 volunteers registered for the department
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PART 2
Building our Capacity and Capability
By Building our Capacity and Capability and continually reviewing the management and allocation of resources, the department can work to ensure that it provides for optimum conditions for staff, as well as achieve the best standards with appropriate infrastructure.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 61
CAPACITY AND CAPABILITY
As part of its strategic resource management process, DCS closely reviews prison capacity against modelling and projections that estimate future growth in prisoner numbers. In line with those projections, as well as funding models that efficiently allocate resources, the department manages an extensive program of capital works which aim to meet the department’s current and future capacity needs.
Managing risk to improve service objectives is also critical to the performance of the department as well as when considering if corrective action is required. Risk throughout the department is managed through the Internal Audit Branch.
Detailed reporting against criteria and the analysis of the performance of the department’s key contracts also forms an important part of the department’s continuous improvement approach. The way in which the department responds to new information and technology also ensures high quality service delivery.
DCS continually endeavours to be a work place that meets both its current resourcing demands, and those resulting from future growth and operational change. This requires regular review of workforce requirements as well as targeted recruitment and work force planning. The department also aims to provide optimum training opportunities for staff, including activities which provide cultural awareness, embrace diversity and focus on gender equality and continued performance development.
A commitment to safety in the work place is also critical, in particular as the nature of the work environment is high risk. The department supports the government’s commitment to the ‘zero harm vision’ for the South Australian Public Service and strives to ensure that managers are accountable for providing effective health, safety and injury management practices in their respective workplaces.
Key Performance Indicators: YTD net cost of providing services Real recurrent expenditure per prisoner/offender/ per day Contracts performance within specifications Availability of major information technology systems Spare utilisation (Custodial Services): Number of hours allocated to external • By institute and total escorts and hospital watches Secondments and higher duties Internal audits completed (Custodial Services) Hazard Management: Injury Management: • Corrective actions relating to workplace • Reduction of new claims inspections are closed within 30 days • Injuries reported to IMT within 24 hours • All incidents and hazards reported within • Rehabilitation assessment within 2 days 24 hours • Claim forms received by IMT within 3 days • Corrective actions relating to incidents and • Claims determined for Provisional Liability hazards are closed within 30 days within 7 days Average days for Family Carer’s leave Sick Leave Long Service liability Staff with Performance Development agreements Annual leave liability Number of notified disputes % of females in promotional positions % of female participation in all work areas % of females in training programs Increased Home Detention capacity: • Number of electronic monitoring units (and available units) in use
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Asset Services The department’s Asset Services Branch assists the department to manage its fixed asset portfolio, currently valued in excess of $440 million. This includes the state’s prisons, Community Correctional Centres, farm machinery, manufacturing plant, equipment and motor vehicles.
Prisons in particular, are complex assets comprising of accommodation and associated buildings, advanced electronic security systems, perimeter walls and fences, electrical services, fire detection systems, air treatment systems, plus water and waste water treatment systems. Community Correctional Centres comprise office premises for staff involved in the community based supervision of offenders.
Effective asset and facilities management is vital to the department’s ability to provide a safe environment for staff, prisoners and offenders, to maintain effective security and public confidence in the correctional system, and to reliably deliver services.
Highlight The following major projects were commissioned, commenced or completed in 2012-13:
Northfield Prison Precinct Redevelopment
Stage 1 (Yatala Labour Prison): completed kitchen upgrade to meet new food production standards and completed construction of the new gatehouse and associated access control systems.
Stage 2 (Adelaide Women’s Prison): developed a Master Plan for the improvement of the site infrastructure and commenced construction of a new 20 bed accommodation unit, new kitchen and extension to the high security perimeter fence.
Stage 3 (Yatala Labour Prison): progressed the planning and documentation of the new Prison Health Centre and High Dependency Unit. Continued the upgrade of infrastructure at the Northfield precinct.
Port Augusta Prison Completed the construction of the new 90 bed ‘Banksia Unit’.
Mount Gambier Prison Progressed the construction of the new 108 bed prisoner accommodation unit.
Commenced the planning of an additional 60 bed prisoner residential accommodation unit.
Adelaide Remand Centre
Completed the upgrade of access control and screening systems in the reception area.
Completed the upgrade of the kitchen to meet new food production standards.
Mobilong Prison
Upgraded the security management and mobile duress systems.
Continued the planning for, and commenced the installation of analogue to digital electronic security infrastructure conversions.
Adelaide Remand Centre, Mobilong Prison, Mount Gambier Prison and Port Augusta Prison Upgraded perimeter security detection systems.
Community Correctional Centres Installed CCTV coverage in various Community Correctional Centres.
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Risk Management The department uses AS/NZ ISO 31000:2009 as its risk management standard and has an operational compliance framework in place to proactively manage risks.
The Internal Audit and Risk Management Branch (established in 2011) oversees the reporting of risk registers, including undertaking regular risk reviews and continuous reporting of operational compliance performance. Regular reports are provided to the department’s Audit and Risk Management Committee.
In 2012-13, the department formed a Risk Management Committee made up of senior managers from across the department. The Committee further enhances the oversight, management and reporting of risk activities and will begin operations in the 2013-14 financial year.
Contract and Business Management The department is responsible for the provision of effective management of key strategic contracts which are critical for service delivery. These contracts include:
G4S Custodial Services Pty Ltd (G4S) for the operation of Mount Gambier Prison – the five year contract commenced in December 2011 and expires in December 2016.
G4S for the provision of Prisoner Movement and In-Court Management Services (administered by DCS on behalf of participating agencies) – the five year contract commenced in August 2009 and expires in July 2014.
G4S for the lease of an Electronic Monitoring System – the three year contract which commenced in January 2010, was extended for a further one year (and now expires in January 2014).
Partnerships There are a number of ‘partners’ who require services and advice from the department. Others provide (or assist to provide) pre/post release services to offenders and prisoners. Partners are individuals and groups from the community who affect, or who are affected by, the operations of the department.
In keeping with the department’s Strategic Plan 2011-14 and the State Strategic Plan, a current project is underway to prepare a ‘Partnership and Collaboration Framework’. This will strengthen collaboration between the department and its partners to work better together to achieve common goals (in dealing with offenders and prisoners).
In early 2013, the department implemented a plan to introduce a new initiative for community grants that will allow community organisations to apply for grant monies to deliver programs or services which benefit prisoners/offenders. This initiative will complement the State’s Strategic Priorities, specifically, ‘Safe communities, healthy neighbourhoods’ and is set to be launched in early August 2013.
After a successful pilot program in July 2012, the department has also commenced preparation of a number of new reintegration services in South Australian prisons. It is proposed the services will commence from late September 2013.
Some of the valuable partnerships the department had in 2012-13 include:
Centacare In 2012-13, Centacare provided reintegration services including information and support to prisoners (before and after release) and to offenders who are managed in the community. This includes in areas such as assistance with obtaining accommodation, financial management, vocation and employment advocacy and access and engagement with other support services.
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OARS Community Transitions The department provided funding in 2012-13 to OARS for the operation of a valuable bus service for the families of prisoners visiting Cadell Training Centre. The service operates from Adelaide to the prison and return. OARS also receive additional grant funds from the department for property rental assistance for a facility on Morphett Street.
Adelaide Resource Recovery Pty Ltd Adelaide Resource Recovery Pty Ltd is a large recycling company based at Wingfield. In 2012, in conjunction with Mission SA, the Adelaide Pre-Release Centre commenced an employment program at Adelaide Resource Recovery with prisoners being considered for paid employment based on skills and not their offences or incarceration.
The company has now provided employment opportunities to a number of (male and female) prisoners.
Edge Church, Edge Assist and Edge Women’s Prison Ministry Team Adelaide Women’s Prison is fortunate to have maintained a partnership with Edge Church International for over 15 years. The partnership has been providing spiritual and practical support of women in custody and post release.
In 2012, a collaboration of over 250 Edge Church Volunteers, over 40 Adelaide Businesses together with staff at the Adelaide Women’s Prison and Asset Services Branch completely redesigned and refurbished, bothinside and outside, three residential units.
Forestry SA Community Programs Since 2006 the Southern Country Region of Community Corrections has enjoyed a productive partnership with Forestry SA Community Programs. The program originated in Mount Gambier where there are now seven work groups per week, over six days, with an average attendance of over four offenders per work group.
The initial project involved weed eradication, rubbish removal and tree planting. The project has now been broadened to include making benches, conservation work, maintaining walking trails, building and repairing boardwalks and recreational facilities. Additional work groups also now cover the Adelaide Hills region.
Port Augusta City Council The Off Centre Work Gang commenced in January 2000 as a partnership between the Port Augusta City Council and Port Augusta Prison. The partnership began as part of the Arid Lands Projects and progressed to become part of the Graffiti Removal Program around the City of Port Augusta.
The work group consists of six prisoners supervised by one officer from the Mulga Cottages at Port Augusta Prison. The Council provides ongoing funding towards the lease and replacement of a vehicle, tools and equipment.
Prison Fellowship Prison Fellowship provides practical support to many prisoners via a visiting program where volunteers offer banking and property services as well as extensive mentoring. Support is also provided to families of prisoners including through the provision of camping trips for children of prisoners and the arrangement of Christmas presents for prisoners and their children (who are under 15 years of age).
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Human Resources Management Human Resources Management is responsible for providing specialised advice and consultancy on general human resources matters, corporate initiatives, organisational restructures and corporate recruitment and development of Trainee Correctional Officers.
During 2012-13, Human Resources (HR) Management contributed to a number of projects, including the:
Implementation of the new Correctional Officer classification structure and a new position - Advanced Correctional Officer (including selection process across all Custodial Institutions).
Facilitation of Enterprise Bargaining negotiations and outcomes of Allied Health Professionals.
Review of innovative HR practices through the HR Leadership Group including the review of the classification of long term ASO1 employees and the E-Recruitment Project.
Management of staff changes as a result of the merging of the Southern Correctional Business Centre.
Selection and recruitment of Supervisor Operations positions across all Custodial Institutions.
Implementation of organisational restructures including the Business Model Review and Community Corrections Restructure projects.
Management of the recruitment and selection of trainee correctional officers.
Performance development and management monitoring of trainee correctional officers.
Provision of redeployment management for departmental excess employees.
Advice to senior management on absence, poor performance and discipline management.
Management of the Agency Workforce Controls and vacancy management process.
Trainee Correctional Officer Recruitment During 2012-13, 443 Trainee Correctional Officer applications were processed, with 74 positions offered (in courses 171 to 174 inclusive).
HR Management also undertakes planning analysis to provide the department with the opportunity to continue to focus on the recruitment of new correctional officers (to replace those leaving through natural attrition). In addition, analysis allows for the development and retention of recruitment and development strategies which are aimed at increasing the number of Aboriginal and Torres Strait Islander employees.
