Department for Correctional Services, $424,706,000

Minister:

Hon. D.R. Cregan, Minister for Police, Emergency Services and Correctional Services, Special Minister of State.

Departmental Advisers:

Mr D. Brown, Chief Executive, Department for Correctional Services.

Ms S. Taylor, Executive Director, People and Business Services, Department for Correctional Services.

Ms K. Smith, Director, Finance, People and Business Services, Department for Correctional Services.

Ms M. Deer, Manager, Government and Jurisdictional Affairs, Department for Correctional Services.

Ms S. Borrillo, Executive Services Officer, Government and Jurisdictional Affairs, Department for Correctional Services.

The CHAIR: The committee is examining now the Department for Correctional Services. The minister appearing is the Minister for Police, Emergency Services and Correctional Services. I declare the proposed payment open for examination. I call on the minister to make an opening statement, if he wishes to do so, and then to introduce his advisers. Then I will call on the lead speaker for the opposition to make a statement, if he wishes to do so, or go straight into questions.

The Hon. D.R. CREGAN: Good afternoon, Mr Chair. Yes, I do wish to make a statement. To commence, I wish to introduce the Department for Correctional Services representatives supporting me here today. To my right is Mr David Brown, Chief Executive, and to my left is Ms Sarah Taylor, Executive Director, People and Business Services. Behind me are Ms Megan Deer, Manager, Government and Jurisdictional Affairs; Ms Kerri-Anne Smith, Director, Finance; and Ms Sofia Borrillo, Executive Services Officer. I am grateful to all of the executives present for their hard work in assisting with preparation for the examination today and the estimates processes overall.

Correctional Services is a portfolio that performs a critical public safety service. I am delighted, therefore, that for my first parliamentary estimates as minister I can highlight the significant agency investment that is outlined in this budget. That investment includes $227 million to increase capacity of both Yatala Labour Prison and Adelaide Women's Prison.

At Yatala Labour Prison, an additional 312 high-security beds will be built, consisting of three new units, each housing 104 beds. Construction at that site is expected to begin in August 2025, with units to start to come online from the end of 2027. At the Adelaide Women's Prison, an additional 40 beds will be constructed, commencing in January 2024. Both of these capital projects will contribute to meeting the continued growth in the prisoner population that we have experienced.

While expanding the capacity of the prison system is important, as a government we must also prioritise addressing the primary drivers that lead to imprisonment, in particular strategies that can positively influence reoffending rates. This includes access to support services, stable accommodation and employment.

Therefore, other 2024-25 budget measures allocated to the department are also focused on the agency's rehabilitation and reintegration efforts. One example is the investment of $1.2 million per annum from 2024-25 to enable the ongoing operation of the Lemongrass Place precinct—an important partnership with the Aboriginal community-controlled sector. Lemongrass Place provides a culturally appropriate alternative male custody facility that delivers reintegration and rehabilitation services. Without this facility, these men who are predominantly from the APY lands and elsewhere would otherwise be in prison.

The department has seen great success through initiatives such as the Reducing Reoffending by 10 per cent by 2020 strategy, known as 10by20, which was started by the Premier in 2016 when he was then serving as the minister. In addition, the department is again leading the way with a current target for a reduction of 20 per cent by 2026, known internally and externally as the 20by26 program. The department not only met the initial 10by20 target but exceeded it, bringing the rate down from 46.1 per cent to 39.3 per cent. This was the lowest recidivism rate in the country at the time and well below the national average of 53.1 per cent.

In 2022-23, South Australia's rate of return to corrective services with a new correctional sanction within two years of release continued its overall downward progression to 36.9 per cent. This further re-establishes the department as the lead jurisdiction, again below the national average of 51.7 per cent. It is not a matter that should be overlooked and it should be a matter of considerable pride, I hope, to DCS officers everywhere in our state.

Initiatives as part of the 10by20 and 20by26 programs are contributing to a safer community, fewer victims and increased opportunities for people in contact with the criminal justice system to contribute positively to the community. Furthermore, there have been immense economic savings for the government and for all taxpayers.

Unfortunately, despite the agency's considerable success in reducing reoffending, including being well placed to achieve the 20by26 target, prisoner numbers in South Australia are increasing. The increase is due to several factors, including recent legislative reform as well as the time an offender spends on remand. To this end, over the last 10 years, there has been growth from an average of 60 days in 2013-14 to over 80 days in 2023-24.

