To:
The Hon Katrine Hildyard MP
Minister for Child Protection
This annual report will be presented to Parliament to meet the statutory reporting requirements of the Public Sector Act 2009 and the Children and Young People (Safety) Act 2017 and the requirements of Premier and Cabinet Circular PC013 Annual Reporting.
This report is verified to be accurate for the purposes of annual reporting to the Parliament of South Australia.
Submitted on behalf of the Department for Child Protection by:
Jackie Bray
Chief Executive
Signed 29 Septmeber 2023
As the Chief Executive, I am pleased to present the annual report for the South Australian Department for Child Protection (DCP) for the year 2022-23.
The department is continuing its efforts to better protect children and young people in South Australia and keep them safe. In particular, this has been a year of learning and reflection as DCP received recommendations from a number of inquiries and reviews.
Since joining DCP in June 2023, I have been talking to young people, carers, staff and our government and non-government partners to best understand what the department is doing well and what we can do to improve the services we provide to the community. Child protection and family support work is incredibly complex and challenging and I am excited to be a part of the next chapter in shaping the South Australian child protection and family support system. It is clear we must radically shift how we look at creating safety and wellbeing for children and young people. We must put children at the centre of everything we do. When we support families, we must do it with them, not to or for them. We must be accountable and ensure our efforts are making things better. I look forward to working with our partners from across government agencies, Aboriginal Community Controlled Organisations, non-government organisations, carers, children, young people and those with a direct experience as we shape this vision for South Australia.
As we pursue reform, we are putting in place a new and comprehensive governance approach that will support us also engaging with key stakeholder groups and in defining new strategies for strengthening our child protection and family support services. We want to ensure we can both sustain and improve efforts to keep children and young people safe and support those who are in care. As part of this, we need to be transforming how the system responds to Aboriginal children, young people and families who continue to be disproportionately represented in every child protection and family support system in the country. This year, the development of South Australia’s first peak body for Aboriginal children and young people commenced. I am excited to see this community-led model helping shape the transformative change necessary to close the gap going forward.
I would like to recognise the truly important role of foster carers and kinship carers, who make an incredible contribution providing safe and nurturing home environments for children and young people in care. This year, the Minister for Child Protection announced the establishment of an inaugural Carer Council, to ensure these carers have a dedicated platform to also contribute to the ongoing reform of the child protection and family support system.
Like these carers, it is clear that people who work across the child protection and family support sector take great care in the work they do to keep children safe. In talking with staff, I have seen proficiency, professionalism and a clear sense of purpose to the work of this sector. To tap into this, the Minister has also established a Child Protection Expert Group, which held its inaugural meeting in May 2023. The group comprises child protection and family support experts to provide guidance on systems change and reform.
Like so many carers and staff across the child protection and family support sector, I have high aspirations for children in care to be able to thrive in their relationships, their learning and their development. It really does take a whole of government and whole of community approach to realise this and to keep children and young people safe and to support their time in care. Child protection and family support is everyone’s responsibility and, for this reason, DCP has been actively strengthening its partnerships with government agencies, non-government organisations, Aboriginal Community Controlled Organisations, peak bodies and the South Australian community. I look forward to continuing this.
Some of the key highlights for the department, over this past financial year, include:
- taking immediate action to learn from, and respond to, the recommendations of the inquiries undertaken by Ms Kate Alexander, Dr Fiona Arney and Mr Malcolm Hyde AO
- expanding Family Group Conferencing services, including prioritising Aboriginal families and services to support families where a concern has been raised regarding an unborn child
- launching a new survey tool, co-designed with children and young people in care, to provide them with an opportunity to voice their feelings and opinions and contribute to their case planning
- commencing development of a child protection and family support sector workforce strategy, including hosting an industry workforce summit
- increasing resourcing to post care services to provide more targeted support for young people transitioning from care to help break the cycle, including a focus on Aboriginal young people and young people in regional locations
- increasing payments to family-based carers
- undertaking extensive consultation to inform the review of the child protection and family support legislation.
I would like to formally acknowledge the work of Cathy Taylor who left the department in April 2023 after 6 years as Chief Executive. Cathy was appointed as Chief Executive when DCP was first established as a standalone department in 2016. During her time with the department, Cathy ensured that the best interests of children and young people were always at the heart of her leadership and I would like to take this opportunity to thank her for her commitment.
As this new chapter begins for DCP and the child protection and family support system, I know that we have the right people across the sector to build the child protection system for the future and to continue making a positive difference in the lives of children and young people.
Jackie Bray
Chief Executive
Our strategic focus | |
| Our purpose | The Department for Child Protection protects, cares for and empowers children and young people at risk and in care. We do this by working together with our key partners to respond to abuse and neglect, keep children and young people safe from further harm, help them heal from trauma and reach their full potential. |
| Our vision | DCP’s vision is for all children and young people to grow up safe, healthy, connected and feeling loved so they reach their full potential. |
| Our values | Respect |
| Our functions, objectives and deliverables | DCP uses a child centred, trauma-informed practice approach that focuses on cultural safety, strengthening families, supporting carers, and working in partnership to meet children and young people’s need for safety. The department is responsible for:
The department’s Strategic Plan sets out its key areas of priority:
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Our organisational structure | |
 | |
Changes to the agencyThe following change to the agency’s structure and objectives occurred during 2022‑23 as a result of an internal review:
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Our Minister | |
Our Executive teamAs at 30 June 2023, the department’s Executive team included:
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Legislation administered by the agency
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Performance at a glance
This year, DCP commenced a new 4-year Strategic Plan for 2022 to 2026. DCP’s strategic plan sets out seven key departmental priorities to deliver on its a vision for all children and young people to grow up safe, healthy, connected and feeling loved so they reach their full potential:
- Leaders in practice excellence
- Closing the gap
- A child protection and family support system that meets the needs of children and young people
- A thriving workforce
- Active and collaborative partnerships
- Working alongside carers
- Quality service and safeguarding.
