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

Transition management of Domiciliary Care and State Government disability services to the non-government sector and implement changes in departmental functions and staffing; develop a Disability Inclusion Act.

Support national reforms to disability and aged care and meet obligations under the Bilateral Agreement for Full Scheme Implementation of the National Disability Insurance Scheme (NDIS) to achieve a successful transition to the NDIS in South Australia.

Lead implementation of Domestic Violence policies and initiatives including minimum practice standards for perpetrator interventions, host Domestic and Family Violence Roundtables, promote women’s equality, provide information and referral services.

Advance equality and safety for women across South Australia; implement the Third Action Plan under the National Plan to Reduce Violence Against Women and their Children.

Uphold the provisions and principles of the Youth Justice Administration Act 2016 in all policies and practices to protect and support the rights, wellbeing and rehabilitation of young people.

Provide custodial and community based services to children and young people in the justice system with the aim to reduce reoffending and acknowledge the victims of crime. Support young people to change and positively participate in the community.

Provide affordable living programs and a range of concessions and rebates which provide assistance to people across the community; deliver grants and initiatives which build individual community capacity.

Build resilience and improve outcomes for individuals, families and communities in partnership with key stakeholders including not-for-profit organisations.

Launch the Youth Safety Strategy to keep young people safe from relationship, family and sexual violence.

Keep people and communities safe.

Implement the National Affordable Housing Agreement and National Partnership Agreements on remote housing and homelessness; contribute to establishment of the South Australia Housing Authority as a separate entity from the department.

Provide housing options that are affordable and suitable. This includes social housing, homelessness services and private rental assistance.

Domiciliary Care

Action: Successful transition of Domiciliary Care to non-government management

Outcome: ACHIEVED

The transition of all funded services within Domiciliary Care Services to the Royal District Nursing Services (RDNS) was completed on 29 June 2018. This included the Commonwealth Home Support Programme (CHSP), State Adults with Chronic Conditions program, as well as in-house corporate functions.

The move to non-government management will positively shape future services for older people by helping to create a stronger and more diverse sector.

Screening Services

Action: Assess 95% of screening applications within 30 business days of receipt

Outcome: ACHIEVED

During 2017–18, the DHS Screening Unit received and finalised over 155,000 screening applications. Of these, 95.3% were processed within six weeks of receipt (30 business days) and 85.5% in less than three weeks (15 business days).

The efficient processing of screening applications is essential as any unnecessary delays in an applicant receiving a clearance may impact their ability to work, study or volunteer in the community.

South Australian Energy Concession Discount Offer (SACEDO)

Action: Procure a competitive electricity offer for energy concession customers

Outcome: ACHIEVED

In 2017, an open market procurement process invited all energy retailers to provide an electricity offer tailored to the needs of South Australian energy concession customers. Origin was selected as the SACEDO supplier on the basis that it offered the best deal overall for many energy concession customers. Independent modelling showed that the offer could deliver households an annual power bill saving of between $253 and $531 — compared to the standing energy contract, dependent on individual household circumstances.

As at 30 June 2018, approximately 50,000 energy concession customers had taken up the SACEDO — all new energy concession customers are eligible. Some customers have presented the offer to their existing energy retailer and been provided with a comparable energy plan.

Making an Impact: Northern Adelaide

Action: Increase prevention and diversion from the youth justice system for Aboriginal young people and increase community-led solutions

Outcome:ONGOING

This initiative aims to reduce the over-representation of Aboriginal and Torres Strait Islander young people in contact with the criminal justice system, and to improve outcomes for Aboriginal young people and increase community safety. A local Aboriginal Youth Justice Action Plan has been developed and implemented, with an initial focus on the northern suburbs of Adelaide.

Highlights in 2017–18 include establishment of a grandmothers and carers community action group; the Yunga Nungas Future Leaders trial pilot to create diversionary supports and opportunities, which has contributed to a significant decline in offending by the target group; and establishment of a point-of-arrest working group to improve diversion outcomes for Aboriginal young people.

Ceduna Service Reform

Action: Lead the co-design of an integrated Ceduna community services system to contribute to a reduction in alcohol and other drug-related harm.

Outcome: ACHIEVED AND ONGOING

Ceduna Service Reform is a co-design initiative to achieve a locally driven, coordinated, proactive and culturally safe system to improve the safety and wellbeing of transient Aboriginal people in and around Ceduna who are affected by drug and alcohol use.

Six Ceduna Service Reform data measures relating to alcohol and other drug use and risk behaviours have been monitored since 2015, and show a reduction in alcohol and other drug-related harm.

In-Venue Gambling Harm Minimisation Strategy (Phase One)

Action: Develop an In-Venue Gambling Harm Minimisation Strategy

Outcome: ACHIEVED

The Office for Problem Gambling, in collaboration with the Independent Gambling Authority, Consumer and Business Services and the gaming industry, have developed a suite of in-venue messaging to support industry to provide assistance to patrons with problematic gambling behaviour.

In 2017–18, Phase One of the Strategy was introduced into gaming venues as part of the Gambling Codes of Practice and included posters, brochures and wallet cards. Phase Two will commence in 2018–19, targeting culturally and linguistically diverse gaming patrons.

