Annual Report 2011 - 2012

ANNUAL REPORT 2011 2012
Level 2, 400 King William Street ADELAIDE SA 5000 Telephone: 08 8226 9000 www.corrections.sa.gov.au
CEN/12/0753
Office of the Chief Executive Level 2 400 King William Street DX 147 GPO Box 1747 ADELAIDE SA 5001 Tel: Fax: 08 8226 9120 08 8226 9226
31 October 2012
www.corrections.sa.gov.au
The Honourable Jennifer Rankine MP Minister for Correctional Services Level 2, 45 Pirie Street ADELAIDE SA 5000
Dear Minister
It is with great pleasure that I present to you the 2011-12 Annual Report for the Department for Correctional Services. The Annual Report not only provides an overview of the highlights and achievements of this year, it also serves as a means of demonstrating the contribution made by the Department in supporting the governments commitment to providing for a safer South Australian community. This report has been prepared in accordance with the requirements of the Public Services Act 2009, the Finance and Audit Act 1987 and the Correctional Services Act 1982 (the Act). It also adheres to the guidelines provided in the Department of the Premier and Cabinets Circular 13 document. As per Section 9(1) of the Act, I have provided this report to you no later than 31 October (of this year). I hereby commend this Annual Report to you. Yours sincerely
DAVID BROWN CHIEF EXECUTIVE david.brown3@sa.gov.au
CONTENTS
HIGHLIGHTS IN 201112 .................................................................................................................................... 7 INTRODUCTION ................................................................................................................................................... 8 OUR VISION ......................................................................................................................................................... 8 OUR MISSION....................................................................................................................................................... 8 CORPORATE VALUES ......................................................................................................................................... 8 STAKEHOLDERS.................................................................................................................................................... 8 OUTCOMES .......................................................................................................................................................... 8 YEAR IN REVIEW .................................................................................................................................................. 9 STRATEGIC PLAN 2011-14 ............................................................................................................................... 11 ORGANISATION CHART .................................................................................................................................. 12 OVERVIEW OF THE DEPARTMENT FOR CORRECTIONAL SERVICES ......................................................... 13
OFFICE OF THE CHIEF EXECUTIVE ............................................................................................................................................. 13 STRATEGIC SERVICES ............................................................................................................................................................... 13 OFFENDER DEVELOPMENT....................................................................................................................................................... 13 CUSTODIAL SERVICES .............................................................................................................................................................. 13 COMMUNITY CORRECTIONS ................................................................................................................................................... 13 FINANCE AND ASSET SERVICES ................................................................................................................................................ 14 HUMAN RESOURCES ............................................................................................................................................................... 14
1. DELIVERING OUR CRITICAL SERVICES ...................................................................................................... 15

INTEGRATED OFFENDER MANAGEMENT ....................................................................................................................... 17 OFFENDER ASSESSMENTS ......................................................................................................................................................... 17 OFFENDER DEVELOPMENT PROGRAMS ................................................................................................................................... 18 INTEGRATED HOUSING EXITS PROGRAM .................................................................................................................................. 18 REHABILITATION PROGRAMS BRANCH ..................................................................................................................................... 19 INTERVENTION TEAMS .............................................................................................................................................................. 19 SENTENCE MANAGEMENT UNIT ............................................................................................................................................... 19 PSYCHOLOGICAL SERVICES .................................................................................................................................................... 20 ABORIGINAL SERVICES UNIT .................................................................................................................................................... 20 ALCOHOL AND OTHER DRUG STRATEGY ................................................................................................................................. 21 PRISONER AND OFFENDER EDUCATION ................................................................................................................................... 22 PRISON INDUSTRY .................................................................................................................................................................... 22 THE SA PRISON HEALTH SERVICE ............................................................................................................................................. 23 CHAPLAINCY SERVICE ............................................................................................................................................................ 24 SAFETY AND SECURITY ...................................................................................................................................................... 25 CUSTODIAL BASED SERVICES .................................................................................................................................................... 25 YATALA LABOUR PRISON......................................................................................................................................................... 25 ADELAIDE REMAND CENTRE ................................................................................................................................................... 26 MOBILONG PRISON ................................................................................................................................................................ 26 PORT AUGUSTA PRISON .......................................................................................................................................................... 27 CADELL TRAINING CENTRE...................................................................................................................................................... 28 PORT LINCOLN PRISON ........................................................................................................................................................... 29 ADELAIDE WOMENS PRISON.................................................................................................................................................. 29 ADELAIDE PRE-RELEASE CENTRE .............................................................................................................................................. 30 MOUNT GAMBIER PRISON....................................................................................................................................................... 31 SECURITY CLASSIFICATIONS ..................................................................................................................................................... 31 INCENTIVE BASED REGIME ....................................................................................................................................................... 31 NOMINATED VISITORS ............................................................................................................................................................. 32 VISITING INSPECTORS............................................................................................................................................................... 32 VISITING TRIBUNALS ................................................................................................................................................................. 32 COMPLAINTS MANAGEMENT .................................................................................................................................................. 32 PRISONER POPULATION ........................................................................................................................................................... 33 GENDER.................................................................................................................................................................................. 33 AGE ........................................................................................................................................................................................ 33 ABORIGINAL STATUS ................................................................................................................................................................ 33 REMAND ................................................................................................................................................................................. 33 SENTENCE LENGTH .................................................................................................................................................................. 33
MOST SERIOUS OFFENCE ........................................................................................................................................................ 34 MOST SERIOUS OFFENCE FOR SENTENCED MALES 2010-2012 ............................................................................................ 34 MOST SERIOUS OFFENCE FOR SENTENCED FEMALES 2010-2012 ......................................................................................... 34 PRISON INCIDENTS................................................................................................................................................................... 35 ESCAPES ................................................................................................................................................................................. 35 ESCAPE RATES FROM 2007-08 TO 2011-12 ........................................................................................................................... 35 ASSAULTS ................................................................................................................................................................................ 35 ASSAULT RATES BETWEEN FROM 2009-10 TO 2011-12............................................................................................................ 35 DEATHS IN CUSTODY ............................................................................................................................................................... 35 ILLICIT DRUGS .......................................................................................................................................................................... 36 SEARCH OF PRISONERS ........................................................................................................................................................... 36 INTELLIGENCE AND INVESTIGATIONS UNIT................................................................................................................................. 36 THE ROLE OF COMMUNITY CORRECTIONS ................................................................................................................................ 37 SOUTHERN METROPOLITAN REGION ........................................................................................................................................ 37 NORTHERN METROPOLITAN REGION ....................................................................................................................................... 38 SOUTHERN COUNTRY REGION ................................................................................................................................................. 38 NORTHERN COUNTRY REGION ................................................................................................................................................ 39 OFFENDER REPORTS ................................................................................................................................................................ 39 OFFENDER PROGRAMS ........................................................................................................................................................... 39 COMMUNITY SERVICE (REPAY SA) ......................................................................................................................................... 40 PROBATION ............................................................................................................................................................................. 40 INTENSIVE PROBATION SUPERVISION ........................................................................................................................................ 41 PAROLE................................................................................................................................................................................... 41 HOME DETENTION ................................................................................................................................................................... 41 INTENSIVE BAIL SUPERVISION (HOME DETENTION BAIL) ............................................................................................................ 42 BAIL ........................................................................................................................................................................................ 42 DRUG COURT CURFEW ........................................................................................................................................................... 42 GENDER.................................................................................................................................................................................. 42 ABORIGINAL STATUS ................................................................................................................................................................ 43 AGE ........................................................................................................................................................................................ 43 NUMBER OF ORDERS ............................................................................................................................................................... 43 NUMBER OF INDIVIDUALS......................................................................................................................................................... 43 BAIL SUPPORT PROGRAM ........................................................................................................................................................ 44 COMMUNITY ENGAGEMENT ........................................................................................................................................... 45 VICTIM SERVICES ..................................................................................................................................................................... 45 VOLUNTEER SUPPORT .............................................................................................................................................................. 45
2. BUILDING OUR CAPACITY AND CAPABILITY .......................................................................................... 47

CAPACITY............................................................................................................................................................................ 48 ASSET AND RISK SERVICES ....................................................................................................................................................... 48 RISK MANAGEMENT ................................................................................................................................................................ 48 CONTRACT AND BUSINESS MANAGEMENT .............................................................................................................................. 49 WORKFORCE PLANNING AND DEVELOPMENT ......................................................................................................................... 49 TOMORROWS SENIOR MANAGERS PROGRAM....................................................................................................................... 50 PERFORMANCE DEVELOPMENT ............................................................................................................................................... 50 WORKFORCE PLANNING......................................................................................................................................................... 50 CAPABILITY.......................................................................................................................................................................... 51 HUMAN RESOURCES POLICY AND PROJECTS .......................................................................................................................... 51 WORKFORCE MANAGEMENT .................................................................................................................................................. 51 TRAINEE CORRECTIONAL OFFICER RECRUITMENT .................................................................................................................... 51 EMPLOYMENT OPPORTUNITY PROGRAMS ................................................................................................................................ 51 EMPLOYEE ASSISTANCE PROGRAM ......................................................................................................................................... 52 EMPLOYEE RELATIONS ............................................................................................................................................................. 52 EMPLOYEE TRANSFERS/RELOCATIONS ..................................................................................................................................... 52 OCCUPATIONAL HEALTH, SAFETY AND INJURY MANAGEMENT ................................................................................................ 53 REVIEW OF ACCIDENT, INCIDENT DATA AND APPLICABLE REMEDIAL ACTION ......................................................................... 53 COMPENSABLE DISABILITIES/REHABILITATION INITIATIVES .......................................................................................................... 54 WORKCOVER EVALUATION .................................................................................................................................................... 54 DISABILITY ACTION PLAN......................................................................................................................................................... 55 CARERS RECOGNITION.......................................................................................................................................................... 55 FLEXIBLE WORKING ARRANGEMENTS....................................................................................................................................... 55 WHISTLEBLOWER QUALIFICATION ............................................................................................................................................ 55
GENDER REPORTING ............................................................................................................................................................... 56 INFORMATION ANALYSIS ......................................................................................................................................................... 57 INFORMATION TECHNOLOGY MANAGEMENT .......................................................................................................................... 57 DATA WAREHOUSE ................................................................................................................................................................. 58 INTRANET ................................................................................................................................................................................. 58 PUBLIC WEB SITE ..................................................................................................................................................................... 58
3. LEADING AND MANAGING OUR ORGANISATION ............................................................................... 59

STRATEGIC MANAGEMENT ...................................................................................................................................................... 60 SHAPING CORRECTIONS ......................................................................................................................................................... 60 EFFECTIVE CORPORATE PERFORMANCE .................................................................................................................................. 61 CIVIL CLAIMS.......................................................................................................................................................................... 62 FREEDOM OF INFORMATION .................................................................................................................................................... 62 POLICY DEVELOPMENT ........................................................................................................................................................... 62 MANAGEMENT OF PRISONERS AT RISK OF SUICIDE OR SELF HARM .......................................................................................... 63 STAKEHOLDER SUPPORT ........................................................................................................................................................... 64 LEGISLATION ........................................................................................................................................................................... 64 ENERGY MANAGEMENT .......................................................................................................................................................... 65 MEDIA LIAISON AND CORPORATE COMMUNICATIONS ........................................................................................................... 65 RESEARCH MANAGEMENT ...................................................................................................................................................... 65 CORPORATE FINANCE ............................................................................................................................................................ 66 SUMMARY OF FINANCIAL RESULTS ........................................................................................................................................... 66 SUMMARY INCOME STATEMENT ............................................................................................................................................... 67 OPERATING EXPENDITURE BY PROGRAM ................................................................................................................................. 67
INDEX .................................................................................................................................................................. 70 APPENDICES 1 9 ............................................................................................................................................. 72

APPENDIX 1 - AUDITOR GENERALS REPORT AND FINANCIAL STATEMENTS 2011-12 ......................................... 73 APPENDIX 2 - ACCOUNTS PAYABLE 2011-12 ............................................................................................................. 103 APPENDIX 3 - ENERGY USAGE 2011-12 ....................................................................................................................... 103 APPENDIX 4 - CUSTODIAL SERVICES STATISTICAL INFORMATION 2011-12 ....................................................... 104 TABLE 1 - INTAKES BY RACIAL IDENTITY AND GENDER 2011-12 .............................................................................. 104 TABLE 2 - PRISONERS IN CUSTODY AND AVERAGE PRISON POPULATION IN 2011-12 ...................................... 104 TABLE 3 - PRISON CAPACITIES AND AVERAGE DAILY POPULATION 2011-12 ..................................................... 104 TABLE 4 - ESCAPES FROM DCS CUSTODY 2011-12.................................................................................................... 105 TABLE 5 - ESCAPES FROM DCS FROM 2007-12 .......................................................................................................... 105 TABLE 6 - INCIDENTS IN PRISON 2011-12 ..................................................................................................................... 105 TABLE 7 - PRISONER/STAFF INCIDENTS 2011-12 ......................................................................................................... 105 TABLE 8 - SENTENCED DISCHARGES BY TIME SERVED AND MAJOR OFFENCE - 2011-12 ................................. 106 TABLE 9 - FORMS OF DISCHARGE BY INSTITUTION - 2011-12 ................................................................................... 107 APPENDIX 5 - COMMUNITY CORRECTIONS STATISTICAL INFORMATION 2011-12 .......................................... 108 TABLE 1 - COMMUNITY CORRECTIONS ORDERS AND INDIVIDUALS - 2011-12 ................................................... 108 TABLE 2 - AGE AND SEX OF INDIVIDUALS WHO COMMENCED ORDERS - 2011-12 ........................................... 108 TABLE 3 - COMMUNITY CORRECTIONS ORDERS COMMENCED - 2011-12 ......................................................... 109 TABLE 4 - COMMUNITY CORRECTIONS ORDERS CLOSED - 2011-12 ..................................................................... 110 TABLE 5 - HOME DETENTION - 2011-12 ......................................................................................................................... 110 TABLE 6 - COMMUNITY CORRECTIONS REPORTS COMPLETED - 2011-12 ............................................................ 111 APPENDIX 6 - HUMAN RESOURCES MANAGEMENT STATISTICAL INFORMATION - 2011-12.......................... 112 TABLE 1 - DCS EMPLOYEES BY CLASSIFICATION STREAM, DIVISION AND GENDER - 2011-12 ......................... 112 TABLE 2 - NUMBERS - GENDER STATUS - 2011-12 ..................................................................................................... 113 TABLE 3 - NUMBER OF EMPLOYEES BY SALARY BRACKET - 2011-12....................................................................... 113 TABLE 4 - STATUS OF EMPLOYEES IN CURRENT POSITION - 2011-12 ....................................................................... 113 TABLE 5 - NUMBER OF EXECUTIVES IN CURRENT POSITION, GENDER AND CLASSIFICATION - 2011-12 ........ 113 TABLE 6 - AVERAGE DAYS LEAVE PER FTE EMPLOYMENT - 2011-12 ...................................................................... 114 TABLE 7 - NUMBER OF EMPLOYEES BY AGE BRACKET BY GENDER - 2011-12 ...................................................... 114 TABLE 8 - NUMBER OF ABORIGINAL AND/OR TORRES STRAIT ISLANDER EMPLOYEES - 2011-12 ..................... 114 TABLE 9 - CULTURAL AND LINGUISTIC DIVERSITY - 2011-12 ..................................................................................... 114 TABLE 10 - NUMBER OF EMPLOYEES WITH DISABILITIES REQUIRING WORKPLACE ADAPTATION - 2011-12 .. 115 TABLE 11 - NUMBER OF EMPLOYEES USING VOLUNTARY FLEXIBLE WORKING ARRANGEMENTS - 2011-12.. 115 TABLE 12 - NUMBER OF INVESTIGATIONS INTO BREACHES OF THE CODE OF ETHICS - 2011-12 ...................... 115 TABLE 13 - ACCREDITED TRAINING PACKAGES BY CLASSIFICATION - 2011-12 ................................................. 116 TABLE 14 - LEADERSHIP AND MANAGEMENT TRAINING EXPENDITURE - 2011-12 .............................................. 116 TABLE 15 - OHS NOTICES AND CORRECTIVE ACTION TAKEN - 2011-12 ............................................................... 116
TABLE 16 - AGENCY WORKERS COMPENSATION EXPENDITURE - 2011-12 (COMPARED WITH 2010-11)...... 117 TABLE 17 - MEETING SAFETY PERFORMANCE TARGETS - 2011-12 .......................................................................... 117 TABLE 18 - WORKERS COMPENSATION STATISTICS - 2011-12 ................................................................................. 118 APPENDIX 7 - FREEDOM OF INFORMATION - INFORMATION STATEMENT ........................................................... 119 APPENDIX 8 - OVERSEAS TRAVEL - 2011-12 ................................................................................................................ 120 APPENDIX 9 - LEGISLATION THAT GOVERNS THE OPERATION OF THE DEPARTMENT ........................................ 121
DEPARTMENT FOR CORRECTIONAL SERVICES