As I have earlier outlined, there are very substantial budget measures outlined in this budget to address the state's capacity issues and also to ensure that we have modern fit-for-purpose prison facilities at the locations that I have identified. As well, there is a newly announced post-release accommodation service at Jonal Drive and increased capacity at Yatala Labour Prison and the Adelaide Women's Prison, or I should say there is a focus on investment at Jonal Drive.

In addition, the department will continue to invest in other evidence-based initiatives to reduce reoffending and boost alternatives to custody. This includes remaining steadfast in the department's approach and the government's approach to Closing the Gap. Aboriginal people in South Australia are 12 times more likely to be imprisoned when compared to the general population and 10 times more likely to be under a Community Corrections order. Aboriginal South Australians are also over-represented in the remand population. Nearly 57 per cent of Aboriginal in prison are on remand. This is 16 times higher than the general population. This disproportion is unacceptable and requires collaboration from all areas of government and, most importantly, also from society.

You may recall the $11.18 million investment by the government last year for Yalakiana Tappa. This is a suite of culturally responsive, community-based programs that will be delivered by Aboriginal-led organisations to address the remand over-representation. I am pleased to report the department has worked swiftly to create and implement the Yalakiana Tappa programs.

The first priority of the package was the establishment of a dedicated Aboriginal Justice Liaison Officer. This role is already working to reduce the number of Aboriginal people on bail by providing specialist and culturally informed service to Aboriginal people on remand. The second program is Marni Tapa, 'fresh path', which is a wraparound, culturally responsive case management and rehabilitation support program for Aboriginal men and women released from custody to bail within northern metropolitan Adelaide. Marni Tapa was launched in November 2023 in partnership with InComPro Aboriginal Association, and there have been over 100 participants to date.

The third program is Healing Lodge/Wodli. For that project, the invitation to supply closed in May 2024, and an evaluation and supplier selection process is now underway by the department. The final program is an intensive alcohol and other drug treatment facility that will support successful compliance with bail conditions and address treatment needs. I am advised it is intended that this program be implemented in the latter part of 2024.

I do note that time is probably expiring for an opening statement, but may I take this final moment to congratulate the staff of the department and highlight the agency's continued workforce planning, particularly with its ongoing efforts to reduce recidivism, which I have earlier identified in my comments.

The CHAIR: Before I call on the member for Flinders, I will just let the committee know that there has been a surge in ratings. We are now in triple figures, and we have doubled committee B.

Mr TELFER: Can I start by also thanking the department. It is an area of our society that the vast majority of people have no involvement in at all. It is only when they have an involvement in the process, whether as a victim, perpetrator or family of a perpetrator, that they actually have an insight into the immense work that is done by the department, so my utmost respect to you, Mr Brown, and the whole team that comes in behind you. As I have said when discussing in this place the police budget lines, in no way with my questioning am I ever criticising the operations as far as the day-to-day work of the individuals who are involved in such an important part of our community.

I will cast the minister's attention to page 102 and start with an insight into the workforce summary, which in a way is different to the vast majority of other departments. I should not be surprised, with Corrections being so capable and astute, that when I added up the FTEs for the three different programs that are within the budget papers, I got to the number of 2,012.1, the exact number. I am interested, in the designation between the three different aspects of custodial services, rehabilitation and reparation, and community-based services, where the executive decision-making aspect is allocated—Mr Brown and the like, the senior executive. Which of these three programs?

The Hon. D.R. CREGAN: I thank the shadow minister for the question. It is a fairly operational question. I will turn to Mr Brown in relation to the answer.

Mr BROWN: Where there is a natural alignment to a program, the executive role would sit with that program. By way of example, the Deputy Chief Executive, Statewide Operations and general managers of our prisons where they are members of the South Australian Executive Service would fall under the custodial services program. The Executive Director, Offender Development, by way of an alternative example, I understand would sit under the rehabilitation and reparations program. So they are dispersed where there is a logical fit.

Mr TELFER: Fantastic. Like I said, it is refreshing to have the numbers add up. There are no FTEs hiding in different bureaucratic levels. How many of those FTEs, minister, of the 2,012 number, are administrative staff?