The complexity and challenges of the child protection and family support system require us to continuously reflect, learn and adjust how we deliver services to keep children safe and cared for. In 2022-23, a number of inquiries reported on aspects of the South Australian system and made recommendations for reform. We are continuously increasing our focus on ensuring the voices of children and young people, carers, people with direct experience and those working across the broader sector are included and amplified as we continue to pursue new and improved ways to support families and protect children.
Notwithstanding the continued growth in demand for services in 2022-23, DCP has continued to improve its performance in a range of areas, including:
- expanding the number of children supported to remain safely with their family, by offering Family Group Conferencing services
- supporting an increased number of children and young people in care with a disability or developmental delay to access a National Disability Insurance Scheme (NDIS) plan
- increasing procurement from Aboriginal Community Controlled Organisations
- increasing the proportion of children with a screened-in notification who receive a child protection and family support response
- increasing the completion rate for investigations
- supporting permanency of placements for children in care by increasing the number of children on Long Term Guardian (Specified Person) orders
- increasing the number of young people remaining with family-based carers after turning 18 years of age.
Children in care | 30 Jun 19 | 30 Jun 20 | 30 Jun 21 | 30 Jun 22 | 30 Jun 23 |
Foster Care | 1,540 | 1,641 | 1,705 | 1,669 | 1,666 |
Kinship Care | 1,852 | 2,090 | 2,247 | 2,327 | 2,406 |
Family Day Care | 28 | 40 | 41 | 35 | 43 |
Independent Living | 50 | 63 | 50 | 60 | 48 |
Residential Care | 415 | 413 | 604 | 649 | 701 |
Agency specific objectives and performance
Agency objectives | Indicators | Performance |
|---|---|---|
Leaders in practice excellence - Staff in all parts of child protection develop and use best practice in their work to deliver improved outcomes for children, young people, carers and families. | Establish structured mechanisms to regularly hear from children and young people in care. | Launched My Voice Our Views (MVOV), a survey tool co-designed with children and young people to provide children and young people in care an opportunity to share their feelings and opinions. |
Support research that contributes to improving child protection practice. | Funded the Australian Centre for Child Protection (ACCP) to undertake a new program of research and research translation activities to improve responses to harmful sexual behaviours. Funded the DCP Enhancing Practice PhD Scholarship Program through the ACCP, supporting research that aims to support new and innovative ways to deliver better outcomes for vulnerable children and young people. | |
Apply a trauma-informed, therapeutic model of care for children and young people living in residential care. | Continued to embed the Sanctuary model in residential care. | |
Closing the gap - We commit to a transformed child protection and family support system that makes active efforts and where Aboriginal people and communities are empowered to lead decision making about the care and wellbeing of Aboriginal children and young people. | Commence the implementation of the community developed model for South Australia’s first Aboriginal peak body for children and young people. | Partnered with SNAICC to develop and implement a community-led model for South Australia’s first peak body for Aboriginal children and young people, and invested in the peak body. |
Increase Aboriginal-led and family-led decision making practices. | Expanded Family Group Conferencing services, including services to support families where a concern has been raised regarding an unborn child and priority support for Aboriginal families. Trialled the Taikurtirna Warri-apinthi Program to assist with identifying placement options for Aboriginal infants, children and young people. | |
Working alongside carers - We respect and value carers as vital partners in keeping children and young people safe and well. | Provide additional resources for carer advocacy efforts so that the views of carers are heard. | Contracted Connecting Foster and Kinship Carers SA (CF&KC-SA) to establish and provide ongoing support to the Carer Council. Provided funding to Grandcarers SA to amplify the voices of carers. |
Offer new resources and training to support carers in their caring role. | Launched a trauma-informed care training program, developed for South Australian foster and kinship carers by the Australian Childhood Foundation. Formalised a learning and development framework for carers in the DCP Kinship Care Program. Commenced a program of releasing DCP training resources to non-government organisations supporting foster carers to promote consistency and access to information. | |
Explore new models of care to meet the support needs of carers. | Launched a third Mockingbird Family Constellation in the Adelaide Hills, supporting carers who live in the local area to act as an extended family. Centralised case management for children and young people cared for under Long-Term Guardianship (Specified Person) orders, to increase the consistency and responsiveness of support to guardians. | |
A thriving workforce - We are future focused in our workforce strategy, supporting and valuing our staff, proactively recruiting, and establishing sustainable systems, processes and workplaces that enable us to be highly effective. | Begin work on a workforce development strategy. | Commenced development of a child protection and family support sector workforce strategy, including hosting an industry workforce summit attended by 79 leaders within the broader child protection sector. |
Enhance systems and services that contribute to staff effectiveness. | Launched a new, integrated staff recruitment system to improve hiring outcomes and the experience of recruiters and candidates. Launched a new workplace learning and professional development planning system. Procured a new panel of Employee Assistance Program (EAP) providers, increasing ease of access and introducing specific support for Aboriginal staff where employees can access culturally appropriate services. | |
Active and collaborative partnerships - We work together with our service partners and alongside the community to improve outcomes for children, young people, carers and families. | Inform the national child protection strategic agenda. | Co-led the development of the first Action Plan and Aboriginal Action Plan under Safe and Supported: The National Framework for Protecting Australia’s Children 2021-2031 with the Commonwealth Government in collaboration with state and territory governments, SNAICC – National Voice for our Children, the Aboriginal Leadership Group and the National Coalition. |
