ANNUAL REPORT

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ANNUAL REPORT 2012-13

THE DEPARTMENT FOR CORRECTIONAL

SERVICES

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South Australian

Department for Correctional Services Level 2, 400 King William Street

ADELAIDE SA 5000 Telephone: 08 8226 9000 Facsimile: 08 8226 9226 Internet: www.corrections.sa.gov.au Email: [email protected] ABN: 44736536754 ISSN: 18340415 As at 30 June 2013

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CEN/13/0022

31 October 2013

The Honourable Michael O’Brien MP Minister for Correctional Services Level 2

45 Pirie Street ADELAIDE SA 5000

Dear Minister

I present to you the 2012-13 Annual Report for the Department for Correctional Services. This Annual Report provides an overview of significant highlights and achievements in 2012-13 and illustrates the contribution made by the department to support the Government of South Australia’s strategic priorities.

The 2012-13 Annual Report has been prepared in accordance with the requirements of the Public Sector Act 2009, the Public Finance and Audit Act 1987 and the Correctional Services Act 1982 (the Act).

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

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

DAVID BROWN CHIEF EXECUTIVE

Office of the Chief Executive

Level 2

400 King William Street DX 147 GPO Box 1747 ADELAIDE SA 5001 Tel: 08 8226 9120 Fax: 08 8226 9226 www.corrections.sa.gov.au

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DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT 2012-13 4

A NOTE FROM THE CHIEF EXECUTIVE

Given this is my first opportunity as Chief Executive to provide an overview for the department’s Annual Report, I am pleased that this year, the Department for Correctional Services has continued to demonstrate its ability to deliver high quality services, within a demanding and constantly transforming environment.

The year has certainly not been without its challenges and the department remains under intense scrutiny as a result of the complexities of the environment in which we operate.

A difficulty with which the department contests is the significant growth of the South Australian prison population. This is an ongoing problem, not a new one and increased prisoner numbers continue to place pressure and demand on our existing infrastructure. I am proud however that despite this pressure, the department has maintained a strong strategic focus on maintaining a prison system where the roles and functions are defined, performance is closely monitored and safety and security (of prisoners, staff and the community) is paramount.

The management of prisoners and offenders with complex needs continues to be both a challenge and a key focus for the department. One pleasing development in this regard was the upgrade in 2012-13 of the Sandalwood Unit at Port Augusta Prison. The Unit now caters for the management and care of female prisoners with complex needs (including mental health and aged-related requirements) within a multi-purpose facility.

Efforts are continually made to keep South Australian prisons in line with international security standards and as a result of extensive works in 2012-13, the new Gatehouse at Yatala Labour Prison and Reception at the Adelaide Remand Centre both now host some of the most advanced access control technologies available on the market. This includes biometric iris scanning, drug and explosive monitoring equipment and state-of-the-art metal detection systems.

Other enhancements to existing facilities, as well as increases to prison capacities have continued in force this year. This includes the progression of the significant program of works at the Northfield sites (as part of the $42.6 million project) as well as the commissioning of a new 90 bed facility, the ‘Banksia Unit’ at Port Augusta Prison. Construction was also completed during this year on a 108 bed unit at Mount Gambier Prison (operational from early 2013-14).

The department’s efforts should be commended with regard to the provision of services and the management of offenders being supervised in the community. This effort is reflected by the result that for the fifth consecutive year, the 2013 Report on Government Services (ROGS) reported that South Australia had the lowest return to prison rate of any Australian jurisdiction. Given the department is the lead agency for the South Australian Strategic Plan Target 19: Repeat offending: South Australia has the lowest rate of repeat offenders over the period 2020, the ROGS result is certainly a reflection of the success of both this department and the South Australian criminal justice system as a whole.

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

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In 2012-13 the department’s suite of offender programs was bolstered with the inclusion of a family violence prevention program in the Anangu Pitjantjatjara Yankunytjatjara Lands (specifically for female offenders), as well as through the development of a pilot Reintegration Program (for prisoners serving sentences greater than 12 months) and a pilot Domestic Violence Program. A program for sexual offenders who have been assessed as having an inherited or acquired cognitive deficit, was also included as an ongoing program following a successful trial in 2012.

The tremendous partnership between the department and BHP Billiton has again continued this year where eligible prisoners from Port Augusta Prison are provided with qualifications in areas such as elevated work platform, fork lift operation and front loader training whilst gaining hands-on work experience. The ground breaking Sierra Program also continued this year to target young offenders by focusing on self-discipline, education, fitness and teamwork.