The Hon. D.R. CREGAN: I am advised that it is possible to break out a certain cohort or class of employees that might be described as 'administrative', except to say that some of them do perform operational or frontline roles and so the breakout is not necessarily as clean as it might otherwise be across other agencies inside government. But, for the sake of the exercise, I am advised that that figure is approximately 527.

Mr TELFER: The FTE allocation within custodial services—which is on page 108, Chair, a direct reference there—the budget in 2023-24 was 1,356 the actual estimated result for 2023-24 was 1,377 and this budget is back to 1,356. The 21-staff reduction, seemingly, of what we have now to what is budgeted now: what is the explanation, minister, to that custodial aspect? In your opening statement, you mentioned that prisoner numbers are increasing; I was surprised to see that decrease.

The Hon. D.R. CREGAN: I am advised by the chief executive that there are increases and decreases in the overall number of FTE staff who are working within Corrections. One aspect of the workforce at the moment is that the secure area of the Port Augusta Prison is offline for the present, so those roles are, for the moment, not required.

Mr TELFER: Is there a time frame for when that secure aspect of Port Augusta is expected to be back online?

The Hon. D.R. CREGAN: The works there will be progressively completed in what might be described as two phases. The first phase will fall into the 2024-25 financial year; most of the operational posts relate to that work or those workspaces. The second phase will fall within the 2025-26 financial year. But, as I say, the operational posts largely relate to phase 1. I will just confirm any additional advice before I conclude my answer.

I am advised that that is the main contributing factor but, of course, there are a range of other matters that might influence fluctuations in workforce. I could turn to the chief executive if it would assist the shadow minister in relation to those matters.

Mr TELFER: On that, minister, it is obviously interesting because you are saying that they will be phased in potentially throughout the financial year, yet the number at budget time is a 21-person drop. A bit more of a technical answer from the CEO would be appreciated.

The Hon. D.R. CREGAN: I will turn to the chief executive in relation to those operational matters.

Mr BROWN: The only key point I would make is that we are referring to budgeted FTEs, not actual people. In a 24/7 rostering environment, the number of people that we have against our budgeted FTE varies in line with the recruitment cycle to run a trainee correctional officers school. The main contributing factor is those beds that have been taken offline. We bring 104 of those beds back online in that first phase, but then we have to take other units offline in that area so that they can be refurbished. So there are ups and downs across that program.

Mr TELFER: Turning to page 106, which has the rehabilitation and reparation FTE numbers, the budget for 2023-24—the last budget—was 335 and the actual was 341, but then the 2024-25 budget is down by 11 FTE, back to 330. Is there an explanation, minister?

The Hon. D.R. CREGAN: The advice that I have is that there is no specific program or operational change that might inform the change in the FTE calculation, but the timing or other calculations performed by Treasury might produce that result. I can turn to the chief executive if there is any additional detail required but, as I say, it would not appear that there is any program change or decision that has influenced that particular outcome.

Mr TELFER: Then the question probably is, as you turn to the CEO: what impact will there be on programs with a reduction in the FTE?

The Hon. D.R. CREGAN: Very well. This being a very specific operational question, I invite the chief executive to reflect on whether there are any other additional matters that we might be able to inform the member of.

Mr BROWN: Thank you, minister. By way of explanation about impact on programs, we do not anticipate any impact on programs; in fact, when looking at the activity indicators on page 107, our estimated result for 2023-24 in terms of the number of program hours delivered is 13,130, while in 2024-25 we anticipate an increase in program delivery hours to 14,022.

Mr TELFER: On that, once again, a budget is an anticipation. How can you anticipate a higher output with fewer FTE?

Mr BROWN: As the minister explained, whilst the budget reflects a budgeted FTE number, it does not necessarily reflect the number of clinicians that we have on the ground available to deliver the program. We have no changes planned to that program in 2024-25. There is a combination of programs delivered directly by our staff, which are our more intensive rehabilitation programs, and then there are programs that are delivered through partnerships with non-government organisations that deliver programs, like Offenders Aid and Rehabilitation Services, for example, that deliver the SMART Recovery program in a number of our prisons.

Mr TELFER: Likewise, with the community-based allocation of FTE on page 111, there was an expected result of 333 from 2023-24 that dropped down to 325. Is this number going to affect the outcome in that space?

The Hon. D.R. CREGAN: I turn to the chief executive in relation to this operational matter.