Highlight In 2012-13, 32.4% of correctional officers recruited were female, an increase from 29% in 2011-12. The department recognises the need to increase the focus of achieving gender equity, particularly in the custodial environment, as well as focusing on ethical and professional behaviour in the workplace. The department’s Strategic and Business Plans, as well as the Shaping Corrections Framework support this focus.
Workforce Management The Workforce Management Branch is responsible for a broad range of human resources functions, including industrial relations, misconduct and disciplinary matters, the Employee Assistance Program, and injury prevention and management.
Employment Opportunity Programs The department is currently working with TAFE Aboriginal Access Centre to promote Employment Opportunity Programs via information sessions at various locations, in order to generate interest within the Aboriginal community to attract participants for future courses.
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The target intake of Trainee Correctional Officers in both regional and metropolitan areas for up to 100 trainees per financial year (this may equate to four - six intakes per year), provides employment opportunities for many targeted groups (women, Aboriginal/Torres Strait Islanders, mature age and retrenched workers).
A 12 month training program is provided 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).
The department also participated in the across government Aboriginal Cluster Group (coordinated by the Department for the Premier and Cabinet). The aim of this group was to improve Aboriginal recruitment strategies across government.
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 2012-13, the EAP received over 313 referrals including 15 critical incident referrals. This was compared to 309 referrals in 2011-12. Approximately 37% of all EAP referrals were work related for workplace conflict. Custodial Services continued to be the largest user of the service representing 45% of the total EAP referrals. Critical incident referrals have reduced for this financial year at 15, compared with 21 for the last financial year.
Employee Relations The Employee Relations Branch is responsible for providing specialised advice on discipline matters, disputes and industrial relations.
During 2012-13, the Employee Relations Branch:
Participated in the process of transferring correctional officers classified under the Operational Services Stream to the new Correctional Officer Structure, as provided in the South Australian Public Sector Wages Parity Enterprise Agreement: Salaried 2012 (‘Enterprise Agreement’).
Undertook a review of the role and work of Correctional Industry Officers in accordance with the Enterprise Agreement.
Contributed to a review of the Home Detention Program and undertook a Yatala Labour Prison Improvement Project.
Provided advice regarding the rostering systems in prisons.
Consulted with the Public Service Association regarding a number of industrial issues.
Represented the department at the Industrial Relations Commission and the Public Sector Grievance Review Commission in relation to a number of disputes and employee grievances.
Resolved a number of identified underpayments and overpayments of wages.
Delivered training on the SOP 60 Employee Complaints Resolution Process.
Delivered training on employment conditions at corporate and Trainee Correctional Officer induction sessions.
Throughout 2012-13, there were 84 recorded incidents that resulted in the investigation of potential misconduct, with 26 internal and 7 external reviews lodged. This is in line with the new provision introduced in the Public Sector Act 2009.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 67
Employee Transfers/Relocations Human Resources coordinates the transfer of correctional officers. During the year, 33 applications were processed for consideration (six officers from metropolitan to regional prisons, four regional officers to metropolitan prisons, 19 metropolitan officers to other metropolitan prisons and four regional officers to other regional prisons).
The directorate also coordinates all government accommodation and relocation allowance applications. A total of 26 accommodation applications were processed, and a total of 22 employees received re-location assistance.
Also undertaken this year was the management of six successful career transitions of excess employees. In addition, there were three employees that were paid targeted voluntary separation packages in the 2012-13 financial year.
Occupational Health, Safety and Injury Management The department supports the government’s commitment to the ‘zero harm vision’ for the South Australian Public Service, and strives to ensure that managers are accountable for providing effective health, safety and injury management practices in their respective workplaces.
With the introduction of the new Work Health Safety Act 2012, appropriate training for departmental staff remains a high priority. Corporately endorsed training requirements are also reflected in the Work Health Safety Training Matrix which is an appendix to the Training and Development Policy/Guideline.
In addition, and given the acute nature of work undertaken in the department, health and safety training is an important inclusion in corporately endorsed leadership and management programs. These include nationally accredited training and qualifications provided to departmental employees.
The Senior Project Officer, Program Development and Delivery works collaboratively with workforce management and senior management to ensure that training programs reflect corporate training needs including any emerging issues.
In 2012-13, positive Occupational Health, Safety and Welfare (OHSW) outcomes that have been achieved include: Delivery of information sessions regarding the new Work Health Safety Act 2012 to Senior Managers and other target groups. Updating of SOPs, policies and guidelines to accurately reflect the new legislation. Development and implementation of the Corporate Work Health Safety and Injury Management Plan and reporting tool. Enhancement of Executive level involvement in the monitoring of Monthly Outstanding Corrective Action Reports. Strengthening of partnerships with regions to develop Regional Work Health Safety and Injury Management Plans and reporting tools to strengthen reporting capabilities. Improved monitoring and ‘close out ‘of Hazard Incident Reporting Module (HIRM) incidents. Once a report has been closed out, the status has been completed however committees will still monitor any suggested control measures and/or corrective actions. Implementation of ‘SOP 093 Assessing Controlling and Monitoring Work Health Safety and Injury Management Risks’ which is a key tool to support correctional officers in managing their duty of care. The establishment of risk management and compliance programs. The ongoing development and implementation of Work Health Safety and Injury Management System.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 68
Greater focus on close out of corrective actions across all programs (for examples HIRMS Internal Audit/Worksite Inspections). The strengthening of the Occupational Health Safety Welfare and Injury Management Internal Audit program. A strong level of compliance in injury management procedures.
Review of Accident, Incident Data and Applicable Remedial Action The department has continued to achieve positive outcomes in workers’ compensation claim costs and reduced its number of workplace injuries.
Number of workplace injuries from 2009-10 to 2012-13 250
209
200
147 150 122 103 100
50
0 2012-13 2011-12 2010-11 2009-10
Highlight Departmental workplace injury claims reduced from 122 in 2011-12 to 103 in 2012-13. This is a reduction of 15.57%. During the year there was also a decrease of $2.2m in workers’ compensation liabilities.
Workers’ 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.
Despite the economic increases in the cost of medical and rehabilitation services as well as general salary increases, the department recorded a reduction of 16.72% in total claim costs in comparison to the previous financial year. In 2013 there was a decrease of $2.2m in workers compensation liabilities.
There were 152 hazard reports and 303 incident reports submitted during the 2012-13 financial year. Approximately 90% of reports are forwarded within 24 hours, and investigation and follow up outcomes continue to improve.
The most common types of injury in 2012-13 continue to be sprains and strains, slips and trips and manual tasks. The department’s program based approach to managing risk focuses on minimising risks, which has contributed to the overall reduction of workplace injuries.
Also during 2012-13, the influenza vaccine program continued to have a very good participation rate with over 704 employees receiving the vaccine.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 69
Compensable Disabilities/Rehabilitation Initiatives The department continues to demonstrate a strong commitment to early intervention and the rehabilitation of work injured employees.
Highlight DCS is a leader (with regard to the Public Sector Safety Targets) in assessing claims for rehabilitation within two days of notification, as well as in its ability to determine claims for Provisional Liability within seven days (97.18% in 2011-12 and 100% in 2012-13).
The department’s rehabilitation process is a collaboration between the injured worker, the rehabilitation provider, the worksite manager or supervisor and the treating medical providers. The process has been enhanced through the use of the department’s Rehabilitation Provider Panel, which allows for services and skills to be targeted based on individual circumstances associated with the claim.
Claims management staff also work with a designated legal representative from the Crown Solicitor’s Office to ensure that decisions are made in an appropriate and timely manner. This has led to the successful finalisation of a number of complex claims, and a reduction in future workers’ compensation liability.
WorkCover Evaluation DCS underwent a full Occupational Health Safety Welfare and Injury Management system evaluation in August 2012, with non-conformances confirmed. Following that evaluation, the department requested a WorkCover SA Occupational Health Safety Welfare and Injury Management Peer Review which took place in December 2012.
The scope of activities and the purpose of the Peer Review was to overview the findings that resulted in non-conformance being issued and subsequently disputed by the department. The result of the Peer Review was that three of the non-conformances were converted to observations.
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 regarding the facilitation and improvement of the day-to-day management and standard of life experiences amongst prisoners and offenders with disability including clients of the Exceptional Needs Unit. The Memorandum of Administrative Arrangement was valid to 30 June 2013. Following this date, the Arrangement will be reviewed with work on the 2013-16 Disability Action Plan.
The Disability Action Plan is 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.
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.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 70
Each directorate within the department has a responsibility in ensuring these outcomes (and the strategies underpinning the outcomes), are adhered to in relation to prisoners and offenders, as well as departmental employees with a disability.
Carer’s Recognition DCS recognises, and is supportive of, the role of carers employed by the department. To this end, all managers and employees are informed of the department’s commitment to carers through the Corporate Induction Program and flexible working arrangements are available to assist carers to meet their obligations.
Flexible Working Arrangements The department provides for 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.
In 2012-13 the department supported 201 employees to utilise flexible working arrangements such as compressed working weeks, purchased leave, working from home, job share arrangements and/or working part time. An additional 484 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: the Director, Governance and Executive Support, the Director Northern Metropolitan Region the General Manager, Adelaide Women’s Prison and the Director, Workforce Planning and Development.
In 2012-13, the number of occasions on which public interest information has been disclosed to a responsible officer was nil.
Gender Reporting The department is committed to achieving gender equity. During 2012-13, 22% of participants in departmental leadership and management programs were women and 33% of the DCS SAES (SA Executive Services) Executives were women. 30.7% of women in DCS were working in promotional positions.
Leadership and Management Programs in 2012-13
Program Male Female Total Supervision in Prison (SIP) 22 7 29 SIP Bridging Program 69 18 87 Public Sector Management Program 1 1 2 Total number 92 26 118 Total % 78% 22% 100%
NOTE: Data as at 30 June 2013.
Technical Development programs in 2012-13
Program Male Female Total Advanced Skills Training Program 39 15 54 Training and Assessment 5 7 12 Total % 100%
NOTE: Excludes Trainee Correctional Officer Course. Data as at 30 June 2013.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 71
DCS SAES Executives in 2012-13
Male Female Total Number 8 4 12 Total % 66 33 100%
NOTE: Data as at 30 June 2013.
Women in promotional positions in 2012-13
Male Female Total Number in promotional positions 210 276 486 Total number of employees 684 1 036 1 720 % in promotional positions 30.7% 26.64% 28.26%
NOTE: Data as at 30 June 2013. Promotional positions are considered to be those above ‘base grade’ (ie ASO3, OPS4, AHP3, CO4 and above).
