2015 - 2016
Annual Report
Integrity
Respect
Accountability
Excellence
Learning
Government of Western Australia
Department of Corrective Services
Protect, Rehabilitate & Serve
Department
of Corrective
Services
Annual Report 2015-2016
ISSN 1836-6538 (Print) | 1836-6546 (Online)
The Department of Corrective Services (the Department) acknowledges the Traditional
Custodians of Western Australia and pays respect to their Elders, both past and present.
Accessibility Statement
This report can also be provided in other formats if requested, ensuring all readers can have
access to this information.
Material in this report is subject to copyright and should not be reproduced without the
consent of the Department. The information in this report is also presented online in an easy
reference and interactive PDF.
Contact
Department of Corrective Services Level 9, 141 St Georges Terrace PERTH WA 6000
Telephone: (08) 9264 1711
Fax: (08) 9485 0045
Email: [email protected]
© Department of Corrective Services 2016
2 | Department of Corrective Services Annual Report 2015 - 2016
Statement of
Compliance
To the Hon Joe M Francis MLA
Minister for Corrective Services:
Responsible Minister
In accordance with the Financial Management Act 2006, I hereby submit for your
information and presentation to Parliament, the Annual Report of the Department
of Corrective Services for the financial year ended 30 June 2016.
This report has been prepared in accordance with the provisions of the
Financial Management Act 2006.
James McMahon
Commissioner
Department of Corrective Services
Accountable Authority
September 2016
Department of Corrective Services Annual Report 2015 - 2016 | 3
Integrity
Respect
Accountability
Excellence
Learning
4 | Department of Corrective Services Annual Report 2015 - 2016
Contents
Statement of Compliance........................................................................................................ 3
Commissioner’s Summary....................................................................................................... 8
1.0 Overview...................................................................................................................................... 12
1.1 Strategic direction............................................................................................................12
1.2 Operational Structure....................................................................................................13
1.2.1 Enabling legislation.......................................................................................... 13
1.2.2 Administered legislation............................................................................... 13
1.2.3 New legislation.................................................................................................. 13
1.2.4 Organisational structure..............................................................................14
1.2.5 Internal Governance....................................................................................... 15
1.2.6 Facilities across the State............................................................................16
1.2.7 Offender profile................................................................................................ 17
1.2.7.1 Adults in prison................................................................................... 17
1.2.7.2 Adults in community corrections.............................................. 18
1.2.7.3 Young people in detention........................................................... 19
1.2.7.4 Young people in the community..............................................20
1.2.8 Finances............................................................................................................... 21
1.3 Performance Management Framework...............................................................22
1.3.1 Outcome Based Management Framework..........................................22
1.3.2 Changes to Outcome Based Management Framework...............22
1.3.3 Shared responsibilities with other agencies .....................................22
2.0 Agency Performance....................................................................................................... 23
2.1 Actual Results versus Budget Targets..................................................................23
2.1.1 Financial targets................................................................................................23
2.2 Security, Safety and Rehabilitation (SSSR)......................................................24
2.2.1Security of young people and adults in correctional
facilities and offenders on community based orders
and parole...........................................................................................................24
2.2.2 Safety of our people....................................................................................25
2.2.3 Safety of offenders.......................................................................................26
2.2.4 Rehabilitation.................................................................................................... 31
Department of Corrective Services Annual Report 2015 - 2016 | 5
2.3 Report on Operations..................................................................................................32
2.3.1 Our Focus...........................................................................................................32
2.3.1.1 Reconciliation Action Plan 2015–2018..................................... 33
2.3.1.2 Aboriginal Services......................................................................... 33
2.3.1.3 Banksia Hill Detention Centre
Transformation Project...............................................................34
2.3.1.4 Women’s Estate Reference Committee................................34
2.3.1.5 Women in Prison – Prisons Standard..................................... 35
2.3.1.6 Youth Justice Board....................................................................... 35
2.3.1.7 Support for victims of crime...................................................... 35
2.3.2 Our People........................................................................................................36
2.3.2.1 Frontline staff....................................................................................36
2.3.2.2 Recruitment campaigns (Project 260)................................ 37
2.3.2.3 Recruitment of Aboriginal employees................................. 37
2.3.2.4 Working with Diversity and Aboriginal
Cultural Awareness Training..................................................... 37
2.3.2.5 Leadership and learning culture.............................................38
2.3.2.6 Loss of Confidence........................................................................38
2.3.2.7 Staff awards......................................................................................38
2.3.2.8 Staff drug and alcohol testing.................................................39
2.3.3 Our Value...........................................................................................................39
2.3.3.1 Acacia renegotiations................................................................... 40
2.3.3.2 Establishment of standalone corporate services........... 40
2.3.3.3 Workers’ Compensation............................................................ 40
2.3.4 Our Challenges................................................................................................41
2.3.4.1 Prison population pressures........................................................ 41
2.3.4.2 Digital transformation.................................................................. 42
3.0 Disclosures and Legal Compliance.................................................................... 43
3.1 Financial Statements.................................................................................................... 44
3.1.1 Independent Auditor’s opinion................................................................. 44
3.1.2 Statement of Financials...............................................................................47
3.1.3 Statement of Comprehensive Income................................................. 48
3.1.4 Statement of Financial Position.............................................................. 49
3.1.5 Statement of Cash Flow............................................................................. 50
3.1.6 Statement of Changes in Equity.............................................................. 51
3.1.7 Schedule of Income and Expenses by Service.................................52
3.1.8 Schedule of assets and liabilities by service......................................53
3.1.9 Summary of consolidated account appropriations
and income estimates...................................................................................54
6 | Department of Corrective Services Annual Report 2015 - 2016
3.1.10 Index of notes to the financial statements.......................................55
3.1.11 Notes to the financial statements...........................................................56
3.2 Additional Key Performance
Indicator Information............................................................................................. 112
3.2.1 Department of Corrective Services Outcome..................................113
3.2.2 2015-2016 Audited Key Performance Indicators............................113
3.3 Ministerial Directives................................................................................................... 123
3.4 Other Financial Disclosures.................................................................................... 123
3.4.1 Pricing policies............................................................................................... 123
3.4.2 Employee profile.......................................................................................... 123
3.5 Governance Disclosures............................................................................................126
3.5.1 Contracts with senior officers................................................................. 126
3.6 Unauthorised Use of Credit Cards......................................................................126
3.7 Board and Committee Remuneration................................................................ 127
3.8 Other Legal Requirements......................................................................................129
3.8.1 Advertising expenditure............................................................................ 129
3.8.2 Disability Access and Inclusion Plan outcomes............................130
3.8.3 Compliance with public sector standards and ethical codes.132
3.8.4 Recordkeeping plans................................................................................. 132
3.9 Government Policy Requirements....................................................................... 133
3.9.1 Substantive equality ................................................................................... 133
3.9.2 Occupational safety, health and injury management................ 134
3.9.2.1 Commitment to Occupational Safety and
Health (OSH), and injury management............................. 134
3.9.2.2 Formal mechanism for consultation with
employees on occupational
safety and health matters........................................................ 134
3.9.2.3 Compliance with injury management
requirements of the Workers’ Compensation
and Injury Management Act 1981..........................................135
3.9.2.4 Assessment of the occupational safety and health
management system..................................................................136
3.9.3 Department’s Public Website................................................................ 136
3.9.4 Information Statement – Freedom of Information (FOI)..........137
3.9.4.1 Departmental publications .......................................................137
3.9.4.2Budget papers ..............................................................................137
3.9.4.3Administrative records ..............................................................137
3.9.4.4 Records about adults and young people in
contact with the justice system............................................ 138
4.0 Glossary................................................................................................................................... 140
Department of Corrective Services Annual Report 2015 - 2016 | 7
Commissioner’s
Summary
The Department’s Strategic Plan 2015-2018 was released early in 2015.
It is our road map to achieve our mission of a safer community. The Plan is made up of
eight broad strategic platforms divided into 20 deliverables and 75 projects.
During 2015-2016 we have made progress on all the strategic platforms and
deliverables. Eight of the 75 projects were completed, 36 are on schedule, 27
commenced and four delayed.
Those completed this financial year included:
• The development of a Reconciliation Action Plan focused on reducing over
representation of Aboriginal people in custody and increasing the percentage of
Aboriginal staff working at the Department.
• In August 2015 the Department became the first correctional jurisdiction in Australia to
introduce Loss of Confidence provisions for custodial officers.
• The development of a risk management and assurance framework that links with
and includes the Department’s strategic risk project and the development of a
Performance, Assurance, Risk and Audit Committee.
• The development of short, medium and long term options to address population
pressures in the women’s estate.
Right Structure, Right People, Trained Right
Early on in the process of implementing the Strategic Plan it was recognised that the
first step was to ensure our structure was right. And the first element we tackled was the
Department’s head office (located at Westralia Square (WSQ)). Ninety percent of staff at
WSQ are now placed into directorates with clear tasks and accountabilities.
For me, the most important aspect of this element of the reform has been creating a
structure which means we place the rehabilitation of offenders and young people at the
centre of what we do. The synergies of bringing together custody and community in the
Adult Justice and Youth Justice spaces have achieved this.
The restructure provides functional clarity and accountability for each branch in a
directorate, and identifies interfaces and interdependencies with branches and directorates
in other divisions.
8 | Department of Corrective Services Annual Report 2015 - 2016
Operational focus
The root and branch review and integration of the Department’s operations, policies,
processes and practices is a huge task made up of hundreds of procedures. Procedures
reviewed this year included:
• Inter-prison transfer of prisoners at risk of self-harm
• Tool security
• Key management
• Out of cell evening association.
At a broader level the Youth Justice Framework was released as was the Women in Prison
– Prisons Standard. Both are concrete and powerful symbols of where this Department is
moving. They are both based on end-to-end offender management.
Youth Justice Framework
The recent events in the Northern Territory have made our focus on young people all the
more important. The Youth Justice Framework and the ongoing transformation of Banksia
Hill Detention Centre underpin a move away from a custodial model of care for young
people to a more humane, trauma-informed and rehabilitation focus. We are now putting
young people at the centre of everything we do.
The Women in Prison – Prisons Standard
Women as a percentage of the prison muster are growing. The Women in Prison – Prisons
Standard, announced in April 2016, puts us at the forefront of management of women in the
custodial environment. The Standard is an aspirational document informed by advice from
the Department’s Women’s Estate Reference Committee (WERC) and consultation with
Aboriginal staff and prisoners to create a document that addresses the special issues that
managing women in a custodial environment present.
Risk management
In tandem with the review of processes and a focus on lessons learnt has been the
strengthening of our Performance Assurance and Risk Directorate. This Directorate delivers
an essential function for the Department by providing advice and tools for risk management,
assurance and audit across all our activities. In simple terms, we are building a culture
of checking, double checking and checking again. This extends beyond the prison to all
aspects of the Department, including financial risk management.
Department of Corrective Services Annual Report 2015 - 2016 | 9
Aboriginal Visitors Scheme
An important element of the Department’s RAP plan was the relaunch of the Aboriginal
Visitors Scheme (AVS) in response to the Premier’s commitment to reduce the
overrepresentation of Aboriginal people in custody and create safer custody environments.
Improvements include shared processes between the Department and WA Police to ensure
culturally appropriate support for individuals in custody, their families and advocates; a
dedicated 1800 number that operates 24 hours a day, seven days a week; and training for
AVS staff in mental health and gatekeeper suicide prevention awareness.
The scheme provides a new level of assurance that the most vulnerable in our care are heard
and there are culturally appropriate external avenues for help when help is necessary.
Leadership and culture
For any organisation to improve it is important that all in that organisation feel they have a
voice. This is a theme I have emphasised in leadership training sessions I began presenting
this year at the Department’s Training Academy.
These seminars have been reinforced by training sessions at all custodial facilities by senior
Department staff to ensure custodial staff are clear about the Department’s new direction
and the changes in decision making processes.
Engagement
A highlight of 2015-2016 has been the creation of new relationships with external
stakeholders which have helped form new policy and shape project management. The Youth
Justice Board has continued to work with the Youth Justice Services Division to introduce
new and innovative approaches, service providers and programs into the Department’s work
with young people, particularly Aboriginal young people.
The Women’s Estate Reference Committee, formed in June 2015, played a major role in the
development of both the physical infrastructure and tender for the management of the new
Women’s Remand and Reintegration Facility which will open in 2016.
Service delivery
Innovation in the delivery of services has been a highlight of this year.
Performance at the Department is about providing value for money for the community. It
can be measured in a variety of ways including recidivism rates. This was recognised by the
Economic Regulation Authority (ERA) Prison Inquiry Report released in November 2015.
“Improved rehabilitation of prisoners means they are less likely to come back into contact
with the justice and prison system, reducing the cost burden on taxpayers. Additionally,
rehabilitation reduces the social and financial costs on victims of crimes committed by
prisoners that have not been rehabilitated,” said ERA Chairman, Dr Stephen King.
The report called for competition in the provision of prison services to drive better
performance and innovation and recommended a commissioning model whereby prisons
and prison services can be delivered by a mix of public, private and not-for-profit providers.
This is exactly what the Department has done in framing the tender for the management
of the new Women’s Reintegration and Rehabilitation Facility, which will open in 2016. This
tender sought to, and was successful in, encouraging innovation. Another highlight was
10 | Department of Corrective Services Annual Report 2015 - 2016
the successful renegotiation of the contract to manage Acacia Prison (Acacia) with Serco
Australia Pty Ltd (Serco). The Department negotiated a price drop of eight percent from
$156 to $144 per prisoner per day, and the additional housing of 75 prisoners.
Infrastructure
The Department worked to optimise existing facilities including refurbishment of parts of
Bunbury Regional Prison and the addition of 75 beds created at Acacia under the new
contract with Serco.
Progress was made on the Women’s Remand and Reintegration Facility and Eastern
Goldfields Regional Prison (EGRP) projects. EGRP opened in August and the Women’s
Remand and Reintegration Facility will open late in 2016.
Technology
This year saw the beginning of the end of the decommissioning of services from the
Department of the Attorney General. The Department now has standalone HR and financial
management systems in addition to business intelligence and reporting capabilities.
In 2015-2016 we focused on stabilising the current IT environment in preparation to move
to Cloud technologies. In the near future we will embrace new technologies to improve
communication between facilities, particularly between facilities and our community
branches.
At another level, our reporting system has been updated which has and will enable us to
develop better evidence-based policies and procedures.
External scrutiny
The Department is one of, if not the most, heavily scrutinised corrective services
organisations in Australia. In addition to oversight by the Auditor General and the
Ombudsman, Western Australia is one of only two states that has an independent
government-funded body that scrutinises corrective services operations. In 2015-2016 the
Office of the Inspector of Custodial Services (OICS) released 10 reports ranging from reports
on individual facilities to commentary on trends in remand numbers. The reports consisted
of 101 recommendations, of which we supported 85, did not support 15 and judged that one
was not for the Department’s action.
The future
We have successfully managed a 13.97 percent increase in the prison population based on
census data as at 30 June 2016.
Our key statistics on security remained at historically low levels. This is due to the
dedication of all staff.
We will continue to focus on security, safety of staff and offenders and young people, and
rehabilitation.
We will continue to follow the road map laid out in our Strategic Plan. The foundations are
now in place. I look forward to seeing an increased pace of change as we move forward to
achieving our vision of being a world class corrective services organisation that is a place
where people want to work, continuously learns and innovates, and delivers results, value
and excellence in all of its activities.
Department of Corrective Services Annual Report 2015 - 2016 | 11
1.0 Overview
1.1 Strategic direction
The Department’s vision is to be a leading world class corrective services organisation that:
• delivers results, value and excellence in all of its activities
• continuously learns and innovates
• is a place where people want to work.
To achieve this vision, the Department works towards its mission to ensure a safer
community by focusing on:
• Security of detainees, prisoners and offenders
• Safety of our people
• Safety of detainees, prisoners and offenders
• Rehabilitation.
These four key priorities are identified in the Department’s Strategic Plan 2015-2018:
Creating Value Through Performance.
Collectively, these priorities are known as SSSR, which serves as a reference point for the
Department and provides a framework for the Department to report against its objectives.
“We make sure we are role models
for the prisoners, showing them
that we’re true to our word.”
Prateek
Prison Officer, Acting Business Manager and family man.
12 | Department of Corrective Services Annual Report 2015 - 2016
1.2 Operational Structure
1.2.1 Enabling legislation
The Department of Corrective Services was established under the provisions of the Public
Sector Management Act 1994. The Corrective Services Commissioner is responsible to the
Minister for Corrective Services for the management of the organisation.
1.2.2 Administered legislation
Legislation administered by the Department of Corrective Services:
• Court Security and Custodial Services Act 1999
• Dangerous Sexual Offenders Act 2006 (s 18, 19A, 19B, 19C, 21 and 32 and Pt 2
Divs 3 and 5 and Pt 5)
• Prisoners (International Transfer) Act 2000
• Prisoners (Interstate Transfer) Act 1983
• Prisons Act 1981
• Prisons (Prison Officers Drug and Alcohol Testing) Regulations 2016
• Sentence Administration Act 2003 (Pt 1, Pt 2 Div 2, Pt 5 Div 1-3, Pt 6, 7 and 8 and
Pt 10 [except sections 114 and 115 A])
• Sentence Administration (Interstate Transfer of Community Based Sentences)
Act 2009
• Sentencing Act 1995 (Pt 3A, 9, 10, 11 and 12, and Pt 18 Div 2, 3 and 4)
• Young Offenders Act 1994
• Young Offenders (Custodial Officers Drug and Alcohol Testing) Regulations 2016
1.2.3 New legislation
• Custodial Legislation (Officers Discipline) Amendment Act 2014 proclaimed on
21 August 2015.
• Prisons (Prison Officers Drug and Alcohol Testing) Regulations 2016 gazetted on
18 March 2016.
• Young Offenders (Custodial Officers Drug and Alcohol Testing) Regulations 2016
gazetted on 18 March 2016.
Department of Corrective Services Annual Report 2015 - 2016 | 13
1.2.4 Organisational structure
In 2015-16 the Department conducted an organisational structure review as part of its
reform initiatives.
The subsequent implementation phase resulted in the restructuring of 446 positions within
20 directorates, with increased clarity of roles and functions. The new structure will allow
increased flexibility for the Department’s future endeavours and will enable better delivery of
services to both internal and external stakeholders.
Commissioner
Office of Reform
•
•
•
•
•
Governance and Ministerial Coordination
Performance, Assurance and Risk
Strategic Communications
Change and Capability
Strategic Planning and Policy
Adult Justice Services
Adult Custodial Operations
•Population and Resource
Management
• Custodial Services
(Minimum Security &
Women)
• Custodial Services
(Maximum & Medium
Security)
• Prison Industries
Office of the Commissioner
Office of the Commissioner
• Secretarial Support
• Schedule Coordination
Youth Justice Services
Operational Services
Banksia Hill Detention Centre
Operating Standards
& Procedures
• Operating Standards
• Operating Procedures
• Monitoring and Compliance
• ACCESS
Community, Diversion and
Rehabilitation Services
• Youth Justice Community
Centres
• Youth Services
- Bail and Court Services
- Psychological Services
- Diversion and Rehabilitation
Planning
Rehabilitation and
Reintegration
• Integrated Individualised
Offender Management
- IIOM Planning
- IIOM Operating Standards
and Procedures
- IIOM Schedule Coordination
• Psychological Assessment,
Counselling and Support
• Education and Vocational
Training
• Offender Programs
• Sentence Management
Adult Community Corrections
• Community Services (South)
• Community Services (North)
• Community Offender
Monitoring Unit
• Adult Court Services
• Victim-offender Mediation
Figure 1: Organisational structure
as at 30 June 2016.
14 | Department of Corrective Services Annual Report 2015 - 2016
Security and Response
Services
• Coordination Centre
- Offender Movement
Coordination
- Response Coordination
• Special Operations Group
• Drug Detection
Intelligence Services
• Intelligence Collection
• Intelligence Analysis
• Intelligence Distribution
and Application
Investigation Services
• Misconduct Assessment
• Investigations
• Professional Conduct and
Review
Learning and Professional
Development
• Business Services
• Learning Support Services
• Professional Development
• Operational Training
Health Services
• Chief Medical Officer
• Chief Nursing Officer
• Youth Health
• Adult Primary Health
• Adult Acute Mental Health
and Addictions
Corporate Support
Financial Management
• Financial Governance
• Financial Accounting
• Management Accounting
Knowledge, Information
and Technology
• Legal and Legislative
Services
• Business Intelligence and
Reporting
• Business Solutions and
Governance
• Technology Systems
Infrastructure Services
• Infrastructure Planning and
Standards
• Infrastructure Maintenance
• Infrastructure Development
Procurement and
Contracted Services
• Commercial Contracts,
Procurement and
Administration
• Community Services
Contracts, Procurement
and Administration
• Private Prison Contracts
Management
• Prisoner Transport
and Custodial Services
Contracts Management
Human Resources
• Recruitment
• Employee Relations
• HR Planning
• Safety and Health
• Payroll and
Transactional HR
1.2.5 Internal Governance
The Department has established high level committees to support the Commissioner in
decision-making and governance arrangements across corrective services.
At the strategic level, the Department is led by the Corporate Executive (CorpEx), which
consists of the Commissioner, Executive Director Office of Reform; Deputy Commissioner
Adult Justice Services; Deputy Commissioner Youth Justice Services; Executive Director
Operational Services and Executive Director Corporate Support.
CorpEx is advised by a number of internal governance committees which include
the following:
• Executive Budget Committee
• Performance, Assurance, Risk and Audit Committee
• Corporate Executive Change Committee.
These Committees provide oversight of the Department’s legal, ethical and functional
responsibilities through adequate governance of policy development, resource strategies,
budget planning and audit management.
Deliverable-specific committees and working groups have been established to implement
specific initiatives or complex work that cuts across divisions, and to oversee policy areas
and projects identified as key risks to the Department.
Internal committees established for specific initiatives that were active in 2015-2016 include:
• Capability and Development Steering Committee
• Human Resources Committee
• Offender Management Committee
• Reconciliation Action Plan Committee
• Security and Intelligence Committee
• Service Optimisation Committee
• Youth Transformation and Optimisation Committee.
Internal committees are reviewed annually to ensure strategic focus, alignment and
integration with the Department’s vision, mission and strategic plan.
Department of Corrective Services Annual Report 2015 - 2016 | 15
1.2.6 Facilities across the State
The Department has legislative responsibility for the security of all adult prisoners and
young persons in detention regardless of whether they are being managed by the
Department directly or by private service providers under contract to the Department.
As at 30 June 2016, the Department managed:
• 6,328 prisoners at 14 public prisons, two private prisons and five work camps
• 4,770 adults at 26 community corrections branches across WA
• 145 young people in detention
• 1024 young people at 28 Youth Justice Service branches across the State.
The Department’s facilities are located as far north as Wyndham and as far south as Albany.
include minimum, medium and maximum security facilities for men and women.
Banksia Hill Detention Centre is Western Australia’s only detention centre for offenders
n Centresmanaged under the Young Offenders Act 1994.
ty Corrections
Prisons
Wyndham
Services
ildings
Ku
West Kimbe
Broome
Wyndham
Joondalup
Mirrabooka
Mount Lawley
Joondalup
Perth
Karratha
Wooroloo
Warwick Bandyup
Midland
Yangebup
Kununurra
West Kimberley
South Hedland
Broome
Halls Creek
Roebourne
Fitzroy Crossing
Acacia
Newman
Belmont
Boronia
Warwick Bandyup
Fremantle Wooroloo
Maddington
Wandoo
Mirrabooka
Acacia
Hakea
Yangebup
Midland
Mount Lawley
Banksia Hill
Belmont
Perth
Fremantle
Wandoo
Halls Cre
Fitzroy Crossing
Karratha
South Hedland
Roebourne
Carnarvon
Newman
Meekatharra
Warburt
Boronia
Maddington
Casuarina
Rockingham
Hakea
Geraldton
Carnarvon
Meekatharra Greenough
Banksia Hill
Karnet
Northam
Casuarina
Rockingham
Geraldton
Mandurah
Karnet
Wheatbelt
Eastern Goldfields
Perth
Narrogin
GreenoughBunbury
Kalgoorlie
Katanning
Busselton
Esperance
Pardelup
Eastern Goldfields
Albany
Northam Wheatbelt
Walpole
Adult Community Corrections
Prisons
Mandurah
Kalgoorlie
Warburton
Work Camps
Perth
Adult Community Corrections
Youth Detention Centres
Prisons
Youth Justice Services
Work Camps
Head Office Buildings
Bunbury
Busselton
Pardelup
Walpole
Youth Detention Centres
Youth Justice Services
Narrogin
Katanning
Esperance
Albany
Head Office Buildings
Joondalup
Figure 2: Department facilities in Western Australia
Broome
Warwick Bandyup
Joondalup
Warwick Bandyup
Mirrabooka
Mount Lawley
Midland
Belmont
16 | Department of Corrective Services AnnualPerth
Report 2015 - 2016
Fremantle
Boronia
Wooroloo
Mirrabooka
Midland
Mount Lawley
Wooroloo
Belmont
Perth
Acacia
Boronia
Fremantle
Maddington
Wandoo
Yangebup
Hakea
Banksia Hill
Fitzr
Acacia
Karratha
South Hedland
Roebourne
Newman
Ca
1.2.7 Offender profile
1.2.7.1 Adults in prison
On an average day during 2015-2016, the Department managed 5,850 adult prisoners.
This was an increase of 8.3% compared to 2014-2015.
Table 1: Adult prisoners by location, gender, Aboriginality and security rating.