Create new mechanisms for sector experts to inform reform in the child protection and family support system. | Established the Child Protection Expert Group, comprising child protection and family support experts to provide guidance on systems change and reform, with the group’s inaugural meeting held in May 2023. | |
Increase community participation to inform child protection and family support services. | Engaged a non-government organisation to establish and provide ongoing support hosting a Direct Experience Group. | |
Establish partnerships that increase opportunities for children and young people and support them to reach their full potential. | Refreshed the Memorandum of Administrative Arrangement with the Department for Education on responding to chronic school non-attendance of children and young people. Committed to a partnership with the Office for Recreation, Sport and Racing to activate opportunities for children and young people in care to lead active lives, including co-hosting a workshop with key stakeholders and leaders. Enhanced our partnership with our non-government providers through:
Continued to work closely with peak bodies including Child and Family Focus SA (CAFFSA), CF&KC-SA, the CREATE Foundation, SNAICC – National Voice for our Children and Reconciliation SA, engaging in shared activities to improve outcomes for children and young people, families and carers. | |
A child protection and family support system that meets the needs of children and young people - We commission and deliver services based on a deep understanding of the needs of children and young people in care and our aspirations for them to heal from trauma and reach their full potential. | Increase the capacity of the system through the procurement of additional general residential care placements from non-government agencies. | Procured an additional 80 general residential care placements from non-government agencies. |
Increase post care services to provide more targeted support for young people transitioning from care to help break the cycle. | Increased resourcing to post care services to provide more targeted support for young people transitioning from care to help break the cycle, including a focus on Aboriginal young people and young people in regional locations. Developed a new model of post care support, following consultation with young people, carers, staff and service providers. Recommissioned post care services, in line with the new model, to commence 1 July 2023. Developed the Stability Post Care Individual Packages Pilot Program to provide support to 18 young people leaving a non-government organisation’s non-family-based care setting. | |
Quality services and safeguarding - We are accountable and transparent, and pursue continuous improvements to promote the safety and wellbeing of children and young people throughout the services we fund and provide. | Commence the full legislative review of the Children and Young People (Safety) Act 2017. | Completed the scheduled review of the Children and Young People (Safety) Act 2017, with the report tabled in Parliament by the Minister for Child Protection on 23 March 2023. Commenced work on drafting of legislation. |
Re-commence the Child and Young Person’s Visitor Scheme for children and young people in residential care. | Funded the Guardian to undertake the Child and Young Person’s Visitor Scheme for children and young people in residential care. | |
Respond to immediate action arising from review of child deaths. | Worked with South Australia Police and the Department of Human Services to complete wellbeing checks of the 526 children identified in the inquiry undertaken by Mr Malcolm Hyde AO. Committed to establishing an Interagency Clinical Review Panel to undertake prompt clinical reviews of child deaths. | |
Revise the framework for licencing non-government providers of foster and kinship care support and residential care. | Consulted with non-government organisations and launched a new Licencing quality and compliance Framework to maintain the safety of children and young people and align with the National Principles for Child Safe Organisations. | |
Develop sector guidance on responding to children and young people who are missing or absent from placement. | In consultation with South Australia Police, updated the documented responsibilities for service providers and carers in responding to children and young people who are missing or absent from placement. |
Corporate performance summary
During 2022-23, DCP continued to progress and deliver on key corporate initiatives, including having:
- developed and commenced a new Strategic Plan for the department, including seven key priorities
- developed and launched the department’s first Stretch Reconciliation Action Plan
- increased procurement from Aboriginal Community Controlled Organisations (ACCOs) to 9.25%
- opened a new DCP office in the Inner North, and relocated the Port Lincoln DCP office to improve service delivery
- updated the Child Abuse Report Line (CARL) call centre with cloud-based phone technology
- commenced development of a child protection and family support sector workforce strategy, including hosting an industry workforce summit
- transitioned to a new service delivery model, establishing multi-function DCP offices
- hosted the second annual South Australian Child Protection Awards, recognising the outstanding achievements of children and young people, carers, volunteers, staff and organisations from across the child protection sector.
Employment opportunity programs
Program name | Performance |
|---|---|
Aboriginal Employment | DCP has continued to work towards delivering on the commitments outlined in the Aboriginal Employment Strategy 2019-2022. As at 30 June 2023, 139 employees (5.2%) identified as Aboriginal, compared to 132 employees at 30 June 2022. |
Disability Employment | Following the release of the department’s Disability Access and Inclusion Plan 2020-2024, DCP has continued to implement steps to improve outcomes for children and young people, carers and the workforce. The plan outlines the department’s commitment to increasing disability employment in the organisation and supporting employees with disability. As at 30 June 2023, DCP had a total of 32 employees who declared they have a disability. |
Gender Equality & Respect | DCP has been re-credentialed as a White Ribbon Accredited Workplace for a further 3 years (April 2024), reaffirming our commitment to ending gendered violence against women, and supporting employees in our workplace who may be experiencing domestic violence. |