HIGHLIGHTS IN 201112 Implemented a medium intensity program for sex offenders with learning and/or intellectual disabilities Developed a program for female prisoners with complex needs and/or mental health issues Implemented the BHP Prisoner Reintegration Employment Opportunity Program (PREOP) and Sierra Programs at Port Augusta Prison Continued the construction of a new cell block at Port Augusta Prison Continued the design and procurement accommodation at Mount Gambier Prison of additional prisoner
Implemented the operational compliance monitoring program in all prisons Completed the procurement for the Mount Gambier Prison contract Continued the Northfield program of works to upgrade and construct access security, kitchen, medical centre and construction of a new high dependency unit at the Yatala Labour Prison Continued the Northfield program of works to develop the Master Plan for upgrade works at the Adelaide Womens Prison and the Adelaide Pre-release Centre Commenced the planning of the upgrade of the kitchen at the Adelaide Remand Centre Completed the access security upgrade at the Adelaide Remand Centre Implemented enhancements to the supervision of offenders in the community Progressed work to improve risk based decision making Implemented the Abuse Prevention Program Contributed to government policy and direction on criminal justice and related matters Continued the Shaping Corrections change management program Implemented the new Standard Operating Procedure Management of Prisoners at Risk of Suicide or Self Harm SOP 090
DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12
INTRODUCTION
The Department for Correctional Services (DCS) is committed to assisting the South Australian community in achieving good order through its efforts to enhance public safety and provide for a continued reduction in the rate of re-offending. As most prisoners in custody will be released back into the community (often still under the supervision of the department), the provision of meaningful and targeted opportunities that address offending behaviour is critical to an offenders reintegration. When these opportunities are provided within a safety and security framework, positive outcomes are achieved - not only for offenders, but also for the departments stakeholders. The 2011-12 Annual Report, allows the department to outline the many accomplishments for the year, as well as serve as a key document for the review of DCS operations and financial performance, in accordance with relevant legislation, government policy, the State Strategic Plan, and corporate planning documents including the departments 2011-12 Business Plan and 2011-14 Strategic Plan. The Department for Correctional Services employs approximately 1 722 staff located across the state at nine prisons, 17 Community Correctional Centres and the departments Central Office. The departments Vision, Mission, Values, Stakeholders and Outcomes are fundamental to our success and are at the core of our business.
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 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
YEAR IN REVIEW
The 2011-12 financial year resulted in many important achievements for the Department for Correctional Services. This is my last Annual Report as Chief Executive of the department and it is particularly pleasing to summarise some of the successes of the 2011-12 financial year. For the fourth year in a row, the Report on Government Services showed that South Australia had the lowest return to prison rate of any Australian jurisdiction. This low rate of recidivism is the ultimate measure of the success of a corrections system. During 2011-12, infrastructure improvements across the states prisons continued. This included the construction of the new Banksia Unit at Port Augusta Prison which is now scheduled to be commissioned (ahead of schedule) in October 2012. The Banksia Unit is configured as two wings around a central officers station and includes accommodation for disabled or high needs prisoners. The $42.6 million Northfield Prison precinct upgrade at Yatala Labour Prison has progressed well, with works on a new gatehouse and kitchen underway. Also at the Northfield site, the program of works at the Adelaide Womens Prison is progressing well with a new kitchen, a high security perimeter fence and a 20 bed cell block divided into two 10 bed high security units being constructed in the first phase. At the Adelaide Remand Centre, the access control and reception upgrade was completed in early 2012 and has provided the institution with some of the most advanced security technology available in Australia. Plans to further increase the bed capacity in South Australian Prisons continued throughout 2011-12. This included the decision to use the success of the modular accommodation trial at Cadell Training Centre to build a 108 bed medium security cell block at Mount Gambier Prison (also using a modular design). The use of the modular design provides for secure and cost effective accommodation. One of the most significant announcements made in 2011-12 is that a High Dependency Unit will be built at Yatala Labour Prison. This Unit will provide special accommodation and support services to prisoners with high level care needs, either due to mental health or age related conditions. During the year, the department developed a number of new programs to complement its existing suite of interventions. A trial of a medium intensity program (co-facilitated by Disability Services) for sex offenders with learning and or intellectual disabilities commenced at Mount Gambier Prison. The program will run for 14 months with a thorough evaluation to ensure its efficacy. An intervention program for female prisoners with Borderline Personality Disorders (and other mental health issues) has been approved for implementation in the coming financial year and will be delivered at the Adelaide Womens Prison. The Program will focus on reducing self harming behaviours and suicidal tendencies, reducing behaviours that impact on delivering therapy. Effective reintegration of prisoners back to the community remains a strong focus, and in saying this, the department implemented in the 2011-12 year both the Prisoner Reintegration Employment Opportunity Program (PREOP) and Sierra Program. Following successful trials, these initiatives not only offer fantastic opportunities to engage in partnerships with private enterprises such as BHP Billiton, but also give prisoners work skills and opportunities for employment upon release.
Another initiative that commenced in 2011-12 is the Abuse Prevention Intervention Program, one component of a range of integrated services aimed at reducing the risk of on going domestic violence. After early positive results, I am pleased that expansion of this Program is now planned for 2012-13. 2011-12 saw further implementation of Enhanced Community Corrections for managing offenders in the community. Focusing on a risk based approach, the initiative targets resources towards those offenders who present the highest risk of re-offending. From 1 May 2012, offenders in the community are now supervised and monitored by Community Corrections staff utilising a new web based information program, to assist with decision making. One final achievement was the work done to progress and finalise the amendments to the Correctional Services Act 1982 that were introduced to Parliament in June 2011. Important changes include strengthening the supervision of persons on parole, improving the sharing of information with the South Australian Police, and allowing for more expeditious ways to deal with offenders who have breached their Parole Order and are considered to present a high risk to the community. The Bill was passed in both Houses of Parliament on 31 May 2012 and will soon be operational. The department is pleased that the amendments will further enhance public safety. I would like to thank the staff and management of the Department for Correctional Services for their outstanding contribution in 2011-12 and over the past nine years. It has been an honour and a privilege to be part of this organisation, and to serve the people of South Australia. I also thank all other public, private and not-for-profit organisations who assist us with the delivery of our services on a daily basis. Since I started as Chief Executive of the department in July 2003, there has been tremendous innovation and improvement in a challenging environment. I am proud of the successes of the department during my tenure as Chief Executive and I am confident that the department will continue to improve in the future.
Peter Severin OUTGOING CHIEF EXECUTIVE
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STRATEGIC PLAN 2011-14
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ORGANISATION CHART
(As at 30 June 2012)
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OVERVIEW OF THE DEPARTMENT FOR CORRECTIONAL SERVICES
Office of the Chief Executive The Office of the Chief Executive provides executive support to the Chief Executive of the Department for Correctional Services and the Executive Director of Strategic Services. The Office also includes the Intelligence and Investigations Unit, which conducts investigations and manages strategic information relating to prisoners and offenders throughout the correctional system. Strategic Services Strategic Services is responsible for strategic management and other key services to stakeholders including the Minister for Correctional Services and the media. The directorate develops and facilitates the implementation of corporate plans, policies, processes and systems to enable the department to achieve government policy and the objectives of the Justice Portfolio. Also measured by the unit, is corporate performance and quality management. Strategic Services is comprised of the 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. 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. The directorate includes the Sentence Management Unit (incorporating Psychological Services), the Rehabilitation Programs Branch, and the Program Services Unit. Custodial Services Custodial Services is responsible for the management and operation of the nine South Australian prisons. These prisons are the Adelaide Remand Centre, the Adelaide Womens Prison, the Adelaide Pre-release Centre, Yatala Labour Prison, Port Lincoln Prison, Port Augusta Prison, Cadell Training Centre and Mobilong Prison. Custodial Services also controls the management of Mount Gambier Prison however, the prison is operated (under contract) by a private company, G4S Custodial Services Pty Ltd. Community Corrections Community Corrections manages 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 provides information to the courts and the Parole Board to assist with sentencing and/or the setting of the conditions of bonds and other orders.
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These services are provided through 17 Community Correctional Centres and other outreach services located throughout the state within the Northern Metropolitan Region, Southern Metropolitan Region, Northern Country Region and Southern Country Region. 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 departments capital investment program, and manages and maintains the fixed asset portfolio comprising the departments 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. Human Resources Human Resources provide 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 Workforce Management, HR Policy and Projects and the Workforce Planning and Development branches.
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1. DELIVERING OUR CRITICAL SERVICES
The Department for Correctional Services provides for a safer South Australian community through the application of Integrated Offender Management which ensures a continued emphasis on Safety and Security, and enhances Community Engagement.
In 2011-12, key strategies to deliver critical services included: Improving the multi-disciplinary management of offenders with complex needs Managing the effective transition and reintegration of offenders into the community Providing appropriate risk-based information and reports to inform decision-making on offenders Providing targeted interventions and rehabilitation services Improving the whole of sentence management of offenders Responding to the decisions of the Courts and Parole Board Ensuring the highest standards of safety, security and emergency management Strengthening the engagement of offenders in meaningful structured activity Enhancing Community Corrections to appropriately manage risk Meeting responsibilities with respect to state protective security, and to counter-terrorism and violent extremism Contributing to public safety and confidence by targeting dangerous, serious and high risk offenders Effectively using intelligence to reduce the risk faced at a state and national level Improving support and engagement of Victims of Crime Increasing the engagement of Aboriginal people and people from diverse cultural and linguistic backgrounds Increasing community engagement and the understanding of Corrections Expanding and enhance volunteerism Strengthening strategic partnerships to effectively reintegrate offenders back into the community
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Key Performance Indicators Offence focused programs (Making Changes Program, Sex Offender Treatment Program and Violent Offender Treatment Program) - number of program hours delivered and percentage of offenders/prisoners successfully completing programs; Education/vocational programs - number of prisoners/offenders enrolled education/vocational programs, percentage of enrolments successfully completed; in
On the job work skills programs average number and percentage of eligible prisoners with duty assignments; Daily average prisoner population, daily average remand in prison and percentage of population on remand; Annual escape rates from secure and open prisons, numbers of unnatural deaths in custody (per 100 prisoners), assault rates in custody (per 100 prisoners, per quarter), hours out of cell (more than ten hours per day); Court ordered reports completed on time, number of reports completed for the courts, Parole Board and Sentence Management Unit; Community Based Orders supervised, commenced and successfully completed and percentage of Aboriginal community based orders Percentage of draft Individual Development Plans (IDPs) for eligible prisoners, prepared within six weeks of reception; Percentage of Case Management Plans completed within eight weeks (for non-control offenders) and number of control offenders who have their assessment and Case Plan completed within 28 days; Rate of prisoner participation in structured activities; Number of complaints registered; Number of Community Services work hours undertaken; Compliance with legislative requirements (with regard to Victims of Crime), number of victims registered and number of out of hours responses to victims; and Number of volunteers registered.
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1. DELIVERING OUR CRITICAL SERVICES INTEGRATED OFFENDER MANAGEMENT

Internationally, the focus of corrections has shifted towards a greater emphasis being placed on the strengthening of collaborative partnerships, in addition to providing offenders and prisoners with targeted programs that specifically address criminogenic need. In recognising this focus, the Department for Correctional Services has established an integrated and individual case management approach to rehabilitation and reintegration, across both Custodial Services and Community Corrections. The departments concept of Integrated Offender Management is a cooperative and coordinated approach that supports obtaining a goal of reduced rates of reoffending, whilst ensuring that the safety, security, health and welfare needs of offenders are addressed in an effective manner. This management style is in place from an offenders initial, to final contact with the department. Central to Integrated Offender Management is the provision of targeted case management and specialised risk/needs assessment processes. This includes the delivery of appropriate, offence specific rehabilitation programs for sexual and violent offending, alcohol and drug use, general offending, and domestic violence. These programs include Making Changes, the Violence Prevention Program and the Sexual Behaviours Clinic which are currently delivered across a range of locations, both in prisons and Community Corrections. In addition to rehabilitation programs, education (with a particular current focus on literacy and numeracy), and vocational programs (including nationally accredited courses) provide direct work skills and enhance employment opportunities for released offenders. There is a clear expectation from government and the community that the department provides a means for offenders to contribute to the community, to acknowledge the impact of their crime on victims, and to provide their victims with the opportunity to be involved in the sentencing and correctional process. Community based support services that specifically address pre-release issues and assist with an offenders re-integration are also fundamental in bringing about a reduction in the rate of return to prison. DCS is committed to the enhancement of the critical partnerships it has, as well as the many initiatives that aim to assist a prisoners re-integration into the community. Support services and departmental relationships with community groups and other Justice Portfolio agencies provide offenders with access to necessary information and assistance required for a positive transition back into the community. The departments Aboriginal Services Unit and Aboriginal Liaison Officers also play a critical role in ensuring the connection between Aboriginal prisoners and offenders and their community is encouraged whilst in custody or under the supervision of the department. Offender Assessments The Offender Risk Need Inventory-Revised (ORNI-R) is the departments primary assessment tool for identifying offender risk and need. The ORNI-R (initially developed by Queensland Corrective Services) is based on five principles of effective offender intervention - risk, need, responsivity, professional discretion and program Integrity. The information collected during the ORNI-R assessment provides a basis for the creation of an Individual Development Plan, which assists with sentence and case planning (across both Custodial Services and Community Corrections). The tool identifies responsivity factors, enables for the provision of referrals to appropriate interventions and identifies reintegration and social needs (such as accommodation, health and employment). As the ORNI-R was not designed to assess the level of risk of re-offending within some specific offender populations (sexual or violent offenders), additional assessment tools are necessary
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to determine risk and needs within these groups. In recognising this, during 2009-10, the department introduced the Risk of Re-Offending (RoR) screening tool with versions for prison, probation and parole. This tool provides an initial service level response to determine risk, and the necessity for the next level of assessment known as the Offender Needs Analysis, or ONA. Both the RoR and the ONA have now been placed on the departments electronic database. In 2010, a restructure of the departments psychological resources resulted in the creation of a dedicated Sentence Management Unit to conduct specialist psychological assessments, including risk of sexual and violent re-offending, cognitive assessment, neuropsychological screening, personality assessment and other complex assessments as required. In the 12 months from 1 July 2011 to 30 June 2012, 348 specialist assessments were conducted across both Custodial Services and Community Corrections. Offender Development Programs Whilst offence focused programs based on the What Works literature have been proven to be effective in reducing rates of re-offending, research and ongoing evaluation has also lead to program modification and possible replacement to be inline with best practice interventions. During 2011-12, departmental staff have continued to plan for future rehabilitation programs. The three phases of the Making Changes program (preparatory, substance use and general offending), continued to be facilitated in Community Corrections and Custodial Services. Reviews of the Violence Prevention Program and the Sexual Behaviours Clinic were also undertaken and found that positive treatment target shifts were occurring amongst offenders who had completed these programs. In 2012-13, Offender Development staff will commence work on further developing the Violence Prevention Program to include an Alcohol and Other Drug component and ensure the program continues to address the treatment needs of moderate and high risk violent offenders. A new prison-based program that commenced in September 2011 was trialled for sexual offenders with cognitive deficits at Mount Gambier Prison. This program, called SBC-me (reflecting the Old Me, New Me concepts) provides rehabilitation to 8 prisoners, over a 14 month period. SBC-me aims to reduce re-offending amongst sexual offenders who have been assessed as being of significant risk of re-offending, and who are unable to engage in the Sexual Behaviours Clinic (due to inherited or acquired cognitive deficits). Integrated Housing Exits Program The Integrated Housing Exits Program (IHEP) commenced as an outcome of the 2003 Social Inclusion Board Report, Everyones Responsibility: Reducing Homelessness in South Australia. That report identified release from correctional facilities and remand as a high impact area for crisis intervention. The report also highlighted the importance of an integrated crossgovernment strategy to address housing issues for newly released offenders. A partnership was formed between Housing SA and DCS to work with non-government organisations to assist offenders on remand, or offenders with sentences less than 12 months who are at risk of homelessness. Within this program, accommodation is provided to participants through Housing SA on a short-term lease. Additional tenancy support and case management services are also provided to the offender to assist with finding alternative accommodation arrangements (private rental or long term lease with Housing SA). As at 30 June 2012, 51 people were actively involved in the program, and a total of 184 exprisoners had been accommodated by IHEP. The Housing Outreach Program also visited 399 prisoners throughout the nine South Australian prisons in relation to identified accommodation issues, during 2011-12.
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In early 2012, a subsidiary program to IHEP, known as the Integrated Housing Exits Alternative Accommodation Service (IHEAAS) was established to assist prisoners who are assessed as being suitable to participate in IHEP, however have no suitable properties available upon their release. IHEAAS participants are instead provided with a case management service through Offender Aid and Reintegration Services Community Transitions to find alternative accommodation (either private rental, community housing or Housing SA properties). IHEAAS participants are case managed for up to six months post release. There have been 16 referrals in 2011-12. Housing SA and DCS will continue to work in partnership during 2012-13 to secure the maximum number of properties allocated to this project (60 beds), and ensure that the services continue to support the goal of reducing homelessness and reducing re-offending. Rehabilitation Programs Branch The Rehabilitation Programs Branch (RPB) was created as a state government initiative. The branch employs a multidisciplinary team who provide group-based, cognitive-behavioural programs for moderate to high risk sexual and violent offenders. Programs are delivered by the RPB across Community Corrections and Custodial Services and are around six to nine months in duration. The branch utilises programs that are developed internationally, and based on the principles of best practice. The Sexual Behaviours Clinic and Violence Prevention Program both aim to address factors associated with risk of sexual or violent recidivism. These programs focus on increasing an offenders capacity for self-management and positive living, by promoting positive relationship skills, managing negative emotions or unhelpful thinking patterns, and increasing awareness of the impact of offending During 2011-12, the RPB delivered the Sexual Behaviours Clinic at Yatala Labour Prison and Mount Gambier Prison, whilst one Violence Prevention Program was delivered at Port Lincoln Prison and two programs at Mobilong Prison. An additional Violence Prevention Program also commenced at Community Correctional Centres and a pilot program designed for sexual offenders with lower intellectual ability was launched at Mount Gambier Prison. Maintenance sessions that aim to strengthen and extend the skills developed (whilst participating in the main program), were provided at the Adelaide Community Correctional Centre. Support was also provided by the RBP to case managers in country regions. Intervention Teams During 2011-12, Community Corrections Intervention Teams facilitated a total of 32 Making Changes phases, with 27 phases delivered in Custodial Services. Departmental social work teams work closely together to ensure the implementation of nationally acknowledged best practice standards. As a result of working to an evidence-based rehabilitation model, further collaboration between divisions, and increased involvement with rural intervention staff is anticipated during the 2012-13 year. Sentence Management Unit The Sentence Management Unit (SMU) operates from Yatala Labour Prison in accordance with Section 23(1) of the Correctional Services Act 1982. The unit has the responsibility for providing assessments and developing individual plans for offenders with a sentence of six months or greater. The SMU also makes decisions regarding the placement of prisoners. It is largely divided into two streams, an assessment and sentence planning function, and an administrative function. The role of the Sentence Management Unit includes the: creation of offender plans for all sex offenders and prisoners who have an effective sentence of six months or greater;
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provision of administrative support to the Serious Offender Committee and the Home Detention Committee; maintenance of records on prisoners with an effective sentence of 12 months or more; provision of relevant information to the Parole Board; interface between Youth Justice and the adult correctional system; monitoring of prisoner security ratings and status, such as dual or remand; audit of offender plans, case reviews, case note entries, assessments and case files; implementation and quality control of case management as described in the relevant Standard Operating Procedures; and monitoring of bedspace issues for all institutions and the management of the movement of prisoners between institutions.
In the 12 months from 1 July 2011 to 30 June 2012, the Serious Offender Committee reviewed 318 Individual Development Plans and provided oversight on 1 193 case reviews for serious offenders. Also during this year, the Home Detention Committee reviewed 656 applications, 341 of which were approved for release on home detention. Psychological Services The Department for Correctional Services employs psychologists who provide specialist assessment services across Custodial Services and Community Corrections, as well as program delivery through the Rehabilitation Programs Branch. DCS psychologists utilise empirically based, internationally recognised best practice principles and work collaboratively with other service providers, such as the SA Prison Health Service (SAPHS) and Forensic Mental Health Services. They provide intervention and specialised assessments for offenders who are affected by substance abuse, personality and mental health disorders, as well as playing a significant role in addressing criminogenic need. DCS psychologists further assist with decision making regarding intervention for offenders by providing information to the Sentence Management Unit, the Serious Offender Committee and the Parole Board. Offenders are referred for psychological assessment and intervention through the Sentence Management Unit (via the departmental case management system). Specialised risk assessments then inform the nature and level of needs, as well as treatment priorities. SMU psychologists are involved in the High Risk Assessment Team (HRAT) meetings and Behavioural Management Forums across the state. This is a multi-disciplinary approach with SAPHS, prison intervention teams and custodial officers, providing a format for urgent referrals for prisoners requiring immediate treatment, crisis intervention and specialised management strategies. The role of the psychologist attached to the HRAT adds opportunity for specialist assessment and advice to further guide behaviour modification and risk management strategies. From 1 July 2011 to 30 June 2012, Sentence Management Unit psychologists delivered 1 871 sessions to prisoners, including risk or suicide and self harm assessments to inform HRAT teams. Aboriginal Services Unit The Aboriginal Services Unit was established to service the needs of the departments Aboriginal stakeholders. In addition, the unit monitors DCS implementation of recommendations from the Royal Commission into Aboriginal Deaths in Custody (1991). The unit works across the department (at both policy, and operational levels) to provide advocacy for Aboriginal departmental staff and oversees the development of culturally appropriate services and 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 2011-12 included:
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contributed to strategies to encourage the recruitment and retention of Aboriginal staff including the implementation of the departments Aboriginal Recruitment Program (in conjunction with the Department of Further Education, Employment, Science and Technology); engaged Aboriginal community members as Visiting Inspectors and supported Aboriginal Liaison Officers through quarterly information training forums; coordinated of the annual Aboriginal Staff Conference to overview specific directions and build awareness of stakeholders and their programs; coordinated and implemented the National Indigenous Corrective Services Administrators Council Working Group agenda for Australian and New Zealand delegates; audited progress on the recommendations of the Royal Commission Into Aboriginal Deaths In Custody (RCIADIC) to assess compliance (20 years after implementation); provided advanced cultural awareness training across the department as well as development and training opportunities to Aboriginal staff members; continued to enhance the departments partnership with Aboriginal stakeholders; supported Centacare Reintegration Services to assist with the reintegration of Aboriginal offenders; provided resources to enable Aboriginal prisoners to participate in life skills building programs including the Prisoner Re-Integration Employment Opportunity Program (PREOP) and the Sierra Program at Port Augusta Prison; contributed to the recruitment and retention of Aboriginal staff across the department; modified and delivered Cultural Awareness programs to existing and trainee custodial officers and other departmental staff; supported the development and implementation of the Cross Border Aboriginal Family Violence Program for women offenders across the Pitjantjatjara, Yankunytjatjara and Ngaanyatjarra speaking communities of central Australia; progressed and implemented training supporting the roll out of the Aboriginal Impact Statement; supported finding systemic solutions to the barriers faced by Aboriginal offenders; and continued to coordinate the Prevention of Aboriginal Deaths in Custody Forum, giving Aboriginal prisoners the opportunity to raise concerns directly with the Chief Executive.
During 2012-13, the Aboriginal Services Unit will lead the engagement of the Aboriginal community within specific departmental institutions and programs by: continuing the Aboriginal Elders Visiting Program; exploration of opportunities for Aboriginal people wishing to reintegrate back to remote communities; continuing to engage with Aboriginal support programs that offer specific assistance to female Aboriginal prisoners and offenders in the community; exploring employment opportunities for Aboriginal prisoners leaving the correctional system; and focusing on the issue of Aboriginal over representation within the custodial environment.
Alcohol and Other Drug Strategy The departments Alcohol and Other Drug Strategy incorporates an integrated approach to reduce the supply and demand of illicit drugs. The department is focused on intercepting the introduction, and supply of illicit drugs into the prison system through the use of information gathered by the departments Intelligence and Investigations Unit, and the activities of the Operations Security Unit. The strategy also seeks to identify and target the extent of prisoners drug problems, and provide appropriate programs that assist with addiction recovery.
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Prisoner and community based offender urine testing continues to be undertaken extensively to detect the use of illicit drugs. In addition, the Parole Board increasingly imposes conditions that require parolees to undergo regular testing for drug and alcohol use. The courts have also been including drug testing conditions on Bonds and Bail agreements. The Alcohol and Other Drug Management Unit undertakes urinalysis and breath testing on community based offenders. The unit is a mobile service, accredited under Australian Standard 4308: Procedures for specimen collection and the detection and quantification of drugs of abuse in urine. During 2011-12, the unit undertook in excess of 500 tests per month. This amounted to over 6 000 urinalysis tests across Community Corrections and over 4 058 tests in prisons. In addition to testing, the unit also trialled new on site urine and saliva testing devices and provided training and advice on testing for both Community Corrections and prison based staff. The department continues to improve the efficiency and effectiveness of this service, including increased attendances at regional offices and out of business hours testing. Prisoner and Offender Education The Vocational Training and Education Centre of South Australia (VTEC-SA) is the departments Registered Training Organisation. VTEC-SAs primary function is ensure the qualifications on the Registered Training Organisations scope (covering staff, prisoners and community based offenders) comply with the national standards and conditions for Registered Training Organisations which are set by Australian Skills Quality Authority (ASQA). VTEC-SA staff provide advice on planning and policy and offer direction for the education and training programs which the department is registered to deliver. During 2011-12, the department continued to focus on targeting prisoners who have very low levels of literacy and numeracy, and who have a high risk of re-offending. Education programs emphasise the development of basic language, literacy and numeracy skills. Concentrating on the development of literacy, numeracy, learning skills and employability capabilities improves opportunities for prisoners to access gainful employment on their release from prison and, by so doing, assists to lessen the incidence of recidivism. During 2011-12: a total of 1 983 prisoners and offenders participated in education and vocational and educational training programs (compared to 1 779 in 2010-11); prisoners and offenders commenced 3 931 (3 032 in 2010-11) units of study covering literacy/numeracy, vocational education, secondary school and tertiary studies. 3 083 (2 587 in 2010-11) of these units were in literacy and numeracy, computing and business studies; a total of 2 036 (1 554 in 2010-11) units of study were completed and were included in a Statement of Attainment for prisoners and offenders successfully completing literacy and numeracy, computing and business studies. The 2011-12 completion rate was 66% (compared to 60.1% in 2010-11); and departmental staff enrolled in 2 605 (2 369 in 2010-11) units of courses including Certificate III and IV in Correctional Practice (Custodial), Diploma of Correctional Administration, Certificate IV in Government, and Diploma of Government.
Prison Industry Prison Industries have continued to experience moderate growth over the last year. Existing customers are being serviced to meet their requirements whilst industry managers and general managers continue to search for new opportunities. Prison Industries have maintained quality accreditation to Australian Standard 9001:2008, as well as managing the food safety requirements of prison catering operations in accordance with the food safety standard code. Prison Industries plays 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. There are
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approximately 392 prisoners engaged in prison industries daily across all sites. 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; and Port Augusta Prison - joinery, engineering, powder coating, vegetable growing and tree propagation.
The SA Prison Health Service The Department of Health and Ageing through the Central Adelaide Local Health Network, Statewide Services, and SA Prison Health Service (SAPHS) is responsible for the provision of a range of primary health care services to all prisoners in South Australia. SAPHS work collaboratively with Mental Health Services and Drug and Alcohol Services to support and manage patients with mental illness and significant substance abuse problems. SAPHS provides patients with health services appropriate to their ongoing health needs in line with that which they would receive in the general community. Additionally, allied health is provided by external providers. Dental services are provided by the South Australian Dental Service, and psychiatric clinics are provided by the South Australian Forensic Mental Health Service. Health Centres located at Yatala Labour Prison and the Adelaide Remand Centre provide 24 hour nursing services. All other prison Health Centres provide nursing during extended business hours, often between 7am - 9pm. Male or female prisoners who require health treatment or medical observation, within the scope of the service, may be transferred to Yatala Labour Prisons 24 hour Health Centre. The Department for Correctional Services and SAPHS have developed Joint System Protocols, which describe the responsibilities of the two agencies in relation to prisoner health and welfare and case management processes. The Joint System Protocols were reviewed and updated in 2010 to include complex case management, and now includes South Australian Forensic Mental Health and South Australian Dental Service as signatories. SAPHS also partnered with DCS in the implementation of a joint procedure to manage prisoners at risk of suicide or self harm. This procedure was implemented across all prisons in the last financial year. SAPHS is now also undertaking a review of medication service delivery, in conjunction with DCS, and SAPHS is considering alternative strategies for low risk medications. In 2011-12, the Department of Health commissioned PricewaterhouseCoopers to undertake a review of all service delivery provided by SAPHS. As a result, a joint Governance Committee was established to progress the twenty six recommendations. SAPHS will now work together with the department, in consultation with staff, unions and prisoner support groups, to strategically implement these recommendations in the future. Also during 2011-12, the department and SAPHS joined together to hold various health promotional activities. This included a full day Health and Wellbeing Expo (held in March 2012 at Cadell Training Centre) and activities for Mens Health Week held in mid 2011. In addition, at Mobilong Prison in 2011-12, a series of health information sessions were coordinated on topics including quitting smoking, arthritis, hepatitis C, cardiovascular health and diabetes. These sessions were complemented by the continual provision of activities such as tai chi, pilates, football and basketball.
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Chaplaincy Service The Prison Chaplaincy Service within a custodial setting is integral to the religious and social welfare needs of prisoners, and it is complementary to departmental objectives for a safe, secure and humane prison environment. The service is lead 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. The department continues its commitment to supporting members of the Christian Prison Ministries Forum and their provision of various programs including, Kairos, Alpha, Prison Fellowship and other faith based initiatives that promote faith, cooperation, wellbeing and human dignity. Kairos has run two, three day introductions to Christianity at Mobilong Prison with 24 prisoners completing the course to date. Kairos now plans to expand the program to Port Augusta Prison in 2012-13. 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, the arrangement of Christmas presents for prisoners and their children (who are under 15 years of age). In 2011-12, the fellowship also commenced a pilot of Christian free-to-air television at Cadell Training Centre. In 2011-12 the Department continued its 17 year partnership with Edge Church including the Life Skills Program at the Adelaide Womens Prison. This program provides prisoners with access to a range of services and activities including hair cuts, chocolate and card making workshops, job interview preparation and presentation workshops and a range of art classes. Edge Church also worked with the Department throughout 2011-12 to commence an infrastructure partnership at Adelaide Womens Prison. This partnership involved the refurbishment of three accommodation units which included upgrades to kitchen, bathroom and garden areas. The providers of faith based services and their communities are acknowledged and thanked by the department for their efforts in 2011-12 as well as their ongoing support.
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1. DELIVERING OUR CRITICAL SERVICES