Another rehabilitative highlight for 2012-13 was the implementation and supervision of Dialectical Behaviour Therapy (or DBT) at the Adelaide Women’s Prison. DBT addresses suicidal and parasuicidal behaviour among women who have been diagnosed with Borderline Personality Disorder. This important program is part of a number of initiatives by the department on a renewed focus and prioritisation of women offenders.

During the year the department has maintained its support for the State government’s strategic priorities, in particular in relation to priority two, Safe Communities and Healthy Neighbourhoods. Also in accordance with government targets, a significant project was completed in line with Public Sector Renewal - the Business Model Review or ‘BMR’. This review was launched in November 2012 and drew upon the wisdom of a skilled taskforce and advisory committee. The BMR identified a number of improvements in the effectiveness and efficiency of the department’s corporate structure and created a new four division model to better align functions to purpose.

A restructure of Community Corrections was also completed during the year and will be rolled out in 2013-14. The initiative will bring about a number of great improvements in supervision strategies – a critical aspect of both an offender’s management and reintegration.

In closing, I would like to take this opportunity to acknowledge the efforts of the many stakeholders, volunteers and partner agencies who have supported the department through the year. I also recognise the dedication of the department’s staff - whose efforts in 2012-13 are reflected within this report. Their hard work and professional behaviour is further commended given the implementation of some key structural changes this year.

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

DAVID BROWN CHIEF EXECUTIVE

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SUMMARY OF HIGHLIGHTS IN 2012-13

Identified a domestic violence offence focused program which is scheduled to be piloted

in July 2013.

Continued to provide a risk based approach to managing offenders in the community

through ‘Enhanced Community Corrections’ in addition to implementing an increase in the frequency of drug testing of offenders.

Strengthened access control and increased digital technology across the prison system. Enhanced the delivery of education and vocational training services to prisoners and

offenders including an increase to the number of qualifications on scope.

Implemented a culturally and linguistically appropriate domestic violence program in the

Anangu Pitjantjatjara Yankunytjatjara Lands specifically for female offenders.

Completed and commissioned the new Banksia Unit at Port Augusta Prison, increasing

capacity at that facility by 90 beds.

Continued the significant Northfield program of works at Yatala Labour Prison, the

Adelaide Women’s Prison and Adelaide Pre-Release Centre.

Completed the upgrade of the kitchen at the Adelaide Remand Centre.

Completed the construction of a 108 bed unit at Mount Gambier Prison (to be

commissioned in early 2013-14).

Commenced a Pilot Reintegration Program for prisoners serving sentences greater than

12 months.

Contributed to cross-government policy and collaboration regarding criminal justice

including the department’s commitment to the continued trial of the Offender Management Plan.

Continued the Shaping Corrections change management program.

Completed a comprehensive review of the department’s central office functions and

accountability as part of the ‘Business Model Review’.

Completed a pilot program for sexual offenders with low cognitive functioning.

Implemented amendments to the Correctional Services Act 1982 including a number of

new enhancements to protect the community, prisoners and prison staff during the visits process.

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ABOUT THIS DOCUMENT

The 2012-13 Annual Report allows the department to present to Parliament and the community, the milestones and the achievements for the year alongside a review of operational and financial performance. The Annual Report is in accordance with legislation, government policy and planning documents. It also includes compliance against Key Performance Indicators within the South Australian Strategic Plan, the department’s 2011-14 Strategic Plan and 2012-13 Business Plan.

Following this introduction, the format of the Annual Report is centred on the department’s Strategic Plan 2011-14 (see page 11) specifically reporting against the three objectives of that plan (Parts 1, 2 and 3). The final section of the Annual Report, the Appendix, provides detail on relevant statistics, tables and figures and the Financial Statements for 2012-13.

PART 1 - Deliver our

Critical Services

PART 2 - Building our

Capability and

Capacity

PART 3 - Leading and

Managing our

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INTRODUCTION TO THE DEPARTMENT

The Department for Correctional Services (DCS) serves a vital role in the criminal justice system in South Australia. DCS employs over 1 720 staff who contribute to the management of prisoners and offenders in the state’s nine prisons, 17 community correctional centres and through essential support functions provided out of the department’s Central Office.

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

DCS’ key strategic priorities are aligned to the primary areas of focus of the South Australian Government’s forward agenda, in particular the priority of Maintaining our safe communities and healthy neighbourhoods, as well as the state Strategic Plan vision of We are safe in our homes, community and at work. DCS is also the lead agency for Target 19: Repeat offending: South Australia has the lowest rate of repeat offenders over the period 2020. Safety and security measures are integral to DCS operations. South Australian prisons are equipped with some of the most advanced technology to provide for the secure management of prisoners, including those prisoners who present the greatest risk to our community. The department works closely alongside the other justice agencies in South Australia to share information and target those offenders who present the greatest risk to the community. DCS also values high-level liaison with other national and international criminal justice organisations through memberships including the Asian and Pacific Conference of Corrections Administrators (APCCA) and the International Corrections and Prisons Association (ICPA).