Daily Average Population1
Overall
2014-2015
5,401.6
2015- 2016
5,849.6
% Change
8.3%
Prison Location2
Metropolitan
3,987.9
4,332.0
8.6%
Regional
1,413.8
1,517.6
7.3%
4,885.7
5,301.3
8.5%
515.9
548.3
6.3%
Aboriginal
2,124.0
2,220.2
4.5%
Non-Aboriginal
3,277.6
3,629.4
10.7%
Maximum
1,097.5
1,462.7
33.3%
Medium
2,862.0
2,887.4
0.9%
Minimum
1,442.2
1,499.5
4.0%
Gender2
Male
Female
Aboriginality2
Personal Security Rating2
Note:
•
1
•
2
The Daily Average Population is the total of the daily population at the end
of each day in the period, divided by the number of days in the period.
May not total to overall Daily Average Population due to rounding.
Department of Corrective Services Annual Report 2015 - 2016 | 17
1.2.7.2 Adults in community corrections
On an average day during 2015-2016, the Department managed 4,579 adult offenders in the
community. This was an increase of 10.4% compared to 2014-2015.
Table 2: Adults in community corrections by gender, Aboriginality and order type.
Daily Average Population1
2014- 2015
2015-2016
% Change
4,145.6
4,578.5
10.4%
Male
3,186.6
3,557.5
11.6%
Female
959.0
1,021.0
6.5%
Aboriginal
1,352.4
1,415.8
4.7%
Non-Aboriginal
2,788.4
3,147.7
12.9%
324.0
420.1
29.7%
3,265.5
3,529.4
8.1%
Early Release Orders
563.5
676.2
20.0%
Work and Development Orders
106.4
115.2
8.3%
Overall
Gender2
Aboriginality3
Order Category4
Bail Order
Court Order
Note:
1 The
•
Daily Average Population is the total of the daily population at the end of each
day in the period, divided by the number of days in the period.
•
2
•
3 May
not total to Daily Average Population due to a small number of instances where
Aboriginality is not recorded.
•
4 May
May not total to overall Daily Average Population due to rounding.
not total to Daily Average Population as an individual could be counted in
multiple categories.
18 | Department of Corrective Services Annual Report 2015 - 2016
1.2.7.3 Young people in detention
On an average day during 2015-2016, the Department managed 133 young people in
detention. This was a decrease of 14.6% compared to 2014-2015.
Table 3: Young people in detention by legal status, gender, Aboriginality and
security rating.
Daily Average Population1
2014- 2015
2015-2016
% Change
156.2
133.4
-14.6%
Sentenced
93.9
78.9
-16.0%
Unsentenced
62.3
54.5
-12.5%
150.7
126.1
-16.3%
5.5
7.3
32.7%
Aboriginal
113.8
97.9
-14.0%
Non-Aboriginal
42.4
35.5
-16.3%
Maximum
127.7
112.9
-11.6%
Medium
27.5
16.6
-39.6%
Minimum
0.9
3.9
n/a*
Overall
Legal Status2
Gender2
Male
Female
Aboriginality2
Personal Security Rating2
Note:
1 The
•
Daily Average Population is the total of the daily population at the end of
each day in the period, divided by the number of days in the period.
•
2
May not total to overall Daily Average Population due to rounding.
“I can make sure that our people
are represented and that we treat
Aboriginal people in custody
with honour and dignity.”
Carol
Strategic Policy Cultural Advisor, mother, grandmother, golfer,
music-lover, cook and inspirer of young Aboriginal people.
Department of Corrective Services Annual Report 2015 - 2016 | 19
1.2.7.4 Young people in the community
On an average day during 2015-2016, the Department managed 1,031 young people in the
community. This was a decrease of 0.5% compared to 2014-2015.
Table 4: Young people in community by gender, Aboriginality and service category.
Daily Average Population1
2014- 2015
2015- 2016
% Change
1,035.8
1,030.6
-0.5%
Male
828.6
822.2
-0.8%
Female
206.0
208.2
1.1%
Aboriginal
625.1
612.3
-2.0%
Non-Aboriginal
398.2
391.0
-1.8%
584.3
525.7
-10.0%
Supervised Release Orders
51.6
54.7
6.0%
Juvenile Justice Teams
411.8
429.4
4.3%
Overall
Gender2
Aboriginality3
Order/Service Category4
Court Orders (incl. Bail)
Note:
1 The
•
Daily Average Population is the total of the daily population at the end of each
day in the period, divided by the number of days in the period.
•
2
•
3
May not total to Daily Average Population due to a small number of instances where
Aboriginality is not recorded.
•
4
May not total to overall Daily Average Population due to a small number of instances
where gender is not recorded.
May not total to Daily Average Population as an individual could be counted in
multiple categories.
20 | Department of Corrective Services Annual Report 2015 - 2016
1.2.8 Finances
The Department received funding of $889 million. The Department’s primary source of funds
to meet the cost of services is via parliamentary appropriation. In 2015–2016, $824 million was
provided from this source towards total costs with the remaining funds coming from Royalties
for Regions, recoups and own source revenue at the prisons.
The total cost of services for 2015-2016 was $907 million, which was $5 million lower than the
2014-2015 result ($912 million) mainly due to lower staffing costs and a reduction in Workers’
Compensation insurance premiums. Capital expenditure for 2015–2016 was $27.7 million.
Explanations of key variances between budget estimates and actual results are provided in
Note 43 to the financial statements.
Table 5: Financial overview
2015-2016
2014-2015
$ millions
$ millions
824
831
Other Government revenues
14
20
Royalties for Regions Funding
18
22
1
1
32
31
889
905
Adult Criminal Justice Services
804
806
Youth Criminal Justice Services
103
106
Total
907
912
Employee benefits expense
462
477
Supplies and services
304
285
Other expenses
76
95
Grants and subsidies
10
10
Depreciation
43
33
Accommodation
12
12
907
912
Income
Government appropriation
Commonwealth grants and contributions
Other revenue
Total
Activity Costs
Expenditure
Total
Department of Corrective Services Annual Report 2015 - 2016 | 21
1.3 Performance Management Framework
1.3.1 Outcome Based Management Framework
Under the Western Australian Government’s Outcome Based Management Framework, the
Department contributes to the Government’s goal towards Results-Based Service Delivery
by providing services as described below.
Table 6: Services provided by the Department to address the Government’s goal
towards results-based service delivery
Government goal
Results-Based
Service Delivery:
Greater focus on
achieving results in
key service areas
for the benefit of all
Western Australians.
Desired outcomes
Services provided
A safe, secure and decent
corrective service which
contributes to community
safety and reduces
offenders’ involvement in
the justice system.
1. Adult Corrective Services
Adults who offend are managed in
custody and in the community to
fulfil the orders of the courts and
releasing authorities.
Adults who offend participate in
remedial, educational, employment
and rehabilitative programs that
address their offending behaviour.
2. Youth Justice Services
Young people who offend are
managed in detention and in the
community to fulfil the orders of the
courts and through diversion from
court programs.
Young people who offend participate
in remedial, educational and
rehabilitative programs that address
their offending behaviour.
1.3.2 Changes to Outcome Based Management Framework
The Department’s Outcome Based Management Framework did not change during
2015-2016.
1.3.3 Shared responsibilities with other agencies
The Department did not share responsibility for the delivery of services with other agencies
or departments in 2015-2016.
22 | Department of Corrective Services Annual Report 2015 - 2016
2.0 Agency
Performance
2.1 Actual Results versus Budget Targets
2.1.1 Financial targets
Table 7: Financial targets
The projected target of full time equivalent (FTE) staff was 4,346 and the actual FTE
was 4,239. This was a variance of -107 FTE.
2015-16 Target
$000
2015-16 Actual
$000
Variation
$000
Total cost of services (expense
limit) (sourced from Statement
of Comprehensive Income)
905,777
907,187
1,410
Net cost of services
(sourced from Statement of
Comprehensive Income)
875,364
875,343
(21)
Total equity (sourced from
Statement of Financial Position)
1,455,182
1,571,918
116,736
Net increase / (decrease) in cash
held (sourced from Statement of
Cash Flows)
1,440
(8,308)
(9,748)
For more information about Key Performance Indicators refer to Disclosures and
Legal Compliance.
Department of Corrective Services Annual Report 2015 - 2016 | 23
2.2 Security, Safety and Rehabilitation
(SSSR)
The Department’s focus on SSSR provides a framework to report against its strategic objectives.
2.2.1 Security of young people and adults in correctional facilities and offenders on
community based orders and parole
Maintaining the security of young people and adults in correctional facilities, and offenders
on community based orders and parole is a core focus for the Department. The Department
implements a range of security systems, drug detection programs, intelligence services, risk
management procedures and control strategies to maintain a secure environment and protect
the community.
Escapes
An escape is defined as when a young person or prisoner breaches physical security; flees
from an authorised escort; or flees from or leaves any facility, hospital or location where they
are lawfully meant to be.
The number of escapes is a key performance indicator for the Department. Details on 20152016 escapes are provided in Key Performance Indicators: Table 17 and Table 24.
Table 8: Number of escapes – 10 year trend
Adults (by security status)
Maximum
Medium
Minimum
Total
Young
People
2006-2007
3
2
21
26
0
2007-2008
8
2
18
28
1
2008-2009
0
0
11
11
0
2009-2010
0
0
3
3
0
2010-2011
0
0
10
10
1
2011-2012
1
0
6
7
0
2012-2013
1
2
7
10
2
2013-2014
4
5
6
15
0
2014-2015
0
1
8
9
0
2015-2016
1
2
8
11
0
Note: For more information on escapes refer to Key Performance Indicators in Disclosures
and Legal Compliance.
24 | Department of Corrective Services Annual Report 2015 - 2016
Managing Dangerous Sexual Offenders (DSO)
The Department’s mission is to ensure a safer community.
The Dangerous Sexual Offenders Act 2006 enables the Office of the Director of Public
Prosecutions to make an application to the Supreme Court for a Continuing Detention Order
or a Supervision Order. As at 30 June 2016 there were 46 Dangerous Sexual Offenders
managed by Adult Community Corrections. Of these, 19 were subject to a Supervision Order
in the community and were tracked using GPS technology. Dangerous Sexual Offenders are
collaboratively managed in the community by the Department and the WA Police Sexual
Offender Management Squad.
2.2.2 Safety of our people
The Department ensures the safety of our people by managing risk and adopting good
practices that contribute to a safer workplace. This includes meeting occupational safety,
health and injury management guidelines, and providing appropriate facilities, training and
support for staff.
Serious assaults on staff
In 2015-2016, the rate of serious assaults by adult prisoners against staff was 0.17 per 100
prisoners. The rate of assaults against staff was 1.33 per 100 prisoners.
Assaults are classified as serious where the victim is subjected to physical violence that
results in injuries requiring overnight hospitalisation or ongoing medical treatment. All sexual
assaults are considered serious assaults.
In 2015-2016 the total assault rate, per 100 prisoners, for both serious assaults and assaults
was 1.5 compared to 2.07 in 2014-2015.
Table 9: Serious assault / assault by adult prisoners on staff – rate per 100 prisoners
Serious assault
Assault
Total (Serious
assault +
Assault)
2011-2012
0.06
0.90
0.96
2012-2013
0.18
1.25
1.43
2013-2014
0.18
1.93
2.11
2014-2015
0.09
1.98
2.07
2015-2016
0.17
1.33
1.50
88.9%
-32.8%
-27.5%
Adults (by assault category)
Change from
previous year %
Note: Change from previous year % is the proportionate change from 2014-2015
to 2015-2016.
Department of Corrective Services Annual Report 2015 - 2016 | 25
Table 10: Serious assault / assault by young people in detention on staff – rate per
10,000 custody nights
Young People (by assault category)
Serious assault
Assault
Total (Serious
assault + Assault)*
2011-2012
0.1
4.1
4.3
2012-2013
0.2
0.5
0.6
2013-2014
0.5
3.2
3.7
2014-2015
0.4
1.8
2.1
2015-2016
0.6
3.3
3.9
50.0%
83.3%
85.7%
Change from
previous year %
Note: Change from previous year % is the proportionate change from 2014-2015 to 2015-2016.
*May not total to overall total due to rounding.
2.2.3 Safety of offenders
Ensuring the safety of offenders in the community and in the Department’s facilities is
essential to creating an environment conducive to rehabilitation. The Department ensures
compliance with operating standards and procedures, providing quality health care services
and reducing drug-related harm.
Assaults on offenders
Assaults are classified as serious where the victim is subjected to physical violence that
results in injuries requiring overnight hospitalisation or ongoing medical treatment. All sexual
assaults are considered serious assaults.
In 2015-2016, the rate of serious assaults against prisoners was 0.84 per 100 prisoners. The
rate of assaults against prisoners was 3.68 per 100 prisoners.
For both serious assaults and assaults the rate per 100 prisoners for 2015-2016 was 4.51
compared to 6.02 in 2014-2015.
“I oversee operations in all the
Department’s adult prisons.
The way Prison Officers engage
with offenders is heartening.”
Steve
Assistant Commissioner Adult Custody Operations,
Photographer, opera-lover, theatre-goer and foodie.
26 | Department of Corrective Services Annual Report 2015 - 2016
Table 11: Serious assault / assault by adult prisoners on other prisoners –
rate per 100 prisoners
Adults (by assault category)
Serious assault
Assault
Total (Serious
assault + Assault)
2011-2012
0.33
5.76
6.09
2012-2013
0.36
5.94
6.30
2013-2014
0.30
7.48
7.77
2014-2015
0.59
5.42
6.02
2015-2016
0.84
3.68
4.51
42.4%
-32.1%
-25.1%
Change from
previous year %
Note:
• Change from previous year % is the proportionate change from 2014-2015 to 20152016.
• The Key Performance Indicator for serious assault is not comparable to this table
as it refers to serious assaults by prisoners on both prisoners and staff. For more
information see Disclosures and Legal Compliance.
Department of Corrective Services Annual Report 2015 - 2016 | 27
Table 12: Serious assault / assault by young people in detention on other young
people in detention – rate per 10,000 custody nights
Young People (by assault category)
Serious assault
Assault
Total (Serious
assault + Assault)
2011-2012
1.0
55.0
56.0
2012-2013
0.3
27.3
27.6
2013-2014
0.2
24.1
24.3
2014-2015
1.2
10.2
11.4
2015-2016
0.0
6.8
6.8
-100%
-33.3%
-40.4%
Change from
previous year %
Note: Change from previous year % is the proportionate change from 2014-2015 to 2015-2016.
Health services provision
The Department provides health care based upon need and at a standard equal to the
care provided by the public health system of Western Australia. Health Centres are situated
in each of the Department’s 14 public adult prisons and Banksia Hill Detention Centre. In
2015-2016, 11,817 patients received health care in prison or detention, including 10,795 adult
prisoners (91.4%) and 1,022 young people in detention (8.6%).
Specialist medical care and referred tertiary care is provided as required in conjunction with
the Department of Health. This includes in prison psychiatric mental health care services.
28 | Department of Corrective Services Annual Report 2015 - 2016
Table 13: Provision of health services for offenders in prison and young people
in detention
Number of patients receiving health care
Adults
Young people
Total
2013-2014
9,374
857
10,231
2014-2015
10,126
817
10,943
2015-2016
10,795
1,022
11,817
Change from
previous year %
6.6%
25.1%
8.0%
Number of entry health assessments provided (receivals to prison and detention)
Adults
Young people
Total
2013-2014
9,567
1,344
10,911
2014-2015
8,034
1,404
9,438
2015-2016
9,273
1,601
10,874
Change from
previous year %
15.4%
14.0%
15.2%
• For 2013-2014, changes were made to the reporting methodology and data capture
procedures for patients receiving health care.
• Change from previous year % is the proportionate change from 2014-2015 to
2015-2016.
“There are many opportunities for
offenders to gain maximum benefit
from their time in prison and go on
to lead productive lives.”
Michelle
Assistant Superintendent Offender Services,
mother, skier, four-wheel driver, fisher and cook.
Department of Corrective Services Annual Report 2015 - 2016 | 29
Deaths in custody
All deaths in custody, including those due to apparent natural causes are subject to internal
review and Coronial Inquest. The Department responds to internal review and Coronial
recommendations to mitigate or address identified risks and issues.
Table 14: Number of deaths in custody by cause of death
Number of deaths by apparent
UNNATURAL causes
Number of deaths by apparent
NATURAL causes
2011-2012
0
7
2012-2013
2
8
2013-2014
3
4
2014-2015
3
1
2015-2016
6
5
Note:
• A death by apparent unnatural causes is a death which the Coroner found was
caused by homicide, suicide, accidental cause or a drug overdose, or there is sufficient
evidence available to corrective services to suggest that the most likely cause of death
was homicide, suicide, accidental cause or a drug overdose.
• A death by apparent natural causes is a death which the Coroner found was caused
by natural causes, or there is sufficient evidence available to corrective services to
suggest that the most likely cause of death was a natural cause. The definitions are
consistent with national reporting requirements.
• The Coronial Inquest into the death of Baby Z was held in 2015-2016 with the findings
yet to be released by the Coroner. Whilst this death was not a death in custody by
definition, it is considered a death in the care of the Department due to Baby Z being
in the care of their mother whilst she was in custody at the time of Baby Z’s death.
In 2015-2016 the Coroner released the findings for six inquests for deaths occurring in prior
years, with no adverse findings made in relation to the Department.
30 | Department of Corrective Services Annual Report 2015 - 2016
2.2.4 Rehabilitation
Rehabilitation of young people and adults in correctional facilities, and offenders on
community-based orders and parole begins at the time sentencing starts and continues until
the individual successfully reintegrates into society.
Rehabilitation of young people and adult offenders through the provision of counselling,
education and training is a key component to reducing re-offending and improving
community safety.
Re-offending
In 2015-2016, the rate of adults returning to prison within two years of being released was
38.09%. The rate of adults returning to Corrective Services1 after being released from prison
was 45.66%.
Table 15: Adult rates of return from prison to prison and prison to Corrective Services
Adults rates of return
Prison back to prison
Prison back to Corrective
Services1
2011-2012
36.15%
44.22%
2012-2013
36.32%
43.15%
2013-2014
38.95%
45.11%
2014-2015
36.20%
42.67%
2015-2016
38.09%
45.66%
5.22%
6.93%
Change from
previous year %
Note:
•
1
Includes adults returning to either custody or community corrections after being
released from prison.
• Change from previous year % is the proportionate change from 2014-2015 to 2015-2016.
• The Department’s Key Performance Indicator for rate of return is a rate based
on prisoners who completed at least one prison program. See Key Performance
Indicators in Disclosures and Legal Compliance.
Department of Corrective Services Annual Report 2015 - 2016 | 31
2.3 Report on Operations
OurFocus OurPeople
OurValue OurChallenges
2.3.1 Our Focus
The Department’s mission to ensure a safer community is driven by its focus on security,
safety and rehabilitation. Aspiring to a culture of continuous improvement, the Department
has sought to identify where change is required and how to optimise resources in order to
achieve its mission.
Trends in the WA offender cohort, including a high rate of Aboriginal incarceration, an
increasing female custodial population and a need to improve outcomes for young people in
detention have driven the Department’s activities over the past year.
In response to these trends, the Department has focused on improving outcomes for
Aboriginal people in custody, who represent 39.3% of the prison population, despite making
up only 3.8% of WA’s total population .
Another focal point for the Department has been managing the needs of women in custody
who make up almost 10% of the prisoner population..
Aboriginal young people comprise approximately 73% of WA youth in detention despite
representing less than 7% of children 0-17 years of age . The Department has commenced
work to improve outcomes for young people in contact with the justice system by redesigning
services that place the young person at the centre of everything it does.
Key activities to address these areas of need in 2015-2016 have included development of the
Department’s inaugural Reconciliation Action Plan, launch of the Banksia Hill Detention Centre
Transformation Project and establishment of the Women’s Reference Committee.
In May 2015, the Department undertook an appraisal of all Adult Justice Services (AJS)
rehabilitation and reintegration services as part of a department wide reform program
and functional review. The intent of this review was to identify gaps in program delivery
and contractual agreements, and inform the commissioning of future rehabilitation and
reintegration programs.
The review process identified a number of inefficiencies in the delivery of services, including a
need to realign services to changing population needs and a lack of recent market testing.
In June 2015, the Department announced that it would design new program evaluation and
service delivery frameworks to provide the basis of engagement, design and procurement of
offender services going forward. This work forms part of the Department’s Individualised and
Integrated Offender Management (IIOM) approach which is a major platform of its three year
strategic plan.
As part of IIOM, the Department has developed a draft Service Delivery Framework that
identifies priority areas for procurement. This, once completed, will provide the overall
direction for the Department to meet the rehabilitation and reintegration needs of offenders
for the next three to five years.
1 Australian Bureau of Statistics, Census of Population and Housing, 2011.
2 Australian Bureau of Statistics 2013, Estimates of Aboriginal and Torres Strait Islander Australians, June 2011.
32 | Department of Corrective Services Annual Report 2015 - 2016
2.3.1.1 Reconciliation Action Plan 2015–2018
Western Australia has the highest rate of Aboriginal incarceration in the country, with
approximately 40% of adult prisoners and three quarters of young people in custody being
Aboriginal.
The Department’s first Reconciliation Action Plan (RAP) was launched in December 2015
as an integral part of the Strategic Plan. The RAP commits the Department to delivering a
range of initiatives targeted at improving outcomes for Aboriginal people in the care of the
Department between 2016 and 2018. By working collaboratively with Aboriginal people in
developing culturally competent services and initiatives, the RAP aims to significantly reduce
the rate of recidivism. The Plan is overseen by the RAP Committee, which is chaired by the
Commissioner and comprises Aboriginal and non-Aboriginal employees from a range of
business areas and levels across the Department.
The Department identified the following three initial priorities for implementation during
2015-2016:
• Developing an Aboriginal Recruitment Strategy to achieve 7.25% Aboriginal
employment in the Department by 2018
• Increasing the cultural competence of employees through appropriate and relevant
cultural competency training
• Establishing Aboriginal Services Committees in each facility and community office.
This will provide a focus on the appropriate management and delivery of services
to Aboriginal people in custody. This is reflected in Superintendents’ performance
assessment agreements and will be progressed in 2016-2017.
2.3.1.2 Aboriginal Services
Aboriginal Visitors Scheme (AVS)
The Department’s Aboriginal Visitors Scheme (AVS) provides a confidential, culturallyappropriate support and counselling service to Aboriginal people in custody with police, in
court or prison. AVS aims to reduce self-harm and/or suicide in custody, improve conditions
and provide a conduit for family members and the Aboriginal community to check on the
well-being of people in custody.
Department of Corrective Services Annual Report 2015 - 2016 | 33
2.3.1.3 Banksia Hill Detention Centre Transformation Project
Banksia Hill Detention Centre (Banksia Hill) is Western Australia’s sole facility for the
detention of young people aged 10–17 years.
The Department has implemented a project to transform Banksia Hill aligning with
the Young Offenders Act 1994, the Department’s Strategic Plan and the Youth Justice
Framework. The Framework identifies priorities including addressing the over-representation
of Aboriginal young people in the justice system.
The transformation focuses on the implementation of a new operating model that ensures
that young people are ‘at the centre of everything we do’ and transitions operations from
a traditional custodial approach to a rehabilitative model. New ways of working, that follow
an evidence-based approach, to the care, nurture and support of young people in the
Department’s care include:
• A focus on the best interest of the young person and their family
• Individualised through care and case coordination that recognises vulnerability,
developmental levels, gender and cultural and religious beliefs and practices
• An understanding that many young people in the justice system have experienced
multiple traumas and that rehabilitation and care should address the causes and
symptoms of such trauma.
The transformation includes more opportunities for young people to engage in varied,
structured activities during the day. These include education, programs that support
rehabilitation, as well as recreational activities.
2.3.1.4 Women’s Estate Reference Committee
Women now comprise almost 10% of WA’s total prison population, with women on remand
being one of the fastest growing cohorts. The Women’s Estate Reference Committee
was established in June 2015 to provide advice and input into initiatives concerning the
Department’s women’s estate in response to the rising number of women in WA prisons.
The Committee comprises groups and individuals external to the Department with expertise
in a range of fields including the legal profession, academia, Aboriginal organisations,
parenting services and commerce. The Committee meets quarterly and during 2015-2016
advised on the new Women’s Remand and Reintegration Facility, the progress of the
Inspector of Custodial Services’ recommendations pertaining to Bandyup Women’s Prison
and the development of the Women in Prison – Prisons Standard.
34 | Department of Corrective Services Annual Report 2015 - 2016
2.3.1.5 Women in Prison – Prisons Standard
Published in January 2016, the Women in Prison – Prisons Standard sets out aspirational
goals to support a best practice approach to the management of women in prison. Based
on national and international research, the Standard was developed in consultation with a
range of stakeholders including the Women’s Estate Reference Committee, divisional heads
and Superintendents.
The implementation will involve delivery of services which anticipate and accurately respond
to the specific needs of women and young females. Services outlined in the Standard
address the fact that women in custody have often experienced significant personal trauma.
The Standard is culturally sensitive to the high proportion of Aboriginal women in the justice
system. Implementation will also include provision of staff training and support to facilitate
the behavioural changes required for success.
2.3.1.6 Youth Justice Board
The Youth Justice Board has continued to provide the Commissioner with strategic and
operational advice, external expertise and independent input on youth justice matters.
Chaired by the Commissioner of Corrective Services, the Committee comprises groups
and individuals external to the Department with expertise in a range of fields including
Aboriginal mental health, Aboriginal affairs, drug research, commerce and children’s health.
The Youth Justice Innovation Fund (YJIF), managed by a subcommittee of the Board,
operates a $4 million fund, providing seed capital for innovative, community-based
programs to reduce the over-representation of Aboriginal youth in the criminal justice
system.
