How To Manage A Prison In Australia

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1 ANNUAL REPORT THE DEPARTMENT FOR CORRECTIONAL SERVICES

2 Department for Correctional Services Annual Report Published by the Department for Correctional Services Government of South Australia Level 2, 400 King William Street ADELAIDE SA 5000 Telephone +61 (8) Facsimile +61 (8) ABN Report prepared by: Governance and Executive Support Department for Correctional Services Copies of the report can be obtained from: Telephone: +61 (8) Internet: ISSN

3 CEN/14/0237 October 2014 Office of the Chief Executive Level King William Street DX 147 GPO Box 1747 ADELAIDE SA 5001 Tel: Fax: The Honourable Tony Piccolo MP Minister for Correctional Services Level 2 45 Pirie Street ADELAIDE SA 5000 Dear Minister Piccolo I present to you the Annual Report for the Department for Correctional Services. This Annual Report provides an overview of significant highlights and achievements in and illustrates the contribution made by the department to support the Government of South Australia s strategic priorities. The 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

4 TABLE OF CONTENTS A NOTE FROM THE CHIEF EXECUTIVE... 6 SUMMARY OF HIGHLIGHTS IN ABOUT THIS DOCUMENT... 9 CORPORATE STRATEGIC PLAN INTRODUCTION TO THE DEPARTMENT SHAPING CORRECTIONS Shaping Corrections Service Delivery Framework OVERVIEW OF THE DEPARTMENT Office of the Chief Executive Statewide Operations Business and Information Services Offender Development Human Resources ORGANISATIONAL CHART INTEGRATED OFFENDER MANAGEMENT Offender Rehabilitation Services Criminogenic Programs Additional Rehabilitation Programs Integrated Housing Exits Program Vocational Training & Education Centre of SA (VTEC-SA) Prison Industry Chaplaincy Service Incentive Based Regime The Sentence Management Unit Security Classifications Quality Assurance Framework: Serious Offender Committee Home Detention Committee (HDC) Psychological Services Women Offenders Aboriginal Services Unit SAFETY AND SECURITY Prisons in South Australia Adelaide Remand Centre (ARC) Mount Gambier Prison (MGP) Mobilong Prison (MOB) Port Augusta Prison (PAP) Yatala Labour Prison (YLP) Cadell Training Centre (CTC) Port Lincoln Prison (PLP) Adelaide Pre-release Centre (APC) Adelaide Women s Prison (AWP) Nominated Visitors Complaints Management Illicit Drugs in prison Search of Prisoners Visiting Inspectors Visiting Tribunals Ethics, Intelligence and Investigations Unit Protective Security Access Control Strengthening SA Prison Health Service (SAPHS) Management of Prisoners at Risk of Suicide or Self Harm Prisoner Population Prisoner Projections Demand Management Strategy Prisoner Profile in Escapes Assaults Deaths in Custody Community Corrections Enhanced Community Corrections Community Service (Repay SA) Probation DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

5 Intensive Probation Supervision Parole Drug Court Curfew Alcohol and Other Drug Management Unit Pilot DCS Prosecutions Service Bail Accommodation Support Program COMMUNITY ENGAGEMENT Victim Services Volunteer Support Partnerships CAPACITY AND CAPABILITY Asset Services Risk Management Contract and Business Management Human Resources Management Trainee Correctional Officer Recruitment Operational Performance Team Employment Opportunity Programs Centralised Rosters Team (CRT) Workforce Management Employee Assistance Program Employee Relations Employee Transfers/Relocations Work Health and Safety and Injury Management (WHS&IM) Review of Accident, Incident Data and Applicable Remedial Action Compensable Disabilities/Rehabilitation Initiatives WorkCover Evaluation Disability Access and Inclusion Plan Carer s Recognition Flexible Working Arrangements Whistleblower Qualification Gender Reporting Information Analysis Information Technology Data Warehouse Media Liaison and Corporate Communications DCS Staff Awards Ceremony LEADING, MANAGING AND SHAPING OUR ORGANISATION Human Resources Workforce Planning and Development Strategic Management Shaping Corrections project outcomes Effective Corporate Performance Civil Claims Freedom of Information Strategic Policy Projects and Partnerships Legislation Research Management Corporate Finance Summary of Financial Results Operating Expenditure by Program SUMMARY OF TARGETS FOR APPENDIX APPENDIX 1 AUDITOR GENERAL S REPORT AND FINANCIAL STATEMENTS APPENDIX 2 ACCOUNTS PAYABLE IN APPENDIX 3 FRAUD APPENDIX 4 CONSULTANTS APPENDIX 5 ENERGY USAGE IN APPENDIX 7 COMMUNITY CORRECTIONS STATISTICAL INFORMATION APPENDIX 8 HUMAN RESOURCES MANAGEMENT STATISTICAL INFORMATION APPENDIX 9 OVERSEAS TRAVEL IN APPENDIX 10 LEGISLATION THAT GOVERNS THE OPERATION OF THE DEPARTMENT DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

6 A NOTE FROM THE CHIEF EXECUTIVE As Chief Executive, I am pleased to provide this overview of the department s Annual Report. The year was both a challenging and rewarding year. I am proud that this year, the department has continued to demonstrate its ability to deliver high quality services, within a challenging and constantly transforming environment. One challenge the department continues to contend with is the significant growth of the South Australian prison population. Increased prisoner numbers continue to place pressure and demands on our existing infrastructure. I am proud that despite this pressure, the department continues to uphold a strong strategic focus, sustaining a correctional system where roles and functions are defined, performance is closely monitored and the safety and security (of prisoners, staff and the community) is paramount. The past year has once again seen enhancements to existing facilities, and increases to prison capacity with capital projects totalling $24 million being completed during A new 108 bed accommodation unit became operational at Mount Gambier Prison. Further to this the opening of a further 58 beds across Yatala Labour Prison, Cadell Training Centre and Mount Gambier Prison, easing the pressure of the increasing prison population. The management of prisoners and offenders with complex needs continues to be both a challenge and a key focus for the department. A highlight in was the completion of construction of a 20 bed secure accommodation unit at the Adelaide Women s Prison. This unit will greatly assist in the management of female prisoners, with complex behavioural and mental health needs. Construction of a new High Dependency Unit and Health Centre also commenced at Yatala Labour Prison. Once complete, these facilities will help to meet the primary health care needs of prisoners and provide services for prisoners with multiple and complex needs. The restructure of Community Corrections was rolled out in This initiative has brought about a number of great improvements in supervision strategies a critical aspect of both an offender s management and reintegration. The sentenced Home Detention program continues to provide an option for certain prisoners to complete their custodial sentence at home. The program has been operating in South Australia since 1986, and remains one of the department s most intensive and successful community based programs. Repay SA, the department s offender community service program under which offenders repay their debt to society through supervised community work projects, has provided over $2 million worth of value to the community in The department s Prosecutions Unit progressed in , with the unit managing an average of 74 DCS non-compliance hearings each month, including prosecutions for Community Service Orders, Suspended Sentence Bonds and Good Behaviour Bonds. By having a prosecutions capacity of its own, the department has the ability to control and prioritise which breaches are provided to the Court, and when. This process also allows the department to better target high risk offenders when they breach their supervision orders. High quality offender supervision and management are central to lowered rates of recidivism, in addition to a focus on the delivery of targeted and meaningful criminogenic and rehabilitative programs. These programs can change the lives of offenders and are continually evaluated and enhanced to ensure that best-practice principles are applied. Departmental programs are central to Integrated Offender Management and are delivered across a range of locations, both in prisons and Community Corrections. The department ensures the delivery of a number of therapeutic programs targeting various offending behaviours. One such program is Making Changes, which is a moderate intensity program designed to target general offending behaviour and offending related to substance misuse. Substance misuse is also explored in the Violence Prevention Program (VPP), which looks at alcohol and drug use in the context of an individual s violent offending. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

7 The department remains dedicated to strengthening its response to domestic violence offenders, to better protect vulnerable people. To this end, a new 10 week program piloted at Elizabeth Community Correctional Centre in 2013 was the Domestic Abuse Program (DAP), which was completed at the end of September Following evaluation, DAP program delivery is intended to commence within custody in Further to this, the Cross Borders Indigenous Family Violence program covers the remote regions of the NPY (Ngaanyatjarra Pitjantjatjara Yankunytjatjara) Lands of South Australia, Western Australia and the Northern Territory. It is a culturally and linguistically appropriate program that addresses issues of family violence, for both male and female perpetrators of violence, with the aim to decrease the incidence of physical and psychological harm in remote communities. The department continues to focus on improving prisoner opportunities to gain employment upon release by targeting prisoners with low level literacy and numeracy to improve these skills. In addition, the department is striving to improve job ready training through the provision of vocational programs which target both offending behaviour and provide life skills and job focussed teaching. Numerous programs are provided through VTEC-SA, the departments Registered Training Organisation, as well external providers including TAFESA. Where possible, externally funded models, including the State Government s Skills for All Program are utilised to provide prisoners valuable skills and qualifications. Further to this, the tremendous partnership between the department and BHP Billiton continues to flourish via the Prisoner Re-integration Employment Opportunities Program (PREOP) which provides eligible participants from Port Augusta Prison with recognised qualifications and permits to help them gain employment. Highlighting the success of this partnership, the most recent program saw 100% of participants, half of which were Indigenous, offered full time employment (pending release) and graduated with accredited training certificate, Certificate 2 in Civil Construction, delivered by training partner Carey Training. BHP Billiton Olympic Dam were awarded the 2014 Premier s Community Excellence Awards in Mining and Energy, Award for Excellence in Social Inclusion for the PREOP. The department s new community grants initiative commenced in late 2013, and allows community organisations to apply for grant monies to deliver programs or services which benefit prisoners/offenders. Some of the valuable partnerships the department had in , that benefited from this new initiative included Centacare, OARS Community Transitions and Whitelion. The department also partnered with a range of non-government organisations, businesses, research and tertiary institutions, and third sector communities. The outcomes achieved through these collaborations have helped provide opportunities to prisoners and offenders that the department could never have delivered alone. The department remains committed to recognising and rewarding the efforts of staff that help in achieving our mission of a safe and secure service through which offenders are provided with opportunities for rehabilitation and are supported in their return to the community. This is exemplified by the award of the 2014 DCS Medal for Valour to Kathy and Thomas Loughlin for displaying courage and absolute commitment in the performance of their duties, and through their efforts, protected staff and the public in their management of a critical incident. In closing, I would like to take this opportunity to acknowledge the efforts of the many stakeholders, volunteers and partner agencies that have supported the department through the year. I also recognise the dedication of the department s staff who continue to tirelessly contribute to the department s success in an increasingly challenging work environment - whose efforts in are reflected within this report. I look forward to reporting on the continued development and progression of this department in the future. DAVID BROWN CHIEF EXECUTIVE DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

8 SUMMARY OF HIGHLIGHTS IN Developed a Research and Evaluation Framework for the department. Appointed a Principal Advisor Women Offenders to focus on the unique needs of female offenders. Completed the strategic Partnership Engagement Framework to strengthen collaboration. Facilitated a range of mother-child contact strategies and programs to enable women offenders to maintain family ties and reunify with their children. Commissioned additional 108 bed prisoner accommodation at Mount Gambier Prison. Completed construction of Phase 1 of the Adelaide Women s Prison master plan (upgrade of the perimeter fence, a new kitchen and 20 bed secure accommodation). Continued planning of the electronic security systems conversion from analogue to digital technologies. Commenced construction on the new Health Centre and High Dependency Unit at Yatala Labour Prison. Commenced early works associated with the new 84 bed residential accommodation unit at Mount Gambier Prison. Developed and introduced the enhanced prisoner complaints procedures at all sites. Completed the Bail Accommodation Support Program market sounding. Established the Intensive Compliance Unit as a result of the completion of the Home Detention Program review. Progressed the Electronic Monitoring program strategy, focusing on managing high risk offenders. Finalised the implementation of the community corrections restructure. Completed the pilot of the Domestic Abuse Program. Implemented a new Prisoner Security Classification Tool. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

9 ABOUT THIS DOCUMENT The 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 Strategic Plan and Business Plan. Following this introduction, the format of the Annual Report is centred on the department s Strategic Plan (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 PART 1 - Delivering our Critical Services PART 2 - Building our Capability and Capacity PART 3 - Leading and Managing our Organisation DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

10 CORPORATE STRATEGIC PLAN DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

11 INTRODUCTION TO THE DEPARTMENT The Department for Correctional Services (DCS) serves a vital role in the criminal justice system in South Australia. DCS employs over 1750 staff who contribute to the management of prisoners and offenders in the state s nine prisons, 16 community correctional centres and through essential support functions provided out of the department s Central Office. The ultimate objective of the department is to improve outcomes for offenders through measures to reduce recidivism and provide for successful reintegration back into the community. The use of meaningful and targeted rehabilitation and education and training programs is key to this objective, in addition to effective partnerships with other government departments, community based organisations, volunteers and the private sector. DCS key strategic priorities are aligned to the primary areas of focus of the South Australian Government s forward agenda, in particular the priority of Maintaining our safe communities and healthy neighbourhoods, as well as the state Strategic Plan vision of We are safe in our homes, community and at work. DCS is also the lead agency for Target 19: Repeat offending: South Australia has the lowest rate of repeat offenders over the period Safety and security measures are integral to DCS operations. South Australian prisons are equipped with some of the most advanced technology to provide for the secure management of prisoners, including those prisoners who present the greatest risk to our community. The department works closely alongside the other justice agencies in South Australia to share information and target those offenders who present the greatest risk to the community. DCS also values high-level liaison with other national and international criminal justice organisations through memberships including the Asian and Pacific Conference of Corrections Administrators (APCCA) and the International Corrections and Prisons Association (ICPA). The strategic direction and key initiatives of the department are defined in the DCS Strategic and Business Plans and the department s vision, mission, values, stakeholders and outcomes are fundamental. Our vision A safer community by protecting the public and reducing re-offending. Our mission We contribute to public safety through the safe, secure and humane management of offenders and the provision of opportunities for rehabilitation and reintegration. Corporate values Integrity, ethical and respectful behaviour, social responsibility, accountability and professionalism, equity, diversity and cultural inclusion and workplace safety. Stakeholders The community, the government, the courts, the Parole Board and Victims of Crime. Outcomes Improved public protection, secure, safe and humane environments, reduced re-offending. Improved outcomes for Aboriginal people, skilled, professional and valued workforce, accountable and responsible leadership and administration. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

