The agency's performance

On 19 August 2025, the Royal Commission into Domestic, Family and Sexual Violence published its final report following more than 12 months of inquiry. The report contains 136 recommendations to address existing service gaps and identify opportunities for improvement, strengthening South Australia’s long-term capacity to prevent, reduce and respond to domestic, family and sexual violence.

The department’s Office for the Prevention of Domestic, Family and Sexual Violence, in partnership with the Department of the Premier and Cabinet, led the coordination and development of the South Australian Government’s response to the Royal Commission. This included collaborating with leaders and representatives across government agencies to formulate a whole-of-government response to the recommendations. DHS also undertook a range of lived experience, community, sector and business engagement activities while the full response was being developed.

The Government’s response to the final report of the Royal Commission was released on 12 December 2025, accepting 129 recommendations either in full, in part or in principle for further consideration. Four recommendations were noted and three were not accepted.

As part of the Government’s response, the Domestic Violence Crisis Line received an immediate funding uplift. The department, in partnership with Embolden, also established the adult Lived Experience Advisory Network to provide advice and expertise to the South Australian Government in its reform efforts.

During 2025–26, South Australia continued implementing the Family, Domestic and Sexual Violence Responses Schedule 2021–30 under the Federation Funding Agreement — Affordable Housing, Community Services and Other. Through this agreement, the Commonwealth and state governments jointly fund initiatives to strengthen family, domestic and sexual violence (FDSV) responses, including frontline service delivery, system reform, market-gap responses and supports for diverse communities, particularly First Nations peoples. South Australia will receive a total of $94.9 million in Commonwealth funding over the term of the Schedule.

Funding was delivered through three key investment streams:

• 500 Workers Initiative: Funding for South Australia’s allocation of 36.8 FTE frontline community workers to strengthen workforce capacity and service provision. South Australia fully implemented its FTE allocation with a total of 47 new workers (36.8 FTE) employed across South Australia.
• Innovative Perpetrator Responses: Ongoing delivery of innovative perpetrator responses, including additional funding to expand and enhance interventions.
• Frontline FDSV Services: Investment targeted at addressing gaps in the family, domestic and sexual violence sector through the delivery of innovative service models, support for diverse individuals and communities, and evaluation activities to strengthen the evidence base.

These activities support the implementation of the National Plan to End Violence against Women and Children 2022–2032 and contribute to a coordinated, nationally consistent response to family, domestic and sexual violence.

As part of the 2025–26 State Budget, the South Australian Government committed an additional $2 million over two years to support the ongoing delivery, stability and expansion of services provided through the Northern and Southern Prevention and Recovery Hubs.

The department executed the contract extensions and finalised the additional funding arrangements for both Hubs. Through this investment, the Northern Hub has expanded its workforce by recruiting an additional 1.8 FTE staff, including a Hub Coordinator and a Prevention and Early Intervention Community Outreach Worker.

Similarly, the Southern Hub has increased service capacity through the employment of an additional 2.0 FTE staff, including DFSV Counsellors and a Senior Counsellor. These workforce enhancements have improved the Hubs’ capacity to provide timely and accessible support, strengthen early intervention and outreach services, and enhance coordination with key service partners, including police, legal services and specialist domestic, family and sexual violence providers.

The 2024–25 State Budget allocated $5.4 million over two years to upgrade the electronic security infrastructure at the Kurlana Tapa Youth Justice Centre, supporting the ongoing safety and security of children and young people, staff and the broader community. Work commenced in 2024–25 and will continue through to 2026–27.

Upgrades to the electronic security infrastructure in 2025–26 included:

• procurement of two new Nuctech body scanners
• upgrade of emergency exit lighting
• upgrade of the Gallagher Security System interface and installation of automated hostile vehicle mitigation bollards
• installation of upgraded bedroom intercom panels
• replacement of biometric door readers
• purchase and installation of a new x-ray baggage scanner.

Works scheduled for 2026–27 include upgrading CCTV cameras, replacing or upgrading the Bosch Security Escort duress system, and implementing an external duress two-way radio solution.