SAFETY AND SECURITY
Custodial based services There are nine prisons located throughout South Australia, four of which are in the Adelaide metropolitan area, with the remaining situated across the State in country areas including Mobilong (Murray Bridge), Port Augusta, Port Lincoln, Cadell and Mount Gambier. Each prison plays a specific role and function within the South Australian correctional system. The key prisoner categories include male and female, remand, sentenced, high security, medium security, low security and protection. The South Australian prison system is designed to enable prisoners to progress from high security to medium and then to low security prisons. A prisoners ability to progress through the system is managed through an individualised case management system which is informed on their assessed level of risk to the community, institutional risk and their level of behavioural compliance in accordance with the various prison regimes. Placement also considers the availability of offender services and programs to address individual needs. The department remains committed to addressing the needs of Aboriginal people in the criminal justice system. In accordance with that commitment, the department provides a range of support services in the custodial environment to Aboriginal prisoners. This includes the use of Aboriginal Liaison Officers, Aboriginal specific accommodation, the provision of Grieving Shelters and participation in relevant forums such as the Prevention into Aboriginal Deaths in Custody forum. The departmental focus on appropriate management and support of prisoners with complex needs (such as mental illness, intellectual disability and aged and infirm prisoners) continued in 2011-12. Upon admission, all prisoners are assessed by correctional staff in conjunction with SA Prison Health Service. Assessments continue throughout a prisoners sentence and form the basis of each prisoners offender plan. In 2011-12, the amendments to Correctional Services Act 1982 (SA) enhanced the security and safety of the prison system. Key changes include increased powers relevant to prisoner visits, as well as new provisions in relation to the use of passive alert detection dogs and weapons by correctional staff. Yatala Labour Prison Yatala Labour Prison (YLP) is South Australias largest prison and can accommodate up to 500 male high, medium and low security prisoners, including those in protective custody. YLP also accommodates a high proportion of remand only prisoners. 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 training school for new correctional officers as well as the departments Sentence Management Unit. Yatala Labour Prison provides for an extensive prison industry program, delivering work and vocational opportunities in metal work and metal fabrication, joinery work in the manufacturing of a variety of timber products including furniture and sofa frames, a paint and powder coating workshop, E-Waste recycling of electronic components, a commercial laundry service and a commercial standard institutional kitchen that produces over a 1 000 meals a day. The institution has embarked upon a significant infrastructure upgrade with the commencement of construction on a new gatehouse facility, Health Centre and the
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complete refurbishment of the kitchen. capacity by 32 beds.
In addition, in 2011-12 the prison expanded its
YLP has implemented major roles and function changes which are 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. Other highlights at YLP in 2011-12 included: the introduction of a new front line supervisory model for the leadership of custodial staff and a new rosters system which expanded the variety of work opportunities for correctional staff and exposure to personal development and promotional opportunities; and the departments commitment in 2011-12 to establish a High Dependency Unit at YLP which will accommodate prisoners who require specialised accommodation and support services due to their mental or physical health or impairment, disability, age and others who require more intensive supervision. It is anticipated that construction on this unit will commence in the next financial year.
The Northern Metropolitan Correctional Business Centre is located at Yatala Labour Prison and services the prison, the Adelaide Pre-release Centre, the Adelaide Womens Prison and the Northern Metropolitan Community Correctional Region. This includes the provision of human resources, finance, occupational health and safety and procurement functions. Adelaide Remand Centre The Adelaide Remand Centre (ARC) is a high security remand facility which was commissioned in 1986. Its inner city location was originally intended as the sole accommodation for remand prisoners given its close proximity to the courts. The prison now manages a video conferencing facility, which allows offenders to appear before the court without the need to leave the prison. Prisoners accommodated at the ARC have access to exercise yards, a gymnasium, a squash court and recreational areas, which help to form the basis of a constructive day. The centre also operates an education program which focuses on literacy and numeracy to assist prisoners in preparing for their return to the community. The ARC has its own fully equipped Health Centre where nursing staff and doctors from the SA Prison Health Service, manage the health needs of prisoners. Up to 267 prisoners can be accommodated in the prison including both mainstream and protective custody. Approximately 160 staff are employed at the ARC comprising of management, custodial, administrative support and professional services staff. Other highlights at the ARC in 2011-12 included: the completion of an access control and a reception upgrade which utilises new technology in an effort to reduce the risk of contraband or unauthorised persons entering the prison. This includes Biometric Verification (using an iris or fingerprint scan), a Rototurn metal detector, X-ray scanning of approved personal items, an explosive and narcotics trace detector and speed stile entry and exit gates.
Mobilong Prison Mobilong Prison is an open, campus-style prison located near Murray Bridge. It has the capacity to accommodate 327 medium and low security male prisoners. 50 of these prisoners live in cottage-style units which each hold up to five prisoners. Mobilong 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. Prisoners can access designated areas in the prison without being escorted which requires them to demonstrate personal responsibility.
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Aboriginal relations are a focus at the prison 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, including a football match and family day. Programs delivered at the prison are Making Changes, Alcoholics Anonymous and Violence Prevention Program. Mobilong also runs a number of Mens Health clinics throughout the year that cover diabetes, prostate cancer and hepatitis C awareness as well as parenting skills. Further services offered at Mobilong Prison include prisoner education, grounds maintenance, fitness and wellbeing training, ceramics classes, Dreamtime Aboriginal art classes, emu egg engraving and other recreational activities. Prison Industries provided at Mobilong Prison include an electronic waste recycling project, assembly work, paver production, metal engineering workshop, kitchen and bakery. A number of bakery products are used widely throughout the prison system. Other highlights at Mobilong Prison in 2011- 12 included: the arrangement of an inter-prison football tournament between Mobilong Prison and Cadell Training Centre which was sponsored by past and current AFL players, the Aboriginal Services Unit and the DCS Executive; the hosting of 160 guests to celebrate the completion of the Kairos short course; and 14 submissions in the Flinders University Art by Prisoners competition. 12 contributors won awards with proceeds from some artwork sales donated to Victims of Crime.
The Southern Country Correctional Business Centre is located at Mobilong Prison. The Business Centre services Mobilong Prison, Cadell Training Centre, Berri, Murray Bridge and Mount Gambier Community Correctional Centres. Customer Services provided include human resources, finance, occupational health and safety and procurement functions. Port Augusta Prison Port Augusta Prison (PAP) is a multi-purpose facility providing accommodation for up to 392 high, medium and low security prisoners. PAP is South Australias largest regional prison catering for remand, reception and sentenced prisoners both male and female. Port Augusta Prison has a high proportion of Aboriginal prisoners from communities across the north of the state. Programs and services delivered at PAP for 2011-12 include crisis intervention and support services, prisoner assessment and sentence planning, case management services, education and vocational training, and core programs, such as the Making Changes program and the Violence Prevention Program. PAP provides prisoners with opportunities for work and training in the kitchen, laundry, garden, nursery and other trade workshops. The prison industry program includes seed propagation, seasonal vegetable production, timber furniture production and metal products fabrication. The prison includes the Pakani Arangka unit, which means a good growing place. The unit is a 12 person dual occupancy unit which is dedicated to Aboriginal prisoners. Pakani Arangka is located within a large garden and aims to provide culturally specific programs and allow cultural interaction amongst prisoners. A range of programs support Pakani Arangka in addition to culturally specific training, such as mens leadership and enhanced cultural awareness training. Pakani Arangka requires that prisoners agree to demonstrate a high level of institutional conduct and display a sound work ethic in order to contribute to a stable communal living environment. In 2011-2012, PAP completed the second instalment of the Sierra Program which targets young offenders aged between 18 and 23 years. The cognitive based program is based on relevant literature on the characteristics and needs of young persons involved in criminal
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behaviour. It aims to assist participants to build essential skills that support an offence-free lifestyle after release from prison. PAP also facilitates the BHP Prisoner Reintegration Employment Opportunity Program (PREOP). This program involves groups of 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 gain skills in interviewing and resum writing. The PREOP program is a practical example of overcoming the cycle of crime and providing prisoners with tangible opportunities to improve their and their familys, lives. To date, 45 offenders have completed the program with 27 having gained paid employment upon release. PREOP is the most successful program of its kind in Australia. PAP also has an agreement with the Port Augusta City Council for community service projects. These projects are undertaken by a work gang that operates from the low security cottages, and includes undertaking graffiti removal, park construction and maintenance, and general clean up activities of the foreshore area. This community service has also been extended to include submissions from other community organisations. For the 2011-12 financial year, the community benefit was estimated at approximately $94 749. Other highlights at PAP In 2011-12 included: the continuation of infrastructure projects, including construction works on the new Banksia unit which is due to be completed in late 2012. The Banksia Unit has been designed to hold 90 prisoners of medium and high security classifications. the prison awarded the departments Community Partnership Award to BHP Billiton, Xceptional Recruitment and Olympic Dam Transport Australis for their contributions to the Departments PREOP Program; and players from the North Adelaide Football Club attended the prison to observe and support a prison football match and to provide a training session for prisoners.
The Northern Country Correctional Business Centre is located at Port Augusta Prison. The Business Centre provides human resources, finance, occupational health and safety and procurement function services for Port Augusta Prison, Port Lincoln Prison and Northern Country Community Corrections. Cadell Training Centre Cadell Training Centre (CTC) provides accommodation for up to 161 low security male prisoners in a rural environment covering approximately 1600 hectares. Prisoners at CTC are also able to undertake employment focused education programs including literacy and numeracy, backhoe, truck, vehicle, boat and forklift licences, and nationally recognised qualifications in horticulture and dairy. During 2011-12, 234 prisoners successfully gained licences and permits to assist with employment opportunities upon release. During 2011-2012 all three Phases of the Making Changes program were delivered at CTC. Prisoners at Cadell Training Centre also have access to work pursuits including olive groves, a nursery, irrigation unit, garage and workshop area. CTC also operates a registered HolsteinFriesian stud, and processes and packages the milk produced for use in the prison system as well as the Royal Adelaide Hospital. The Cadell Country Fire Service (CFS) which is staffed by seven custodial staff, nine members of the public and 13 prisoners maintained their level one and two qualifications during 2011-12. This also included a number of other accreditations during the year such as Compressed Air Breathing Apparatus, Suppress Wild Fire, Government Radio Network Usage, Burn Over Drills and Off Road Driving. The Cadell CFS managed approximately 112 hours of internal training and also conducted training sessions at the Cadell Brigade for other CFS Brigades. During 2011-12, the Cadell CFS attended numerous callouts for a variety of purposes such as road accidents, traffic control, creating landing zones for emergency helicopters, commercial fires and storm damage.
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Other highlights at CTC in 2011-12 included: the updating of the prisons citrus orchards which will now require less water and will allow for more trees per hectare; and the expansion of the CTC Community Work Program which included projects such as cleaning up tasks at the Cadell Bowling Club, restoration work on the Canally Paddle steamer, paving and painting for schools and other non profit organisations, clean up work in national parks and assistance at community sporting events.
Port Lincoln Prison Port Lincoln Prison (PLP) is located 650 kilometres (by road) west of Adelaide on the lower Eyre Peninsula, and can provide accommodation for up to 126 medium to low security prisoners. In June 2011, the new low security unit, called Bluefin, was opened which provided another 36 beds at the site. Bluefin includes accommodation specifically designed for prisoners who are aged, or who have mobility issues. Port Lincoln Prison, is considered a farm property and consists of approximately 200 hectares, which is currently used for barley, canola and livestock production. The commercial garden produces a wide range of vegetables, which are used within the institution and sold to the local community through contracts with vegetable retail outlets, hotels and restaurants. The workshop has recently become involved in the oyster industry and is currently manufacturing five different style oyster bags. The prison has also developed an engineering business unit which constructs items for the oyster and pilchard industries. PLP delivers the Violence Prevention Program and approximately 40 percent of the prisoner population is involved in educational and vocational programs such as Senior First Aid and White Card training. Some prisoners are also trained to become Peer Supporters who support other prisoners with various issues associated with being incarcerated. Peer Supporters work closely with case management staff to ensure positive outcomes. Other highlights at PLP in 2011-12 included: a small group of prisoners spent up to ten days working to set up and dismantle the infrastructure for the annual Tunarama Festival as part of a community initiative; the prison commencing a review of its library system including new material sourced and bar-coded to complement the planned new borrowing system which will commence next financial year. significant infrastructure works at the prison took place including the relocation of the main store and prisoner property, and the refurbishment of the existing control room.
Adelaide Womens Prison Adelaide Womens Prison (AWP) is the only dedicated womens prison in the state. It has the capacity to accommodate up to 148 female prisoners and caters for both remand and sentenced prisoners with high, medium and low security ratings, including pre-release needs. Remand and sentenced prisoners are accommodated together, within a range of accommodation types determined by incentive-based regimes and risk assessment. The AWP employs a multi-disciplinary approach to the management needs of female prisoners. Programs and services delivered at the prison include crisis intervention and support services, case management, education and vocational training and coordination of external support service providers. The Making Changes program is also delivered to identified prisoners. Employment opportunities include a textiles workshop, grounds and maintenance work, kitchen, laundry and cleaning. The textiles workshop has a number of commercial contracts with external customers as well as making the states prisoner clothing and undertaking community service projects.
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There is a continued focus on integrated offender management, with the increased aim of involving family members and community support workers to assist in the transition process from prison back into the community. Other highlights at the prison in 2011-12 included: continuation of the development of the Master Plan for improvement works at the AWP and Adelaide Pre-release Centre to upgrade (or construct) a new kitchen, a new cell block and install a new perimeter fence at the Prison; the prisons workshop submitted entries for the Royal Adelaide Show (following successful outcomes in 2010-11). The workshop also featured in a television current affairs segment which highlighted prisoners work and achievements; and an important infrastructure improvement program was initiated at the Prison in 2011-12 which included the commencement of a partnership with Edge Church to undertake a renovation project as part of the Living Skills Unit.
Adelaide Pre-release Centre The Adelaide Pre-release Centre (APC) is the main pre-release facility in the state for male prisoners. It has the capacity to accommodate 60 low security prisoners in cottage accommodation. The APC was established to provide male prisoners with programs to facilitate their gradual release into the community. Prisoners at the APC are generally in the last 12 to 18 months of their sentence and participate in accompanied and unaccompanied family leave, education, work release and community work programs, as well as a range of on centre employment programs and service delivery opportunities. In 2011-12, 149 prisoners from the APC performed various important community service roles including work for the Metropolitan Parks Program, the Salvation Army the Northgate Life Centre, church organisations and other government programs. During the year, more a total of $157 760 worth of value and benefit was provided to the community as a result of this prison-based community service. The APC continues to provide re-socialisation programs to prisoners, based on the principles of case management and incentive-based regimes, enabling prisoners to access a wide choice of programs based on individual assessment of need and progress through each regime. Programs delivered include accommodation services, basic budgeting, gambling assistance, mens health as well as information sessions relating to Parole and Home Detention. External service providers, as well as departmental resources, are used to assist in preparing prisoners to re-enter the community. The APC garden provides employment opportunities for prisoners accommodated on site. The garden is a commercial enterprise supplying fresh seasonal vegetables to the states 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 the APC. Prisoners attend courses in community learning facilities to address identified literacy and numeracy deficiencies, obtaining vocational education qualifications and skills to assist in gaining employment. Other highlights at the APC in 2012 included: the enhancement of an award winning partnership arrangement 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; and the establishment of a new partnership as part of the departments REPAY SA, program where male prisoners engage in community service work.
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Mount Gambier Prison Mount Gambier Prison is the only privately managed prison in South Australia. It is currently managed and operated by G4S Custodial Services Pty Ltd, and the contract is closely monitored by the department. The prison can accommodate 172 male sentenced and remand prisoners, and caters primarily for medium and low security prisoners. The prison can also accommodate short-term high security male and female prisoners. G4S is responsible for the day to day operation of the prison, although these operations are overseen by a departmental General Manager and two onsite operational coordinators, as required by legislation. Performance of the prison and its operations are monitored by a range of mechanisms, such as: monthly reports against the Key Performance and Service Level Indicators; monthly meetings of the Contract Management Group to consider any key issues and performance; monthly reports from the G4S Prison Director who manages the prison on a day-to-day basis; and 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. The public tender process for the operation of Mount Gambier Prison concluded in June 2011 with Cabinet approving G4S as the successful tenderer. The new five-year contract commenced on 1 December 2011. Security Classifications Prisoners who enter the prison system are assessed to determine an appropriate security classification. This classification is reviewed on an ongoing basis through the case management process, with endorsement by the general manager and/or the Serious Offender Committee, as required. In addition to standard security considerations, prisoners must demonstrate positive behaviour and a commitment to addressing their offending behaviour to achieve a reduction in their security classification. As at 30 June 2012, 23.11% of prisoners were classified as high security, 54.94% were classified medium and 21.04% of prisoners were classified as low security. There were approximately 0.91% of prisoners yet to be classified. Incentive Based Regime Prisoners in South Australia are managed in accordance with incentive based regimes. The regime management system seeks to enhance case management processes by ensuring prisoners are provided with opportunities to address offending behaviours and develop skills that will assist in leading a law-abiding lifestyle upon release back into the community. Prison regimes are designed to encourage prisoners to accept responsibility for their own actions and behaviours. Upon entry into a prison, prisoners are placed on an induction regime and can 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 complaint to governing rules and regulations (noting that upon review date if there are noted behavioural improvements the prisoner will then recommence working through the regimes with increased incentives).
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In circumstances where the prisoner has unique needs, such as mental health, 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, with governing rules and regulations. Nominated Visitors Prisoners are entitled to receive visits from nominated visitors. Visits from relatives and friends enable prisoners to maintain community ties and are essential for the present and future wellbeing of prisoners and their families. During 2011-12, there were 48 645 visit sessions across the prison system. The total visitor number was 72 208. Unfortunately, some visitors abuse their visit privilege and seek to introduce contraband into the prison system or do not meet accepted behavioural standards. When there is sufficient evidence to suggest that a visitor may be attempting to introduce contraband, they may be banned from visiting prisons. During 2011-12, a total of 96 visitors were banned. Pursuant to Section 34 of the Correctional Services Act 1982, during 2011-12: 60 visitors were detained and searched; and 25 visitors were found to be in possession of a prohibited or restricted item and detained for South Australian Police (SAPol) attendance. The average duration of these detentions was approximate 15 minutes.
Visiting Inspectors Visiting Inspectors monitor the operation of prisons in accordance with the Correctional Services Act 1982. Visiting Inspectors provide an independent regular inspection service across South Australian prisons. Visiting Inspectors speak directly with prisoners to make certain that they are treated fairly and that their accommodation is clean and safe. They also ensure that prisoners have access to adequate food and suitable clothing, and may be called upon to investigate any complaints that could affect the health and welfare of prisoners. South Australia currently has 25 active Visiting Inspectors. One Visiting Inspector was appointed in 2011-12, one retired from the position and one Visiting Inspector resigned. There was one active Aboriginal Inspector in 2011-12. Visiting Tribunals Visiting Tribunals are appointed by the Governor of South Australia to provide an independent adjudication service for serious breaches of prison rules and regulations. Appeals that originate from General Managers penalties may also be attended to by Visiting Tribunals. They are also involved in the witnessing and destruction of contraband seized within the prison system. In 2011-12, there were six active Visiting Tribunals, with no new appointments or revocations. Complaints Management The complaints management service provides a step by step prisoner and offender grievance process aimed at achieving a satisfactory resolution at the first point of contact. This service includes the prisoner complaint telephone line which provides advice, information, and appropriate referral services for prisoners. In 2011-12, there were 1 248 registered calls to the Prisoner Complaint Line, comprising 691 valid calls and 557 invalid calls (such as wrong number dialled or hang ups). This compares to a total of 977 calls, comprising of 498 valid and 479 invalid for 2010-2011.
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Prisoner Population The average prison population continued to increase during 2011-12, while the number of prisoners held in custody on remand was steady there was an increase in those serving a custodial prison sentence. The average prisoner population for 2011-12 was 2078, this compares with 1987 in 2010-11 and 1963 in 2009-10. The following graph shows the annual average numbers of prisoners over the last five years.
Average Prisoner Population - 2007-08 - 2011-12
1855
2000
1935
1963
1987
2078
Prisoner Population
1800 1600 1400 1200 1000 07-08 08-09 09-10 10-11 11-12
Gender Males made up 93.55% of the prison population as at 30 June 2012. Age The average age for a person in custody at 30 June 2012 was 37.0 years. On 30 June 2011, the average age was also 37.0 years, and was 36.4 as at 30 June 2010. During 2011-12, 19.82% of all intakes into custody were from the 25-29 year age group. Aboriginal Status The number of Aboriginal prisoners decreased slightly from the previous year. As at 30 June 2012, 22.39% of prisoners were Aboriginal, this compares with 23.79% on 30 June 2011. Remand As at 30 June 2012, 31.15% of prisoners were unsentenced. This compares with 31% on 30 June 2011 and 35.25% as at 30 June 2010. Sentence Length The average expected time to serve in prison for sentenced prisoners as at 30 June 2012 was 70.6 months compared with 69 months on 30 June 2011 and 70.2 months on 30 June 2010.
Expected Time to Serve in Custody - 2007-08 - 2011-12 80 60 Months 40 20 0 07-08 08-09 09-10 10-11 11-12
69.3 70.2 69.0 70.6
66.4
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Most Serious Offence As at 30 June 2012 the most common serious offence for male sentenced prisoners were Acts Likely to Cause Injury at 23.5%. The most common serious offence for the previous two years has also been Acts Likely to Cause Injury, on 30 June 2011 at 23.8% and 30 June 2010 at 20.7% As at 30 June 2012 the most common serious offence for sentenced female prisoners was Homicide at 24.7%. Homicide was also the most common offence, at 22.6%, on 30 June 2011, and also in 2010 at 23.1%. Most Serious Offence for Sentenced Males 2010-2012
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 Robbery, extortion and related offences Acts Likely to cause injury Other Theft Sex Offences Homicide
0%
5%
10% Percentage (%) 2010 2011
15%
20%
25%
2012
Most Serious Offence for Sentenced Females 2010-2012
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% Percentage (%) 2010 2011
15%
20%
25%
2012
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Prison Incidents Escapes In 2011-12, no prisoner escaped from secure or open custody, this is a direct result of the Departments strengthened security measures for all prisoners, particularly for those in low security open custody and on escort or hospital watch. Strengthened measures have included amendments to prisoner placements, additional security checks of the environment of individual hospital rooms, and implementing other strict guidelines to reinforce procedures. The following graph illustrates the escape rates since 2007-08 (escape rate is calculated as 100 x prisoners escaping divided by the daily average prison population). It must be noted that a single incident impacts greatly on the overall rate due to the very low number of incidents. Escape rates from 2007-08 to 2011-12
Escape Rates between 2007-08 and 2011-12
Prisoner population
1 0.8 0.6 0.4 0.2 0 07/08 08/09 09/10 10/11 11/12 0.32 0.36 0.15 0.20 0.00
Assaults Prisoner assault rates are calculated as 100 x prisoners involved in assaults divided by the daily average prisoner population. The Department has further improved the reporting of assault incidents during the year to ensure the safe and secure management of the prison system. Assault rates between from 2009-10 to 2011-12
Prisoner on Officer Physical Assaults Abusive Threatening Behaviour Prisoner on Prisoner Assault 8.40% 8.70% 8.33% 2009-10 0.61% 4.94% 2010-11 0.80% 3.17% 2011-12 0.77% 5.05%
Deaths in Custody Four deaths in custody occurred during 2011-12. Three of these recorded deaths were of apparent natural causes. Whilst any unnatural death in custody is unacceptable, the department continues to ensure that appropriate measures are undertaken to identify those offenders most at risk of self harm and, wherever possible, prevent deaths in custody. No Aboriginal prisoners died in custody in 2011-12.
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Illicit Drugs During 2011-12, there were 216 recorded drug detection incidents in prison. The Department for Correctional Services proactively seeks to stop the supply and trafficking in illicit drugs. The trafficking of drugs to prisoners is an issue for every correctional jurisdiction. The department has deployed a range of measures to reduce trafficking by targeting and minimising supply and demand. A number of targeted whole of institutional searches took place during the year. The searches were undertaken by members of the departments Emergency Response Group, Operations Security Unit, staff at each site, the departments Intelligence and Investigations Unit, South Australian Police and the Australian Customs Service. These searches were supplemented with a rigorous and regular local search program to assist in slowing the use of illicit drugs in the prison system. A number of Operation Dedicates, in partnership with South Australia Police were undertaken in 2011-12. These operations targeted visitors to correctional institutions and involved the searching of visitors and their vehicles. SAPOL resources provided, which greatly assisted the department, 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 Act) the manager of a correctional institution may cause a prisoners belongings to be searched for the purpose of detecting prohibited items. In this regard, prison general managers have reported that over 55 000 searches were conducted on prisoner areas and their cells and property throughout the states prisons during 2011-12. As a result of these searches, a large number of prohibited items were found and confiscated. Search of prisoners between 2011-12 TYPES OF CONTRABAND 1 2 3 4 9 5 0 1 12 0 6 0 48 0 4 0 38 1 1 2 43 10 10 8 12 0 0 1 55 12 1 1 13 7 0 2 69 16 0 0 299 51 22 15
PRISON ARC APC AWP CTC MOB MTG PAP PLP YLP TOTALS
NUMBER OF SEARCHES 4890 787 4051 4584 5232 3892 21629 1685 10307 57057
5 0 0 0 1 9 1 1 1 2 15
6 2 18 41 18 37 5 58 325 160 664
LEGEND: 1 Drugs/drug paraphernalia 2 Homemade weapons 3 Mobile phones, and related items (SIM cards and chargers)
4 Homebrews 5 Tattooing equipment 6 Other prohibited items
Intelligence and Investigations Unit The departments Intelligence and Investigations Unit works collaboratively with the South Australian Police (SAPol), monitoring the activities of prisoners and their visitors to intercept and reduce the flow of contraband into the prison system. Visitors who are reported, or charged by SAPol as a direct result of the units activities, can be banned from visiting any of the States prisons. This can occur after either being detected with contraband, endeavouring to gain entry using a false identification or for being suspected of introducing contraband into the prison system.
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1. DELIVERING OUR CRITICAL SERVICES SAFETY AND SECURITY