12 SHAPING CORRECTIONS The Shaping Corrections program is the department s flagship program, and vehicle for consultation and engagement of staff and key stakeholders, as well as a channel for innovation, managing change and continuously improving our systems, processes and services. The Shaping Corrections program is characterised by a Service Delivery Framework which depicts the services the department provides. The Service Delivery Framework defines the key focus areas of service delivery which are critical to success and to realise the department s vision. For detail regarding Shaping Corrections project outcomes in , as well as already completed initiatives, refer to page 83. In addition, a set of Service Principles underpin the Service Delivery Framework, guiding, informing and providing a frame of reference for the development and implementation of all service delivery in the department. The Service Principles are as follows: Legislation underpins everything we do. Management of offenders takes account of victims perspectives. A safe and secure environment is paramount. Our staff are central to successful service delivery. Offenders are treated humanely within public safety requirements. Offender programs are targeted to ensure public protection and to reduce re-offending. Services are delivered with cultural competence. Offender risk is managed based on sound assessment. A risk based approach is taken to offender reintegration. Offenders are meaningfully engaged in prosocial activities. Offenders are required to take responsibility for their behaviour. We engage in active information sharing and partnering both internally and externally to enhance public protection and to reduce re-offending. We are committed to providing consistent quality services. Another component of the Shaping Corrections program is Regional Working Groups (RWG s). RWG s comprise of a diverse representation of staff across all directorates and classifications, including front line employees, managers, supervisors and administrative staff. RWG s provide an opportunity for staff to contribute towards the implementation of service improvements identified through Shaping Corrections. The working groups engage in discussion and consultation with locally based staff and collaborate to identify gaps and potential solutions to a range of initiatives including the design and implementation of policy. Highlight The Shaping Corrections Regional Working Group planning day is an annual event which brings together all RWG members and DCS Executive in a forum which informs, discusses, generate ideas and plans for the future. The planning day was held on 15 May 2014 and was attended by a total of 66 participants, 55 regional working group members and 11 senior management staff, including the Chief Executive and executive directors. The RWG planning day 2014, provided the opportunity for Regional Working Group members to learn more about the changes that are occurring across government and in DCS, as well as exploring how they can contribute to the change management process and be a positive influence/change agent in their respective workplaces. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

13 Shaping Corrections Service Delivery Framework Case Management Public Protection & Reduced Re-Offending Community Engagement Volunteers Victims Service Providers Repay SA Prisoner Community Work Integrated Offender Management Enhanced Community Corrections Risk Management & Compliance Regime Management Safety & Security Quality Service & Improvement Structured Day Offender Programs & Services OHSW Security & Emergency Management Intel Technology Crisis Intervention & Support Correctional Service Principles Our Staff Governance Communication Policies & Procedures Cultural Competence Capacity & Capability IT & Knowledge Facilities Leadership & Learning DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

14 OVERVIEW OF THE DEPARTMENT Office of the Chief Executive The Office of the Chief Executive provides executive support to the Chief Executive, DCS. The Office also comprises the Governance and Executive Support Unit. This unit reports directly to the Chief Executive and is responsible for strategic management and other key services to stakeholders, including the Minister for Correctional Services and the media. The unit develops and facilitates the implementation of corporate plans, policies, processes and systems to enable the department to achieve government policy and the objectives of the Justice Portfolio. Also measured by the unit, is corporate performance and quality management. The unit comprises Executive Services, Communications, Freedom of Information, Victims, Complaints and Enquiries, and Strategic and Business Planning. Statewide Operations The Statewide Operations Directorate is overseen by the department s Deputy Chief Executive. The directorate is responsible for the management and operation of the nine South Australian prisons. These prisons are the Adelaide Remand Centre, Adelaide Women s Prison, Adelaide Pre-release Centre, Yatala Labour Prison, Port Lincoln Prison, Port Augusta Prison, Cadell Training Centre and Mobilong Prison. Statewide Operations also oversees the management of Mount Gambier Prison, however the prison is operated (under contract) by a private company, G4S Custodial Services Pty Ltd. The directorate includes the Community Corrections and Specialist Prisons Unit. This unit manages the supervision and monitoring of offenders in the community who are placed on Probation, Parole, Home Detention, Intensive Bail Supervision (Home Detention Bail), and Community Service Orders (Repay SA). The unit also provides information to the courts and the Parole Board to assist with sentencing and/or the setting of the conditions of bonds and other orders. These services are provided through 16 community correctional centres and other outreach services located throughout the State within the Northern Region, Southern Region and Statewide Services. Statewide Operations also includes the Ethics, Intelligence and Investigations Unit, which conducts investigations and manages intelligence information relating to prisoners, offenders and staff throughout the correctional system. Business and Information Services The Business and Information Services Directorate comprises Corporate Finance, Assets Services and Knowledge & Information Services. The directorate provides the following services to the department: budgeting and accounting; procurement; asset management; capital investment program management; insurance and civil claims management; and information and communication (ICT). The directorate also assists the department to effectively allocate resources for the delivery of services, programs and initiatives and monitors financial performance. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

15 Offender Development The Offender Development Directorate oversees the development, management and evaluation of services for prisoners and offenders. The directorate facilitates coordinated and integrated assessments, sentence planning, psychological services and rehabilitation programs (particularly in relation to high risk, serious offenders) to assist in the ongoing case management. Offender Development implements policies and procedures to ensure that intervention with offenders occurs in a manner that is coordinated, targets criminogenic needs and promotes community safety. The directorate also leads on the delivery of an evidence based framework for across the department for women offenders. The framework will be specifically designed to focus on the enhanced planning, communication and coordination across the department for gender specific targeted approaches with female offenders across the department. The Aboriginal Services Unit sits within the Offender Development Directorate, and works in partnership with the entire department to assist in the development of specific strategies of working with Aboriginal prisoners and offenders and the Aboriginal community. The directorate comprises the Sentence Management Unit (incorporating psychological services), Offender Rehabilitation Services, Rehabilitation Programs Branch, the department s Registered Training Organisation (VTEC-SA), Strategic Policy, Projects and Partnerships, the Aboriginal Services Unit, Shaping Corrections, the Volunteers Unit and hosts the Principle Advisor for Women Offenders position. Human Resources The Human Resources Directorate provides a range of services to enable the department to recruit and develop staff, and implement plans to achieve safety in the workplace and manage industrial relations. The directorate provides a range of services within four key areas: Recruiting and keeping the people we need; Making sure people do their job well; Keeping people safe and well at work; and Industrial Relations there for you. These services support the achievement of corporate objectives to enable the department to achieve excellence in the Public Service. Human Resources comprises Workforce Management, HR Management and the Workforce Planning and Development branches. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

16 ORGANISATIONAL CHART DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

17 PART 1 DELIVERING OUR CRITICAL SERVICES The Department for Correctional Services provides for a safer South Australian community through its priority of Delivering our Critical Services. This includes the application of Integrated Offender Management, a continued emphasis on Safety and Security, and the enhancement of Community Engagement. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

18 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 Making Changes Program number of program hours delivered: Community Corrections Custodial Services Number of program hours delivered: SBC (sexual offenders) program SBC-me (low functioning sexual offenders) VPP (violent offenders) program % of offenders/prisoners successfully completing offence focused programs Number of prisoners/offenders enrolled in educational vocational programs Number of outstanding backlog assessments: ORNI-R % of Indigenous community based orders successfully completed On the job skills programs: Average number of eligible prisoners with duty assignments % of prisoners with duty assignments Number of ORNI-R s completed: Community Corrections Custodial Services % of eligible prisoners with an Individual Development Plan prepared within 6 weeks DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

19 Offender Rehabilitation Services Offender Rehabilitation Services oversees five areas incorporating an integrated approach towards offender rehabilitation, support and program development and evaluation to ensure that best-practice principles are applied across service provision. Offender Rehabilitation Services incorporates the Rehabilitation Programs Branch, the Program Services Unit, the department s Registered Training Organisation, Vocational Training and Education Centre of SA (VTEC-SA), the Integrated Housing Exits Program and the Volunteer Unit. Rehabilitation Programs Branch The Rehabilitation Programs Branch (RPB) is based within Central Office and deploys staff across custodial (both metropolitan and regional country) and community locations to deliver intensive, offence-focused programs to offenders in a group-based format. All clinicians responsible for program delivery have specialist skills and experience in delivering therapeutic interventions to high-risk sexual and violent offenders. The Branch operates against a stringent program delivery framework to ensure compliance with National Australian Program Standards. The RPB provides a consultancy service to Community Corrections staff who are providing departmental supervision to sexual and violent offenders on Parole or on License who have previously progressed through an RPB program. This allows for progressive throughcare between treatment delivery and risk management in the community. The RPB delivers the Violence Prevention Program (VPP), the Sexual Behaviours Clinic program (SBC) and the Sexual behaviours Clinic-me (SBC-me) program. The programs are evidence-based to provide best practice offender rehabilitation programs to offenders in South Australia. The programs are based on cognitive-behavioural principles in both theory and practice and are overseen by a clinical supervision framework which ensures program integrity and delivery. The Rehabilitation Programs Branch with specialist staff delivering program based intervention in prisons across the State and in metropolitan-based community correctional centres. All program delivery is overseen by a clinical supervision framework to support maximum treatment gains. Program Services Unit The Program Services Unit is responsible for the development and evaluation of the department s criminogenic programs. The unit also develops and delivers staff training relating to program delivery and the management of sex offenders in the community. The unit also provides supervision for the Dialectical Behaviour Therapy program and consultancy support for program delivery across the organisation. During , the Program Services Unit: Provided supervision to the Dialectical Behaviour Therapy (DBT) at the Adelaide Women s Prison. DBT is facilitated by psychologists from the Sentence Management Unit and addresses suicidal and parasuicidal behaviour among women diagnosed with Borderline Personality Disorder. Completed the review of the Violence Prevention Program and finalised the revised program manual. Commenced preliminary work on the Making Changes Review. Completed an evaluation of the pilot Domestic Abuse Program. Provided support to the Making Changes program (delivered by the Statewide Operations Directorate) including training, consultation and advice. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

20 Criminogenic Programs The department delivers a number of programs targeted at offending behaviour. Departmental programs are central to Integrated Offender Management and are currently delivered across a range of locations, both in prisons and Community Corrections. Criminogenic programs delivered by the Rehabilitation Programs Branch are: The Violence Prevention Program is an intensive, group-based treatment program for prisoners and community based offenders who have been assessed as being medium to high risk of violent reoffending. The program is run over a period of approximately nine months and is approximately 200 hours in duration. The Sexual Behaviours Clinic is a specialised therapeutic group program that provides treatment to offenders who have been convicted of a sexual offence (against either adult or child victims) and who have been assessed as being moderate to very high risk of sexual re-offending. The program runs for approximately 200 hours and is delivered over a nine month period. The Sexual Behaviours Clinic-me (SBC-me) is an intensive, group-based treatment program for adult male sexual offenders who have been identified as having a mild to borderline level of intellectual disability or cognitive deficits that would preclude them from participating in mainstream therapeutic programs. The program is run over a 14-month period and comprises approximately 300 group-based hours. The SBC-me is currently being implemented as part of the RPB suite of program delivery. This followed from the pilot program which concluded in November 2012 and evidenced positive evaluation outcomes. Specialist social workers in Statewide Operations deliver: The Making Changes Program which is a moderate intensity program designed to target general offending behaviour and substance misuse related offending. The program is delivered in prisons and in the community and consists of approximately 140 group-based treatment hours across three intervention phases within each course of program delivery. Criminogenic Programs hours delivered in Making Changes 2310 Violence Prevention Program 400 Sexual Behaviours Clinic 600 TOTAL 3826 NOTE: Total includes individual 1:1 program hours and core programs hours delivered. Core programs are brief interventions delivered in response to a regional need in the community which address offending behaviour. Additional Rehabilitation Programs The following programs are also facilitated by the department: Reintegration Program The department recognises the importance of reintegration strategies to assist offenders when they leave prison and re-enter the community. Based on the recommendations from the pilot Reintegration Program from the previous year, DCS is working to identify how the pilot module content (identification, accommodation, Community Corrections, alcohol and other drugs, relationships, health, employment, budgeting, finance and Centrelink) can be embedded into daily organisational practice. The aim over the coming 12 months is to coordinate the approach to reintegration programming, and to embed practices which facilitate sharing of activities occurring across DCS locations. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