The total cost of the initiative in 2015-2016 was $1,639,748 across nine programs. The
programs included Moorditj Ngoorndiak; the Horsepower Program, providing job readiness
and placement options for Aboriginal youth; FASTRACK, providing coordinated Fetal
Alcohol Spectrum Disorders (FASD) diagnosis and treatment; and a court diversion program
operated by Aboriginal Legal Service of Western Australia (ALSWA), providing support for
young Aboriginal people engaging with the courts.
2.3.1.7 Support for victims of crime
A project has been initiated to improve the effectiveness and efficiency of support
provided to victims through the Victim-offender Mediation Unit (VMU) and the Victim
Notification Register.
The new service delivery model aims to improve the timeliness of contacting victims and
issuing of protective conditions while reducing administrative and processing timeframes.
In 2015-2016 this model was put into operation in one Adult Community Corrections Centre
to be progressively implemented across the state.
Department of Corrective Services Annual Report 2015 - 2016 | 35
2.3.2 Our People
In 2015-2016 the Department implemented an integrated organisational structure focusing
on recruitment, succession planning, retention, training and leadership development at
all levels. The new structure will enable more effective corporate governance and greater
collaboration between functions.
Continuing to embed a culture of leadership, collaboration and learning at all levels within
the organisation has been another area of strategic focus this year. The ‘Meet Our People’
campaign was launched to broaden the Department’s collective understanding of how
each individual plays a part in ensuring a safer community. The stories that formed part
of the campaign highlighted the diversity of people and roles within the Department and
emphasised the importance of collaboration to achieve a common mission and vision.
In support of the Department’s values, the Operational Leadership course promoted
leadership development, collaboration, learning, innovation and continuous improvement as
integral components of a leading corrective services organisation. Between March and June,
127 operational staff attended the course.
The introduction of the Loss of Confidence provisions and drug and alcohol testing in 20152016 bring the Department in line with comparable agencies and reinforce its values of
integrity and accountability.
The Department embarked on a campaign to recruit 260 Prison Officers and 30 Special
Operations Group Officers in March 2016 to deliver a comprehensive and high calibre pool
of candidates in 2016-2017 which will enable it to meet both present and future needs with
maximum flexibility.
2.3.2.1 Frontline staff
The Corrective Services Academy delivered a number of training programs to equip
frontline recruits with a comprehensive set of essential skills and knowledge required
to perform their role and embark on a career with the Department. In 2015-2016 the
following courses were delivered:
• Entry Level Training Program (ELTP) - Prison Officer (x6)
• Entry Level Training Program (ELTP) - Youth Custodial Officer (x5)
• Correctional Officer Foundation Program - Youth Justice Officer (x1)
• Correctional Officer Foundation Program - Community Corrections Officer (x2).
36 | Department of Corrective Services Annual Report 2015 - 2016
2.3.2.2 Recruitment campaigns (Project 260)
In response to the growing numbers of adult prisoners, the Department ran two recruitment
campaigns in March 2016. Project 260 for Prison Officers and SOG recruitment for Special
Operations Group (SOG) Officers. Recruitment involved a rigorous screening process
including medical and fitness assessments, psychological screening, criminal history,
integrity and reference checks.
This increase in staff numbers will improve the conditions for our people to deliver and make
for a more agile workforce.
Over 3000 people registered their interest in becoming a Prison Officer, resulting in a
record 1903 applications being received for the role. Project 260 is expected to deliver
a comprehensive and high calibre pool of candidates in 2016-2017 which will allow the
Department to support our people and respond to community demands.
Over 700 people registered their interest in the role of SOG Officer, resulting in 526
applications received for the role, of which 20 were successful in being recommended to the
appointment pool. In 2016-1017 the Department will recruit approximately 30 SOG Officers.
2.3.2.3 Recruitment of Aboriginal employees
The Aboriginal employment rate fell from 5.2% in 2014-2015 to 4.5% in 2015-2016. Increasing
Aboriginal representation in the Department’s workforce is one of the three key priorities
identified in the RAP. The Department is actively working towards achieving 7.25%
Aboriginal representation in its workforce by December 2018.
Project 260 was promoted to potential Aboriginal employees via targeted channels
including the Aboriginal Employment Expo. The Department’s Aboriginal Traineeship
Program resulted in 12 trainees being employed during 2015-2016 and 11 trainees successfully
completing the Program.
2.3.2.4 Working with Diversity and Aboriginal Cultural Awareness Training
Working with Diversity and Aboriginal Cultural Awareness Training is delivered in
Departmental foundation programs, including the Entry Level Training Program (ELTP) and
the Correctional Officers Foundation Program. In regional WA, local providers of cultural
awareness training are sourced.
Aboriginal cultural awareness is understood by the Department as a starting point for
developing the cultural competence of staff with the aim of ensuring that they have the
necessary understanding and skills to work with the disproportionately high number of
Aboriginal people in the care of the Department, their families and communities. Cultural
competency is an essential precursor to achieving substantive equality outcomes in the
work of the Department.
The Department also actively encourages staff to participate in on-line cultural
awareness courses including those provided by Reconciliation Australia and the WA
Public Sector Commission.
Department of Corrective Services Annual Report 2015 - 2016 | 37
2.3.2.5 Leadership and learning culture
To achieve its vision to be a leading world-class corrective services organisation and its
mission to ensure a safer community, the Department endeavours to ‘live its values every
day’. In 2015-2016 an Operational Leadership Course was delivered to 127 operational staff.
The course aimed to strengthen leadership within the Department and foster a culture
of collaboration and learning. Fundamental to the cultural shift is the development of
leadership at all levels across the organisation and promotion of Departmental values, which
includes undertaking continuous improvement and development of skills and knowledge.
2.3.2.6 Loss of Confidence
In August 2015 the Department became the first correctional jurisdiction in Australia to
introduce Loss of Confidence provisions for custodial officers. Where the Commissioner
loses confidence in a custodial officer’s suitability to continue in that role, the Loss of
Confidence provisions give him the power to remove the officer.
When making this decision, the Commissioner will consider the custodial officer’s integrity,
honesty, competence, performance or conduct – particularly where any of these pose a
threat to the safety of colleagues and/or the safety and security of offenders.
The policy and procedures underpinning the removal process underwent extensive
consultation with internal and external stakeholders including relevant unions. Since its
introduction, no custodial officers have been subject to a loss of confidence process.
2.3.2.7 Staff awards
The Department’s Awards and Staff Recognition Strategy aims to improve staff retention,
morale and recruitment by rewarding staff performance and commitment and is
underpinned by the values outlined in the Department’s Strategic Plan.
The Department’s annual ‘Our People Awards’ are key to achieving the strategy’s objectives.
‘Our People Awards’ Staff Recognition 2016 acknowledged outstanding achievement and
leadership by individuals and teams working within the Department. Staff were invited
to nominate either an individual or a team who deserved recognition within one of the
following twelve categories:
• Security
• Working with Young People
• Safety of Our People
• Working with Offenders with
• Safety of Offenders
• Innovation
• Rehabilitation
• Working with Aboriginal People
Mental Health Issues
• Addressing Racial Discrimination
• Working with Female Offenders
• Staff Support
• Youth Justice Board.
A total of 98 nominations were received in April 2016, with 32 selected as finalists in May.
38 | Department of Corrective Services Annual Report 2015 - 2016
2.3.2.8 Staff drug and alcohol testing
The security and safety of people in custodial facilities is integral to establishing
environments conducive to rehabilitation. The Department has introduced drug and alcohol
testing to enhance its capability to achieve its mission to ensure a safer community. Drug
and alcohol testing applies to Prison Officers, Youth Custodial Officers and others with
custodial functions, including Investigations Services and Security and Response Services.
The Prisons (Prison Officers Drug and Alcohol Testing) Regulations 2016 and Young
Offenders (Custodial Officers Drug and Alcohol Testing) Regulations 2016 which
were gazetted on 18 March 2016 allow for similar standards of integrity, security and
corruption prevention as other justice agencies. This includes the WA Police, NSW
Corrective Services, the Department of Immigration and Border Protection (DIBP) and
the Australian Defence Force.
Since the first test on 6 May 2016, nine sites have been subject to random drug and alcohol
testing. This has included testing at five regional prisons, one privately managed prison and
a women’s prison. As at 30 June 2016, a total of 338 random drug or alcohol tests have been
completed with all tests returning a negative result.
2.3.3 Our Value
To become a leading world class corrective services organisation, the Department has
sought to improve performance across its functions to deliver results, value and excellence
and ultimately create better public value.
In 2015-2016, priority has been given to initiatives that maximise the effectiveness of
services, optimise infrastructure and offer innovative solutions to offender management and
community safety and security.
To support its drive to improve performance, the Department has introduced contestability
as a means of service provision to create greater transparency, accountability and value
for money. The Department aims to create incentives for providers to improve their
performance and innovate, enabling more effective management of contracts with
private providers.
A strong partnership with the not-for-profit sector is a key component in maximising
public value. The Department has worked closely with service providers in 2015-2016
towards realigning its service specifications to meet current needs, consistent with the
Delivering Community Services in Partnership Policy. An example of this is the Program
Delivery Framework for Youth Justice Services which was launched in late 2015 to guide the
Department’s procurement programs for young people and help to ensure quality service
delivery and value for money.
In May 2016, the Department gained full control of its Finance and HR services previously
provided through a shared service environment with the Department of the Attorney
General. The new arrangements will improve the Department’s financial and HR capabilities,
reporting and controls.
Department of Corrective Services Annual Report 2015 - 2016 | 39
2.3.3.1 Acacia renegotiations
In February 2016 the Department reached agreement with Serco on a five-year extension to
the Acacia Prison Services Arrangement.
The benefits realised as a result of the extension include contract savings of $33.2 million
over five years, with no change to current service specifications or standards. Features of
the contract include:
• Reduction in the contract cost per prisoner per day from $156 to approximately $144
• Installation of 75 additional beds
• Capital improvements for security and prisoner management
• Increase in Prison capacity to 1,470 prisoners
• Increase in abatement amounts in the event of an escape or other serious incident.
The additional beds will enable prisoners to be moved from higher cost beds elsewhere
in the estate, which is estimated to result in a further notional saving of $22 million over
five years.
2.3.3.2 Establishment of standalone corporate services
In November 2013, the Government approved a recommendation to disband the shared
corporate services delivered by the Department of the Attorney General (DotAG) under
the Service Level Agreement between the two departments. The Socrates Program
was established to decommission these arrangements and implement new systems and
processes to enable the Department to deliver standalone finance, human resource and
payroll, business intelligence and online information management functions. The Program
completed implementation in June 2016. The Program’s total expenditure for 2015-2016 was
approximately $9.7 million.
2.3.3.3 Workers’ Compensation
In 2014-2015 the Department’s workers’ compensation contribution had reached an eightyear high of approximately $34.8 million.
In 2015-2016, activities to strengthen the Department’s capability to address workers’
compensation included recruitment of injury management and occupational safety
consultants, establishment of a jobs bank, policy development, improved monitoring and
reporting, delivery of injury management services to staff, localised improvement plans
for custodial facilities, improved business practices and education for custodial facility
management teams across the State. This has resulted in a reduction in the contributions for
2015-2016 to $24.3 million.
The volume of active claims has reduced from 492 (valued at $38.7 million) in January 2016
to 440 (valued at $34.6 million) in May 2016. The average days lost across all active claims
has progressively reduced from 105 days in June 2015 to 90 days in May 2016.
The total cost of the Project in 2015-2016 was approximately $512,487.
40 | Department of Corrective Services Annual Report 2015 - 2016
2.3.4 Our Challenges
While the corrective services environment is complex by nature, the Department faced a
number of unique challenges in 2015-2016.
Compared to a 7.4% increase in 2014-2015, the adult prisoner population increased by
almost 8.3% in 2015-2016, including a 27.2% increase in the number of prisoners on remand.
The pressure on custodial operations has been exacerbated by the complexities of
managing a mixed cohort within a facility, with remand prisoners generally requiring more
intensive care than sentenced prisoners.
In addition to increasing costs, the increase in population has created additional challenges
for the Department such as meeting program and treatment requirements for offenders.
Ageing infrastructure and decommissioning the shared service arrangement with DotAG
has created a number of challenges for the Department in 2015-2016. In line with the State
Government’s Digital WA ICT Strategy, the Department was an early adopter of Software
as a Service (SaaS) solutions for its new standalone Finance and Human Resources
systems. Although these new service models will benefit the organisation, the Department
experienced a number of challenges associated with being one of Australia’s first government
departments to implement the cloud-based Oracle Fusion Financial Management Information
System (FMIS). With further decommissioning activity required to establish standalone ICT
infrastructure and support services this will continue to be an area of focus in the coming year.
2.3.4.1 Prison population pressures
The Department’s adult custodial facilities observed significant population growth in 20152016 with a daily average adult prisoner population of 5,850. This was an 8.3% increase on
the 2014-2015 daily average of 5402.
The Daily Average Prisoner Population (DAPP) funding adjustment allocated through the
the 2016-2017 Budget process (March 2016) and 2015-2016 supplementary funding process
(June 2016) resulted in an increase to the funded average for an additional 316 prisoners at a
total cost of $21.8 million for 2015-2016.
The Department’s progress in 2015-2016 has included:
• Creation of 75 additional beds at Acacia Prison
• Preparation for the new Eastern Goldfields Regional Prison which will deliver an
additional 246 beds
• Preparation for the new Women’s Remand and Reintegration Facility which will free
up additional capacity in other facilities
• Additional demountable facilities at Karnet Prison Farm
• Renewed focus on bail and surety processes
• Consideration of double-bunking options in some facilities
• Commencing staff recruitment in line with the planned additional capacity and
prisoner population growth
• Development of a custodial estate system-wide fill plan which takes into account the
latest Western Australian Prisoner Model (WAPM) projections to assist future planning.
Department of Corrective Services Annual Report 2015 - 2016 | 41
2.3.4.2 Digital transformation
A significant challenge for the Department has been management of the ageing
infrastructure that supports core offender systems while embracing the new opportunities
provided by Digital WA: Western Australian Government ICT Strategy 2016-2020.
In 2015-2016, the Department focused on stabilising the current IT environment and
commenced preparation to embrace SaaS and Cloud technologies.
In 2015-2016 the Department decommissioned the previous shared arrangement for the
delivery of its corporate services. This included implementing Oracle Fusion ERP Cloud
as the Department’s dedicated financial management and procurement system. The
Department also established its own instance of the Ascender Human Resource System
which is provided on a SaaS basis. Implementation of these solutions is consistent with
the principles of Digital WA and has resulted in the Department having full control,
accountability and oversight of its financial and human resources as well as providing the
best solution from an ICT total cost of ownership perspective.
“People are the backbone of the
agency. We invest in people who
contribute to security, safety
and rehabilitation.”
Jaz
Change and Capability Principal Project Officer, descendant of an Iban head-hunter,
tattoo-wearer, Dockers fan, husband and father of four.
42 | Department of Corrective Services Annual Report 2015 - 2016
3.0 Disclosures
and Legal
Compliance
Department of Corrective Services Annual Report 2015 - 2016 | 43
3.1 Financial Statements
3.1.1 Independent Auditor’s opinion
44 | Department of Corrective Services Annual Report 2015 - 2016
Department of Corrective Services Annual Report 2015 - 2016 | 45
46 | Department of Corrective Services Annual Report 2015 - 2016
3.1.2 Statement of Financials
Department of Corrective Services Annual Report 2015 - 2016 | 47
3.1.3 Statement of Comprehensive Income
For the year ended 30 June 2016
COST OF SERVICES
Note
2016
$000
2015
$000
Expenses
Employee benefits expenses
6
461,794
477,082
Supplies and services
7
303,678
284,675
Depreciation and amortisation expense
8
43,201
33,390
Finance costs
9
54
66
Accommodation expenses
10
11,872
12,163
Grants and subsidies
11
9,485
9,553
Loss on disposal of non-current assets
12
79
23
Other expenses
13
77,024
95,495
907,187
912,447
Total cost of services
Income
Revenue
User charges and fees
14
133
130
Commonwealth grants and contributions
15
428
501
Other revenue
16
31,283
30,932
Total Revenue
31,844
31,563
Total income other than income from State Government
31,844
31,563
875,343
880,884
826,330
831,478
Services received free of charge
14,347
19,372
Royalties for Regions Fund
18,041
22,292
Total income from State Government
858,718
873,142
DEFICIT FOR THE PERIOD
(16,625)
(7,742)
(44,529)
184,950
(44,529)
184,950
NET COST OF SERVICES
Income from State Government
17
Service appropriation
OTHER COMPREHENSIVE INCOME
Items not reclassified subsequently to profit or loss
Changes in asset revaluation surplus
Total other comprehensive income
TOTAL COMPREHENSIVE (LOSS) / INCOME FOR THE PERIOD
32
(61,154)
177,208
See also the ‘Schedule of Income and Expenses by Service’.
The Statement of Comprehensive Income should be read in conjunction with the accompanying notes.
48 | Department of Corrective Services Annual Report 2015 - 2016
3.1.4 Statement of Financial Position
As at 30 June 2016
ASSETS
Note
Current assets
Cash and cash equivalents
33
13,886
15,540
Restricted cash and cash equivalents
18
8,577
15,231
Receivables
19
6,098
5,713
Other current assets
20
120
1,258
Amounts receivable for services
21
9,602
9,216
Non-current assets classified as held for sale
23
1,200
-
Inventory
24
3,030
-
Biological assets
25
2,564
-
45,077
46,958
Total current assets
Non-current assets
Amounts receivable for services
21
135,885
107,689
Property, plant and equipment
22
1,552,534
1,602,806
Intangible assets
27
3,686
6,819
1,692,105
1,717,314
1,737,182
1,764,272
Total non-current assets
TOTAL ASSETS
LIABILITIES
Current liabilities
Payables
29
43,655
45,647
Borrowings
30
222
198
Provisions
31
102,338
98,147
146,215
143,992
Total current liabilities
Non-current liabilities
Borrowings
30
592
814
Provisions
31
18,457
19,561
19,049
20,375
165,264
164,367
1,571,918
1,599,905
1,085,240
1,062,881
Reserves
552,895
597,424
Accumulated deficit
(66,217)
(60,400)
1,571,918
1,599,905
Total non-current liabilities
TOTAL LIABILITIES
NET ASSETS
EQUITY
Contributed equity
TOTAL EQUITY
32
See also the ‘Schedule of Assets and Liabilities by Service’.
The Statement of Financial Position should be read in conjunction with the accompanying notes.
Department of Corrective Services Annual Report 2015 - 2016 | 49
3.1.5 Statement of Cash Flow
For the year ended 30 June 2016
2016
$000
2015
$000
788,532
798,554
22,156
18,199
9,216
11,830
18,041
22,292
837,945
850,875
(470,754)
(466,184)
(367,109)
(358,224)
(54)
(66)
(11,872)
(12,163)
(38,935)
(38,158)
(763)
(443)
34,508
31,633
47
62
768
448
38,136
38,067
(816,028)
(805,028)
(30,031)
(33,425)
4
1
(30,027)
(33,424)
Financial Lease Payments
(198)
(300)
Net cash used in financing activities
(198)
(300)
(8,308)
12,123
30,771
18,648
22,463
30,771
CASH FLOWS FROM STATE GOVERNMENT
Note
Service appropriation
Capital appropriations
Holding account drawdowns
Royalties for Regions Fund
Net cash provided by the State Government
Utilised as follows:
CASH FLOWS FROM OPERATING ACTIVITIES
Payments
Employee benefits
Supplies and services
Finance costs
Accommodation
GST payments on purchases
GST payments to taxation authority
Receipts
Sale of goods and services
Commonwealth grants and contributions
GST receipts on sales
GST receipts from taxation authority
Net cash used in operating activities
33(b)
CASH FLOWS FROM INVESTING ACTIVITIES
Payments
Purchase of non-current assets
Receipts
Proceeds from sale of non-current assets
Net cash used in investing activities
CASH FLOWS FROM FINANCING ACTIVITIES
Net decrease in cash and cash equivalents
Cash and cash equivalents at the beginning of the period
CASH AND CASH EQUIVALENTS AT THE END OF THE PERIOD
33(a)
The Statement of Cash Flows should be read in conjunction with the accompanying notes.
50 | Department of Corrective Services Annual Report 2015 - 2016
3.1.6 Statement of Changes in Equity
For the year ended 30 June 2016
Note
Balance at 1 July 2014
Accumulated
Reserves surplus/(deficit)
$000
$000
Contributed
equity
$000
Total
equity
$000
1,039,182
412,474
(52,658)
1,398,998
Deficit
-
-
(7,742)
(7,742)
Other comprehensive
income
-
184,950
-
184,950
Total comprehensive
income for the period
-
184,950
(7,742)
177,208
14,465
-
-
14,465
9,234
-
-
9,234
-
-
-
-
23,699
-
-
23,699
1,062,881
597,424
(60,400)
1,599,905
1,062,881
597,424
(60,400)
1,599905
Deficit
-
-
(16,625)
(16,625)
Other comprehensive
income
-
(44,529)
-
(44,529)
Changes in
accounting policy
-
-
5,571
5,571
Recognition of
property, plant
and equipment not
previously recognised
-
-
5,237
5,237
Total comprehensive
income for the period
-
(44,529)
(5,817)
(50,346)
22,156
-
-
22,156
203
-
-
203
-
-
-
-
22,359
-
-
22,359
1,085,240
552,895
(66,217)
Transactions with owners in their capacity as owners:
Capital appropriations
Other contributions
by owners
Distributions to owners
Total
Balance at
30 June 2015
32
Balance at 1 July 2015
Transaction with owners in their capacity as owners:
Capital appropriations
Other contributions
by owners
Distributions to owners
Total
Balance as at
30 June 2016
32
1,571,918
The Statement of Changes in Equity should be read in conjunction with the accompanying notes.
Department of Corrective Services Annual Report 2015 - 2016 | 51
3.1.7 Schedule of Income and Expenses by Service
For the year ended 30 June 2016
COST OF
SERVICES
Expenses
Employee benefits
expense
Supplies and
services
Depreciation
and amortisation
expense
Finance costs
Accommodation
expenses
Grants and
subsidies
Loss on disposal of
non-current assets
Other expenses
Total cost of
services
Income
User charges
and fees
Commonwealth
grants and
contributions
Other revenues
Total income other
than income from
State Government
NET COST OF
SERVICES
2016
Adult
Offender
Services
$000
2015
Adult
Offender
Services
$000
2016
Juvenile
Offender
Services
$000
2015
Juvenile
Offender
Services
$000
2016
Total
$000
2015
Total
$000
399,262
405,561
62,532
71,521
461,794
477,082
282,095
261,174
21,583
23,501
303,678
284,675
37,724
33,390
5,477
-
43,201
33,390
54
66
-
-
54
66
8,550
9,188
3,322
2,975
11,872
12,163
9,319
9,479
166
74
9,485
9,553
83
22
(4)
1
79
23
67,362
87,224
9,662
8,271
77,024
95,495
804,449
806,104
102,738
106,343
907,187
912,447
133
130
-
-
133
130
412
492
16
10
428
501
29,362
28,730
1,921
2,202
31,283
30,932
29,907
29,352
1,937
2,212
31,844
31,563
774,542
776,752
100,801
104,131
875,343
880,884
784,952
186,138
46,526
826,330
831,478
16,179
1,722
3,193
14,347
19,372
7,292
2,886
15,000
18,041
22,292
808,423
190,746
64,719
858,718
873,142
31,672
89,945
(39,412)
(16,625)
(7,742)
Income from State Government
Service
640,192
appropriation
Services received
12,625
free of charge
Royalties for
15,155
Regions Fund
Total income from
667,972
State Government
Surplus/(Deficit)
for the period
(106,570)
The Schedule of Income and Expenses by Service should be read in conjunction with the accompanying notes.
52 | Department of Corrective Services Annual Report 2015 - 2016
3.1.8 Schedule of assets and liabilities by service
For the year ended 30 June 2016
2016
Adult
Offender
Service
$000
2015
Adult
Offender
Services
$000
2016
Juvenile
Offender
Services
$000
2015
Juvenile
Offender
Services
$000
2016
Total
$000
2015
Total
$000
37,615
42,511
7,462
4,447
45,077
46,958
1,595,579
1,640,300
96,526
77,014
1,692,105
1,717,314
1,633,194
1,682,811
103,988
81,461
1,737,182
1,764,272
126,881
125,321
19,334
18,671
146,215
143,992
18,969
20,253
80
122
19,049
20,375
145,850
145,574
19,414
18,793
165,264
164,367
1,487,343
1,537,237
84,575
62,668
1,571,918
1,599,905
Assets
Current assets
Non-current
assets
Total assets
Liabilities
Current
Non-current
liabilities
Total liabilities
NET ASSETS
The Schedule of Assets and Liabilities by Service should be read in conjunction with the accompanying notes.
“Offenders learn they have the
ability to do something good.
That gives them the confidence
to turn their lives around.”
Jeffrey
Vocational Support Officer, husband, father, furniture-maker,
lawn-bowler and world cruiser.