As part of the Kurlana Tapa Youth Justice Centre capital works program, a new 12-bed accommodation unit was delivered to strengthen the Centre’s capacity to support children and young people with complex behavioural, developmental and disability-related needs. The purpose-built facility includes one of South Australia’s first fully immersive sensory rooms within a justice environment. The room is equipped with a vibroacoustic beanbag, projector, speakers, integrated lighting, sensory controls and customisable content, creating a controlled sensory environment.

A complementary non-immersive sensory room and sensory toolkits were also introduced, supported by staff training in sensory processing. These facilities provide dedicated spaces to help children and young people develop sensory regulation skills and support their wellbeing while in custody.

DHS Youth Justice progressed the development of a new case management model to strengthen assessment and case planning for children and young people who come into contact with the youth justice system. This work was informed by a 2024–25 review conducted by the University of Adelaide, which identified opportunities to enhance assessment and case planning through more culturally safe, trauma-informed and evidence-based approaches.

The review findings informed the development of a project plan for case management reform. Key actions undertaken in 2025–26 included trialling the Short-Term Assessment of Risk and Treatability - Adolescent Version (START-AV) assessment tool; analysing assessment and triage practices across jurisdictions; undertaking a workforce training needs analysis; delivering induction and restorative practice training for Community Youth Justice staff; and commencing development of a new case management model.

The model will include a revised trauma-informed case plan template and case audit processes. Findings from the START-AV assessment tool trial will be used to inform future refinements and broader implementation options.

An Enhanced Support Model (ESM) has been developed by DHS Youth Justice to provide intensive, individualised support for children and young people with complex and/or disability-related needs through culturally centred, relational and therapeutic responses. The ESM is underpinned by trauma-informed practice principles and a Positive Behaviour Support approach and is designed to strengthen existing responses for children and young people at the Kurlana Tapa Youth Justice Centre.

The ESM focuses on understanding, preventing and proactively responding to behaviours of concern and complex needs among children and young people at Kurlana Tapa. The aim is to reduce the intensity and frequency of incidents and improve wellbeing. The model will also continue to strengthen existing health service responses in partnership with relevant agencies.

The ESM is co-delivered by operational staff and the Youth Justice Clinical Services team. This team provides specialist allied health assessments and therapeutic support to children and young people in custody.

The department has lead responsibility for two Closing the Gap (CTG) Socio-Economic Outcomes (SEO) and co-leads a third with the Department for Child Protection:

• SEO 11: Aboriginal and Torres Strait Islander young people are not overrepresented in the criminal justice system.
• SEO 12: Aboriginal and Torres Strait Islander children are not overrepresented in the child protection system (co-led with DCP).
• SEO 13: Aboriginal and Torres Strait Islander families and households are safe.

Actions undertaken during the past year to support the achievement of the above Socio-Economic Outcomes include:

• Investment in programs that help keep Aboriginal children and young people out of detention, including the Child Diversion Program, which diverts Aboriginal children aged 10 to 14 charged with minor offences from custody. The 2025–26 State Budget provided an additional $3 million over four years to support the continuation of the program.
• Establishment of the Young Aboriginal Families in the North (YAFIN) program to provide early intervention and intensive family support to at-risk first-time parents of Aboriginal children from pregnancy until a child’s second birthday. Delivered in partnership with KWY, the program provides $1.2 million per year in Intensive Family Services to families in Northern Adelaide. From 1 July 2026, YAFIN commenced accepting referrals from birthing hospitals and the child protection system, while families in the northern suburbs can also self-refer directly to the service.
• Strengthening shared decision-making with Aboriginal organisations through homelessness commissioning arrangements that include Aboriginal Community Controlled Organisations (ACCOs) and Aboriginal Community Controlled Health Organisations (ACCHOs) in alliance governance across South Australia. In 2025–26, an independent review of the homelessness system, led by an Aboriginal consultancy, was commissioned to inform future service design and commissioning. The review included a focus on strengthening Aboriginal voice, cultural governance, and the role of the Aboriginal community-controlled sector.
• Child and Family Support leading the co-design of an Aboriginal Cultural Governance Framework with community-controlled organisations, government and non-government partners, and people with lived experience. The Framework aims to embed cultural governance, strengthen accountability across the child and family support system, and support progress towards Closing the Gap, particularly Target 12. Implementation planning is underway.
• Establishment of the Women and Families Safety Partnership Committee by the Office for Women in partnership with the South Australian Aboriginal Community Controlled Organisation Network. The Committee provides strategic advice and oversight of initiatives that support progress towards Closing the Gap Target 13.
• Continued support for the Justice Reinvestment Port Adelaide program, delivered by Tiraapendi Wodli Ltd. This long-term Aboriginal community-led initiative addresses factors that contribute to involvement in the justice system.
• Enhancing the cultural responsiveness of the DHS Screening Unit processes by introducing more accessible information, culturally appropriate engagement approaches, options for verbal submission, and strengthened cultural capability training for staff.
• DHS’s Community and Partnerships team is partnering with the Port Lincoln Aboriginal community to co-design a new social and emotional wellbeing initiative for Aboriginal people that aims to prevent and minimise gambling harm. The initiative is expected to establish a blueprint for future partnerships with Aboriginal peoples and communities, with a stronger focus on self-determination and shared decision-making to accelerate policy and place-based progress towards Closing the Gap targets.

During the past year, the department commenced development of the Self-Referral Pathway for Aboriginal Families pilot project to support earlier and more effective access to family preservation and support services. The pilot will establish a dedicated pathway for Aboriginal families to access support services at an earlier stage, helping to strengthen family preservation outcomes.

Developed in response to Recommendation 9 of the Holding on to Our Future report, the initiative is being co-designed with Aboriginal communities to ensure it is culturally safe and responsive to family needs. DHS is establishing a working group, including community representatives, to oversee the planned community consultation.

During 2025–26, project planning was undertaken and engagement with key stakeholders identified western metropolitan Adelaide as the preferred pilot site. Engagement with the peak body Wakwakurna Kanyini and broader community consultation will occur in 2026–27, ahead of implementation of the pilot service model.

In the past year, the department supported a series of workshops and consultations, including sessions delivered in language, to inform approaches to supporting remote visitors in Adelaide. A key theme emerging from this engagement was the need to strengthen cultural governance arrangements for the Safety and Wellbeing Taskforce.

The development of a cultural governance framework is a key step in strengthening the Taskforce’s cultural authority and ensuring Aboriginal voices, lived experience and regional perspectives guide its work. DHS has commenced development of the framework, including engaging a culturally authoritative provider to lead consultation with Aboriginal stakeholders and partners across priority regions. This will ensure future Taskforce decisions, priorities and initiatives are co-designed, culturally informed, and support shared leadership and decision-making.

The Aboriginal Scholarship Program was established to increase the number of Aboriginal financial counsellors in South Australia and improve access to culturally responsive financial counselling services. Delivered by UnitingCare Wesley Bowden and InComPro, the program provides internships and funds the education and placement costs of two Aboriginal participants to undertake qualifications and gain practical experience towards full accreditation with Financial Counselling Australia (FCA).

The program has achieved an early milestone, with one participant completing her Diploma of Financial Counselling and progressing towards full FCA accreditation. The second participant continues to progress through her studies while gaining practical experience.

The department contracted MoneyMob Talkabout (MMT) to deliver a mobile financial outreach service for Anangu people in Adelaide and Port Adelaide. The service aims to help clients address financial challenges, improve financial literacy and financial wellbeing, and increase access to support services.

The MMT team includes an experienced financial counsellor and a financial capability caseworker who provide outreach support to Anangu clients. They use an assertive outreach, trauma-informed, and culturally safe approach, meeting clients in their homes or at locations where they regularly gather. This helps ensure support is not only accessible but also respectful of cultural norms and lived experience.