21 BHP Prisoner Reintegration Employment Opportunity Program (PREOP) PREOP is a partnership between Port Augusta Prison (PAP) and BHP Billiton that provides Low Security prisoners with the opportunity to develop skills and improve their chances to secure employment upon release from prison. The Program sees prisoners undergo training in areas such as elevated work platform, forklift operation and front loader training. Prisoners also participate in construction industry safety training to obtain their nationally recognised White Card permit, required under Work, Health and Safety Laws for a person to work on a construction site. The PREOP was conducted on a trial basis in and following the great success of three trials, the program was implemented and is now running regularly out of Port Augusta Prison. A Memorandum of Understanding between BHP Billiton and DCS was agreed upon for further arrangements for a 12 month period from July 2009 to July 2010 and subsequent MOU s have been agreed upon with one being finalised for the financial year. Each PREOP covers a period of about 10 weeks with three 14-day camps interspersed by two fortnightly periods located at the prison. In the 42 designated camp days, the prisoners spend 14 days on training at Roxby Downs (but not at the mine site). On the other camp days the prisoners perform general maintenance and cleaning around the camp and also perform community service such as tree planting at a local school during weekends. Prior to the camps going out, the prisoners attend up to five days training conducted at Port Augusta Prison. There is an average of 10 prisoners supervised by two Field Supervisors on each program. The key partners for the program include BHP Billiton Olympic Dam, ODT Australia, CEG and the Department for Education, Employment and Workplace Relations. Highlights BHP Billiton Olympic Dam were awarded the 2014 Premier s Community Excellence Awards in Mining and Energy, Award for Excellence in Social Inclusion for PREOP, a bold initiative bringing about life-changing opportunities for participants and with a remarkable success rate since implemented in To date, seven PREOP programs have been run with 70 prisoners completing the program. 37 prisoners have been employed on a contract basis (upon their release from prison). This includes 35 Aboriginal individuals who successfully completed the program. Domestic Violence Prevention Program The Domestic Violence Prevention Program is one component of a range of integrated services delivered by different service providers aimed at reducing the risk of further violence against victims of domestic violence. This program is provided for male perpetrators who the courts have placed on Intervention Orders. While participants are mandated to attend the group program, they are not supervised by the department due to the Intervention Orders (Prevention of Abuse) Act 2009 being a Civil Act. Some perpetrators might also be charged with a domestic violence related criminal offence and as such also come under the department s supervision. Domestic Abuse Program In early 2013, the Department adopted a new program, the Domestic Abuse Program, which was sourced from New South Wales Corrective Services. The Program was piloted at Elizabeth Community Correctional Centre in the same year and following an evaluation, program delivery is intended to commence in the prison environment in DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

22 Integrated Housing Exits Program The Integrated Housing Exits Program (IHEP) commenced following the 2003 Social Inclusion Board Report, Reducing Homelessness in South Australia: Everyone s Responsibility. The report identified release from correctional facilities and remand as a high impact area for crisis intervention. As a result, a partnership was formed between the department, Housing SA and the community organisation - OARS Community Transitions. The overall aim of the IHEP initiative is to reduce prisoner exits into homelessness, and is based on evidence that shows stable housing is a protective factor in supporting individuals to live offence-free lives. Offenders with complex needs, those who have experienced repeat periods of homelessness and those prisoners serving an incarceration period of under six months are prioritised for the IHEP. Eligibility for the Program is determined by a prison sentence (remand or sentenced) of under 12-months and an assessment of homelessness as defined by a Housing SA Category One status. If there are no identified vacancies on release, eligible offenders can be streamlined through to the Integrated Housing Exits Alternative Accommodation Service (IHEAAS). IHEAAS is a subsidiary program established in 2012 designed to provide eligible participants with a case management service to find alternative accommodation. Integrated Housing Exits Program in Offenders involved in IHEP program 60 Former prisoners accommodated 46 Referrals to IHEAAS 26 Housing Outreach Program assessments 111 (39 unsuitable, 72 suitable) Vocational Training & Education Centre of SA (VTEC-SA) VTEC-SA is the department s Registered Training Organisation (RTO). Its primary function is to ensure that the scope of qualifications (provided to prisoners, community based offenders and departmental staff) comply with the national standards (set by the Australian Skills Quality Authority) and conditions for Registered Training Organisations. VTEC-SA is also responsible for departmental education and training strategy for prisoners and community offenders. VTEC-SA provides advice on education and vocational training, planning and policy support and direction to staff involved in the delivery of education and vocational training programs. The department focuses on targeting prisoners who have been assessed as having low levels of literacy and numeracy, and who have been assessed as being at a high risk of re-offending and/or having high reintegration needs. This approach is designed to improve opportunities for prisoners to access gainful employment upon release. In addition to the VTEC-SA scope of registration, the department has a number of key partnerships with external providers including TAFESA and other Registered Training Organisations to target job ready programs for prisoners. Where possible, externally funded models including the State Government s Skills for All Program are utilised to provide prisoners valuable skills and qualifications. VTEC-SA has 17 accredited training packages and courses on its scope that provide nationally accredited training to prisoners, offenders and staff of the agency. The qualifications in scope in for prisoners and offenders included: Certificates I and II in Education and Skills Development: Literacy and numeracy curricula that targets prisoners with LLN needs; Certificates II, III and IV in Business and Certificate III in Business Administration: Supports and further develops the numeracy and literacy initiative and provides computer literacy skills; DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

23 Certificate I in Textiles, Clothing and Footwear, and Certificates II and III in Clothing Production: Provides trade skills and work opportunities to female prisoners; Certificate I in Agrifood Operations and Certificate II in Horticulture: Provide trade skills and employment opportunities for RePaySA offenders in the community and prisoners. For staff of the department, VTEC-SA provides: Certificate III and IV in Correctional Practice and Diploma in Correctional Administration: A suite of packages which provides an extensive range of training options for correctional staff ranging from new CO recruits to senior managers; Certificates III, IV and Diploma of Government: Provides training and development opportunities particularly for non-custodial staff of the department. The department also facilitates a wide range of accredited training through external registered training organisations, such as TAFESA, that provide specific skill sets and qualifications to prisoners to prepare them for employment: During , qualifications included Certificate II in Women s Studies, Certificate II in Bakery, Certificate II in Construction Pathways and Certificate II in Engineering. The department also facilitates a number of shorter, very specific courses that prepare prisoners for employment including White Card training, Senior First Aid and forklift licences which are provided to prisoners at a number of institutions. The Job Club (at the Adelaide Pre-release Centre) prepares prisoners at the end of their sentence for employment through approximately 200 employment specific courses. These include job network placements, short courses, long term TAFE SA programs and several external TAFE enrolments (where prisoners are enrolled externally but study in prison). In addition to programs for prisoners and offenders, VTEC-SA oversees the scope of programs delivered to department staff. For further information please see Leading Managing and Shaping Our Organisation. Educational and Vocational Programs in Number of prisoners and offenders enrolled in educational and vocational programs 2115 Number of prisoner units commenced 4252 Literacy/ numeracy, computing and business studies units 2091 Units completed successfully (for Certificate of Attainment ) 2655 Rate of completion of educational and vocational units 62% Prison Industry Prison Industries play an important role in the structured day routine for prisoners where the work/life balance is mirrored to reflect what is expected in the wider community. Prisoners in South Australia are engaged in prison industries on a daily basis across all sites. It is estimated that on any day, close to 390 prisoners in South Australia are undertaking prisoner industry related activities. The specific industries undertaken at each location are: Yatala Labour Prison - engineering, carpentry and joinery, e-recycling, laundry, spray painting and powder coating. Mobilong Prison - engineering, component assembly, bakery, concrete product manufacture and e-recycling. Cadell Training Centre - dairy, citrus, olive growing. Port Lincoln Prison - cropping, carpentry, vegetable production, engineering, assembly. Port Augusta Prison - joinery, engineering, powder coating, vegetable growing and tree propagation. Adelaide Women s Prison kitchen, laundry, textiles workshop. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

24 Prison catering operations (which form part of prison industries) are managed in accordance with the food safety standard and are audited against the Hazard Analysis and Critical Control Point (HACCP) code. Prison Industries maintained quality accreditation with the Standard during 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 , the department continued its commitment to supporting members of the Christian Prison Ministries Forum and various programs including Kairos, Alpha and other faith based initiatives that promote faith, cooperation, wellbeing and human dignity. During the year, Kairos held two three day Introductions to Christianity at Mobilong Prison and Port Augusta Prison. In 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 as well as for their ongoing support. Incentive Based Regime Prisoners in South Australia are managed in accordance with an incentive based regime system. This system aims to enhance the case management processes by ensuring prisoners are provided with opportunities to address their offending behaviour and develop skills that will assist them to lead a law-abiding lifestyle upon their release back into the community. Prison regimes are designed to encourage prisoners to accept responsibility for their own actions and behaviours. Upon their admission prisoners are placed on an induction regime and can then progress through basic, standard and enhanced regimes. As prisoners progress through the regimes they gain increased access to privileges if their behaviour and security rating permits. The regime system also allows for prisoners to be regressed through the regimes in instances where their behaviour is non-compliant. In circumstances where the prisoner has unique needs, such as mental health requirements, the prisoner may be placed on an intensive case management regime which provides flexibility and scope for the prisoner to achieve positive outcomes in a manner which is in line with their capabilities, within governing rules and regulations. The Sentence Management Unit The Sentence Management Unit operates from Yatala Labour Prison and is responsible for the assessment of prisoners pursuant to Section 23 of the Act. The unit is divided into two streams, an assessment and sentence planning stream, and an administrative stream (eg review of case management processes, secretariat support services for the Prisoner Assessment Committee, and for the approval of home detention). DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

25 The role of the Sentence Management Unit includes the provision of: Offender Assessments and Individual Development Plans (for offenders with a sentence of 12 months or greater), and decision making regarding prisoner placement. Administrative support to the Serious Offender Committee and the Home Detention Committee and maintenance of the records of prisoners who are sentenced to a period of imprisonment of 12 months or more. Communication of relevant information to the Parole Board and acts as an interface between Youth Justice and the adult correctional system. The monitoring of prisoner security ratings and status and the audit of offender plans, case reviews, case note entries, assessments and case files for all sentenced prisoners with an effective sentence of six months or more. The implementation and quality control of case management (as described in the relevant departmental Standard Operating Procedures). The monitoring of bed space for all institutions and the management of the movement of prisoners between institutions. Security Classifications On 3 June 2014 the department s new Institutional Security Rating Assessment Tool was introduced. The new tool includes a range of contemporary risk variables, such as age and drug use, to ensure prisoners are appropriately classified according to the institutional risk that they present. Upon admission, all prisoners are assessed to determine an appropriate security classification. This classification is reviewed on an ongoing basis through the case management process, with endorsement by the prison s general manager and/or the Serious Offender Committee as required. In addition to standard security considerations, prisoners in South Australia must demonstrate positive behaviour and a commitment to addressing their offending behaviour prior to their security classification being reviewed. As at 30 June 2014, 21.59% of prisoners were classified as high security, 58.74% were classified medium and 18.51% of prisoners were classified as low security. There were approximately 1.16% of prisoners were awaiting classification or reclassification on the day. Highlights In the department introduced a new Institutional Security Rating Assessment Tool. Quality Assurance Framework: In 2012, the Sentence Management Unit (SMU) commenced the development of a Quality Assurance and Audit Framework. The new framework was introduced at SMU in June Ten compliance measures and targets were identified as part of the project implementation, including the percentage of prisoners administered an initial security rating within 24 hours of admission, and the percentage of sentenced prisoners who had regular case reviews contracted within prescribed timeframes. The framework aims to ensure that: prison general managers are provided with a regular picture on the operation of case management within their institutions; compliance is achieved through a collaborative across directorate approach; compliance with legislative and departmental procedural requirements is being met; DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

26 the case management system is adequately meeting the needs of the individual prisoners and the broader custodial system; training needs are identified for the whole system; and non-compliance can be addressed through the targeting of specific training and oversight as required. The framework automatically generates a compliance report. In there has been an increase in compliance with the 10 targets of 38%, across the State, which was realised via exploring systemic barriers, training requirements and systems improvement initiatives. Highlight saw an increase in the legislative target of annual prisoner case reviews from 42% to 95% as a result of the new framework. Serious Offender Committee The Serious Offender Committee (SOC) provides high level oversight and sentence management decision making for serious and high risk offenders who score more than 29 on the Offender Risk Needs Inventory Revised (ORNI-R). The SOC has oversight of prisoners serving a head sentence of 10 years or more, a sentence for a sexual offence, prisoners serving a life sentence or indeterminate sentence (under Section 23(1) of the Criminal Law Sentencing Act 1988) and any other prisoner identified by the Co-Chair or Chief Executive. As at 30 June 2014, SOC provided oversight of 902 prisoners (58.87% of all sentenced prisoners). The SOC is co-chaired by the Executive Director Community Corrections and Specialist Prisons and the Executive Director Offender Development and in addition to other departmental representatives, includes membership from South Australia Police (SAPOL) and Victims Support Services, as well as an Indigenous representative. During a review of SOC was undertaken, and a comprehensive discussion paper profiling Serious Offenders was presented to DCS Executive. The paper recommended revised classification criteria for Serious Offenders to ensure this high level oversight committee is appropriately focused on the most serious offenders, based on their assessed risk to the community. The new Serious Offender criteria, endorsed by DCS Executive are: (a) All prisoners assessed as high risk of general, sexual or violent reoffending; (b) Prisoners serving a life sentence; (c) Prisoners serving an indeterminate sentence as outlined under Section 23(1) of the Criminal Law (Sentencing) Act 1988; (d) Prisoners identified as protective security or public interest; and (e) Any other prisoner identified by the Chief Executive, Deputy Chief Executive or the Serious Offender Committee Chair(s). All sex offenders will still have an initial sentence plan considered by the SOC, however the committee may resolve to remove low-moderate risk offenders from their oversight on a case by case basis, endorsing their sentence plan to be managed via the Sentence Management Unit It is estimated the proposed criteria changes will reduce the number of Serious Offenders to 26% of the total prisoner population. The key changes are the removal of low risk offenders and the inclusion of protective security and public interest offenders. It was also recommended that a review of serious offender criteria is undertaken every two years to ensure the committee remains dynamically focused on the most serious risks. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