Department of Corrective Services Annual Report 2015 - 2016 | 53
3.1.9 Summary of consolidated account appropriations and income estimates
For the year ended 30 June 2016
2016
Estimate
$000
2016
Actual
$000
Variation
$000
2016
Actual
$000
2015
Actual
$000
Variation
$000
Delivery of services
Item 94 net amount
appropriated to
deliver services
807,193
825,317
18,124
825,317
830,497
(5,180)
1,013
1,013
-
1,013
981
32
808,206
826,330
18,124
826,330
831,478
(5,148)
18,674
22,156
3,482
22,156
18,199
3,957
826,880
848,486
21,606
848,486
849,677
(1,191)
809,024
804,449
(4,575)
804,449
806,104
(1,655)
96,753
102,738
5,985
102,738
106,343
(3,605)
TOTAL COST OF
SERVICES
905,777
907,187
1,410
907,187
912,447
(5,260)
Total income other
than income from
State Government
(30,413)
(31,844)
(1,431)
(31,844)
(31,563)
(281)
Net cost of services
875,364
875,343
(21)
875,343
880,884
(5,541)
Adjustments
(67,158)
(49,013)
18,145
(49,013)
(49,406)
393
808,206
826,330
18,124
826,330
831,478
(5,148)
Amount Authorised
by Other Statutes
- Salaries and
Allowances Act 1975
Total appropriations
provided to deliver
services
Capital
Item 158 Capital
appropriations
GRAND TOTAL
Details of expenses by service
Adult Offender
Services
Offender Services
Total appropriations
provided to deliver
services
Capital expenditure
Purchase of non-current
assets
27,890
30,031
2,141
30,031
33,425
(3,394)
Adjustment for other
funding sources
(9,216)
(7,875)
1,341
(7,875)
(15,226)
7351
Capital appropriations
18,674
22,156
3,482
22,156
18,199
(10,745)
GRAND TOTAL
826,880
848,486
21,606
848,486
849,677
(1,191)
Note 43 ‘Explanatory statement’ provides details of any significant variations between estimates and actual
results for 2016 and between the actual results for 2015 and 2016.
54 | Department of Corrective Services Annual Report 2015 - 2016
3.1.10 Index of notes to the financial statements
For the year ended 30 June 2016
Note 1.
Note 2.
Note 3.
Australian Accounting Standards.................................................................56
Summary of significant accounting policies............................................56
Judgements made by management in applying
accounting policies..............................................................................................68
Note 4. Key sources of estimation uncertainty.......................................................68
Note 5. Disclosure of changes in accounting policy and estimates.............68
Note 6. Employee benefits expenses........................................................................... 74
Note 7.
Supplies and services.......................................................................................... 75
Note 8. Depreciation and amortisation expense.................................................... 75
Note 9. Finance costs.......................................................................................................... 75
Note 10. Accommodation expenses...............................................................................76
Note 11. Grants and subsidies...........................................................................................76
Note 12. Net loss on disposal of non-current assets..............................................76
Note 13. Other expenses...................................................................................................... 77
Note 14. User fees and charges .......................................................................................78
Note 15. Commonwealth grants and contributions................................................78
Note 16. Other revenue.........................................................................................................78
Note 17. Income from State Government....................................................................79
Note 18. Restricted cash and cash equivalents........................................................ 80
Note 19. Receivables............................................................................................................. 80
Note 20. Other assets..............................................................................................................81
Note 21. Amounts receivable for services (Holding account)............................81
Note 22. Property, plant and equipment......................................................................82
Note 23. Non-current assets classified as held for sale.........................................85
Note 24. Inventory...................................................................................................................85
Note 25. Biological assets....................................................................................................85
Note 26. Fair Value measurement....................................................................................86
Note 27. Intangible assets....................................................................................................89
Note 28. Impairment of assets...........................................................................................89
Note 29. Payables.................................................................................................................... 90
Note 30. Borrowings.............................................................................................................. 90
Note 31. Provisions...................................................................................................................91
Note 32. Equity..........................................................................................................................92
Note 33. Notes to the Statement of Cash Flows..................................................... 94
Note 34. Services provided free of charge..................................................................95
Note 35. Commitments.........................................................................................................95
Note 36. Contingent liabilities and contingent assets............................................97
Note 37. Remuneration of senior officers ...................................................................98
Note 38. Related and affiliated bodies...........................................................................99
Note 39. Remuneration of Auditor..................................................................................99
Note 40. Supplementary financial information..........................................................99
Note 41. Financial instruments....................................................................................... 100
Note 42. Events occurring after the end of the reporting period..................105
Note 43. Explanatory statement.....................................................................................105
Note 44. Trust accounts.........................................................................................................111
Note 45. Commonwealth Grant – Christmas and Cocos Island..........................111
Department of Corrective Services Annual Report 2015 - 2016 | 55
3.1.11 Notes to the financial statements
For the year ended 30 June 2016
Note.1 Australian Accounting Standards
General
The Department’s financial statements for the year ended 30 June 2016 have been prepared
in accordance with Australian Accounting Standards. The term ‘Australian Accounting
Standards’ includes Standards and Interpretations issued by the Australian Accounting
Standard Board (AASB).
The Department has adopted any applicable new and revised Australian Accounting
Standards from their operative dates.
Early adoption of standards
The Department cannot early adopt an Australian Accounting Standard unless specifically
permitted by Treasurer’s Instruction (TI) 1101 Application of Australian Accounting Standards
and Other Pronouncements. Partial exemption permitting early adoption of AASB 2015-7
Amendments to Australian Accounting Standards – Fair Value Disclosures of Not-for-Profit
Public Sector Entities has been granted. Aside from AASB 2015-7, there has been no early
adoption of any other Australian Accounting Standards that have been issued or amended
(but not operative) by the Department for the annual reporting period ended 30 June 2016.
Note 2. Summary of significant accounting policies
(a) General statement
The Department is a not-for-profit reporting entity that prepares general purpose
financial statements in accordance with Australian Accounting Standards, the Framework,
Statements of Accounting Concepts and other authoritative pronouncements of the AASB
as applied by the Treasurer’s instructions. Several of these are modified by the Treasurer’s
instructions to vary application, disclosure, format and wording.
The Financial Management Act 2006 and the Treasurer’s Instructions impose legislative
provisions that govern the preparation of financial statements and take precedence over
Australian Accounting Standards, the Framework, Statements of Accounting Concepts and
other authoritative pronouncements of the AASB.
Where modification is required and has a material or significant effect upon the reported
results, details of that modification and the resulting financial effect are disclosed in the
notes to the financial statements.
56 | Department of Corrective Services Annual Report 2015 - 2016
(b) Basis of preparation
The financial statements have been prepared on the accrual basis of accounting using
the historical cost convention, except for land and buildings which have been measured
at fair value.
The accounting policies adopted in the preparation of the financial statements have been
consistently applied throughout all periods presented unless otherwise stated.
The financial statements are presented in Australian dollars and all values are rounded to the
nearest thousand dollars ($000).
Note 3 ‘Judgements made by management in applying accounting policies’ discloses
judgements that have been made in the process of applying the Department’s accounting
policies resulting in the most significant effect on the amounts recognised in the financial
statements.
Note 4 ‘Key sources of estimation uncertainty’ discloses key assumptions made concerning
the future, and other key sources of estimation uncertainty at the end of the reporting
period, that have a significant risk of causing a material adjustment to the carrying amounts
of assets and liabilities within the next financial year.
(c) Reporting entity
The reporting entity comprises the Department and no other related bodies.
Mission
The Department’s mission is to ensure a safer community by focusing on:
• Security of detainees, prisoners and offenders
• Safety of our people
• Safety of detainees, prisoners and offenders
• Rehabilitation.
Services
The Department provides the following services:
• Juvenile Offender Services - an accessible and equitable juvenile offender
system which:
• Diverts young people at risk of offending
• Provides timely intervention and resolution of justice issues
• Ensures the statutory requirements of justice are met
• Contributes to reducing the rate of re-offending and detention.
• Adult Offender Services – an adult offender system that:
• Contributes to community confidence
• Provides timely offender services
• Ensures court sanctions are completed
• Contributes to reducing the rate of re-offending and imprisonment.
Department of Corrective Services Annual Report 2015 - 2016 | 57
(d) Contributed equity
AASB Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public Sector
Entities requires transfers in the nature of equity contributions, other than as a result of
a restructure of administrative arrangements, to be designated by the Government (the
owner) as contributions by owners (at the time of, or prior to transfer) before such transfers
can be recognised as equity contributions. Capital appropriations have been designated as
contributions by owners by TI 955 Contributions by Owners made to Wholly Owned Public
Sector Entities and have been credited directly to Contributed equity.
The transfer of net assets to/from other agencies, other than as a result of a restructure of
administrative arrangements, are designated as contributions by owners where the transfers
are non-discretionary and non-reciprocal.
(e) Income
Revenue recognition
Revenue is recognised and measured at the fair value of consideration received or
receivable. Revenue is recognised for the major business activities as follows:
Sale of Goods
Revenue is recognised from the sale of goods and disposal of other assets when the
significant risks and rewards of ownership control transfer to the purchaser and can be
measured reliably.
Provision of services
Revenue is recognised on delivery of the service to the client or by reference to the stage of
completion of the transaction.
Service appropriations
Service appropriations are recognised as revenues at fair value in the period in which the
Department gains control of the appropriated funds. The Department gains control of
appropriated funds at the time those funds are deposited to the bank account or credited
to the ‘Amounts receivable for services’ (holding account) held at Treasury. Refer to Note 17
‘Income from State Government’ for further commentary on service appropriations.
Net Appropriation Determination
The Treasurer may make a determination providing for prescribed receipts to be retained
for services under the control of the Department. In accordance with the determination
specified in the 2015-2016 Budget Statements, the Department retained $30.413 million in
2016 ($31.563 million in 2015) from the following:
• Proceeds from fees and charges
• Sale of goods
• Commonwealth contributions; and
• Other Departmental revenue.
58 | Department of Corrective Services Annual Report 2015 - 2016
Grants, donations, gifts and other non-reciprocal contributions
Revenue is recognised at fair value when the Department obtains control over the assets
comprising the contributions, usually when cash is received.
Other non-reciprocal contributions that are not contributions by owners are recognised
at their fair value. Contributions of services are only recognised when a fair value can be
reliably determined and the services would be purchased if not donated.
Royalties for Regions funds are recognised as revenue at fair value in the period in which the
Department obtains control over the funds. The Department obtains control of the funds at
the time the funds are deposited into the Department’s bank account.
Gains
Realised or unrealised gains are usually recognised on a net basis. These include gains
arising on the disposal of non-current assets and some revaluations of non-current assets.
(f) Borrowing costs
Borrowing costs are expensed when incurred.
(g) Property, plant and equipment
Capitalisation/expensing of assets
Items of property, plant and equipment costing $5,000 or more are recognised as assets
and the cost of utilising assets is expensed (depreciated) over their useful lives. Items of
property, plant and equipment costing less than $5,000 are immediately expensed direct
to the Statement of Comprehensive Income (other than where they form part of a group of
similar items which are significant in total).
Initial recognition and measurement
Property, plant and equipment are initially recognised at cost. For items of property, plant
and equipment acquired at no cost or for nominal cost, the cost is the fair value at the date
of acquisition.
“I’m helping to implement
new technology for an efficient
and modern workplace.”
Stephen
Financial Support Officer, family-man, cat-owner, Eagles fan and photographer.
Department of Corrective Services Annual Report 2015 - 2016 | 59
Subsequent measurement
Subsequent to initial recognition of an asset, the revaluation model is used for the
measurement of land, buildings and historical cost for all other property, plant and
equipment. Land and buildings are carried at fair value less accumulated depreciation
(buildings only) and accumulated impairment losses. All other items of property, plant and
equipment are stated at historical cost less accumulated depreciation and accumulated
impairment losses.
Where market-based evidence is available, the fair value of land and buildings is
determined on the basis of current market values determined by reference to recent market
transactions. When buildings are revalued by reference to recent market transactions, the
accumulated depreciation is eliminated against the gross carrying amount of the asset and
the net amount restated to the revalued amount.
In the absence of market-based evidence, fair value of land and buildings is determined
on the basis of existing use. This normally applies where buildings are specialised or where
land use is restricted. Fair value for existing use buildings is determined by reference to
the cost of replacing the remaining future economic benefits embodied in the asset, ie
the depreciated replacement cost. Where the fair value of buildings is determined on the
depreciated replacement cost basis, the gross carrying amount and the accumulated
depreciation are restated proportionately. Fair value for restricted use land is determined by
comparison with market evidence for land with similar approximate utility (high restricted
use land) or market value of comparable unrestricted land (low restricted use land).
Land and buildings are independently valued annually by the Western Australian Land
Information Authority (Valuation Services) and recognised annually to ensure that the
carrying amount does not differ materially from the asset’s fair value at the end of the
reporting period.
The most significant assumptions and judgements in estimating fair value are made in
assessing whether to apply the existing use basis to assets and in determining estimated
economic life. Professional judgement by the valuer is required where the evidence does not
provide a clear distinction between market type assets and existing use assets.
Derecognition
Upon disposal or derecognition of an item of property, plant and equipment, any revaluation
surplus relating to that asset is retained in the asset revaluation surplus.
Asset revaluation surplus
The asset revaluation surplus is used to record increments and decrements on the
revaluation of non-current assets as described in Note 22 ‘Property, plant and equipment’
and Note 32 ‘Equity’.
60 | Department of Corrective Services Annual Report 2015 - 2016
Depreciation
All non-current assets having a limited useful life are systematically depreciated over their
estimated useful lives in a manner that reflects the consumption of their future economic
benefits.
Depreciation is calculated using the straight line method, using rates which are reviewed
annually. Estimated useful lives for each class of depreciable asset are:
• Buildings
50 years
• Leasehold improvements
10 years
• Information technology systems
5 years
• Plant, equipment and vehicles
4 - 15 years
Building and information technology projects are reported as Works In Progress until
commissioned. Leasehold improvements are depreciated over the shorter of the lease term
or ten years. Land is not depreciated.
(h) Intangible assets
Capitalisation/expensing of assets
Acquisitions of intangible assets costing $5,000 or more and internally generated intangible
assets costing $50,000 or more are capitalised. The cost of utilising the assets is expensed
(amortised) over their useful lives. Costs incurred below these thresholds are immediately
expensed directly to the Statement of Comprehensive Income.
Intangible assets are initially recognised at cost. For assets acquired at no cost or for
nominal cost, the cost is their fair value at the date of acquisition.
The cost model is applied for subsequent measurement requiring the asset to be carried at
cost less any accumulated amortisation and accumulated impairment losses.
Amortisation for intangible assets with finite useful lives is calculated for the period of the
expected benefit (estimated useful lives) on the straight line basis using rates which are
reviewed annually. All intangible assets controlled by the Department have a finite useful life
and zero residual value.
The expected useful lives for each class of intangible asset are:
Software(a)
3 to 5 years
Website costs
3 to 5 years
(a)
Software that is not integral to the operation of any related hardware.
Computer software
Software that is an integral part of the related hardware is recognised as property, plant and
equipment. Software that is not an integral part of the related hardware is recognised as an
intangible asset. Software costing less than $5,000 is expensed in the year of acquisition.
Department of Corrective Services Annual Report 2015 - 2016 | 61
Website costs
Website costs are charged as expenses when they are incurred unless they relate to the
acquisition or development of an asset when they may be capitalised and amortised.
Generally, costs in relation to feasibility studies during the planning phase of a website, and
ongoing costs of maintenance during the operating phase are expensed. Costs incurred in
building or enhancing a website that can be reliably measured, are capitalised to the extent
that they represent probable future economic benefits.
(i) Impairment of assets
Property, plant and equipment and intangible assets are tested for any indication of
impairment at each reporting period. Where there is an indication of impairment, the
recoverable amount is estimated. Where the recoverable amount is less than the carrying
amount, the asset is considered impaired and is written down to the recoverable amount
and an impairment loss is recognised. Where an asset measured at cost is written down to
recoverable amount, an impairment loss is recognised in profit or loss. Where a previously
revalued asset is written down to recoverable amount, the loss is recognised as a revaluation
decrement in other comprehensive income. As the Department is a not-for-profit entity,
unless a specialised asset has been identified as a surplus asset, the recoverable amount is
the higher of an asset’s fair value less costs to sell and depreciated replacement cost.
The risk of impairment is generally limited to circumstances where an asset’s depreciation is
materially understated, where the replacement cost is falling or where there is a significant
change in useful life. Each relevant class of assets is reviewed annually to verify that the
accumulated depreciation/amortisation reflects the level of consumption or expiration
of asset’s future economic benefits and to evaluate any impairment risk from falling
replacement costs.
Intangible assets with an indefinite useful life and intangible assets not yet available for use
are tested for impairment at the end of each reporting period irrespective of whether there
is any indication of impairment.
The recoverable amount of assets identified as surplus assets is the higher of fair value less
costs to sell and the present value of future cash flows expected to be derived from the
asset. Surplus assets carried at fair value have no risk of material impairment where fair
value is determined by reference to market-based evidence. Where fair value is determined
by reference to depreciated replacement cost, surplus assets are at risk of impairment and
the recoverable amount is measured. Surplus assets at cost are tested for indications of
impairment at the end of each reporting period.
(j) Leases
Finance lease rights and obligations are initially recognised at the commencement of the
lease term as assets and liabilities equal in amount to the fair value of the leased item or,
if lower, the present value of the minimum lease payments, determined at the inception
of the lease. The assets are disclosed as plant, equipment and vehicles under lease, and
are depreciated over the period during which the Department is expected to benefit from
their use. Minimum lease payments are apportioned between the finance charge and the
reduction of the outstanding lease liability, according to the interest rate implicit in the lease.
The Department holds operating leases for various office buildings and vehicles. Operating
lease payments are expensed on a straight line basis over the lease term as this represents
the pattern of benefits derived from the leased properties.
62 | Department of Corrective Services Annual Report 2015 - 2016
(k) Financial instruments
In addition to cash, the Department has two categories of financial instrument:
• Loans and receivables
• Financial liabilities measured at amortised cost.
Financial instruments have been disaggregated into the following classes:
Financial Assets
• Cash and cash equivalents
• Restricted cash and cash equivalents
• Receivables
• Amounts receivable for services Financial Liabilities
• Payables
• Finance lease liabilities.
Initial recognition and measurement of financial instruments is at fair value which normally
equates to the transaction cost or the face value. Subsequent measurement is at amortised
cost using the effective interest method.
The fair value of short-term receivables and payables is the transaction cost or the face value
because there is no interest rate applicable and subsequent measurement is not required as
the effect of discounting is not material.
(l) Cash and cash equivalents
For the purpose of the Statement of Cash Flows, cash and cash equivalent (and restricted
cash and cash equivalent) assets comprise cash on hand and short-term deposits with
original maturities of three months or less that are readily convertible to a known amount of
cash and which are subject to insignificant risk of changes in value.
(m) Accrued salaries
Accrued salaries (see Note 29 ‘Payables’) represent the amount due to staff but unpaid at
the end of the financial year. Accrued salaries are settled within a fortnight of the financial
year end. The Department considers the carrying amount of accrued salaries to be
equivalent to its fair value.
Department of Corrective Services Annual Report 2015 - 2016 | 63
(n) Inventories
Inventories held for distribution are stated at cost, adjusted when applicable, for any loss
of service potential. A loss of service potential is identified and measured based on the
existence of a current replacement cost that is lower than the carrying amount.
Inventories (other than those held for distribution) are stated at the lower of cost and net
realisable value. Cost is calculated using the “first in first out” method. Net realisable value
is the estimated selling price in the ordinary course of business less the estimated costs of
completion and the estimated costs necessary to make the sale. The cost of inventories
acquired at no cost or for nominal consideration is the current replacement cost as at the
date of acquisition. Current replacement cost is the cost the agency would incur to acquire
the asset.
(o) Receivables
Receivables are recognised at original invoice amount less an allowance for any uncollectible
amounts (ie impairment). The collectability of receivables is reviewed on an ongoing basis
and any receivables identified as uncollectible are written-off against the allowance account.
The allowance for uncollectible amounts (doubtful debts) is raised when there is objective
evidence that the Department will not be able to collect the debts. The carrying amount is
equivalent to fair value as it is due for settlement within 30 days.
(p) Amounts receivable for services (holding account)
The Department receives funding on an accrual basis. The appropriations are paid partly in
cash and partly as an asset (holding account receivable). The accrued amount receivable is
accessible on the emergence of the cash funding requirement to cover leave entitlements
and asset replacement.
(q) Payables
Payables are recognised at the amounts payable when the Department becomes obliged to
make future payments as a result of a purchase of assets or services. The carrying amount is
equivalent to fair value, as they are generally settled within 30 days.
(r) Borrowings
All loans payable are initially recognised at cost, being the fair value of the net
proceeds received. Subsequent measurement is at amortised cost using the effective
interest rate method.
(s) Provisions
Provisions are liabilities of uncertain timing and amount and are recognised where there is a
present legal or constructive obligation as a result of a past event and when the outflow of
resources embodying economic benefits is probable and a reliable estimate can be made of
the amount of the obligation. Provisions are reviewed at the end of each reporting period.
Provisions - Employee Benefits
All annual leave and long service leave provisions are in respect of employees’ services up to
the end of the reporting period.
64 | Department of Corrective Services Annual Report 2015 - 2016
Annual Leave
Annual leave is not expected to be settled wholly within 12 months after the end of the
reporting period and is therefore considered to be ‘other long-term employee benefits’. The
annual leave liability is recognised and measured at the present value of amounts expected
to be paid when the liabilities are settled using the remuneration rate expected to apply at
the time of settlement.
When assessing expected future payments consideration is given to expected future
wage and salary levels including non-salary components such as employer superannuation
contributions, as well as the experience of employee departures and periods of service. The
expected future payments are discounted using market yields at the end of the reporting
period on national government bonds with terms to maturity that match, as closely as
possible, the estimated future cash outflows.
The provision for annual leave is classified as a current liability as the Department does not
have an unconditional right to the defer settlement of the liability for at least 12 months after
the end of the reporting period.
Long Service Leave
A liability for long service leave is recognised after an employee has completed four years of
service based on remuneration rates current as at the end of the reporting period.
An actuarial assessment of long service leave undertaken by Price Waterhouse Coopers
(PWC) Actuaries at 30 June 2016 determined that the liability measured using the
short-hand measurement technique above was not materially different from the liability
determined using the present value of expected future payments. This calculation is
consistent with the Department’s experience of employee retention and leave taken.
Unconditional long service leave provisions are classified as current liabilities as the
Department does not have an unconditional right to defer the settlement of the liability for
at least 12 months after the end of the reporting period. Pre-conditional and conditional
long service leave provisions are classified as non-current liabilities because the Department
has an unconditional right to defer the settlement of the liability until the employee has
completed the requisite of years of service.
Provisions - other
Employment on-costs
Employment on-costs, including workers’ compensation insurance, are not employee benefits
and are recognised separately as liabilities and expenses when the employment to which they
relate, has occurred. Employment on-costs are included as part of ‘Other expenses’ and are
not included as part of the Department’s ‘Employee benefits expense’. The related liability is
included in ‘Employment on-cost provision’. Refer to Note 31 ‘Provisions’.
Department of Corrective Services Annual Report 2015 - 2016 | 65
Superannuation
The Government Employees Superannuation Board (GESB) and other fund providers
administer public sector superannuation arrangements in Western Australia in accordance
with legislative requirements. Eligibility criteria for membership in particular schemes for
public sector employees vary according to commencement and implementation dates.
Eligible employees contribute to the Pension Scheme, a defined benefit pension scheme
closed to new members since 1987, or the Gold State Superannuation Scheme (GSS), a
defined benefit lump sum scheme closed to new members since 1995.
Employees commencing employment prior to 16 April 2007 who were not members of
either the Pension Scheme or the GSS became non contributory members of the West
State Superannuation Scheme (WSS). Employees commencing employment on or after 16
April 2007 became members of the GESB Super Scheme (GESBS). From 30 March 2012,
existing members of the WSS or GESBS and new employees have been able to choose their
preferred superannuation fund provider. The Department makes contributions to GESB
or other fund providers on behalf of employees in compliance with the Commonwealth
Government’s Superannuation Guarantee (Administration) Act 1992. Contributions to these
accumulation schemes extinguish the Department’s liability for superannuation charges in
respect of employees who are not members of the Pension Scheme or GSS.
The GSS Scheme is a defined benefit scheme for the purposes of employees and wholeof-government reporting. However, it is a defined contribution plan for agency purposes
because the concurrent contributions (defined contributions) made by the Department to
GESB extinguishes the agency’s obligations to the related superannuation liability.
The Department has no liabilities under the Pension Scheme or the GSS. The liabilities for
the unfunded Pension Scheme and the unfunded GSS transfer benefits attributable to
members who transferred from the Pension Scheme, are assumed by the Treasurer. All other
GSS obligations are funded by concurrent contributions made by the Department to the
GESB.
The GESB makes all benefit payments in respect of the Pension Scheme and GSS, and is
recouped from the Treasurer for the employer’s share.
(t) Superannuation expense
Superannuation expense is recognised in the profit or loss of the Statement of
Comprehensive Income and comprises employer contributions paid to the GSS (concurrent
contributions), the WSS, the GESBS, or other superannuation funds. The employer
contribution paid to the GESB in respect of the GSS is paid back into the Consolidated
Account by the GESB.
(u) Assets and services received free of charge or for nominal cost
Assets or services received free of charge or for nominal cost that the Department would
otherwise purchase if not donated, are recognised as income at the fair value of the assets
or services where they can be reliably measured. A corresponding expense is recognised for
services received. Receipts of assets are recognised in the Statement of Financial Position.
Assets or services received from other State Government agencies are separately disclosed
under Income from State Government in the Statement of Comprehensive Income.
66 | Department of Corrective Services Annual Report 2015 - 2016
(v) Biological assets
Livestock
Livestock are stated at fair value less estimated point-of-sale costs, with any resultant gain
or loss recognised in the profit or loss. Point-of-sale costs include all costs that would be
necessary to sell the assets. The fair value of livestock is determined based on market prices
of livestock of similar age, breed and generic merit.
Plantations
Immature plantations are stated at acquisition cost which includes costs incurred for field
preparation, planting, fertilising and maintenance and an allocation of other indirect costs
based on planted hectares.