Domestic Violence Stakeholder Roundtable

Action: Host a domestic violence stakeholder roundtable in the first 30 days of the new government

Outcome: ACHIEVED

On 13 April 2018, a Domestic Violence Roundtable was held in Adelaide to discuss the Government’s commitments to addressing violence against women. It was an opportunity for participants to discuss their priorities, ideas for reform and other issues related to violence against women. A follow up survey enabled participants to provide further feedback.

A second Roundtable was held in Berri on 29 June 2018, with further Roundtables to be held in regional areas of South Australia.

Women’s Information Service (WIS) Metro Outreach

Action: Establish WIS satellite services in two Children’s Centres (Aldinga Beach and Parafield Gardens)

Outcome: ACHIEVED

Locating this volunteer program within Children’s Centres enables the WIS to connect with women in their local area and:

• significantly increases the visibility of the WIS in the community
• provides safe locations for women to access vital information
• creates professional/personal development opportunities for local women via training and volunteer activities.

Adelaide Youth Training Centre - Behaviour Support Framework

Action: Formally implement the refreshed Behaviour Support Framework in the Adelaide Youth Training Centre

Outcome: ACHIEVED

During 2017–18, the refreshed Behaviour Support Framework (BSF) moved from pilot to full implementation. The Framework provides a suite of protective actions that encourage and support young people to develop positive behaviours and take responsibility in a safe and secure environment.

The BSF operational manual was published, supported by a comprehensive training package delivered to all operational staff.

This aligns and complies with the Youth Justice Administration Act 2016.

Disability Inclusion Bill

Action: Re-introduce the Disability Inclusion Bill

Outcome: ACHIEVED

The Disability Inclusion Bill articulates the State Government’s role in disability under the NDIS and provides the legal framework to support a whole-of-government approach to access and inclusion for people with disability.

The Bill passed both Houses of Parliament on 6 June 2018, with the Disability Inclusion Act 2018 commencing 1 July 2018.

The Act provides for the establishment of a State Disability Inclusion Plan, requires all state authorities to have Disability Access and Inclusion Plans and establishes important functions that will be required with the transition to the NDIS, including worker screening.

Client Transition into NDIS

Action: Monitoring the transition of existing DHS and state-funded clients to the NDIS

Outcome:ONGOING

The National Disability Insurance Agency (NDIA) is working to transition clients to the scheme but has announced delays. As at 30 June 2018, 18,565 participants in South Australia are receiving NDIS supports, 7,392 below target.

A Transition Recovery Plan has been put in place to maximise delivery of new plans whilst also working through the backlog of expired plans and scheduled plan reviews. The NDIA is dedicating all available resources and working with Partners in the Community to speed the transition.

DHS is closely monitoring the progress of transition.

Sector Development Provider Readiness Project

Action: Build capacity amongst NDIS service providers, reduce the risk of market failure and retain a diversity of service providers in the sector

Outcome: ACHIEVED

Through this project, the Community Business Bureau (CBB) has been contracted to provide intensive one-on-one assistance to organisations, to make significant transformational changes to their business models to function in a competitive NDIS environment where services are purchased on an individual basis.

Providers may apply for a grant of up to $10,000 to assist with NDIS readiness activities. The project is scheduled to conclude in December 2018.

Accommodation Services — NDIS Transition

Action: Build capacity of NDIS participants pre-transition

Outcome: PARTIALLY ACHIEVED

442 NDIS-eligible participants living in the community and their families or guardians have been supported to prepare for transition to the NDIS. 154 of the 442 eligible participants have now transitioned to the NDIS and have their first plan.

Engaging with NDIS participants and their families has been essential to building their capacity to understand their NDIS plans and how to access their funded supports into the future.

Highgate Park

Action: Transition people residing at Highgate Park to community living options if they chose to do so

Outcome: PARTIALLY ACHIEVED

The department engaged with residents at Highgate Park to promote and increase their understanding of community living. New accommodation options were identified through State Government housing initiatives.

Highgate Park residents have made a number of new connections in preparation for successful transitions to community living. Interest in exploring community living amongst Highgate Park residents has increased from 25% in 2016 to 83% in 2018.

DHS Equipment Program

Action: Provide support to people who are not transitioned to the NDIS or ageing programs

Outcome: ACHIEVED

DHS has continued to provide equipment and home modification services to people who are awaiting transition to the NDIS, as well as those who are ineligible for the NDIS or other Commonwealth-funded ageing programs. These services support people to remain living safely in their homes and participate in the community.

During 2017–18, 23,456 equipment items and services were provided across a range of programs that included adults with disability, people with palliative conditions, adults with chronic conditions, and older people requiring higher cost or customised items.

Strathmont Centre

Action: Successful devolution of Strathmont Centre

Outcome: ACHIEVED

DHS has been working for many years to progressively move residents of the Strathmont Centre into supported accommodation in the community. The last resident relocated to his new home in the community on 24 July 2018, following a supported transition.

The institutional disability accommodation section of the site has now closed.

