• Respect
• Trust
• Collaboration
• Accountability
• Integrity
• Transparency

DCP uses a child-centred, trauma-informed and developmentally 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:

• Responding and assessing concerns about children and young people who have experienced harm or are at risk of harm.
• Coordinating early intervention service responses to achieve safety, including offering Family Group Conferences for families whose children are at risk.
• Placing children and young people in care when they are unable to live safely with their families.
• Providing case management and support for children and young people under the custody or guardianship of the Chief Executive.
• Supporting the reunification of children and young people with their families where it is safe to do so.
• Managing the adoption process.
• Supporting children and young people from a refugee background through the Commonwealth Guardianship team.

The department’s Strategic Plan sets out its key areas of priority:

• 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.
• Closing the gap – We commit to a transformed child protection and family support system that makes active efforts and where Aboriginal and Torres Strait Islander people and communities are empowered to lead decision making about the wellbeing of Aboriginal and Torres Strait Islander children and young people.
• 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.
• 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.
• Active and collaborative partnership – We work together with our service partners and alongside the community to improve outcomes for children, young people, carers and families.
• Working alongside carers – We respect and value carers as vital partners in keeping children and young people safe and well.
• 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.

Our organisational structure

As of June 30 2026.

Changes to the agency

During 2025-26, the following changes were made to the agency’s structure to create stronger alignment with key objectives:

• The Commissioning, Procurement and Contracts Directorate was split into two separate directorates titled Service Contracts and Commissioning and Procurement and Licensing. These directorates transitioned from the Office of the Chief Operating Officer to the Finance and Corporate Services Directorate resulting in Finance and Corporate Services being retitled Finance, Procurement and Contracts.
• The KidSafe Connect Program was created, reporting to the Chief Operating Officer.
• The newly created Directorate of Specialist Practice was created within the Office of Professional Practice.

Our Minister

The Hon Alice Rolls MP is the Minister for Child Protection and is responsible for the care and protection of children and young people in South Australia. The Minister leads the government’s efforts to strengthen child protection, promote the wellbeing of children and young people and support timely intervention where there is risk of harm.

Our Executive team

As of 30 June 2026, the department’s Senior Executive team comprised:

• Jackie Bray, Chief Executive
• Darian Shephard-Bayly, Deputy Chief Executive
• Gabby Ramsay, Chief Operating Officer
• Jennifer Browne, Chief Financial Officer
• Jackie Ah Kit, Executive Director, Aboriginal Policy and Services
• Katherine Pivetta, Chief Practitioner
• Simone Mather, Executive Director, Out of Home Care
• Luke Havelberg, Executive Director, KidSafe Connect Program

Legislation administered by agency

• Adoption Act 1988
• Adoption (General) Regulations 2018
• Child Protection Review (Powers and Immunities) Act 2002
• Children and Young People (Safety) Act 2017
• Children and Young People (Safety) Regulations 2017
• Children and Young People (Safety) (Transitional Provisions) Regulations 2017
• Commission of Inquiry (Children in State Care and Children on APY Lands) Act 2004
• Family and Community Services Act 1972
• Family and Community Services Regulations 2024

• Continued expansion of Family Group Conferencing, convening 346 conferences involving 614 children and young people, with 88.4% remaining in the care of their families following the Family Group Conference as at 30 June 2026.
• Partnered with Aboriginal Family Support Services (AFSS) to deliver 158 Family Group Conferences involving 281 Aboriginal children and young people, with 84.0% remaining in the care of their families, including extended family.

• Developed a learning and development plan to support staff readiness and the consistent application of legislative reforms across the department.

• Established the foundations for the KidSafe Connect Program through implementation of a comprehensive governance structure and progression of key procurement activities to support future system transformation.
• Increased capacity to respond to notifications through ongoing enhancements to the eCARL portal, improving reporting processes for mandated notifiers and supporting more efficient call centre operations.

• Established a partnership approach with Wakwakurna Kanyini and the South Australian Aboriginal Community Controlled Organisations Network (SAACCON) to progress development of an Aboriginal Jurisdictional Plan aimed at reducing the over representation of Aboriginal children and young people in care.