Diversity & Inclusion | DCP respects and values the diversity of its employees, clients and partners, and is committed to a diverse and inclusive workforce. The department is currently forming a new diversity and inclusion strategy, pending the launch of an across-government initiative. |
Agency performance management and development systems
Performance management and development system | Performance |
|---|---|
Performance Development Plans | As at 30 June 2023, 62.4% of employees had recorded a Performance Development Plan (PDP) completed within the previous six months. Compliance rates are reported to leaders and monitored on a monthly basis. DCP is committed to improving performance and we continue to develop our online Performance Management System (Pledge) to further improve the experience of employees and managers participating in performance based conversations. |
Work health, safety and return to work programs
Program name | Performance |
|---|---|
Injury Management | ReturnToWorkSA conducted a self-insurer audit designed to identify any gaps in injury management for the DCP workforce. The audit confirmed that the department continues to meet legislative requirements. Results were overall positive with strengths including early intervention, reduction of psychological claims, effective communication and consultation with work injured workers. Required changes to systems and processes, arising from the Return to Work (Scheme Sustainability) Amendment Act 2022, have been implemented. Psychological injuries remained the most common type of injury in 2022-23, with injured workers in this cohort experiencing a higher rate of lost time from the workplace. |
Management of WHS risks | The mental health and wellbeing of staff has remained a priority for DCP throughout 2022-23. To assist with upskilling the workforce in this area, training continued to develop skills in managing and investigating work health and safety incidents, as well as the identification and management of psychosocial hazards. Training in this space included Mental Health First Aid training, Advanced Mental Health training and WHS investigation training. Through procurement for DCP’s Employee Assistance Program, a 3 provider panel has been initiated, including access to 24/7 service provision and an Aboriginal specific provider to enhance culturally appropriate wellbeing services. |
Workplace injury claims | Current year | Past year | % Change |
|---|---|---|---|
Total new workplace injury claims | 127 | 133 | -5% |
Fatalities | 0 | 0 | 0% |
Seriously injured workers* | 2 | 1 | +100% |
Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE) | 28.60 | 35.28 | -19% |
*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)
Work health and safety regulations | Current year | Past year | % Change |
|---|---|---|---|
Number of notifiable incidents (Work Health and Safety Act 2012, Part 3) | 3 | 6 | -50% |
Number of provisional improvement, improvement and prohibition notices (Work Health and Safety Act 2012 Sections 90, 191 and 195) | 4 | 0 | +400% |
Return to work costs** | Current year | Past year | % Change |
|---|---|---|---|
Total gross workers compensation expenditure ($) | 4,994,296 | 7,767,966 | -36% |
Income support payments – gross ($) | 2,453,000 | 2,699,000 | -9 % |
**before third-party recovery
Data for previous years is available at: https://data.sa.gov.au/data/dataset/work-health-safety-and-return-to-work-performance-for-dcp
Executive employment in the agency
Executive classification | Number of executives |
|---|---|
EXECOF | 1 |
SAES 2 | 5 |
SAES 1 | 10 |
Data reflects the number of employees under an executive contract as at 30 June 2023. This figure does not include vacancies or persons employed on executive backfill arrangements (non-executive contracts) at this date.
Data for previous years is available at: https://data.sa.gov.au/data/dataset/executive-employment-in-the-department-for-child-protection
The Office of the Commissioner for Public Sector Employment has a workforce information page that provides further information on the breakdown of executive gender, salary and tenure by agency.
Financial performance at a glance
The following is a brief summary of the overall financial position of the agency. The information is unaudited. Full audited financial statements for 2022-23 are attached to this report.
Statement of Comprehensive Income | 2022-23 Budget $000s | 2022-23 Actual $000s | Variation $000s
| Past year 2021-22 Actual $000s |
|---|---|---|---|---|
Total Income | 721 302 | 793 109 | 71 807 | 703 718 |
Total Expenses | 717 202 | 810 878 | 93 676 | 702 150 |
Net Result | 4 100 | (17 769) | (21 869) | 1 568 |
Total Comprehensive Result | 4 100 | (416) | (4 516) | 3 450 |
Statement of Financial Position | 2022-23 Budget $000s | 2022-23 Actual $000s | Variation $000s
| Past year 2021-22 Actual $000s |
|---|---|---|---|---|
Current assets | 38 158 | 36 354 | (1 804) | 47 957 |
Non-current assets | 53 090 | 66 359 | 13 269 | 45 606 |
Total assets | 91 248 | 102 713 | 11 465 | 93 563 |
Current liabilities | 60 355 | 75 038 | 14 683 | 71 111 |
Non-current liabilities | 52 385 | 55 078 | 2 693 | 52 212 |
Total liabilities | 112 740 | 130 116 | 17 376 | 123 323 |
Net assets | (21 492) | (27 403) | (5 911) | (29 760) |
Equity | (21 492) | (27 403) | (5 911) | (29 760) |
Consultants disclosure
The following is a summary of external consultants that have been engaged by the agency, the nature of work undertaken, and the actual payments made for the work undertaken during the financial year.
Consultancies with a contract value below $10,000 each
Consultancies | Purpose | $ Actual payment |
|---|---|---|
All consultancies below $10,000 each - combined | N/A | N/A |
Consultancies with a contract value above $10,000 each
Consultancies | Purpose | $ Actual payment |
|---|---|---|
Arney Chong Consulting | Independent inquiry into Foster and Kinship Care in South Australia | $65,800 |
Department of Communities and Justice | External review of all coronial and other recommendations relating to child protection in South Australia | $110,614 |
Monash University | Evaluation of the Sanctuary model in Residentials Out of Home Care | $132,000 |
Synergy IQ | Review of Human Resources services | $54,450 |
Duck and Partners Pty Ltd | Learning and development strategy review | $38,220 |
Workforce Planning Global Pty Ltd | Workforce planning review | $30,000 |
Total | $431,084 |
Data for previous years is available at: https://data.sa.gov.au/data/dataset/consultants-utilised-in-department-for-child-protection
See also the Consolidated Financial Report of the Department of Treasury and Finance for total value of consultancy contracts across the South Australian Public Sector.
Contractors disclosure
The following is a summary of external contractors that have been engaged by the agency, the nature of work undertaken, and the actual payments made for work undertaken during the financial year.