Classification streams ASO6 and above in 2012-13
Classification Male Female Total ASO6 27 15 42 ASO7 11 13 24 ASO8 1 0 1 Exec 8 4 12 MAS1 0 1 1 MAS2 3 2 5 MAS3 15 4 19 CO5 1 0 1 CO6 5 1 6 CO7 11 0 11 OPS5 6 3 9 OPS6 4 1 5 OPS7 4 0 4 AHP3 13 33 46 AHP4 2 3 5 AHP5 0 1 1 Total 111 81 192 Total % 57.81% 42.19% 100%
NOTE: Data as at 30 June 2013.
Highlight As at 30 June 2013, 22% of participants in departmental leadership and management programs were women, 33% of the department’s SAES group were women.
Information Analysis Effective analysis of information is essential in the decision making process. The accuracy of the analysis of information impacts markedly on the decisions made by the department, and on the local and Australian correctional industry as a whole.
Information on prisoner and offender numbers and projections, offender profiles and crime trends form the basis on which to develop policy, plan, and manage human resources, facilities and strategies to meet demand. The information also underpins planning for future projected needs and possible construction of correctional facilities.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 72
Information analysis, which helps to determine offender trends, also has significant implications for sentencing options and the development of diversionary strategies to better achieve criminal justice outcomes. The analysis of national statistics provides benchmarks by which individual correctional jurisdictions may be compared.
Information Technology The department remains committed to improving how we use Information Technology (IT) in decision making and service delivery. Notable achievements for 2012-13 include the:
Successful transition of IT to the Business and Information Services Directorate following the implementation of the Business Model Review. Changes to Justice Information System (JIS) applications to support amendments to the Correctional Services Act 1982 including the provision of parole conditions to SAPOL and the management of visits for prisoners imprisoned for child sex offences. Enhancement of web-based JIS applications including a comprehensive enquiry for offenders including Photograph, Warnings, Contact History, Offender History and Apprehension Reports. Implementation of a digital scanning solution for the archiving of offender records as a replacement for the use of microfilm. The digital solution has reduced the time taken to capture the records and to retrieve information and will allow staff direct access to archived records. Upgrade of the Records Management System which will allow more comprehensive access to a wider range of staff through a user friendly web-based interface. The upgraded system will also allow the department to move towards an Electronic Document Records Management System and reduce the requirement for paper records. Implementation of Windows 7 and Office 2010 to all desktop and laptop computers across the department, including improved system management capabilities to minimise cyber security risks. Upgrade of the Central Office File Server to provide improved storage and fail-over capabilities. Replacement of end-of-life ICT infrastructure to ensure continued operation of departmental ICT systems.
Highlight A significant project for the department’s IT team in 2012-13 was the implementation of Windows 7 and Office 2010 to all desktop and laptop computers across the department. This included improved system management capabilities to minimise cyber security risks.
Data Warehouse The department continues to share the Justice Data Warehouse platform with other Justice agencies including SAPOL and the Courts Administration Authority. The data for the department is held within its own secure partition within the Justice Data Warehouse.
The department continues to use the Justice Data Warehouse for statistical analysis, legislative reporting obligations and management reports to support improved decision making.
Media Liaison and Corporate Communications The department’s public web site was successfully launched in October 2011. The site employs a content management system in order to allow business units within the department to dynamically update information available to the public, including current job vacancies.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 73
The department takes a positive and proactive approach to interacting with the media and community organisations. The involvement of prisoners and offenders in reparation projects continues to attract media interest.
During 2012-13, internal communications through the department’s quarterly electronic newsletter was redesigned and the public information web site www.corrections.sa.gov.au was maintained. Also during the year, 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.
One of the key recommendations from the Business Model Review was that in order to position DCS as a modern and responsive organisation, internal and external stakeholders must have access to quality and timely information, and fundamental to this is the development of a vibrant intranet and internet presence.
The Business Model Review also recommended that DCS explore the benefits of social and new media technologies for internal and external information sharing. In early May 2013, a three phase communications strategy was developed based on the following strategic communications objectives:
Enhance and improve DCS’ online presence (internet and intranet). Explore the viability of new media and social media as an internal and external communication and collaboration tool. Encourage employee collaboration in a geographically diverse workforce by providing a platform for online collaboration. Address ongoing communications requirements within and external to DCS in a responsive, timely manner. Ensure that departmental staff are informed of all decisions, policies, programs, events and issues that are relevant to them in a timely, accurate and consistent manner. Maintain and enhance the professional image of DCS by the production of quality content. Raise awareness of key DCS projects and promote engagement of staff, stakeholders, media and the community. Develop and maintain proactive media and public relations workflow to promote positive DCS outcomes to stakeholders, the media and wider community.
Phases one and two of the project were completed this financial year. Phase three of the project is being progressed in 2013-14.
DCS Staff Awards Ceremony On 14 February 2013, the department’s Staff Awards Ceremony was held at the Adelaide Town Hall. The Minister for Correctional Services presented a number of awards to DCS staff, members of the community and representatives from other government agencies.
Individual Commendation Award The Individual Commendation Award is presented to employees who show efficiency and diligence in their role through commitment to leadership, innovation, knowledge and professionalism.
The 2012 winners were: Ms Mignon Bruce and Mr Tony Shillabeer.
Team Excellence Award The Team Excellence Award recognises teams or work units for their contributions to the achievement of the department’s goals in leadership and management, innovation and
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 74 productivity, partnerships and service, systems or project development, and facilitating continuous improvement through Corporate and Stakeholder focus.
The 2012 winners were: Adelaide Remand Centre (Access Control Commissioning), Community Work Program - Adelaide Pre-Release Centre, Executive Services Unit, Mobilong Prison Recreation Team, Port Augusta Prison - Banksia Operational Commissioning and the Programs Services Unit.
Community Partnerships Award The ‘Community Partnerships’ award category recognises significant partnerships between Department for Correctional Services and other Government agencies as well as the private and not for profit sectors.
The 2012 winners were: Adelaide Resource Recovery Pty Ltd, Edge Church, Edge Assist and Edge Women’s Prison Ministry Team, Forestry SA Community Programs, Operation Enclose (joint DCS/SAPOL operation) and Port Augusta City Council.
Meritorious Service Medal The Meritorious Service Medal is presented to employees for outstanding service above and beyond what is required in their paid employment. Employees can qualify in one or more of the following categories: leadership and management, initiative through enhancing and developing significant work practices, procedures and service delivery, distinguished service and outstanding contribution to the corporate goals and mission of the department and its stakeholders.
The 2012 winners were: Ms Carmen Bryan, Ms Ann Finlay and Ms Christine Koch.
Australia Day Achievement Medallions The Australia Day Council recognises and celebrate the outstanding achievements and contributions of extraordinary Australians. The Australia Day Achievement Medallions acknowledge dedicated public employees.
The Medallions are presented to employees who have made a significant contribution to the work of their department during the past year, or given outstanding service over a number of years. The names of recipients of Australia Day Achievement Medallions are listed on the National Australia Day Council website and in the Commonwealth Public Service Gazette.
The 2012 winners were: Mr Owen Brady, Ms Jane Farrin and Ms Helen Mallen.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 75
PART 3
Leading, Managing and Shaping our Organisation
The Department for Correctional Services is dedicated to achieving excellence in management and leadership alongside financial and legislative compliance and accountability.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 76
LEADING, MANAGING AND SHAPING OUR ORGANISATION
The Department for Correctional Services seeks to develop and retain the best possible workforce in order to maximise its contribution to improving public safety in South Australia.
DCS aims to provide a framework and practical strategies which collectively seek to enhance organisational culture, improve succession planning, meet recruitment needs, grow leadership and management capacity while developing workforce capability - in addition to continued review and monitoring of workplace behaviour.
DCS has a robust framework of measures, key performance indicators and targets which have been developed and are regularly reviewed. Regular performance reporting allows the department to explore the drivers, challenges and opportunities that will lead to an improvement in performance.
The department also aims to meet the government’s Public Sector performance reporting requirements and respond to actions arising from legislation and external recommendations - whilst endeavouring to meet savings targets imposed through effective management of budgeting (that incorporates approved savings measures) as well as regular financial reporting.
Key Performance Indicators:
% of staff completing ethics training % of Freedom of Information requests processed within defined guidelines Number of staff attending corporate Shaping Corrections Program: training: • % of progress reports presented to Executive • Induction • Report to Project Steering Committee • Ethics • Attendance at Regional Working Groups • Managing in Corrections Number of research proposals approved
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 77
Workforce Planning and Development The Workforce Planning and Development branch is responsible for a range of projects including the development and delivery of training and assessment programs, workforce planning, leadership and management development, operational training, safety training, study assistance and performance and organisational development programs.
Throughout 2012-13, Workforce Planning and Development continued the development and implementation of high performance, leadership succession planning programs to provide for future leaders of the department.
In 2012-13, DCS staff were enrolled in 1 438 units of courses including Certificate III and IV in Correctional Practice (Custodial), Diploma of Correctional Administration, Certificate IV in Government, and Diploma of Government.
Some Workforce Planning and Development highlights in 2012-13 include:
Correctional Officer Training Course – Advanced Skills This program is an operational training course designed for experienced correctional officers (with a minimum of three years’ experience) to further develop knowledge and expertise.
The program is a 10 day, face- to-face course which includes topics relevant to an officer’s daily duties. Topics include – offender, security and conflict management, interpersonal communication, report and other writing skills, performance development and career planning. The program is also linked to a nationally accredited qualification – Certificate IV in Correctional Practice.
In 2012-13, there were two advanced skills courses held with a total of 56 employees successfully completing the program.
Tomorrow’s Senior Managers (TSM) program TSM is a succession planning initiative aimed at identifying employees with career aspirations, with or without experience in a leadership or management role, who are committed to a career as a Senior Manager. The program included workshops and work placements. The second TSM program will commence in November 2013.
Highlight The first TSM program commenced in the 2011-12 financial year and concluded in 2012. 12 participants successfully completed the program with four out of the 12 winning on-going senior operational management roles, three secured significant contract positions and another three participants commencing short-term contracts (in positions that were more senior compared to their substantive position).
Journey to Success The Journey to Success Program was developed in 2013. This initiative has been designed to support the career growth of females in the custodial environment. The program will cover a range of skills that will enable females to be competitive in a merit- based selection process for promotional operational positions.
The program will also provide participants with a work placement and the opportunity to undertake a Diploma of Correctional Administration. It is anticipated that the Journey to Success program will commence in November 2013.
Ethics and Anti-Bullying Training In 2012-13, DCS staff undertook ‘Ethical and Professional Behaviour in the Workplace’ training with sessions on ‘Ethical Conduct and Anti-bullying’, ‘Code of Ethics for the South Australian Public Sector’, ‘DCS Employee Conduct Policy’ and ‘Ethical Decision Making’.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 78
These programs are rolled out to each of the department’s divisions and locations, as well as for individual training programs.