27 Highlight In , the Serious Offender Committee reviewed 1748 sentence plans and case reviews for serious offenders. Home Detention Committee (HDC) In , the HDC moved to a weekly format to increase the timeliness of decision making. A range of measures were put in place to review prisoner identification processes to increase the number of applications submitted, including automated notifications being sent to prisoners 3 months prior to their eligibility dates. Improvements were also made to the evaluation process to ensure risk based information was provided to the HDC in a streamlined manner to reduce turn-around times saw an increase of prisoners on sentenced home detention, which was achieved by applying systems improvements, working in partnership with IT, Case Management Coordinators and Community Corrections. Ongoing collaboration and intense monitoring ensured sustainable outcomes, and ensured that the exemplary success rate of the program was not jeopardised in the interests of community safety. Highlight In , the Home Detention Committee reviewed 539 applications, 253 of which were approved for release on sentenced home detention. Psychological Services Departmental psychologists work collaboratively with other service providers, such as the SA Prison Health Service and Forensic Mental Health Services to provide intervention and specialised assessments for offenders who are affected by substance abuse and/or personality and mental health disorders. Psychologists are involved in High Risk Assessment Team meetings and Behavioural Management Forums. This involvement forms part of a multi-disciplinary approach which facilitates urgent referrals for prisoners requiring immediate treatment, crisis intervention and specialised management strategies. The role of the psychologist attached to the High Risk Assessment Teams provides an opportunity for specialist assessment and advice to further guide behaviour modification and risk management strategies. Highlight In , psychologists delivered 1865 individual sessions to prisoners in addition to conducting 531 formal risk assessments to inform the High Risk Assessment Teams of individuals at risk of suicide and/or self-harm. Women Offenders The department has committed to the development of a strategic framework to improve outcomes for female offenders and prisoners. The strategy is intended to build on the significant strategic reforms and resource investment that the department has already made over the past decade in enhancement of our correctional environments, case management and supervision capabilities. Through this strategy the department intends to increase its capacity, where possible, to deliver dedicated infrastructure, programs and resources that are better tailored to women. The department is progressing a range of mother child contact strategies and programs to enable women offenders to maintain family ties and reunify with their children, while also equipping them with skills, to increase their confidence as parents. This is a shift from a mothers DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

28 and babies program; it seeks to ensure that contact strategies and programing reach a greater cross section of incarcerated mothers and that approaches are responsive to a range of child requirements and age groups, in keeping with current prisoner demand. There is a continued focus on integrated offender management, with the increased aim of involving family members and community support workers to assist in the transition process from prison back into community. In late 2013, a new Principal Advisor Female Offenders position was appointed to focus on the needs of women and, in the first instance, enable development of the strategy. In March 2014, broad consultation commenced. Consultation was undertaken with the judiciary, Parole Board, correctional service staff, allied government and community sector agencies, cultural specific service providers, victim and offender advocacy areas and other key stakeholders. Stakeholders overwhelmingly emphasised the importance of the department ensuring female offenders and prisoners lives and needs are considered in the design of correctional environments, services and other practices. From the consultation findings and a range of research, a strategic framework and 3 year action plan will be developed in Aboriginal Services Unit The Aboriginal Services Unit was established to service the needs of the department s Aboriginal stakeholders as well as monitor the department s implementation of recommendations from the Royal Commission into Aboriginal Deaths in Custody (1991). The Aboriginal Services Unit works across the department (at both strategic, and operational levels) to provide advocacy for Aboriginal departmental staff, as well as oversee the development of culturally appropriate services, policies and procedures across the department. The unit also actively participates in the growth of partnerships and support for Aboriginal community organisations, and other government departments, for the provision of targeted services to Aboriginal prisoners, offenders and their families. Programs provided to offenders are continually evaluated and enhanced to ensure that best practice principles are applied. Programs specifically aimed to address Aboriginal offenders needs in included: provision of well-being preparatory programs involving Aboriginal Elders which was developed in consultation with the Aboriginal community. This program prepares Aboriginal prisoners to better engage with mainstream programs by exploring offending through a cultural lens. The program focusses on self-awareness that encourages offenders to take responsibility for their behaviour from a cultural strength based approach. the delivery of specific Aboriginal numeracy and literacy programs through Port Augusta TAFE and Pakani Aranka. Pakani Arangka, which means a good growing place is located at the prison. The 12 bed unit allows for cultural interaction amongst prisoners whilst providing a range of culturally specific programs. This includes new programs delivered by the Red Cross - SAM Our Way, or Save a Mate which assists to identify problems and risk factors affecting Aboriginal offenders, Drumbeat which focuses on good quality relationships and FOODcents which delivers key life skills; and the delivery of Domestic Violence prevention programs for Aboriginal men and women living on the APY Lands. Key activities for the Aboriginal Services Unit in included: Coordination of the Aboriginal Elders Visiting Program to include the Adelaide Women s Prison/Adelaide Pre-Release Centre, Mobilong, Yatala, Cadell, the Adelaide Remand Centre and Port Augusta Prison. Engage the Aboriginal Community and promote careers within Corrections, particularly trainee correctional officers. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

29 Organisation and implementation of nine site Prevention of Aboriginal Deaths in Custody forums with Aboriginal prisoners across South Australia prisons. Coordination of, and participation in, NAIDOC activities across South Australia and within prisons. Management and implementation of the annual Aboriginal staff networking meeting. Fielding of general and critical requests from Aboriginal stakeholders and the Aboriginal community. Ensuring Aboriginal staff representation on departmental committees, training opportunities and forums. Providing ongoing support to all Aboriginal staff throughout the department Organisation and delivery of three Aboriginal Liaison Officer forums to provide training and support to key operational staff. Commenced work on the DCS Reconciliation Action Plan. Provision of management support and guidance to the Cross Borders Program being delivered across the Anangu Pitjantjatjara Yankunytjatjara Lands. Administration of the Australia and New Zealand Corrective Services Administrators Council Working Group on Indigenous issues. Implementation of approximately 18 cultural awareness training sessions for 262 staff members across the department annually. Developing a cultural competence training program for departmental staff. Highlight In , the department exceeded the South Australian Strategic Plan target 53 - Aboriginal employees - Increase the participation of Aboriginal people in the South Australian public sector, spread across all classifications and agencies, to 2% by 2014 and maintain or better those levels through to 2020 (baseline: 2003). As at 30 June 2014, the department achieved 3.42%. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

30 SAFETY AND SECURITY Each of the nine prisons offer a unique function within the correctional system and are committed to keeping prisoners, staff and the community safe. Over recent years infrastructure changes have been implemented to enhance prison security, and to ensure safety measures are updated and reviewed in response to evolving criminal activities. A prisoner s ability to progress through the correctional system is managed through an individualised case management system. This system informs a prisoner s assessed level of risk (both institutional and with regard to the community) as well as their level of behavioural compliance in accordance with the various prison regimes. Once an offender re-enters the community (but remains under the department s supervision via the enforcement of a community based order) supervision is managed in accordance with the department s evidence-based practice of Enhanced Community Corrections. The department s relationships and communication with other Justice agencies such as SAPOL and the Courts Administration Authority (CAA), is also critical to offender risk management and community safety. Key Performance Indicators: Escape Rate Secure and Open Un-natural deaths in custody Assault rates in custody (per 100 prisoners) Rate of incidents of self-harm/suicide attempts (per 100 prisoners) Number of drug tests conducted: Custodial Services Community Corrections % of positive drug test results Number of complaints registered Number of reports completed for the courts, the Parole Board and the Sentence Management Unit Daily average prisoner population Daily average remand population % of prisoner population on remand Hours out of cell Rate of prisoner participation in structured activities Rate of searches (per 100 prisoners) Rate of contraband finds (per 100 prisoners): Drugs and Other Number of visitors banned Community based orders commencements % of community based orders completed successfully Number of community services work hours undertaken % of court ordered reports completed on time DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

31 Prisons in South Australia There are nine prisons located in South Australia Yatala Labour Prison (YLP), the Adelaide Women s Prison (AWP), the Adelaide Pre-release Centre (APC) and the Adelaide Remand Centre (ARC) are located in the metropolitan area with the remaining facilities located in regional South Australia Mobilong Prison (MOB), Port Augusta Prison (PAP), Port Lincoln Prison (PLP) and Mount Gambier Prison (MGP). The state s prisons are managed under the authority of the Statewide Operations Directorate. The nine prisons in South Australia are under the direct authority of the Deputy Chief Executive and the Executive Director Community Corrections and Specialist Prisons (reporting to the Deputy Chief Executive) as detailed below: SA prison reporting structure: Prison infrastructure highlights in Commissioned the new 108 bed prisoner accommodation at Mount Gambier Prison. Commenced construction of the new High Dependency Unit and Health Centre at Yatala Labour Prison. Completed construction of the upgrade of the perimeter fence, new kitchen and 20 bed secure accommodation at the Adelaide Women s Prison. Commenced construction of an additional low to medium security 84 bed unit Mount Gambier Prison. Continued the planning for, and commenced installation of, analogue to digital electronic security infrastructure at Mobilong Prison. Commissioned the new gatehouse and associated access control systems at Yatala Labour Prison. Commissioned an additional 58 beds at Yatala Labour Prison (25 beds), Cadell Training Centre (19 beds) and Mount Gambier Prison (14 beds). DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

32 Adelaide Remand Centre (ARC) The Adelaide Remand Centre is a high security remand facility which was commissioned in 1986 and is located on Currie Street in Adelaide. The ARC employs approximately 160 staff in management, custodial, administrative support and professional services roles. Up to 267 prisoners can be accommodated at the ARC, both in mainstream and protective custody. In addition, the prison also manages 38 emergency beds at the Adelaide City Watch House (which are used on an as needs basis during periods of peak prisoner numbers). Prisoners who are accommodated at the ARC have access to a fully equipped Health Centre, exercise yards, a gymnasium and squash court as well as recreational areas. The prison also operates an education program which focuses on literacy and numeracy to assist prisoners in preparing for their return to the community. The prison s close proximity to the metropolitan courts allows easier facilitation of transfers for prisoner court appearances. In addition, the ARC now also manages and operates a state of the art video conferencing facility which is used for certain court appearances at the Court s discretion. Highlights at ARC in included: Throughout , the prison conducted 3027 video conferences with courts across South Australia as well as interstate jurisdictions. Video conferencing significantly reduces the financial costs associated with prisoner movements (required to facilitate court appearances) also saw one of the best NAIDOC celebrations with over 40 Aboriginal prisoners in attendance. The day included a Kaurna Welcome to Country dance by Kuma Karru dance troop, and a selection of stand-up comedians hosted by Marc Ryan who was one of the finalist of the 2014 Raw Comedy Gala. A number of key figures of the Aboriginal community and DCS employees also attended and enjoyed this day. The ARC introduced a library service in This has been well received with over 650 books being borrowed so far by 156 borrowers. The library has over 2000 books currently available for lending. Mount Gambier Prison (MGP) Mount Gambier Prison is the only privately managed prison in South Australia. It is currently managed and operated by G4S Custodial Services Pty Ltd (G4S), and the contract is closely monitored by the department. The current five-year contract commenced on 1 December 2011 and expires in December Opened in 1995, the prison can accommodate 294 male sentenced and remand prisoners with surge capacity for a further 23 prisoners, and caters primarily for medium and low security prisoners. The prison can also accommodate short-term high security male and female prisoners. The prison is due to expand by 84 beds in A range of programs are provided at Mount Gambier Prison including therapeutic, education and work programs. The prison also offers opportunities for prisoners to participate in music, art and religious classes. G4S is responsible for the day-to-day operation of the prison, with the Director Safety and Security Services (of the department) taking responsibility for functions under the Act, that cannot be delegated to the contractor. Performance of the prison is monitored by a contract compliance framework and full time contract compliance officer to ensure compliance with the contract specifications. This monitoring is conducted to ensure the prison remains operationally effective, provides value for money, and that G4S complies with its contractual obligations. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

33 Highlights at MGP in included: Completion of new secure accommodation unit (Waawor Unit) and kitchen which were commissioned in August Upgraded laundry with increased capacity to manage the additional prisoner numbers. Implementation of 23 surge capacity beds. Commencement of an additional low to medium security 84 bed unit which is expected to be commissioned in mid to late Delivery of the SBC, SBC-me, and Making Changes programs. Mobilong Prison (MOB) Mobilong Prison was commissioned in 1987 and is an open campus-style facility located near Murray Bridge. It has the capacity to accommodate 327 medium and low security males including prisoners who live in cottage-style units. Prisoners at MOB are required to demonstrate accountability and responsibility when accessing designated areas without being escorted. The prison aims to maximise prisoner participation in a range of programs and services that are designed to develop skills and reduce the risk of re-offending. Further services offered include prisoner education, grounds maintenance, fitness and wellbeing, ceramics classes, music, parenting classes, Dreamtime Aboriginal art classes and other recreational activities. Prison Industries provided at Mobilong Prison include an electronic waste recycling project, assembly work, cement product and paver production, a metal engineering workshop, commercial kitchen and bakery. A range of bakery products from MOB are used widely throughout the prison system and at Youth Justice facilities in South Australia. Aboriginal relations are a focus at MOB with two full time Aboriginal Liaison Officers appointed in addition to the facilitation of the Nunga Healing Circle, Aboriginal Men s Health Group and the arrangement of monthly visits from guest speakers and Elders from the Aboriginal community. The prison also held a number of events to celebrate NAIDOC week. Highlights at MOB in included: Introduction of Pilot program, My Way, My Choice Program to help men prepare for their Core Program participation. Certificate II studies in Commercial Food Production, Baking, Horticulture and Forklift Driving were delivered under the Skills for All initiative. Delivery of programs including Making Changes, the reintegration program, and the Violence Prevention Program. Other services available to prisoners included men s health clinics, Alcoholics Anonymous and QuitSA, Participation in the Art in Prisons Exhibition at the Adelaide Festival Centre. Supporting the White Ribbon Foundation through fundraising activities by prisoners, that recognises the denouncing of violence against women. Port Augusta Prison (PAP) Port Augusta Prison was opened in 1896 and is a multi-purpose facility providing accommodation for up to 482 high, medium and low security prisoners including 7 female prisoners. The prison is South Australia s largest regional facility and it caters for remand and sentenced male and female prisoners. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