Mature plantations are stated at fair value less estimated point-of-sale costs, with any
resultant gain or loss recognized in the profit or loss. The fair value of the mature plantations
is estimated by reference to the present value of expected net cash flows. The valuation is
determined using the market price, discount rates, annual rate of inflation and the estimated
yield of the fruits, net of maintenance and harvesting costs and any costs required to bring
the trees to maturity. The estimated yield of the trees is dependent on the age of the trees,
the location of the plantations, soil type and infrastructure. The market price of the produce
is largely dependent on the prevailing market prices of the produce after harvest.
The fruits growing on the fruit trees have been valued using an adjusted cost method, which
is the estimate of the yield and cost of the crop at harvest discounted for the remaining time
to harvest, which approximate fair value.
Refer to Note 25 ‘Biological Assets’.
(w) Comparative figures
Comparative figures are, where appropriate, reclassified to be comparable with the figures
presented in the current financial year.
(x) Non-current assets classified as held for sale
Non-current assets (or disposal groups) held for sale are recognised at the lower of carrying
amount and fair value less costs to sell, and are disclosed separately from other assets in
the Statement of Financial Position. Assets classified as held for sale are not depreciated
or amortised. All Crown land holdings are vested in the Department by the Government.
The Department of Lands (DoL) is the only agency with the power to sell Crown land. The
Department transfers the Crown land and any attached buildings to DoL when the land
becomes available for sale.
Department of Corrective Services Annual Report 2015 - 2016 | 67
Note 3. Judgements made by management in applying accounting policies
The preparation of financial statements requires management to make judgements
about the application of accounting policies that have a significant effect on the amounts
recognised in the financial statements. The Department evaluates these judgements
regularly.
Operating Lease Commitments
The Department has entered into a number of leases for buildings for branch office
accommodation. Some of these leases relate to buildings of a temporary nature and it has
been determined that the lessor retains substantially all the risks and rewards incidental to
ownership. Accordingly, these leases have been classified as operating leases.
Note 4. Key sources of estimation uncertainty
Key estimates and assumptions concerning the future are based on historical experience
and various other factors that have a significant risk of causing a material adjustment to the
carrying amount of assets and liabilities within the next financial year.
Long Service Leave
Several estimations and assumptions used in calculating the Department’s long service leave
provision include expected future salary rates, discount rates, employee retention rates and
expected future payments. Changes in these estimations and assumptions may impact on
the carrying amount of the long service leave provision.
Note 5. Disclosure of changes in accounting policy and estimates
Initial application of an Australian Accounting Standard
The Department has applied the following Australian Accounting Standards effective for
annual reporting periods beginning on or after 1 July 2015 that impacted on the Department.
AASB 2013-9
Amendments to Australian Accounting Standards - Conceptual Framework,
Materiality and Financial Instruments
Part C of this Standard defers the application of AASB 9 to 1 January 2017. The application
date of AASB 9 was subsequently deferred to 1 January 2018 by AASB 2014-1. The
Department has not yet determined the application or the potential impact of AASB 9.
AASB 2014-8
Amendments to Australian Accounting Standards arising from AASB 9 (December
2014) – Application of AASB 9 (December 2009) and AASB 9 (December 2010)
[AASB 9 (2009 and 2010)].
This Standard makes amendments to AASB 9 Financial Instruments (December 2009)
and AASB 9 Financial Instruments (December 2010), arising from the issuance of AASB
9 Financial Instruments in December 2014. The Department has not yet determined the
application or the potential impact of AASB 9.
68 | Department of Corrective Services Annual Report 2015 - 2016
AASB 2015-3
Amendments to Australian Accounting Standards arising from the Withdrawal of
AASB 1031 Materiality.
This Standard completes the withdrawal of references to AASB 1031 in all Australian
Accounting Standards and Interpretations, allowing that Standard to effectively be
withdrawn. There is no financial impact.
AASB 2015-7
Amendments to Australian Accounting Standards - Fair Value Disclosures of Not-forProfit Public Sector Entities [AASB 13].
This Standard relieves not-for-profit public sector entities from the reporting burden
associated with various disclosures required by AASB 13 for assets within the scope of
AASB 116 that are held primarily for their current service potential rather than to generate
future net cash inflows. It has no financial impact.
Voluntary changes in accounting policy
The Department changed its accounting policy with respect to biological assets - livestock
during 2016. In accordance with AASB 108 Accounting Policies, Changes in Accounting
Estimates and Errors, a change in accounting policy shall be applied retrospectively
except to the extent that it is impracticable to do so. It is impracticable for the Department
to perform stock takes at 30 June 2015, therefore, the Department has applied the
accounting policy regarding biological assets - livestock prospectively from the earliest date
practicable in the 2015-2016 financial year, with comprehensive stock takes at 30 June 2016.
Accordingly, biological assets - livestock was recognised for the first time at 30 June 2016.
The Department changed its accounting policy with respect to inventories during 2016.
In accordance with AASB 108 Accounting Policies, Changes in Accounting Estimates
and Errors, a change in accounting policy shall be applied retrospectively except to the
extent that it is impracticable to do so. It is impracticable for the Department to perform
stock takes at 30 June 2015, therefore, the Department has applied the accounting
policy regarding inventories – AASB 102 Inventories prospectively from the earliest date
practicable in the 2015-2016 financial year, with comprehensive stock takes at 30 June 2016.
Accordingly, inventories were recognised for the first time at 30 June 2016.
The Impact in the change of accounting policy is as follows
2016
$000
Recognition of biological assets
2,335
Recognition of inventory
3,030
Recognition of dogs
Impact on equity
206
5,571
Department of Corrective Services Annual Report 2015 - 2016 | 69
Future impact of Australian Accounting Standards not yet operative
The Department cannot early adopt an Australian Accounting Standard unless specifically
permitted by TI 1101 Application of Australian Accounting Standards and Other
Pronouncements. Consequently, the Department has not applied early any of the following
Australian Accounting Standards that have been issued that may impact the Department.
Where applicable, the Department plans to apply these Australian Accounting Standards
from their application date.
Operative
for
reporting
periods
beginning
on/after:
AASB
9
Financial Instruments
This Standard supersedes AASB 139 Financial Instruments:
Recognition and Measurement, introducing a number of changes
to accounting treatments. The mandatory application date of this
Standard is currently 1 January 2018 after being amended by AASB
2012-6, AASB 2013-9 and AASB 2014-1 Amendments to Australian
Accounting Standards. The Department has not yet determined the
application or the potential impact of the Standard.
1 Jan 2018
AASB
15
Revenue from Contracts with Customers
This Standard establishes the principles that the Department shall
apply to report useful information to users of financial statements
about the nature, amount, timing and uncertainty of revenue and
cash flows arising from a contract with a customer. The Department
has not yet determined the application or the potential impact of the
Standard.
1 Jan 2018
AASB
15
Leases
This Standard introduces a single lessee accounting model and
requires a lessee to recognise assets and liabilities for all leases with
a term of more than 12 months, unless the underlying asset is of low
value. The Department has not yet determined the application or the
potential impact of the Standard.
1 Jan 2019
AASB
1057
Application of Australian Accounting Standards
This Standard lists the application paragraphs for each other Standard
(and Interpretation), grouped where they are the same. There is no
financial impact.
1 Jan 2017
AASB
2010-7
Amendments to Australian Accounting Standards arising from AASB 9
(December 2010) [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 120, 121, 127,
128, 131, 132, 136, 137, 139, 1023 and 1038 and Int 2, 5, 10, 12, 19 and 127]
This Standard makes consequential amendments to other Australian
Accounting Standards and Interpretations as a result of issuing AASB
9 in December 2010. The mandatory application date of this Standard
has been amended by AASB 2012-6 and AASB 2014-1 to 1 January
2018. The Department has not yet determined the application or the
potential impact of the Standard.
1 Jan 2018
70 | Department of Corrective Services Annual Report 2015 - 2016
Operative
for
reporting
periods
beginning
on/after:
AASB
2014-1
Amendments to Australian Accounting Standards
Part E of this Standard makes amendments to AASB 9 and
consequential amendments to other Standards. It has not yet been
assessed by the Department to determine the application or potential
impact of the Standard.
1 Jan 2018
Amendments to Australian Accounting Standards — Accounting for
AASB
2014-3
Acquisitions of Interests in Joint Operations [AASB 1 and 11]
The Department establishes Joint Operations in pursuit of its
objectives and does not routinely acquire interests in Joint Operations.
Therefore, there is no financial impact on application of the Standard.
1 Jan 2016
AASB
2014-4
Amendments to Australian Accounting Standards — Clarification of
Acceptable Methods of Depreciation and Amortisation [AASB 116
and 138]
The adoption of this Standard has no financial impact for the Model
Department as depreciation and amortisation is not determined by
reference to revenue generation, but by reference to consumption of
future economic benefits.
1 Jan 2016
AASB
2014-5
Amendments to Australian Accounting Standards arising from
AASB 15
This Standard gives effect to the consequential amendments to
Australian Accounting Standards (including Interpretations) arising
from the issuance of AASB 15. The mandatory application date of this
Standard has been amended by AASB 2015-8 to 1 January 2018. The
Department has not yet determined the application or the potential
impact of the Standard.
1 Jan 2018
AASB
2014-6
Amendments to Australian Accounting Standards — Agriculture:
Bearer Plants [AASB 116]
This standard re-defined a bearer plant and required bearer plants
to be accounted for as property, plant and equipment within the
scope for AASB 116, instead of AASB 141. The Department has not yet
determined the application of the potential impact of the Standard.
1 July 2016
AASB
2014-7
Amendments to Australian Accounting Standards arising from
AASB 9 (December 2014)
This Standard gives effect to the consequential amendments to
Australian Accounting Standards (including Interpretations) arising
from the issuance of AASB 9 (December 2014). The Department has
not yet determined the application or the potential impact of the
Standard.
1 Jan 2018
Department of Corrective Services Annual Report 2015 - 2016 | 71
Operative
for
reporting
periods
beginning
on/after:
AASB
2014-8
Amendments to Australian Accounting Standards arising from
AASB 9 (December 2014) — Application of AASB 9 (December 2009)
and AASB 9 (December 2010) [AASB 9 (2009 and 2010)]
This Standard makes amendments to AASB 9 Financial Instruments
(December 2009) and AASB 9 Financial Instruments (December
2010), arising from the issuance of AASB 9 Financial Instruments
in December 2014. The Department has not yet determined the
application or the potential impact of the Standard.
1 Jan 2015
AASB
2014-9
AASB 2014-9 Amendments to Australian Accounting Standards —
Equity Method in Separate Financial Statements [AASB 1, 127 and 128]
This Standard amends AASB 127, and consequentially amends
AASB 1 and AASB 128, to allow entities to use the equity method
of accounting for investments in subsidiaries, joint ventures and
associates in their separate financial statements. The Department
has not yet determined the application or the potential impact of the
Standard.
1 Jan 2016
AASB
201410
Amendments to Australian Accounting Standards — Sale or
Contribution of Assets between an Investor and its Associate or
Joint Venture [AASB 10 and 128]
This Standard amends AASB 10 and AASB 128 to address an
inconsistency between the requirements in AASB 10 and those in
AASB 128 (August 2011), in dealing with the sale or contribution of
assets between an investor and its associate or joint venture. The
Department has not yet determined the application or the potential
impact of the Standard.
1 Jan 2016
AASB
2015-1
Amendments to Australian Accounting Standards — Annual
Improvements to Australian Accounting Standards 2012-2014 Cycle
[AASB 1, 2, 3, 5, 7, 11, 110, 119, 121, 133, 134, 137 and 140]
These amendments arise from the issuance of International Financial
Reporting Standard Annual Improvements to IFRSs 2012-2014 Cycle
in September 2014, and editorial corrections. The Department has
not yet determined the application or the potential impact of the
Standard.
1 Jan 2016
Amendments to Australian Accounting Standards — Disclosure
Initiative: Amendments to AASB 101 [AASB 7, 101, 134 and 1049]
AASB
2015-2
This Standard amends AASB 101 to provide clarification regarding
the disclosure requirements in AASB 101. Specifically, the Standard
proposes narrow-focus amendments to address some of the concerns
expressed about existing presentation and disclosure requirements
and to ensure entities are able to use judgement when applying a
Standard in determining what information to disclose in their financial
statements. There is no financial impact.
72 | Department of Corrective Services Annual Report 2015 - 2016
1 Jan 2016
Operative
for
reporting
periods
beginning
on/after:
AASB
2015-3
AASB
2015-6
Amendments to Australian Accounting Standards arising from the
Withdrawal of AASB 1031 Materiality
This Standard completes the withdrawal of references to AASB 1031 in
all Australian Accounting Standards and Interpretations, allowing that
Standard to effectively be withdrawn. There is no financial impact.
1 Jan 2015
Amendments to Australian Accounting Standards —
Extending Related Party Disclosures to Not-for-profit Public
Sector Entities [AASB 10, 124 and 1049]
he amendments extend the scope of AASB 124 to include application
by not-for-profit public sector entities. Implementation guidance
is included to assist application of the Standard by not-for-profit
public sector entities. The Department has not yet determined the
application of the Standard, though there is no financial impact.
1 Jul 2016
Amendments to Australian Accounting Standards —
Effective Date of AASB 15
AASB
2015-8
This Standard amends the mandatory effective date (application
date) of AASB 15 Revenue from Contracts with Customers so that
AASB 15 is required to be applied for annual reporting periods
beginning on or after 1 January 2018 instead of 1 January 2017. The
Department has not yet determined the application or the potential
impact of AASB 15.
1 Jan 2017
Amendments to Australian Accounting Standards —
Effective Date of Amendments to AASB 10 and 128
AASB
201510
This Standard defers the mandatory effective date (application date)
of amendments to AASB 10 and 128 that were originally made in
AASB 2014-10 so that the amendments are required to be applied
for annual reporting periods beginning on or after 1 January 2018
instead of 1 January 2016. The Department has not yet determined the
application or the potential impact of AASB 2014-10.
1 Jan 2016
Amendments to Australian Accounting Standards —
Disclosure Initiative: Amendments to AASB 107
AASB
2016-2
This Standard amends AASB 107 Statement of Cash Flows (August
2015) to require disclosures that enable users of financial statements
to evaluate changes in liabilities arising from financing activities,
including both changes arising from cash flows and non-cash
changes. There is no financial impact.
1 Jan 2017
Amendments to Australian Accounting Standards —
Clarifications to AASB 15
AASB
2016-3
This Standard clarifies identifying performance obligations, principal
versus agent considerations, timing of recognising revenue from
granting a licence, and, provides further transitional provisions to
AASB 15. The Department has not yet determined the application or
the potential impact.
1 Jan 2018
Department of Corrective Services Annual Report 2015 - 2016 | 73
Operative
for
reporting
periods
beginning
on/after:
Amendments to Australian Accounting Standards —
Recoverable Amount of Non-Cash-Generating Specialised Assets
of Not-for-Profit Entities
AASB
2016-4
TThis Standard clarifies that the recoverable amount of primarily
non-cash-generating assets of not-for-profit entities, which are
typically specialised in nature and held for continuing use of their
service capacity, is expected to be materially the same as fair value
determined under AASB 13 Fair Value Measurement. The Department
has not yet determined the application or the potential impact.
1 Jan 2017
Note 6. Employee benefits expenses
2016
$000
2015
$000
371,309
385,649
Superannuation - defined contribution plans (b)
39,253
38,674
Long service leave (c)
12,808
13,190
Annual leave (c)
38,424
39,569
461,794
477,082
Wages and salaries (a)
Total
(a) Includes
the value of the fringe benefit to the employee plus the fringe benefits tax
component, leave entitlements including superannuation contribution component.
(b)
Defined contribution plans include West State, Gold State, GESB and other eligible funds.
(c)
Includes a superannuation contribution component.
74 | Department of Corrective Services Annual Report 2015 - 2016
Note 7. Supplies and services
2016
$000
2015
$000
5,561
6,126
Electricity and water
10,725
10,206
Goods and supplies purchased
39,879
43,150
4,198
-
3,443
2,990
Services and contracts (including resources
received free of charge)
239,872
222,203
Total
303,678
284,675
Communications
Livestock purchases
Plant, equipment and vehicle operating lease
expenses
Note 8. Depreciation and amortisation expense
2016
$000
2015
$000
29,396
25,117
4,064
1,334
182
226
33,642
26,677
Leasehold improvements
3,545
2,511
IT systems
6,013
4,202
9,558
6,713
43,201
33,390
2016
$000
2015
$000
Finance lease charges
54
66
Total
54
66
Depreciation
Buildings
Plant, equipment and vehicles
Leased vehicles
Total depreciation
Amortisation
Total amortisation
Total depreciation and amortisation
Note 9. Finance costs
Department of Corrective Services Annual Report 2015 - 2016 | 75
Note 10. Accommodation expenses
2016
$000
2015
$000
Building rental operating lease expenses
11,872
12,163
Total
11,872
12,163
2016
$000
2015
$000
9,482
9,546
3
7
9,485
9,553
2016
$000
2015
$000
4
1
Plant, equipment and vehicles
(83)
(24)
Net loss
(79)
(23)
Note 11. Grants and subsidies
Offenders gratuities
Other grants and subsidies
Total
Note 12. Net loss on disposal of non-current assets
Proceeds from disposal of non-current assets
Plant, equipment and vehicles
Carrying amount of non-current assets disposed
76 | Department of Corrective Services Annual Report 2015 - 2016
Note 13. Other expenses
2016
$000
2015
$000
15,231
13,978
33
89
Plant, equipment and vehicle repairs and
maintenance
3,150
3,262
Vehicle hire, fuel, registration and management
fees
1,930
2,069
24,379
36,783
1,332
2,298
658
1,004
19,740
25,320
1,742
2,429
275
329
3,360
3,099
1,502
1,564
3,486
3,065
194
-
12
206
77,024
95,495
Building repairs and maintenance
Audit fees
Insurance
Staff clothing and uniforms
Staff training
Staff accommodation
Travel and accommodation
Other staff related costs
Municipal rates and charges
Freight and couriers
General other expenses
Doubtful debts
Bad debts written-off
Total
“Every prisoner is someone’s
family-member and it’s our job
to look after them and contribute
to their rehabilitation.”
Lara
Prison Officer, mother, surfer, gym-bunny and adventurer.
Department of Corrective Services Annual Report 2015 - 2016 | 77
Note 14. User fees and charges
2016
$000
2015
$000
Miscellaneous fees and charges
133
130
Total
133
130
2016
$000
2015
$000
47
501
Other
381
-
Total
428
501
Note 15. Commonwealth grants and contributions
Commonwealth recoup
Represents recurrent funding for the Indian Ocean Territories and an Indigenous Tutorial
Assistance Scheme from the Department of Training and Workforce Development.
Note 16. Other revenue
2016
$000
2015
$000
Sale of produce and goods
2,387
2,687
Canteen sales
11,820
11,584
523
-
Recoup of salaries and workers compensation
9,573
11,242
Recoup of telephone costs
3,765
3,863
Detainee recoups
1,476
-
Other miscellaneous revenue
1,739
1,556
31,283
30,932
Recoup of court security services
Total
78 | Department of Corrective Services Annual Report 2015 - 2016
Note 17. Income from State Government
2016
$000
2015
$000
826,330
831,478
826,330
831,478
Appropriations revenue received during the period:
Service appropriations (1)
Total
Services received free of charge from other State Government agencies during the period(2)
Department of Finance (Building Management and Works)
Provision of integrated procurement services
Government accommodation
Maintenance work
315
320
370
398
1,774
2,064
10,143
14,871
11
-
1
6
1,733
1,713
14,347
19,372
Department of the Attorney General
Provision of bureau and legal services
Department of Education
Provision of bureau and legal services
Department of Land Information
Valuation services, land registration and
information
Department of Health
Provision of medical, health and dental services
Total
(1)
Service appropriations fund the net cost of services delivered. Appropriation revenue
comprises a cash component and a receivable (asset). The receivable (holding account)
comprises the budgeted depreciation expense for the year and any agreed increase in
leave liability during the year.
(2) Where
assets or services have been received free of charge or for nominal consideration,
the Department recognises revenues equivalent to the fair value of the assets and/or the
fair value of those services that can be reliably determined and which would have been
purchased if not donated, and those fair values shall be recognised as assets or expenses,
as applicable.
Department of Corrective Services Annual Report 2015 - 2016 | 79
Royalties for Regions Fund (3)
2016
$000
2015
$000
18,041
22,292
18,041
22,292
2016
$000
2015
$000
-
13,437
Royalties for Regions (2)
8,577
1,794
Total
8,577
15,231
(3)
Regional Community Services Account
This is a sub-fund within the over-arching
‘Royalties for Regions Fund’. The recurrent
funds are committed to projects and programs
in WA regional areas.
Total
Note 18. Restricted cash and cash equivalents
Current
Accrued salaries suspense account (1)
(1)
Funds held in the suspense account for the purpose of meeting the 27th pay in a financial
year that occurs every 11 years. A 27th pay occurred on 30 June 2016.
(2) Unspent
funds are committed to projects and programs in WA regional areas.
Note 19. Receivables
2016
$000
2015
$000
Receivables
1,947
2,268
Allowance for impairment of receivables
(775)
(581)
GST receivable
4,358
3,565
568
461
6,098
5,713
Current
Accrued revenue
Total
Reconciliation of changes in the allowance for impairment of receivables:
2016
$000
2015
$000
Balance at start of period
(581)
(606)
Doubtful debts expense
(194)
-
-
25
(775)
(581)
Amounts written off during the period
Balance at end of period
The Department does not hold any collateral or other credit enhancements as security
for receivables.
80 | Department of Corrective Services Annual Report 2015 - 2016
Note 20. Other assets
2016
$000
2015
$000
Prepayments
120
1,258
Total
120
1,258
2016
$000
2015
$000
9,602
9,216
135,885
107,689
145,487
116,905
Current
Note 21. Amounts receivable for services (Holding account)
Current
Non-current
Total
Represents the non-cash component of service appropriations. It is restricted in that it can
only be used for asset replacement or payment of leave liability.
“Our work with young people
has a significant positive
flow-on effect for families and
the community as a whole.”
Jaide
Manager Regional Youth Justice Services and Metropolitan Youth Bail
Service, friend, animal-lover, avid reader, violinist and archer.
Department of Corrective Services Annual Report 2015 - 2016 | 81
Note 22. Property, plant and equipment
2016
$000
2015
$000
96,181
100,956
96,181
100,956
1,402,979
1,466,704
1,402,979
1,466,704
24,767
27,289
(15,052)
(15,014)
9,715
12,275
26,616
21,340
(16,396)
(13,442)
10,220
7,898
2,852
2,852
(2,268)
(2,086)
584
766
32,061
14,040
794
166
32,855
14,206
1,552,534
1,602,806
Land
At fair value (1)
Buildings
At fair value (1)
Leasehold improvements
At cost
Accumulated depreciation
Plant, equipment and vehicles
At cost
Accumulated depreciation
Leased vehicles
At cost
Accumulated depreciation
Work in progress
Buildings
IT systems
Total property, plant and equipment
(1)
Land and buildings were revalued as at 1 July 2015 by the Western Australian Land
Information Authority (Valuation Services). The valuations were performed during the
year ended 30 June 2016 and recognised at 30 June 2016. In undertaking the revaluation,
fair value was determined by reference to market values for land: $10,885,000
(2015: $9,730,000).
For the remaining balance, fair value of buildings was determined on the basis of
depreciated replacement cost and fair value of land was determined on the basis of
comparison with market evidence for land with low level utility (high restricted use land).
82 | Department of Corrective Services Annual Report 2015 - 2016
Reconciliations
Reconciliations of the carrying amounts of property, plant and equipment and vehicles at
the beginning and end of the reporting period are set out below.
2016
$000
2015
$000
100,956
99,861
Revaluation
(3,575)
1,095
Classified as held for sale
(1,200)
-
96,181
100,956
1,466,704
1,178,921
969
2,328
5,656
121,217
-
5,500
Revaluation
(40,954)
183,855
Depreciation
(29,396)
(25,117)
1,402,979
1,466,704
12,275
14,687
986
99
(3,545)
(2,511)
9,716
12,275
Land
Carrying amount at start of period
Carrying amount at end of period
Buildings
Carrying amount at start of period
Additions
Transfer from work in progress
Contribution by owner
Carrying amount at end of period
Leasehold improvements
Carrying amount at start of period
Transfer from work in progress
Depreciation
Carrying amount at end of period
Department of Corrective Services Annual Report 2015 - 2016 | 83
2016
$000
2015
$000
Carrying amount at start of period
7,898
8,305
Additions
6,506
918
Contribution by owner
203
-
Disposals
322
9
(4,064)
(1,334)
10,221
7,898
766
992
(182)
(226)
584
766
Carrying amount at start of period
14,206
108,672
Additions
28,170
29,994
Transfers to intangibles
(2,880)
-
Transfers to non-current assets
(6,642)
(124,460)
Carrying amount at end of period
32,854
14,206
1,602,806
1,411,438
Additions
35,644
33,240
Classified as held for sale
(1,200)
-
6,642
121,316
203
5,500
(44,530)
184,950
(322)
9
Depreciation
(37,187)
(29,188)
Transfers to intangibles
(2,880)
-
Transfer to non-current assets
(6,642)
(124,460)
1,554,534
1,602,806
Plant, equipment and vehicles
Depreciation
Carrying amount at end of period
Leased vehicles
Carrying amount at start of period
Depreciation
Carrying amount at end of period
Work in progress
Total
Carrying amount at start of period
Transfer from work in progress
Contribution by owner
Revaluation
Disposals
Carrying amount at end of period
Information on fair value measurement is provided in Note 26 ‘Fair value measurement’.