Highlight As at 30 June 2013, 84.83% of the DCS staff had undertaken ethics training and 70% had completed anti-bullying programs.
Supervision in Prisons (SIP) program The SIP program consists of two x five day workshops which provides substantive, acting and aspiring supervisors (at C04) with the opportunity to enhance, broaden and build knowledge and expertise to successfully perform their roles.
Upon successful completion of all elements of the program, participants are then eligible to receive a nationally recognised Certificate IV in Correctional Practice qualification.
Performance Development In December 2007, the department implemented a corporate approach to performance development to ensure consistency. In support of this implementation, the Performance Development Guide was developed and is used in all leadership and management training programs.
With the introduction and implementation of the department’s Training and Development Policy, changes to the correctional officer structure (by the start of 2013), and a requirement for staff engaging in training to have undertaken a Performance Development Plan, in 2012-13 the rate was 45%.
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 2012-13, the department developed the Corporate Business Plan for 2013-14 in line with its SMF. The Framework aligns the department’s strategic priorities with the government priority areas, including the Government’s Seven Strategic Priorities and the South Australian Strategic Plan. T he department’s vision, mission, goals, priorities and outcomes are articulated clearly in the Strategic and Business Plans, communicated through the various mediums such as the Shaping Corrections Regional Working Groups, the Senior Managers Forums as well as other existing mediums.
The department completed its first High Performance Framework (HPF) Organisational Review during 2012-13. The HPF is a systemic approach to organisational performance management and continuous improvement and has been designed to assist public sector agencies achieve higher performance. The HPF is a practical tool to improve performance and promote collaboration across the public sector.
The HPF builds on the South Australian Strategic Plan (SASP) serving as an enabler for the SASP, by instilling a culture of results-focus and continuous improvement within agencies, and whole-of-government collaborative responses to achieve SASP targets and outcomes.
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The department’s Executive endorsed the findings of the HPF Organisational Review in December 2012. The HPF organisational review provided an opportunity for DCS to evaluate the various critical factors which contribute to making DCS a high performing organisation and ultimately to achieving better outcomes for its stakeholders - the community, the government, the courts, the Parole Board and victims of crime.
Whilst the review found opportunities for improvements, by and large the results of the review indicate that DCS has sound management systems and processes in place to address government priorities and is well placed to meet future challenges and opportunities.
Shaping Corrections – project outcomes In 2012-13, the Shaping Corrections program was broadened to include staff focused initiatives which are aimed at creating an innovative and professional working environment.
Highlight Significant Shaping Corrections initiatives completed (up to 30 June 2013) include:
The development of a program for female prisoners with complex needs.
Progression of a reintegration program for sentenced prisoners.
Commissioning of new access control at the Adelaide Remand Centre and Yatala Labour Prison and strengthening access control procedures across all South Australian Prisons.
Effective Corporate Performance The South Australian Strategic Plan, was first released in 2004, was updated in 2007 and again in 2011. Over 10,000 South Australians were consulted as part of the development of the 2011 South Australian Strategic Plan and one of the important messages coming from this process was the community’s desire for safer communities.
Accordingly, the key strategic priorities for the department are derived from, and are aligned to the primary areas of focus of the government’s forward agenda, in particular priority 2: Maintaining our safe communities and healthy neighbourhoods, as well as the South Australian Strategic Plan (SASP) vision: We are safe in our homes, community and at work.
In relation to the SASP Targets, DCS is the lead agency for SASP Target 19: Repeat offending - South Australia has the lowest Australian rate of repeat offenders over the period to 2020 (baseline: 2007 - 2008). The target requires departmental staff to lead and coordinate a whole of government response and hence DCS works closely with agencies that contribute to SASP Target 19.
DCS has a robust framework of measures, Key Performance Indicators (KPIs) and targets which have been developed and are regularly reviewed and reported in the Quarterly Performance Report (QPR).
The key projects and their associated KPIs are commonalities that run through the DCS Business plans and budgets. These linkages enable appropriate strategic management, public accountability and the forward planning process to be linked with resource allocations and the budgeting mechanisms of government. DCS reports against a total of 99 KPIs on a quarterly basis through the QPR, 27 of which are Strategic KPIs which appear in the Agency Statement and the Enterprise Scorecard. The remainder 72 operational indicators are monitored and reported by the respective operational directorates in the department and are also collectively reported to the Executive through the QPR.
The Executive group considers the QPR on a quarterly basis and discusses performance against targets and progress against projects. A traffic light reporting approach is used in the QPR to consider KPIs. Results are green (the KPI is on track to meet target); amber (the KPI is on track to meet target and should be monitored) and red (the result is not on track to
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 80 meet target and requires action). Furthermore, DCS Executive monitors and takes corrective action on those indicators which are not met (red). Civil Claims Civil claims can be lodged against the department for alleged breaches of process and duty of care. The department insures against claims of this nature through the South Australian Government Captive Insurance Corporation.
The department’s contingent liability in respect of claims is limited to the excess payable in the event claims are successful. The contingent liability of the department as at 30 June 2013 is disclosed in the Notes to the Financial Statements (see Appendix).
Freedom of Information The department’s Freedom of Information Section is responsible for the provision of information under the Freedom of Information Act 1991 and the Correctional Services Act 1982.
During 2012-13, the department processed 350 applications under Freedom of Information. The following table demonstrates an increase of 6.7% for applications received by the department in 2012-13 (compared with 2011-12).
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 recieved by the department (2008-2013)
400
350
300
250
200 350 328 150 286
100 197 177
50
0 2008-09 2009-10 2010-11 2011-12 2012-13
Strategic Policy Projects and Partnerships Departmental policy is influenced by a number of factors including the State Strategic Plan, government priorities, the Justice Portfolio Leaders Group, and by the department and its stakeholders.
The Strategic Policy, Projects and Partnerships Unit was created in 2012-13 and coordinates the facilitation and development and implementation of departmental policy.
As part of its policy process, the department has in place a Policy and Procedure Framework. The Framework expresses business unit requirements through a structure that delegates responsibility for achievement to appropriate operational levels.
Policies, standards and procedures are developed to reflect the philosophies of the wider criminal justice system, the views of the government and the community, best practice, the
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 81 operational needs of the department, and available financial and physical resources. 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. Community members and prisoners seeking information pursuant to provisions of the Freedom of Information Act 1991.
Throughout 2012-13, the Strategic Policy Projects and Partnerships Unit also worked on a number of strategic initiatives, projects and partnerships.
Proactive Disclosure Strategy The department worked in partnership with State Records of South Australia and other government departments to implement the first part of stage four of a Proactive Disclosure Strategy.
The Strategy is an across government initiative, comprising a number of stages, and forming part of the overarching Accountable Government Project led by the Deputy Premier. Stage four of the Strategy involves departments publishing selected information online from August 2013.
Legislation The Correctional Services Act was drafted in 1982 and has been regularly amended to reflect changes in government policy, changes to correctional practice and to address community concerns.
Amendments to the Correctional Services Act 1982 and Correctional Services Regulations 2001 were proposed via the Correctional Services (Miscellaneous) Amendment Bill 2011 which was introduced to Parliament on 8 June 2011.
On 31 May 2012, the Correctional Services (Miscellaneous) Amendment Bill 2012 was passed by both Houses of Parliament and on 12 June 2012, received Royal Assent. Since that time the department worked to amend relevant Policies, Procedures and Guidelines to ensure compliance with the new changes. These changes were also communicated to the department’s staff and relevant stakeholders.
Most of the changes were enacted in August 2012 with a few more complex amendments enacted in November 2012.
The amendments enacted in August 2012 included:
Removing the distinction between the different conditions of parole and enable the Parole Board to cancel parole for a breach of any condition and order the prisoner serve the remainder of their sentence(s) in prison. Parolees who have been returned to prison and had their parole cancelled are now required to apply to the Parole Board for release if a new non-parole period is set.
Preventing automatic parole for parolees who reoffend whilst on parole and receive a new sentence of imprisonment, regardless of sentence length.
Enabling a police officer to arrest a parolee without a warrant in cases where there is reasonable cause to suspect the parolee has breached a condition of their parole order.
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A new provision for SAPOL to receive notification from the Parole Board of approved residential addresses for persons on parole and all of the conditions of their parole orders.
The introduction of illicit drugs, and other prescribed prohibited items (mobile telephones and weapons) into a prison to carry higher penalties.
A new section that provides for the use of Correctional Services’ dogs.
A new provision to enable the better sharing of information between Health staff and Correctional Services staff regarding the medical histories and clinical presentations of individual prisoners in Department for Correctional Services’ custody, in so far as is considered necessary for the proper management of a prisoner.
The amendments enacted in November 2012 included:
Strengthening visit provisions.
Enabling a life sentenced prisoner for whom the Governor in Executive Council has approved release to parole having a condition of parole that for a period of up to one year, the prisoner reside at specified premises and undertake activities and programs to assist in reintegration.
Providing for a parolee to be subject to electronic monitoring; and providing an optional condition of parole that a parolee may be subject to a condition compelling the parolee to disclose their offending history to a prospective employer.
Insertion of a new Part 7 – Prisoner compensation quarantine funds – to quarantine damages awarded to prisoners following legal action against the State to make the funds available to victims or creditors in the first instance. There were no funds quarantined under this Section for the 2012-13 year.
Research Management DCS encourages research in a wide range of areas of interest (both external and within the department) to enhance the department’s ability to achieve its corporate objectives and to develop or inform existing departmental policy.
Research applications are made through the department’s Research Management Committee and in order to enhance the department’s research agenda in accordance with the Strategic Plan 2011-14. Recent approaches have incorporated a greater collaboration with academic institutions.
In October 2012, the department convened a research forum, inviting academic personnel to take part. Representatives from all South Australian universities and Melbourne’s Deakin University participated in the well-attended forum and resulted in greater mutual understanding of participants’ requirements.
The department is currently reviewing its research agenda process and is updating the agenda with a view to better align themes and topics of research to government priorities and research based on best practice (on both national and international evidence).
Corporate Finance The Department for Correctional Services operates within a complex accounting environment. In addition to general operating revenues and expenses, the department accounts for a significant fixed asset portfolio, manufacturing operations (prison industries), agriculture and horticulture production (prison farms), food processing (prison kitchens), retail operations (prison canteens), prisoner trust monies, stores and inventories.
The department’s Corporate Finance branch (consisting of Finance, Management Accounting and Procurement) has continued to consolidate and enhance accounting operations using the Masterpiece suite of accounting applications.
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The highly trained staff Corporate Finance staff work within a highly integrated accounting system to enable the effective management of diverse accounting requirements.