Mr BROWN: Thank you, minister. Similar to my previous answer, the actual FTE and resources available for the management of Community Corrections is not expected to reduce or change in 2024-25; in fact, based on our own internal operational planning for Community Corrections, some additional Community Corrections resources have been deployed in the 2024-25 budget process.

Mr TELFER: On that same line of questioning and referring back to the FTE numbers as a whole, the CEO makes reference to the comparables between budgeted FTE and reality of staff on the ground. Is the department at full employment or is there a shortfall between that budgeted number and the actual FTEs being delivered? I understand it varies but at the point of time in which we are at the moment.

The Hon. D.R. CREGAN: The question invites some reflection on the workforce planning for the department, which is a continued focus. The Department for Correctional Services requires all correctional officers to hold certain qualifications: the qualification of Certificate III in Correctional Practice and training correctional officers are subject to eight weeks of classroom-based training during the Correctional Officer Training Course, often referred to as the COTC, followed by practical training. The COTC is overseen by the department's Learning Academy and the Learning Academy is in turn committed to ensuring the delivery of professional, appropriate, timely and relevant training for newly recruited correctional officers who will staff our prisons.

The COTC is essential to the department's strategic plan requirement for a skilled, competent and capable workforce. It may be useful for me to reflect for the benefit of members that for the period 2022 to August 2023 in the TCO courses 200 to 209, the department recruited a total of 234 new frontline staff, including 68 for other programs, including for Port Augusta Prison, which we earlier reflected on. The TCO school 210 commenced on 3 October 2023, with a total of 15 TCOs, and school 211 commenced on 5 February 2024, with a total of 32. The next TCO school is intended to commence, I am advised, in July 2024.

I am also advised that, whilst there is some variance that we have explored in terms of Treasury's calculation of the FTEs, the department's view of its workforce is that it is effectively fully staffed save for those matters that are reflected on in relation to Port Augusta, the management of vacancies and any other program adjustments or program delivery requirements that we could explore further but, as I say, that is the advice I have.

Mr TELFER: So there is no differentiation between actual and budgeted when it comes to staff: a shortfall of officers or staff?

The Hon. D.R. CREGAN: I am advised that the crisp answer is no, but to provide a little bit more assistance for members present and to better inform the house, in part the department recruits in blocks of officers to enable those officers to progress through the training programs. Accordingly, there can be at different points in time differences in numbers than present or employed. But effectively the advice from that is unchanged.

Mr TELFER: As far as FTE recruitment, how is the judgement of the department as to their ability to be able to attract applicants to their programs?

The Hon. D.R. CREGAN: I will turn to the chief executive in relation to this operational matter, to ensure that we can introduce as much technical detail as may assist the shadow minister.

Mr BROWN: Thank you, minister. We have been very successful in the number and quality of candidates that we are receiving for the correctional officer role within the department, and that is reflected in the success we had in recruiting that 234 new staff that the minister referenced. We have, in the last two years, experienced some regional challenges in Port Augusta with recruitment but, in the most recent programs, we have seen a positive improvement in the recruits for Port Augusta positions as well, so we have been very pleased with the work of our recruitment staff, and also with our communications strategy with the wider South Australian community about the real opportunity that presents with a career with the department for corrections.

The CHAIR: The member for Gibson has tried to get my attention. You have a question?

S.E. ANDREWS: My question relates to Budget Paper 4, Volume 1, page 105. Can the minister inform the house about the Work Ready, Release Ready program?

The Hon. D.R. CREGAN: I thank the member for her question, and also her focus and interest on correctional services matters, and on the overall focus the department has had historically on reducing recidivism. It is very much appreciated.

With respect to the Work Ready, Release Ready (WRRR) program, it is an employment-focused rehabilitation program that involves the expansion of education and vocational training to improve employment opportunities for prisoners and offenders in the community and was a key initiative of the Reducing Reoffending by 10 per cent by 2020 program, the 10by20 program to which I earlier alluded.

The Department for Correctional Services targets the program to those offenders most in need to assist with transition to employment post release, and the program is provided both in prison and post release with the aim of reducing the rate of reoffending. It is also part of the 10by26 program for completeness. Participants are supported in custody by a mentor who works with them on an individual basis to develop and implement a training and employment plan. Participants engage in prison-based vocational training programs and gain work experience through the prison industries program or series of programs. The mentors also work with the participants for up to 18 months post release to support them to achieve their employment goals in the community.

