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2017-18 Annual Report - Section A

Section A: Reporting required under the Public Sector Act 2009, the Public Sector Regulations 2010 and the Public Finance and Audit Act 1987

Agency purpose or role

The Department for Child Protection's (DCP) vision is for all children and young people to grow up well cared for, connected and empowered to reach their full potential. The department works to care and protect children and young people by working together with our partners to address abuse and neglect and to keep them safe from further harm.

Objectives

DCP has 6 strategic objectives to support families and carers and to improve outcomes for children and young people:

  • supporting families and carers
  • addressing the overrepresentation of Aboriginal children in care
  • improving care experiences
  • working together
  • building leadership and learning
  • delivering a better system.

Key strategies and their relationship to SA Government objectives

Key strategySA Government objective
Build strong sustainable relationships with families and carers through engagement, respect and trust.This work progresses the South Australian Every Chance for Every Child priority by providing better support to strengthening children and families to achieve their best.
Address the disproportionate number of Aboriginal children in care by supporting strength and safety in Aboriginal families, communities and culture.This work progresses the South Australian priority of supporting Aboriginal families by strengthening local communities and culture.
Improve experiences and outcomes for children and young people in care by providing high quality and supportive care environments.This work progresses the South Australian Every Chance for Every Child priority by providing better support to strengthening children and families to achieve their best.
Increase support to families and children by collaborating with service partners to strengthen service delivery.This work progresses the South Australian Better Together initiative by working across agencies to improve services to children and families. 
Build a workforce culture that promotes leadership, learning and cultural competence.This work progresses the South Australian priority of a professional and modern public sector by investing in leadership and learning of our employees.
Design and deliver a service system that is easy to understand and use, and that improves service delivery regionally and locally.This work progresses the South Australian priority to reduce red tape and improve service delivery in regional areas of the State.

Agency programs and initiatives and their effectiveness and efficiency

Program name

Indicators of performance/ effectiveness/ efficiency

Outcome for South Australia

Child Protection Reform - implementing A Fresh Start

Refer to A Fresh Start reporting on our website.

 

Responding to notifications

Total calls made to the Call Centre

61,360

In 2017-18, 5.5% fewer calls were made to the Call Centre than 2016-17 (64,899).

In 2017-18, 78.6% of calls made to the Call Centre were answered, a 15% improvement on the 63.6% (41,304) answered in 2016-17.

Number of calls answered

48,205

Average wait time to the Child Abuse Report Line

15 min 46 sec

The average wait time to the Child Abuse Report Line in 2017-18 was nearly 27 minutes less than the 2016-17 figure of 42 minutes 22 seconds

Number of eCARL (electronic Child Abuse Report Line) submissions

32,125

 

The 32,125 eCARL submissions in 2017-18 was 6.9% more than 2016-17 (30,056)

Child protection responses

Number of notifications

64,199 (including 14,093 for Aboriginal and Torres Strait Islander children)

In 2017-18 there were 21.2% more notifications received than in 2016-17 (52,979).

There were 11.0% more notifications screened-in for further assessment and response in 2017-18, than in 2016-17 (21,546).

Of the 2017-18 notifications, 37.2% were screened-in compared to 40.7% screened-in for 2016-17 (21,546).

Notifications for Aboriginal children comprised 22.0% of all notifications in 2017-18 compared to 21.0% (11,144) in 2016-17, and 25.5% of screened-in notifications in 2017-18 compared to 24.5% (5289) in 2016-17.

Number of screened-in notifications

23,911 (including 6,103 for Aboriginal and Torres Strait Islander children).

Children placed on child protection orders

Total children placed on orders

1,371 (Including 439 Aboriginal and Torres Strait Islander children)

There were 6.0% fewer children admitted to an order in 2017-18, than in 2016-17 (1458).

Aboriginal children comprised 32.0% of children placed on child protection orders in 2017-18 compared to 34.9% (509) in 2016-17.

Children placed on orders for first time

620 (including 201 Aboriginal and Torres Strait Islander children)

In 2017-18, 45.2% of children were admitted to an order for the first time, compared to 46.8% (682) in 2016-17.

Aboriginal children comprised 32.4% of children placed on orders for the first time in 2017-18 compared to 31.1% (212) in 2016-17

Total children on a 12-month order at 30 June 2018

470 (including 131 Aboriginal and Torres Strait Islander children)

At 30 June 2018, 2.3% fewer children were on a Guardianship for 12 months order, than at 30 June 2017 (481).

Aboriginal children comprised 27.9% of children on a 12 month order at 30 June 2018 compared to 38.0% (183) in 2017.