Remote Housing

Action: Number of dwellings built and refurbished in remote communities

Outcome: PARTIALLY ACHIEVED

Under the National Partnership on Remote Housing, South Australia had planned to construct 17 new properties and upgrade 26.

As at 30 June 2018, 13 new properties had been constructed with 27 upgrades completed. The additional bedrooms have significantly reduced overcrowding in remote Aboriginal communities, while leveraging social outcomes through economic opportunity for Aboriginal business enterprise and Aboriginal employment.

Specialist Homelessness Services

Action: Target 70% of people presenting as rough sleeping by supporting into accommodation

Outcome: ACHIEVED

During 2017–18, 82% of rough sleepers were supported into accommodation. Services not only include accommodation but meals and material assistance, counselling, assertive outreach, individualised case management, assistance in accessing healthcare and access to education and employment opportunities. Through this support, people can begin to feel safe and secure and be part of the wider community.

Tika Tirka (formally Ninti Ngura)

Action: Establish a 20-bed education and employment housing facility for post-secondary study and vocational training

Outcome: ACHIEVED

Tika Tirka will provide post-secondary students from remote and outer regional areas the opportunity to pursue vocational training and tertiary studies in Adelaide. The service model includes a range of personal development, civic participation and academic mentoring support services.

The building will provide independent accommodation for up to 20 students with a mix of flexible common and private spaces. Site works commenced in April 2018, with construction commencing in May 2018.

DHS Graduate Program

The DHS Graduate Program is coordinated annually to help secure the department’s future workforce. Recruitment for the 2018 program began in July 2017, with 20 successful graduates commencing with the department between January and March 2018. Successful applicants are employed on an initial 12-month contract.

Flexibility for the Future

Flexibility for the Future is a State Government initiative to increase the uptake of flexible and part-time working arrangements, and convert the savings into trainee and graduate positions.

The graduates from the 2018 DHS Graduate Program have contributed towards the department’s annual program allocation of 56 graduates and trainees.

The department’s Performance Development Framework provides a clear, structured approach to workforce development by supporting managers and employees to establish and maintain effective Performance Development Reviews.

The percentage of employees with a Performance Development Review in the past 12 months has increased from 58% in 2016–17 to 73.6% in 2017–18.

As at 30 June 2018, 44.2% of Performance Development Reviews were current, having been reviewed in the second half of the 2017–18 financial year. Of the remaining 55.8% reviews, 48.7% had expired and 7.1% were not recorded, of which 1.9% were new starters with less than 90 days of service.

Reporting the completion of Performance Development Reviews on HR21 is mandatory to meet the department’s reporting requirements.

Health and Safety Plan 2016–2018

The Health and Safety Plan 2016–2018 assists DHS to maintain an effective health and safety management system, and supports an organisational culture where health and safety is an integral part of everything we do.

In 2017–18, we continued to work closely with Executive, line managers, workers and external stakeholders to deliver our Plan, and address the shared risks we face as duty holders to improve safety performance across the department.

Work-related Mental  Disorders and Suicide Prevention

DHS is working towards creating sustainable change in attitudes to mental illness and suicide to reduce stigma and facilitate early intervention. The department is working to develop early detection, intervention and prevention strategies, and increase the knowledge and skills of managers and workers to monitor and address workplace risks to mental health and wellbeing, and support employees who may be experiencing difficulties.

This supports the strategic directions of the South Australian Suicide Prevention Plan 2017–2021 and the South Australian Mental Health Strategic Plan 2017–2022, as related to mental health and wellbeing, and the prevention of suicide, through fostering mentally healthy workplaces.

People at Work Survey

The 2017 People at Work survey was conducted to identify and measure workplace psychological risks. In addition, the survey considered exposure to workplace bullying, workload, conflict and cognitive/emotional demand and the associated impacts (that is, musculoskeletal symptoms, job burnout, sleep disturbances, intention to take sick leave for stress-related conditions, staff turnover and job dissatisfaction).

Approximately 16.3% of the DHS workforce (773 employees) participated in the survey. Data analysis included comparison to the 2016 national benchmarks obtained from the People at Work research project conducted between 2008 and 2015.

The psychosocial risk factors identified for DHS were comparable to the Australian benchmarks.

Risk Management

DHS maintains a responsive health and safety system to reduce the likelihood of serious harm or injuries to its workforce. In 2017–18, the DHS Risk Management program focussed on known and foreseeable risks, and provided managers and workers with access to topical guidance materials, procedures and tools to make informed risk-based decisions.

During 2017–18, there were 224 new workplace injury claims compared to 247 in 2016–17. This represents a 9% reduction in claims.

The department provides an integrated hazard and incident reporting system that initiates hazard alerts to key stakeholders. All hazards, incidents and injuries are reviewed and early intervention measures actioned in the recovery and return to work process, with the support of workplace managers and the affected employees.

During 2017–18, 95.11% of new claims had a return to work assessment within two business days, compared to 94.78% in 2016–17.

• delivery of a draft project plan
• development of a data tool to support analysis
• assessment of market development risk and opportunities
• assessment of industry and workforce impacts
• delivery of findings in a report.