The key aims of the WRRR are to support participants to build job skills pre-release through education, vocational training and employment readiness training, and to help participants to gain financial security, purpose and social connections as a result of returning to work, and to mitigate against the likelihood of reoffending and breaches of community-based orders. As well, the program assists participants to find and maintain employment post release. The program is currently run at Port Augusta Prison, Adelaide Women's Prison, the Adelaide Pre-release Centre, Cadell Training Centre and the Mobilong Prison.

The WRRR is delivered through a contract with Workskil Australia following a competitive procurement process. Workskil Australia is a South Australian not-for-profit community organisation, and one of Australia's largest providers of employment services. The program has been highly successful since 2018 with over 1,500 participants enrolled onto the three-phase journey of the program. On 1 August 2023, the WRRR final evaluation report was endorsed. Overall, the WRRR participants showed better recidivism outcomes compared with a matched comparison group over a two-year follow-up period, with the greatest effect observed for those who did find employment.

As at 15 June 2024, the WRRR have had 1,076 employment placements, with 594 individuals obtaining ongoing work from the program. I think on a percentage figure, member for Gibson, that is 55.2 per cent. Given the positive evaluation for the original WRRR program and current stressors in the labour market, the WRRR Plus intention is to increase the number of individuals who leave prison with employment. In terms of the budget impacts, to better inform those present, in 2023-24, $6.299 million across the forward estimates was developed for WRRR Plus to build on the successes of the WRRR pilot.

Mr TELFER: That program is a fantastic one—very successful. Is that envisioned to be rolled out across all Corrections facilities?

The Hon. D.R. CREGAN: I understand, and I am advised, that a portion of last year's budget allowed the WRRR program and I assume, now, the WRRR Plus program to be rolled out at remaining correctional services facilities, and the intention is for that program to continue. As I have earlier outlined, it has been a very, very successful program. I certainly welcome the shadow minister's interest in the program and support for it.

Mr TELFER: I will continue on my workforce line of questioning. What was the attrition rate amongst Corrections staff this past financial year nearly ending?

The Hon. D.R. CREGAN: The attrition or turnover rate for the 2023-24 year to date—noting that the date, as I said, is not entirely complete—has been approximately 7.9 per cent. I am advised that the attrition rate is reasonably consistent in the department's experience, and I am further advised that the variance in the attrition rate is approximately 1 per cent.

Mr TELFER: I will continue on. Firstly, I focus on community-based services, program 3, pages 110 to 112. What percentage of the department's budget is allocated to the Intensive Compliance Unit?

The Hon. D.R. CREGAN: We certainly have a portion of information available in relation to that program and its operations. In terms of the specific amount that the shadow minister is seeking, the best course I think and most accurate course will be, I am advised, to take that question on notice and we can provide that information together with the information we presently have.

Mr TELFER: I appreciate that. To continue on, how many FTEs are there within the Intensive Compliance Unit?

The Hon. D.R. CREGAN: We are able to break down headcount by site and classification, but for our present purposes it is not represented necessarily as a specific prison site or agency location, and so we can come back on notice with an answer.

Mr TELFER: Thank you. It is interesting data to dissect on pages 110 to 112 on some of the numbers which the department are dealing with at the moment within the intensive bail supervision, the home detention system and the like. Are these numbers comparable to previous years, minister, or are these numbers that we see increasing and, thus, the burden on Corrections to manage the intensive bail supervision, the home detention and the like?

The Hon. D.R. CREGAN: There has been growth in the population subject to an order, as well as subject to electronic monitoring. That might be anticipated or expected in the context of growth in the prisoner popular overall rather than necessarily being informed by any specific legislative change or other changes that might create a result of that type. I am not suggesting that legislative or other policy changes do not inform those outcomes—they certainly do—but I think it is important to examine it in the context of the overall growth in the prisoner population in the first instance and then to reflect on whether there are other matters that might be informing those figures.

Mr TELFER: Continuing on that same line, minister, as you point out, there is an increase in the number of people who are having to be managed under this system. Has there been a subsequent or corresponding increase in the staffing levels for the unit that is required to be in charge of managing and monitoring these arrangements?

The Hon. D.R. CREGAN: Whilst there is no specific budget measure that informs this particular unit or portion of the agency, what I am advised is that internal budget decisions have allowed for officers involved in community corrections settings to be allocated appropriately to the programs.