The role of Community Corrections The courts can sentence offenders to undertake community based sanctions including Probation (Bonds), Community Service (Repay SA), Supervised Bail or Intensive Bail Supervision (court ordered Home Detention). During the period of their community based sentence, offenders are supervised by the Department for Correctional Services, and are often ordered to undertake programs to address their offending behaviour. Offenders with community based orders are required to comply with all conditions of the order with any failure to comply resulting in possible further sanction from the courts. In addition to supervising offenders on court orders, the department also provides community based supervision for offenders on Parole and Home Detention. Community Corrections continues to provide targeted, risk based offender management, known as Enhanced Community Corrections (ECC). Improving public safety and managing offenders based on their level of risk, are the key principles behind the ECC. Resources are focused on offenders that represent the greatest risk to the community - the higher the risk, the more intensive supervision, monitoring, programs and case management provided. Community Corrections strengthens the departments 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. In 2011-12, the Department for Correctional Services continued to provide services to communities and offenders in the Anangu Pitjantjatjara Yankunytjatjara (APY) and Ngaanyatjarra Pitjantjatjara Yankunytjatjara (NPY) Aboriginal lands of central Australia. This included the continuation of partnerships with the Commonwealth and other state jurisdictions to provide offender family violence rehabilitation programs. One such program is the Cross Borders Indigenous Family Violence Program which delivers culturally and linguistically appropriate programs that address issues of family violence (as it occurs in remote Aboriginal communities) with the aim to decrease the incidence of physical and psychological harm. Cross Borders Indigenous Family Violence Program is aimed at helping break the cycle of violence across generations of male indigenous offenders. In 2012-13, the Department aims to also launch a female specific program. Another APY Lands initiative is the Cross Border Justice Project and the cross-border protocols for the transfer and supervision of prisoners and offenders. In accordance with legislation, Community Corrections provided assessment, monitoring and supervision of offenders in the APY region, with particular emphasis on collaboration to ensure community safety and victim protection. In 2011-12, Community Corrections provided services at 17 Community Correctional Centres and other outreach services situated throughout the state, which are divided into four separate regions: the Southern Metropolitan Region, the Northern Metropolitan Regions, the Southern Country Region and the Northern Country Region. Southern Metropolitan Region The Southern Metropolitan Region (SMR) 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 SMR is the: Courts Unit which facilitates offender reports for the courts; Home Detention Administration Centre which is responsible for the electronic monitoring supervision of prisoners (subject to Home Detention, Parole and offenders on Intensive Bail Supervision); and
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Business Centre (located at the Edwardstown Community Correctional Centre) which provides an effective service delivery to SMR and the Adelaide Remand Centre.
As at 30 June 2012, the SMR was responsible for the supervision of offenders on:
Bail Community Service Orders Financial Penalty Expiated through CS Home Detention Orders Home Detention Bond Orders Intensive Bail Supervision Interstate Orders Other Orders Parole Orders Probation Orders 178 228 217 45 1 309 6 100 278 767
Individuals with multiple orders counted once in each particular category
Northern Metropolitan Region The Northern Metropolitan Region (NMR) 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 Adelaides northern suburbs, the Barossa Valley, mid north and the Yorke Peninsula. Also based at the NMR is the departments Volunteer Unit which supports prisoners and offenders in the community through a wide range of services provided by volunteers across the state. As at 30 June 2012, the NMR was responsible for the supervision of offenders on:
Bail Community Service Orders Financial Penalty Expiated through CS Intensive Bail Supervision Other Orders Parole Orders Probation Orders 263 379 344 3 126 435 1062
Southern Country Region The Southern Country Region (SCR) supervises offenders at three main centres: Murray Bridge Community Correctional Centre, Berri Community Correctional Centre, and Mount Gambier Community Correctional Centre. Community Corrections also provides an outreach service in Mount Barker and Bordertown, with the region covering the Riverland and south eastern parts of the state, with many offenders living a significant distance from the correctional centres. As at 30 June 2012, the SCR was responsible for the supervision of offenders on:
Bail Community Service Orders Financial Penalty Expiated through CS Home Detention Orders Intensive Bail Supervision Interstate Orders Other Orders Parole Orders Probation Orders 43 133 63 4 19 1 28 88 256
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Northern Country Region The Northern Country Region supervised offenders at seven locations: Port Pirie, Port Augusta, Whyalla, Port Lincoln, Ceduna, Coober Pedy and Marla. Many offenders live a significant distance from these centres. This requires staff to operate regular outreach services, including in the APY Lands. Approximately one-third of offenders supervised by regional staff are of Aboriginal descent, some living in remote traditional communities. As at 30 June 2012, the Northern Country Region was responsible for the supervision of offenders on:
Bail Community Service Orders Financial Penalty Expiated through CS Home Detention Orders Intensive Bail Supervision Other Orders Parole Orders Probation Orders 91 162 63 5 23 29 88 342
Offender Reports Reports are prepared for the courts, the Parole Board and the Sentence Management Unit to assist them in the sentencing and/or setting conditions for a range of orders. Reports prepared for the courts include Bail, Home Detention (Intensive Bail Supervision), and Pre-Sentence. Parole Reports are prepared for the Parole Board. Home Detention Reports are prepared for the Sentence Management Unit. These reports are prepared for a variety of purposes and contain a range of information. This information can relate to: the offenders risk of re-offending; the offenders background and current situation; offending history; programs that are available to assist offenders address their offending behaviour; an offenders likelihood of complying with the conditions of a community based order; and any victim(s) of their offending.
Reports aim to provide accurate and objective information to inform the relevant decision making authority. The information contained in reports comes from a variety of sources including the offender, SAPol and court files, and where appropriate, from other sources including the offenders family, government agencies, non-government organisations, professionals and other persons. In 2011-12, the number of Offender Reports (completed for the Courts, Parole Board and Sentence Management Unit) were:
Pre-sentence Bail Enquiry Intensive Bail Supervision Parole 1 142 1 265 1 985 645
Offender Programs Community based offenders are supervised under the following major programs: Community Service (Repay SA), Probation, Intensive Probation Supervision, Parole, Home Detention, Intensive Bail (Home Detention Bail), Bail and Drug Court Curfew.
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Community Service (Repay SA) Community Service (Repay SA) is the departments offender Community Service Program. Offenders repay their debt to society through supervised community work projects. Repay SA ensures offenders face the consequences of their crime, learn new skills and make a positive contribution to the community. The focus of Repay SA projects is on providing meaningful work for offenders. The projects enable offenders to acquire skills and experience that will assist them in obtaining employment. For many offenders, Repay SA is their first experience at making a positive contribution to their community. Repay SA projects generally comprise of work groups involving four - eight offenders that are managed by supervisors, which are funded by the department. These work groups undertake a range of projects throughout the community. Projects involve partnerships with local and state government organisations and community agencies who contribute to the cost of work groups and supervisors. These partnerships often incorporate vocational training in painting and horticulture. A number of Repay SA offenders have special needs, including physical, psychological, and alcohol and other drug problems. These problems may preclude them from working on mainstream projects, and the department provides alternative work for these offenders who often require high levels of support and supervision to enable them to complete their hours. Offenders that have been assessed as suitable to undertake Repay SA may be placed at organisations or community agencies and work with agency workers and volunteers. In these instances, the department has criteria to ensure that the project does not secure a pecuniary profit for its members, provides aid to the disadvantaged or is a project of a government department or instrumentality, or local government authority. The department also manages a graffiti removal program named, detag. The objective of detag is for offenders, some of whom have committed graffiti related offences, to repay their debt to society. It is run in conjunction with local and state government organisations and provides a responsive, cost efficient and sustainable program to remove graffiti throughout the community. The South Australian Government is committed to constructive programs for addressing graffiti vandalism at a local level. Graffiti removal costs the community millions of dollars each year, and detag is just one way to minimise the impact of this cost. During 2011-12, 1 817 orders to perform Community Service were referred to the Department. This compares with 2 217 in 2010-11 and 2 154 in 2009-10. In 2011-12, offenders carried out 146 759 hours of Community Service. This compares with 141 119 in 2010-11 and 138 921 in 2009-10. Probation A court may release an offender on a bond to be of good behaviour (Probation). A bond may require an offender to meet a number of conditions such as, being under the supervision of a community corrections officer, undertaking assessment and intervention (including attending programs relating to their offending behaviour), residing or not residing at certain places or undertaking or refraining from undertaking specified employment as directed. When offenders are placed under supervision, a community corrections officer assesses their risk of re-offending and criminogenic needs. The assessment of criminogenic needs identifies those factors that may contribute to offending behaviour, for example, alcohol and other drug use, poor anger management, dysfunctional thinking and reasoning skills. Based on the results of risk and needs assessments, a case plan is developed. During the period of the bond, ongoing reviews of the offender and their case plan are undertaken. Depending on the progress of the offender and the implementation of the case plan, they may be reassessed as lower risk and their level of supervision reduced where appropriate. Other issues such as mental health problems may be addressed by referral to appropriate community services.
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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. In 2011-12, 1 944 Probation Orders were registered with the Department. In comparison, 2 228 were registered in 2010-11 and 2 583 in 2009-10. 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 Boards recommendation for release. The Parole Board is assisted in making its decisions by a Parole Report, completed by a community corrections officer. The report contains comprehensive information regarding background, offending history, an assessment of the prisoners risk and criminogenic needs, behavioural patterns in prison, recommendations for programs to be undertaken, and release plans. The report also makes recommendations regarding the conditions of Parole. During 2011-12, 565 new Parole Orders were registered with the Department. This compares with 584 in 2010-11, 645 in 2009-10, 695 in 2008-09, 602 in 2007-08 and 564 during 2006-07. Home Detention Home Detention provides an option for certain prisoners to complete their prison sentence at home. The program, which has been operating in South Australia since 1986, is one of the departments most intensive and successful community based programs. Prisoners who have completed half of their non-parole period, and are in the last 12 months of their sentence, or who have satisfied half of their sentence (if sentenced to 12 months or less), are able to apply for Home Detention. The Sentence Management Unit assesses all such applications against the eligibility criteria. Sex offenders and murderers cannot apply for Home Detention. Release conditions are strict and may require prisoners to be subject to electronic monitoring. Breaches of any condition may result in immediate revocation of the release order and subsequent return to prison.
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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. During 2011-12, 193 offenders were released to Home Detention. This is in comparison to 160 in 2010-11 and 218 in 2009-10. In 2011-12, 163 offenders successfully completed Home Detention Orders. This is compared with 168 in 2010-11 and 224 in 2009-10. Intensive Bail Supervision (Home Detention Bail) Courts have been empowered, since 1987, to release a defendant on Bail with conditions of home curfew and Intensive Bail Supervision. This program is managed similarly to Home Detention, although with an increased surveillance component. Almost all (95%) Intensive Bail Supervision Orders include electronic monitoring conditions. Courts are first required to consider a departmental report on the suitability of the proposed residence, and may seek further advice regarding other factors that may affect the successful completion of the order. During 2011-12, 1 182 new Intensive Bail Supervision Orders were registered with the Department. In 2010-11, 946 new Intensive Bail Supervision Orders were registered and 856 in 2009-10. Bail A defendant may be granted a Bail Order, with a condition to be under the supervision of a community corrections officer. Conditions may be imposed covering areas such as where defendants can reside and with whom they can associate, assessment and/or treatment they are required to undertake, or programs they must attend. The main purpose of Bail with supervision is to ensure that defendants comply with the conditions of their Bail Order and attend court as required. However, the period during which a person is on Bail can be a time when intervention to address the issues underlying their alleged offending behaviour can be very effective. Therefore, where a court has imposed appropriate conditions, or where the defendant is willing to do so, he or she can engage in counselling and programs whilst on Bail. Offenders on Bail are required to have regular contact with their community corrections officer and breaches of Bail conditions, such as failure to report, are reported back to the courts. During 2011-12, 1 195 new Bail Orders were registered with the Department. In 2010-11, 1 276 new Bail Orders were registered and 1 507 in 2009-10. Drug Court Curfew The South Australian Drug Court can also impose Home Curfew Orders that may have an electronic monitoring component, in accordance with the Bail Act 1986. Home detention supervisors support the Drug Court through an after-hours monitoring service for all Drug Court participants subject to Home Detention conditions. The Alcohol and Other Drug Management Unit undertakes urinalysis and breath testing on community based offenders, and any non-compliance identified is reported to Drug Court staff for determination by the court. Gender On 30 June 2012, males made up 82.44% of all individuals with community based orders. The figure, as at 30 June 2011, was 82.06%, and at 30 June 2010 was 81.43%.
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Aboriginal Status On 30 June 2012, 17.17% of individuals were of Aboriginal descent. This is compared with 17.12% on 30 June 2011 and 18.49% on 30 June 2010. Age The average age for an individual offender under the departments supervision in the community on 30 June 2012 was 36.90 years. This is compared with 37.29 years on 30 June 2011 and 37.19 years on 30 June 2010. Number of Orders As at 30 June 2012, 6 454 orders were supervised by Community Corrections, a decrease from 6 808 as at 30 June 2011. The following chart shows the placement of all offenders under the supervision of the department as at 30 June 2012. Placement of Offenders as at 30 June 2012
Parole 10.50% Probation 29.57%
FPE Thru CS 8.18%
IBS 4.47%
Home Detention Bond 0.01%
Home Detention 0.63% Interstate Orders 0.14% CSO 11.29%
Bail 7.59%
Other Orders 3.37% Prison 24.24%
Number of Individuals As at 30 June 2012, there were a total of 6 162 individuals under supervision with one or more order. This is an increase of 219 offenders from the previous year. The following graph shows the distribution of both orders and individual by region. Orders by individual and region as at 30 June 2012
3000
2500
2000
Number
1500
1000
500
0 NCR NMR Orders Individuals SCR SMR
NCR = Northern Country Region NMR = Northern Metropolitan Region
SCR = Southern Country Region SMR = Southern Metropolitan Region
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Bail Support Program During 2011-12, the department commenced the Bail Support Program (BSP) Project. The BSP aims to provide bail accommodation to suitable offenders as an alternative to being remanded. Alleged offenders likely to benefit from the BSP are those who either do not have any accommodation (or suitable accommodation), or who are awaiting the completion of a bail report. This program provides Magistrates with a meaningful alternative to remand. The BSP aims to capture offenders who are often remanded for a short period of time and will specifically assist disadvantaged groups including those who are homeless and Aboriginal offenders. As the program allows offenders to stay in the community (whilst under the supervision of the department) offenders in the BSP are able to better maintain links to education and employment and their families. In 2011-12, key milestones achieved included the completion of a viability report, extensive stakeholder engagement (with Commonwealth and State government departments) and liaison with the Chief Magistrate. Additionally, the department has developed partnerships with relevant non-government organisations, explored potential funding models and reflected these in a comprehensive business case. The government has confirmed funding for a BSP Project Manager in 2012-13. It is anticipated that significant progress will be made over the next year in achieving commencement of the BSP in 2012-13.
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1. DELIVERING OUR CRITICAL SERVICES COMMUNITY ENGAGEMENT