Total children on an order until 18 years of age under Guardianship of the Minister

2,932 (including 1,002 Aboriginal and Torres Strait Islander children)

The number of children on a Guardianship to 18 years order at 30 June 2018 increased by 4.2% from 30 June 2017 (2815).

Aboriginal children comprised 34.2% of children on an order to 18 years at 30 June 2018 compared to 33.7% (948) in 2017.

Children in out of home care

Number of children (0-17 years) in out of home care at 30 June 2018

3,695 (including 1,216 Aboriginal children)

The number of children aged 0-17 years in out of home care at 30 June 2018 has increased by 6.1% compared to 30 June 2017 (3484).

A higher proportion of children are in family-based care in 2018 compared to 2017. Of the children in out of home care at 30 June 2018, 85.2% (3147) are in family-based care, 2.1 percentage points higher than the 83.1% at 30 June 2017 (2896). Family-based care includes foster, kinship, specific child only and family day care.

The number of children placed in a commercial property at 30 June 2018 has decreased by 42.6% from 30 June 2017 (162).

The number of Aboriginal children aged 0-17 years in out of home care at 30 June increased by 5.7% in 2018 from 2017 (1,150).

 Aboriginal children comprise 32.9% of the 0-17 year old out of home care population at 30 June 2018, compared to 33.0% (1,150) in 2017.

Number of children (0-18 years) in out of home care at 30 June 2018

 

3,734 (including 1,226 Aboriginal children)

 

0-17 yr

0-18 yr

Foster Care

1,434

1,452

Kinship Care

1,462

1,479

Specific Child Only Care

222

224

Family Day Care

29

29

Residential Care

408

409

Independent Living

47

48

Commercial facilities

93

93

Legislation administered by the agency

Organisation of the agency

DCP has developed an organisational structure that focuses on prioritising and supporting our service delivery in a new regional model that puts service delivery and decision making in the hands of local practitioners. Our service delivery is complemented by enabling corporate functions including a focus on quality practice.

Other agencies related to this agency (within the Minister for Child Protection's area of responsibility)

Nil to report.

Employment opportunity programs

Program nameResult of the program
DCP Aboriginal Recruitment

The number of DCP employees who identify as Aboriginal and Torres Strait Islander as at 30 June 2018 increased to 4.8%, from 4.7% as at 30 June 2017.

For Aboriginal Family Practitioners in DCP: Persons of Australian Aboriginal & Torres Strait Islander descent, who have the appropriate background and skills but do not have the essential qualification, are entitled to apply for any DCP Allied Health Professional roles requiring a qualification in Social Work.

Traineeships and GraduatesDCP has recruited a total of 20 Graduates during the 2017-18 financial year through Graduate Recruitment schemes.

Agency performance management and development systems

Performance management and development systemAssessment of effectiveness and efficiency
Performance Development Plans occur at least biannually and compliance rates are reported on a monthly basis

As at 30 June 2018, 51.2% of employees had completed a Performance Development Plan within the last 6 months, compared to 11.9% of employees as at 30 June 2017.

All staff have been advised of the requirement to complete 6 monthly performance and development plans. Compliance rates are reported to leaders on a monthly basis.

Work health, safety and return to work programs of the agency and their effectiveness

Program name and brief descriptionEffectiveness
Management of significant agency risks

Implementation of safety systems.

Implementation of Injury Management systems
Prevention

Reconciliation of Health Safety Representatives and First Aid Officers

Hazard Identification Risk Management System training and investigations

De-escalation of Behaviour Taskforce

Mental Health First Aid Training

Work health and safety and return to work performance

Workplace injury claims
2017-18
2016-17
% Change
(+ / -)
Total new workplace injury claims
106
104
+1.9%
Fatalities
0
0
 
Seriously injured workers*
1
1
 
Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE)
32.50
58.60
-15.99%
Significant Psychological Injury Frequency Rate
17.93
29.85
-6.77%
Significant Musculoskeletal Injury Frequency Rate
10.65
22.11
-7.65%
Early Assessment – target 40.97%
70.19%
38.66%
+29.22%
Work health and safety regulations
Number of notifiable incidents (WHS Act 2012, Part 3)
0
0
 
Number of provisional improvement, improvement and prohibition notices (WHS Act 2012 Sections 90, 191 and 195)
0
0
 

*number of claimants assessed during the reporting period as having a whole person impairment of 30% or more under the Return to Work Act 2014 (Part 2 Division 5)
**before third party recovery

Following establishment of the DCP as a standalone agency in November 2016, management of workers’ compensation claims were transitioned from the then Department for Education and Child Development to the DCP in December 2017.