Mr TELFER: To continue on, obviously a lot of these performance indicators, activity indicators and the like that are included in the budget are important for us to understand the detail of it. For my understanding and for clarification, minister, has SafeWork done an investigation into staffing issues with the ICU? If so, who did they interview?

The Hon. D.R. CREGAN: I am not certain necessarily that that question relates to any specific budget line item, but in an effort to assist the shadow minister I am informed that we would be happy to take that question on notice.

Mr TELFER: On page 111, it speaks about expenses around employees and thus the management of and the like and that is why I am interested in the answer to that one. Are you aware of how many, if any, staff from within Corrections are currently before the South Australian Employment Tribunal on WorkCover disputes with DCS?

The Hon. D.R. CREGAN: I think the best approach, given the very specific nature of the question, is to take that question on notice, I have been advised.

Mr TELFER: Obviously, with the increase, as you say, in prisoner numbers and thus the increase in some of the requirements for the department to be going through the intensive bail supervision and home detention processes that strain those processes, is the minister aware of any technical issues regarding monitoring systems losing track of offenders' locations?

The Hon. D.R. CREGAN: I thank the shadow minister for the question. I think it is important for me to provide some context in terms of the Department for Correctional Services monitoring approaches overall. DCS does monitor offenders, subject to various community supervision orders, through the electronic monitoring system, as is known.

In 2015-16, for important context, the then government introduced a number of legislative and program changes that aim to expand the use and effectiveness of home detention throughout the state and the use of electronic monitoring for offenders in the community. It is an effective supervision tool that contributes directly to public safety.

The use of EM has been expanded in recent years as a result of court-ordered home detention, sometimes referred to as COHD, which was introduced in September 2016 following changes to the Criminal Law (Sentencing) Act, now the Sentencing Act 2017, and legislative changes to the Correctional Services Act 1982, which came into operation on 10 June 2016, and the introduction of intensive corrections orders, referred to as ICOs, as an alternative to custody through the Sentencing Act 2017.

I think it is important in the context of the question as well to emphasise that the department has very stringent policies and procedures in place which do provide clear parameters, both in terms of the technology that is being used and the resource capabilities. I think there is also, if I am not mistaken, a tiered approach to what is sometimes described as the EM approach and the levels of response. There is a reasonable amount of sophistication in terms of the planning and operation of the system.

Electronic monitoring does not force compliance and serves as a means to monitor an offender's compliance with their order conditions. I think it is also very important to emphasise in this space, as other ministers over time have emphasised, that electronic monitoring is just one tool to monitor and manage compliance of offenders in the community. Electronic monitoring must be and is complemented by physical compliance checks, regular and unannounced home or venue visits and also, as the shadow minister will be aware and the Chair will be aware, alcohol and other drug testing and that regime is all conducted by Community Corrections staff. However, intensive monitoring does encourage offenders to comply with the conditions of their order and further supports them to live what might be rightly described as offence-free lifestyles.

In this regard, electronic monitoring is a valuable monitoring tool that is contributing to community safety—I think we can have confidence that it is—through providing a high level of monitoring and supervision. The use of electronic monitoring for offenders in the community has proven to be an effective supervision tool, as I earlier outlined to the house, with expanded jurisdictions worldwide adopting this additional method for monitoring offenders.

In terms of the specific technology that is being used, the department transitioned to GPS-capable electronic monitoring equipment in 2015, allowing for higher-intensity supervision for offenders. The electronic monitoring system comprises an ankle unit, known, as I understand it, at the department as a solo and a home monitoring unit (HMU). Solos are the anklet installed on the leg of an offender, with the HMUs installed in the offender's residence. The HMU includes a telephone to allow contact between departmental staff and the offender.

As well, members would wish to know that the system's user interface displays what are described as chronos. It is the application that allows the department staff to view and monitor offenders subject to electronic monitoring orders and it provides access to real-time data and allows for rapid responses by the department or of course by South Australia Police should that be required in the context of the particular management of that offender.

Recent advancements in technology have also significantly improved how the department manages offenders in the community. I think it is right to observe that in 2023 the department successfully transitioned to what might be described as the new electronic management platform and the new system is vastly upgraded and corrected previous vulnerabilities identified. I think it is right to say that the new system is also much more secure.