Victim Services The departments 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 manages the Victims Register which promotes the rights and needs of victims of crime and demonstrates the departments commitment to restorative justice. During 2011-12, the department consulted broadly with Registered Victims and stakeholder groups on the development of a draft Victim Service Charter. Finalisation of the Charter is expected by late 2012. The growth in registered victims has been consistent over the last few years and is expected to continue as the communitys awareness of victims rights increase. As at 30 June 2012, there were 721 registered victims compared with 645 at 30 June 2011. This equates to an increase of 12% in victim registrations for the 2011-12 financial year. Over the past three financial years (1 July 2009 30 June 2012) there has been an increase of 32% in the number of registered victims. As at 30 June 2012, the large 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 77.5% of all victim registrations. Number of Registered Victims - July 2006 June 2012
492
2 00 7-2 00 8
40 1
2 00 8-2 00 9
445
545
564
2 00 9-2 01 0
4 68
6 45
2 01 0-2 01 1
545
2 01 1-2 01 2
58 0
7 21
1 00
20 0
30 0
4 00
50 0
60 0
7 00
8 00
Victims NOTES:
Offenders
In 2011-12, a total of 149 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 Departmental volunteers provide a meaningful and worthwhile support service to prisoners, offenders and DCS staff with the Volunteer Unit providing a vital link between the department and the community. In 2011-12 there were more than 100 registered departmental
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volunteers, who provided support to offenders in prison and the community through a wide range of services. During 2011-12, DCS volunteers undertook 3 997 tasks (which is an increase from 3 441 in 2010-11) and gave over 18 187 hours of support to offenders (which is an increase from 9 000 hours last year). Each task averaged 4.55 hours which equates to just under $426 000 worth of volunteer support (in line with Australian Bureau of Statistics Counting Rules). The range of support provided by volunteers in 2011-12 included the following programs: Transport - Volunteers provided a transport service to assist prisoners with pre-release needs. This service (which is the busiest area of the Volunteer Unit) also provides for the movement of offenders in the community to attend appointments and departmental programs; Prisoner Family Visits - Volunteers support prisoner family members to maintain contact with prisoners through the provision of transport for the families of offenders to prisons, including escorting unattended children for visits and supporting family members from interstate; Prisoner Release Program - Volunteers provided practical support for prisoners attending court, or those who are newly released from prison, to assist with the transition to supervision in the community; Community Mentor Program - Volunteers visited socially isolated offenders to provide pro-social supports in prison and in the community. The support provided is adapted to meet the individual needs of each offender; Library Support - The Prison Library Review continued to be supported by the Volunteer Unit. A new computer systems has been implemented and tasks undertaken to ensure resources are catalogued and managed appropriately. Additional volunteers were recruited to support the new libraries with further volunteers to be appointed in 2012-13; and Education and Prisoner Visiting Programs: Volunteers who assist with the delivery of education at metropolitan prisons and prison visits in some prisons. The use of further volunteers is hoped to be increased for use in these areas in the next financial year.
Changes to the Volunteer Induction Program were implemented in 2011-12 following an internal review. Further monitoring and amendments may be made to meet operational needs and to the department provides a consistently high level of support in line with National Standards. The impending publication of Volunteer Services Guidelines and a Volunteer Handbook will enable staff to utilise departmental volunteers more effectively (within the scope of the volunteer programs currently available). Involvement in the Reintegration Program (currently being piloted by department) is anticipated to provide opportunities for offenders to receive a higher level of support from volunteers than previously provided, in areas such as health & wellbeing, identification, and relationship support through increased family visits whilst also enabling the community to continue to be part of the rehabilitative process.
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2. BUILDING OUR CAPACITY AND CAPABILITY

The Department for Correctional Services aims to be a work place that meets both its current demands, and those resulting from future growth and operational change. By Building our Capacity and Capability and continually reviewing the management and allocation of resources, the department can work to ensure that provides for optimum conditions for staff, as well as achieve the best standards with infrastructure.
In 2011-12, key strategies aimed at Building our Capacity and Capability included: Upgrading and expanding our infrastructure to facilitate service delivery requirements Planning and managing our resources to meet service objectives Identifying our workforce requirements and target recruitment efforts Managing the risk in everything we do Effectively worked with our strategic partners to improve service outcomes Investing in staff through, targeted training, performance development and Embracing Diversity Enhancing and supporting gender equity Enhancing safety and well-being in the workplace Improving how we use information and technology in decision making and service delivery Key Performance Indicators Real recurrent expenditure per prisoner/offender per day; net cost of services budget unfavourable variance of <$500K; Workers Compensation: reduction in new claims, early notification and investigation of accidents/incidents within 48 hours; early intervention within five days; Availability of critical information technology systems and research proposals approved; Contracts performance (within specifications); Gender equity percentage of females in promotional positions, on training programs, on committees and working groups as well as in all work areas; Sick leave and family carers leave figures, long service and annual leave liability, number of staff with Performance Management Agreements, number of notified disputes; Self-Insurer Management System (SIMS) Hazards and Incidents Reported within 24 hours and corrected within 30 days; and Increased Home Detention capacity: Electronic monitoring units available and in use.
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CAPACITY
Asset and Risk Services The departments Asset and Risk Services Branch assists the department to manage its fixed asset portfolio, currently valued at $411 million. This includes the states prisons, community correctional centres, farm machinery, manufacturing plant, equipment and motor vehicles. Prisons, in particular, are complex assets comprising of accommodation and associated buildings, advanced electronic security systems, perimeter walls and fences, electrical services, fire detection systems, air treatment systems, and, water and waste water treatment systems. Community Correctional Centres comprise office premises for staff involved in the community based supervision of offenders. Effective asset and facilities management is vital to the departments 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. The following major projects were commissioned, commenced or completed in 2011-12: commenced upgrading the kitchen at Yatala Labour Prison; commenced construction of the new gatehouse at Yatala Labour Prison; continued the upgrade of infrastructure at the Northfield precinct; continued with the construction of a new cell block at Port Augusta Prison; completed the upgrade of access control and screening systems at the Adelaide Remand Centre; completed the upgrade of the sewer treatment plant at Cadell Training Centre; upgraded the security management systems and duress system at Mobilong Prison; continued planning for the additional prisoner accommodation at Mount Gambier Prison; upgraded the hot water system at the Adelaide Remand Centre; completed the upgrade of the sewer treatment plant for the Port Augusta Prison; completed the upgrade of the energised fences at Port Augusta Prison and Mount Gambier Prison; upgraded three low security units at the Adelaide Womens Prison (in partnership with the Edge Church); installed CCTV coverage in various Community Correction Centres; upgraded perimeter detection at Mount Gambier, Port Augusta and Mobilong Prisons and the Adelaide Remand Centre; and Developed a Master Plan for improvement works at the Adelaide Womens Prison and Adelaide Pre-release Centre.
Risk Management The department has adopted AS/NZ ISO 31000:2009 as its risk management standard and has implemented operational compliance frameworks to manage and mitigate risks. The department established an Internal Audit and Risk Management Branch in October 2011. The Branch oversees the reporting of risk registers, including undertaking regular risk reviews and continuous reporting of operational compliance performance. This process is maturing and will be further enhanced during the 2012-13 financial year.
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Contract and Business Management The Business and Performance Service unit is responsible for the provision of effective management of key strategic contracts. The department has a number of major contracts, which are critical to effective services delivery. They include contracts with: G4S Custodial Services Pty Ltd (G4S) for the operation of Mount Gambier Prison; G4S for Prisoner Movement and In-Court Management Services (administered by DCS on behalf of participating agencies); and G4S for the hire of the Electronic Monitoring System.
The Prisoner Movement and In-Court Management Services five year contract with G4S commenced in August 2009 and expires in 2014. The Electronic Monitoring System contract with G4S commenced in February 2010 and expires January 2013. The public tender process for the operation of Mount Gambier Prison concluded in June 2011 with Cabinet approving G4S as the successful tenderer. The new five-year contract commenced on 1 December 2011. 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 2011-12, the branch continued with the development and implementation of high performance, leadership succession planning programs to provide for future leaders of the department. Measures undertaken included: training new correctional officers in Certificate III in Correctional Practice and experienced officers in Certificate IV in Correctional Practice; training managers in the Diploma of Government (in 2011-12, 56% of participants were staff from the departments prisons) trial of a non-accredited leadership development program known as Tomorrows Senior Managers which links placements to participants development areas; training of Community Corrections Case Managers, senior managers and operational supervisors; reviewing, upgrading and delivering the Community Corrections case management program; maintaining a focus on safe work environments; and commencing alternative training delivery methodology.
The departments Ethical and Professional Behaviour in the Workplace training includes sessions on Ethical Conduct and Anti-bullying, Code of Ethics for the South Australian Public Sector, DCS Employee Conduct Policy and ethical decision making. Programs are rolled out to each of the departments division and locations, as well as through individual training programs. As at 30 June 2012, 81.6% of DCS staff had undertaken ethics training and 34% of staff had undertaken Anti-bullying programs. Other highlights for the branch in 2011-12 included: the delivery of a second Professional Supervision Training Program (nationally accredited) for 12 Community Corrections Case Managers and other senior managers, with a majority of the participants successful in obtaining acting positions; and the facilitation of two separate leadership courses during October and November of 2011 for the Timor Leste Leadership group. 12 senior managers and Timor Leste Leadership advisors undertook projects on subjects including prisoner reintegration and
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prison industries and returned to their country with a new skill set and valuable experience. A credit to the efforts of the branch is that after submitting an application for the 2012 South Australian Training Awards in the Employer of the Year section, the department was placed as a finalist. The winner will be announced in September 2012. Tomorrows Senior Managers Program In August 2011, the department launched the Tomorrows Senior Managers Program (TSM), a succession planning initiative aimed at building the departments leadership and management capability. The 12 month program, which commenced in December 2011, assigned successful participants to one of six designated senior positions at either a prison, within a Community Corrections Centre or at Central Office (for a period of up to four months at a time). Each participant would therefore experience three different professional development placements. Over 60 staff from across the department expressed their interest in being considered for the TSM. The program was offered to six employees in the first instance (at Band 1) with a further six employees offered Band 2 placements. Following the first year of the program, four of the six Band 1 participants secured promotional positions (with three of the four being awarded non-traditional roles). 50% of the TSM participants who obtained higher level positions were female. Running parallel to the work placements were a range of professional development activities including workshops, coaching and mentoring sessions, attendance at some senior level meetings and monthly discussion meetings with mentors. The Band 1 participants also met with the Chief Executive for a professional development session once a quarter. Performance Development The department implemented a corporate approach to performance development in December 2007 to ensure consistency. To support this, the Performance Development Guide is used in all leadership and management training programs. The Guide is scheduled to be reviewed in the 2012-13 financial year. In December 2011, the Workforce Planning and Development branch introduced the Performance Development Plan Electronic System through the Corporate Reporting System (CHRIS Training and Development Database). This electronic model replaced the previous paper based template for Performance Development Plans (PDPs). The 2010-11 Annual Report reflected that 51.5% of departmental staff had undertaken PDPs with their line manager (using the paper based system). As a result of the system change, the final number of completed PDPs in 2011-12 cannot be reported. It is anticipated that with the introduction and implementation of the DCS Training and Development Policy, and changes to the Correctional Officer structure (by the start of 2013), the corporate target of >80% by 2014 will be met. Workforce Planning Workforce planning analysis continues 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; and recruitment and development strategies aimed at increasing the number of Aboriginal and Torres Strait Islander employees.
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CAPABILITY
Human Resources Policy and Projects The Human Resources Policy and Projects Branch is responsible for providing specialised advice and consultancy on general human resources matters, undertaking related projects and, policy development and review. During 2011-12, the Human Resources Policy and Projects Branch has contributed to a number of projects, including the: coordination of research and responses on HR matters for the Legislative Council Select Committee on the Department for Correctional Services implementation of a Functional Model at Custodial Services sites; selection and recruitment of Supervisor Operations across all Custodial Services sites; review of Correctional Business Centres; development of the Bona fide and Leave Return Policy; implementation of Public Sector Act 2009 employment contracts across the department; provision of advice and contract management for development placements; management of the recruitment and selection of Trainee Correctional Officers; provision of redeployment management for DCS excess employees; management of the Allied Health Professional Peer Assessment process; and continued management of the vacancy management process.
Workforce Management The Workforce Management Branch is responsible for a broad range of human resources functions, including industrial relations, misconduct and disciplinary matters, Employee Assistance Program, redeployment, specialised recruitment, management of executive contracts and injury management. Key Workforce Management achievements include Trainee Correctional Officer Recruitment, Employee Assistance Program, Employee Relations, Employee Transfers/ Relocations, Occupational Health Safety and Injury Management, Trainee Correctional Officer Recruitment During 2011-12, 827 Trainee Correctional Officer applications were processed, with 101 positions offered (in courses 165 to 170 inclusive). DCS 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 departments Strategic and Business Plans, as well as within the Shaping Corrections framework support this focus. A positive result from 2011-12 was that 29% of correctional officers recruited were female. Employment Opportunity Programs In mid 2011, the Human Resources Directorate engaged with the departments Aboriginal Services Unit and T.A.F.E. Aboriginal Access Centre to deliver a pre-employment training program for Aboriginal persons who were interested in a career as a Correctional Officer. The 10 week program focussed on improving literacy, numeracy and writing skills whilst also introducing participants to structures and training processes used in the formal training of Trainee Correctional Officers (TCOs). The pilot course of three participants concluded in mid 2012, with two Aboriginal participants successfully gaining employment as a TCO.
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The department is currently working with T.A.F.E. Aboriginal Access Centre in promoting this course via information sessions at various locations, in order to generate interest within the Aboriginal community to attract participants for future courses. The target intake of TCOs in both regional and metropolitan areas for up 100 trainees per financial year (this may equate to four - six intakes per year), provides employment opportunities for many of the states 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). 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 2011-12, the EAP received over 309 referrals including 21 critical incident referrals. This was compared to 250 referrals in 2010-11, which was an increase of approximately 24%. Approximately 17% of all EAP referrals were work related for workplace conflict. Custodial Services continued to be the largest user of the service representing 63% of the total EAP referrals. Critical incident referrals have remained reasonably steady for this financial year at 21, compared with 23 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 2011-12, the Employee Relations Branch: delivered training on the SOP 60 Employee Complaints Resolution Process as part of the anti-bullying training; consulted with the Public Service Association regarding a number of industrial issues; established work arrangements for employees engaged on the Prisoner Reintegration Employment Opportunities Program (PREOP); undertook Yatala Labour Prison Improvement Projects; provided advice regarding the rostering systems in prisons; negotiated staffing arrangements for the new Banksia unit at PAP; contributed to a replacement enterprise agreement for the whole of government South Australian Government Wages Parity (Salaried) Enterprise Bargaining Agreement 2010 (EB Agreement); and resolved identified underpayments relating to higher duty and Mobile Outback Work Camps.
Throughout 2011-12, there were 75 recorded incidents that resulted in the investigation of potential misconduct, with five internal and no external reviews lodged. This is in line with the new provision introduced in the Public Sector Act 2009 (refer to Appendix 6, Table 12). Employee Transfers/Relocations The Human Resources directorate coordinates the transfer of correctional officers. In total, 33 applications were processed for consideration (five officers from metropolitan to regional prisons, 13 regional officers to metropolitan prisons, 13 metropolitan officers to other metropolitan prisons and two regional officers to other regional prisons).
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The directorate also coordinates all government accommodation and relocation allowance applications. A total of 24 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. There were four employees that were paid targeted voluntary separation packages (TVSPS) in the 2011-12 financial year. Occupational Health, Safety and Injury Management The Department for Correctional Services has continued the governments commitment to the zero harm vision for the South Australian Public Service, and strives to ensure that managers are accountable for providing effective health, safety and injury management practices in their respective workplaces. In 2011-12, positive Occupational Health, Safety and Welfare (OHSW) outcomes that have been achieved include: the continuous monitoring and evaluation of the strategic measurement and reporting framework and the development and testing of an OHSW risk assessment tool; a reduction in workplace injuries; the establishment of Risk Management and Compliance Programs; the ongoing development and implementation of OHSW & Injury Management (IM) System; greater focus on a close out of corrective actions across all programs; and the strengthening of OHSW and IM Internal Audit program and a strong level of compliance in injury management procedures.
OHSW training for managers and supervisors remains a high priority for the department, especially given the specialised nature of work undertaken by staff. OHSW is an important inclusion in a range of DCS training and induction programs including nationally accredited training which is provided to operational staff and managers. An OHSW training program officer works with DCS senior management to ensure that training programs reflect priority training needs and include any emerging issues. Subject areas include Senior First Aid, Emergency Warden Training, Compressed Breathing Apparatus Training, Chemical Management, Workplace Inspection, Internal Audit, Manual Task, Manual Task Risk Assessment, Communicable Diseases, Health and Safety Representative, OHS Committee Training and Plant Management. Review of Accident, Incident Data and Applicable Remedial Action The department significantly reduced its number of workplace injuries from 147 in 2010-11 to 122 claims in 2011-12. This reflects a reduction of 17%. The department has also continued to achieve positive outcomes in workers compensation claim costs. 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 11.90% in total claim costs in comparison to the previous financial year. In 2012 there was an increase of $0.2m in workers compensation liabilities (refer to Appendix 6 Table 3). There were 157 hazard reports and 302 incident reports submitted during the 2011-12 financial year. Approximately 88% of reports are forwarded within 24 hours, and investigation and follow up outcomes continue to improve. The most common types of injury in 2011-12 continue to be sprains and strains, slips and trips and manual tasks. The departments program based approach to managing risk focuses on minimising risks, which has contributed to the overall reduction of workplace injuries.
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Other outcomes in 2011-12 include: the Psychological Injury Frequency Rate decreased from 9.33% to 7.24% as at 30 June 2012 (a record low). Workers compensation reports indicated that work pressure and harassment/bullying as the main causes of work related stress. The EAP has assisted in addressing these issues, along with the ongoing implementation of training in Ethical Behaviour and Anti-bullying; manual tasks and risk assessment training continues to be provided and monitored for compliance and improvement opportunities; ChemAlert Training and usage of the system for the management of all chemicals has been implemented; custodial staff continue to receive training in restraint techniques and restraint aids to minimise the potential for injury; injuries resulting from restraining prisoners have reduced by 72% (over the past five years); and the influenza vaccine program continued to have a very good participation rate with over 600 employees receiving the vaccine during this financial year.
Compensable Disabilities/Rehabilitation Initiatives The Department for Correctional Services continues to demonstrate a strong commitment to early intervention and the rehabilitation of work injured employees. DCS is reported to be a leader in the Public Sector Safety Targets in assessing claims for rehabilitation within two days of notification, as well as in its ability to determine claims for Provisional Liability within seven days (55.56% in 2010-11 and 97.18%). The departments 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 departments Rehabilitation Provider Panel, which allows for services and skills to be targeted based on individual circumstances associated with the claim.. This year, the department continued to engage the services of an occupational physician to advise on best practice medical management of work related injuries. Advice on diagnosis and treatment strategies has assisted claims management staff to better manage the return to work of injured employees. Claims management staff also continued to work with a designated legal representative from the Crown Solicitors Office to ensure that claims management decisions are made in an appropriate and timely manner. This has led to the successful finalisation of a number of complex claims and a reduction in future workers compensation liability. The 2012, OHSW&IM survey results showed that 87% of respondents were satisfied that processes were in place to consult with management on safety issues. An Internal Audit of the Injury Management system in March 2012 demonstrated a strong level of compliance with internal procedures and no legislative non conformances were identified. Continuous improvement in return to work outcomes and better early intervention strategies have assisted in the continued reduction in claims costs and reduced liability. WorkCover Evaluation The department underwent a full OHSW&IM system evaluation in July 2010, with five nonconformances confirmed. WorkCover SA conducted a mid-term review of the departments OHSW&IM System in November 2011 (this was delayed due to the lengthily review process), three of the five outstanding non-conformances were closed out. Work continued to address the two remaining non-conformances which related to hazard management and system review. The department will undergo a full OHSW&IM System evaluation by WorkCover SA during August 2012 and the department will continue to work closely with the WorkCover
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Performance Evaluator to ensure that safety management performances continue to improve. Disability Action Plan On 1 July 2010, a Memorandum of Administrative Arrangement (MAA) commenced between Department for Families and Communities Disability SA and 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 MAA is valid to 30 June 2013 when it will be reviewed with work on the 2013-2016 DAP due to commence at the end of 2012. The Departments Disability Action Plan 2010-2013 (DAP) is a working document that will integrate the principles and strategies of the whole of government framework for South Australians with a disability. The DAP 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; and each portfolio Chief Executive will ensure that their portfolio has met the requirements of the Disability Discrimination Act 1992 and the Equal Opportunity Act 1984.
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 DCS employees with a disability. Carers Recognition The Department for Correctional Services recognises and is supportive of the role of carers employed within the department. All managers and employees are informed of the departments commitment through its Corporate Induction Program. Flexible working arrangements are available to assist carers to meet their obligations. Flexible Working Arrangements The Department for Correctional Services recognises and is supportive of the need to provide flexible working arrangements to its employees. All managers and employees are informed of the departments commitment through its Corporate Induction Program and discussed during staff performance development reviews. In 2011-12 the department supported 207 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 528 utilise government flexi-time arrangements. Whistleblower Qualification The Department for Correctional Services has identified and trained four responsible officers for the purposes of the Whistleblowers Protection Act 1993. The identified officers are: Director, Business and Performance Services; Regional Director, Northern Metropolitan Region; General Manager, Adelaide Womens Prison/Adelaide Pre-release Centre; and Director, Workforce Planning and Development.
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In 2011-12, the number of occasions on which public interest information has been disclosed to a responsible officer was nil. Gender Reporting DCS is committed to achieving gender equity throughout the department. As reflected in the following tables, during 2011-12, 52% of participants in departmental leadership and management programs were women and 31% of the DCS SAES Executives were women. 33% of women in DCS were working in promotional positions^ and 18% of women in DCS custodial institutions were in promotional positions. Leadership and Management Programs in 2011-12
Program Supervision in Prison (SIP) Managing in Corrections Diploma of Correctional Administration Transitions to Management Australian Correctional Leadership Program Public Sector Management Program Total number Total % Male 12 12 2 7 0 1 30 48% Female 2 14 10 8 0 1 33 52% Total 14 26 12 15 0 2 63 100%
[Data source: Leadership & Management records database as at 30 June 2012]
Technical Development Programs (excluding Trainee Correctional Officer Course) in 2011-12 Advanced Skills Training Program Training and Assessment Male 11 3
[Data as at 30 June 2012]
Female 8 7
Total 19 10
Number of Departmental Executives in 2011-12 Male Number Total % 9 69% Female 4 31% Total 13 100%
Women in promotional positions in 2011-12 Number in promotional positions Total number of employees % in promotional positions Female 227 688 33% Male 394 1030 38% Total 671 1718 39%
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Classification Streams ASO6 and Above Classification Streams Male Female AS06 25 22 AS07 11 8 AS08 2 0 Exec 9 4 MAS 1 0 1 MAS 2 5 2 MAS 3 12 6 OPS5 4 1 OPS 6 25 3 OPS 7 4 0 AHP3 13 25 AHP4 2 5 AHP5 1 2 Total 113 79 Total % 59% 41% **
[Data source: Gender Analysis as at 30 June 2012]
Total 47 19 2 13 1 7 18 5 28 4 38 7 3 192 100%
Information Analysis The proper analysis of information is essential in the decision making process. The accuracy of the analysis of information impacts markedly on the decisions made by the department, and on the local and Australian correctional industry as a whole. Information on prisoner and offender numbers, offender profiles and crime trends form the basis on which to develop policy, plan, and manage human resources, facilities and strategies to meet demand. The information also underpins planning for future projected needs and possible construction of correctional facilities. Information analysis, which helps to determine offender trends, also has significant implications for sentencing options and the development of diversionary strategies to better achieve criminal justice outcomes. The analysis of national statistics provides benchmarks by which individual correctional jurisdictions may be compared. Information Technology Management The department remains committed to improving how we use Information Technology (IT) in decision making and service delivery. Notable achievements for 2011-12, include: the implementation of an application to support Enhanced Community Corrections, on the Justice Information System (JIS) web-based platform, including: o o o o o establishing Service Standards based on risk profile; assigning Community Corrections clients to Service Standards based on risk assessment; scheduling of Service Standard activities and actions taken; reporting on non-compliance against Service Standards; and reporting on clients who have been imprisoned/released from prison.
the expansion of functionality of the JIS web-based platform for general enquiries and the implementation of functionality to support TV access for prisoners; integration of the Office of the Minister for Correctional Services into the departments IT infrastructure and support environment (as part of the machinery of government changes);
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the provision of a private Virtual Network for SA Prison Health Services within DCS institutions (in conjunction with the Department for Health), to improve the accessibility of information to health workers within prisons; completion of significant IT infrastructure upgrades for end-of-life equipment in the DCS Network; and planning for the migration of the departments desktop and laptop fleet to the current releases of Microsoft Windows and Office.
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. Intranet The departmental Intranet site (InSite'), continues to be the central repository and communication hub for corporate documents and information including policies and procedures and other documentation. Use of InSite during 2011-12 increased over the previous year, with an average of 379 departmental staff accessing the Intranet each week day. A total of 2791 items were published, or updated, by the departments business units during 2011-12. Staff from other agencies across government also accessed 575 items on InSite during the year. Public Web Site The departments new public web site was successfully launched in October 2011. The new web 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.
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3. LEADING AND MANAGING OUR ORGANISATION