Since this transition, there have been significant decreases in the Significant Injury Frequency Rate, Significant Musculoskeletal and Psychological Injury Frequency rates with Building Excellence Targets met.

Early assessment within 2 business days has improved significantly and the department is now meeting this Building Excellence Target.

There has been continued improved performance in the number of new claims determined within 10 days, and average days to determine mental stress claims, although these targets have not been met.

Further achievements since the transition of claim management to the department include:

  • a 44% reduction in long term claims from 81 in 2016/17 to 45 in 2017-18
  • a 43% reduction in open claims from 167 in 16/17 to 95 in 2017-18
  • a total of 202 claims were closed in the 2017-18 financial year
  • a total of 9 workers remain unfit for duty at 30 June 2018 compared to 35 at 30 June 2017  
  • improved return to work outcomes, including successfully placing 9 injured workers in permanent contracts and 9 in temporary contracts.

Fraud detected in the agency

Category/nature of fraudNumber of instances
Financial1
Timesheet hours1

Strategies implemented to control and prevent fraud

DCP has established its own governance framework including: 

  • Established a Risk Management Framework, Risk Management Policy and Legal Compliance Framework.
  • DCP has an Internal Audit and Risk function that will incorporate Fraud risks within the scope of all internal audits. 
  • An Audit and Risk Committee has been established and will be enhanced through the recruitment of external members, and an external Chair, and aligning the approach to the Public Sector Guidance for Risk and Performance Committees.
  • Development of a strategic risk register outlining the key strategic and operational risks of the Agency. This is reviewed with Executive Directors regularly and by the Audit and Risk Committee. One such strategic risk is dedicated to fraud.
  • The Code of Ethics for the South Australian Public Sector was communicated across the department through a dedicated Employee Conduct page on the intranet including fact sheets and scenarios, and communications about the Professional Conduct Standards.
  • Relevant features of the Code were delivered in face to face Merit Selection Training - in particular ethical behaviours in selection, elimination of conflicts of interest including nepotism and patronage, and confidentiality (handling official information). The Code is also applied in managerial advice and guidance to staff as part of resolution of employee complaints. 
  • Review of the Fraud and Corruption Policy is being undertaken to ensure its ongoing relevance to the Agency.
  • The Agency is currently developing a new draft departmental Whistle-blowers’ Protection Policy which outlines our obligations to protect the anonymity of the whistle-blower. The Fraud and Corruption Policy and the Whistle-blowers’ Policy are aligned for consistency.
  • A reminder about ICAC reporting obligations was communicated to staff in May 2018 via the Directions and Guidelines brochures. The information remains active on the DCP intranet. It encouraged staff to participate in ICAC information sessions.

Data for the past 5 years is unavailable as DCP became a stand-alone department in November 2016. Data for the last year can be found on the Data SA website.  

Whistle-blowers' disclosure

Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Whistle-blower's Protection Act 1993?0

Executive employment in the agency

Executive classificationNumber of executives
Chief Executive1
South Australian Executive Service Level 26
South Australian Executive Service Level 111

Data provided reflects the number of employees employed under an executive contract as at 30 June 2018. One executive employee was on leave as at 30 June 2018 and has since retired, during the period of their leave another employee was under an executive contract for the same position

Data for the past 5 years is unavailable as DCP became a stand-alone department in November 2016. Data for the last year can be found on the Data SA website.  

The Office of the Commissioner of Public Sector Employment has a data dashboard for further information on the breakdown of executive gender, salary and tenure by agency.

Consultants

The following is a summary of external consultants that have been engaged by the agency, the nature of work undertaken and the total cost of the work undertaken.

Consultancies below $10,000 each
Nil  
Consultancies above $10,000 each
KPMGDevelopment of Carer Advocacy Model$13,000
Flinders UniversityQualitative review of the Multi-Cultural Engagement Team$14,000
Ernst & YoungProvision of program management consulting services$49,000
Indigenous Engagement AustraliaPreparation of Aboriginal Community Engagement Plan for Child Protection Reform$19,000
Chamonix IT ManagementIntranet rollout$58,000
Total all consultancies$153, 000

Data for the past five years is unavailable as DCP became a stand-alone department in November 2016. Total expenditure incurred during 2016-17 on consultants was $556,105.  

Data for the last year can be found at the Data SA website.

See also the Consolidated Financial Report of the Department of Treasury and Finance for total value of consultancy contracts across the SA Public Sector.

Contractors

The following is a summary of external contractors that have been engaged by the agency, the nature of work undertaken and the total cost of the work undertaken.