Functions of Corporate Finance include:
Financial analysis for business units in the development of a number of business cases, funding submissions and for departmental submissions to the annual state budget process and Parliamentary Estimates and Budget and Finance Committees.
Assisting the department’s Executive and Senior Managers with the annual budgeting process and the efficient allocation of resources to programs and business units. The department’s budget is allocated to business units using funding models developed by the branch, in conjunction with Executive Directors and Senior Managers. These funding models enable the department to accurately benchmark the financial performance of business units and identify opportunities for improved efficiency.
Monitoring of the department’s financial performance through regular monthly reporting including the identification of issues and trends. The department’s ‘responsibility centre’ approach to financial management requires Senior Managers to report monthly to their respective Executive Directors concerning major budget variances and plans for corrective action.
Monthly financial reports published on the department’s Intranet, allowing Senior Managers to access information on a timely basis. Executive Directors in turn, report monthly to the Chief Executive concerning the overall financial performance of their Directorate and major budget pressures.
Shared Services SA is responsible for the processing of account payments for the department. In 2012-13 a total of 43 208 account payments were processed with over 97% of accounts being paid by the due date.
A highlight of the year was the undertaking by the procurement branch of an accreditation process (under the auspice of the State Procurement Board) which included the development of an improvement plan for procurement strategy and processes that will be implemented during 2013-14.
In 2012-13, the department had no contracts within the scope of the South Australian Industry Participation Policy (for the reporting period).
Summary of Financial Results The department’s revised budget for 2012-13 (incorporating approved adjustments) provided for a budgeted (allowable) net result of $9.9m deficit. Given that in 2011-12, the department produced a net result of $20.7m deficit, this year produced a favourable variance of $3.9m against its budget.
Operating expenses were lower than provided for in the revised budget. This mainly reflects lower expenditure associated with workers’ compensation and devaluations relating to workers’ compensation and employee leave liabilities.
Revenues received from the South Australian Government were higher than provided for in the revised budget. This was mainly due to additional appropriation received in accordance with the department’s increased capital program.
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Summary Income Statement 2012-13 (compared to 2011-12) 2012-13 2012-13 2011-12 Result Budget Result ($000) ($000) ($000) Operating Expenses 224 032 228 339 222 654* Operating Revenues 9 830 9 636 9 728 Net Cost of Services 214 202 218 703 212 926 Revenues from and Payments 218 155 208 758 192 242 to SA Government Net Result Surplus (Deficit) 3 953 (9 945) (20 684)
NOTE: Budget figures incorporate all budget adjustments approved up until the 2012-13 Budget. * 2011-12 operating expenses previously recorded as 222 439 ($000) were later amended to 222 654 ($000).
Employee expenses accounted for 62% of total expenditure in 2012-13. This includes salaries and wages, superannuation, 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.
DCS Expenditure Profile 2012-13
7% - depreciation $15 143 000
1% - payments made to prisoners $2 615 000
62% - employee expenses $138 028 000
0% - other $890 000
4% - accommodation & lease costs $9 238 000
26% - supplies and services $58 118 000
Operating Expenditure by Program
The department administers three key programs:
The Custodial Services Program, which accounted for 76% of total operating expenditure in 2012-13. 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.
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The Community Based Services Program, which accounted for 15% of total operating expenditure. Under this program, the department case manages and supervises offenders in the community. This program includes the cost of operating the department’s state-wide network of community correctional centres.
The Rehabilitation and Reparation Services Program which accounted for 9% 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.
DCS Expenditure Profile - Operating Expenditure (by program)
76% - Custodial Services $171 124 000 15% - Community Based Services $34 686 000 9% - Rehabilitation & Repatriation Services $18 222 000
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SUMMARY OF TARGETS FOR 2013-14
Complete the department’s Complaints Management System review.
Enhance and implement strategies to effectively transition prisoners into the community.
Progress the department’s electronic monitoring strategy.
Develop an evidence-based framework to improve service delivery to female offenders.
Commence construction of the High Dependency Unit and Health Centre at Yatala Labour Prison as well as finalise the service delivery model.
Complete the review of the department’s Home Detention program.
Establish a mothers and babies program and enhance family engagement at the Adelaide Women’s Prison.
Commission additional prisoner accommodation at Mount Gambier Prison.
Commence planning and documentation for the construction of a low security accommodation unit at Mount Gambier Prison to accommodate growth in prisoner numbers.
Strengthen partnerships between the department and the non-government organisation sector.
Implement further Prison Security Upgrades and implementation of digital technology.
Enhance the department’s Research Agenda.
Enhance the management of high risk offenders through the expansion of the Offender Management Plan.
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APPENDIX
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APPENDIX 1 AUDITOR GENERAL’S REPORT AND FINANCIAL STATEMENTS 2012-13
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APPENDIX 2 FORMER ORGANISATION CHART & CORPORATE STRUCTURE
DCS Organisation Chart - 30 June 2012 to 24 March 2013
Prior to the implementation of the new corporate structure (on 25 March 2013), the former Corporate model consisted of:
Strategic Services Strategic Services was responsible for strategic management and other key services to stakeholders including the Minister and the media. The directorate developed and facilitated the implementation of corporate plans, policies, processes and systems to enable the department to achieve government policy and the objectives of the Justice Portfolio. Also measured by the unit was corporate performance and quality management.
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Strategic Services was comprised of the department’s Aboriginal Services Unit, Policy and Stakeholder Services, Business and Performance Services, Knowledge and Information Systems, the Vocational Training and Education Centre of South Australia, Executive Services and Corporate Communications.
Following the BMR, Strategic Services disbanded. The functions of this unit were transferred to other directorates, as well as to the newly created ‘Governance and Executive Support’.
Offender Development Offender Development oversees the development, management and evaluation of professional services for prisoners and offenders. The directorate facilitates coordinated and integrated assessments, sentence planning, psychological services and rehabilitation programs (particularly in relation to high risk, serious offenders) with ongoing case management.
Offender Development implements policies and procedures to ensure that intervention with offenders occurs in a manner that is coordinated, targets criminogenic needs and promotes community safety.
Custodial Services Custodial Services was responsible for the management and operation of the nine South Australian prisons. These prisons are the Adelaide Remand Centre, the Adelaide Women’s Prison, the Adelaide Pre-Release Centre, Yatala Labour Prison, Port Lincoln Prison, Port Augusta Prison, Cadell Training Centre and Mobilong Prison. Custodial Services also controlled the management of Mount Gambier Prison however, that prison is operated (under contract) by a private company, G4S Custodial Services Pty Ltd.
As a result of the BMR, the Custodial Services unit was disbanded with related functions now falling under the newly created Statewide Operations
Community Corrections Community Corrections managed the supervision and monitoring of offenders in the community who are placed on Probation, Parole, Home Detention, Intensive Bail Supervision (Home Detention Bail), Bail, and Community Service Orders (Repay SA).The directorate also provided information to the courts and the Parole Board to assist with sentencing and/or the setting of the conditions of bonds and other orders.
Services provided by Community Corrections were managed through 17 Community Correctional Centres and other outreach services located throughout the state.
Following the BMR, Community Corrections is now a part of the newly created Statewide Operations.
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 DCS. The division also administers the department’s capital investment program, and manages and maintains the fixed asset portfolio comprising the department’s prisons and Community Correctional Centres.
Finance and Asset Services also assists the department to effectively allocate resources for the delivery of services, programs and initiatives and monitors financial performance.
The BMR resulted in Finance and Asset Services being combined with information technology and records management related functions to form Business and Information Services.
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Human Resources The Human Resources directorate provides a range of services to enable the department to recruit and develop staff and implement plans to achieve safety in the workplace and manage industrial relations.
The directorate provides a range of services within four key areas: ‘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’. These services support the achievement of corporate objectives to enable the department to achieve excellence in the Public Service.
Human Resources comprises of Workforce Management, HR Policy and Projects and the Workforce Planning and Development branches.
APPENDIX 3 ACCOUNTS PAYABLE IN 2012-13
Particulars Number of % of Value in $A of % of Accounts Paid Accounts Paid Accounts Paid Accounts Paid Paid by due date 42 158 97.57 107 686 787 93.27 Paid < 30 days from due date 707 1.64 5 584 566 4.84 Paid > 30 days from due date 343 0.79 2 183 486 1.89 Total 43 208 100.00 115 454 839 100.00
APPENDIX 4 FRAUD
Regulations under the Public Sector Act 2009 require a public sector agency to report on theft by deception within the agency. In 2012-13 a departmental investigation was completed as a result of fraudulent activity involving the food services rewards program. Four staff were subject to investigation and disciplinary action.
Following the investigation, an appropriate assessment of processes with regard to procurement of this nature was undertaken including a review of the department’s Policy 22 - Fraud Prevention and Detection and Standard Operating Procedure 069 - Fraud Reporting, in March 2013. Other improvements have also been implemented to prevent any recurrence of such incidents in the future.
APPENDIX 5 ENERGY USAGE IN 2012-13
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.
Departmental Total / Measure / Target Energy Use (GJ) GHG Emissions Business Measure
Base Year 2000- 01: departmental total 77 096 13 102 105 517 Base Year 2000-01: departmental total 731 Mj/m² Year Being Reported: 2012-13 departmental total 81 559 10 720 123 763 Departmental Business Measure (for year being reported) 658 Mj/m² Final departmental target (for 2014) 549 Mj/m²
NOTE: a) Base line information represents structure as at 2000-2001 and does not represent adjustments for additional facilities constructed since that time. b) Due to billing cycles and information available for the different sites, consumption at some sites has been estimated using previous year’s consumption. c) Business measure changed from “number of prisoners and offender orders being managed” to “area m²” to identify a more accurate energy usage.