The Department for Correctional Services is dedicated to achieving excellence in management and leadership.
The following Key Strategies in Leading and Managing Our Organisation were undertaken in 2011-12: Enhancing leadership and target management development and cultural competence Ensuring we exhibit the highest standards of ethics and behaviours and that we communicate effectively with our stakeholders and strategic partners Engaging and consult effectively with our staff Strengthening our ability to promote and manage diversity Informing and respond to government strategy, policy and legislation Ensuring effective governance, planning and reporting to achieve the highest level of performance Defining and driving corporate change and continuous improvement Implementing the Shaping Corrections Program Developing and implementing the departments research agenda Effectively managing our budgets and meet our savings targets Ensuring the services we deliver are efficient, effective and accountable Key Performance Indicators Percentage of staff undertaking ethics training, number of staff undertaking Corporate Training including Induction, Ethics and Managing in Corrections; Percentage of freedom of information requests processed within defined guidelines; and Shaping Corrections Program: percentage of progress reports reported to Executive, number of monthly reports to Executive and rates of attendance at Regional Working Groups.
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3. LEADING AND MANAGING OUR ORGANISATION

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 departments 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 2011-12, the department developed the Corporate Business Plan for 2012-13 in line with its SMF. The Framework aligns the departments strategic priorities with the government priority areas, including the South Australian Strategic plan. The departments 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. In parallel with the development of the Strategic Plan, the department commenced the development of the mandated High Performance Framework (HPF) during 2011-12. 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. The DCS executive endorsed the implementation of the HPF in December 2011. The implementation required the department to undertake a self-assessment review process which assessed the departments performance against set criteria, gathering evidence to demonstrate performance and scoring performance against the HPF characteristics and building blocks. The Implementation of the HPF in DCS followed a four step review process: Step one - identification of priorities and accountabilities; Step two - identification of enterprise results; Step three - identification of enterprise management; and Step four - provision of Performance and Accountability Statement (PAS), the final report identifying areas of strength as well as opportunities for improvement. It is expected that the PAS will be forwarded to the Chief Executive in early 2012-13 for his consideration.
Shaping Corrections 2011-12 saw the departments service improvement framework, Shaping Corrections, enter its third year. This followed a highly successful second year, during which six projects were completed. The remaining two projects are continuing in their progressive stages. Critical to the success of this change management initiative is the achievement of a high level of engagement. This has included: regular communication and information forwarded from the CE to all employees; a monthly discussion with the executive team; bi-monthly meetings of the five regional working groups supported by briefing documents and extensive minutes; and
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the provision of project information sheets and monthly progress updates available to all employees.
The regional working groups are comprised of front line employees, managers, supervisors and employee job representatives, who engage in discussions about Shaping Corrections projects, including the design and implementation as well as a range of other initiatives and policy. Significant Shaping Corrections initiatives include: the development of a program for female prisoners with complex needs; progression of a reintegration program for sentenced prisoners; and commissioning of new access control at the Adelaide Remand Centre and strengthening access control procedures across all South Australian Prisons.
The focus on improving service delivery during the previous two years of the Shaping Corrections Program has provided a sound foundation. This will support the future focus of broadening the program with the inclusion of new initiatives aimed at creating a professional, gender and culturally inclusive working environment 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 communitys desire for safer communities. Accordingly, DCS key strategic priorities derive from, and are aligned to the primary areas of focus of the governments forward agenda, in particular priority 2: Maintaining our safe communities and healthy neighbourhoods, as well as the South Australian Strategic Plan 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 Quarterly Performance Report (QPR) is aligned to reflect the objectives of DCS Strategic and Business Plans. The QPR is divided into the two main business functions (key projects and KPIs) that are undertaken by the department in order to achieve both the governments and the departments strategic priorities. 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 meet target and requires action). Furthermore, DCS Executive monitors and takes corrective action on those indicators which are not met (red).
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Over the past year (July 11 June 12) 81% of DCS strategic indicators achieved target (22 out of a total of 27), with 19% (5 indicators) not achieving target. Accordingly, DCS has a solid record of achieving targets and performing well against set KPIs. Civil Claims Civil claims can be lodged against the department for alleged breaches of process and duty of care. The department insures against claims of this nature through the South Australian Captive Insurance Corporation. The departments 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 2012 is disclosed in the Notes to the Financial Statements. Freedom of Information The Freedom of Information and Stakeholder Support Section is responsible for the provision of information under the Freedom of Information Act 1991 and the Correctional Services Act 1982. During 2011-12, the department processed 328 applications under Freedom of Information. The following table demonstrates an increase of 14.7% for applications received by the department in 2011-12 as compared with 2010-11. The volume and level of complexity of applications continues, as applicants are becoming aware of the various types of information retained by the agency and their rights to seek access to this information.
FOI Applications Received by DCS - July 2007 - June 2012 350 300 Numbers 250 200 150 100 50 0 2007/08 2008/09 2009/10 2010/11 2011/12 112 177 197 286 328
Policy Development Departmental policy is influenced by various factors, including the South Australian Strategic Plan, the Minister (through government priorities), the Justice Portfolio (through the Justice Portfolio Leadership Group), and by the department and its stakeholders. The Strategic Services division, in conjunction with other directorates, coordinate the facilitation and development of departmental policy. As part of its policy process, the department has in place a policy and procedure framework. Business units are responsible for service delivery, and the policy and procedure framework expresses business unit requirements through a structure that delegates responsibility for achievement to appropriate operational levels. This is accomplished by making explicit the expectations of results to business units and employees by corporate strategic planning, standard setting and performance monitoring. Policies, standards and procedures are developed to reflect the philosophies of the wider criminal justice system, the views of the government and the community, best practice, the operational needs of the department, and available resources both financial and physical. Relevant stakeholders are also consulted in the development and review of policies.
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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 departments policies and procedures; prisoners, and friends and relatives of prisoners on operational matters; and community members and prisoners seeking information pursuant to provisions of the Freedom of Information Act 1991.
During the course of 2011-12, departmental staff worked on a number of initiatives, such as: monitored compliance and worked collaboratively to improve service delivery by Non government agencies for Pre/Post Release and Community Based Reintegration Services; assisted with the implementation of the Abuse Prevention Program (Integrated Domestic Violence Program) as a result of the introduction of the Intervention Orders Act 2009; contributed to the roll out of the Family Safety Framework, which is an initiative of the Womens Safety Strategy; contributed to Information Sharing Guidelines for the promotion of safety and wellbeing of children, young people and their families, including delivery of training to DCS personnel through Corporate Induction and Trainee Correctional Officer programs. This is a cross government initiative; continued to progress the Offender Management Plan in partnership with SAPOL for example the ongoing identification and case management of serious offenders who present the most harm to the community). A pilot program was undertaken in Western Adelaide and is being expanded in 2012; reviewed and enhanced the departmental research agenda through greater collaboration with relevant external stakeholders; and implemented changes arising from amendments to the Correctional Services Act.
Management of Prisoners at Risk of Suicide or Self Harm During 2011-12, the department incrementally implemented a Standard Operating Procedure (SOP) for the consistent and effective approach to management of prisoners at risk of suicide or self harm. This SOP will be next 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 prisoners 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 departments custodial services branch, social workers, psychologists and (at some prisons), Forensic Mental Health Services (FMHS). All departmental prison social work, and psychology staff members have been provided with training in the use of SAMI. Whilst only DCS Social Workers and Psychologists can formally administer the SAMI, the department has also provided training to Aboriginal Liaison Officers and Clinical Nurse Consultants (from SAPHS). In 2011-12, 88 staff members have been trained in both SAMI and Suicide Awareness. A further 167 staff members across the prison system were also provided with training in Suicide Awareness during 2011-12.
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Stakeholder Support The department has a number of stakeholders who require services and advice from the department. Others provide pre/post release services to offenders and prisoners. Stakeholders are individuals and groups throughout the community who affect, or who are affected by, the operations of the department. The departments key stakeholders include: the Minister for Correctional Services; Members of Parliament; Justice Portfolio agencies; Courts Administration Authority; South Australia Police; Parole Board of South Australia; South Australian Ombudsman; Correctional Services Advisory Council; Victims Support Groups; members of the public; various Aboriginal groups; various prisoner welfare agencies; and other government and non-government agencies.
Support and services to stakeholders are provided by key senior staff through representation on working parties and at the Justice Portfolio Leadership Group. To ensure culturally appropriate services for the large number of Aboriginal prisoners, many of the departments stakeholders are directly focused on services for Aboriginal offenders. Major stakeholders in this arena include: Aboriginal Services Division Department of Health; Aboriginal Legal Rights Movement; Aboriginal Prisoner and Offender Support Services(APOSS); Offenders Aid and Rehabilitation Services of South Australia (OARS); Prison Fellowship; Aboriginal Catholic Ministry; Commonwealth Department of Employment and Workplace Relations; Nunkuwarrin Yunti; Aboriginal Education Unit of TAFE and Aboriginal Drug and Alcohol Council.
Legislation The Correctional Services Act was enacted in 1982. Since that time, it has been regularly amended to reflect changes in government policy, changes to correctional practice and to address community concerns. To ensure that the Department for Correctional Services continues to enhance public safety and provide the highest level of prisoner and offender management, amendments to the Correctional Services Act 1982 and Correctional Services Regulations 2001 were proposed. Subsequently, the Correctional Services (Miscellaneous) Amendment Bill 2011 was introduced to Parliament on 8 June 2011. The changes to the Act and Regulations proposed in this Bill were wide ranging including the strengthening of the supervision of persons on parole in the community, the improvement of information sharing of information with SApol, more expeditious dealings with offenders who have breached their parole order and considered to present a high risk to the community, and improved pre-release arrangements for prisoners serving life sentences.
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Other changes strengthen existing provisions along with adding new provisions into the Correctional Services Act 1982 that relate to the security of the prison system. Such changes include tightening the visit procedure to prisoners, in particular for those convicted of child sex offences, extending search provisions to further restrict contraband entering the prison system, and increasing penalties for those caught attempting to introduce drugs into the prisons. A new section was added to regulate the issue and use of weapons by correctional services officers, and a new section to regulate the use of correctional services dogs. 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. In preparation for the commencement of the changes to the Correctional Services Act 1982, the department has worked to ensure all Policies, Procedures and Guidelines have been amended to ensure compliance with the new changes to legislation as contained within the Correctional Services Act 1982 and that these changes have been communicated to the departments staff and relevant stakeholders. Energy Management The Department for Correctional Services pursues its energy reduction targets through the installation of more energy efficient equipment, security and building management systems, lighting, air treatment systems, computers, plant and machinery. In 2011-12, the department consumed 77 721 Gigajoules (Gj) of energy. Energy savings have been achieved through the scheduled replacement of existing equipment, security systems, lighting, air treatment systems and computers with new, more energy efficient technology. However, the continued increasing demand on the department, in terms of growing prisoner and offender numbers, has led to an increase in buildings and prison capacity. In addition, there has been ongoing requirement to increase services to improve facility amenities within existing infrastructure, which in conjunction with the inherit difficulties of retrofitting within old and secure facilities, makes meeting energy reduction targets challenging for the department. As at 30 June 2012, the departments vehicle fleet was comprised of LPG, dual fuel, diesel, unleaded (ULP) and hybrid vehicles. Media Liaison and Corporate Communications The department takes a positive and proactive approach to dealing with the media and community organisations. The involvement of prisoners and offenders in reparation projects continues to attract media interest. During 2011-12, internal communications through the departments bi-monthly electronic newsletter was maintained and the new DCS public information web site, www.corrections.sa.gov.au, was launched. 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. Research Management The department encourages research in a wide range of areas of interest, and manages research applications made through the departments Research Management Committee. The role of external research should be one of enhancing the departments ability to achieve its corporate objectives, and utilising knowledge and evidence gained in the process. The objectives of the departments Research Management Charter are to: promote the conduct of sound and ethical research, which contributes to the pursuit of world class correctional performance, whilst ensuring the safety and security of prisoners and offenders under the departments supervision;
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establish a broad research agenda, which endeavours to develop or inform existing departmental policy and support the cost-effective achievement of corporate objectives; and establish a procedure framework for the assessment, approval and ongoing monitoring of research.
The department continues to develop and implement its research agenda inline with the Strategic Plan 2011-2014. Recent developments have led to the planning of a research forum being held to bring together a more collaborative approach by stakeholders in identifying and pursuing appropriate research areas to further enhance evidence based practice including policy and procedure development Corporate Finance The Department for Correctional Services operates within a complex accounting environment. In addition to general operating revenues and expenses, the department accounts for a significant fixed asset portfolio, manufacturing operations (prison industries), agriculture and horticulture production (prison farms), food processing (prison kitchens), retail operations (prison canteens), prisoner trust moneys, stores and inventories. The departments Corporate Finance Branch has continued to consolidate and enhance accounting operations using the Masterpiece suite of accounting applications. The Branchs highly integrated accounting systems enable it to effectively manage its diverse accounting requirements (with a team of skilled staff). Shared Services SA is now responsible for the processing of account payments for the department. 46 022 account payments were processed in 2011-12 with over 95% of accounts being paid by the due date. Corporate Finance assists the departments Executive and Senior Managers with the annual budgeting process and the efficient allocation of resources to programs and business units. The branch also monitors the financial performance of the department through regular monthly reporting, and identifies financial management issues and trends for the attention of the departmental executive and Senior Managers. The departments budget is allocated to business units using funding models developed by the branch, in conjunction with Directors and Senior Managers. These funding models enable the department to accurately benchmark the financial performance of business units and identify opportunities for improved efficiency. The departments responsibility centre approach to financial management requires Senior Managers to report monthly to their respective executive directors concerning major budget variances and plans for corrective action. Monthly financial reports are published on the departments Intranet, allowing Senior Managers across the state to access the information within a few days of the end of each month. Executive Directors, in turn, report monthly to the Chief Executive concerning the overall financial performance of their division and major budget pressures. This ensures a regular focus on financial management throughout the year. The Corporate Finance Branch provided financial analysis to business units in the development of a number of business cases and funding submissions. The branch also provided financial analysis for the departments submissions to the annual state budget process and prepared financial briefings for the Parliamentary Estimates, and Budget and Finance Committees. Summary of Financial Results The departments statutory financial statements and supporting notes are contained in Appendix 1 of this report however, the following table provides a summary and explanation of the departments financial results for 2011-12.
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Summary Income Statement The departments revised budget for 2011-12 (incorporating approved adjustments) provided for a budgeted (allowable) net result of $15.9m deficit. In 2011-12, the department produced a net result of $20.5m, an unfavourable variance of $4.6m against its budget. Operating expenses were higher than provided for in the revised budget. This mainly reflects the transfer of the revaluation of annual and long service leave ($3.7m), and the revaluation of workers compensation expense ($0.4m). Summary Income 2011-12 (compared to 2010-11)
2011-12 Result ($000) 222 439 9 728 212 711 192 242 (20 469) 2011-12 Budget* ($000) 217 530 9 381 208 149 192 242 (15 907) 2010-11 Result ($000) 207 282 9 798 197 484 197 761 277
Operating Expenses Operating Revenues Net Cost of Services Revenues from SA government/ Payments to SA government Net Result (Deficit)
* Budget figures incorporate all budget adjustments approved up until the 2012-13 Budget
Expenditure Profile 2011-12
Employee Expenses, $135,371,000 , 61%
Payments made to Prisoners, $2,479,000 , 1%
Supplies & Services, $60,765,000 , 27%
Depreciation, $14,321,000 , 6% Accommodation and Lease Costs, $8,330,000 , 4% Other, $1,173,000 , 1%
Employee expenses accounted for 61% of total expenditure in 2011-12. This includes salaries and wages, superannuation and payroll tax, and accruing leave entitlements. Supplies and services expenses accounted for 27% of total expenses. This includes payments to G4S Custodial Services Pty Ltd for Prisoner Movement and In-Court Management Services, management of the Mount Gambier Prison and provision of the Home Detention Electronic Monitoring System SA (EMSSA). Operating Expenditure by Program The Department for Correctional Services administers three key programs: Custodial Services; Community Based Services; and Rehabilitation and Reparation.
The Custodial Services Program accounted for 71% of total operating expenditure in 2011-12. 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 states prison system, the provision of prisoners basic needs and the secure movement of prisoners.
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The Community Based Services Program accounted for 13% of total operating expenditure. Under this program, the department case manages and supervises offenders in the community on Probation, Parole or under Home Detention and offenders on supervised Bail. This program includes the cost of operating the departments state-wide network of community correctional centres. The Rehabilitation and Reparation Services Program accounted for 16% of total operating expenditure. Under this program, the department provides a range of educational, vocational and rehabilitation programs to assist offenders to address their offending behaviour, and provide them with opportunities to lead law abiding and productive lives. This program includes the cost of prisoner education and rehabilitation programs, provision of work and vocational training in prison industries, and community service programs. Expenditure Profile 2011-12
Community Based Serv ices, $29,481,000, 13% Rehabilitation and Repatriation Serv ices, $36,618,000, 16%
Custodial Serv ices, $156,340,000 71%
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KEY TARGETS IN 2012-13
Develop and implement a pilot reintegration program for prisoners serving greater than 12 months Develop options for a Domestic Violence Offence Focussed Program for prisoners and offenders Enhance Offence Focused Programs for Aboriginal prisoners Enhance the delivery of education services to prisoners Establish a Mothers and Babies Program at the Adelaide Womens Prison Enhance family engagement for Mothers in Prison at the Adelaide Womens Prison Commence the transition to a smoke free environment in all prisons Commission the Port Augusta Prison new cell block Construct additional prisoner accommodation at Mount Gambier Prison Finalise the upgrades to the Gatehouse and Kitchen at Yatala Labour Prison Strengthen access control standards across all prisons Complete the upgrade of the kitchen at the Adelaide Remand Centre Complete the upgrade of the perimeter fence, construction of the new kitchen and commence the construction of the new cell block at the Adelaide Womens Prison Implement evidence based practice to improve the supervision of offenders Review information provided to the Courts Enhance the management of high risk offenders through the expansion of the Offender Management Plan Implement a program in the APY Lands for female offenders focussing on their violent offending Implement enhancements to the drug testing of offenders
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INDEX
A
Aboriginal Services Unit, 13, 17, 20, 27, 51 Adelaide Pre-release Centre, 30 Adelaide Remand Centre, 26, 104 Adelaide Womens Prison, 29, 104 Alcohol and Other Drug Strategy, 21 APY Lands, 37 Assaults, 35 Intensive Probation Supervision, 41 Intranet, 58, 66 Introduction, 8
K
Knowledge and Information Systems, 13
B
Bail, 13, 37, 38, 39, 42, 68, 121 Business and Performance Services, 13
L
Legislation, 64 LEGISLATION, 121
C
Cadell Training Centre, 28, 104 Chaplaincy Service, 24 Community Corrections, 13, 17, 19, 22, 37, 38, 41, 42, 43, 108 Community Service, 13, 37, 38, 39, 40 Complaints Management, 32 Contract and Business Management, 49 Corporate Finance, 66 Custodial Services, 13, 17, 49, 67
M
Media Liaison, Corporate Communication, 65 Mobilong Prison, 26, 104 Most Serious Offence, 34 Mount Gambier Prison, 19, 31, 49, 67
N
Nominated Visitors, 32 Northern Country Region, 39 Northern Metropolitan Region, 38
D
Data Warehouse, 58 Deaths in Custody, 35 detag, 40 Drug Court Curfew, 42
O
Offender Development, 13, 18 Offender Development Programs, 18 Offender Reports, 39 Office of the Chief Executive, 13 Operating Expenditure by Program, 67
E
Education, 22, 64 Employee Relations, 52, 121 Energy Management, 65 Escapes, 35, 105 ESCAPES, 105
P
Parole, 8, 13, 18, 20, 22, 30, 37, 38, 39, 41, 64, 68, 121 Policy Development, 62 Port Augusta Prison, 27 Port Lincoln Prison, 29 Prison, 18, 20, 22, 29, 35, 104 Prisoner Assessment, 39, 41, 42 Prisoner Assessment Unit, 13, 39 Prisoner Population, 33 Probation, 13, 18, 37, 38, 39, 40, 68 Psychological Services, 20
F
Freedom of Information, 62, 63, 119, 121
H
Health, 20, 23, 64, 121 Highlights, 7 Home Detention, 13, 30, 37, 38, 39, 41, 42, 67, 68 Homelessness, 18 Human Resources, 14
R
Rehabilitation, 13, 19, 64, 67, 68, 121 Rehabilitation Programs Branch, 13, 19 Remand, 33 Research Management, 65 Risk Management, 48
I
Illicit Drugs, 36 Incentive Based Regime, 31 Information Analysis, 57 Information Technology Management, 57 Integrated Housing Exits Program, 18 Intensive Bail Supervision, 13, 38, 39, 42
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S
Security Classifications, 31 Sentence Length, 33 Sentenced Females, 34 Sentenced Males, 34 Southern Country Region, 38 Southern Metropolitan Region, 37 Stakeholder Support, 62, 64, 119 Strategic Management, 60 Strategic Plan, 8, 11, 61, 62 Strategic Services, 13, 62
V
Victim Services, 45 Victims, 45, 64, 121 Visiting Inspectors, 32 Visiting Tribunals, 32
Y
Yatala Labour Prison, 19, 25, 104
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APPENDICES 1 9
72
APPENDIX 1 - AUDITOR GENERALS REPORT AND FINANCIAL STATEMENTS 2011-12
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
APPENDIX 2 - ACCOUNTS PAYABLE 2011-12 Accounts Payable in 2011-12