Contractors above $10,000 each
Purpose
Value
Hays Specialist Recruitment  
HR - short term staffing
 $1,066,000
Psych check Pty Ltd           
Professional Services - Psychological Assessments
 $406,000
Centacare Catholic Family Services
Professional Services – Adolescent Reunification Services
 $372,000
DFP Recruitment Services     
HR - short term staffing
 $164,000
Assessments Australia         
Professional Services - Child Welfare Assessments
 $144,000
FSE Consulting               
Professional Services - Contract Reform Project
 $129,000
RNTT P/L                     
Professional Services - Cooking Services
 $129,000
National Council On Crime    
Professional Services - Child Development Project
 $127,000
Uniting Communities          
Professional Services - Culturally Grounded Care Project
 $118,000
Infinity Comm Solutions Ltd  
Professional Services - Child Protection System Review
 $117,000
Harrison Mcmillan Pty Ltd    
HR - short term staffing
 $102,000
PricewaterhouseCoopers Consulting (Australia) Pty Limited
Professional Services – Activity Based Costing and Equal Remuneration Order review
$102,000
Journal Adjustments
General Ledger Journal Adjustments
 $98,000
Chandler Macleod Group Ltd   
Professional Services - Cooking Services
 $95,000
Randstad P/L                 
HR - short term staffing
 $86,000
Southern Adel Local Health   
Professional Services - Reunification Initiative
 $85,000
PJR Business Consulting P/L  
Professional Services - Budget Management Tool
 $80,000
DA Psychology                
Professional Services - Kinship Care Assessment
 $77,000
JFE Global Pty Ltd           
HR - Contracted & Professional Services
 $74,000
Deloitte Risk Advisory Pty Ltd
Professional Services - Client & Case Management System Review
 $71,000
Hender careers                
HR - Contracted & Professional Services
 $70,000
Insync Solutions Pty Ltd     
Professional Services - ICT Services
 $64,000
Live tiles APAC Pty Ltd       
SharePoint Annual Subscription
 $58,000
Chamonix It Management       
Professional Services - Intranet Roll Out
 $49,000
The University Of Adelaide   
HR - Contracted & Professional Services
 $43,000
Mercer Consulting (Aust)P/L  
HR - Contracted & Professional Services
 $39,000
Galpins Accountants, Auditors
Professional Services - Audit
 $32,000
Child Welfare Assessments    
Professional Services - Child Welfare Assessments
 $30,000
Career link Training        
HR - short term staffing
 $28,000
Hoban Recruitment Pty Ltd    
HR - short term staffing
 $25,000
Leedall Presentation Systems 
Professional Services - ICT hardware installation in meeting room
 $24,000
Morton Philips P/L           
HR - Contracted & Professional Services
 $24,000
Practice Five Pty Ltd        
Professional Services - Learning And Development Strategy Development And Presentation
 $22,000
Hardy group International      
HR - Contracted & Professional Services
 $22,000
Oz Train P/L                 
Professional Services - Workshop Delivery
 $22,000
ACER
Professional Services - ICT Services
 $18,000
Art of Staff Pty Ltd         
Contracted Services - Review Of Carer Approval & Review Unit Model
 $18,000
Joe Busuttil                 
HR - Contracted & Professional Services
 $17,000
SRA Information Technology P/L
Professional Services - ICT Services
 $15,000
Flinders University Of SA
Professional Services - Multicultural Engagement Team Review
 $14,000
Valcorp Australia P/L        
Professional Services - Asset Revaluation
 $14,000
Bold It Pty Ltd              
Professional Services - ICT Services
 $12,000
SJ Bankes & Ar Dorrington    
HR - Contracted & Professional Services
 $10,000
SJ Hughes Consulting         
HR - Contracted & Professional Services
 $10,000
Total
$4,322,000

Data for the past five years is unavailable as DCP became a stand-alone department in November 2016. Total expenditure incurred during 2016-17 on contractors was $6,813,373.      

The details of all South Australian Government-awarded contracts for goods, services, and works are displayed on the SA Tenders and Contracts website.

The website also provides details of across government contracts.

Financial performance of the agency

The following is a brief summary of the overall financial position of the agency. The information is unaudited. Full audited financial statements for 2017-18 are attached to this report.

As a result of the department being established on 1 November 2016, the comparative values represent 8 months of activity.

The increase in expenditure for 2017-18 is a result of additional expenditure incurred due to machinery of government changes in 2016-17 that resulted in the creation of the DCP from 1 November 2016; an increase in volume and costs associated with providing out of home care services for children; and additional expenditure in 2017-18 related to implementing the recommendations in 'The life they deserve' report.

Other financial information

Nil to report. 

Other information requested by the Minister or other significant issues affecting the agency or reporting pertaining to independent functions

Nil to report.