84 | Department of Corrective Services Annual Report 2015 - 2016
Note 23. Non-current assets classified as held for sale
2016
$000
2015
$000
Land
1,200
-
Total
1,200
-
Total assets classified as held for sale
This relates to the Riverbank site being put up for sale through the Government’s asset
sales program.
Note 24. Inventory
2016
$000
2015
$000
Inventories held for resale
890
-
Inventory - consumables
1,637
-
503
-
3,030
-
Inventory - agricultural produce
Total
Refer to Note 2 (n) ‘Inventories’ and Note 5 ‘Disclosure of changes in accounting policy
and estimates’.
Note 25. Biological assets
Livestock
Orchards and plantations
Total
2016
$000
2015
$000
2,167
-
397
-
2,564
-
Reconciliations of the fair value of biological assets at the beginning and end of the
reporting period are set out below.
2016
$000
2015
$000
-
-
Recognition of livestock, orchards and
plantations
2,564
-
Carrying amount at end of period
2,564
-
Biological assets
Carrying amount at start of period
Refer to Note 2 (v) ‘Biological assets’ and Note 5 ‘Disclosure of changes in accounting policy
and estimates’.
Department of Corrective Services Annual Report 2015 - 2016 | 85
Note 26. Fair Value measurement
Level 1
Level 2
Level 3
Fair value
at end of
period
$000
$000
$000
$000
Non-current assets classified as
held for sale (Note 23)
-
1,200
-
1,200
Land (Note 22)
-
9,685
86,496
96,181
Assets measured at fair value:
2016
Buildings (Note 22)
-
-
10,885
1,402,979
1,402,979
1,489,475
1,500,360
Level 1
Level 2
Level 3
Fair value
at end of
period
$000
$000
$000
$000
Non-current assets classified as
held for sale (Note 23)
-
-
-
-
Land (Note 22)
-
9,730
91,226
100,956
Buildings (Note 22)
-
-
1,466,704
1,466,704
-
9,730
1,557,930
1,567,660
Assets measured at fair value:
2015
There were no transfers between Levels 1, 2 or 3 during the current and previous periods.
86 | Department of Corrective Services Annual Report 2015 - 2016
Valuation techniques to derive Level 2 fair values
Level 2 fair values of Non-current assets held for sale, Land and Buildings (Office
Accommodation) are derived using the market approach. Market evidence of sales prices
of comparable land and buildings (office accommodation) in close proximity is used to
determine price per square metre.
Non-current assets held for sale have been written down to fair value less costs to sell.
Fair value has been determined by reference to market evidence of sales prices of
comparable assets.
Fair value measurements using significant
unobservable inputs (Level 3)
Land
Buildings
$000
$000
100,956
1,466,704
-
6,625
(3,575)
(40,954)
Disposals
-
-
Depreciation Expense
-
(29,396)
97,381
1,402,979
Land
Buildings
2015
$000
$000
Fair Value at start of period
99,861
1,178,921
-
129,045
1,095
183,855
Disposals
-
-
Depreciation Expense
-
(25,117)
100,956
1,466,704
2016
Fair Value at start of period
Additions
Revaluation increments/(decrements)
recognised in Other Comprehensive Income
Fair Value at end of period
Fair value measurements using significant
unobservable inputs (Level 3)
Additions
Revaluation increments/(decrements)
recognised in Other Comprehensive Income
Fair Value at end of period
Valuation processes
There were no changes in valuation techniques during the period. There were no transfers in
and out of a fair value level.
Transfers in and out of a fair value level are recognised on the date of the event or change
in circumstances that caused the transfer. Transfers are generally limited to assets newly
classified as non-current assets held for sale as Treasurer’s instructions require valuations of
land, buildings and infrastructure to be categorised within Level 3 where the valuations will
utilise significant Level 3 inputs on a recurring basis.
Department of Corrective Services Annual Report 2015 - 2016 | 87
Land (Level 3 fair values)
Fair value for restricted use land is based on comparison with market evidence for land with
low level utility (high restricted use land). The relevant comparators of land with low level
utility is selected by the Western Australian Land Information Authority (Valuation Services)
and represents the application of a significant Level 3 input in this valuation methodology.
The fair value measurement is sensitive to values of comparator land, with higher values of
comparator land correlating with higher estimated fair values of land.
Buildings and Infrastructure (Level 3 fair values)
Fair value for existing use specialised buildings and infrastructure assets is determined by
reference to the cost of replacing the remaining future economic benefits embodied in the
asset, ie the depreciated replacement cost. Depreciated replacement cost is the current
replacement cost of an asset less accumulated depreciation calculated on the basis of
such cost to reflect the already consumed or expired economic benefit, or obsolescence,
and optimisation (where applicable) of the asset. Current replacement cost is generally
determined by reference to the market observable replacement cost of a substitute asset of
comparable utility and the gross project size specifications.
Valuation using depreciation replacement cost utilises the significant Level 3 input,
consumed economic benefit/obsolescence of asset which is estimated by the Western
Australian Land Information Authority (Valuation Services). The fair value measurement is
sensitive to the estimate of consumption/obsolescence, with higher values of the estimate
correlating with lower estimated fair values of buildings and infrastructure.
Basis of valuation
In the absence of market-based evidence, due to the specialised nature of some nonfinancial assets, these assets are valued at Level 3 of the fair value hierarchy on an existing
use basis. The existing use basis recognises that restrictions or limitations have been placed
on their use and disposal when they are not determined to be surplus to requirements.
These restrictions are imposed by virtue of the assets being held to deliver a specific
community service and the Department’s enabling legislation.
“Managing records effectively in
corporate systems is paramount to
making good decisions for offenders’
rehabilitation and reintegration.”
Helen
Acting Principal Records Officer, classic Holden fan, reader and wine connoisseur.
88 | Department of Corrective Services Annual Report 2015 - 2016
Note 27. Intangible assets
Computer software
At cost
Accumulated amortisation
Total
2016
$000
2015
$000
44,968
42,088
(41,282)
(35,269)
3,686
6,819
2016
$000
2015
$000
6,819
7,703
-
173
2,880
3,144
(6,013)
(4,202)
3,686
6,819
Reconciliation
Computer software
Carrying amount at start of period
Additions
Transfer from work in progress
Amortisation expense
Carrying amount at end of period
Note 28. Impairment of assets
There were no indications of impairment to property, plant and equipment or intangible
assets at 30 June 2016.
The Department held no goodwill or intangible assets with an indefinite useful life during the
reporting period. At the end of the reporting period there were no intangible assets not yet
available for use.
Department of Corrective Services Annual Report 2015 - 2016 | 89
Note 29. Payables
2016
$000
2015
$000
25,285
13,551
-
14,655
18,370
17,441
43,655
45,647
Current
Trade and other creditors
Accrued salaries and wages (a)
Accrued expenses
Total
(a)
Accrued salaries and wages are settled within a few days of the financial year end. The
carrying amount is equivalent to the net fair value. There was no need to accrue for
salaries and wages for the year ending 30 June 2016 as this date represented the last pay
date for the financial year.
Note 30. Borrowings
2016
$000
2015
$000
Finance lease liabilities (secured) (a)
222
198
Total
222
198
Finance lease liabilities (secured) (a)
592
814
Total
592
814
Total finance lease liability
814
1,012
Current
Non-current
(a)
Lease liabilities are effectively secured as the rights to the leased assets revert to the
lessor in the event of default.
90 | Department of Corrective Services Annual Report 2015 - 2016
Note 31. Provisions
2016
$000
2015
$000
Annual leave (a)
34,632
35,207
Long service leave (b)
51,690
48,464
7,824
7,949
94,146
91,620
8,192
6,527
102,338
98,147
2016
$000
2015
$000
15,443
16,676
1,561
1,584
17,004
18,260
1,454
1,301
18,457
19,561
Current
Employee benefits provisions
Superannuation
Other provisions
Employment on-cost (c)
Total
Non-current
Employee benefits provisions
Long service leave (b)
Superannuation
Other provisions
Employment on-cost (c)
Total
(a) Annual leave liabilities have been classified as current as there is no unconditional right to
defer settlement for at least 12 months after the end of the reporting period. Assessments
indicate that actual settlement of the liabilities is expected to occur as follows:
2016
$000
2015
$000
Within 12 months of the end of the reporting period
22,188
21,476
More than 12 months after the end of the
reporting period
12,444
13,731
34,632
35,207
Total
Department of Corrective Services Annual Report 2015 - 2016 | 91
(b)
Long service leave liabilities have been classified as current where there is no
unconditional right to defer settlement for at least 12 months after the end of the reporting
period. Assessments indicate that actual settlement of the liabilities is expected to occur
as follows:
2016
$000
2015
$000
Within 12 months of the end of the
reporting period
19,932
18,239
More than 12 months after the end of the
reporting period
47,201
46,901
Total
67,133
65,140
(c) The
settlement of annual and long services leave liabilities gives rise to the payment of
employment on-costs including workers’ compensation insurance. The provision is the
present value of expected future payments.
Movements in other provision
Employment on-cost provisions
Carrying amount at start of period
Additional provisions recognised
Carrying amount at end of period
2016
$000
2015
$000
7,828
7,550
1,818
278
9,646
7,828
Note 32. Equity
The WA Government holds the equity interest in the Department on behalf of the
community. Equity represents the residual interest in the net assets of the Department.
The asset revaluation reserve represents that portion of equity resulting from the revaluation
of non-current assets.
2016
$000
2015
$000
1,062,881
1,039,182
22,156
14,465
203
9,234
Total contribution by owners
1,085,240
1,062,881
Balance at end of period
1,085,240
1,062,881
Contributed equity
Carrying amount at start of period
Contributions by owners
Capital appropriations
Other contributions by owners
Contribution by owner
92 | Department of Corrective Services Annual Report 2015 - 2016
2016
$000
2015
$000
Balance at start of period
48,558
47,463
Net revaluation increments /(decrements)
(3,575)
1,095
Balance at end of period
44,983
48,558
Balance at start of period
548,866
365,011
Net revaluation increments /(decrements)
(40,954)
183,855
Balance at end of period
507,912
548,866
Total asset revaluation reserve
552,895
597,424
Reserves
Asset revaluation surplus
Land
Buildings
The asset revaluation reserve is used to record increments and decrements on the
revaluation of non-current assets, as described in accounting policy Note 2 (g) ‘Property,
plant and equipment’.
2016
$000
2015
$000
(60,400)
(52,658)
Recognition of property, plant and equipment
not previously recognised
5,237
-
Change in accounting policy (a)
5,571
-
Result for the period
(16,625)
(7,742)
Balance at end of period
(66,217)
(60,400)
Total equity at end of period
1,571,918
1,599,905
Accumulated deficit
Balance at start of period
(a) The
Department completed a comprehensive state wide asset stocktake program
of its plant and equipment assets. The Department also made a voluntary change in
accounting policy to capitalise its inventory stock, biological assets and drug detection
dogs previously expensed. See Note 2 (n) ‘Inventories’ and Note 5 ‘Disclosure of changes
in accounting policy and estimates’.
Department of Corrective Services Annual Report 2015 - 2016 | 93
Note 33. Notes to the Statement of Cash Flows
(a) Reconciliation of cash
Cash at the end of the financial year as shown in the Statement of Cash Flows is reconciled
to the related items in the Statement of Financial Position as follows:
Cash and cash equivalents - operating account
Cash and cash equivalents - permanent and
temporary advances
Total
Restricted cash and cash equivalents (Note 18)
Total
2016
$000
2015
$000
13,698
15,342
188
198
13,886
15,540
8,577
15,231
22,463
30,771
(b) Reconciliation of net cost of services to net cash flows used in operating activities
2016
$000
2015
$000
(875,343)
(880,884)
Depreciation and amortisation expense
43,201
33,390
Services received free of charge
14,347
19,372
79
23
410
107
(14,655)
3,291
3,087
4,547
12,846
15,126
(816,028)
(805,028)
Net cost of services
Non-cash items
Net loss on sale of assets
Decrease/(Increase) in assets
Receivables (a)
Increase/(decrease) in liabilities:
Wages and salaries accrued
Provisions
Other current liabilities (a) (b)
Net cash used in operating activities
(a)
Note that the Australian Taxation Office (ATO) receivable/payable in respect of GST and
the receivable/payable in respect of the sale/purchase of non-current assets are not
included in these items as they do not form part of the reconciling items.
(b) This
is the net GST paid/received ie cash transactions.
94 | Department of Corrective Services Annual Report 2015 - 2016
Note 34. Services provided free of charge
During the year the following resources were provided to other agencies free of charge for
functions outside the normal operations of the Department:
Department of the Attorney General for
contract management and administrative costs
in regard to the Court Security and Custodial
Services contract.
Department of Parks and Wildlife
Total
2016
$000
2015
$000
21,084
21,049
68
27
21,152
21,076
Note 35. Commitments
The commitments below are inclusive of GST where applicable.
(a) Capital expenditure commitments
Capital expenditure commitments, being contracted capital expenditure additional to the
amounts reported in the financial statements, are payable as follows:
Within 1 year
Later than 1 year and not later than 5 years
Total
2016
$000
2015
$000
15,193
17,137
780
3,912
15,973
21,049
Capital expenditure commitments allocated to the new Melaleuca Women’s Remand Facility.
(b) Non-cancellable operating lease commitments
The Department leases certain premises, motor vehicles and items of plant and office
equipment. The lease expenditure is expensed as it is incurred. These are commitments
in relation to leases contracted for at the reporting date but not recognised as liabilities
payable. At reporting date the Department had the following obligations under
operating leases:
2016
$000
2015
$000
Within 1 year
14,289
15,457
Later than 1 year and not later than 5 years
33,489
39,613
5,475
6,652
53,253
61,722
Later than 5 years
Total
Department of Corrective Services Annual Report 2015 - 2016 | 95
(c) Finance lease commitments
Minimum lease payment commitments in relation to finance leases are payable as follows:
2016
$000
2015
$000
Within 1 year
25,335
14,370
Later than 1 year and not later than 5 years
99,921
100,763
Later than 5 years
440,705
465,304
Minimum finance lease payments
565,961
580,437
Less future finance charges
(320,117)
(340,360)
Present value of finance lease liabilities
245,844
240,077
2016
$000
2015
$000
4,751
14,960
21,636
80,392
219,457
144,725
245,844
240,077
2016
$000
2015
$000
Current (Note 30 'Borrowings')
222
198
Non-current (Note 30 'Borrowings')
592
814
Present value of finance lease liabilities
814
1,012
The present value of finance leases payable is as follows:
Within 1 year
Later than 1 year and not later than 5 years
Later than 5 years
Present value of finance lease liabilities
Included in the financial statements as:
The Department has the option to purchase leased assets at their agreed fair value on expiry
of the lease. These leasing arrangements do not have escalation clauses, other than in the
event of payment default. There are no restrictions imposed by these leasing arrangements
on other financing transactions. Certain finance leases have a contingent rental obligation;
however these are not material when compared to the total lease payments made.
The newly constructed Eastern Goldfields Regional Prison is expected to be commissioned
on 5 August 2016. The finance lease facility and its lease payments will commence at the
commissioning date. The Department is only recognising the finance lease on its vehicle
fleet in the financial statements for the financial year ending 30 June 2016.
96 | Department of Corrective Services Annual Report 2015 - 2016
(d) Other expenditure commitments
Other expenditure commitments contracted for at the end of the reporting period but not
recognised as liabilities, are payable as follows:
2016
$000
Within 1 year
2015
$000
148,714
137,523
Later than 1 year and not later than 5 years
352,962
28,425
Total
501,676
165,948
Other expenditure commitments include the Court Security and Custodial Services, Acacia
Prison and the Wandoo Reintegration Facility contracts.
Note 36. Contingent liabilities and contingent assets
Contingent liabilities
In addition to the liabilities incorporated into the financial statements the Department has
the following contingent liabilities:
Claims against the Department of Corrective
Services from the general public and offenders
Contaminated sites: Site Investigation and
Remediation - contaminated and suspected
contaminated sites
2016
$000
2015
$000
675
373
1,622
581
Under the Contaminated Sites Act 2003, the Department is required to report known
and suspected contaminated sites to the Department of Environmental Regulation
(DER). In accordance with the Act, the DER classifies these sites on the basis of the risk
to human health, the environment and environmental values. Where sites are classified as
contaminated – remediation required or possibly contaminated – investigation required, the
Department may have a liability in respect of investigation or remediation expenses.
The Department provided environmental reports to the DER as a result of investigations
on site during the construction of the new Eastern Goldfields Regional Prison (EGRP). Soil
contamination due to the leakage of diesel was deemed to exceed screening levels for high
density residential use. The old prison site is still intact and awaiting population relocation
where demolishment of the old site would be completed by the contractor. The contractors
are proactively managing asbestos contamination issues related to the EGRP project as
advised by the DER.
Contingent assets
The Department has no contingent assets.
Department of Corrective Services Annual Report 2015 - 2016 | 97
Note 37. Remuneration of senior officers
The number of senior officers whose total fees, salaries, superannuation, non-monetary
benefits and other benefits for the financial year, fall within the following bands:
2016 (Number of
senior officers)
2015 (Number of
senior officers)
$ 20,001 - $ 30,000
-
1
$ 30,001 - $ 40,000
1
-
$ 50,001 - $ 60,000
1
-
$ 70,001 - $ 80,000
-
1
$ 80,001 - $ 90,000
1
2
$ 90,001 - $ 100,000
-
1
$ 120,001 - $ 130,000
-
1
$ 130,001 - $ 140,000
1
-
$ 150,001 - $ 160,000
-
2
$ 170,001 - $ 180,000
-
1
$ 190,001 - $ 200,000
-
1
$ 200,001 - $ 210,000
-
2
$ 210,001 - $ 220,000
1
1
$ 220,001 - $ 230,000
-
1
$ 230,001 - $ 240,000
-
1
$ 250,001 - $ 260,000
1
-
$ 260,001 - $ 270,000
1
-
$ 280,001 - $ 290,000
1
-
$ 300,001 - $ 310,000
1
-
$ 320,001 - $ 330,000
1
-
$ 350,001 - $ 360,000
-
1
$ 370,001 - $ 380,000
2
-
$ 460,001 - $ 470,000
-
1
$ 470,001 - $ 480,000
-
-
$ 480,001 - $ 490,000
-
1
$ 520,001 - $ 530,000
1
-
Salary range
98 | Department of Corrective Services Annual Report 2015 - 2016
2016
$000
Base remuneration and superannuation
2015
$000
2,766
3,034
Annual leave and long service leave accruals
315
341
Other benefits
172
181
3,253
3,556
Total remuneration of senior officers
The total remuneration includes the superannuation expense incurred by the Department in
respect of senior officers.
Note 38. Related and affiliated bodies
The Department had no related or affiliated bodies during the financial year.
Note 39. Remuneration of Auditor
Remuneration paid or payable to the Auditor General in respect of the audit for the current
financial year is as follows:
Auditing the financial statements and key
performance indicators
2016
$000
2015
$000
92
89
Note 40. Supplementary financial information
(a) Write-offs
During the financial year $40,096 (2015: $231,000) was written off the Department’s assets
and receivables registers under the authority of:
2016
$000
2015
$000
The accountable authority
40
231
Total
40
231
Department of Corrective Services Annual Report 2015 - 2016 | 99
Note 41. Financial instruments
(a) Financial risk management objectives and policies
Financial instruments held by the Department are cash and cash equivalents, restricted
cash and cash equivalents, borrowings, finance leases, loans and receivables, and payables.
The Department has limited exposure to financial risks. The Department’s overall risk
management program focuses on managing the risks identified below.
Credit risk
Credit risk arises when there is the possibility of the Department’s receivables defaulting on
their contractual obligations resulting in financial loss to the Department.
The maximum exposure to credit risk at end of the reporting period in relation to each
class of recognised financial assets is the gross carrying amount of those assets inclusive
of any provisions for impairment, as shown in the table at Note 41 ‘Financial instruments
disclosures’ and Note 19 ‘Receivables’.
Credit risk associated with the Department’s financial assets is minimal because the main
receivable is the amounts receivable for services (holding account). For receivables other
than government, the Department trades only with recognised, creditworthy third parties.
The Department has policies in place to ensure that sales of products and services are
made to customers with an appropriate credit history. In addition, receivable balances are
monitored on an ongoing basis with the result that the Department’s exposure to bad debts
is minimal. At the end of the reporting period there were no significant concentrations of
credit risk.
Liquidity risk
Liquidity risk arises when the Department is unable to meet its financial obligations as they
fall due. The Department is exposed to liquidity risk through its trading in the normal course
of business.
The Department has appropriate procedures to manage cash flows including drawdowns of
appropriations by monitoring forecast cash flows to ensure that sufficient funds are available
to meet its commitments.
Market Risk
Market risk is the risk that changes in market prices such as foreign exchange rates and
interest rates will affect the Department’s income or the value of its holdings of financial
instruments. The Department does not trade in foreign currency and is not materially
exposed to other price risks.
The Department is not exposed to interest rate risk because the majority of cash and cash
equivalents are restricted cash are non-interest bearing and it has no borrowings other than
finance leases (fixed interest rate).
100 | Department of Corrective Services Annual Report 2015 - 2016
(b) Categories of Financial Instruments
The carrying amounts of each of the following categories of financial assets and financial
liabilities at the end of the reporting period are as follows:
2016
$000
2015
$000
13,887
15,540
Restricted cash and cash equivalents
8,577
15,231
Receivables (i)
1,740
2,148
145,487
116,905
43,655
45,647
814
1,012
Financial Assets
Cash and cash equivalents
Amounts receivable for services
Financial Liabilities
Payables
Finance lease liabilities
(i) The
amount of receivables excludes the GST recoverable from the ATO (statutory
receivable).
(c) Financial Instrument Disclosures
Credit Risk
The following table discloses the Department’s maximum exposure to credit risk and the
ageing analysis of financial assets. The Department’s maximum exposure to credit risk at
the end of the reporting period is the carrying amount of financial assets as shown below.
The table discloses the ageing of financial assets that are past due but not impaired and
impaired financial assets. The table is based on information provided to senior management
of the Department.
The Department does not hold any collateral as security or other credit enhancements
relating to the financial assets it holds.
“This is the only job I’ve had that has
enabled me to work with young
people and their families and see
positive changes.”
Dale
Manager Regional Youth Justice Services, Eagles fan, ex-footy player,
golf tragic, husband, father and grandfather.
Department of Corrective Services Annual Report 2015 - 2016 | 101
Impaired
financial
assets
More
than 5
years
1-5
years
1-3
months
3
months
to 1 year
Past due but not impaired
Up to 1
month
Not past
due nd not
impaired
2016
Carrying
Amount
Aged analysis of financial assets
$000
$000
$000
$000
$000
$000
Cash and cash
equivalent
assets
13,887
13,887
-
-
-
-
-
-
Restricted
cash and cash
equivalent
8,577
8,577
-
-
-
-
-
-
1,740
1,222
75
267
207
743
-
(775)
145,487
145,487
-
-
-
-
-
-
169,691
169,173
75
267
207
743
-
(775)
Impaired
financial
assets
More
than 5
years
1-5
years
2015
Past due but not impaired
3
months
to 1 year
Total
1-3
months
Amounts
receivable for
services
Up to 1
month
Receivables
(i) (ii)
Not past
due nd not
impaired
$000
Carrying
Amount
$000
$000
$000
$000
$000
$000
$000
$000
Cash and cash
equivalent
assets
15,540
15,540
-
-
-
-
-
Restricted
cash and cash
equivalent
15,231
15,231
-
-
-
-
-
2,148
1,610
94
174
159
692
-
(581)
116,905
116,905
-
-
-
-
-
-
149,824
149,286
94
174
159
692
-
(581)
Receivables
(i) (ii)
Amounts
receivable for
services
Total
(i) The
amount of receivables excludes the GST recoverable from the ATO
(statutory receivable).
(ii) The
carrying amount is net of allowance for impairment of receivables.
102 | Department of Corrective Services Annual Report 2015 - 2016
$000
Liquidity risk and interest rate exposure
The following table details the Department’s interest rate exposure and the contractual
maturity analysis of financial assets and financial liabilities. The maturity analysis section
includes interest and principal cash flows. The interest rate exposure section analyses only
the carrying amounts of each item.
Interest rate exposure and maturity analysis of financial assets and financial liabilities
More than 5 years
3 months to 1 year
$000
$000
$000
$000
$000
$000
$000
$000
$000
13,887
-
-
13,887
13,887
13,887
-
-
-
-
8,577
-
-
8,577
8,577
8,577
-
-
-
-
Receivables (i)
1,740
-
-
1,740
1,740
1,740
-
-
-
-
Amounts
receivable for
services
145,487
-
- 145,487 145,487
1,200
2,001
6,401
58,010
77,875
Total
169,691
-
- 169,691 169,691
25,404
2,001
6,401
58,010
77,875
43,655
-
-
43,655
43,655
43,655
-
-
-
-
814
814
-
-
814
18
36
168
592
-
44,469
814
-
43,655
44,469
43,673
36
168
592
-
%
Financial
assets
Cash
and cash
equivalent
assets
Restricted
cash
and cash
equivalent
1 to 3 months
1-5 years
$000
2016
Up to 1 month
Non-Interest
Bearing
Nominal Amount
Maturity dates
Variable Interest
rate
Fixed Interest rate
Carrying amount
Weighted Average
Effective Interest
Rate
Interest rate exposure
Financial
liabilities
Payables
Finance
lease
liabilities
Total
6.43%
Department of Corrective Services Annual Report 2015 - 2016 | 103
More than 5 years
3 months to 1 year
$000
$000
$000
$000
$000
$000
$000
$000
$000
15,540
-
-
15,540
15,540
15,540
-
-
-
-
15,231
-
-
15,231
15,231
1,794
-
13,437
-
-
Receivables (i)
2,148
-
-
2,148
2,148
2,148
-
-
-
-
Amounts
receivable for
services
116,905
-
-
116,905
116,905
1,152
1,920
6,144
48,794
58,895
149,824
-
- 149,824 149,824
20,634
1,920
19,581
48,794
58,895
45,647
-
-
45,647
45,647
45,647
-
-
-
-
1,012
1,012
-
-
1,012
16
32
150
814
-
46,659
1,012
-
45,647
46,659
45,663
32
150
814
-
%
Financial
assets
Cash
and cash
equivalent
assets
Restricted
cash
and cash
equivalent
Total
1 to 3 months
1-5 years
$000
2015
Up to 1 month
Non-Interest
Bearing
Nominal Amount
Maturity dates
Variable Interest
rate
Fixed Interest rate
Carrying amount
Weighted Average
Effective Interest
Rate
Interest rate exposure
Financial
liabilities
Payables
Finance
lease
liabilities
Total
(i)
4.93%
The amount of receivables excludes the GST recoverable from the ATO
(statutory receivable).