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APPENDIX 6 PRISONER STATISTICAL INFORMATION 2012-13
6.1 Intakes by Racial Identity and Gender in 2012-13
Non-Aboriginal Aboriginal Unknown M F Total M F U Total M F Total Total
Unsentenced 2 162 240 2 402 836 139 975 836 196 17 213 3 590 Sentenced 349 35 384 70 6 76 70 18 1 19 479 Unknown 84 2 86 27 3 30 27 12 0 12 128 Total 2 595 277 2 872 933 148 1 081 933 226 18 244 4 197
6.2 Prisoners in Custody and Average Prison Population in 2012-13
ARC YLP MOB APC AWP JNH CTC PAP PLP MTG Total M M F M M F M F M M F M M F M F Total In Custody 240 499 1 319 57 127 3 3 156 371 4 126 172 0 1 943 135 2 078 30/6/12 In Custody 283 497 0 326 57 138 13 1 158 459 5 139 187 3 2 119 147 2 266 30/6/13 Daily average in 268 491 0 325 57 132 9 1 160 430 5 128 175 1 2 038 139 2 177 prison Daily average 229 249 0 69 0 54 7 1 0 81 2 6 7 1 648 58 706 remand Daily average 39 236 0 255 57 76 2 0 160 340 3 121 167 0 1 377 79 1 456 sentenced
NOTE: ARC - Adelaide Remand Centre, YLP - Yatala Labour Prison, MOB - Mobilong Prison, APC - Adelaide Pre-Release Centre, AWP - Adelaide Women’s Prison, JNH - James Nash House, CTC - Cadell Training Centre, PAP - Port Augusta Prison, PLP - Port Lincoln Prison, MTG - Mount Gambier Prison
6.3 Prison capacities and average daily population in 2012-13
268 ARC 267 491 YLP 499 57 APC 60 132 AWP 148 430 PAP 482 128 PTL 126 176 MTG 172 325 MOB 327 160 CTC 161
0 100 200 300 400 500
Daily Average Prison Population Capacity
NOTE 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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6.4 Escapes from DCS Custody in 2012-13
ARC YLP APC AWP JNH CTC MOB PAP PLP MTG ESCORT Escapes 0 0 0 0 0 1 0 0 0 0 0
Incidents 0 0 0 0 0 1 0 0 0 0 0
Daily Average Prison 268 491 57 132 10 160 325 430 128 176 N/A Population Escape Rate 0 0 0 0 0 0.63 0 0 0 0 N/A
NOTE: Escape rate is calculated as 100 x prisoners escaping divided by the daily average prison population.
6.5 Escapes from DCS for years ending 30 June 2008 to 2013
2009 2010 2011 2012 2013 Prisoners Escaping 71 32 4 0 14 Incidents of Escape 7 3 33 0 1
Daily Average Prison Population 1 935 1 963 1 987 2 078 2 177
Escape Rate 0.36 0.15 0.20 0.00 0.05
NOTE: Escape rate is calculated as 100 x prisoners escaping divided by the daily average prison population. 1 Includes Escapes from MowCamp. 2 Includes 2 escapes from G4S escort. 3 Includes 1 escape from G4S escort. 4 Includes 1 escape from Cadell Training Centre.
6.6 Incidents in Prison in 2012-2013
ARC CTC MOB MTG APC AWP PAP PLP YLP Total Drugs 6 60 101 7 5 43 104 27 115 470 Alcohol 0 0 2 2 0 1 5 2 1 13 Escape 0 1 0 0 0 0 0 0 0 1 Critical Self Harm 5 0 0 1 0 1 1 0 2 10 Death Unnatural 0 0 0 0 0 0 0 0 0 0 Death Natural Causes 0 0 0 0 0 0 0 0 0 0 Prisoner/Prisoner Assault 53 10 25 8 0 12 43 15 44 210 Fire (Appliance Called) 0 0 0 0 0 0 0 0 5 5 Fire (Handled Internally) 1 0 2 1 0 0 2 2 2 10
6.7 Prisoner/Staff Incidents in 2012-13
ARC CTC MOB MTG APC AWP PTA PTL YLP Total Physical Assaults Number of incidents 1 0 0 1 0 0 0 0 8 10 Staff assaulted 1 0 0 1 0 0 0 0 9 11 Abusive/Threatening Behaviour Number of incidents 77 2 2 6 0 1 35 8 49 180 Total Incidents Number of incidents 78 2 2 7 0 1 35 8 57 190 Staff assaulted 1 0 0 1 0 0 0 0 9 11
NOTE: Incidents reported on the Departmental Incident Reporting System
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6.8 Sentenced Discharges by Time Served and Major Offence in 2012-13
Offence Group < 1 1-3 3-6 6-12 1-2 2-5 5-10 > 10 Total month months months months years years years years Homicide 2 0 0 1 6 7 7 5 28 Assaults 8 30 34 35 33 26 3 0 169 Sexual Assaults 1 2 1 6 15 26 14 2 67 Other Offences Against The Person 0 1 1 4 5 3 1 0 15 Robbery 0 0 0 2 12 26 8 2 50 Extortion 0 0 0 0 4 1 0 0 5 Break and Enter 0 5 12 25 32 23 7 0 104 Fraud 10 15 12 19 6 5 0 0 67 Receiving 1 3 4 1 4 0 0 0 13 Other Theft 2 4 8 6 4 4 3 0 31 Property Damage 5 5 8 3 3 1 0 0 25 Offences Against Justice Procedures 104 122 87 54 32 15 2 0 416 Unlawful Possession of Weapons 0 0 3 9 6 2 1 0 21 Possession of Weapons 0 0 1 1 1 1 0 0 4 Deal or Traffic Drugs 0 2 1 12 36 23 0 0 74 Manufacture or Grow Drugs 0 2 1 0 3 6 0 0 12 Driving Offences 3 9 6 7 5 1 0 0 31 Licence or Registration Offences 40 43 29 13 1 0 0 0 126 Other Offences Against Good Order 55 15 18 10 13 5 1 1 118 Other Offences 2 0 1 1 2 0 0 0 6 Unknown 6 3 13 13 5 2 0 0 42 Total 239 261 240 222 228 177 47 10 1 424
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6.9 Forms of Discharge by Institution in 2012-13
APC ARC AWP CTC JNH MOB MTG PLP PAP YLP TOTAL 2012-13 2011-12
M M F M M F M M F M F M F M F M F Total % Total % Sentence Served 2 39 46 156 2 1 193 24 1 19 0 162 9 143 0 740 57 797 19.08 1 069 23.95 Release to Home Detention 45 1 20 63 0 0 17 4 0 3 0 19 0 13 0 165 20 185 4.43 182 4.08 Release to Parole 95 7 46 89 1 0 95 9 0 28 0 105 0 121 0 550 46 596 14.27 556 12.46 Release to Licence 0 0 0 1 0 0 1 0 0 0 0 0 0 1 0 3 0 3 0.07 4 0.08 Released to Probation 1 0 5 4 0 0 9 0 0 0 0 4 0 17 0 35 5 40 0.96 38 0.85
Total Custodial Sentence 143 47 117 313 3 1 315 37 1 50 0 290 9 295 0 1 493 128 1 621 38.81 1 849 41.42 Default Period Served 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.00 0 0.00 Suspended Further Time to Pay 0 0 1 0 0 0 0 1 2 0 0 0 0 0 0 1 3 4 0.10 10 0.23 Fine Paid/Part Paid 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.00 0 0.00
Total Monetary Warrant 0 0 1 0 0 0 0 1 2 0 0 0 0 0 0 1 3 4 0.10 10 0.23 Release to Bail 0 380 86 1 7 1 24 3 0 8 0 105 13 310 0 855 105 960 22.98 750 16.80 Bail Appeal Pending 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 0 1 0.02 2 0.05 Release from Court 1 563 186 0 11 1 60 13 0 17 0 189 20 489 0 1 343 207 1 550 37.10 1 794 40.20 Appeal Upheld 0 0 0 0 0 0 0 2 0 0 0 0 0 3 0 5 0 5 0.12 5 0.12
Total Remand in Custody 1 943 272 1 18 2 84 18 0 25 0 294 33 803 0 2 204 312 2 516 60.22 2 551 57.17 Deceased 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.00 4 0.08 Deported 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 9 0 0 0 0 1 1 0 0 0 0 0 4 0 15 0 15 0.36 10 0.23 Escaped 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 1 0.02 0 0.00 Transfer to Other Agency 0 3 0 0 3 0 0 0 0 0 0 0 0 13 0 19 2 21 0.50 38 0.85 Wrongfully Imprisoned 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.00 0 0.00 Total Other Discharges 0 12 0 1 3 0 1 1 0 0 0 0 0 17 0 35 2 37 0.88 53 1.18 Total 2012-13 144 1 002 390 315 24 3 400 57 3 75 0 584 42 1 115 0 3 733 445 4 178 Total 2011–12 167 1 100 415 348 37 4 396 92 7 98 3 652 76 1 066 2 3 956 507 4 463 100.00 4 463 100.00
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APPENDIX 7 COMMUNITY CORRECTIONS STATISTICAL INFORMATION
7.1 Community Corrections Orders and Individuals as at 30 June 2013
Male Female Unknown Orders Individuals Orders Individuals Orders Individuals Bail 515 437 106 96 1 1 Community Service 616 575 164 155 0 0 Financial Penalty Expiated Thru CS 502 496 163 160 0 0 Home Detention 66 66 9 9 0 0 Home Detention Bond 1 1 0 0 0 0 Intensive Bail Supervision 296 276 44 42 0 0 Interstate Orders 14 14 0 0 0 0 Other Orders 328 327 26 26 0 0 Parole 864 849 73 72 0 0 Probation 1851 1771 472 446 0 0 Total 5 053 4 812 1 057 1 006 1 1
7.2 Age and Sex of Individuals who Commenced Orders in 2012-13
Male % Female % Unknown % Total % 17 0 0.0% 0 0.0% 0 0.0% 0 0.0% 18 114 1.8% 13 1.0% 0 0.0% 127 1.7% 19 243 3.9% 29 2.3% 0 0.0% 272 3.7% 20 210 3.4% 35 2.8% 0 0.0% 245 3.3% 21 - 24 924 14.9% 144 11.6% 2 16.7% 1 070 14.4% 25 - 29 1 090 17.6% 185 14.9% 3 25.0% 1 278 17.1% 30 - 34 976 15.7% 207 16.7% 4 33.3% 1 187 15.9% 35 - 39 868 14.0% 208 16.8% 1 8.3% 1 077 14.5% 40 - 49 1 025 16.5% 287 23.1% 1 8.3% 1 313 17.6% 50 - 59 332 5.4% 68 5.5% 1 8.3% 401 5.4% 60 and over 113 1.8% 12 1.0% 0 0.0% 125 1.7% Unknown 305 4.9% 53 4.3% 0 0.0% 358 4.8% Total 6 200 100.0% 1241 100.0% 12 100.0% 7 453 100.0%
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7.3 Community Corrections Orders Commenced in 2012-13