Contractors with a contract value below $10,000
Contractors | Purpose | $ Actual payment |
|---|---|---|
All contractors below $10,000 each - combined | Various | $89,493 |
Contractors with a contract value above $10,000 each
Contractors | Purpose | $ Actual payment |
|---|---|---|
Hudson Global Resources (Aust) Pty Ltd | HR – Short term staffing | $499,827 |
Hays Specialist Recruitment | HR – Short term staffing | $372,415 |
Randstad Pty Ltd | HR – Staffing | $243,197 |
Atlasopen Pty Ltd | Professional Services – ICT services | $205,203 |
Talent International (SA) Pty Ltd | HR Short term staffing | $179,129 |
Edge Recruitment (SA) Pty Ltd | HR – Short term staffing | $150,208 |
Flinders University | Professional services – staff training | $77,273 |
Insync Solutions Pty Ltd | Professional services – ICT services | $72,075 |
Pernix Pty Ltd | Professional services – ICT services | $65,600 |
Paul Nixon Associates Ltd | Professional services – Family Group Conference review | $54,588 |
Deloitte Risk Advisory Pty Ltd | Professional services – Evaluation services | $51,766 |
NEC IT Services Australia Pty Ltd | Professional services – ICT services | $46,701 |
Chantelle Schutz | Professional services – Evaluation services | $37,825 |
Ann-Marie Hayes T/A AMH Consultancy | Professional services – Legislative review | $37,673 |
Datacom Systems (Au) Pty Ltd | Professional services – ICT services | $36,868 |
Maxima Training Group (Aust) Ltd | HR – Short term staffing | $33,006 |
Gordon McIntyre Consulting | HR – Short term staffing | $27,125 |
Franca Petrone | Professional services – Redress Direct Personal Response services | $22,180 |
360edge Pty Ltd | Professional services – Staff training | $19,913 |
Hoban Recruitment Pty Ltd | HR – Short term staffing | $18,113 |
Keito Events Pty Ltd | Professional services – Event management | $17,290 |
Ochre Dawn Pty Ltd | Professional services – Artwork design | $12,850 |
Martine Hawkes | Professional services – Evaluation services | $12,805 |
Michelle Barnes | Professional services – Evaluation services | $12,284 |
SRA Information Technology Pty Ltd | Professional services – ICT services | $12,250 |
The University of Adelaide | Professional services – Evaluation services | $11,250 |
Narungga Nations Aboriginal Corporation | Professional services – Aboriginal community forum | $10,500 |
Total | $2,339,914 |
Data for previous years is available at: https://data.sa.gov.au/data/dataset/contractors-utilised-by-dcp
The details of South Australian Government-awarded contracts for goods, services, and works are displayed on the SA Tenders and Contracts website. View the agency list of contracts.
The website also provides details of across government contracts
Risk and audit at a glance
The DCP Internal Audit and Risk (IA&R) team continued to work with all areas of the department in reviewing and updating the strategic and operational risk registers.
During 2022-23, the Strategic Risk Register was reviewed in light of the revised DCP Strategic Plan. The review considered emerging risks that may affect DCP over the short, medium and long term. Such risks potentially include the impacts of cost of living issues on families and the potential for this to result in more families or children and young people needing DCP support or intervention, and environmental, social and climate issues affecting DCP service provision.
IA&R has undertaken quarterly follow-ups of audit and Control Self-Assessment findings to determine the status of actions and provided input to cyber security awareness raising initiatives and business continuity planning initiatives co-ordinated through ICT.
The Internal Audit Framework (IA Charter) has also been reviewed and updated.
Fraud detected in the agency
Category/nature of fraud | Number of instances |
|---|---|
Failed to advise of previous worker compensation claims in their employment declaration | 2* |
Recorded inaccurate e-log entries | 1 |
NB: Fraud reported includes actual and reasonably suspected incidents of fraud.
*One matter finalised in 2022-23 and one still pending
Data for previous years is available at: https://data.sa.gov.au/data/dataset/fraud-detected-in-the-department-for-child-protection
Strategies implemented to control and prevent fraud
DCP is committed to the prevention, detection and control of fraud, corruption and other criminal conduct, misconduct and maladministration in connection with the activities of the department. Fraud risks are identified as part of the department’s risk management activities and are captured in a Fraud Risk Register.
Following the update of the SA Government Fraud and Corruption Policy and the AS8001 Fraud and Corruption Control Standard in August 2022, the DCP Fraud and Corruption Framework has been reviewed and updated. The main changes related to the inclusion of new sections on the DCP Gifts and Benefits and Conflict of Interests procedures and further explanation of the DCP Fraud and Corruption Control System.
DCP continued to implement the framework through corporate and operational activities to prevent and detect fraud, including regular review of financial management policies and procedures, a comprehensive internal audit program, undertaking strategic and operational risk assessments, and raising the general awareness of fraud amongst staff.
The DCP IA&R team carried out operational risk assessments across key areas of the business, with regular reviews of fraud risks pertinent to specific business functions. Operational risk registers were assessed and updated, in line with the updated Risk Assessment Matrix. Fraud risks continued to be captured through operational risk workshops and through the Fraud Risk Register.
DCP addresses any suspected, alleged or proven instances of fraud, corruption or other criminal conduct, misconduct or maladministration by employees or other public officers, including through:
- investigation by appropriately skilled and experienced personnel who are independent of the business unit in which the alleged conduct occurred
- reporting to the Office for Public Integrity or Ombudsman SA
- involvement of other authorities such as South Australia Police
- compliance with the Public Interest Disclosure Act 2018.
Public interest disclosure
Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Public Interest Disclosure Act 2018:
0
Data for previous years is available at: https://data.sa.gov.au/data/dataset/public-interest-disclosures-for-the-department-for-child-protection
Note: Disclosure of public interest information was previously reported under the Whistleblowers Protection Act 1993 and repealed by the Public Interest Disclosure Act 2018 on 1/7/2019.
Act or Regulation | Requirement |
|---|---|
Children and Young People (Safety) Act 2017 | Part 4 – Additional Reporting Obligations of the Chief Executive Section 156(1) The Chief Executive must, not later than 30 September in each year, submit to the Minister a report setting out: (a) the following information in respect of Aboriginal and Torres Strait Islander children and young people: (i) the extent to which case planning in relation to such children and young people includes the development of cultural maintenance plans with input from local Aboriginal and Torres Strait Islander communities and organisations: (ii) the extent to which agreements made in case planning relating to supporting the cultural needs of such children and young people are being met (being support such as transport to cultural events, respect for religious laws, attendance at funerals, providing appropriate food and access to religious celebrations), (iii) the extent to which such children and young people have access to a case worker, community, relative or other person from the same Aboriginal or Torres Strait Islander community as the child or young person. |
DCP’s capacity to report on section 156(1)(a)(ii) and (iii) is in development. As at 30 June 2023:
- The rate of case plan completion for Aboriginal children and young people in care is 91.9%.