Interest rate sensitivity analysis
The Department is not exposed to interest rate risks because cash and restricted cash and
equivalents are non-interest bearing. The finance lease liabilities have a fixed rate for the
term of the lease.
Fair Values
All financial assets and liabilities recognised in the Statement of Financial Position, whether
they are carried at cost or fair value, are recognised at amounts that represent a reasonable
approximation of fair value unless otherwise stated in the applicable notes.
104 | Department of Corrective Services Annual Report 2015 - 2016
Note 42. Events occurring after the end of the reporting period
The new $232 million Eastern Goldfields Regional Prison (EGRP) will be commissioned on
5 August 2016.
The EGRP is the joint responsibility of the Department and the Department of Treasury. The
state of the art prison was designed, constructed, financed and maintained by the private
sector via the Public Private Partnership (PPP) Design, Build, Finance and Maintain (DBFM)
procurement model. A contract was signed with the successful bidder Assure Partners
consortium in December 2012.
The project involved the construction of a 350 bed prison that caters for both genders
across all security ratings. The prison is designed to engage Indigenous prisoners in
culturally appropriate programs and courses.
All custodial operations and services remain with the Department.
Note 43. Explanatory statement
All variances between estimates (original budget) and actual results for 2016 and between
the actual results for 2016 and 2015 are shown below. Narratives are provided for key
variations selected from observed major variances, which are generally greater than:
• 5% and $18.2 million for the Statements of Comprehensive Income and Cash Flows;
and
$000
$000
Variance
Actual results
2016 vs 2015
Variance
Budget vs
Actual 2016
Actual 2015
Actual 2016
Original
Budget 2016
Variance Note
• 5% and $25.0 million for the Statement of Financial Position.
$000
$000
$000
Statement of Comprehensive Income
Controlled Operations
Employee benefits expenses
Supplies and services
1, A
Depreciation and
amortisation expense
Finance Costs (a)
2
Accommodation expenses
Grants and subsidies
Loss on disposal of noncurrent assets
Other expenses
Total cost of services
B
469,245
461,794
477,082
(7,451)
(15,288)
277,670
303,678
284,764
26,008
18,914
35,398
43,201
33,390
7,803
9,811
20,137
54
66
(20,083)
(12)
10,449
11,872
12,163
1,423
(291)
9,887
9,485
9,553
(402)
(68)
-
79
23
79
56
82,991
77,024
95,406
(5,967)
(18,382)
1,410
(5,260)
905,777
907,187
912,447
Department of Corrective Services Annual Report 2015 - 2016 | 105
$000
$000
$000
Variance
Actual results
2016 vs 2015
Variance
Budget vs
Actual 2016
Actual 2015
Actual 2016
Original
Budget 2016
Variance Note
$000
$000
Income
Revenue
User charges and fees
77
133
130
56
3
628
428
501
(200)
(73)
Other revenue
29,708
31,283
30,932
1,575
351
Total Revenue
30,413
31,844
31,563
1,431
281
Total income other
than income from State
Government
30,413
31,844
31,563
1,431
281
875,364
875,343
880,884
(21)
(5,541)
Service appropriation
839,882
826,330
831,478
(13,552)
(5,148)
Services received free
of charge
14,388
14,347
19,372
(41)
(5,025)
18,071
18,041
22,292
(30)
(4,251)
Total income from State Government
872,341
858,718
873,142
(13,624)
(14,425)
SURPLUS / (DEFICIT) FOR THE PERIOD
(3,023)
(16,626)
(7,742)
(13,603)
(8,884)
Changes in asset
revaluation surplus
-
(44,529)
184,950
(44,529)
(229,479)
Total other comprehensive income
-
(44,529)
184,950
(44,529)
(229,479)
Commonwealth grants and
contributions
NET COST OF SERVICES
Income from State Government
Royalties for Regions Fund
Other comprehensive income
Items not reclassified subsequently to profit or loss
TOTAL COMPREHENSIVE (LOSS) /
INCOME FOR THE PERIOD
(3,023)
106 | Department of Corrective Services Annual Report 2015 - 2016
(61,154)
(177,208)
(58,131)
(238,363)
$000
$000
$000
$000
Actual results
2016 vs 2015
Variance
Variance
Budget vs
Actual 2016
Actual 2015
Actual 2016
Original
Budget 2016
Variance Note
Statement of Financial
Position (Controlled
Operations)
$000
Assets
Current assets
Cash and cash equivalents
20,347
13,886
15,540
(6,461)
(1,654)
Restricted cash and cash
equivalents
13,550
8,577
15,231
(4,973)
(6,654)
5,768
6,098
5,713
330
385
238
120
1,258
(118)
(1,138)
9,956
9,602
9,216
(354)
386
Non-current assets classified
as held for sale
-
1,200
-
1,200
1,200
Inventory
-
3,030
-
3,030
3,030
Biological assets
-
2,564
-
2,564
2,564
49,859
45,077
46,958
(4,782)
(1,881)
Receivables
Other current assets
Amounts receivable for
services
Total Current Assets
Non-current assets
Amounts receivable
for services
C
Property, plant and
equipment
4, D
135,531
135,885
107,689
354
28,196
1,624,914
1,552,534
1,602,806
(72,380)
(50,272)
6,739
3,686
6,819
(3,053)
(3,133)
Total non-current assets
1,767,184
1,692,105
1,717,314
(75,079)
(25,209)
Total assets
1,817,043
1,737,182
1,764,272
(79,861)
(27,090)
Intangible assets
Department of Corrective Services Annual Report 2015 - 2016 | 107
$000
$000
$000
Actual results
2016 vs 2015
Variance
Variance
Budget vs
Actual 2016
Actual 2015
Actual 2016
Original
Budget 2016
Variance Note
Statement of Financial
Position (Controlled
Operations)
$000
$000
Liabilities
Current liabilities
Payables
35,926
43,655
45,647
7,729
(1,992)
-
222
198
222
24
Provisions
85,988
102,338
98,147
16,350
4,191
Total current liabilities
121,914
146,215
143,992
24,301
2,223
222,028
592
814
(221,436)
(222)
17,919
18,457
19,561
538
(1,104)
239,947
19,050
20,375
(220,898)
(1,325)
Borrowings
Non-current liabilities
Borrowings
3
Provisions
Total non-current liabilities
Total liabilities
Net assets
361,861
165,264
164,367
(196,597)
897
1,455,182
1,571,918
1,599,905
116,736
(27,987)
1,090,314
1,085,240
1,062,881
(5,074)
22,359
412,474
552,895
597,424
140,421
(44,529)
(47,606)
(66,217)
(60,400)
(18,611)
(5,817)
1,455,182
1,571,918
1,599,905
116,736
(27,987)
Equity
Contributed equity
Reserves
Accumulated deficit
Total equity
4,D
108 | Department of Corrective Services Annual Report 2015 - 2016
$000
$000
$000
$000
Actual results
2016 vs 2015
Variance
Variance
Budget vs
Actual 2016
Actual 2015
Actual 2016
Original
Budget 2016
Variance Note
Statement of Cash Flows
(Controlled Operations)
$000
Cash flows from the State Government
Service appropriation
802,084
788,532
798,554
(13,552)
(10,022)
18,674
22,156
18,199
3,482
3,957
9,216
9,216
11,830
-
(2,614)
18,071
18,041
22,292
(30)
(4,251)
848,045
837,945
850,875
(10,100)
(12,930)
Employee benefits
(468,713)
(470,754)
(466,184)
(2,041)
(4,570)
Supplies and services
(356,692)
(367,109)
(358,224)
(10,417)
(8,885)
(54)
(54)
(66)
-
12
(10,449)
(11,872)
(12,163)
(1,423)
291
(25,741)
(38,935)
(38,158)
(13,194)
(777)
(3,167)
(763)
(443)
2,404
(320)
29,785
34,508
31,633
4,723
2,875
628
47
62
(581)
(15)
3,688
768
448
(2,920)
320
26,858
38,136
38,067
11,278
69
(803,857)
(816,028)
(805,028)
(12,171)
(11,000)
Capital appropriations
Holding account drawdowns
Royalties for Regions Fund
Net cash provided by the
State Government
Utilised as follows:
Cash flows from operating activities
Payments
Finance costs
Accommodation
GST payments on purchases
GST payments to taxation
authority
Receipts
Sale of goods and services
Commonwealth grants and
contributions
GST receipts on sales
GST receipts from taxation
authority
Net cash used in operating
activities
Department of Corrective Services Annual Report 2015 - 2016 | 109
$000
$000
$000
Variance
Actual results
2016 vs 2015
Variance
Budget vs
Actual 2016
Actual 2015
Actual 2016
Original
Budget 2016
Variance Note
Statement of Cash Flows
(Controlled Operations)
$000
$000
Cash flows from investing activities
Payments
Purchase of non-current
physical assets
(27,890)
(30,031)
(33,425)
(2,141)
3,394
Proceeds from sale of noncurrent assets
-
4
1
4
3
Net cash used in investing
activities
(27,890)
(30,027)
(33,424)
(2,137)
3,397
Financial Lease Payments
(14,858)
(198)
(300)
14,660
102
Net cash used in financing
activities
(14,858)
(198)
(300)
14,660
102
1,440
(8,308)
12,123
(9,748)
(20,431)
Cash and cash equivalents at
the beginning of the period
20,458
30,771
18,648
10,313
Cash and cash equivalents at
the end of the period
21,898
22,463
30,771
565
Receipts
Cash flows from financing activities
Net decrease in cash and
cash equivalents
(20,431)
Major Variance Narratives (Controlled Operations)
Variances between estimate and actual
1. The variance is largely due to increased contract expenditure associated with an
increased prisoner population at Acacia Prison.
2. The variance is due to the deferral of lease payments associated with the new Eastern
Goldfields Regional Prison.
3. The variance is due to the deferral of borrowings associated with the new Eastern
Goldfields Regional Prison.
4.The variance is due to a revaluation increment on land and buildings that occurred in
2014-2015 after the release of the budget.
110 | Department of Corrective Services Annual Report 2015 - 2016
Variances between current and prior year
A.The variance is largely due to increased contract expenditure associated with an
increased prisoner population at Acacia Prison.
B.The variance is mainly due to lower workers compensation insurance premiums.
C.The variance is mainly due to the recognition of new depreciation expenditure.
D.The variance is due to a revaluation decrement on land and buildings that occurred
in 2015-2016.
Note 44. Trust accounts
$000
$000
$000
Closing
balance
Payments
$000
Receipts
$000
Opening
balance
$000
Closing
balance
Payments
$000
2015
Receipts
Opening
balance
2016
$000
1. Prisoners Private Cash
Trust Account (1)
551
8,011
8,145
417
536
7,640
7,625
551
2. Young Persons
Private Cash Trust
Account
20
4
6
18
19
7
6
20
(1) This
does not include Acacia Prison which is managed under contract by Serco.
Purpose of the trust accounts
1. Prisoners’ Private Cash Trust Account - to hold monies for, and on behalf of, prisoners.
2. Juveniles’ Private Cash Trust Account - to hold monies in trust for children under the
care of the Juvenile Justice Program.
Note 45. Commonwealth Grant – Christmas and Cocos Island
2016
2015
$
$
12,610
(185,572)
Commonwealth reimbursements
-
258,669
Total receipts
-
258,669
Operating costs
59,930
60,487
Total payments
59,930
60,487
(47,320)
12,610
Opening balance
Income
Expenses
Closing balance
Operating costs are based on both actuals plus identified estimated services provided as agreed
in the standard delivery service agreement signed by the Commonwealth and the State.
Department of Corrective Services Annual Report 2015 - 2016 | 111
3.2 Additional Key Performance
Indicator Information
“I help victims by giving them
information and setting up
conditions to prevent unwanted
contact with an offender.”
Ruth
Mediation Officer, wife, mother, grandmother, adventurer, cyclist, hiker, gardener and cook.
112 | Department of Corrective Services Annual Report 2015 - 2016
3.2.1 Department of Corrective Services Outcome
A safe, secure and decent corrective services which works collaboratively to contribute to
community safety and reduces offenders’ involvement in the justice system.
The Department’s Key Performance Indicators (KPIs) are an integral part of tracking
performance in areas that have been identified as critical to our business.
3.2.2 2015-2016 Audited Key Performance Indicators
3.2.2.1 Relationship to government goals
The Department for Corrective Services works to achieve the following Government desired
outcomes:
Table 16: Relationship to government goals
Government Goal(s)
Results Based
Service Delivery:
Greater focus on achieving
results in key service
areas for the benefit of all
Western Australians.
Desired DCS Outcomes
A safe, secure and decent
corrective services which
contributes to community
safety and reduced
offenders’ involvement in
the justice system.
Services
1. Adult Corrective Services
2. Youth Justice Services
Adult Offenders
The Department of Corrective Services contributes to a safer community through the
administration of adult correctional sentences and orders in a manner that is safe, secure
and decent. The Department strives towards an adult corrective services system that:
• Contributes to community confidence
• Provides timely offender services
• Ensure court sanctions are completed
• Contributes to reducing the rate of re-offending and imprisonment.
The goals are to be achieved through the provision of services in an equitable, effective and
efficient manner.
Department of Corrective Services Annual Report 2015 - 2016 | 113
Service 1 – Adult Corrective Services
Service description
Services provided to adults in prison custody and through a range of community corrections
orders and programs (for example, parole, intensive supervision). Both public and privately
operated facilities are included, however, the scope does not extend to:
• youth justice (reported under Service 2)
• prisoners or alleged offenders held in forensic mental health facilities to receive
psychiatric care
• prisoners held in police custody
• prisoners held in immigration detention centres.
Effectiveness indicators
Number of Escapes - Adult (By Security Rating)
‘Escapes’ is an indicator of the Department’s contribution to community safety and
confidence through the safe, secure and decent management of custody.
This indicator measures the number of escapes of prisoners from custody by the prisoner’s
personal security rating – maximum, medium and minimum. Figures include all escapes that
have occurred from both private and publicly operated facilities and during the escorted
movement of prisoners between facilities and to other locations such as hospital or court.
Table 17: Number of escapes – Adult (by Security Rating)
Security
rating
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
Target
2015-2016
Minimum
7
6
8
8
0
Medium
2
5
1
2
0
Maximum
1
4
0
1
0
10
15
9
11
0
Total
During 2015-2016, there was an increase in the number of escapes from nine to eleven.
Ten of these escapes were from a prison facility and one took place while a prisoner was
under escort outside a facility. Six of the escapes were from public prisons, four were from a
private facility, and one was from a privately operated prisoner escort.
Each escape is investigated by the Department to identify factors that preceded or
contributed to the escape so that the risk of further escapes can be minimised.
114 | Department of Corrective Services Annual Report 2015 - 2016
Rate of Return - Offender Programs - Adult
The ‘rate of return – offender programs’ is an indicator of how effectively the Department is
providing program interventions to reduce the rate of re-offending and imprisonment. This
includes the provision of offence related programs that address criminogenic behaviour and,
for prisoners released from custody, maximising their prospects for successful reintegration
as law-abiding citizens into the community.
The rate of return for program completers measures the rate at which sentenced adult
prisoners return to corrective services within two years of their release from custody, where
the offender completed at least one offender treatment program prior to release.
The rate includes offenders who return to either community corrections or custody. The
rate excludes offenders in custody on sentences that relate only to the default of a court
imposed fine and offenders who return to custody due to the suspension of an early release
order (parole).
This indicator refers to criminogenic programs only and does not include programs relating
to education and vocational training or life skills.
Table 18: Rate of Return – Offender Programs - Adult
Rate of Return
- Offender
Programs
(Adult)
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
Target
2015-2016
42.38%
40.20%
40.71%
42.70%
42.00%
The rate of return – offender programs should be interpreted with caution as small changes
in the numbers of program completers returning to corrective services will result in
significant changes to the rate.
In late 2015 the Department established a Rehabilitation and Reintegration Directorate to
strengthen accountability and effectiveness in the delivery of rehabilitation programs in both
custody and the community.
Department of Corrective Services Annual Report 2015 - 2016 | 115
Successful Completion of Community Corrections Orders - Adult
‘Successful completion of community corrections orders’ is an indicator of the Department’s
objective of ensuring court sanctions are completed. This means ensuring that offenders
comply at all times with the requirements of court orders that impose particular conditions
on their behaviour. This may include restrictions on the offender’s liberty (as with home
detention), a requirement to undertake community work or other specified activity (such as
a drug or alcohol program), regularly attending a community corrections centre as part of
supervision requirements, or other conditions.
‘Completion of community orders’ is defined as the percentage of orders completed during
the year that were not breached for failure to meet the order requirements or because
further offences were committed.
Table 19: Successful Completion of Community Corrections Orders - Adult
Successful
completion of
community
correction
orders - Adults
Target
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
2015-2016
61.25%
59.98%
61.31%
61.38%
64.00%
High or increasing percentages of order completions are desirable. Completion rates
should be interpreted with caution, however, as they are affected by differences in the
overall risk profiles of offender populations and risk assessment and breach procedure
policies. High risk offenders subject to higher levels of supervision have a greater likelihood
of being detected when conditions of orders are breached. High breach rates could
therefore be interpreted as a positive outcome reflecting the effectiveness of more intensive
management of offenders. A high completion rate can mean either high compliance or a
failure to detect or act on breaches of compliance.
The Department is examining ways to enhance the rehabilitative focus of community
corrections through individualised and integrated offender management and, particularly,
through the development of stronger partnerships with relevant government agencies and
the community sector.
Average Out of Cell Hours - Adult
‘Out of cell hours’ is an indicator of the Department’s objective of providing a safe, secure
and decent custodial environment.
Providing a secure, safe and decent custodial environment includes managing prisoners in
a way that minimises the risks they pose to the community while enabling them to achieve
an acceptable quality of life. Time spent out of cells provides a greater opportunity for
prisoners to participate in activities such as work, education, well-being, recreation and
treatment programs, visits, and interacting with other prisoners and staff.
This indicator is derived by using the default out of cell hours for prisons and work camps
which is adjusted based on reported restrictions to out of cells hours.
116 | Department of Corrective Services Annual Report 2015 - 2016
Table 20: Average Out of Cell Hours - Adult
Average Out
of Cell Hours
Target
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
2015-2016
12.55
12.55
12.44
12.46
12.00
In 2015-2016 only two prisons measured restrictions to out of cell hours. All prisons will be
required to measure and report restrictions in 2016-2017.
Based on the data that was available in 2015-2016, prisoners were able to leave their cells for
an average of 12.46 hours per day.
Serious assault rate per 100 prisoners - Adult
The ‘Serious assault’ rate is an indicator of the Department’s objective of providing a safe,
secure and decent custodial environment, which includes providing a prison environment in
which there is a low level of violence, whether perpetrated by prisoners on other prisoners
or on staff.
The serious assault rate is calculated based on the number of victims of assaults by
prisoners against prisoners or staff, where the assault is classified as serious. Serious assaults
are defined as acts of physical violence resulting in injuries that require treatment involving
overnight hospitalisation in a medical facility or ongoing medical treatment, as well as all
sexual assaults.
Table 21: Serious assault rate per 100 prisoners - Adult
Serious assault
rate per 100
prisoners
Target
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
2015-2016
0.55
0.48
0.68
1.01
<0.48
There were 59 serious assaults during 2015-2016. Serious assaults by prisoners against staff
increased by five to ten. Serious assaults, prisoner on prisoner, increased from 32 to 49.
The combined total of assaults (assaults and serious assaults, prisoners and staff) decreased
from 437 to 352 over the reporting period and the overall assault rate decreased from 8.09
per 100 prisoners to 6.02 per 100 prisoners.
Western Australia’s serious assault rates remain below the national average.
Department of Corrective Services Annual Report 2015 - 2016 | 117
Efficiency indicators
Cost per day of keeping an offender in custody – Adult
The ‘cost per day of keeping an offender in custody – adult’ measures the efficient use of
resources.
The cost per day of keeping an offender in custody is defined as the total accrual cost
of managing an adult offender in custody, divided by the average daily number of adult
prisoners, divided by 366 days.
Table 22: Cost per day of keeping an offender in custody – Adult
Cost per day
of keeping an
offender in
custody
Target
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
2015-2016
$317
$334
$332
$307
$329
A low or decreasing cost is desirable in achieving efficient resource management. Efficiency
indicators are difficult to interpret in isolation and should be considered in conjunction with
effectiveness indicators. The cost per day, for example, is also a reflection of the investment
in prisoner programs to address the risk of re-offending.
The cost per day of keeping an offender in custody decreased by 7.5% between 2014-2015
and 2015-2016. This reduction reflects the increase in the daily average prison population
from 5,402 to 5,850 and the subsequent economies of scale.
In 2015-2016, the total cost of managing adult offenders in custody was $656,917,265. This
represents a $1,455,914 increase from 2014-2015.
Cost Per Day of Managing an Offender through Community Supervision - Adult
The ‘cost per day of managing an offender through community supervision’ measures the
efficient use of resources.
The cost per day per offender is defined as the total accrual cost of managing an adult
offender through community supervision, divided by the average daily number of offenders
supervised, divided by 366 days.
118 | Department of Corrective Services Annual Report 2015 - 2016
Table 23: Cost Per Day of Managing an Offender Through Community Supervision - Adult
Cost per day of
managing an
offender through
community
supervision
Target
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
2015-2016
$49
$46
$50
$45
$55
A low or decreasing unit cost is desirable as it suggests more efficient resource
management. However, efficiency indicators cannot be interpreted in isolation and should
be considered in conjunction with other indicators. Cost per day, for example, is also a
reflection of the investment on programs to address the risk of re-offending.
The cost per day of managing an offender through community supervision decreased by
10.0% between 2014-2015 and 2015-2016. This reduction reflects the increase in the daily
average number of adult offenders managed through community orders from 4,144 to
4,580 and the subsequent economies of scale.
In 2015-2016, the total expenditure on adult community supervision services was
$76,180,750. This constitutes a $687,418 increase from 2014-2015.
Service 2 - Youth Justice Services
The Department of Corrective Services contributes to a safer community through the
administration of youth justice sentences and orders in a manner that is safe, secure and
decent. The Department strives towards a youth justice system that:
• Diverts young people and offenders at risk from offending;
• Provides timely intervention and resolution of justice issues;
• Ensures the statutory requirement of justice are met; and
• Contributes to reducing the rate of re-offending and detention.
The goals are to be achieved through the provision of services in an equitable, effective and
efficient manner.
Service description
Youth Justice Services is responsible for administering justice to young people who have
committed or allegedly committed an offence while considered by law to be a juvenile
(aged 10-17 years).
Youth Justice Services aims to promote community safety and reduce youth offending and
detention by:
• assisting young people to address their offending behaviour and take responsibility for
the effect their behaviour has on victims and the wider community
• enabling the interests and views of victims to be heard
• contributing to the diversion of young offenders to alternative services
• recognising the importance of the families and communities of young offenders,
particularly Aboriginal and Torres Strait Islander communities, in the provision of
services and programs
• providing services that are designed to rehabilitate young offenders and reintegrate
them into their community.
Department of Corrective Services Annual Report 2015 - 2016 | 119
Effectiveness indicators
Number of Escapes - Youth
‘Escapes’ are an indication of the Department’s contribution to community safety and
confidence through the safe, secure and decent management of youth detention.
This indicator measures the number of escapes from all youth detention centres and during
transport. It is a measure of the protection provided to the community through the provision
of safe and secure custodial systems. Escape figures include all escapes that have occurred
in both private and publicly operated facilities and during transport.
Table 24: Number of Escapes - Youth
Number of escapes
Target
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
2015-2016
2
0
0
0
0
There were no escapes from youth detention in 2015-2016.
Rate of Return to Detention - Youth
‘Rate of return to detention – youth’ is an indicator of the Department’s goal of reducing the
rate of re-offending and detention.
The rate of return to detention is defined as the proportion of young people who return to
sentenced detention within two years of release from sentenced detention. This indicator
measures the rate of return of young people released from detention two year’s prior.
The measure includes young people who re-enter detention because of a new sentence
and those who return to detention because their supervised release order is cancelled.
A detainee is only counted once, even if they leave and re-enter detention multiple times
within the year.
Table 25: Rate of Return to Detention - Youth
Rate of return to
detention
Target
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
2015-2016
48.98%
49.03%
57.56%
54.63%
50.00%
Between 2014-2015 and 2015-2016, the number of young people who returned to detention
within two years of release decreased from 156 to 124.
Successful Completion of Community-Based Corrections Orders - Youth
‘Successful completion of community corrections orders’ is an indicator of the Department’s
objective to rehabilitate young people by; diverting young people from offending, providing
timely interventions and resolution of justice issues, ensuring that statutory requirements are
met, and reducing the rates of re-offending and detention.