Order type Male Female Unknown Total BAIL SUPERVISION - BAIL 1 047 208 4 1 259 Total Bail Orders Commenced 1 047 208 4 1 259 CRIMES ACT - CS ORDERS 0 0 0 0 PAROLE CS 20 1 0 21 SA BOND CS (NO SUP - NO SUSP SENT) 46 12 1 59 SA BOND CS (NO SUP - SUSP SENT) 23 1 0 24 SA BOND SUP AND CS (NO SUSP SENT) 17 3 0 20 SA BOND SUP AND CS (SUSP SENT) 28 7 0 35 SA CS ORDER 1 042 270 4 1 316 SA CS ORDER WITH SUP 2 0 0 2 SHOP THEFT DIVERSION 0 0 0 0 Total Community Service Orders Commenced 1 178 294 5 1 477 SA CS ORDER (FINES ENFORCEMENT) 511 148 2 661 Total Financial Penalty Expiated Thru CS Orders 511 148 2 661 Commenced HOME DETENTION SUPERVISION 165 20 0 185 PAROLE & HD 9 0 0 9 Total Home Detention Orders Commenced 174 20 0 194 SA BOND SUP & HD (SUSP SENT) 2 1 0 3 Total Home Detention Bond Orders Commenced 2 1 0 3 INTENSIVE BAIL SUPERVISION ORDERS 721 104 0 825 Total Intensive Bail Supervision Orders Commenced 721 104 0 825 INTERSTATE PAROLE 6 0 0 6 INTERSTATE PROBATION 7 0 0 7 Total Interstate Orders Commenced 13 0 0 13 CRIMINAL LAW CONSOLIDATION ACT 0 0 0 0 PRE-BOND SUPERVISION (HOME DET) 3 3 0 6 PRE-PAROLE SUPERVISION (HOME DET) 111 14 0 125 SUPERVISION IN PRISON 543 43 0 586 VOLUNTARY SUPERVISION 2 1 0 3 Total Other Orders Commenced 659 61 0 720 PAROLE UNDER LICENCE 2 0 0 2 PAROLE & HOME DETENTION 9 0 0 9 PAROLE 554 46 0 600 Total Parole Orders Commenced 565 46 0 611 CLCA MENTAL IMPAIRMENT SUPERVISION 98 14 0 112 CRIMES ACT BOND WITH SUP 11 13 0 24 SA BOND SUP AND CS (NO SUSP SENT) 17 3 0 20 SA BOND SUP AND CS (SUSP SENT) 28 7 0 35 SA BOND SUP & HD (SUSP SENT) 2 1 0 3 SA BOND WITH SUP 320 135 1 456 SA BOND WITH SUP (SUSP SENT) 852 186 0 1 038 SA CS ORDER WITH SUP 2 0 0 2 Total Probation Orders Commenced 1 330 359 1 1 690 Total Orders Commenced 6 200 1 241 12 7 453
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7.4 Community Corrections Orders Closed During 2012-13
Order type Male Female Unknown Total Expired / Paid / Hours Completed 3 480 642 12 4 134 Estreated / Cancelled 441 64 3 508 Expired in Breach 995 265 4 1 264 Administration Discharge 9 5 0 14 Variation 389 139 2 530 Interstate Transfer 6 1 0 7 Deceased 26 3 0 29 Offender Request 0 1 0 1 Deported 1 0 0 1 Total Orders Closed 5 347 1 120 21 6 488
7.5 Home Detention in 2012-13
Commencements Discharges Revocations As at 30 June 2013 Post- Bail Bond Post- Bail Bond Post- Bail Bond Post- Bail Bond Prison Prison Prison Prison Male 174 715 2 158 745 1 14 237 0 60 296 1 Female 20 110 1 15 103 0 1 31 0 9 44 0 Total 194 825 3 173 848 1 15 268 0 69 340 1
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7.6 Community Corrections Reports Completed in 2012-13
Court Parole CLCAMIS CLCAMIS Supervision Parole Initial Home Requested Progress Initial Progress Suitability Home Pre- Community Home Parole Parole Bail Detention Progress Report Progress Report Report Detention Total Sentence Service Detention Progress Bail Report Report Evaluation Report Report Northern Metropolitan Region Elizabeth 98 79 159 0 0 0 67 49 7 0 0 0 0 459 Gawler 42 22 0 0 0 0 26 7 0 2 2 0 0 100 North East 76 78 5 0 0 0 71 12 4 1 1 1 0 249 Port Adelaide 70 101 421 1 0 0 54 18 4 0 0 0 0 670 NMR Total 286 280 585 1 0 0 218 86 15 3 3 1 0 1 478
Southern Metropolitan Region Adelaide 66 70 33 1 0 0 47 22 4 4 0 1 0 248 Courts Unit 356 0 3 1 055 0 0 0 9 0 0 0 0 0 1 423 Edwardstown 56 54 6 1 0 0 26 4 0 1 1 0 0 149 HD Admin Centre 0 0 0 7 1 473 345 0 200 0 0 0 0 5 2 030 Noarlunga 80 47 40 0 0 0 60 27 3 2 0 0 0 259 SMR Total 558 171 82 1 064 1 473 345 133 262 7 7 1 1 5 4 109
Northern Country Region Ceduna 12 1 0 17 3 3 2 6 2 0 0 0 0 46 Coober Pedy 3 0 0 10 1 0 1 0 0 0 0 0 0 15 Marla 27 0 0 31 0 1 7 0 1 0 0 0 0 67 Port Augusta 31 126 0 78 32 7 4 2 0 0 0 0 0 280 Port Lincoln 12 7 0 20 19 6 10 3 0 0 0 0 0 77 Port Pirie 23 8 0 21 24 11 9 5 0 0 0 0 0 101 Whyalla 14 9 3 34 17 5 7 6 2 0 0 0 0 97 NCR Total 122 151 3 211 96 33 40 22 5 0 0 0 0 683
Southern Country Region Berri 47 17 0 23 45 13 20 10 0 0 0 0 0 175 Mt Gambier 23 34 1 41 48 21 33 1 0 1 0 2 0 205 Murray Bridge 73 89 5 8 48 15 15 13 0 0 0 1 0 267 SCR Total 143 140 6 72 141 49 68 24 0 1 0 3 0 647
Total 1 109 742 676 1 348 1 710 427 459 394 27 11 4 5 5 6 917
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 127
APPENDIX 8 HUMAN RESOURCES MANAGEMENT STATISTICAL INFORMATION 2012-13
8.1 DCS Employees by Classification Stream, Division and Gender in 2012-13
Central Office Community Corrections Custodial Services Correctional Business Worker’s Comp Pool Total Centre Stream Male Female Total Male Female Total Male Female Total Male Female Total Male Female Total Male Female Total Administrative
Services ASO1 1 3 4 0 8 8 2 13 15 5 6 11 0 0 0 8 30 38 ASO2 3 10 13 4 35 39 5 22 27 4 18 22 0 0 0 16 85 101 ASO3 1 13 14 0 11 11 8 10 18 3 17 20 0 0 0 12 51 63 ASO4 9 12 21 1 2 3 3 6 9 4 6 10 0 0 0 17 26 43 ASO5 12 17 29 3 4 7 0 0 0 1 0 1 0 0 0 16 21 37 ASO6 23 11 35 3 3 6 1 1 2 0 0 0 0 0 0 27 15 42 ASO7 10 8 18 1 0 1 0 1 1 0 4 4 0 0 0 11 13 24 ASO8 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 Manager Administrative
Services MAS1 0 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 1 1 MAS2 0 2 2 1 0 1 2 0 2 0 0 0 0 0 0 3 2 5 MAS3 7 3 10 4 1 5 4 0 4 0 0 0 0 0 0 15 4 19
Total Administrative 67 79 146 17 65 82 25 53 78 17 51 68 0 0 0 126 248 374 Services
Correctional Officers CO1 0 0 0 0 0 0 16 4 20 0 0 0 0 0 0 16 4 20 CO2 0 0 0 0 0 0 516 160 676 0 0 0 0 1 1 516 161 677 CO3 0 0 0 0 0 0 15 0 15 0 0 0 0 0 0 15 0 15 CO4 0 0 0 0 0 0 102 27 129 0 0 0 0 0 0 102 27 129 CO5 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 1 0 1 CO6 0 0 0 0 0 0 5 1 6 0 0 0 0 0 0 5 1 6 CO7 0 0 0 0 0 0 11 0 11 0 0 0 0 0 0 11 0 11
Total Correctional 0 0 0 0 0 0 666 192 858 0 0 0 0 1 1 666 193 859 Officers
Operational Services OPS1 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 0 1 1 OPS2 0 0 0 30 3 33 1 1 2 0 0 0 3 3 6 34 7 41 OPS3 1 0 1 34 42 76 63 8 71 0 0 0 0 0 0 98 50 148 OPS4 0 0 0 4 3 7 12 1 13 2 0 2 0 0 0 18 4 22 OPS5 1 0 1 4 3 7 1 0 1 0 0 0 0 0 0 6 3 9 OPS6 0 0 0 0 0 0 4 0 4 0 1 1 0 0 0 4 1 5 OPS7 1 0 1 0 0 0 3 0 3 0 0 0 0 0 0 4 0 4
Total Operational 3 0 3 72 51 123 84 11 95 2 1 3 3 3 6 164 66 230 Services
Allied Health
Professionals AHP1 0 0 0 7 20 27 0 3 3 0 0 0 0 0 0 7 23 30 AHP2 0 6 6 17 52 69 3 14 17 0 0 0 0 0 0 20 72 92 AHP3 8 18 26 4 9 13 1 6 7 0 0 0 0 0 0 13 33 46 AHP4 1 1 2 1 1 2 0 1 1 0 0 0 0 0 0 2 3 5 AHP5 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1
Total Allied Health 9 26 35 29 82 111 4 24 28 0 0 0 0 0 0 42 132 174 Professionals
Professional Officers PO1 0 0 0 2 4 6 0 0 0 0 0 0 0 0 0 2 4 6 PO2 0 2 3 0 1 1 0 0 0 0 0 0 0 0 0 0 3 3 PO3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 PO4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 PO5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Professional 0 2 3 2 5 7 0 0 0 0 0 0 0 0 0 2 7 9 Officers
Executives SAES1 2 2 4 1 0 1 4 2 6 0 0 0 0 0 0 7 4 11 SAES2 (CEO) 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1
Total Executives 3 2 5 1 0 1 4 2 6 0 0 0 0 0 0 8 4 12
Government Services GSE1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 GSE2 0 0 0 0 0 0 4 12 16 0 0 0 0 1 0 4 13 17 GSE3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 GSE5 0 0 0 0 0 0 2 0 2 0 0 0 0 0 0 2 0 2
Total Government 0 0 0 0 0 0 6 12 18 0 0 0 0 1 0 6 13 19 Services
Government Stores WSE3 0 0 0 0 0 0 2 0 2 3 0 3 0 0 0 5 0 5 WSE4 0 0 0 0 0 0 1 1 2 7 2 9 0 0 0 8 3 11 WSE5 0 0 0 0 0 0 0 0 0 1 1 2 0 0 0 1 1 2 WSE6 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 1 1
Total Government 0 0 0 0 0 0 3 1 4 11 4 15 0 0 0 14 5 19 Stores
Government Transport
– Freight MF11 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 1 0 1 MFD7 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 1 0 1 MFD9 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 1 0 1
Total Government 0 0 0 0 0 0 3 0 3 0 0 0 0 0 0 3 0 3 Transport
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 128
Hourly Paid Instructors HPICAS 0 0 0 0 0 0 5 16 21 0 0 0 0 0 0 5 16 21
Total Hourly Paid 0 0 0 0 0 0 5 16 21 0 0 0 0 0 0 5 16 21 Instructors
Total All Streams 82 109 191 121 203 324 800 311 1111 30 56 86 3 5 8 1036 684 1720
NOTE: Central Office represents all work groups that are not defined as Custodial Services or Community Corrections. Some Custodial and Community Corrections staff are located in Central Office.