Particulars Number of Accounts Paid 44 022 1 275 725 46 022 % of Accounts Paid 95.65% 2.77% 1.58% 100% Value in $A of Accounts Paid $86 415.327 $11 156 999 $1 483 275 $99 055 601 % of Accounts Paid 87.24% 11.26% 1.50% 100%
Paid by due date Paid < 30 days from due date Paid > 30 days from due date Total
APPENDIX 3 - ENERGY USAGE 2011-12 Energy savings are achieved through the scheduled replacement of existing equipment, security systems, lighting, air treatment systems and computers with new more energy efficient technology. The figures in the table below reflect gas and electricity consumed in/around buildings only. Energy Usage in 2011-12
Departmental Total / Measure / Target Energy Use (GJ) GHG Emissions 13 102 Business Measure 8 163
Base Year 2000- 01: Departmental Total Base Year 2000-01: Departmental Total Year Being Reported: 2011-12 Departmental Total Departmental Business Measure (for year being reported) Final Departmental Target (for 2014)
77 096
9 444 Mj/per offender/prisoner 77 721 10 047 8 532
9 109 Mj/per offender/prisoner
7 083 Mj/per offender/prisoner
NOTES:
(a) Base line information represents structure as at 2000-01. (b) Due to billing cycles and information available for the different sites, consumption at some sites has been estimated using previous years consumption. (c) Business measure used is the number of prisoners and offender orders being managed.
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APPENDIX 4 - CUSTODIAL SERVICES STATISTICAL INFORMATION 2011-12 TABLE 1 - INTAKES BY RACIAL IDENTITY AND GENDER 2011-12 Intakes by Racial Identity and Gender 2011-12
Non-Aboriginal M Unsentenced Fine Default Sentenced Unknown Total 2 051 0 372 107 2 530 F 218 0 31 3 252 Total 2 269 0 403 110 2 782 M 853 0 62 25 940 Aboriginal F 176 0 12 1 189 U 1 0 0 0 1 Total 1 030 0 74 26 1 130 M 298 0 49 24 371 Unknown F 56 0 5 1 62 Total 354 0 54 25 433 Total 3 653 0 531 161 4 345
TABLE 2 - PRISONERS IN CUSTODY AND AVERAGE PRISON POPULATION IN 2011-12 Prisoners in Custody and Average Prison Population in 2011-12
ARC M In Custody 30/6/11 In Custody 30/6/12 Daily average in prison Daily average remand Daily average sentenced 245 240 258 YLP M 455 499 471 F 0 1 1 MOB M 326 319 324 APC M 59 57 56 AWP F 114 127 123 JNH M F 7 3 9 0 3 1 CTC M 164 156 161 PTA M F 356 371 372 6 4 6 PTL M 122 126 124 MTG M F 171 172 172 1 0 0 M 1 905 1 943 1 947 Total F 121 135 131 Total 2 026 2 078 2 078
228
225
60
48
70
601
53
654
30
246
264
56
75
161
302
119
166
1 346
78
1 424
NOTES:
ARC - Adelaide Remand Centre, YLP - Yatala Labour Prison, MOB - Mobilong Prison, APC - Adelaide Pre-Release Centre, AWP - Adelaide Womens Prison, JNH - James Nash House, CTC - Cadell Training Centre, PTA - Port Augusta Prison, PTL - Port Lincoln Prison, MTG - Mount Gambier Prison
TABLE 3 - PRISON CAPACITIES AND AVERAGE DAILY POPULATION 2011-12

C apacity Av erag e D aily Priso n Po pulatio n
161 161 324 327 172 172 124 126 378 392 123 148 56 60 472 499
C adell Training C entre
Mo bilo ng Priso n
Mt Gam bier Priso n
Pt Linco ln Priso n
P t Aug usta Priso n
Adelaid e W o m en's Priso n
Adelaide Pre-release C entre
Yatala Labo ur Priso n

258 267
Adelaide Rem a nd C entre
50
10 0
15 0
2 00
2 50
3 00
3 50
4 00
4 50
5 00
NOTES: Additional beds are utilised in cases of emergency including City Watch House. Prisoners admitted to James Nash House are not included.
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TABLE 4 - ESCAPES FROM DCS CUSTODY 2011-12 Escapes from DCS Custody in 2011-12
ARC Escapes Incidents Daily Average Prison Population Escape Rate
NOTES:
YLP 0 0 472 0
APC 0 0 56 0
AWP 0 0 123 0
JNH 0 0 10 0
CTC 0 0 161 0
MOB 0 0 324 0
PTA o 0 378 0
PTL 0 0 124 0
MTG ESCORT 0 0 172 0 0 0 0 N/A
0 0 258 0
Escape rate is calculated as 100 x prisoners escaping divided by the daily average prison population.
TABLE 5 - ESCAPES FROM DCS FROM 2007-12 Escapes from DCS for years ending 30 June 2008-12 2008 2009 2010 2011 1 2 3 6 7 3 4 5 1 855 0.32 7 1 935 0.36 3 1 963 0.15 34 1 987 0.20 2012 0 0 2 078 0.00
Prisoners Escaping
Incidents of Escape Daily Average Prison Population Escape Rate

NOTES:
Escape rate is calculated as 100 x prisoners escaping divided by the daily average prison population. 2 Includes Escapes from MowCamp Includes an escape from James Nash House 3 Includes 2 escapes from G4S escort 4 Includes 1 escape from G4S escort
1
TABLE 6 - INCIDENTS IN PRISON 2011-12 ARC

Drugs Alcohol Escape Critical Self Harm Death Unnatural Death Natural Causes Prisoner/Prisoner Assault Fire (Appliance Called) Fire (Handled Internally) 14 1 0 0 0 0 41 0 0
Incidents in Prison in 2011-2012 CTC MOB MTG APC AWP

32 0 0 0 0 0 5 0 1 12 8 0 0 0 0 19 28 20 5 1 0 0 0 0 9 1 0 2 1 0 0 0 1 0 0 0 21 0 0 1 0 0 8 0 1
PTA
18 1 0 1 0 0 44 1 5
PTL
1 2 0 0 0 0 7 1 0
YLP
111 0 0 1 1 2 40 6 2
Total
216 14 0* 3 1 3 173 37 29
TABLE 7 - PRISONER/STAFF INCIDENTS 2011-12 Prisoner/Staff Incidents 2011-12

ARC Physical Assaults Number of incidents Staff assaulted Number of incidents Total Incidents Number of incidents Staff assaulted
NOTES:
CTC 0 0 2
MOB 0 0 1
MTG 0 0 2
APC 0 0 0
AWP 4 4 4
PTA 0 0 27
PTL 0 0 5
YLP 9 9 24
Total 16 16 105 121 16
3 3 40
Abusive/Threatening Behaviour
43 3
2 0
1 0
2 0
0 0
8 4
27 0
5 0
33 9
Incidents reported on the Departmental Incident Reporting System
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TABLE 8 - SENTENCED DISCHARGES BY TIME SERVED AND MAJOR OFFENCE - 2011-12
Sentenced discharges by time served and major offence in 2011-12 Offence Group
Homicide Assaults Sexual Assaults Other Offences Against The Person Robbery Extortion Break and Enter Fraud Receiving Other Theft Property Damage Offences Against Justice Procedures Unlawful Possession of Weapons Deal or Traffic Drugs Manufacture or Grow Drugs Driving Offences Licence or Registration Offences Other Offences Against Good Order Other Offences Unknown Total
<1 month
0 10 1 1 0 0 2 23 2 3 6 185 1 1 0 5 48 71 0 7 366
1-3 months
0 25 2 0 0 0 6 24 4 7 4 225 1 3 1 5 57 21 1 7 393
3-6 months
1 44 4 1 2 0 13 22 1 7 3 132 2 3 1 4 33 9 3 8 293
6-12 months
0 50 4 3 9 0 35 17 3 10 0 40 4 12 0 7 12 15 3 31 255
1-2 years
1 24 13 3 7 0 37 11 1 6 2 34 2 19 2 2 3 11 0 18 196
2-5 years
5 16 17 4 21 1 18 4 1 2 0 20 1 13 2 0 0 0 0 3 128
5-10 years
3 3 10 2 4 0 9 3 0 1 0 2 0 1 0 0 0 0 0 0 38
> 10 years
4 0 1 0 3 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 11
Total
14 172 52 14 46 1 123 104 12 36 15 638 11 52 6 23 153 127 7 74 1 680
106
TABLE 9 - FORMS OF DISCHARGE BY INSTITUTION - 2011-12 Forms of Discharge by Institution in 2011-12

APC M 8 67 88 0 3 166 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 1 167 197 ARC M 84 1 5 1 1 92 0 0 0 0 381 0 617 0 998 0 0 7 0 3 0 10 1 100 927 AWP F 70 15 52 0 4 141 0 0 0 0 64 0 210 0 274 0 0 0 0 0 0 0 415 406 CTC M 174 62 103 0 8 347 0 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 348 304 JNH M F 2 0 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 7 2 0 0 16 0 0 0 23 2 0 0 0 0 0 0 0 0 12 2 0 0 12 37 26 2 4 6 MOB M 216 9 94 1 8 328 0 0 0 0 9 0 58 1 68 0 0 0 0 0 0 0 396 466 MTG M 29 2 18 0 1 50 0 5 0 5 23 0 12 1 36 0 0 1 0 0 0 1 92 120 F 2 0 0 0 0 2 0 0 0 0 3 0 2 0 5 0 0 0 0 0 0 0 7 7 PLP M 22 6 33 1 0 62 0 2 0 2 22 0 12 0 34 0 0 0 0 0 0 0 98 68 PTA F 1 0 0 0 0 1 0 0 0 0 1 0 0 0 1 0 0 1 0 0 0 1 3 2 M 202 15 80 0 4 301 0 1 0 1 34 0 315 0 349 0 0 0 0 1 0 1 652 582 F 14 0 0 0 0 14 0 0 0 0 4 0 58 0 62 0 0 0 0 0 0 0 76 58 YLP M 245 5 83 1 9 343 0 1 0 1 200 2 493 3 698 3 1 1 0 19 0 24 1 066 1 178 F 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 0 0 0 0 1 0 1 2 2 M 982 167 504 4 34 1 691 0 10 0 10 676 2 1 523 5 2 206 4 1 9 0 35 0 49 3 956 TOTAL 2011-2012 F Total 87 1 069 15 182 52 556 0 4 4 38 158 1 849 0 0 0 10 0 0 0 10 74 750 0 2 271 1 794 0 5 345 2 551 0 4 0 1 1 10 0 0 3 38 0 0 4 507 53 4 463 % 23.95 4.08 12.46 0.08 0.85 41.42 0.00 0.23 0.00 0.23 16.80 0.05 40.20 0.12 57.17 0.08 0.02 0.23 0.00 0.85 0.00 1.18 100% 4349 100% 2010 - 2011 Total % 956 21.98 156 3.59 570 13.11 1 0.02 37 0.85 1 720 39.55 3 0.07 3 0.07 2 0.05 8 0.18 428 9.84 11 0.25 2 127 49.01 7 0.16 2 573 59.16 4 0.09 0 0.00 6 0.14 4 0.09 33 0.76 1 0.02 48 1.10
Sentence Served Release to Home Detention Release to Parole Release to Licence Released to Probation Total Custodial Sentence Default Period Served Suspended Further Time to Pay Fine Paid/Part Paid Total Monetary Warrant Release to Bail Bail Appeal Pending Release from Court Appeal Upheld Total Remand in Custody Deceased Deported Extradition Escaped Transfer to Other Agency Wrongfully Imprisoned Total Other Discharges Total 201112 Total 2010-11
107
APPENDIX 5 - COMMUNITY CORRECTIONS STATISTICAL INFORMATION 2011-12 TABLE 1 - COMMUNITY CORRECTIONS ORDERS AND INDIVIDUALS - 2011-12 Community Corrections Orders and Individuals Current as at 30 June 2012 ORDER TYPE
Bail Community Service Financial Penalty Expiated Thru CS Home Detention Home Detention Bond Intensive Bail Supervision Interstate Orders Other Orders Parole Probation Total Male Orders Individuals Female Orders Individuals Unknown Orders Individuals
538 775 514 51 1 343 10 266 824 2 021 5 343
467 728 505 51 1 315 9 266 814 1 934 5 090
106 186 183 3 0 39 1 17 73 502 1 110
102 175 182 3 0 36 1 17 73 482 1 071
1 0 0 0 0 0 0 0 0 0 1
1 0 0 0 0 0 0 0 0 0 1
TABLE 2 - AGE AND SEX OF INDIVIDUALS WHO COMMENCED ORDERS - 2011-12 Age and Sex of Community Corrections Individuals who Commenced Orders in 2011-12 Male 17 18 19 20 21 - 24 25 - 29 30 - 34 35 - 39 40 - 49 50 - 59 60 and over Unknown Total 1 154 213 252 1 002 1 316 1 131 798 1 172 353 106 396 6 894 % 0.1 % 2.2 % 3.1 % 3.7 % 14.5 % 19.1 % 16.4 % 11.6 % 17.0 % 5.1 % 1.5 % 5.7 % 100.0% Female 0 31 40 57 150 254 225 188 252 69 18 54 1 338 % 0.0% 2.3% 3.0 % 4.3 % 11.2% 19.0 % 16.8 % 14.1 % 18.8 % 5.2 % 1.3 % 4.0 % 100.0% Unknown 0 0 0 0 3 14 3 3 1 0 1 0 25 % 0.0% 0.0% 0.0% 0.0% 12.0 % 56.0 % 12.0 % 12.0 % 4.0 % 0.0% 4.0 % 0.0% 100.0% Total 1 185 253 309 1 155 1 584 1 359 989 1 425 422 125 450 8 257 % 0.1% 2.2% 3.1% 3.7% 14.0% 19.2% 16.4% 12.0% 17.2% 5.1% 1.5% 5.5% 100.0%
108
TABLE 3 - COMMUNITY CORRECTIONS ORDERS COMMENCED - 2011-12 Community Corrections Orders Commenced in 2011-12
Male Bail Supervision - Bail Total Bail Orders Commenced Crimes Act - Cs Orders Parole Cs Bond Community Service (No Supervision - No Suspended Sentence) Bond Community Service (No Supervision Suspended Sentence) Bond Supervision and Community Service (No Suspended Sentence) Bond Supervision and Community Service (Suspended Sentence) Community Service Order Community Service Order With Supervision Shop Theft Diversion Total Community Service Orders Commenced Community Service Order (Fines Enforcement) Total Financial Penalty Expiated Through Community Service Orders Commenced Home Detention Supervision Parole and Home Detention Total Home Detention Orders Commenced Bond With Supervision and Home Detention (Suspended Sentence) Total Home Detention Bond Orders Commenced Intensive Bail Supervision Orders Total Intensive Bail Supervision Orders Commenced Interstate Parole Interstate Probation Total Interstate Orders Commenced Criminal Law Consolidation Act Pre-Bond Supervision (Home Detention) Pre-Parole Supervision (Home Detention) Supervision In Prison Voluntary Supervision Total Other Orders Commenced Parole Under Licence Parole & Home Detention Parole Total Parole Orders Commenced Mental Impairment Supervision Crimes Act Bond With Supervision Bond Supervision and Community Service (No Suspended Sentence) Bond Supervisor and Community Service (Suspended Sentence) Bond Supervision and Home Detention (Suspended Sentence) Bond With Supervision Bond With Supervision (Suspended Sentence) Community Service Order With Supervision Total Probation Orders Commenced Total Orders Commenced DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 999 999 3 32 66 31 23 61 1257 5 1 1 479 549 549 168 11 179 2 2 1027 1 027 5 5 10 1 4 124 451 2 582 0 11 507 518 89 14 23 61 2 423 932 5 1 549 6 894 Female 186 186 2 2 10 2 5 7 306 1 1 336 159 159 14 0 14 1 1 148 148 0 5 5 0 1 8 42 1 52 1 0 46 47 29 11 5 7 1 152 184 1 390 1 338 Unknown 10 10 0 0 0 0 0 0 2 0 0 2 1 1 0 0 0 0 0 7 7 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 2 2 0 5 25 109 Total 1195 1 195 5 34 76 33 28 68 1565 6 2 1 817 709 709 182 11 193 3 3 1182 1 182 5 10 15 1 5 132 493 3 634 1 11 553 565 119 25 28 68 3 577 1118 6 1 944 8 257
TABLE 4 - COMMUNITY CORRECTIONS ORDERS CLOSED - 2011-12
Community Corrections Orders Closed During 2011-12

Male Expired / Paid / Hours Completed Estreated / Cancelled Expired in Breach Administration Discharge Variation Interstate Transfer Deceased Offender Requests Deported Total Orders Closed 3 811 405 1 177 15 426 6 29 1 0 5 870 Female 741 65 308 9 133 0 4 0 0 1 260 Unknown 8 6 1 0 3 0 0 0 0 18 Total 4 560 476 1 486 24 562 6 33 1 0 7 148
TABLE 5 - HOME DETENTION - 2011-12 Home Detention in 2011-12