Mr TELFER: To follow on from that, we are talking about the community-based services, the budget lines that are included on pages 110 and 111 and the stats that go with it.

The CHAIR: The next question will go to the member for Waite. She has been waiting patiently.

Mr TELFER: Minister, you talk about the stringent processes that need to be followed and how the EM is not a replacement for physical compliance. That is also in the context of you saying that there are higher numbers that are having to be followed up. What are the processes, as far as the interaction between DCS staff, with the monitoring of such offenders and the police?

We have had this conversation at parliamentary level, the bigger picture stuff, and I am trying to understand a bit more of the nuance of it. When a signal is lost, when there is a break in the monitoring, are the police informed? Are there capacities within DCS staff, especially overnight—we have talked about that previously—to effectively monitor when there are people who go beyond the scope of the intensive arrangements they have in place?

The Hon. D.R. CREGAN: I appreciate the question from the shadow minister and his focus and interest in these matters. Because we are examining very specific operational questions and interface matters, I will turn to the chief executive to assist the house.

Mr BROWN: The staff have well documented response protocols when there is a breach by an offender of their electronic monitoring conditions. That can include phone contact with the offender and issuing the offender a direction to carry out certain functions, such as charging their device if the battery level is low or returning to their home if they have stayed outside past a curfew time or a pass permit, through to physically having staff respond to the location of the offender right through until contacting police and formally lodging a breach where a breach has occurred.

It is very much tailored to the nature of the breach and the nature of the person subject to supervision. A higher risk offender might trigger an immediate response from SAPOL, while someone who is not assessed as a high risk would have a differentiated response. The electronic monitoring function is staffed by DCS staff in the monitoring centre. The monitoring centre operates 24 hours a day, seven days a week and has direct communication with staff in the field and also with our colleagues in SAPOL.

Ms HUTCHESSON: I refer to Budget Paper 4, Volume 1, page 103. Can the minister inform the house about the upgrade at the Cadell Training Centre dairy?

The Hon. D.R. CREGAN: I thank the member for Waite for the question and her focus and interest in Correctional Services matters, including reducing recidivism in the community and the operations of the Cadell Training Centre. The Cadell Training Centre, sometimes referred to as the CTC, operates a registered Holstein Friesian stud and dairy that processes and packages the milk produced for use throughout the South Australian prison system. The award-winning dairy operations at the prison employ on average 25 prisoners per day, and it is regarded as one of the state's best vocational programs through hands-on job skills linked to industry and, of course, to farming, animal husbandry and so on.

The facility was built in the 1960s, with the ageing infrastructure providing some limitations in production capabilities. In late 2020, the department committed the funds to deliver a new dairy complex at the Cadell Training Centre to ensure the ongoing functions of the dairy and to meet future growth needs and opportunities that might arise. In August 2021, a firm of architects was engaged through the Department for Infrastructure and Transport to undertake an appropriate concept design and costings model for the new proposed dairying operations.

The new dairy, which I have had the opportunity to visit and which is an excellent facility, will aim to ensure that the current milk contracts that are in place—that is, contracts outside of the need for supply to the South Australian prison system overall—can be met and, as earlier indicated or foreshadowed, where there is an opportunity for new and increased production, which there is, that any new opportunities might be identified, including an opportunity to enhance the product lines being produced and further offset the cost of dairy products used across the South Australian prison system.

This is a significant development for the prison and will work to affirm the role and function of the dairy going forward. The expansion will also provide for increased employment and training opportunities. It will greatly assist prisoners on release to gain employment. The department appeared before the Public Works Committee, as members will be aware, on an earlier date in accordance with the Premier and Cabinet Circular PC015, and the pre-tendered estimate provided by the Department for Infrastructure and Transport was at that time $8.7 million.

The Department for Infrastructure and Transport released an expression of interest to build interest from suppliers who wished to tender for the works, and in July 2022, a request for tender was issued to three suppliers that were shortlisted from the EOI process. In October 2022, a contract was awarded to Mossop Construction and Interiors at a total project cost at that point of $12.2 million, inclusive of all construction and professional fees. Construction commenced, I am advised, in November 2022, and I am also advised the dairy became operational earlier this year, I think in February, as it happens.

The forecast project completion date was May 2024. As I have indicated, I was present at the opening of the dairy. It was an important moment not just for Corrections but for former staff of the Cadell programs, and I think it was a particularly significant moment for the family of Mr David Oates, of course, who were present as well to observe the opening of the dairy.