The Accessible Australia initiative is a Commonwealth-supported program that builds on the earlier Changing Places initiative to deliver a broader range of accessible and inclusive community infrastructure across Australia. The initiative supports the development of Changing Places facilities, inclusive beaches, inclusive national parks, inclusive play spaces, and portable accessibility infrastructure to improve access, inclusion and participation for people with disability.

Accessible Australia is delivered through a shared funding model involving the Commonwealth Government, the South Australian Government, and local government. Funding arrangements vary according to project type.

During 2025–26, four Accessible Australia Tranche One projects for new fixed Changing Places facilities progressed in South Australia. These projects are located at the Summit Aquatic and Leisure Centre in Mount Barker, the Modbury Civic Centre in the City of Tea Tree Gully, the Loxton Public Amenity Upgrade within the District Council of Loxton Waikerie, and Belair National Park, where the project was delivered in partnership by the City of Mitcham and the Department for Environment and Water.

Tranche Two funding allocations were also finalised during 2025–26. Five South Australian local government authorities were approved for funding: City of Onkaparinga, The Flinders Ranges Council, The Barossa Council, District Council of Grant, and the City of Port Adelaide Enfield. These projects include new fixed and portable Changing Places facilities, as well as inclusive beach equipment, and will commence in 2026–27.

The department continues to work with the Commonwealth and state and territory governments to progress national disability reform by leading South Australia’s involvement in the NDIS reform program, implementing Australia’s Disability Strategy 2021–2031, and responding to the recommendations of the Disability Royal Commission. This has included:

• Progression of significant NDIS reforms, including the New Framework Planning and active engagement with the Commonwealth on reforms that support positive outcomes for South Australians with disability.
• Development of a Joint Action Plan for the reduction and elimination of restrictive practices in the NDIS.
• Implementation of the National Disability Advocacy Framework and work plan.
• Progression of work to identify nationally consistent approaches to Community Visitor Schemes and to develop a new Disability Support Quality and Safeguarding Framework.
• Development and implementation of National Principles for regulating assistance animals to promote consistency and best practice across all states and territories.
• Commencement of the first major evaluation of Australia’s Disability Strategy 2021–2031.
• Endorsement of a revised approach to monitoring and reporting on the implementation of Disability Royal Commission recommendations.

This work was supported through disability co-governance arrangements and associated forums, including the Disability Senior Officials Group and the Disability Reform Ministerial Council.

Australia’s Disability Strategy 2021–2031 is the national framework agreed by all Australian governments to improve the inclusion and participation of people with disability. DHS is responsible for coordinating, monitoring and reporting on South Australia’s actions under the Strategy.

Progress is reported annually to the Commonwealth Government and published by the Department of Health, Disability and Ageing.

The Strategy is supported by Targeted Action Plans, which focus government efforts on delivering practical outcomes in priority areas. A second set of Targeted Action Plans commenced in January 2025, focusing on Community Attitudes, Inclusive Homes and Communities, and Safety, Rights and Justice.

South Australia contributed ten actions across these plans, all of which align with work already underway across government agencies and are scheduled for completion by 2027. During 2025–26, South Australia completed or progressed five of these actions, demonstrating its ongoing commitment to improving inclusion, accessibility and outcomes for people with disability under Australia’s Disability Strategy.

The department, through the Office for Women, engaged with key male-dominated industries to tackle gender segregation in the workforce and increase women’s participation. In October 2025, a Construction Roundtable was held with leaders from the construction industry to discuss initiatives aimed at increasing the recruitment and retention of women in skilled and technical roles.

To further support this work, a Women in Construction Lunch was held in January 2026, bringing together more than 50 representatives from across the sector, including businesses, peak bodies, unions and government. The event showcased best-practice initiatives from organisations working to increase the participation of women in the industry. A report on the event and proposed next steps was published on the Office for Women’s website.

Further engagement with male-dominated industries will occur in 2026. The Office for Women is also supporting the Department of State Development to implement initiatives focused on increasing women’s participation under the Government’s Construction Workforce Plan.