34 The prison has a high proportion of Aboriginal prisoners and now includes a Complex Needs Unit (opened in ) to manage female prisoners with complex health and mental health needs. Programs and services delivered at PAP include crisis intervention and support services, prisoner assessment and sentence planning, case management, education programs, the delivery of Making Changes and the Violence Prevention Program as well as an Elders Visitation Program (which was piloted in ). The prison has a structured day routine in its residential accommodation environment that provides offenders with work, recreation and programs (rehabilitation, education, vocational training and life skills) over a structure that has been established to reflect what a contributing citizen in the community may undertake on any day/week. This structured day enables prisoners to learn skills to better reintegrate into the community. The prison industry program at PAP includes timber furniture and metal fabrication production including powder coating. Further it includes seed propagation, seasonal vegetable production, a commercial laundry and kitchen services. The prison s vocational training program includes metal fabrication, construction pathways, kitchen operations skills and horticulture. A dedicated unit for up to 12 Aboriginal prisoners - Pakani Arangka, which means a good growing place, is located at the prison. The unit is located within a large garden and allows cultural interaction amongst prisoners whilst providing a range of culturally specific programs. This includes new programs delivered by the Red Cross - SAM Our Way, or Save a Mate which assists to identify problems and risk factors affecting Aboriginal offenders, Drumbeat which focuses on good quality relationships and FOODcents which delivers key life skills. PAP also facilitates the highly successful BHP Billiton Prisoner Reintegration Employment Opportunity Program. This program involves groups of up to 12 low security prisoners undergoing three months of training at PAP, and on site at Roxby Downs. Prisoners gain certificates in elevated work platforms, forklifts, front end loaders, and complete mining and safety inductions, as well as skills for job interviews and résumés. To date, seven PREOP programs have been run with 70 prisoners completing the program. 37 prisoners have been employed on a contract basis (upon their release from prison). This includes 35 Aboriginal individuals who successfully completed the program. Highlights at PAP in included: Continued successful outcomes as a result of the continuation of the PREOP Programs, this year 9 prisoners have been offered full time employment (upon release) through this program. The Prison has been awarded several contracts in , including the laundering of linen from the RAMSEY Senior Citizens Home, cleaning of houses for Housing SA, and the continuation of an agreement with the Port Augusta City Council for community service projects operating from the low security cottages. This service provided a community benefit of approximately $ in More projects listed within the prison, eg building of sheds or shelters, demonstrate what prisoners can gain through accreditations. Introduction of Civil Train program which teaches prisoners Work Health and Safety, White Card, working in confined spaces, working at heights and management of a worksite. Yatala Labour Prison (YLP) Yatala Labour Prison was built in 1854 and is located at Northfield in the northern suburbs of Adelaide. YLP is South Australia s largest prison accommodating up to 524 male remanded and DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

35 sentenced, high, medium and low security prisoners, including those in protective custody. The prison also includes a 24 bed maximum security unit. A range of programs and services are delivered to prisoners at YLP, including education and vocational training, numeracy and literacy programs, the Sexual Behaviours Clinic and the Violence Prevention Program. A number of therapeutic programs are also delivered at YLP including Parenting, Pre-Release Accommodation and Job Application programs and Health and Fitness Programs. The prison is also the host of the department s Sentence Management Unit. YLP supports an extensive prison industry program, delivering work and vocational training in metal work and metal fabrication, joinery for the manufacture of a variety of timber products, a paint and powder coating workshop, trailer fabrication and repairs, a commercial laundry and a commercial standard kitchen that produces well over 1000 meals a day. In past years, the prison has implemented major roles and function changes designed to improve operational efficiency, as well as to better support the management of prisoners in protective custody by improving their access to programs and support services. Highlights at YLP in included: Commencement of the construction of a High Dependency Unit and a new Health Centre. The High Dependency Unit will provide inpatient mental health assessment and treatment services (and a continuum of care), for prisoners presenting with multiple and complex needs. Construction commenced in late 2013 and is scheduled to be completed by mid to late The new Health Centre will meet all the primary health care needs of prisoners and is anticipated to be completed by late The facilitation and completion of the first Violence Prevention Program in B Division. The installation and commissioning of an additional 25 beds in F Division to strengthen the prisoner employment opportunities for mainstream prisoners in the institutions Laundry. Cadell Training Centre (CTC) Cadell Training Centre provides accommodation for up to 180 low security male prisoners in a rural environment covering approximately 1600 hectares. The facility was opened in 1960 and is located at Cadell in the State s Riverland region. Prisoners who are accommodated in cottage style units spend 17 hours out of cell, while those placed in the cellblock accommodation have 12.5 hours out of cell. All prisoners at CTC are either undertaking education, or are employed within the prison industries program or support services, such as maintenance and garage duties. Prisoners have access to a wide variety of work in the centre s olive groves, nursery, irrigation unit, and garage and workshop area. CTC also operates a registered Holstein-Friesian stud, and processes and packages the milk produced for use in the prison system as well as for the Royal Adelaide Hospital. The prison provides for a wide range of employment focused education programs including literacy and numeracy and nationally recognised qualifications in horticulture and dairy as well as training in backhoe, truck, vehicle, forklift credentials and White Card. During , prisoners successfully gained 260 permits to assist with employment opportunities upon release from prison. The prison has developed and maintains an excellent relationship with the local community through Community Work Programs and its involvement in the Cadell Brigade of the Country Fire Service (CFS). DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

36 The Cadell CFS is staffed by custodial staff, members of the public and prisoners. Prisoners are able to obtain level one and level two qualifications as part of their involvement, as well as a number of other accreditations such as Compressed Air Breathing Apparatus, Suppress Wild Fire, Government Radio Network Usage, Burn Over Drills and Off Road Driving. During the year, the Cadell CFS managed approximately 120 hours of internal training and attended numerous callouts for a variety of purposes such as road accidents, creating landing zones for emergency helicopters, commercial fires and storm damage. In total the CFS attended 48 call outs and dedicated 1140 personal hours to incidents. Highlights at CTC in included: Harvesting of a significant high quality olive crop (280 tonnes), the successful completion of phase two of the prison s citrus plantation as well as securing a market to sell the prison s produced unpasteurised cream (for conversion into butter and high grade cheese). Prisoners and staff at CTC built prisoner accommodation modules within the Dormitory, increasing CTC capacity by a further 10 bed spaces The ongoing transformation of the prison s irrigation systems which now allow a 40% savings in water usage. A new irrigation technique that applies precise fertiliser through proportional injection was also developed during the year. The effective management of the prison s kitchen through regular audits, budget, building maintenance and meals provided and undertaking a Recertification Audit to maintain certification ISO compliance in citrus, olives and dairy systems. Work to upgrade the dish washing area of the kitchen was completed using contractors and prisoner labour Developing a manageable and effective compliance process against procedures and policy to improve security while identifying potential risks. The prison also saw a reduction in incidents during the year. Finalising the prison s cell block (which was undertaken by prisoners in the maintenance program). The cell block had cell prisoner built furniture added and lino flooring installed. Upgrade to four cells in the Security section to be safe cell compliant was completed by staff and prisoners on the maintenance program. All three phases of the Making Changes program were delivered at CTC during the year. CTC harvested $ worth of hay to subsidise dairy cattle feed. CTC revenue returns in Dairy, Olive Production, Garage and Citrus exceeded projected sales targets for the financial year. Port Lincoln Prison (PLP) Port Lincoln Prison was opened in 1966 and is located 650 kilometres (by road) west of Adelaide on the lower Eyre Peninsula. PLP provides accommodation for up to 158 medium to low security prisoners. Prisoners at the prison who are accommodated in the Bluefin low security area have sixteen hours out of cell daily (with a voluntary curfew overnight) whilst prisoners in the cellblock, dependent on their regime, are either out of cell 9.25 hours a day (standard and improved regime) or hours a day (enhanced regime). PLP consists of approximately 200 hectares of land, which is currently used for a number of farming activities including growing and harvesting barley, canola and livestock production (Murray Grey cattle). The commercial garden produces a wide range of vegetables, which are used within the institution and sold to the local community through contracts with vegetable retail outlets, hotels and restaurants. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

37 Approximately 40% of the prisoner population at PLP are involved in educational programs (with a focus on literacy and numeracy) and a number of prisoners were provided with vocational training including Senior First Aid Certificate and White Card. Programs and services provided at the prison include case management, crisis intervention, delivery of the Sexual Behaviour Clinic Program and all three phases of the Making Changes program. PLP operates a successful Prisoner Peer Support Program where identified prisoners are trained to support other prisoners with various issues associated with being incarcerated. Case Management staff at the prison work closely with carefully selected Peer Supporters to ensure positive outcomes. Highlights at PLP in included: The prison s workshop and engineering business units have continued to further develop their involvement in the oyster industry and are currently manufacturing eight different styles of oyster bags and two styles of oyster cages. The engineering business unit is now also manufacturing craypots for local professional fishermen. Commissioning of an additional 12 surge capacity beds for low security prisoners which increased the prison s capacity to 158. Enhancement of effective compliance processes to improve security whilst identifying and treating any potential risks. Adelaide Pre-release Centre (APC) The Adelaide Pre-release Centre was established in 1990 and is South Australia s main prerelease facility (for male prisoners). The prison is located within the Northfield prison precinct and has the capacity to house 60 low security prisoners in cottage style accommodation. Prisoners at the APC are generally in the last 12 to 18 months of their sentence and are able to participate in accompanied and unaccompanied family leave, education programs as well as work release and community service programs. Partnerships for community service based work undertaken by APC prisoners include those with the Department of Environment, Water and Natural Resources, the Salvation Army, the Greek Orthodox Church and the department s Repay SA Program. During the year, a total of $ of value was provided to the community via prison-based community service. The APC also has established employment partnerships with the Gawler River Cattle Company, Blue Ribbon Smallgoods, Bradken and the more recent partnerships with the Adelaide Resource Recovery Company, Australian Wholefoods and TOLL Corporate via the international Second Step Program. These partnerships place prisoners into meaningful paid employment and provide stability to assist with their reintegration into the community. The prison s garden also provides employment opportunities for prisoners through the supplying of fresh seasonal vegetables to the State s prison kitchens. The garden has also been a longstanding supporter of FOODBANK SA, and regularly donates substantial quantities of fresh produce for community distribution by state charities and churches. Meaningful education is also given a high priority at APC. Prisoners attend courses in the community learning facilities to address identified literacy and numeracy deficiencies, obtaining vocational education qualifications and skills to assist in gaining employment. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

38 Highlights at APC in included: Expansion of the partnership with the Department for Water, Environment and Natural Resources which enables a team of selected low security prisoners to work in the metropolitan National Parks. Expansion of the prison based Repay SA program which now covers garden maintenance and the repainting of Housing SA homes. Provision of off-centre employment programs with 43 prisoners accessing paid employment, 34 prisoners attending Community Works Programs and 2 completing work programs with non-government organisations. Development of an expansion plan to increase APC capacity from 60 to 80 through the addition of separate accommodation 24 Low Security females accessing reintegration programs. Provision of fresh produce for FOODBANK SA and animals at the Adelaide Zoo. Adelaide Women s Prison (AWP) The Adelaide Women s Prison is the state s only dedicated women s prison. Opened in 1969, AWP has the capacity to accommodate up to 160 females and caters for both remand and sentenced prisoners (with high, medium and low security ratings) and includes pre-release needs. At the facility, remand and sentenced prisoners are accommodated together within a range of accommodation types which are determined by incentive-based regimes and risk assessment. AWP employs a multi-disciplinary approach to the management needs of female prisoners. Programs and services provided include crisis intervention and support services, case management, education and vocational training. The Making Changes and Dialectical Behaviour Therapy Programs are also delivered. Employment opportunities at AWP include a textiles workshop, full-time education, grounds and maintenance work (such as the annual Trees For Life Program ), kitchen, laundry and cleaning tasks. The prison s textiles workshop has a number of commercial contracts with external customers as well as making the state s prisoner clothing and undertaking community service projects. Off-centre employment includes the Parks Preservation Program where prisoners work within the Cleland and Blackhill Conservation Parks, in partnership with the Department of Environment, Water and Natural Resources. In the Parks Presentation Program expanded to include female prisoners who now fill permanent volunteer positions. The program has been very successful, with a number of female prisoners obtaining horticulture qualifications. The program has provided suitable low security female prisoners with the same opportunities that have been provided to male prisoners for the last 15 years. AWP operates a pre-release program for women. Partnering with businesses and Job Network agencies within the community, eligible offenders complete both relevant industry vocational certificate studies and participate in work within the prison before transitioning to Job Networks and successfully gaining employment before their release. The prison provides a range of educational programs with literacy and numeracy studies actively encouraged. A number of vocational studies are also delivered at the AWP including Certificates in Garment Construction, Commercial Food Production, Business Studies and Women s Studies. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