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

Our vision

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

Our mission

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

Corporate values

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

Stakeholders

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

Outcomes

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

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SHAPING CORRECTIONS

The Department for Correctional Services is committed to achieving effective strategic management and continuously improving its services in custodial management, community corrections, offender development, and all other related support services (in line with government priorities and targets).

Shaping Corrections is the department’s change program. Critical to the success of Shaping Corrections is high-level engagement including regular communication and information forwarded from the Chief Executive to all employees as well as a monthly discussion with the executive team and bi-monthly meetings of the five regional working groups (supported by briefing documents and extensive minutes). Project information sheets and progress updates are also available to all employees.

The regional working groups are comprised of a diverse representation of staff across all directorates and classifications including front line employees, managers, supervisors and administrative staff. The working groups engage in discussion and consultation with locally based staff and collaborate to identify gaps and potential solutions to a range of Shaping Corrections (and other departmental) initiatives including the design and implementation of policy. Information gathered from the working groups is fed back to, and considered by the DCS Executive. The Executive then forms the Shaping Corrections Program Steering Committee.

Shaping Corrections directly contributes to improved outcomes identified in the department’s Strategic Plan including increased public protection, the provision of a safe, secure and humane environment and reduced re-offending.

Shaping Corrections is underpinned by a Service Delivery Framework and Service Principles. The Service Delivery Framework (see page 14) is a ‘picture’ of the key operational services that DCS provides, clearly outlining the key areas of service delivery where DCS must focus and succeed if it is to maintain public protection and reduce re-offending. The framework assists the department to communicate priorities and identify key opportunities to improve performance in service delivery.

The Shaping Corrections Service Principles are:

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

A safe and secure environment is paramount.

A risk based approach is taken to offender reintegration.

Our staff are central to successful service delivery.

Offenders are meaningfully engaged in pro-social activities.

Offenders are treated humanely within public safety requirements.

Offenders are required to take responsibility for their behaviour.

We are committed to providing consistent quality services.

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

Services are delivered with cultural competence.

Offender programs are targeted to ensure public protection and to reduce re-offending. Offender risk is managed based on

sound assessment.

For detail regarding Shaping Corrections highlights in 2012-13, as well as already completed initiatives, please refer to page 80.

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Shaping Corrections Service Delivery Framework

Public

Protection

& Reduced

Re-Offending

Community Engagement

Prisoner Community Work Repay SA

Volunteers Victims Service Providers

Integrated Offender Management

Case Management Regime Management Structured Day

Enhanced Community Corrections Offender Programs & Services

Safety & Security

OHSW

Security & Emergency Management

Intel Technology

Crisis Intervention & Support

Correctional Service Principles

Governance

Our Staff

Policies & Procedures Facilities Communication

Leadership & Learning Capacity & Capability

Cultural Competence IT & Knowledge

Risk

M

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ag

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Qu

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STRUCTURE OF THE DEPARTMENT

Business Model Review (BMR)

In November 2012, the department undertook a review of its Central Office functions and operations with a view to design an improved business model consistent with the Public Sector Renewal Program, as well as to better align to the department’s service delivery framework.

The Business Model Review or ‘BMR’ identified a range of improvements focused on improving the effectiveness and efficiency of the department’s corporate directorates.

The BMR captured the following themes:

 Better alignment of functions to purpose.

 Create a leaner and more responsive Central Office.

 Provide stronger support for the Chief Executive’s leadership roles.

 Better position the department to develop partnerships with related agencies.

 Model decision making authority as close to the frontline as is prudent.

 Integrate functions to improve effectiveness.

 Improve IT and Records infrastructure to serve the department into the future.

 Develop communication capability, particularly using new age technology.

 Invest in leadership and management capability.

 Improve performance management.

The review directly supported Public Sector Renewal and the department’s required budget savings for 2013-14 and 2014-15. In addition, the BMR contributed to the South Australian Government’s seven strategic priorities, in particular ‘Safe Communities and Healthy Neighbourhoods’ by fostering an integrated offender management approach and by building on current partnership arrangements with other key agencies and the private sector.

In the latter part of 2012-13, the department implemented the guidelines of improvements and finalised all office / workstation relocations, ready for the changes under the BMR to be fully implemented for the commencement of the 2013-14 year.