8.2 Gender Status in 2012-13
Persons 1 720 FTE's 1 643.5 Gender % Persons % FTE Male 60.23 61.66 Female 39.77 38.34 Number of Persons Separated from the agency during the last 12 months 189 Number of Persons Recruited to the agency during the 2012-13 financial year 205 Number of Persons Recruited to the agency during the 2012-13 financial year AND who were 142 active/paid at June 2013 Number of Persons on Leave Without Pay at 30 June 2013 27
8.3 Employees by Salary Bracket in 2012-13
Salary Bracket Male Female Total $0 - $53 199 623 337 960 $53 200 - $67 699 268 175 443 $67 700 - $86 599 96 127 223 $86 600 - $109 299 41 41 82 $109 300+ 8 4 12 Total 1 036 684 1 720
8.4 Status of Employees in Current Position in 2012-13
FTE's Gender Ongoing Short-term contract Long-term contract Casual Total Male 966.21 31.23 11 4.88 1 013.32 Female 549.89 67.38 6 6.91 630.18 Total 1 516.1 98.61 17 11.79 1 643.5 Persons Gender Ongoing Short-term contract Long-term contract Casual Total Male 976 35 11 14 1 036 Female 581 77 6 20 684 Total 1 557 112 17 34 1 720
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 129
8.5 DCS SAES Executives (Gender and Classification) in 2012-13
Term Term Classification Ongoing Tenured Untenured Total M F M F M F M F Total SAES1 0 0 0 0 7 4 7 4 11 SAES2 0 0 0 0 1 0 1 0 1 Total 0 0 0 0 8 4 8 4 12
8.6 Average Days Leave Per FTE Employment in 2012-13
Leave Type 2008-09 2009-10 2010-11 2011-12 2012-13 Sick Leave 10.04 8.75 9.53 9.62 8.59 Family Carer’s Leave 1.22 1.46 1.55 1.48 1.27 Miscellaneous Special Leave n/a 0.81 0.89 0.95 1.02
8.7 Number of Employees by Age Bracket by Gender in 2012-13
Age Bracket Male Female Total % of Total 2013 Workforce Benchmark % * 15 - 19 4 1 5 0.29 6.2 20 - 24 35 20 55 3.2 9.7 25 - 29 45 60 105 6.1 10.9 30 - 34 92 52 144 8.37 9.8 35 - 39 107 66 173 10.06 10.1 40 - 44 119 91 210 12.21 11.8 45 - 49 143 105 248 14.42 11.2 50 - 54 182 116 298 17.33 11.3 55 - 59 163 107 270 15.7 9.0 60 - 64 115 50 165 9.59 6.1 65+ 31 16 47 2.73 3.7 Total 1 036 684 1 720 100 100
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 Feb78 Supertable, South Australia at Feb 2013
8.8 Number of Aboriginal and/or Torres Strait Islander Employees in 2012-13
Salary Bracket Aboriginal Staff Total Staff % Aboriginal Target $0 - $53 199 36 960 3.75 2% $53 200 - $67 699 16 443 3.61 2% $67 700 - $86 599 8 223 3.59 2% $86 600 - $109 299 1 82 1.22 2% $109 300+ 0 12 0 2% Total 61 1 720 3.55 2%
8.9 Cultural and Linguistic Diversity in 2012-13
Male Female Total % of Agency SA Community* Number of employees born overseas 186 85 271 15.76 22.1 Number of employees who speak 42 19 61 3.55 14.4 language(s) other than English at home
NOTE: *Benchmarks from ABS Publication Basic Community Profile (SA) Cat No. 2001.0, 2011 census
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 130
8.10 Employees with Disabilities Requiring Workplace Adaptation in 2012-13
Male Female Total % of Agency 16 7 23 1.3
NOTE: It is recognised that many employees do not wish to declare they have a disability and departmental employee data collection regarding disabilities is based on self-disclosure only. Therefore, specific information regarding the types of disabilities (physical, intellectual sensory physiological / psychiatric or other) may not be captured.
8.11 Employees Using Voluntary Flexible Working Arrangements in 2012-13
Leave Type Male Female Total Purchased Leave 2 9 11 Flexitime 163 321 484 Compressed Weeks 0 0 0 Part-time 48 132 180 Job Share 0 9 9 Working from Home 1 0 1
8.12 Number of Investigations into Breaches of the Code of Ethics in 2012-13
Breaches Found 38 Penalties for breach found Reprimand 22 Reprimand and loss of remuneration 12 Reprimand and loss of leave 0 Loss of remuneration 0 Other 4 No breach found 33 Employee resigned prior to completion 3 Awaiting completion 10 Total number of investigations 84
8.13 Accredited Training Packages by Classification in 2012-13
Classification Number of Accredited Training Packages AHP1 67 AHP2 97 AHP3 14 ASO1 0 ASO2 1 ASO3 7 ASO4 3 ASO5 17 ASO6 15 ASO7 8 GSE5 0 HPIC 0 MAS3 1 MF11 1 OPS2 12 OPS3 141 OPS4 29 OPS5 0
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 131
OPS6 0 OPS7 0 OPX2 9 OPX3 56 OPX4 7 OPX5 0 OPX6 2 PO1 23 PO2 1 CO1 4 CO2 447 CO3 5 CO4 178 CO6 2 CO7 6 WSE4 3
8.14 Leadership and Management Training Expenditure in 2012-13
Training and Development Total Cost % of Total Salary Expenditure
Total training and development expenditure $2 262 539 1.64% Total leadership and management development $659 902 0.48%
NOTE: DCS salary budget provides for the payment of employees working in prisons on a 24/7 roster and therefore includes payment of shift allowances and call backs. In addition, due to system limitations, many salary costs of employees participating in training (and any call back charges) are not factored into the total training investment – this is also the case for any training directly charged against program and project codes.
8.15 OHS Notices and Corrective Action Taken in 2012-13
1. Number of notifiable incidents pursuant to OHS&W Regulations. Division 6.6 and as at 1 1 January 2013 WHS Act 2012 Part 3 section 35. 2. Number of notifiable injuries pursuant to OHS&W Regulations, Division 6.6 and as at 1 1 January 2013 WHS Act 2012 Part 3 section 35. 3. Number of notices served pursuant to OHS&W Act, s35, s39 and s40 (default, improvement and 8 prohibition notices) and as at 1 January 2013 WHS Act 2012 Part 5 Division 7.
8.16 Agency Workers Compensation Expenditure in 2012-13
Expenditure 2012-13 2011-12 Variation % Change ($m) ($m) ($m)+(-) =+(-) Hospital $0.161m $0.098m +$0.063m 64.29% Income Maintenance $1.461m $1 718m -$0.257m -14.96% Investigation $0.012m $0.020m -$0.008m -40.00% Legal Expenses $0.124m $0.144m -$0.020m -13.89% Lump Sum $0.897m $1.255m -$0.358m -28.53% Other $0.022m $0.148m -$0.126m -85.14% Registered Medical $0.709m $0.706m +$0.003m 0.42% Rehabilitation $0.275m $0.327m -$0.052m -15.90% Travel $0.065m $0.058m +$0.007m 12.07% Total Claims Expenditure $3.726m $4.474m -$0.748m -16.72%
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 132
8.17 Meeting Safety Performance Targets in 2012-13
Base: Performance 12 months 2009-10 as at 30 June 2013* Numbers Actual Notional Variation or % Target** 1. Workplace fatalities 0 0 0 0 2. New workplace injury claims 149 103 127 -24 3. New workplace injury claims frequency rate*** 57.08 38.2 48.52 -10.32 4. Lost time injuries frequency rate*** 30.65 22.63 26.05 -3.43 5. New psychological injury frequency rate*** 9.33 3.36 7.93 -4.57 6. Rehabilitation and return to work: 6a. Early assessment within 2 days 66.44% 83.50% 80.00% 3.50% 6b. Early intervention within 5 days 97.22% 100.00% 90.00% 10% 6c. Days lost <=10 days 42.22% 49.30% 60.00% -10.70% 7. Claim determination 7a. Claims to be determined for provisional in 7 calendar 26.32% 100.00% 100.00% 0.00% days 7b. Claims determined in 10 business days 68.92% 57.39% 75.00% -17.61% 7c. Claims still to be determined after 3 months 7.43% 6.96% 3.00% 3.96% 8. Income maintenance payments for recent Injuries 2010-11 injuries (at 24 months development) $827 757.38 $1 068 344.95 -$240 587.57 2011-12 injuries (at 12 months development) $394 843.40 $603 590.46 -$208 747.06
NOTE: * Except for target 5, all data is at year to date ** Based on cumulative reduction from base at a constant quarterly figure *** Frequency rates are calculated for benchmarking and are used by the WorkCover Corporation. Frequency rates calculated as: Number of new / lost time / psychological injuries for year x 1 000 000 (number of hours worked in year).
8.18 Workers Compensation Statistics
PSWR Actuarial PSWR Actuarial DCS Annual DCS Valuation of Valuation of Report Number of New Workers Workers (Notes to and Workers Compensation Compensation forming part of Compensation Liabilities Liabilities Financial Claims by (rounded) (actual) Statements) Financial Year W/Comp Provisions 30 June 2013 $16.0m $16 028 569 $16 028 103 30 June 2012 $18.2m $18 232 081 $18 232 122 30 June 2011 $18.0m $18 001 763 $17 078 147 30 June 2010 $20.0m $20 032 359 $18 824 149 30 June 2009 $21.1m $21 105 996 $20 311 141 30 June 2008 $24.9m $24 932 778 $23 983 182 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 2012-13 133
APPENDIX 9 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 $30.50 A reduction on the fee payable may be applicable in certain circumstances.
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 134
APPENDIX 10 OVERSEAS TRAVEL IN 2012-13
Number of Destination/s Reasons for Travel Total Cost to Employees Agency
1 Wales Attendance and presentation at the Division of $815 Forensic Psychology Annual Conference (June 2013)
NOTE: The following expenditure incurred in 2012-13 has not been included: $1 506 for 1 employee to attend the International Corrections and Prisons Association Annual Conference in Mexico in October 2012 for which reimbursement was received from the New South Wales Government in October 2012.
APPENDIX 11 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 2012-13 135