- 91.3% of Aboriginal children and young people in care have a current and approved Aboriginal Cultural Identity Support Tool.
Act or Regulation | Requirement |
|---|---|
Children and Young People (Safety) Act 2017 | Part 4 – Additional Reporting Obligations of the Chief Executive Section 156(1) The Chief Executive must, not later than 30 September in each year, submit to the Minister a report setting out: (b) the following information relating to case workers and children and young people in care: (i) whether a case worker has been allocated to each child and young person in care, (ii) whether each child and young person in care has had face to face contact with their allocated case worker at least once in each month, and, if not, the extent to which those targets have been achieved, and (c) whether each child or young person under the guardianship of the Chief Executive until they are 18 years of age has a case plan that is developed, monitored and reviewed as part of a regular 6 monthly planning cycle and, if not, the extent to which that target has been achieved, and (d) the emergence of any recurring themes in the matters referred to in a preceding paragraph, and (e) the following information relating to recommendations of the Child Protection Systems Royal Commission (being information relating to the preceding financial year): (i) the extent to which any outstanding recommendations have been implemented, (ii) if a decision was made to implement a particular recommendation that the government, or the Minister or Chief Executive, had previously indicated would not be implemented—the reasons for that decision and the manner in which the recommendation is to be implemented, (iii) if a decision was made not to implement a particular recommendation that the government, or the Minister or Chief Executive, had previously indicated would be implemented—the reasons for that decision, and (f) the number, and general nature, of placements of children and young people under section 77, and (g) any other matter prescribed by the regulations for the purposes of this paragraph. |
- As at 30 June 2023, all children and young people in care were allocated to a Primary Assigned Case Worker.
- DCP is reviewing its recording and reporting in relation to monitoring monthly face to face contact between children and young people and their allocated case worker.
- As at 30 June 2023, 93.8% of children and young people had a current and approved case plan.
- In the period 1 July 2022 to 30 June 2023, a further 8 recommendations of the Child Protection Systems Royal Commission were completed. As at 30 June 2023, of the 260 recommendations, 246 recommendations were completed and 10 recommendations were yet to be completed (noting 4 recommendations were not accepted).
- DCP has reported on section 156(1)(e) in the form of the Safe and well: 2023 Annual Report, which is a comprehensive multi-agency response to the implementation of the Child Protection Systems Royal Commission recommendations available on the DCP website via the following link: https://www.childprotection.sa.gov.au/child-protection-initiatives/systemreform/safe-and-well.
- At the beginning of the 2022-23 financial year, 296 children and young people were placed with a temporary carer.
- Of these 296 children and young people:
- 231 children and young people remain in care as at 30 June 2023.
- 65 children and young people are no longer in care as at 30 June 2023.
Act or Regulation | Requirement |
|---|---|
Children and Young People (Safety) Act 2017 | Section 15 – Additional annual reporting obligations (1) The Minister must, not later than 30 September in each year, prepare a report: – (a) detailing the role of the Minister, and the extent to which the Minister has performed the Minister's functions, in respect of the operation of this Act for the financial year ending on the preceding 30 June. |
This annual report details the role of the Minister and the extent to which the Minister has performed the Minister’s functions for the 2022-23 financial year. In addition, to help ensure outcomes for children and young people are at the centre of our efforts, the Minister has:
- Committed to improving the South Australian child protection and family support system and radically evolving the State’s capacity to meet the needs of children, young people, families, carers and communities.
- Strengthened the foundations needed to drive a new vision of improving children and young people’s lives, including establishing new governance groups to support and inform child protection and family support services and reform:
- Chief Executive (CE) Governance Group – includes CEs from child protection, family support and central agencies and chaired by the Minister, with collective responsibility to define priority reforms and drive implementation
- Child Protection Expert Group – includes members with expertise in child protection and family support to assist in developing and driving a long-term vision to transform the State’s system
- Carer Council – includes foster and kinship carers appointed to provide advice on key issues facing carers
- Direct Experience Group – for family members of children in care or engaged in the child protection and family support system, along with individuals who have had a direct experience of the system themselves
- Peak Body for Aboriginal Children and Young People – empowering Aboriginal people to make decisions about their children
- These sit alongside existing groups including Heads of Industry and Connecting Foster and Kinship Carers SA peak body.
- Personally met with current carers to hear their views on the child protection and family support system and discuss the findings from the Inquiry into Foster and Kinship Care.
- Dedicated funding to increase carer payments from 1 July 2023, assisting carers in meeting increasing cost-of-living pressures. This increase included a 4.8% increase to all carer payments and further increases for general foster and kinship carers through an additional $50 per fortnight for each child being cared for under the age of 16.
- Initiated the scheduled review of the Children and Young People (Safety) Act 2017 and tabled the resulting report in Parliament.
Act or Regulation | Requirement |
|---|---|
Children and Young People (Safety) Act 2017 | Section 15 – Additional annual reporting obligations (1) (b) setting out the following information relating to the provision of family support services and intensive family support services to children and young people who are at risk and their families: (i) the extent to which such services were provided by, or on behalf of, the State (including statistical data relating to the number of times such services were provided) during the financial year ending on the preceding 30 June, (ii) the amount of resources allocated for the provision of such services by or on behalf of the State – (A) during the financial year ending on the preceding 30 June, and (B) during the current financial year, (iii) the extent to which the allocated resources were, in fact, spent on the provision of such services during the financial year ending on the preceding 30 June. |
The following information summarises the delivery of programs/services that relate to the provision of family support services and intensive services to children and young people who are at risk and their families.