As a result of the BMR, the department’s Central Office reduced from a six to a four directorate model (as from 25 March 2013). The new four directorate model (refer to the Organisational Chart on page 17) consists of:

 Statewide Operations which includes the Deputy Chief Executive and head of

Statewide Operations, an Executive Director responsible for Community Corrections and Specialist Prisons, safety and Security services, including prisons, community corrections, and the Ethics, Intelligence and Investigations Unit.

 Business and Information Services which includes the Executive Director and

all finance and assets services related functions in addition to Information Technology, the department’s information consultants and records management.

 Offender Development which includes the Executive Director, Sentence

Management Unit (incorporating psychological services), Offender Rehabilitation Services, the Departmental Registered Training Organisation VTEC-SA, Strategic Policy, Projects and Partnerships, the Aboriginal Services Unit, Shaping Corrections and the Volunteers Unit.

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 Human Resources including the Executive Director and all HR related functions

including Workforce Planning and Development and Workforce Management.

In addition to the four directorates listed above, a Director heads up the services provided within a newly created unit known as Governance and Executive Support. This unit reports directly to the Chief Executive and includes Executive Services, Communications, Freedom of Information, Victims, Complaints and Enquiries and Strategic and Business Planning.

This Annual Report therefore references and takes into account the activities of both the new corporate structure (as from 25 March 2013), as well as the previous structure which was in operation for most of the 2012-13 financial year.

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PART 1 The Department for Correctional Services provides for a safer South

Australian community through its

priority of ‘Delivering our Critical

Services’. This includes the application of Integrated Offender

Management, a continued emphasis on Safety and Security, and the

enhancement of Community Engagement.

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INTEGRATED OFFENDER MANAGEMENT

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

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

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

Key Performance Indicators:

Number of offence focused program hours delivered

Number of outstanding backlog assessments: • ORNI-R

• Specialist Making Changes Program – number of

program hours delivered: • Community Corrections • Custodial Services

Control offenders (as identified by RoR score) have their Assessment and Case Plan completed within 28 days

Number of program hours delivered: • Sex offender treatment program • Violent offender treatment program

% Case Management Plans completed within 8 weeks (for non-control offenders)

% of offenders/prisoners successfully completing offence focused programs

% of Indigenous community based orders successfully completed

Number of prisoners/offenders enrolled in educational vocational programs

% of eligible prisoners with an Individual Development Plan prepared within 6 weeks Number of literacy and numeracy

assessments completed

Number of ORNI-R’s completed: • Community Corrections

• Custodial Services On the job skills programs:

• Average number of eligible prisoners with duty assignments

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Offender Development and Rehabilitation

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

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

Offender Rehabilitation Services

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

Offender Rehabilitation Services incorporates the Rehabilitation Programs Branch, the Program Services Unit, Psychological Services, the Serious Offender Committee, the Integrated Housing Exits Program and the Volunteer Unit.

Rehabilitation Programs Branch

The Rehabilitation Programs Branch is based within the Offender Development Directorate with specialist staff delivering program based intervention in prisons across the state and in metropolitan-based Community Correctional Centres. All of the clinicians responsible for program delivery have specialist skills and experience in delivering therapeutic interventions to high-risk sexual and violent offenders. The Branch operates against a stringent program delivery framework to ensure compliance with National Australian Program Standards. The Branch also provides consultancy services to Community Corrections staff with regard to offenders who have previously progressed through a Rehabilitation Programs Branch program. This allows for progressive throughcare between treatment delivery and risk management in the community.

The Branch delivers the Violence Prevention Program, the Sexual Behaviours Clinic program and the Sexual Behaviours Clinic-me program. These programs are evidence-based and centred on cognitive-behavioural principles (in both theory and practice). They are overseen by a clinical supervision framework to provide for best practice, as well as program integrity.

 Program Services Unit

The Program Services Unit is responsible for program development and implementation, staff awareness training and consultation and maintaining quality assurance standards in relation to program delivery, review and evaluation.

During 2012-2013, the Program Services Unit undertook:  Development and evaluation of the SBC-me trial program.

 Implementation and supervision of Dialectical Behaviour Therapy (DBT) at the Adelaide Women’s Prison. DBT is facilitated by psychologists from the Sentence Management Unit and addresses suicidal and parasuicidal behaviour among women diagnosed with Borderline Personality Disorder. In 2012-13 there were eight participants in the DBT program - four completed one full cycle (of all four modules), with the remaining having completed one or more modules.

 Qualitative review of the Making Changes Program which is delivered at the Adelaide Women’s Prison as well as clinical supervision to the facilitator of the program (at that prison).

 Review of the Violence Prevention Program and updating of the related manual (through a new theoretical framework).