During 2025–26, the department continued work on reform of the Supported Residential Facilities Act 1992. The changes aim to modernise the legislation, align it with contemporary schemes and frameworks, including the NDIS, clarify operational provisions, and strengthen tenancy protections and safeguarding measures for residents.

The department consulted with people with lived experience, including stakeholder bodies such as the Disability Minister’s Advisory Council and the DHS Disability Engagement Group, to seek advice on reform proposals and best-practice approaches for engaging residents on future legislative changes.

During 2025–26, DHS continued to support the implementation of the Port Augusta and Davenport Community Safety and Wellbeing Plan through the ongoing work of the Port Augusta and Davenport Community Alliance, which met ten times and endorsed five new initiatives while extending funding for three existing programs. The Alliance oversaw the delivery and expansion of community-led initiatives aimed at improving safety, wellbeing, and community outcomes for residents and visitors.

Key achievements during the year included:

• the commencement of a regionally tailored Operation Flinders adventure therapy program
• the opening   of the Education and Wellbeing Hub in Term 1, 2026 for young people at risk of disengaging from education
• support for the procurement of four Aboriginal organisations to deliver therapeutic services for young people engaged in Mangrove Court proceedings.

DHS also supported monitoring and evaluation activities by engaging Clear Horizon to develop an Understanding, Measurement, Evaluation and Learning (UMEL) framework to track outcomes, measure impact, and inform continuous improvement.

The Port Augusta and Davenport Community Alliance Group endorsed Mangrove Court as an approved measure under the Port Augusta and Davenport Community Safety and Wellbeing Plan. Officially launched in February 2026, Mangrove Court is a specialist Aboriginal therapeutic court designed to address the underlying causes of youth offending and reduce future involvement with the justice system.

The initiative was developed in partnership with the local community and brings together culturally informed therapeutic supports, youth coaching, Aboriginal Court Elders and Respected Persons, and youth justice services to promote positive long-term outcomes for young people and their families. DHS supported the establishment and delivery of Mangrove Court by procuring four Aboriginal organisations to provide evidence-based therapeutic interventions for participants and continues to oversee these services through ongoing contract management.

South Australia’s Plan for Ageing Well 2026–2036 was launched in February 2026, setting the state’s strategic direction for supporting people to age well over the next decade. The Plan was informed by extensive consultation and co-design activities involving almost 3,200 South Australians, including people from diverse and underrepresented communities.

The Plan reflects the priorities identified by older South Australians and focuses on four key areas: being safe and well, having peace of mind, feeling valued and visible, and participating in society. It also addresses important issues such as housing, social connection, and economic participation.

The Office for Ageing Well will lead implementation through two five-year action plans, developed in partnership with government, community organisations, and older people. Progress will be monitored through an evaluation framework designed to measure outcomes and support continuous improvement.

South Australia’s second State Disability Inclusion Plan 2025–2029 was launched in August 2025 following the completion of the inaugural State Disability Inclusion Plan. Developed in partnership with people with disability, their families, carers, and representative organisations, the Plan meets the requirements of the Disability Inclusion Act 2018 and reaffirms the Government’s commitment to improving inclusion, accessibility, and participation for people with disability across all areas of community life.

The Plan was shaped through a co-design approach and extensive public consultation undertaken between 17 April and 26 May 2025. Engagement activities included targeted consultation with the seven priority groups identified under the Disability Inclusion Act 2018, as well as contributions from the Disability Minister’s Advisory Council, local government stakeholders, and disability representative organisations.

The new State Disability Inclusion Plan provides a four-year strategic framework for driving measurable improvements in inclusion and accessibility. Organised around the five key domains of Inclusive Environments and Communities; Education and Employment; Personal and Community Support; Health and Wellbeing; and Safety, Rights and Justice, the Plan establishes an outcomes framework and a coordinated approach to improving outcomes for people with disability through the implementation of state authorities’ Disability Access and Inclusion Plans.