39 Highlights at AWP in included: Continuation of the implementation of a Master Plan for improvement works at AWP (and Adelaide Pre-Release Centre) as part of the extensive Northfield Upgrade works. In this included the opening of a new prison Kitchen and ongoing construction of a new High Security Unit and a professional and family visits centre. The High Security Unit and Visits Centre are scheduled for opening in August/September Delivery of Dialectical Behaviour Therapy (DBT) - seven prisoners participated with three completing one full cycle (of all four modules). Introduction of the Seasons for Growth Grief and Loss program delivered by the Catholic Chaplaincy program. Delivery of the Aboriginal Sobriety Group Fitness program. Establishment of the OARS Women s Mentoring program to link prisoners with volunteers to promote reintegration post-release. A low security female prisoner secured paid employment with DEWNR through the Parks Preservation Program whilst still incarcerated. Successful entries in the 2013 Royal Adelaide Show in the Cookery Division including a 1 st prize, a 2 nd prize and a 3 rd prize where all goods were made from produce from the Living Skills Unit Community Garden. Nominated Visitors Prisoner visits are integral to a prisoner s wellbeing and rehabilitation, as well as being important for the maintenance of family relationships and other links to the community. Prisoners in South Australia are entitled to receive visits from nominated visitors pursuant to the Act. Unfortunately, some visitors abuse their visit privilege by not meeting accepted behavioural standards and/or by seeking to introduce contraband into the prison system. When there is sufficient evidence to suggest an attempted introduction of contraband, a visitor may be detained (for an average duration of approximately 15 minutes) whilst they are searched. Visitors who may present as a threat of the good order and safety of a correctional facility may have a visit restriction applied against them for a specified period pursuant to Section 34 of the Act. Prisoner visits in Total visits sessions Total visitor number Visitors banned 101 Visitors detained and searched 273 Complaints Management The department s Prisoner Complaints Management service provides a step-by-step prisoner and offender grievance process which aims to achieve a satisfactory resolution at the first point of contact. This includes the Prisoner Complaint and Advice Line, a telephone service which provides advice, information, and follow-up in relation to concerns raised by prisoners and offenders. During , there were 1222 registered calls to the Prisoner Complaint and Advice Line comprising 860 valid calls and 362 invalid calls (such as wrong number dialled or hang ups). This compares to a total of 1193 calls, comprising of 780 valid and 413 invalid for DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

40 DCS Prisoner Complaint Line to Valid Calls Total Calls Prisoner complaints (by category) from to Access to services Complaint against DCS officer Custodial management Disciplinary Placements / transfers Prisoner facilities or living conditions Prisoner pay Property The complaint categories of Access to Services and Prisoner Property received most complaints followed by Placement / Transfers and Prisoner Facilities / Living Conditions. This is consistent with complaints data from previous years. In the department undertook a range of actions aimed at further improving the prisoner complaints management system. This followed improvements implemented the previous year in response to audit recommendations made by the SA Ombudsman in Improvement actions implemented in included: Visits by Policy Officer, Victim Services and Client Advocacy to metropolitan and regional prisons for the purpose of consultation with staff and prisoners in relation to improvement of the complaints management system. Provision of more detailed reports on complaints data to General Managers, DCS Executive and SA Ombudsman. Creation of Prisoner Complaints case note type on the Justice Information System to enable all relevant staff to record complaints and action taken. Provision of training for Prisoner Complaints and Advice Line Staff on custodial management practices relevant to the management of complaints. Illicit Drugs in prison The department is committed to stopping the supply and trafficking in illicit drugs in prison. The trafficking of drugs to prisoners is an issue for every correctional jurisdiction. The department DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

41 has deployed a range of measures to reduce trafficking by targeting and minimising supply and demand. The department drug tests prisoners on a random and targeted based approach to ascertain any use of illicit drugs and/or medications not legally prescribed to them by a medical practitioner. The testing results enable each facility to manage prisoner adherence to regimes, individual plans, rehabilitation, and reintegration requirements. A positive test result means that a urine sample, tested by an authorised officer, has been found to have traces of illicit drugs. The department, through the Offender Development Directorate, ensures the delivery of a number of therapeutic programs targeting various offending behaviours. Once such program is the Making Change Program, this is a moderate intensity program designed to target general offending behaviour and offending related to substance misuse. The department has also piloted a Reintegration Program. This program is targeted at prisoners serving a sentence of more than 12 months and covers eight distinct modules, one of these being Alcohol and Other Drugs. In , the department undertook a regular local search program with the aim to decrease the use of illicit drugs across the SA prison system. Highlight In , there were drug tests conducted within the prison system and Community Corrections. This is an increase of 966 tests conducted in Search of Prisoners Pursuant to Section 37 of the Act, the manager of a correctional institution may cause a prisoner s belongings to be searched for the purpose of detecting prohibited items. In this regard, prison general managers have reported that over searches were conducted on prisoner areas and their cells and property throughout the state s prisons during This is an increase on the searches conducted in Visiting Inspectors Visiting Inspectors monitor the operation of prisons in accordance with the Act. Visiting Inspectors provide an independent regular inspection service across South Australian prisons and speak directly with prisoners to make certain that they are treated fairly and that their accommodation is clean and safe and may be called upon to investigate any complaints that could affect the health and welfare of prisoners. As at 30 June 2014, South Australia had 25 active Visiting Inspectors including one Aboriginal Inspector. Visiting Tribunals Visiting Tribunals are appointed by the Governor of South Australia in accordance with the Act to provide an independent adjudication service for serious breaches of prison rules and regulations. Appeals that originate from General Managers penalties may also be attended to by Visiting Tribunals. They are also involved in the witnessing and destruction of contraband seized within the prison system. As at 30 June 2014, there were six active Visiting Tribunals. Ethics, Intelligence and Investigations Unit The Ethics, Intelligence and Investigations Unit (EIIU) reports to the Deputy Chief Executive Statewide Operations and contributes to the safety, security and increasing confidence and ensuring a safe environment for all staff across the department, offenders, and the broader DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

42 community by targeting criminal activity and offending behaviour, through intelligence and investigation. The unit services the department through overseeing such things as ethical standards, intelligence reporting on suspected illegal prisoner activity throughout the state and the investigation of serious staff misconduct and significant incidents. The services provided by the unit contribute to reduced incidents in prisons, reduced contraband incursions into prisons, the identification of gangs, organised crime and national security targets and the effective management of high risk offenders and visitors. Ethics The Director EIIU is responsible for providing oversight and advice regarding misconduct matters (not investigated within the unit) and ensuring the integrity of all matters of misconduct managed within the department. The EIIU provides support and advice in relation to the ethical standards expected under the Public Sector Act, Intelligence The EIIU works collaboratively with South Australian Police (SAPOL) and other law enforcement agencies to monitor, examine and act on the activities of prisoners and their visitors in an effort to intercept and reduce the flow of contraband into the prison system. The EIIU and SAPOL have undertaken joint operations in relation to prisoner activities which resulted in charges of drug trafficking being laid against prisoners and their associates within the broader community. The EIIU Intelligence Officers and Senior Intelligence Analyst assist prison General Managers as well as SAPOL and the Police Corrections Section with the effective management of contraband entering the prison system, through the identification of possible activities involving prisoners, visitors or by other means. Visitors who are reported, or charged by SAPOL as a result if either being detected with, or suspected of introducing, contraband or attempting to gain entry using a false identification, can be banned from visiting any of the state s prisons. Under the agreed Memorandum of Understanding, the EIIU also works closely with the Australian Crime Commission to exchange intelligence in relation to the activities of identified prisoners of interest and their associations. Investigations The EIIU provides an investigation reporting process to the Chief Executive and Deputy Chief Executive for all matters relating to serious staff misconduct. Matters that are identified as potentially criminal are referred to SAPOL, or where there is potential corruption, the Office of Public Integrity. Matters may then be referred to the Independent Commission Against Corruption or back to the reporting agency for investigation. The EIIU is responsible for conducting forensic investigations into significant incidents occurring under the auspices of the department, including deaths in custody, escape custody, deaths of offenders under supervision, serious disturbances and all other matters of significance identified by the Chief Executive. These investigations are referred to the Investigations Review Committee for consideration of relevant findings and appropriate action. Matters relating to the death of a prisoner/offender are also referred to the Coroner s Court for consideration in any Coronial Inquiry. Office for Public Integrity and the Independent Commissioner Against Corruption The Independent Commissioner Against Corruption Act, 2012 (ICAC Act) defines corruption, misconduct and maladministration. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

43 The Independent Commissioner Against Corruption has issued Directions and Guidelines under section 20 of the ICAC Act. Those Directions and Guidelines relate to the obligations of a variety of persons and entities to report matters to the Office for Public Integrity (OPI). All employees in DCS are Public Officers as defined in the ICAC Act and are required to report suspected corruption, misconduct or maladministration in accordance with the Directions and Guidelines issued under the ICAC Act by the Independent Commissioner Against Corruption. Specifically, DCS employees must report to the OPI any matter they reasonably suspect involves serious or systemic maladministration in public administration unless they know it has already been reported to an inquiry agency. DCS employees may report matters to the OPI they reasonably suspect of involving misconduct or maladministration in public administration notwithstanding they have reported the matter to an inquiry agency if they consider it appropriate. A person who makes a complaint or report to the OPI must be mindful of the confidentiality obligations imposed by the ICAC Act. In particular, all public sector employees must acquaint themselves with the restrictions contained within section 56 of the ICAC Act. Information provided by the OPI or the ICAC to a public sector employee or an agency must be treated confidentially and in accordance with the obligations contained within section 54 of the ICAC Act. Protective Security The Australian and State Governments recognise that sources of harm could include threats from criminally organised individuals, organised crime, or politically motivated individuals or groups and foreign organisations and intelligence services. As a consequence, a range of partnerships are in place, or are emerging, where there is a particular focus on the secure sharing of sensitive information that must be protected (including with entities such as SAPOL, the Commonwealth Attorney-General s department, Australian Federal Police, ASIO, National Office for Security Assessments, Australian Crime Commission and other Correctional agencies). When considering agency security, the department s role in criminal justice (and associated risks posed through gangs or organised crime) and any required roles in other areas such as national security and countering terrorism, violent extremism and organised crime, need to be considered. DCS Protective Security activity must therefore give specific consideration to those areas. DCS needs to effectively address the South Australian specific risks it directly faces and also ensure it is not a weak link in national activity. The Safety and Security Services Unit and the Ethics and Intelligence Investigations Unit plays an integral role in protective security through: Running the Protective Security Steering Committee that oversees all protective security functions within DCS. Maintaining partnerships with key external stakeholders regarding the identification and management of intelligence specific to persons of interest under DCS supervision. Maintaining partnerships with key internal stakeholders regarding the management of prisoners and offenders identified under the department s Protective Security Framework. Identifying trends and understanding the implications of state, national and international activities that may impact upon prison/community correctional environments. Current activities include: Assisting with the education of all DCS staff through the facilitation of information sessions relating to radicalisation and violent extremism and Outlaw Motorcycle Gangs (OMCG). DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

44 Some of the key risks DCS is seeking to manage include: The potential infiltration of DCS (and criminal justice system) by criminal or extremist elements. Violent/criminal activity in prison or in the community by extremist groups, gangs or OMCG. Unauthorised access to DCS premises and facilities. The security and safety of staff and contractors within and outside of DCS premises/facilities. The risk of escape of prisoners (from DCS facilities, during transport, and from non-dcs facilities). Entry of contraband and prohibited items into prisons. Unprotected or unauthorised (including cyber-attack) use of mobile devices to access DCS systems or data. Cyber-attack on DCS information and/or systems through the Internet. The connection of inappropriate USB devices or mass storage devices to DCS computers. Unauthorised access to confidential information and computer systems. Disclosure of confidential information. There is a large range of responses to these risks in place - there are also a number of additional responses in progress. Access Control Strengthening Improvements to Access Control throughout South Australian prisons are part of the commitment undertaken by the department to ensure that the state s prisons are fitted with the most up-to-date electronic security products, detection and surveillance equipment. The Biometric Verification System (BVS) is one enhancement currently being installed at South Australian prisons. The system aids in the positive identification of individuals entering and exiting the State s prisons for both professional and personal visits. The biometric enrolment process requires the visitor to participate in an iris scan as the primary means of identification, with finger scanning also utilised as a secondary measure in instances where iris scanning is not considered suitable. Photographic identification must also be produced by persons wishing to visit a prisoner in an official capacity prior to being enrolled on the system. The biometric data is stored securely in the form of algorithms on a dedicated secure system. If a domestic or professional visitor refuses to enrol on the BVS system and/or who fail to provide sufficient identification, they will not be granted access into the facility. All departmental staff who work or visit a site which has BVS are enrolled on the electronic system in the same manner as any domestic visitor, this includes the Chief Executive of the department and the Minister for Correctional Services. The enrolment process is easy and noninvasive. SA Prison Health Service (SAPHS) SAPHS, as part of the Central Adelaide Local Health Network, delivers a range of primary health care services to all prisoners located across the eight prisons governed by DCS. SAPHS provides prisoners with access to a primary health care model which focusses on provision and access to health services. This includes an average of 1600 occasions of nursing services, 270 medical consults, and over 80 external medical appointments arranged per week. Services provided are appropriate to prisoners ongoing health needs, in line with the services they would receive in the community. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