• Worked in partnership with Aboriginal stakeholders to begin developing the detail for the new Respected Person Scheme.
• Developed an implementation approach to ensure Family Group Conferencing is consistently offered to Aboriginal families, strengthening family-led decision-making and cultural connection.
• Progressed reforms that recognise Aboriginal definitions of family and provisions for delegation of decision-making authority to recognised Aboriginal entities

• Invested $51.6 million in ACCOs, increasing ACCO procurement spend to 10.33% and supporting Aboriginal-led delivery of services to children, young people and families.
• Advanced the ACCO Procurement and Investment Strategy through engagement with Aboriginal communities in Ceduna, Port Lincoln and the Yorke Peninsula to inform place-based, community-led solutions.

• Partnered with the Ngaanyatjarra Pitjantjatjara Yankunytjatjara (NPY) Women’s Council and child protection agencies across South Australia, Western Australia and the Northern Territory to launch Ngura Kutja (One Place), a 12-month pilot program supporting more integrated and coordinated services for children, young people and families across jurisdictions.

• Continued working alongside KWY through the Finding Families program to strengthen kinship care pathways for  Aboriginal children and young people, contributing to 67 Aboriginal children and young transitioning from residential care to stable family-based placements as at 30 June 2026.

• Completed detailed assessment of existing and proposed regulations to support implementation of the Children and Young People (Safety and Support) Act 2025.
• Commenced consultation on the development of the State Strategy and prescribed agency planning requirements under the new Act.

• Contributed to the whole-of government response to the Royal Commission into Domestic, Family and Sexual Violence and established an interagency reference group to commence implementation of Recommendation 17, with DCP leading development of a South Australian framework for recognising and responding to harmful sexual behaviours in children and young people.

• Completed foundational planning and governance activities for the Reimagining Residential Care project, enabling progression to the next phase of residential care reform, positioning the department to undertake meaningful consultation and engagement with non government partners, ACCOs and young people to shape the future model of residential care.

• Published the Child and Youth Engagement Framework in February 2026, providing a standardised and consistent approach across DCP to support the active and meaningful participation of children and young people in decision making.
• Progressed development of the Statement of Commitment to Children and Young People.
• Included young people in the delivery of onboarding training for new youth workers in residential care.
• Continued to expand regional participation opportunities through Youth Advisory Groups and Nunga Groups.

• Worked collaboratively with the Office for Early Childhood Development and the Department of Human Services to progress Preschool Plus, laying the foundations for the 2026 rollout of the targeted 30-hour preschool program for vulnerable 3-year-olds.

• Established a dedicated Anti Racism Strategy Working Group to advance Anti-Racism and Reconciliation at DCP.

• Finalised and launched the DCP Thriving Workforce Strategy, establishing a long term framework to strengthen workforce capability, wellbeing and retention by bringing together key workforce  priorities and providing a shared foundation for future action.

• Hosted a department wide staff forum to strengthen communication, share key reform initiatives and provide opportunities for staff feedback and discussion.
• Held an inaugural Community of Practice for DCP’s Principal Aboriginal Consultants.

• Hosted the 2025 SA Child Protection and Family Support Awards.
• Convened the third Child Protection and Family Support Symposium.

• Launched the Prenatal Safety and Support Model, establishing a consistent approach to engaging with families during pregnancy and responding to concerns for unborn children from 12 weeks gestation.
• Progressed collaboration with ACCP, the Department of Human Services and SA Health to develop an interagency protocol that will strengthen coordinated responses and support for families of unborn infants.

• Strengthened placement stability for children and young people by expanding opportunities for kinship carers to provide emergency, respite and short-term care through the Care Beyond Kin Program.
• Since January 2024, supported 79 carers with the Care Beyond Kin program, providing over 17,000 nights of care.

• Delivered the second ‘Foster the Feeling’ advertising campaign, with a focus on regional, respite and emergency care, contributing to the approval of 138 new foster carers and 68 additional kinship carers in 2025-26.

• Developed initial concepts for a digital carer portal and register under the KidSafe Connect Program, aimed at creating a single point of access to information, resources and services to strengthen carer engagement and participation.
• Released a new ‘Disability assessment guide for carers’ to help carers navigate the referral process for children with development concerns.