Program/ Service | Description and Summary of Outcomes in 2022-23 | Financial Information | ||
|---|---|---|---|---|
2023-24 | 2022-23 | 2022-23 Budget | ||
The Child and Family Support System (CFSS) comprises a range of services and programs delivered by government and non-government services with the primary aim to keep children safe and well in family, community and culture. | ||||
Tier 1: Out-of-home care prevention and intergenerational impact | ||||
Out-of-home care prevention and intergenerational impact programs | Intensive band of family support programs focused on providing supports to families at imminent risk. A specific service working with young women under 25 whose children have been removed and are at risk of repeat removals of future children. There were 147 families accepted with an associated 349 children, and 13 young women accepted during 2022-23. | 5.6 | 4.6 | 4.6 |
Tier 2: Intensive Family Services | ||||
Intensive Family Services | Intensive Family Services (IFS) delivered by Government through partnerships with non-government organisations, (including Aboriginal Community Controlled Organisations (ACCOs)). Services provide targeted support for 6-9 months to families with children aged 0-18 years with multiple and complex needs, who have been identified as high to very high risk. There were 1,580 families with 3,704 associated children accepted for Intensive Family Services during 2022-23. | 34.2 | 28.7 | 30.9 |
Tier 3: Family Support Services | ||||
Strong Families Strong Communities Program This is a newly commissioned program and replaces the Community Services Support Program which ceased as of 30 June 2023. | Strong Families Strong Communities is a family support program providing effective intervention by the non-government sector to assist families with medium to low level risk concerns. The new program commenced 1 July 2023. | 4.1 | - | - |
Community Services Support Program (CSSP) - Family Support and Early Intervention These services have been discontinued as of 30 June 2023 due to the newly commissioned Strong Families Strong Communities program stream. | CSSP Family Support and Early Intervention services aim to improve child development outcomes in vulnerable families, and to prevent crises or problems escalating within vulnerable families. Services include the Sole Parenting Program funded through the former Community Support Program. 929 individuals were provided with family support and effective intervention during 2022-23. | - | 4.3 | 4.1
|
Community Development Coordinator Program | Community Development Coordinators (CDCs),are based within Children’s Centres, using a community development approach to improve outcomes for children. Together with local families and groups, they work to identify and strengthen protective factors within a community, enabling co-designed and co-owned programs, and mobilising local resources. Statewide, 40 CDCs engaged with 24,221 families during 2022-23 in a range of programs, group activities and community events. | 4.6 | 4.1 | 5.1 |
Parenting and Family Support Program | Families Growing Together and Parenting SA deliver parenting programs via face-to-face and online formats, and through Parent Easy Guides that delivers state-wide support. Families Growing Together supported 964 families during 2022-23. | 0.6 | 0.5 | 0.6 |
Family by Family Program | Family by Family is funded by Government and delivered by a non-government organisation. This peer support program is a network of families supporting other families to make lasting changes, and includes support to families at risk of child abuse and neglect. There were 109 families with 242 associated children supported during 2022-23. | 1.9 | 1.8 | 1.8 |
CFSS Referral System | ||||
Pathways Service and Child and Family Safety Networks (CFSNs) | CFSNs are multi-agency networks that provide regional coordinated responses to referrals (pre-birth to 18 years) from the CFSS Pathways Service. Work includes planning, service allocation, and clinical collaboration. Members include government, non-government, and Aboriginal Community Controlled Organisations (ACCOs). Pathways Service and CFSNs processed a total of 4,254 referrals in 2022-23. | 3.4 | 2.2 | 2.0 |
Note: End of year reconciliation may result in the final figures for the 2022-23 financial year being slightly different to those reported above.
Act or Regulation | Requirement |
|---|---|
Children and Young People (Safety) Act 2017 | Section 15 – Additional annual reporting obligations (1) (b) The Minister must, not later than 30 September in each year, prepare a report – :(iv) bench-marking the resources referred to in subparagraph (ii) and (iii) against those allocated and spent by other States and Territories in the provision of such services during the financial year ending on the preceding 30 June, |
The Report on Government Services (ROGS) details this information. It is published
in January each year and is available from
https://www.pc.gov.au/research/ongoing/report-on-government-services
Act or Regulation | Requirement |
|---|---|
Children and Young People (Safety) Act 2017 | Section 15 – Additional annual reporting obligations (1) (c) providing any other information required by the regulations for the purposes of this paragraph. |
| Indicators of Performance | Performance 2022-23 | Performance Comparison to |
|---|---|---|---|
Responding to notifications | Total calls made to the Call Centre | 62,980 | In 2022-23, the number of calls to the Call Centre increased by 2.7% from 2021-22 (61,328). In 2022-23, the Call Centre answered 411 more calls than in 2021-22 (49,934). |
Responding to notifications | Number of calls answered | 50,345 | |
Responding to notifications | Average wait time to the Child Abuse Report Line | 12 min 23 sec | The average wait time to the Child Abuse Report Line (CARL) in 2022-23 was one minute and 19 seconds more than 2021-22 (11 min 04 sec). |
Responding to notifications | Number of eCARL submissions | 51,319 | There were 8,288 (19.3%) more eCARL submissions in 2022-23 than in 2021-22 (43,031). |
Responding to notifications | Total number of notifications referred for an alternative response | 19,920 | Of the 19,920 notifications referred:
|