The Community Transport SA (CTSA) program is a DHS-funded initiative that provides essential transport assistance to South Australians under 65 years of age who experience transport disadvantage and are not eligible for support through the NDIS or My Aged Care. Delivered by local government and non-government organisations across regional South Australia and outer metropolitan Adelaide, the program helps people overcome transport barriers that can contribute to social isolation, reduced independence, and poorer wellbeing outcomes.

A significant enhancement in the new model is the formal integration of CTSA into the DHS Community Connections system. This integration recognises that transport is often a key enabler of social participation and community inclusion.

By embedding Community Transport SA within a broader community wellbeing framework, transport providers are better positioned to work with local services to identify and respond to the needs of people experiencing social isolation and loneliness.

The integration has been supported through the introduction of system-level outcomes and expectations in provider contracts, alongside DHS-led change management, guidance and regional collaboration activities. This approach encourages stronger partnerships between transport providers, community organisations, and other local supports, creating a more coordinated and responsive service system that helps people access both transport and the broader supports they need to remain connected to their communities.

To improve sustainability, increase efficiency and transition to an operating model aligned with contemporary NDIS practices and cost structures, Disability and Specialised Services (DASS) is implementing a three-year Sustainability Plan that will run until the end of 2027–28. The Plan focuses on:

• operational design
• workforce capability
• infrastructure efficiency
• service and funding model alignment.

During 2025–26, DASS continued to strengthen its operational model while improving quality, service delivery and organisational capability. Key achievements included enhancing governance reporting and systems integration capabilities, and progressing initiatives to improve corporate portfolio management and operational effectiveness. In addition, DASS engaged with clients, family representatives and staff to define a shared vision, purpose and values.

An independent Homelessness System Review commenced in August 2025 to assess whether the system is accessible, coordinated, outcome-focused, and culturally safe, and whether current arrangements are delivering the best outcomes for South Australians. The review included a focus on young people, Aboriginal communities, people experiencing rough sleeping, place-based responses, and women and children experiencing domestic and family violence.

The review was undertaken by Better Start in partnership with Jindawayni Consulting, ensuring strong analytical capability and Aboriginal-led input.

The final review report was delivered in mid-2026 and made recommendations to strengthen future commissioning arrangements, system stewardship, and service integration. The findings will inform the recommissioning of Specialist Homelessness Services beyond 2027 and support the ongoing reform of South Australia’s homelessness sector, ensuring services remain agile, effective, culturally responsive, and focused on achieving improved outcomes for South Australians.

The Homelessness Outcomes Framework was launched in July 2025 to establish a shared vision for a future in which homelessness is prevented or resolved. The Framework is integrated with the broader DHS Outcomes Framework and is intended to measure and support delivery of the Closing the Gap Priority Reforms across the homelessness system.

The Framework supports a common understanding of people’s experiences when they are at risk of, or experiencing, homelessness, how services and supports contribute to meaningful change, and how the system can work more effectively across the human services landscape.

During 2025–26, the department progressed implementation of the Framework across the South Australian homelessness system by establishing a system-wide model of client and system outcomes, developing baseline measurement and reporting, engaging the sector through workshops on needs, measures and design, and creating learning resources informed by the Framework’s system-level theory of change.

The Extreme Weather Response is a DHS-led statewide coordination function that safeguards the health and wellbeing of people sleeping rough by increasing support during extreme weather events. Delivered in partnership with funded Specialist Homelessness Services, local partners, and other response agencies, the response may include assertive outreach, extended operating hours, transport, material aid, and access to overnight accommodation or shelter in some circumstances.

During 2025–26, the department completed a review of the Extreme Weather Response in collaboration with key stakeholders to ensure related policies and procedures remain fit for purpose and that the response continues to meet community needs and expectations. The review examined how the function can best support people sleeping rough during extreme weather events.

The review findings were co-designed with the homelessness sector and people with lived experience and will be implemented in 2026–27.

Aboriginal employees were supported and funded to undertake leadership development programs:

• One employee completed the Manager Essentials Program, delivered by the Office of the Commissioner for Public Sector Employment (OCPSE).
• Four Aboriginal employees participated in the DHS Mentoring Program, with two participating as mentors and two as mentees.