• Established the DCP Kinship Carer Advisory Group, creating a dedicated forum for kinship carers to share their lived experience and contribute to service improvements, policy development and practice reform.
• Continued engagement through the Carer Council, now in its second term of appointed members, strengthening the voice of carers in departmental decision making and providing direct advice to the Minister for Child Protection on priorities and reforms across the child protection and family support sector.

• Engaged ACCP to undertake consultation and review activities to support DCP’s completion of a comprehensive review of DCP's Risk Assessment Framework and Structured Decision Making tools.

• Advanced implementation of a new Quality of Care Response Model, laying the foundations for a more structured, consistent and child-focused approach to the assessment and management of care concerns.

• Developed DCP’s second Disability Access and Inclusion Plan to strengthen accessibility, inclusion and participation across the department.
• Launched the DCP Suicide Prevention Action Plan to support workforce wellbeing and build a mentally healthy workplace.

• Expanded implementation and certification of the Sanctuary Model of Care across residential care settings.
• Developed a DCP Restrictive Practices Framework for residential care.
• Advanced therapeutic practice in residential care through rollout of Therapeutic Crisis Intervention (TCI) training, with 205 staff trained by 30 June 2026.
• Enhanced workforce capability through training in the Power to Kids model and HEALing Matters.
• Delivered activity-based engagement and outreach programs to strengthen connections, participation and wellbeing for children and young people in care.

DCP continues to provide and enhance employment opportunities for Aboriginal and Torres Strait Islander people across the department. Implementing the 2024-2026 Aboriginal Workforce Action Plan has increased community partnerships and participation, providing culturally safe forums and networks across the department, and promotion of development and study pathways.

As at 30 June 2026, 159 employees (5.2%) identified as Aboriginal and/or Torres Strait Islander, which is a net increase of 10 employees from the prior reporting period. During 2025-26, 54 talented Aboriginal employees commenced with DCP and the department experienced an increase in Aboriginal employee retention rates.

DCP respects and values the diversity of its employees, clients and partners, and is committed to creating a diverse, supportive and inclusive workforce.

The department:

• developed and launched the department’s Thriving Workforce Strategy 2026-2030 which includes actions designed to improve department diversity and inclusion approach and initiatives
• established an Anti-Racism Steering Committee and Working Group focused on cultivating a more proactive, systematic approach to a culturally safe and inclusive workplace
• progressed initiatives outlined in the Aboriginal Workforce Plan 2024-2026 including improving the department’s community partnership and participation activities
• achieved an increase in Aboriginal and Culturally and Linguistically Diverse workforce retention rates.

As at 30 June 2026, 66% of employees had recorded a Performance Development Plan (PDP) completed within the previous six months.

DCP is committed to performance development, with a strong focus on increasing completion rates and embedding a consistent approach across the agency.

The department is strengthening its wellbeing supports through a series of targeted initiatives including the delivery of proactive group wellbeing sessions for Residential Care staff and a strategic shift toward engaging psychologists through Employee Assistance Program services to ensure support is better aligned to workforce needs. Group wellbeing sessions have also been incorporated into structured debriefing processes for staff managing challenging situations, providing practical tools to support resilience and team cohesion.

Together, these initiatives reflect a more proactive and evidence informed approach to staff wellbeing, ensuring employees have timely access to specialised and practical support.

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.

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.

Intensive Family Services (IFS) delivered by the Department of Human Services (DHS) and through partnerships with non government organisations and Aboriginal Community Controlled Organisations (ACCOs).

Services provide targeted support for families with children aged 0-18 years with multiple and complex needs, who have been identified as high to very high risk of deepening involvement of the statutory child protection system.

There were 1,267 families (referrals) with 2,882 associated children accepted for IFS during 2025-26.

Community Development Coordinators (CDCs), funded by DHS, are co- located within Children’s Centers or based within Safer Family Service offices, using a community development approach to improve outcomes for children and families. Together with local families and groups, they work to identify and strengthen protective factors within a community, enabling co designed and co-owned programs, whilst mobilising local resources.