Commencements PostPrison 179 14 193 Bail 1 039 143 1 182 Bond 2 1 3 Discharges PostPrison 162 17 179 Bail 992 140 1 132 Bond 0 1 1 Revocations PostPrison 10 1 11 Bail 190 32 222 Bond 0 0 0 Current as at 30 June 2012 PostBon Bail Prison d 51 343 1 3 54 39 382 0 1
Male Female Total
110
TABLE 6 - COMMUNITY CORRECTIONS REPORTS COMPLETED - 2011-12 Community Corrections Reports Completed in 2011-12
PreSentence Northern Metropolitan Region 99 Elizabeth 48 Gawler 76 North East 95 Pt Adelaide 318 NMR Total Southern Metropolitan Region 75 Adelaide 327 Courts Unit 56 Edwardstown 0 HD Admin 94 Noarlunga 552 SMR Total Northern Country Region 10 Ceduna 11 Coober Pedy 43 Marla 66 Pt Augusta 14 Pt Lincoln 22 Pt Pirie 42 Whyalla 208 NCR Total Southern Country Region 36 Berri 10 Mt Gambier 53 Murray Bridge 99 SCR Total 1 177 Total Parole Community Service 124 5 7 251 387 49 3 2 0 16 70 0 0 0 1 0 2 0 3 3 6 4 13 473 Bail Home Detention Bail 0 0 0 0 0 0 0 0 1722 0 1 722 3 3 0 55 23 23 28 135 44 38 39 121 1 979 Home Detention 0 0 0 0 0 0 0 0 297 0 297 1 1 1 12 9 8 6 38 11 18 7 36 371 Home Detention Bond 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total
86 23 64 71 244 48 0 55 0 63 166 0 1 0 99 12 6 6 124 12 22 81 115 649
2 1 1 2 6 0 1028 0 1 0 1 029 12 22 59 111 8 29 53 294 4 21 5 30 1 359
311 77 148 419 955 172 1 359 113 2 020 173 3 837 26 38 103 344 66 90 135 802 110 115 189 414 6 008
111
APPENDIX 6 - HUMAN RESOURCES MANAGEMENT STATISTICAL INFORMATION - 2011-12 TABLE 1 - DCS EMPLOYEES BY CLASSIFICATION STREAM, DIVISION AND GENDER - 2011-12
Central Office Stream Male Administrative Services Trainees ASO1 ASO2 ASO3 ASO4 ASO5 ASO6 ASO7 ASO8 Manager Administrative Services MAS1 MAS2 MAS3 Total Administrative Services Operational Services Trainees OPS1 OPS2 OPS3 OPS4 OPS5 OPS6 OPS7 Total Operational Services Allied Health Professionals AHP1 AHP2 AHP3 AHP4 AHP5 Total Allied Health Professionals Professional Officers PO1 PO2 PO3 PO4 PO5 Total Professional Officers Executives SAES1 SAES2 (CEO) Total Executives Others Ministerial Special Ministerial Classifications Total Ministerial Government Services GSE1 GSE2 GSE3 GSE5 Total Government Services Government Stores WSE3 WSE4 WSE5 WSE6 Total Government Stores Government Transport Freight MF11 MFD7 MFD9 Total Government Transport Hourly Paid Instructors HPICAS Total Hourly Paid Instructors Total All Streams Female Total Male Female Total Male Female Total Community Corrections Custodial Services Male Correctional Business Centre Female Total Workers Comp Pool Male Female Total Male Total Female Total
0 2 4 0 7 9 25 11 0
0 2 12 15 16 19 14 12 0
0 4 16 15 23 28 39 23 0
0 0 5 0 1 5 3 2 0
0 5 30 10 2 2 3 0 0
0 5 35 10 3 7 6 2 0
0 3 4 12 4 0 1 0 0
0 17 16 8 4 1 1 0 0
0 20 20 20 8 1 2 0 0
0 5 3 4 4 1 0 0 0
0 7 21 17 7 0 4 0 0
0 12 24 21 11 1 4 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 10 16 16 16 15 29 13 0
0 31 79 50 29 22 22 12 0
0 41 95 66 45 37 51 25 0
0 0 8 66
0 2 4 96
0 2 12 162
0 1 3 20
1 1 1 55
1 2 4 75
0 0 4 28
0 1 0 48
0 1 4 76
0 0 0 17
0 0 0 56
0 0 0 73
0 0 0 0
0 0 0 0
0 0 0 0
0 1 15 131
1 4 5 255
1 5 20 386
0 12 0 1 2 1 3 1 20
0 3 0 0 0 1 0 0 4
0 15 0 1 2 2 3 1 24
0 0 35 38 4 4 0 0 81
0 0 2 47 4 2 0 0 55
0 0 37 85 8 6 0 0 136
0 0 509 146 40 1 9 10 709
0 1 153 24 11 0 0 0 189
0 1 656 170 51 1 9 10 898
0 0 0 0 2 0 0 0 2
0 0 0 0 0 0 1 0 1
0 0 0 0 2 0 1 0 3
0 0 3 0 0 0 0 0 3
0 0 4 0 0 0 0 0 4
0 0 7 0 0 0 0 0 7
12 541 185 48 6 12 11 815
4 159 71 15 3 1 0 253
16 700 256 63 9 13 11 1 068
0 0 9 2 0 11
0 7 17 5 1 30
0 7 26 7 1 41
5 17 5 0 0 27
21 53 8 1 0 83
26 70 13 1 0 110
0 4 2 0 0 6
3 17 5 1 0 26
3 21 7 1 0 32
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
5 21 16 2 0 44
24 77 30 7 1 139
29 98 46 9 1 183
0 1 0 0 0 1
0 1 0 0 0 1
0 2 0 0 0 2
1 0 0 0 0 1
4 0 0 0 0 4
5 0 0 0 0 5
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
1 1 0 0 0 2
4 1 0 0 0 5
5 2 0 0 0 7
3 1 4
2 0 2
5 1 6
1 0 1
0 0 0
1 0 1
4 0 4
2 0 2
6 0 6
0 0
0 0
0 0
0 0
0 0
0 0
8 1 9
4 0 4
12 1 13
3 3
1 1
4 4
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
3 3
1 1
4 4
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 5 0 2 7
0 10 0 0 10
0 15 0 2 17
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 5 0 2 7
0 10 0 0 10
0 15 0 2 17
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 1 0 0 1
0 1 0 0 1
0 2 0 0 2
3 8 1 0 12
0 2 1 1 4
2 10 2 1 15
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
3 9 1 0 13
0 3 1 1 5
3 12 2 1 18
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
1 2 1 4
0 0 0 0
1 2 1 4
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
1 2 1 4
0 0 0 0
1 2 1 4
0 0 105
0 0 134
0 0 239
0 0 130
0 0 197
0 0 327
5 5 764
17 17 293
22 22 1 057
0 0 31
0 0 61
0 0 91
0 0 3
0 0 4
0 0 7
5 5 1 033
17 17 689
22 22 1 722
NOTES:
Central Office represents all work groups that are not defined as Custodial Services or Community Corrections. This includes staff from the Ministers Office. Some Custodial and Community Corrections staff are however located in Central Office.
112
TABLE 2 - NUMBERS - GENDER STATUS - 2011-12 Numbers - Gender Status in 2011-12 Persons FTE's
Gender Male Female % Persons 59.95 40.05
1 718 1 640.95
% FTE 61.15 38.85
Number of Persons Separated from the agency during the last 12 months Number of Persons Recruited to the agency during the 11/12 financial year Number of Persons Recruited to the agency during the 11/12 financial year AND who were active/paid at June 2012 Number of Persons on Leave without Pay at 30 June 2012
NOTES: Does not include the Minister, Ministerial Advisors or Chief of Staff.
210 294 236 23
TABLE 3 - NUMBER OF EMPLOYEES BY SALARY BRACKET - 2011-12 Number of Employees by Salary Bracket in 2011-12
Salary Bracket $0 - $51 599 $51 600 - $65 699 $65 700 - $84 099 $84 100 - $106 199 $106 200+ Total
NOTES:
Male 607 271 105 38 9 1 030
Female 304 195 142 42 5 688
Total 911 466 247 80 14 1 718
Does not include the Minister, Ministerial Advisors or Chief of Staff.
TABLE 4 - STATUS OF EMPLOYEES IN CURRENT POSITION - 2011-12 Status of Employees in Current Position in 2011-12 FTE's
Gender Male Female Total Ongoing 890.95 515.8 1 406.75 Short-term contract 94.9 107.7 202.6 Long-term contract 11 7 18 Casual 6.53 7.07 13.6 Total 1 003.38 637.57 1 640.95
Persons
Gender Male Female Total
NOTES:
Ongoing 901 546 1 447
Short-term contract 98 113 211
Long-term contract 11 7 18
Casual 20 22 42
Total 1030 688 1 718
TABLE 5 - NUMBER OF EXECUTIVES IN CURRENT POSITION, GENDER AND CLASSIFICATION - 2011-12 Number of Executives by Status in Current Position, Gender and Classification in 2011-2012 Ongoing Term Tenured Term Untenured Total Total Classification M F M F M F M F
SAES1 SAES2 Total
NOTES:
1 0 1
0 0 0
0 0 0
0 0 0
7 1 8
4 0 4
8 1 9
4 0 4
12 1 13
113
TABLE 6 - AVERAGE DAYS LEAVE PER FTE EMPLOYMENT - 2011-12 Average Days Leave Per FTE Employment in 2011-12
Leave Type Sick Leave Family Carers Leave Miscellaneous Special Leave
NOTES:
2008-09 10.04 1.22 n/a
2009-10 8.75 1.46 0.81
2010-11 9.53 1.55 0.89
2011-12 9.62 1.48 0.95
TABLE 7 - NUMBER OF EMPLOYEES BY AGE BRACKET BY GENDER - 2011-12 Number of Employees by Age Bracket by Gender in 2011-12
Age Bracket 15 - 19 20 - 24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 - 54 55 - 59 60 - 64 65+ Total
NOTES:
Male 0 33 60 84 106 125 148 187 151 110 26 1 030
Female 2 21 54 64 70 98 104 112 96 54 13 688
Total 2 54 114 148 176 223 252 299 247 164 39 1 718
% of Total 0.12 3.14 6.64 8.61 10.24 12.98 14.67 17.4 14.38 9.55 2.27 100
Workforce Benchmark % * 6.4 10.4 11.0 10.1 10.3 11.0 11.5 11.4 9.4 5.5 3.0 100
Does not include the Minister, Ministerial Advisors or Chief of Staff. *Source: Australian Bureau of Statistics Australian Demographic Statistics, 6291.0.55.001 Labour Force Status (ST LM8) by sex, age, state, marital status employed total from February 78 Supertable, South Australia at May 2010
TABLE 8 - NUMBER OF ABORIGINAL AND/OR TORRES STRAIT ISLANDER EMPLOYEES - 2011-12 Number of Aboriginal and/or Torres Strait Islander Employees in 2011-12 Salary Bracket Aboriginal Staff Total Staff % Aboriginal Target $0 - $51,599 32 911 3.51 2% $51,600 - $65,699 18 466 3.86 2% $65,700 - $84,099 8 247 3.24 2% $84,100 - $106,199 1 80 1.25 2% $106,200+ 0 14 0 2%
Total
NOTES:
59
1 718
3.43
2%
TABLE 9 - CULTURAL AND LINGUISTIC DIVERSITY - 2011-12 Cultural and Linguistic Diversity in 2011-12
Male Number of employees born overseas Number of employees who speak language(s) other than English at home
NOTES:
Female 89 20
Total 269 61
% of Agency 15.66 3.55
SA Community*
180 41
20.30% 16.60%
Does not include the Minister, Ministerial Advisors or Chief of Staff. *Benchmarks from ABS Publication Basic Community Profile (SA) Cat No. 2001.0, 2006 census
114
TABLE 10 - NUMBER OF EMPLOYEES WITH DISABILITIES REQUIRING WORKPLACE ADAPTATION - 2011-12 Number of Employees with Disabilities Requiring Workplace Adaptation 2011-12
Male 17
NOTES:
Female 7
Total 24
% of Agency 1.4
It is recognised that many employees do not wish to declare they have a disability. Further, departmental employee data collection regarding disabilities is based on self disclosure only. Therefore, specific information regarding the types of disabilities (physical, intellectual sensory physiological / psychiatric or other) may not be captured.
TABLE 11 - NUMBER OF EMPLOYEES USING VOLUNTARY FLEXIBLE WORKING ARRANGEMENTS - 2011-12 Number of Employees Using Voluntary Flexible Working Arrangements 2011-12
Leave Type Purchased Leave Flexitime Compressed Weeks Part-time Job Share Male 2 173 0 55 1 Female 9 355 1 128 11 Total 11 528 1 183 12
TABLE 12 - NUMBER OF INVESTIGATIONS INTO BREACHES OF THE CODE OF ETHICS - 2011-12 Number of Investigations into Breaches of the Code of Ethics 2011-12
Breach Found Penalties for breach found Reprimand Reprimand and loss of remuneration Reprimand and loss of leave Loss of remuneration No breach found Employee resigned prior to completion Awaiting completion Total number of investigations 6 5 1 0 0 20 1 48 75
115
TABLE 13 - ACCREDITED TRAINING PACKAGES BY CLASSIFICATION - 2011-12
Accredited Training Packages by Classification in 2011-12

Classification AHP1 AHP2 AHP3 ASO1 ASO2 ASO3 ASO4 ASO5 ASO6 ASO7 GSE5 HPIC MAS3 MF11 OPS2 OPS3 OPS4 OPS5 OPS6 OPS7 OPX2 OPX3 OPX4 OPX5 PO1 Number of Accredited Training Packages 4 13 4 5 16 5 4 4 8 6 1 1 3 1 6 7 2 1 3 1 137 47 12 3 2
TABLE 14 - LEADERSHIP AND MANAGEMENT TRAINING EXPENDITURE - 2011-12 Leadership and Management Training Expenditure in 2011-12
Training and Development Total training and development expenditure Total leadership and management development
NOTES:
Total Cost $3.1m $0.67m
% of Total Salary Expenditure 2.36% 0.51%
DCS salary budget provides for the payment of employees working in prisons on a 24/7 roster and therefore includes payment of shift allowances and call backs. In addition, due to system limitations, many salary costs of employees participating in training (and any call back charges) are not factored into the total training investment this is also the case for any training directly charged against program and project codes.
TABLE 15 - OHS NOTICES AND CORRECTIVE ACTION TAKEN - 2011-12 OHS Notices and Corrective Action Taken 2011-12
Number of notifiable occurrences pursuant to OHS&W Regulations. Division 6.6 Number of notifiable injuries pursuant to OHS&W Regulations, Division 6.6 Number of notices served pursuant to OHS&W Act, s35, s39 and s40 (default, improvement and prohibition notices) DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2010-11 116 4 9 4
TABLE 16 - AGENCY WORKERS COMPENSATION EXPENDITURE - 2011-12 (COMPARED WITH 2010-11) Agency Gross Workers Compensation Expenditure for 2011-12 Compared with 2010-11 Expenditure
Hospital Income Maintenance Investigation Legal Expenses Lump Sum Other Registered Medical Rehabilitation Travel Total Claims Expenditure
2011-12 ($m)
$0.098m $1 718m $0.020m $0.144m $1.255m $0.148m $0.706m $0.327m $0.058m $4.47m
2010-11 ($m)
$0.106m $1 928m $0.075m $0.146m $1.263m $0.394m $0.699m $0.408m $0.061m $5.08m
Variation ($m)+(-)
-$ -$ -$ -$ -$ -$ +$ -$ -$ -$0.61m
% Change =+(-)
-7.49% -10.92% -73.21% -1.12% -0.62% -62.36% 1.10% -19.81% -4.97 -11.90%
TABLE 17 - MEETING SAFETY PERFORMANCE TARGETS - 2011-12 Safety Performance Targets in 2011-12 Base: Performance 12 months 2009-10 as at 30 June 2012* Numbers Notional Actual Variation or % Target**
1. Workplace fatalities 0 149 57.08 30.65 9.33 66.44% 97.22% 42.22% 0 122 46.21 30.30 7.24 84.43% 86.36% 42.68% 0 134 51.37 27.58 8.40 80.00% 90.00% 60.00% 0 -12 -5.16 2.72 - 1.16 4.43 -3.64 -17.32 2. New workplace injury claims 3. New workplace injury claims frequency rate*** 4. Lost time injuries frequency rate*** 5. 6. New psychological injury frequency rate*** Rehabilitation and return to work: 6a. 6b. 6c. 7. 7a. 7b. 7c. 8. Early assessment within 2 days Early intervention within 5 days Days lost <=10 days Claims to be determined for provisional in 7 calendar days Claims determined in 10 business days Claims still to be determined after 3 months
Claim determination 26.32% 68.92% 7.43% 97.18% 44.72% 13.01% $1 071 216.48 $537 030.22 100.00% 75.00% 3.00% $827 130.90 $642 468.01 - 2.82 -30.28 10.01 $244 085.59 $105 437.79
Income maintenance payments for recent Injuries 2009-10 injuries (at 21 months development) 2010-11 injuries (at 9 months development)
NOTES:
* Except for target 5, all data is at year to date ** Based on cumulative reduction from base at a constant quarterly figure *** Frequency rates are calculated for benchmarking and are used by the WorkCover Corporation. Frequency rates calculated as follows: Number of new / lost time / psychological injuries for year x 1 000 000 (number of hours worked in year).
117
TABLE 18 - WORKERS COMPENSATION STATISTICS - 2011-12
Workers Compensation Statistics in 2011-12

PSWR actuarial valuation of workers compensation liabilities (rounded) 30 June 2012 30 June 2011 30 June 2010 30 June 2009 30 June 2008 30 June 2007 $18m $18m $20m $21.1m $24.9m $28.3m PSWR valuation of workers compensation liabilities (actual) $18 232 081 $18 001 763 $20 032 359 $21 105 996 $24 932 778 $28 332 183 Workers compensation provisions (notes to and forming part of financial statements) $18 232 $17 079 $18 824 $20 311 $23 983 $27 005 Number of new workers compensation claims by financial year 122 147 149 141 182 167
118
APPENDIX 7 - FREEDOM OF INFORMATION - INFORMATION STATEMENT Pursuant to the provisions of Section 9 of the Freedom of Information Act 1991(the FOI Act) the following details are provided as part of the Information Statement. Structures and functions of DCS The structures and functions of DCS are shown in the front of this report. The report also includes an overview of the reporting lines of responsibility. Functions of DCS affecting the public The departments 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 departments policies and the exercises of the agencys 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 departments 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.
119
APPENDIX 8 - OVERSEAS TRAVEL - 2011-12 Overseas Travel by Departmental Employees in 2011-12

Number of Employees Destination/s Reasons for Travel Total Cost to Agency
Singapore
Attendance at the International Corrections and Prisons Association Conference Attendance at the United Nations Office on Drugs and Crime Expert Group Meeting (partially funded by the United Nations) Attendance at the Asian and Pacific Conference of Correctional Administrators Attendance and presentation at the Division of Forensic Psychology Annual Conference Attendance at the Malaysian Accountants Conference Institute of
$11 410
Austria
$8 751
Japan
$5 230
Wales
$3 246
Malaysia
$ 853
NOTES:
The following expenditure incurred in 2011-12 has not been included: $3 274 for one employee to attend the International Corrections and Prisons Association Annual Conference in Mexico as the conference is to be held in October 2012. Reimbursement to come from the New South Wales government in 2012-13. $2 300 for one employee to attend the Pacific Islands Fire Service Association Conference in Tonga as the trip was cancelled. A credit for this has been received in 2012-13.
120
APPENDIX 9 - LEGISLATION THAT GOVERNS THE OPERATION OF THE DEPARTMENT The activities of the Department for Correctional Services are governed by various forms of legislation, and include but are not limited to the: Correctional Services Act 1982 Bail Act 1985 Criminal Law (Sentencing) Act 1988 Mental Health Act 1993 Prisoner (Interstate Transfer) Act 1982 Parole Orders (Transfer) Act 1983 International Transfer of Prisoners Act 1997 Victims of Crime Act 2001 Industrial and Employee Relations Act 1994 Industrial Law Reform (Fair Work) Act 2005 State Records Act 1997 Freedom of Information Act 1991 Occupational Health, Safety and Welfare Act 1986 Workers Rehabilitation and Compensation Act 1986 Carers Recognition Act 2005 Equal Opportunity Act 1984 Public Sector Management Act 1995 Public Sector Act 2009 Public Finance and Audit Act 1987
121
South Australian Department for Correctional Services Level 2, 400 King William Street ADELAIDE SA 5000
Telephone: 08 8226 9000 Facsimile: 08 8226 9226
Internet: Email:
www.corrections.sa.gov.au dcs@sa.gov.au
ABN: 44736536754 ISSN: 18340415
As at 30 June 2012

Annual Report 2011 - 2012

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Annual Report 2011 - 2012

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ANNUAL REPORT 2011 2012

DAVID BROWN CHIEF EXECUTIVE david.brown3@sa.gov.au

1. DELIVERING OUR CRITICAL SERVICES ...................................................................................................... 15

2. BUILDING OUR CAPACITY AND CAPABILITY .......................................................................................... 47

3. LEADING AND MANAGING OUR ORGANISATION ............................................................................... 59

DEPARTMENT FOR CORRECTIONAL SERVICES

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

Peter Severin OUTGOING CHIEF EXECUTIVE

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

STRATEGIC PLAN 2011-14

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

OVERVIEW OF THE DEPARTMENT FOR CORRECTIONAL SERVICES

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

1. DELIVERING OUR CRITICAL SERVICES

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

1. DELIVERING OUR CRITICAL SERVICES INTEGRATED OFFENDER MANAGEMENT

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

1. DELIVERING OUR CRITICAL SERVICES

complete refurbishment of the kitchen. capacity by 32 beds.

In addition, in 2011-12 the prison expanded its

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

10% Percentage (%) 2010 2011

Most Serious Offence for Sentenced Females 2010-2012

10% Percentage (%) 2010 2011

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

Escape Rates between 2007-08 and 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

6 2 18 41 18 37 5 58 325 160 664

4 Homebrews 5 Tattooing equipment 6 Other prohibited items

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

1. DELIVERING OUR CRITICAL SERVICES SAFETY AND SECURITY

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

Individuals with multiple orders counted once in each particular category

Individuals with multiple orders counted once in each particular category

Individuals with multiple orders counted once in each particular category

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

Individuals with multiple orders counted once in each particular category

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

FPE Thru CS 8.18%

Home Detention Bond 0.01%

Home Detention 0.63% Interstate Orders 0.14% CSO 11.29%

Other Orders 3.37% Prison 24.24%

0 NCR NMR Orders Individuals SCR SMR

NCR = Northern Country Region NMR = Northern Metropolitan Region

SCR = Southern Country Region SMR = Southern Metropolitan Region

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

1. DELIVERING OUR CRITICAL SERVICES COMMUNITY ENGAGEMENT

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2011-12

2. BUILDING OUR CAPACITY AND CAPABILITY