Mr TELFER: I will present the omnibus questions:

1. For each department and agency reporting to the minister, how many executive appointments have been made since 1 July 2023 and what is the annual salary and total employment cost for each position?

2. For each department and agency reporting to the minister, how many executive positions have been abolished since 1 July 2023 and what was the annual salary and total employment cost for each position?

3. For each department and agency reporting to the minister, what has been the total cost of executive position terminations since 1 July 2023?

4. For each department and agency reporting to the minister, will the minister provide a breakdown of expenditure on consultants and contractors with a total estimated cost above $10,000 engaged since 1 July 2023, listing the name of the consultant, contractor or service supplier, the method of appointment, the reason for the engagement and the estimated total cost of the work?

5. For each department and agency reporting to the minister, will the minister provide an estimate of the total cost to be incurred in 2024-25 for consultants and contractors, and for each case in which a consultant or contractor has already been engaged at a total estimated cost above $10,000, the name of the consultant or contractor, the method of appointment, the reason for the engagement and the total estimated cost?

6. For each department or agency reporting to the minister, how many surplus employees are there in June 2024, and for each surplus employee, what is the title or classification of the position and the total annual employment cost?

7. For each department and agency reporting to the minister, what is the number of executive staff to be cut to meet the government's commitment to reduce spending on the employment of executive staff and, for each position to be cut, its classification, total remuneration cost and the date by which the position will be cut?

8. For each department and agency reporting to the minister:

What savings targets have been set for 2024-25 and each year of the forward estimates;

What is the estimated FTE impact of these measures?

9. For each department and agency reporting to the minister:

What was the actual FTE count at June 2024 and what is the projected actual FTE account for the end of each year of the forward estimates;

What is the budgeted total employment cost for each year of the forward estimates; and

How many targeted voluntary separation packages are estimated to be required to meet budget targets over the forward estimates and what is their estimated cost?

10. For each department and agency reporting to the minister, how much is budgeted to be spent on goods and services for 2024-25 and for each year of the forward estimates?

11. For each department and agency reporting to the minister, how many FTEs are budgeted to provide communication and promotion activities in 2024-25 and each year of the forward estimates and what is their estimated employment cost?

12. For each department and agency reporting to the minister, what is the total budgeted cost of government-paid advertising, including campaigns, across all mediums in 2024-25?

13. For each department and agency reporting to the minister, please provide for each individual investing expenditure project administered, the name, total estimated expenditure, actual expenditure incurred to June 2023 and budgeted expenditure for 2024-25, 2025-26 and 2026-27?

14. For each grant program or fund the minister is responsible for, please provide the following information for the 2024-25, 2025-26 and 2026-27 financial years:

Name of the program or fund;

The purpose of the program or fund;

Budgeted payments into the program or fund;

Budgeted expenditure from the program or fund; and

Details, including the value and beneficiary, or any commitments already made to be funded from the program or fund.

15. For each department and agency reporting to the minister:

Is the agency confident that you will meet your expenditure targets in 2024-25?

Have any budget decisions been made between the delivery of the budget on 6 June 2024 and today that might impact on the numbers presented in the budget papers which we are examining today?

Are you expecting any reallocations across your agencies' budget lines during 2024-25; if so, what is the nature of the reallocation?

16. For each department and agency reporting to the minister:

What South Australian businesses will be used in procurement for your agencies in 2024-25?

What percentage of total procurement spend for your agency does this represent?

How does this compare to last year?

17. What protocols and monitoring systems has the department implemented to ensure that the productivity, efficiency and quality of service delivery is maintained while employees work from home?

18. What percentage of your department's budget has been allocated for the management of remote work infrastructure, including digital tools, cybersecurity, and support services, and how does this compare with previous years?

19. How many procurements have been undertaken by the department this FY, how many have been awarded to interstate businesses? How many of those were signed off by the CE?

20. How many contractor invoices were paid by the department directly this FY? How many and what percentage were paid within 15 days, and how many and what percentage were paid outside of 15 days?

21. How many and what percentage of staff who undertake procurement activities have undertaken training on participation policies and local industry participants this FY?

The CHAIR: The allotted time having expired, I declare the examination of the proposed payments for the Department for Correctional Services complete. I thank the minister and his advisers.