45 The services provided by SAHPS include risk assessment, early intervention and care planning for prisoners to address mental health needs and substance dependence. Daily management of medication is provided to over 1200 prisoner patients per week, and assistance is provided to prisoners around self-management of chronic health conditions such as heart disease, diabetes, renal failure and cancer. In , the Central Adelaide Local Health Network strengthened its commitment to the wellbeing of the prisoner population with the appointment of a new Executive Director to SAPHS. In an environment of increasing prisoner numbers and equally increasing complexity of health and age related conditions, Executive Director SAPHS is committed to leading the future development of SAPHS services in collaboration with DCS at all levels. This will be achieved through the provision of high quality and consistent clinically appropriate services, and supporting and facilitating best practice across all sites. To this end, SAPHS is considering the use of innovative telemedicine options, workforce development and improving the continuity of health care for prisoners being released back into the community. In SAPHS will continue health care planning in collaboration with DCS, Allied Health, other local health networks, and health services within the correctional environment. This includes key stakeholders such as Forensic Mental Health Service (FMHS), SA Dental Service (SADS), Drug and Alcohol Services, and Shine (Sexual Health). Management of Prisoners at Risk of Suicide or Self Harm The department has a Standard Operating Procedure (SOP) for the consistent and effective approach to management of prisoners at risk of suicide or self-harm. SOP 090 Management of Prisoners at Risk of Suicide or Self Harm is a standardised process for the identification of prisoners at risk of suicide or self-harm. This is undertaken through raising a Notification of Concern Form (NOC) and the then development of an Initial Response Plan in conjunction with SA Prison Health (SAPHS) for a prisoner s initial care, management and placement. All prisoners with a NOC are then referred to the High Risk Assessment Team (HRAT) for a formal risk assessment using the Suicide Assessment Manual for Inmates (SAMI) (undertaken by prison social workers or psychology staff). Prisoners placed on the HRAT are discussed at weekly HRAT forums. These forums include representatives from SAPHS, the department s custodial services branch, social workers, psychologists and (at some prisons), Forensic Mental Health Services (FMHS). All departmental prison social workers and psychology staff members have been provided with training in the use of SAMI. The department has also provided training to Aboriginal Liaison Officers and Clinical Nurse Consultants (from SAPHS) in the use and interpretation of the SAMI. In 2013 and 2014 the Sentence Management Unit (SMU) has been involved in a review of the NOC process both in regard to prison transfers and prison admissions. This has resulted in a new Stress Screening form to be administered upon transfer which has reduced the number of false positives and allowed for better targeting of intervention resources to those prisoners most at-risk in the prison system. The SMU is also in a draft consultation phase for proposed modifications to the Stress Screening form to be administered on admission to prison the end goal is again to reduce false positives and improve the targeting of intervention resources to those prisoners who are most at-risk of self-harm in the prison system. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

46 numbers of: Notice of Concerns, assessments using the Suicide Assessment Manual for Inmates and High Risk Assessment Team meetings NOC SAMI HRAT Meetings YLP ARC MGP MOB AWP APC PAP CTC PLP TOTAL Prisoner Population The average prison population continued to increase during There was an increase in prisoners serving a period of imprisonment as well as prisoners held in custody on remand. The average daily prisoner population for was 2409 (which compares with 2177 in , 2078 in , 1987 in and 1963 in ) Daily Average Prisoner Population ( to ) Prisoner Projections Over the past 10 years there has been a progressive growth in the State s prison population. The additional growth has placed considerable pressure on the department s prison capacity. The department continues to manage numbers and the Government is working on solutions in response to the pressures placed on the existing infrastructure. Through its Demand Management Strategy, the department has conducted an analysis of the prisoner population and future demand on prison capacity and services. While long-term strategies are important, recent growth in prisoner numbers has meant that the department has needed to act quickly to address capacity shortfalls. Demand Management Strategy The Demand Management Strategy will clearly define the current and preferred future roles and functions of prisons in the next 10 years. The Demand Management Strategy will enable: DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

47 The development of enhanced and fully integrated offender management processes and procedures; Improvements to all facets of operational decision making; and Better planning for and management of facilities, services and staff. Prisoner Profile in Gender As at 30 June 2014, males made up 93.47% of the prison population in South Australia with 6.53% being female. Age The average age for a person in custody in South Australia at 30 June 2014 was years (36.79 average for female prisoners & average for male prisoners). This is compared against an overall average age of 37.8 years on 30 June 2013, and 37.0 years on 30 June During , 19.38% of all intakes into custody in South Australia were from the year age group. Over 60% of the total intakes were from the year age group. Aboriginal prisoners The number of Aboriginal prisoners increased slightly from the previous year. As at 30 June 2014, 22.14% of prisoners were Aboriginal (21.71% on 30 June 2013) Expected time to serve in custody ( to ) Sentence Length As at 30 June 2014, 34.75% of prisoners were unsentenced (compared with 33.54% on 30 June 2013). The average expected time to serve for sentenced prisoners as at 30 June 2014 was 70.3 months (compared with 70.5 months on 30 June 2013). Most Serious Offence As detailed in the tables below, as at 30 June 2014 the most common serious offence for male sentenced prisoners was acts likely to cause injury (which is consistent with the result as at 30 June 2012 and 2013). As at 30 June 2014, the most common serious offence for sentenced female prisoners was also an act likely to cause injury. This differs from 30 June 2013, when homicide was the most common offence. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

48 Most Serious Offence for Sentenced Males (30 June 2012 to 2014) 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 1.3% 5.9% 1.9% 5.8% 5.8% 4.7% 8.5% 7.6% 3.6% 16.0% 15.1% 23.9% 0% 5% 10% 15% 20% 25% 30% 30 June June June 2014 Most Serious Offence for Sentenced Females (30 June 2012 to 2014) 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 2.1% 6.2% 1.0% 5.2% 8.2% 3.1% 6.2% 3.1% 12.4% 13.4% 18.6% 20.6% 0% 5% 10% 15% 20% 25% 30% 30 June June June 2014 DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

49 Escapes In , one prisoner escaped from secure custody during an escorted visit to the Royal Adelaide Hospital. That prisoner was recaptured shortly after escaping in an adjoining ward. In recent years the department has strengthened security measures including amendments to prisoner placements and other strict guidelines to reinforce procedures. No escapes occurred from a secure prison perimeter during the financial year. 5 Escapes from custody between and The graph below illustrates the escape rates since (the escape rate is calculated as 100 x prisoners escaping divided by the daily average prison population). This rate is required for the department s reporting for the Report on Government Services (RoGS). A single incident impacts greatly on the overall rate due to the very low number of incidents Escape rates between and DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

50 Assaults Prisoner assault rates are calculated as 100 x prisoners involved in assaults divided by the daily average prisoner population. Prisoner on officer physical assaults Assault rates between and % 0.77% 0.46% 0.50% Abusive Threatening Behaviour 3.17% 5.05% 8.27% 4.77% Prisoner on Prisoner Assault 8.70% 8.33% 9.64% 11.71% Deaths in Custody During , four deaths in custody occurred. Two of the recorded deaths were of apparent natural causes. No Aboriginal prisoners died in custody in Whilst any unnatural death in custody is unacceptable, the department continues to ensure that appropriate measures are undertaken to identify those offenders most at risk of self-harm and, wherever possible, prevent deaths in custody. Community Corrections South Australian courts can sentence offenders to undertake community based sanctions/ orders including Probation (Bonds), Community Service (Repay SA), Supervised Bail or Intensive Bail Supervision (court ordered Home Detention Bail). During the period of their community based sentence, offenders are supervised by the department through case management services provided by community corrections officers. In addition, the department provides community based supervision for offenders on Parole, Home Detention and Mental Impairment Licences. The department manages 16 community correctional centres and other outreach services which are located across the State. In , the Centres were divided into two separate regions: the Southern Region, and the Northern Region. In addition to the two regions, a Statewide Services Unit was developed to manage the functions that cross traditional regional boundaries such as the Courts Unit, Intensive Compliance Unit and the Parole Board Secretariat. Community Corrections strengthens the department s capacity to effectively and rigorously manage adult offenders in the community with a focus on public safety, public confidence, offender responsibility, and the rights of victims. Enhanced Community Corrections Enhanced Community Corrections provides risk based offender management with resources focused on offenders who represent the greatest risk to the community - the higher the risk, the more intensive supervision, monitoring, programs and case management provided. Within Enhanced Community Corrections there is a particular focus on: Evidence based effective supervision of offenders. Strengthened compliance management and enforcement. Improving links between community corrections, SAPOL, the courts and the Parole Board. The effective use of electronic monitoring. Offenders undergo a risk assessment and are allocated to a tier of supervision based on that assessment, with the tiered supervision service standards designating offenders as either extreme, high, medium or low risk. Designation to a category is based on a number of factors including their offending history, assessed level of risk and needs, as well as consideration of all available reports (for example sentencing remarks, submissions, psychological assessments) and conditions of the court, Parole or community based order. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

51 The tiers of Enhanced Community Corrections are: The Control tier for high risk offenders who are assessed as having a very high risk of re-offending, high criminogenic need and who are unmotivated and/or resistant to change. The focus of supervision under this Tier is to motivate offenders to change, and a strict enforcement of order conditions. The Change tier is targeted at offenders who are assessed as having medium to high criminogenic need and who represent a high risk of re-offending. Change offenders are subject to motivational interviewing as part of Case Management, as well as being the target of the department s Making Changes, Violence Prevention Program or Sexual Behaviour Clinic Programs. The Assist tier is aimed at managing offenders with a medium risk of re-offending, low to medium criminogenic need and who are generally compliant. The Assist tier may also be used to manage former Change tier offenders who have completed departmental and/or external programs, and who have demonstrated positive progress in attitude and behaviour. The Monitor tier is focused on the compliance management of offenders with a low risk of re-offending and low to medium criminogenic need. Each tier has a number of supervision standards relating to the reporting of non-compliance with conditions, or actions required of Case Managers to ensure the offender is adequately supervised and any breaches or re-offending is reported. The standards provide for clear time frames which must be followed. Conditions within orders of the Court or Parole Board are an overriding consideration in the case management of offenders, irrespective of tier. Of the DCS offenders assigned to an Enhanced Community Corrections tier, as at 30 June 2014, 1.95% were being managed under the Control tier, 37.01% under the Change tier, 31.12% under the Assist tier and 26.48% under the Monitor tier. A further 3.44% were not under an Enhanced Community Corrections tier on this date. Community Service (Repay SA) Repay SA is the department s offender Community Service Program which allows offenders to repay their debt to society through supervised community work projects. The focus of Repay SA is not only allowing offenders to be accountable for their crimes but also to provide meaningful work where offenders can acquire new skills that will assist with obtaining employment. For many offenders Repay SA is their first experience at making a positive contribution to their community. Repay SA projects (which are funded by the department) generally comprise work groups involving four to eight offenders who are managed by supervisors. These work groups undertake a range of projects throughout the community which involve partnerships with local and state government organisations and community agencies who also contribute to the cost of work groups and supervisors. A number of Repay SA offenders have special needs, including physical, psychological, and alcohol and other drug problems which may preclude them from working on mainstream projects. As a result, the department provides alternative work to enable these offenders to complete their hours. Offenders who have been assessed as suitable to undertake Repay SA may be placed at organisations or community agencies and work with agency workers and volunteers. In these instances, the department has criteria to ensure that the project does not secure a pecuniary profit for its members, provides aid to the disadvantaged or is a project of a government department or instrumentality, or local government authority. The department also manages a graffiti removal program named, detag. detag is run in conjunction with local and state government organisations and provides a responsive, cost DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

52 efficient and sustainable program to remove graffiti throughout the community. Graffiti removal costs the community millions of dollars each year, and detag is just one way to minimise the impact of this cost. detag workers remove graffiti along the Southern Expressway, the northern rail line (between North Adelaide and Gawler Central) and on the Outer Harbour, Belair and Noarlunga rail lines. The program also has offenders at work cleaning up Trans Adelaide interchanges at Paradise, Modbury and Klemzig. Repay SA partnerships are in place with Transport SA and Trans Adelaide, in addition to agreements with local councils (including Playford, Noarlunga, Marion, Mt Barker and Salisbury Councils) and regional areas such as the Copper Coast and Wakefield Councils. Highlight In , over $2 million worth of value to the community has been provided by Repay SA programs and more than hours completed by offenders. Probation A Court may release an offender on a bond to be of good behaviour (Probation). A bond may require an offender to meet a number of conditions such as, being under the supervision of a community corrections officer, undertaking assessment and intervention (including attending programs relating to their offending behaviour), residing or not residing at certain places, not leaving the State or undertaking or refraining from undertaking specified employment as directed. When offenders are placed under supervision, a community corrections officer assesses their risk of re-offending and criminogenic needs. The assessment of criminogenic needs identifies those factors that may contribute to offending behaviour, for example, alcohol and other drug use, poor anger management, dysfunctional thinking and reasoning skills. Based on the results of risk and needs assessments, a case plan is developed. During the period of the bond, ongoing reviews of the offender and their case plan are undertaken. Depending on the progress of the offender and the implementation of the case plan, they may be reassessed as lower risk and their level of supervision reduced where appropriate. Other issues such as mental health problems and domestic violence issues may be addressed by referral to appropriate community services. Unless offenders breach their orders and fail to report, or an administrative discharge is authorised, they are supervised for the entire period of their order. Intensive Probation Supervision Since 1999, the courts have been empowered to order home curfews with Intensive Probation Supervision for offenders who, but for ill health, disability or frailty would otherwise have been sentenced to imprisonment. A full case management service is provided, including psychological and other services. This program relieves the community of the cost of imprisonment, and allows offenders to have access to the services they require to manage their special needs. Intensive Probation Supervision also involves offenders being subject to Home Detention conditions with electronic monitoring (in most cases). Parole Offenders with prison sentences of 12 months or longer are required to have a non-parole period set by the court (unless the court declines to set one). Offenders serving a sentence of five or less years, other than those convicted of a sexual offence, personal violence offence or DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