Child protection and family support responses | Number of notifications | 92,951 (22,759 for Aboriginal children and young people) | In 2022-23, there were 12,577 (15.7%) more notifications received than in 2021-22 (80,374). There were 4,779 (13.8%) more notifications screened-in for further assessment and response in 2022-23, than in 2021-22 (34,736*). Of the 2022-23 notifications, 42.5% were screened-in compared to 43.2% screened-in for Notifications for Aboriginal children comprised 24.5% of all notifications in 2022-23 compared to 23.1% (18,600) in 2021-22 and 27.9% of screened-in notifications compared to 27.5% (9,561*) in 2021-22. |
Child protection and family support responses | Number of screened-in notifications | 39,515 (11,020 for Aboriginal children and young people) | |
Children placed on child protection orders | Total children placed on orders | 1,723 (624 for Aboriginal children and young people) | The number of children placed on an order decreased by 172 (9.1%) compared to 2021-22 (1,895). Aboriginal children comprised 36.2% of children placed on an order in 2022-23 compared to 36.2% (686) in 2021-22. |
Children placed on child protection orders | Children placed on orders for first time | 872 (308 for Aboriginal children and young people) | The number of children placed on an order for the first time increased by 63 (7.8%) from 2021-22 (809). In 2022-23, 50.6% of children were placed on an order for the first time, compared to 42.7% in 2021-22. Aboriginal children comprised 35.3% of children placed on an order for the first time in 2022-23 compared to 38.6% (312) in |
Children placed on child protection orders | Total children on an order under the Guardianship of the Chief Executive up to 12-months at 30 June 2023 | 550 (202 for Aboriginal children and young people) | At 30 June 2023, 55 Aboriginal children comprised 36.7% of children on an order under the Guardianship of the Chief Executive up to12 months at 30 June 2023 compared to 38.6% (191) in 2022. |
Children placed on child protection orders | Total children on an order until 18 years of age under Guardianship of the Chief Executive | 4,133 (1,589 for Aboriginal children and young people) | The number of children on a Guardianship of the Chief Executive to 18 years order at 30 June 2023 increased by 76 (1.9%) from 30 June 2022 (4,057). Aboriginal children comprised 38.5% of children on an order to 18 years at 30 June 2023 compared to 38.2% (1,550) in 2022. |
Children in care | Number of children (0-17 years) in care at 30 June 2023 | 4,864 (1,817 Aboriginal children and young people) | The number of children aged 0-17 years in care at 30 June 2023 increased by 124 (2.6%) compared to 30 June 2022 (4,740). The proportion of children in family based care has decreased by 0.4 percentage points from 85.0% as at 30 June 2022 to 84.6% as at 30 June 2023. Family based care includes foster, kinship, specific child only and Guardianship family day care. The number of Aboriginal children aged 0-17 years in care at 30 June increased by 62 (3.5%) in 2023 from 2022 (1,755). Aboriginal children comprise 37.4% of the 0-17 year old in care population at 30 June 2023, compared to last year's reported response of 37.0%. |
Figures may be different from those nationally reported, due to timing and the reconciliation process.
* This number has been revised since its inclusion in the 2021-22 Annual Report.
Number of public complaints reported
Complaint categories | Sub-categories* | Example | Number of Complaints 2022-23 |
|---|---|---|---|
Professional behaviour | Staff attitude | Failure to demonstrate values such as empathy, respect, fairness, courtesy, extra mile, cultural competency. | 29 |
Professional behaviour | Staff competency | Failure to action service request, poorly informed decisions, incorrect or incomplete service provided. | 14 |
Professional behaviour | Staff knowledge | Lack of service specific knowledge, incomplete or out-of-date knowledge. | 0 |
Communication | Communication quality | Inadequate, delayed or absent communication with customer. | 62 |
Communication | Confidentiality | Customer’s confidentiality or privacy not respected, information shared incorrectly. | 12 |
Service delivery | Systems/technology | System offline, inaccessible to customer, incorrect result/information provided, poor system design. | 2 |
Service delivery | Access to services | Service difficult to find, location poor, facilities/ environment poor standard, not accessible to customers with disabilities. | 1 |
Service delivery | Process | Processing error, incorrect process used, delay in processing application, process not customer responsive. | 44 |
Policy | Policy application | Incorrect policy interpretation, incorrect policy applied, conflicting policy advice given. | 14 |
Policy | Policy content | Policy content difficult to understand, policy unreasonable or disadvantages customer. | 1 |
Service quality | Information | Incorrect, incomplete, | 24 |
Service quality | Access to information | Information difficult to understand, hard to find or difficult to use, not plain English. | 9 |
Service quality | Timeliness | Lack of staff punctuality, excessive waiting times (outside of service standard), timelines not met. | 1 |
Service quality | Safety | Maintenance, personal or family safety, duty of care not shown, poor security service/ premises, poor cleanliness. | 48 |
Service quality | Service responsiveness | Service design doesn’t meet customer needs, poor service fit with customer expectations. | 32 |
Total | 293^ |
* The allocation of sub-category is driven by the content of the complaint. Therefore, these figures relate to the complainants’ views of the department.
^ On 1 July 2022, DCP updated its recording systems and the classification of communications received by the Complaints and Feedback Management Unit (CFMU) to align with DCP’s Complaints and Feedback Management Procedure. In 2022-23, CFMU responded to 791 contacts, in addition to the reported complaints, relating predominantly to communication quality and process.
Additional Metrics | Total |
|---|---|
Number of positive feedback comments | 5 |
Number of negative feedback comments | 27 |
Total number of feedback comments | 32 |
% complaints resolved within policy timeframes | 66% |
Data for previous years is available at: https://data.sa.gov.au/data/dataset/public-complaints-received-by-dcp-complaints-unit
Service Improvements
Complaint and Feedback Management Policy Procedures have been reviewed and updated.
|
Compliance Statement
Department for Child Protection is compliant with Premier and Cabinet Circular 039 – complaint management in the South Australian public sector | Y |
Department for Child Protection has communicated the content of PC 039 and the agency’s related complaints policies and procedures to employees. | Y |