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 Evaluation of the Domestic Abuse Program currently being piloted at the Elizabeth Community Correctional Centre.

 Development and piloting of an eight module Community Reintegration Project to provide offenders with information about community services (including modules relating to health, wellbeing and interpersonal relationships).

 Provision of support to the Making Changes program (delivered by the Statewide Operations directorate) including training, consultation and advice.

Criminogenic Programs

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

Criminogenic programs delivered by the Rehabilitation Programs Branch are:

 The Violence Prevention Program which is a group based treatment program for

prisoners and community based offenders who are assessed as being of medium to high risk of violent reoffending, as well as those individuals with a history of violence-related offending. The program is run over a period of approximately nine months and is approximately 200 hours in duration.

 The Sexual Behaviours Clinic which is a specialised therapeutic group program

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

 The Sexual Behaviours Clinic-me (SBC-me) which is a specialist

psychotherapeutic treatment program for adult male sexual offenders who have been identified as having a mild to borderline level of intellectual disability or cognitive deficits that would preclude them from participating in mainstream therapeutic programs. The program is run over a 14 month period and comprises approximately 300 group-based hours. The SBC-me pilot program concluded in November 2012 and following positive evaluation outcomes, was included in the full suite of departmental offence focussed programs.

Specialist social workers in Statewide Operations deliver:

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

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

Criminogenic Programs – hours delivered in 2012-13

Making Changes 3 309

Violence Prevention Program 2 259

Sexual Behaviours Clinic 500

TOTAL 6 068

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

Additional Rehabilitation Programs

The following programs are also facilitated by the department:

 Reintegration Program

The department believes that effective partnerships with community based organisations can lead to better outcomes for offenders when they leave prison and

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re-enter the community. Reintegration services offered (both to prisoners before their release and to offenders who are managed in the community) include assistance with obtaining accommodation, financial management, vocation and employment advocacy and access and engagement with other support services.

Reintegration programs, similar to programs targeting criminogenic risk, have been demonstrated to achieve positive outcomes when they are designed to focus on assessed individual need, are targeted with appropriate intensity and are delivered in an appropriate format.

A pilot Reintegration Program commenced at the Adelaide Women’s Prison and Mobilong Prison in July and August 2012. The pilot targeted prisoners serving sentences greater than 12 months and covered eight distinct modules – Identification, Accommodation, Budgeting, Finance and Centrelink, Community Corrections, Alcohol and other Drugs, Relationships, Health and Employment. The pilot was facilitated by departmental staff in conjunction with other government agencies (including Centrelink) and Non-Government Organisations (including Relationships Australia).

A total of 47 prisoners participated in at least one module of the Pilot Reintegration Program. Following the review of the recommendations from the pilot (in 2013-14), it is anticipated that the Reintegration Program is to be continued and established in other prisons. The Reintegration Program will continue to strengthen its partnership with other agencies and organisations to provide a collaborated approach to addressing the needs of offenders.

 The Sierra Program

The Sierra Program targets young offenders aged between 18 and 23 years serving a sentence of imprisonment in excess of six months and who are assessed as a being of a moderate to high risk of reoffending.

The key partners of the Sierra Program include the Department for Youth Justice, The Duke of Edinburgh Program, Department for Education, Employment and Workplace Relations, Department for Further Education, Employment, Science and Technology and Technical and Further Education South Australia.

The Program is based on relevant literature on the characteristics and needs of young persons involved in criminal behaviour. It aims to assist participants to build essential skills that support an offence-free lifestyle after release from prison.

Highlight

As at 30 June 2013, two Sierra Programs have been delivered at Port Augusta Prison. A total of 33 individuals successfully completed the program and 20 of these individuals were Aboriginal.

 BHP Prisoner Reintegration Employment Opportunity Program

(PREOP)

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

The Program sees prisoners undergo training in areas such as elevated work platform, forklift operation and front loader training. Prisoners also participate in construction industry safety training to obtain their nationally recognised ‘White Card’. The ‘White Card’ is an Occupational Health Safety and Welfare certificate necessary for work in construction areas.

The PREOP was conducted on a trial basis in 2009-10 and following the great success of three trials, the program was implemented and is now running regularly out of Port Augusta Prison. A Memorandum of Understanding between BHP Billiton and DCS was

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agreed upon for further arrangements for a 12 month period from July 2009 to July 2010 and a new three year agreement commenced in early 2012 to cover a further three programs.