53 arson, are automatically eligible for release on Parole at the expiration of their non-parole period if they agree to comply with the conditions of release set by the Parole Board. Prisoners serving a period of imprisonment for a sexual offence, personal violence offence or arson are precluded from being automatically eligible for release on Parole. They must apply for release on Parole, which is considered by the Parole Board. In addition, those prisoners serving a term of five years or more are also required to apply for release, and the Parole Board makes the decision whether or not to release the prisoner, and provides the conditions of release. For those prisoners serving a life sentence, the Governor in Executive Council must approve the Parole Board s recommendation for release. The Parole Board is assisted in making its decisions by a Parole Report completed by a Community Corrections Officer. The Parole Report contains comprehensive information regarding background, offending history, an assessment of the prisoner s risk and criminogenic needs, behavioural patterns in prison, recommendations for programs to be undertaken, release plans and recommendations regarding the conditions of Parole. Intensive Compliance Unit (Home Detention) Home Detention provides an option for certain prisoners to complete their prison sentence at home. The program, which has been operating in South Australia since 1986, is one of the department s most intensive and successful community based programs. Prisoners who have completed half of their non-parole period, and are in the last 12 months of their sentence, or who have satisfied half of their sentence (if sentenced to 12 months or less), are able to apply for Home Detention. The Sentence Management Unit assesses all such applications against the eligibility criteria. Sex offenders and murderers cannot apply. In 2014 the Home Detention Unit, now known as the Intensive Compliance Unit has undergone a restructure in order to provide an integrated offender management service with a stronger focus on compliance in line with Enhanced Community Corrections. A team of compliance officers has been established in order to undertake the management of electronic monitoring, drug testing and home visiting of offenders on the basis of risk of re-offending. A 24 hour monitoring centre has been established enabling staff to effectively monitor offender risk to the community through the newly introduced technology of GPS tracking devices that the department has made a commitment to utilise. Intensive Compliance Unit The Intensive Compliance Unit is responsible for the monitoring of persons released into the community under a court ordered warrant requiring close monitoring of the individual, normally by electronic means or through regular visits by departmental staff to the offender s place of residence. Intensive Compliance Unit Orders Supervised on 30 June 2014 Community Service 1 Intensive Bail Supervision 247 Home Detention Bond 1 Home Detention 86 Parole 14 Probation 4 Total Orders 353 NOTE: Individuals with multiple orders counted once in each particular category DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

54 Intensive Bail Supervision (Home Detention Bail) The courts have been empowered since 1987, to release a defendant on Bail with conditions of home curfew and Intensive Bail Supervision. This program is managed similarly to Home Detention, although with an increased surveillance component. Almost all (95%) Intensive Bail Supervision Orders include electronic monitoring conditions. A departmental report is first required to be considered by the courts with regard to the suitability of the proposed residence. The court may also seek further advice regarding other factors that may affect the successful completion of the Intensive Bail Supervision order. Bail A defendant may be granted a Bail Order, with a condition to be under the supervision of a community corrections officer. Conditions may be imposed covering areas such as where defendants can reside and with whom they can associate, assessment and/or treatment they are required to undertake, or programs they must attend. The main purpose of Bail with supervision is to ensure that defendants comply with the conditions of their Bail Order and attend court as required. However, the period during which a person is on Bail can be a time when intervention to address the issues underlying their alleged offending behaviour can be very effective. Therefore, where a court has imposed appropriate conditions, or where the defendant is willing to do so, they can engage in counselling and programs whilst on Bail. Offenders on Bail are required to have regular contact with their community corrections officer and breaches of conditions, such as failure to report, are reported back to the courts. Southern Region The Southern Region supervises offenders at four major locations in the metropolitan area: Adelaide Community Correctional Centre, Edwardstown Community Correctional Centre, Port Adelaide Community Correctional Centre and Noarlunga Community Correctional Centre. Community Corrections also provides an outreach service in Victor Harbor and Mount Barker. The Southern Region also supervises offenders at three main Country centres: Murray Bridge Community Correctional Centre, Berri Community Correctional Centre, and Mount Gambier Community Correctional Centre. The Volunteer Unit is based within the Port Adelaide Community Correctional Centre. The Intensive Compliance Unit which includes the 24 hour monitoring centre is located within the Edwardstown Community Correctional Centre of the Southern Region. Southern Region Orders Supervised on 30 June 2014 Bail 285 Community Service 422 Financial Penalty Expiated through CS 318 Intensive Bail Supervision 27 Home Detention Bond 1 Home Detention 4 Interstate Orders 7 Other Orders 201 Parole 514 Probation 1324 Total Orders 3103 NOTE: Individuals with multiple orders counted once in each particular category DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

55 Northern Region The Northern Region services Adelaide s northern suburbs, the Barossa Valley and the North and far North Western areas of the State, which includes the Yorke Peninsula and Eyre Peninsula. Offenders within the greater Northern metropolitan area are supervised through three major locations North East Community Correctional Centre at Holden Hill, the Elizabeth Community Correctional Centre, and the Gawler Community Correctional Centre. The Barossa and Yorke Peninsula regions are serviced through the department s Gawler Community Correctional Centre operations. Until recently the far North and North Western region of South Australia supervised offenders at seven locations: Port Pirie, Port Augusta, Whyalla, Port Lincoln, Ceduna, Coober Pedy and Marla. The Marla operation was de-commissioned on 27 June 2014 with its operations being incorporated into the Coober Pedy infrastructure. For the purpose of clarity within this Annual Report all statistical data that previously would pertain to Marla has been incorporated into the Coober Pedy operational datasets. Approximately one-third of offenders supervised within the far-north and North-Western Region of the State identify as Aboriginal; some live in remote traditional communities which are a significant distance from a Community Correctional Centre. As a consequence the department operates regular outreach services in order to service those offenders. This outreach service includes visiting the Anangu Pitjantjatjara Yankunytjatjara (APY) Lands. Northern Region Orders Supervised on 30 June 2014 Bail 285 Community Service 462 Financial Penalty Expiated through CS 233 Intensive Bail Supervision 24 Home Detention Bond 0 Home Detention 10 Interstate Orders 4 Other Orders 170 Parole 428 Probation 1022 Total Orders 2638 NOTE: Individuals with multiple orders counted once in each particular category Multi Agency Protection Service The Multi Agency Protection Service Program (MAPS) represents a strategic approach to the management of domestic violence and child protection issues in the community. The concept is based on similar successful models which have been implemented in the United Kingdom and involves sophisticated and coordinated levels of communication by key agencies who have varying roles in dealing with the perpetrators and victims of family violence. The lead agency in the MAPS initiative is SAPOL with other agencies, Department for Education and Child Development, SA Health, and the Department for Communities and Social Inclusion all providing resources to the joint effort with DCS. The operational planning for MAPS involves a phased implementation. The first phase is due to commence in July 2014 and involves referrals from Police domestic violence matters being referred to the Program. Phase 2, is scheduled to commence from September 2014 and involves referrals received from other government agencies and Phase 3 will see the source of referrals expand further to include non-government agencies from January DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

56 Offender Reports In , the department prepared a total of 6718 offender reports. The department prepares reports for the courts, the Parole Board and the Sentence Management Unit to assist with sentencing and/or setting conditions for a range of orders. Offender reports aim to provide accurate and objective information to inform the relevant decision making authority. The information contained in reports comes from a variety of sources including the offender, SAPOL and court files, and where appropriate, from other sources including the offender s family, government agencies, non-government organisations, professionals and other persons. The Courts Unit prepares reports at the request of the courts. These include Bail, Home Detention Bail (Intensive Bail Supervision), Pre-Sentence Reports and Supervision Suitability Reports. The reports assist the Magistrate or Judge to determine the suitability of an offender to be supervised in the community and the conditions to which they should be required to abide by and contain a range of information. This information can relate to the offender s risk of reoffending, employment and residency background and current situation, offending history, victim information, likelihood of compliance with an order as well as any information with regard to programs that may assist in addressing offending behaviour. Offender Management Plan (OMP) The department has continued with its support of the SA Offender Management Plan throughout The OMP is a multi-agency response to manage the State s highest risk offenders. The critical component of the OMP is the coordinated and managed focus on the individual offender, using the collective resources of the department and participating agencies including SAPOL (as the lead agency), the Department of Health and the Department for Communities and Social Inclusion. The key emphasis of the OMP is information sharing. The aim is to improve cross agency information to enable informed decisions to be made, and collaborative responses to be implemented, linking agency interventions that are already in place. By working together under a coordinated framework, responses by other justice agencies in South Australia can be more effective and efficient. The OMP focuses on two streams of multi-agency service delivery: Offender rehabilitation which involves providing or brokering services that address criminogenic needs. This includes, but is not limited to health, substance abuse, meaningful employment and housing needs. Law enforcement which involves a law enforcement focus on the offender to limit the opportunity for offending; or to increase the probability of apprehension should offending continue. The Family Safety Framework The Family Safety Framework was developed under the auspice of the South Australian Government s Women s Safety Strategy and Keeping Them Safe - Child Protection Agenda, to drive improved, integrated service responses to violence against women and children in South Australia. DCS is a core agency in the Framework that seeks to ensure that services to families most at risk of violence are provided in a more structured and systematic way, through agencies sharing information about high risk families and together, developing actions aimed at reducing risk. Highlight saw the completion of the full rollout of the Family Safety Framework to 19 locations across South Australia. This has resulted in every community correctional centre and prison now having a local referral pathway into the Family Safety Framework. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

57 Drug Court Curfew The South Australian Drug Court can impose Home Curfew Orders that may have an electronic monitoring component, in accordance with the Bail Act Intensive Compliance Officers support the Drug Court through an after-hours monitoring service for all Drug Court participants subject to Home curfew conditions. Alcohol and Other Drug Management Unit The Alcohol and Other Drug Management Unit (AoDMU) is a mobile testing unit which visits Community Correctional Centres to undertake urinalysis and breath testing on community based offenders. Any non-compliance identified through positive drug or breath tests is reported to the relevant Community Corrections Officer for follow up which may include a breach report being submitted to the Court or Parole Board. Pilot DCS Prosecutions Service Following the commencement of a pilot DCS Prosecutions Service in the Prosecutions Unit has continued and progressed in The service manages the non-compliance (breach) prosecutions for those offenders who have court orders supervised by the department. Prosecutions have occurred for Community Service Orders, Suspended Sentence Bonds and Good Behaviour Bonds. During there has been a significant increase in the prosecution of Bonds. Staff in this unit are involved in pre-trial conferences, working collaboratively with solicitors and SA Police (SAPOL), and engaging with support agencies. The breach process is monitored by unit staff, and case managers are provided with regular timely updates regarding court outcomes. The unit manages an average of 74 DCS non-compliance hearings a month. By having a prosecutions capacity of its own, the department has the ability to control and prioritise which breaches are provided to the Court, and when. This process also allows the department to better target high risk offenders when they breach their supervision orders. Bail Accommodation Support Program In June 2013, the Government announced funding for the Bail Accommodation Support Program. The project formally commenced on 1 July 2013 for delivery in The project aims to provide a 30 bed Bail Accommodation Support Program for alleged offenders who lack suitable accommodation in the community. The availability of accommodation can be the determining factor between being remanded in custody or remaining in the community. The Program will provide alleged offenders the opportunity to maintain links to family, employment, government services and education. The project aims to partner with the non-government sector (private and/or not for profit sector) to provide the accommodation and undertake day to day management functions. All statutory offender management and supervision responsibilities will remain the responsibility of the department. Alleged offenders likely to benefit from the Program are those who either do not have any accommodation (or suitable accommodation), or who are awaiting the completion of a bail report. The Program will provide Magistrates with an alternative to remand for suitable offenders. The Program aims to target offenders who are often remanded for a short period of time and will specifically assist disadvantaged groups including, those who are homeless and Aboriginal offenders, who often lack bail accommodation if they are arrested whilst visiting the metropolitan area from remote areas. DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT

58 Highlights Highlights for the Bail Accommodation Support Program for included: Establishment of project governance structure. Further financial modelling and acquisition planning. Development of service delivery principles and accommodation requirements. Completion of the market sounding exercise. Development of formal market documents and the commencement of the formal market approach process including the publication of the Request for Proposal. Stakeholder engagement. Profile of offenders under the department s supervision Gender On 30 June 2014, males made up 82.37% of all individuals with community based orders. The figure, as at 30 June 2013 was 82.59%, and at 30 June 2012 was 82.44%. Aboriginal Offenders in the Community On 30 June 2014, 16.42% offenders under the department s supervision were of Aboriginal descent. This is compared with 16.69% on 30 June 2013 and 17.17% on 30 June Age The average age for an individual offender under the department s supervision in the community on 30 June 2014 was years. This is compared with 37 years on 30 June 2013 and on 30 June Placement of DCS prisoners and offenders as at 30 June 2014 Probation 26.91% Parole 11.32% Other Orders 4.45% Interstate Orders Home Detention Home Detention Bond Intensive Bail Supervision Financial Penalty Expiated Thru CS 0.13% 1.20% 0.02% 3.38% 6.56% Community Service 9.98% Bail 6.24% Prison population 29.80% Number of Individuals As at 30 June 2014, there were 5831 individuals under supervision, with one or more order (an increase of 335 from the 5496 recorded on 30 June 2013). The following graph shows the distribution of both orders and individuals by region. Number of Orders As at 30 June 2014, 6094 orders were supervised by Community Corrections, a decrease from 6111 as at 30 June The following chart shows the placement of offenders and prisoners under the supervision of the department as at 30 June DEPARTMENT FOR CORRECTIONAL SERVICES ANNUAL REPORT