Statewide, 39 CDCs engaged with approximately 13,597 families during 2025-26 in a range of programs, group activities and community events.

Referrals into IFS are through the DHS CFSS Pathways Service (which was established in 2021 to provide a single point of entry). The service captures family information to inform system reform and to match families to appropriate services.

CFSNs are multi-agency networks that provide regionally 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 ACCOs.

The CFSS Pathways Service and CFSNs processed a total of 3,235 referrals in 2025-26.

Section 15 – Additional annual reporting Obligations

(1) The Minister must, not later than 30 September in each year, prepare a report–

(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:

(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.

Section 15 – Additional annual reporting Obligations

(1) The Minister must, not later than 30 September in each year, prepare a report–

(c) providing any other information required by the regulations for the purposes of this paragraph.

The number of children placed on an order was unchanged compared to 2024-25 (1,554).

Aboriginal children comprised 39.1% of children placed on an order in 2025-26 compared to 36.0% (559) in 2024-25. This represents an increase of 8.8% (49 children) in the number of Aboriginal children placed on an order.

The number of children placed on an order for the first time increased by 21 (3.0%) from 2024-25 (696).

In 2025-26, 46.1% of children were placed on an order for the first time, compared to 44.8% in 2024-25. Aboriginal children comprised 35.6% of children placed on an order for the first time in 2025-26 compared to 35.5% (247) in 2024 25.

At 30 June 2026, 30 (5.8%) fewer children were on an order under the Guardianship of the Chief Executive up to 12 months, than at 30 June 2025 (516).

Aboriginal children comprised 40.5% of children on an order under the Guardianship of the Chief Executive up to 12 months at 30 June 2026 compared to 41.9% (216) in 2025.

The number of children on a Guardianship of the Chief Executive to 18 years order at 30 June 2026 increased by 17 (0.4%) from 30 June 2025 (4,151).

Aboriginal children comprised 40.1% of children on an order to 18 years at 30 June 2026 compared to 39.3% (1,633) in 2025.

The number of children aged 0-17 years in care at 30 June 2026 increased by 16 (0.3%) compared to 30 June 2025 (4,900).

The proportion of children in family-based care has increased by 0.4 percentage points from 84.3% as at 30 June 2025 to 84.7% as at 30 June 2026.

The number in family-based care has also increased by 34 (0.8%). Family based care includes foster, kinship, specific child only, guardianship family day care, and care beyond kin. The number of Aboriginal children aged 0-17 years in care at 30 June has increased by 25 (1.3%) in 2026 compared to 2025 (1,858).

Aboriginal children comprise 38.3% of the 0-17 year olds in care population at 30 June 2026, 0.4 percentage points higher than the 2025 reported figure of 37.9%. The proportion of Aboriginal children in family-based care has decreased by 0.1 percentage points to 84.8%.

During 2025-26, three children and young people in care passed away due to medical conditions.

A further 23 children and young people who had prior contact with the department died during the same period. In most cases, the cause of death was attributed to congenital or medical conditions, some were accidental, while others are yet to be determined by the Coroner.

It is important to note that the figures do not establish that an individual’s contact with the child protection system was a causative factor in their death.

Section 32 – Chief Executive must assess each report indicating child or young person may be at risk

(4) The Chief Executive must, in accordance with any requirements set out in the regulations–

(b) include statistical information relating to action taken under this section to be included in the annual report of the Chief Executive under the Public Sector Act 2009.

Of the 18,785 notifications referred:

• 8,805 were referred to an appropriate State Authority
• 917 were referred to another agency
• 9,063 were referred for another outcome, including Refer Relevant Agency, family meeting, case management response or internal service response.

In 2025-26, there were 3,326 (3.2%) more notifications received than in 2024-25 (102,543).

There were 2,272 (6.0%) fewer notifications screened in for further assessment and response in 2025-26, than in 2024-25 (38,166).

Of the 2025-26 notifications, 33.9% were screened-in compared to 37.2% screened-in for 2024 25.

Notifications for Aboriginal children comprised 25.1% of all notifications in 2025-26 compared to 24.8% (25,459) in 2024-25 and 29.3% of screened-in notifications compared to 28.8% (10,995) in 2024-25.