Each PREOP covers a period of about 10 weeks with three x 14-day camps interspersed by two x two weekly periods located at the prison. In the 42 designated camp days, the prisoners spend 14 days on training at Roxby Downs (but not at the mine site). On the other camp days the prisoners perform general maintenance and cleaning around the camp and also perform community service such as tree planting at a local school during weekends. Prior to the camps going out, the prisoners attend up to five days training conducted at Port Augusta Prison. There is an average of 12 prisoners supervised by two Field Supervisors on each program.

The key partners for the program include BHP Billiton Olympic Dam, Xceptional Recruitment (now Skilled Hire), ODT Australia, CEG and the Department for Education, Employment and Workplace Relations (DEEWR).

Highlight

To date, seven PREOP programs have been run with 61 prisoners completing the program. 31 prisoners have been employed on a contract basis (upon their release from prison). This includes 30 Aboriginal individuals who successfully completed the program.

 The Domestic Violence Prevention and Domestic Abuse Programs

In 2011, DCS commenced the delivery of the Domestic Violence Prevention Program. The Program is one component of a range of integrated services delivered by different service providers aimed at reducing the risk of further violence against victims of domestic violence.

The Program is provided for male perpetrators who the courts have placed on Intervention Orders. While participants are mandated to attend the group program, they are not supervised by the department due to the Intervention Orders (Prevention of Abuse) Act 2009 being a civil act. Some perpetrators might also be charged with a domestic violence related criminal offence and as such also come under the department’s supervision.

The Domestic Abuse Program has been adopted based on one currently being used by New South Wales Corrective Services. A pilot of this program is scheduled to commence in early July 2013. This program targets domestic violence offenders who are subject to supervision by the Department.

Integrated Housing Exits Program

The Integrated Housing Exits Program (IHEP) commenced following the 2003 Social Inclusion Board Report, ‘Reducing Homelessness in South Australia: Everyone’s Responsibility’. The report identified ‘release from correctional facilities and remand’ as a high impact area for crisis intervention. As a result, a partnership was formed between the department, Housing SA and the community organisation - OARS Community Transitions. The overall aim of the IHEP initiative is to reduce prisoner exits into homelessness, and is based on evidence that shows stable housing is a protective factor in supporting individuals to live offence-free lives. Offenders with complex needs, those who have experienced repeat periods of homelessness and those prisoners serving an incarceration period of under six months are prioritised for the IHEP. Eligibility for the Program is determined by a prison sentence (remand of sentenced) of under 12-months and an assessment of homelessness as defined by a Housing SA Category One status.

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

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Integrated Housing Exits Program in 2012-13

Offenders involved in IHEP program 60 Former prisoners accommodated 94

Referrals to IHEAAS 13

Housing Outreach Program assessments 126 (39 unsuitable, 87 suitable)

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

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

VTEC-SA provides advice on education and vocational training, planning and policy support and direction to staff involved in the delivery of education and vocational training programs. The Department focuses on targeting prisoners who have been assessed as having low levels of literacy and numeracy, and who have been assessed as being at a high risk of re-offending and/or having high reintegration needs. This approach is designed to improve opportunities for prisoners to access gainful employment upon release.

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

The qualifications in scope in 2012-13 included:

 Certificates I and II in Education and Skills Development (Literacy and Numeracy).

 Certificates II, III and IV in Business & Certificate III in Business Administration.

 Certificate I in Textiles, Clothing & Footwear and Certificates II and III in Clothing Production.

 Certificates I and II in Hospitality (Kitchen Operations).

 Certificate I in AgriFood Operations and Certificate II in Horticulture.

 Certificate II in Women’s Studies.

 Certificate II in Retail.

 Certificate II in Construction Pathways – Woodwork and Certificate II in Engineering - Metal Fabrication.

 Certificate II in Bakery.

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

A pilot Foundation Studies Program, delivered in conjunction with Flinders University of South Australia, commenced in March 2013.This program is designed to provide individuals who have been out of education for some time with a pathway into higher education. Evaluation of this program, including the benefits of ongoing delivery, will be completed in 2013-14.

The ‘Job Club’ (at the Adelaide Pre-Release Centre) prepares prisoners at the end of their sentence for employment through approximately 200 employment specific courses. These include job network placements, short courses, long term TAFE SA programs and several external TAFE enrolments (where prisoners are enrolled externally but study in prison). In addition to programs for prisoners and offenders, VTEC-SA oversees the scope of programs delivered to department staff. For further information please see ‘Leading Managing and Shaping Our Organisation’.

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Educational and Vocational Programs in 2012-13

Number of prisoners and offenders enrolled in educational and vocational programs

1 600

Number of prisoner units commenced 3 471

Literacy/ numeracy, computing and business studies units 2 628 Units completed successfully (for ‘Certificate of Attainment’) 1 569 Rate of completion of educational and vocational units 60%

Prison Industry

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

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

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

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

 Cadell Training Centre - dairy, citrus, olive growing.