During 2025–26, no Aboriginal employees participated in the Aboriginal Leadership Program, as it is currently under review by OCPSE.

During 2025–26, 17 graduates were recruited, comprising four AHP1 Graduate Practitioners and 13 ASO3 Graduate Officers.

The Job Shadowing Program provides participants with opportunities to connect with, observe and learn from colleagues in other teams through on-the-job shadowing. In 2025–26, 18 job shadowing arrangements were established.

The department’s Mentoring Program facilitates effective mentoring partnerships that support employees’ career development. In 2025–26, 43 mentor-mentee partnerships were established.

The department continued to support employees undertaking tertiary studies in social work, with six staff members receiving assistance in the form of leave, financial reimbursement and/or paid university placements. In addition, 15 social work student placements were completed in 2025–26.

As part of the Office of the Commissioner for Public Sector Employment’s Audit and Verification System (AVS) program, DHS participated in an external review of its Safety Management System (SMS). The review acknowledged the department’s mature and effective approach to safety management, supported by established governance, risk management and monitoring arrangements.

The review also identified opportunities to further strengthen consistency across risk management, consultation, assurance and reporting. The department will implement a structured improvement program to build on these findings and further enhance the maturity of its SMS.

A collaborative program of work was established with Disability and Specialised Services to strengthen wellbeing and safety outcomes across the division. This included the development of a 12-month communication and engagement plan to increase awareness of wellbeing, safety, and psychosocial health initiatives, foster a culture in which workers are encouraged to speak up about safety, and strengthen workforce engagement.

In response to several electrical safety incidents, the department strengthened electrical safety arrangements across its operational workplaces. The program enhanced electrical safety risk management, safe systems of work, worker education and awareness, and local governance arrangements. This work improved compliance, strengthened risk controls and reinforced the department’s commitment to continuous improvement and organisational learning.

A range of health and wellbeing initiatives were delivered to support worker safety, physical and mental health, financial wellbeing and organisational resilience. Key programs included:

• Corporate Partnerships: Partnerships with Westpac/Bank SA, Medibank, Bupa and HCF,   providing employees with access to financial wellbeing programs, health   insurance benefits, health education and wellbeing resources.
• Employee Assistance Program: Confidential counselling and support services available   to employees and their immediate family members.
• Fitness Passport: Discounted access to fitness and recreation facilities for   employees and their families to promote physical wellbeing.
• Influenza Vaccination Program: Fully funded annual influenza vaccinations to support   infection control and workforce health.
• Work Health and Safety (WHS) Communications and Awareness Campaigns: Regular   communications and targeted campaigns promoting wellbeing, psychological   health, psychosocial risk prevention and a positive speak-up-for-safety   culture across the department.

DHS implemented a Traumatic Incident and Suicide Response and Recovery Procedure and a Suicide Postvention Protocol to strengthen support for workers and workplaces affected by critical and traumatic incidents. These initiatives provide a consistent framework for responding to such incidents, supporting affected workers and teams, facilitating access to support services and reinforcing the department’s commitment to psychological health and wellbeing.

The department continued to review and enhance its SMS to ensure alignment with legislative requirements, contemporary WHS practices and organisational needs. This work included updating WHS policies, procedures and supporting documentation to strengthen organisational capability and support continuous improvement. The ongoing maturity of the SMS also enhanced the department’s preparedness for internal and external assurance activities, including the AVS review.

A Wellbeing, Safety and Injury Management (WS&IM) Data Dashboard was developed to strengthen organisational oversight of WS&IM performance. The dashboard provides timely access to key information and trend data, supporting evidence-based decision-making, enhanced organisational assurance, improved governance and the early identification of emerging risks across the department.

A review of the department’s online WHS training programs was undertaken to ensure content remained contemporary, engaging and aligned with legislative requirements. The review focused on strengthening workers’ understanding of WHS roles and responsibilities, the department’s risk management framework and processes, and the principles of psychologically safe workplaces. This work supported workforce capability development and helped foster a positive safety culture.

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