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

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

Prison catering operations (which form part of prison industries) are managed in accordance with Australian Standard 9001:2008. Prison Industries maintained quality accreditation with the Standard during 2012-13.

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

Chaplaincy Service

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

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

In 2012-13, the department continued its commitment to supporting members of the Christian Prison Ministries Forum and various programs including Kairos, Alpha and other faith based initiatives that promote faith, cooperation, wellbeing and human dignity.

During the year, Kairos held four three day ‘Introductions to Christianity’ at Mobilong Prison and Port Augusta Prison. In 2012-13 the Department continued its 18 year partnership with Edge Church including the Life Skills Program at the Adelaide Women’s Prison. This program provides prisoners with access to a range of services and activities including haircuts, chocolate and card making workshops, job interview preparation and presentation workshops and a range of art classes.

The providers of faith based services and their communities are acknowledged and thanked by the department for their efforts in 2012-13 as well as for their ongoing support.

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Incentive Based Regime

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

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

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

Psychological Services

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

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

Highlight

In 2012-13, psychologists delivered 1 594 individual sessions to prisoners in addition to conducting 559 formal risk assessments to inform the High Risk Assessment Teams of individuals at risk of suicide and/or self-harm.

The Sentence Management Unit

The Sentence Management Unit operates from Yatala Labour Prison (in accordance with Section 23(1) of the Correctional Services Act 1982) and is divided into two streams, assessment and sentence planning functions as well as an administrative function.

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

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

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

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

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

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

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

In the 12 months from 1 July 2012 to 30 June 2013, the Serious Offender Committee reviewed 224 Individual Development Plans and approved 1 119 case reviews for serious offenders. Also during this year, the Home Detention Committee reviewed 553 applications, 342 of which were approved for release on sentenced home detention.

Serious Offender Committee

The Serious Offender Committee (or SOC) provides high level oversight and sentence management decision making for serious and high risk offenders who score more than 34 on the Offender Risk Needs Inventory – Revised (ORNI-R).

The SOC has oversight of prisoners serving a head sentence of 10 years or more, a sentence for a sexual offence, prisoners serving a life sentence or indeterminate sentence (under Section 23 (1) of the Criminal Law Sentencing Act 1988) and any other prisoner identified by the Co-Chair or Chief Executive. As at 25 June 2013 SOC provided oversight of 866 prisoners (58% of all sentenced prisoners).

The SOC is co-chaired by the Executive Director Community Corrections and Specialist Prisons and the Executive Director Offender Development and in addition to other departmental representatives, includes membership from SAPOL and Victims Support Services, as well as an Aboriginal or Torres Strait Islander representative.

Women Offenders

To assist in gaining a better understanding of the profile of women offenders throughout the South Australian criminal system, a dedicated position was created in 2012-13 as part of the Business Model Review - the Principal Advisor, Female Offenders. This position will be fully implemented in 2013-14 and will work strategically with a range of internal and external stakeholders.

The Principal Advisor, Female Offenders will lead the development of a strategic framework in relation to a renewed focus and prioritisation of women offenders. It is anticipated that this framework will result in an improved and targeted service delivery to female offenders, in addition to sustaining existing initiatives and the development of new strategies.

Aboriginal Services Unit

The Aboriginal Services Unit was established to service the needs of the department’s Aboriginal stakeholders as well as monitor the department’s implementation of recommendations from the Royal Commission into Aboriginal Deaths in Custody (1991). The Aboriginal Services Unit works across the department (at both strategic, and operational levels) to provide advocacy for Aboriginal departmental staff, as well as oversee the development of culturally appropriate services. The unit also actively participates in the growth of partnerships and support for Aboriginal community organisations, and other government departments, for the provision of targeted services to Aboriginal offenders. Key activities for the Aboriginal Services Unit in 2012-13 included:

 Establishment of the Visiting Elders Program at the Adelaide Women’s Prison, Mobilong Prison and Port Augusta Prison and the recruitment of an Aboriginal Visiting Inspector.

 Implementation of an Aboriginal Trainee Correctional Officer recruitment drive.

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

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

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 Commencement of the development of the new program delivery model that targets Aboriginal prisoners and offenders.

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

 Monitoring of Aboriginal representation on departmental committees and forums.

 Visitation of all Aboriginal departmental staff by Support Officers.

 Organisation and delivery of three Aboriginal Liaison Officer forums to provide training and support.

 Consultation and development of the first DCS Reconciliation Action Plan.

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

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

 Development of specialised cultural competence training for departmental staff.

Highlight

In 2012-13, the department exceeded the South Australian Strategic Plan target 53 - Aboriginal employees - Increase the participation of Aboriginal people in the South Australian public sector, spread across all classifications and agencies, to 2% by 2014 and maintain or better those levels through to 2020 (baseline: 2003). As at 30 June 2013, the department achieved 3.5%.

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SAFETY AND SECURITY

Each prison in the state plays a specific function within the correctional system and is committed to keeping prisoners, staff and the community safe. South Australian prisons are equipped with some of the most advanced infrastructure to protect prisoners, staff and keep members of the community safe.

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

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

The department’s relationships and communication with other Justice agencies such as SAPOL and the courts are also critical to offender risk management and community safety.

Key Performance Indicators:

Escape Rate – Secure and Open Daily average prisoner population Daily average remand population % of prisoner population on remand Un-natural deaths in custody Hours out of cell

Rate of prisoner participation in structured activities Assault rates in custody

(per 100 prisoners)

Rate of searches (per 100 prisoners)

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

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

Rate of visitors banned (per number of visits) Number of visitors banned

Number of drug tests conducted: • Custodial Services

• Community Corrections % of positive drug test results

Community based orders commencements % of community based orders completed successfully

Number of complaints registered Number of community services work hours undertaken

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

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Prisons in South Australia

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

Until March 2013, the state’s prisons were managed under the authority of the ‘Custodial Services’ directorate. Following the Business Model Review, this responsibility was transferred to the newly created Statewide Operations directorate. As a result, from 25 March 2013, the nine prisons in South Australia were divided and placed under the direct authority of the Deputy Chief Executive and the Executive Director Community Corrections and Specialist Prisons (reporting to the Deputy Chief Executive) as detailed below:

SA prison reporting structure (following the BMR)

Prison infrastructure highlights in 2012-13

 Commissioned the new 90 bed high security accommodation at Port Augusta Prison.

 Strengthened access control standards at the Adelaide Remand Centre and Yatala Labour Prison with the commissioning of new access control facilities.

 Completed the construction of additional accommodation at Mount Gambier Prison.

 Completed upgrades to the kitchen and gatehouse at Yatala Labour Prison.

 Completed the upgrade of the kitchen at the Adelaide Remand Centre.

 Completed the upgrade of the high security perimeter fence, commenced the construction of new prisoner accommodation and kitchen at the Adelaide Women’s Prison.

 Continued the planning and documentation for a High Dependency Unit and Health Centre at Yatala Labour Prison.

 Replaced the main fire indicator panels at Port Augusta, Mobilong and Mount Gambier Prisons, necessitated by the cessation of maintenance support for the old systems.

 Commenced the planning and documentation for the transition of the electronic security system technology from analogue to digital at Mobilong Prison.

ANNUAL REPORT

ANNUAL REPORT 2012-13

THE DEPARTMENT FOR CORRECTIONAL

SERVICES

TABLE OF CONTENTS

A NOTE FROM THE CHIEF EXECUTIVE

SUMMARY OF HIGHLIGHTS IN 2012-13

ABOUT THIS DOCUMENT

PART 1 - Deliver our

Critical Services

PART 2 - Building our

Capability and

Capacity

PART 3 - Leading and

Managing our

INTRODUCTION TO THE DEPARTMENT

Our vision

Our mission

Corporate values

Stakeholders

Outcomes

SHAPING CORRECTIONS

Shaping Corrections Service Delivery Framework

Public

Protection

& Reduced

Re-Offending

Community Engagement

Integrated Offender Management

Safety & Security

Correctional Service Principles

Risk

M

an

ag

emen

t & Co

m

p

lia

n

ce

Qu

ali

ty

Se

rv

ice

& Im

p

ro

vemen

t

STRUCTURE OF THE DEPARTMENT

Business Model Review (BMR)

PART 1

The Department for Correctional Services provides for a safer South

Australian community through its

priority of ‘Delivering our Critical

Services’. This includes the application of Integrated Offender

Management, a continued emphasis on Safety and Security, and the

enhancement of Community Engagement.

INTEGRATED OFFENDER MANAGEMENT

Key Performance Indicators:

Offender Development and Rehabilitation

Offender Rehabilitation Services

Rehabilitation Programs Branch

Criminogenic Programs

Additional Rehabilitation Programs

Integrated Housing Exits Program

Prison Industry

Chaplaincy Service

Incentive Based Regime

Psychological Services

The Sentence Management Unit

Serious Offender Committee

Women Offenders

Aboriginal Services Unit

SAFETY AND SECURITY

Prisons in South Australia

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