This indicator is defined as the proportion of sentenced community corrections orders
successfully completed. Successful completion is where the earliest order expiry date or the
order termination date is reached and breach is neither pending nor finalised.
120 | Department of Corrective Services Annual Report 2015 - 2016
Table 26: Successful Completion of Community-Based Corrections Orders - Youth
Target
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
2015-2016
63.37%
66.96%
57.65%
55.23%
68.00%
Successful
completion of
community
corrections orders
A high or increasing proportion of orders successfully completed is desirable. However,
where offenders are non-compliant and pose a risk, breach action (an unsuccessful
completion) may be warranted. As a result, low or reducing completion rates may reflect
appropriate supervision of young people on community-based supervision orders.
Orders can be breached either because the young person has committed another offence
or they have failed to comply with the conditions of their order. In 2015-2016, breaches for
re-offending decreased from 19.0% to 17.6% of all orders terminated and breaches for noncompliance increased from 23.4% to 27.2%.
The number of youth community correction orders (measured by the number terminated
throughout the year) decreased from 1,439 in 2014-2015 to 1,330 in 2015-2016.
Efficiency indicators
Cost Per Day of Keeping a Young Person in Detention
‘Cost per day of keeping a young person in detention’ is an indicator of the Department’s
objective to provide youth justice services in an efficient manner.
Cost per day is defined as the total accrual cost of managing a young person in detention,
divided by the average daily population, divided by 366 days.
Table 27: Cost Per Day of Keeping a Young Person in Detention
Cost per day
of keeping a
young person in
detention
Target
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
2015-2016
$645
$814
$868
$991
$629
A low or decreasing unit cost is desirable as it suggests more efficient resource
management. However, efficiency indicators cannot be interpreted in isolation and should
be considered in conjunction with other indicators. The cost per day of keeping a young
person in detention also reflects the Department’s investment in rehabilitation programs
to address a young person’s offending needs and the level of case management of young
people in detention. The small number of young people in detention also means that there
are limited opportunities to reduce overheads through economies of scale.
In 2015-2016, the expenditure on youth detention services was $48,219,197, constituting a
$1,184,929 reduction on the previous year. Despite the overall reduction in expenditure, the
cost per day increased because the daily average population of detention decreased from
156 to 133.
The Department has embarked upon a Banksia Hill Transformation Project that, in
part, seeks to identify ways to accommodate fluctuations in the detention population
more flexibly.
Department of Corrective Services Annual Report 2015 - 2016 | 121
Cost Per Day of Managing a Young Person through Community Supervision
‘Cost per day of managing a young person through community supervision’ is an indicator
of the Department’s objective to provide youth justice services in an efficient manner.
The cost per day is defined as the total accrual cost of managing a young person through
community supervision, divided by the average daily number of offenders supervised,
divided by 366 days.
Table 28: Cost Per Day of Managing a Young Person Through Community Supervision
Cost per day of
managing a young
person through
community
supervision
Target
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
2015-2016
$81
$90
$102
$107
$91
A low or decreasing unit cost is desirable as it suggests more efficient resource
management. However, efficiency indicators cannot be interpreted in isolation and should
be considered in conjunction with other indicators. Cost per day of managing a young
person through community supervision also reflects the level of investment in rehabilitation
programs to address a young person’s offending needs and the intensity of supervision and
case management. Costs are also affected by differences in the profile of young offenders,
geographic dispersion, and other factors that limit opportunities to reduce overheads
through economies of scale.
The average daily costs of supervising young offenders are significantly higher than unit
costs for adult offenders. This can be explained by more extensive supervision requirements
when working with minors and the more limited opportunity for economies of scale in
smaller youth justice systems.
In 2015-2016, the total expenditure on youth community supervision services was
$24,151,563, constituting a $515,323 increase from 2014-2015. The daily average population of
young people being supervised in the community in Western Australia decreased from 634
in 2014-2015 to 616 in 2015-2016.
122 | Department of Corrective Services Annual Report 2015 - 2016
3.3 Ministerial Directives
There were no Ministerial directives issued to the Department throughout the 2015-2016
financial year.
3.4 Other Financial Disclosures
3.4.1 Pricing policies
The Department charges for goods sold from Prison Industries. The charges comply with
National Competition Policy principles. 3.4.2 Major capital projects
3.4.2 Employee profile
Table 29: DCS total full-time employees by Division
Division
2015-2016
2014-2015
Adult Justices Services
3167.7
3207.2
Corporate Support
209.0
196.3
3.0
2.0
224.0
206.6
64.6
45.2
570.9
584.0
4239.2
4241.3
Office of the Commissioner
Regulation and Operational Services
Strategic Capability and Review
Youth Justice Services
Total
Department of Corrective Services Annual Report 2015 - 2016 | 123
Table 30: DCS total full-time employees by occupational group
Occupational group
2015-2016
2014-2015
Enrolled Nurses
2.0
3.7
Gardeners and others
1.0
1.0
Hospital workers
1.0
1.0
16.2
18.1
1733.4
1731.0
Prison Officers – VSO
351.6
342.0
Prison Officers - Work Camps
29.0
28.0
214.8
233.4
1093.0
1086.6
227.1
237.9
Public Service: YJO Group
105.5
124.5
Registered Nurses
101.3
98.5
4.0
4.0
108.9
82.9
Teachers and Casual Tutors
11.0
12.6
Vet (TAFE) Lecturers
4.2
4.2
235.3
232.1
4239.2
4241.3
Medical practitioners
Prison Officers - Uniformed
Public Service: CCO Group
Public Service: General
Public Service: Specified callings
Salaries and Allowances Tribunal
Senior Public Service
Youth Custodial Officers
Total
124 | Department of Corrective Services Annual Report 2015 - 2016
Table 31: DCS total full-time employees by employment status
Employment status
2015-2016
2014-2015
Contract Full time
223.0
212.0
Contract Part time
28.8
32.2
Permanent Full time
3724.0
3737.1
Permanent Part time
207.4
207.0
Seconded IN Full Time Paid
9.0
9.0
Seconded IN Not Paid
19.2
16.2
Seconded OUT NOT PAID
2.0
3.8
1.8
3.0
10.0
6.0
1.0
1.0
13.0
14.0
4239.2
4241.3
Seconded OUT PAID
SES Right of Return
Supernumerary - Full Time Paid
Supernumerary - Position Status
Total
Note:
For Tables 29, 30, 31:
• Employee Actual FTE excludes ‘Casuals’, ‘Timesheets’, ‘Workers Compensation’
and ‘ Trainee’ categories
• Figures provided are effective 30 June 2016.
Department of Corrective Services Annual Report 2015 - 2016 | 125
3.5 Governance Disclosures
3.5.1 Contracts with senior officers
At the date of reporting, no senior officers, or firms of which senior officers are members,
or entities in which senior officers have substantial interests, had any interests in existing or
proposed contracts with the Department of Corrective Services other than normal contracts
of employment of service.
3.6 Unauthorised Use of Credit Cards
Table 32: Summary of unauthorised use of credit cards
2016
$
Aggregate amount of personal use expenditure for the reporting period
355
Aggregate amount of personal use expenditure settled by the due date (within
5 working days)
106
Aggregate amount of personal use expenditure settled after the period (after 5
working days)
249
Aggregate amount of personal use expenditure outstanding at balance date
-
Number of referrals for disciplinary action instigated by the notifiable authority
-
126 | Department of Corrective Services Annual Report 2015 - 2016
3.7 Board and Committee Remuneration
Agencies are required to report on the individual and aggregate costs of remunerating all
positions on all boards and committees as defined in the Premiers Circular 2010/02 - State
Government Boards and Committees.
Table 33: Supervised Release Review Board (SRRB)*
Position
Name
Type of
remuneration
Period of
membership
Gross/actual
remuneration
Chairman
The Honourable
Michael Murray
AM QC
Annual
Contract expires
31 December
2017
One-fifth of the
salary of a Senior
puisne judge**
Community
member
Romy Pritchard
Per sitting
Contract expires
31 December
2017
$490
Aboriginal
Community
Member
Ashley Garlett
Per sitting
Contract expires
31 December
2017
$490
Victim’s
Representative
Georgia Cera
Per sitting
Contract expires
31 December
2017
$490
Alternate
community
member
vacant
Per sitting
-
-
Alternate
Aboriginal
Representative
Jonathan Ford
Per sitting
Contract expires
31 December
2017
$490
Alternate
Victims’
Representative
Veronika Rowe
Per sitting
Contract expires
31 December
2017
$490
* Although
the SRRB is a board listed under the portfolio of the The Hon. Joe Frances MLA,
all staff and members are paid by the Department of the Attorney-General (DotAG).
DotAG will have full financial details of payments made to members.
** of
The Supreme Court of Western Australia.
Department of Corrective Services Annual Report 2015 - 2016 | 127
Table 34: Dangerous Sexual Offenders Review Committee (DSORC)
Position
Name
Type of
remuneration
Period of
membership
Gross/actual
remuneration
Psychiatrist
*
Per sitting
June 2006
Nil
Clinical
Psychologist
*
Per sitting
February 2010
$1,287 total for
2015-2016
* names withheld due to nature of this committee
Table 35: Prisoner Grievance Review Panel (PGRP)
Position
Independent
community
member
*
Name
*
Type of
remuneration
Per meeting**
Period of
membership
10 years
name withheld due to security reasons
**
there were no sittings of the PGRP in the 2015-2016 financial year
128 | Department of Corrective Services Annual Report 2015 - 2016
Gross/actual
remuneration
Nil
3.8 Other Legal Requirements
3.8.1 Advertising expenditure
Table 36: Advertising expenditure
2015- 2016
($)
Advertising expenditure
Adcorp Australia Ltd
2014- 2015
($)
35,029
81,581
All Signs
n/a
1,370
Department of Finance
n/a
1,818
1,597
2,156
41,340
83,858
WA Prison Officers Union
727
1,705
West Print Management
n/a
1,255
908
n/a
WPM Group PTY LTD
n/a
587
WA News
n/a
2,307
79,601*
176,637
State Law Publisher
Telstra
Western Australian Local Government Association
Total
Note: 2015-2016 are lower than the previous year’s figure due to the 6 month
recruitment freeze.
“Great decisions can’t be made
without accurate information.
I help coordinate that information”
Nicole
Ministerial coordination, champion triathlete,
lover of doof doof, sister and pastry chef.
Department of Corrective Services Annual Report 2015 - 2016 | 129
3.8.2 Disability Access and Inclusion Plan outcomes
In 2015-2016, the Department continued its commitment to ensuring the provision of
professional and appropriate services for stakeholders with a physical, intellectual, sensory
or cognitive disability, their carers and families.
The range of measures to support access for people with a disability are reported against
the key standards outlined in the Disability Services Act 1993.
The Department’s Disability Access and Inclusion Plan 2015-2019 was endorsed by the
Disability Services Commission in early 2015 as meeting the requirements of the Disability
Service Act 1993. A progress report has been submitted to the Disability Services
Commission outlining the Department’s progress against actions as stated in the 2015-2019
Disability Access and Inclusion Plan
Standard 1 - People with a disability have the same opportunities as others to access
the services of, and any events organised by, the Department.
The Department’s Coordinator Intellectual Disability Services provides support and advice
to prisoners, their families, carers and staff on the needs of prisoners with an intellectual
disability, cognitive disability, intellectual impairment of Acquired Brain Injury and the
services available to them.
Intellectual Disability Services conducts assessments on an ongoing basis to identify
prisoners with any of the above mentioned impairment/s.
The Coordinator Intellectual Disability Services maintains regular communication with the
Disability Service Commission and the Office of the Public Advocate as well as internal
stakeholders to address issues relevant to offenders with an intellectual disability, cognitive
disability, intellectual impairment or Acquired Brain Injury.
All the Department’s operational policies are in the process of being reviewed and
updated. A component for the review of each policy is considered under the Diversity and
Substantive Equality Standard, which aims to ensure operational policy application, does not
inadvertently discriminate against any person or group of persons.
Standard 2 - People with a disability have the same opportunities as other people to
access the buildings and facilities of the Department.
As part of the standard practice for building, including fitouts, the Department complies
with the Australian Building Code and specifically the requirements of the Disability (Access
to Premises - Buildings) Standards 2010. This ensures equitable access to and use of,
premises for people with a disability.
Standard 3 - People with a disability receive information from the Department in a
format that will enable them to access the information as readily as other people are
able to access it.
The Department produces brochures for offenders, carers and court employees to explain
some of the processes within the corrections system. Specialist staff provide advice and
advocacy for victims, offenders and carers with literacy difficulties in custody and the
community. The Department produces print and online documents in line with disability
access guidelines.
The Department’s public website is Level AA compliant with the Web Content Accessibility
Guidelines, a State government requirement.
130 | Department of Corrective Services Annual Report 2015 - 2016
Standard 4 - People with a disability receive the same level and quality of service
from the staff of the Department as other people receive. Making support programs
available for staff providing services to people with a disability is an action as part of
the 2015-2019 DAIP.
The first Intellectual Disability Awareness Training for Correctional Officer Foundation
Program was delivered in July 2015. Training on working with people with disability in the
criminal justice system is also delivered as part of the Entry Level Training Program for
prison officers and plans are underway to deliver the training as part of the Youth Custodial
Officers and Youth Justice Officers foundation programs.
A disability Awareness training session titled “People with disability and the Criminal Justice
System” was included in the Correctional Officers Foundation Training Program for Adult
Community Corrections (ACC) officers. The session focused on people with Intellectual
Disabilities. This session was co-facilitated with staff from the Department and the
Coordinator Intellectual Disability Services.
Each year in December, the Department promotes Disability Awareness Week. Prisons are
informed and supplies for celebrating and promoting the week are distributed with the
message that “all people live in welcoming communities that facilitate citizenship, friendship,
mutual support and a fair go for everyone”.
Standard 5 - People with a disability have the same opportunities as other people to
make complaints to the Department.
The Department provides a central registry for offenders, staff (formal grievance only) and
members of the public who wish to raise issues relating to the Department.
The registry known as ACCESS has a 24 hour, seven- day-a-week confidential telephone
system where complainants with a disability can leave a recorded message or speak directly
with a complaints officer during business hours. The service is available from anywhere in
the state for the cost of a local call. Contact can also be made through mail or email. An
onsite interpreter or a telephone interpreter from the Translating and Interpreting Services or
the Deaf Society is available free of charge.
Face-to-face interviews can be made by appointment for people with a disability with the
Manager Complaints Administration.
A Workplace Grievance Management Policy Toolkit was created and published on the
Department’s intranet in 2015. The document adheres to the PSC Website Accessibility
Policy and international web accessibility standards and all documents published on the
intranet are verified through the Online Services Branch.
Standard 6 - People with disability have the same opportunities as other people to
participate in any public consultation by the Department.
Information regarding external consultations are accessible to people with a disability.
Department of Corrective Services Annual Report 2015 - 2016 | 131
Standard 7 - People with disability have the same opportunities as other people to
obtain and maintain employment with the Department.
The Department works to ensure that all groups, including people with a disability have
access to employment opportunities with the Department and the Department’s Workforce
Plan includes equity and diversity initiatives.
A Cultural Leave Policy was introduced in 2014 which identifies the entitlement to leave for
legitimate ceremonial and cultural purposes. It allows employees leeway to practice their
traditional customs, laws and participate in ceremonial activities.
The Department’s Human Resources directorate now has a Diversity Officer in its structure.
This position will ensure that the Department’s equity and diversity policies and procedures
are maintained and adhere to the Disability Access and Inclusion Plan outcomes.
3.8.3 Compliance with public sector standards and ethical codes
The Department has policies, procedures and guidelines in place to ensure obligations are
met with respect to the Public Sector Standards (Human Resource Management), the WA
Public Sector Code of Ethics, and the Department’s Code of Conduct.
These policies and supporting guidelines are available to all staff via the Department’s
intranet. To support knowledge of these Standards and Codes, training on accountable and
ethical decision-making in the WA Public Sector continued to be delivered to new staff via
the Academy Learning Management System.
3.8.4 Recordkeeping plans
Every government organisation is required to have a Recordkeeping Plan (RKP) under s19
of the State Records Act 2000. The Department manages its records under an approved
RKP and develops policies, processes, systems and tools to assist its staff to meet their
recordkeeping responsibilities and the requirements of the plan.
The Department’s Statement of Compliance with the State Records Commission
Standards, Standard 2 Principle 6 for 2015/16:
Whether the efficiency and effectiveness of the organisation’s recordkeeping systems has
been evaluated or alternatively when such an evaluation is proposed:
• The Department’s Recordkeeping Plan has been approved by the State Records
Commission to 2018.
• The Department’s Retention and Disposal Schedule (DA 2013-020) is undergoing
review in consultation with the State Records Office. Submission to the State Records
Commission is planned to occur before the end of 2016.
• Since 2011 there have been 1134 individual and group training sessions to improve
recordkeeping and the use of the electronic document and records management
system (HP TRIM). There are now 2256 staff using TRIM and 609 staff creating
Departmental records in the records management system.
• In 2015/16 1289 boxes of inactive records held in prisons and community centres were
transferred to central storage or approved for destruction under the General Disposal
Authority for State Government Information (RD 2013017).
132 | Department of Corrective Services Annual Report 2015 - 2016
The nature and extent of the recordkeeping training program conducted by or for the
organisation:
• The Department provided a range of recordkeeping training sessions and support
materials to cater for different learning styles.
• 15 user guides and 84 fact sheets relating to recordkeeping were produced and
published online and in print.
Whether the efficiency and effectiveness of the recordkeeping training program has been
reviewed or alternatively when this is planned to be done:
• 559 staff were trained in the use of TRIM to manage their records and 98.57% of staff
found this course useful.
• The Department has a records awareness training course which is customised to
reflect corporate and operational recordkeeping requirements as well as contractor
obligations. Since its launch in June 2014, 3224 staff had started the course with 3045
completing and passing (94.44%). Recordkeeping training has now been deemed
mandatory for all Department staff.
Assurance that the organisation’s induction program addresses employee roles and
responsibilities in regard to their compliance with the organisation’s recordkeeping plan:
• Statements regarding recordkeeping and the proper use of information were
also included in the Use of Public Resources section of the Department’s Code of
Conduct 2015.
3.9 Government Policy Requirements
3.9.1 Substantive equality
In accordance with the State Government’s policy framework for substantive equality, the
Department has demonstrated commitment to eliminating systemic discrimination in the
provision of services by recognising and responding in a culturally inclusive way to the
different needs of diverse client groups.
Each of the Department’s Operating Standards and Procedures is assessed by a
reference group to ensure that they meet the principles of diversity and substantive
equality. A Diversity and Substantive Equality Standard, Diversity Impact Assessment
and supporting instrument has been developed to enhance the rigor of assessment. This
provides staff with information required to respond to the different needs of a diverse
client group, address barriers to diversity and substantive equality and meet the needs
of all offenders and young people.
Addressing systemic inequities that impact on our client group provides for a consistent
approach to the management of prisoners and offenders in the community, aims to
reduce the overrepresentation of Aboriginal people in corrections and provides improved
conditions for women.
Department of Corrective Services Annual Report 2015 - 2016 | 133
3.9.2 Occupational safety, health and injury management
The Public Sector Commissioner’s Circular 2012-05 Code of Practice: Occupational Safety
and Health in the WA Public Sector sets out the minimum annual reporting requirements
for agencies.
3.9.2.1 Commitment to Occupational Safety and Health (OSH), and
injury management.
The Department’s OSH Policy is displayed in every workplace and is a statement of the
Department’s commitment to safety and health. The OSH Policy outlines the behaviours
expected of all employees to ensure a safe and healthy work environment.
A team of four Injury Management Consultants (IMCs) commenced in 2015-2016 with a
view reducing the volume of lost time attributable to compensable injuries. The IMCs are
qualified allied health professionals who work directly with the injured worker, management
and medical providers to return injured staff to the workplace in the shortest responsible
timeframe through the development of professional return to work plans.
Safety and Health is a standing agenda item at the monthly Human Resources Committee
meeting and is also the subject of the quarterly Corporate OSH Meeting. All OSH policies
and procedures are endorsed at this meeting, and the forum provides an opportunity for
direct communication with the Department’s Executive on matters relating to safety
and health.
The Department continues to monitor the completion of online OSH Awareness Training.
Seventy seven percent of all employees have completed the online OSH Awareness Training.
3.9.2.2 Formal mechanism for consultation with employees on occupational
safety and health matters
The formal mechanisms for consultation on OSH matters are outlined in the Department’s
‘OSH Communication, Consultation and Issue Resolution Procedure’ which was reviewed
in 2015-2016. Each workplace has an OSH Committee which meets at least quarterly, or a
monthly OSH Forum where OSH issues can be raised and discussed.
Safety and Health Representatives (SHRs) are an important OSH consultative mechanism.
The Department currently has 212 SHRs in workplaces across the state. SHRs and key
managerial contacts receive OSH broadcasts informing them of new and updated OSH
policies, procedures and tools. SHRs and manages are provided with the opportunity to
provide feedback on policies and procedures prior to them being published.
All employees have access to OSH policies, procedures, tools and resources through the
OSH intranet page. A bi-monthly safety e-newsletter also provides updates and information
to employees.
134 | Department of Corrective Services Annual Report 2015 - 2016
3.9.2.3 Compliance with injury management requirements of the Workers’
Compensation and Injury Management Act 1981
The prevention and management of workplace injuries has been a key area of focus
during the year. With the management of over 10,000 offenders, the Department has a
unique risk profile for its frontline staff. At 30 June 2016 the Department had 451 active
workers’ compensation claims under management and received an average of 56 new and
recurrence claims each month for the year. 447 claims were received in 2015-2016 compared
to 410 in 2014-2015.
The Department has established a dedicated project to improve the compensable injury
climate within the organisation. The reforms are focussed on reducing the volume and
severity of compensable staff injuries. A dedicated team of specialist functions commenced
in January 2016 and early signs of improvement are emerging for both indicators.
Department of Corrective Services Annual Report 2015 - 2016 | 135
3.9.2.4 Assessment of the occupational safety and health management system
In line with Public Sector Commissioner’s Circular 2012-05 Code of Practice: Occupational
Safety and Health in the WA Public Sector, the Department reported the following results
against OSH targets for 2015-2016.
Table 37: Report against OSH targets 2015-2016
Measure
Number of
fatalities
Lost time
injury and/
or disease
incidence
rate
Lost time
injury and/
or disease
severity rate
Actual results
2013-14
2015-16
0
1
6.6
29.45
8.48
30.60
Results against target
Target
Zero fatalities
10% reduction on
previous 3 years
Target: LTI incidence
rate of 6.25
10% reduction on
previous 3 years
Target: LTI severity rate
of 26.72
Comment
Prisoner killed in work related
accident at Hakea Prison.
Additional dedicated resources
were introduced in January 2016
to address the compensable injury
climate and it is anticipated that
improvement will be seen in the
2016-2017 results.
Additional dedicated resources
were introduced in January 2016
to address the compensable injury
climate and it is anticipated that
improvement will be seen in the
2016-2017 results.
Percentage of injured workers returned to work:
(i)
within 13
weeks
Not
reported
in 2013-14
70%*
(ii)
within 26
weeks
Not
reported
in 2013-14
80%*
Percentage
of managers
trained in
occupational
safety, health
and injury
management
responsibilities
Greater than or equal
to 80%*
Target met for injured workers
returned within 26 weeks.
*Return to work rates refer to 2015
calendar year, as per the RiskCover
Agency Bulletin.
Not achieved
65%
54%
Greater than or equal
to 80%
Development of an online OSH
Law and Awareness Training for
Managers is included in OSH Annual
Plan 2016-2017.
Note: Further information on complying with this reporting requirement, including the
calculation and reporting of the performance measures, can be found at
www.publicsectorsafety.wa.gov.au under ‘Annual reporting’.
3.9.3 Department’s Public Website
The Department’s website has continued to deliver high quality useful, usable and
accessible online information to all users, including people with a disability who may use
assistive technologies.
The Department’s public website meets the Web Content Accessibility Guidelines 2.0 Level
AA compliance and is responsive to desktop and mobile devices.
The website is regularly assessed against usability and readability guidelines as well as World
Wide Web Consortium best practice.
136 | Department of Corrective Services Annual Report 2015 - 2016
3.9.4 Information Statement – Freedom of Information (FOI)
The Freedom of Information Act 1992 provides access to information held by the Department.
Under the Act applications for information must be processed within 45 days of receipt.
The types of information held by the Department include:
3.9.4.1 Departmental publications
The Department’s public website contains a list of publications available to the public such as:
• The Department’s Annual Report
• The Strategic Plan
• Departmental news and media releases
• Statistics related to numbers of adults and young people being managed by the
Department.
These publications can be found at:
http://www.correctiveservices.wa.gov.au/about-us/statistics-publications/default.aspx
3.9.4.2 Budget papers
The Department’s budget papers are available for purchase from the State Law Publisher or
from the Department of Treasury website at www.ourstatebudget.wa.gov.au
3.9.4.3 Administrative records
Administrative records include ministerial correspondence, Ombudsman enquiries, Freedom
of Information records, financial records, asset management, human resource records and
records supporting the Department’s internal functions.
Department of Corrective Services Annual Report 2015 - 2016 | 137
3.9.4.4 Records about adults and young people in contact with the justice system
These records include prisoner records for offenders in custody or those undertaking
community-based orders:
• Adult and Youth Justice Custody files
These files contain documents related to a person’s offence, sentence and remand
details, as well as their custodial management, placement and classification, incidents
and correspondence.
• Community Corrections files
These files contain documents related to a person’s offence and sentence as well as
contact reports from Community Corrections Officers.
• Case files
The files include information regarding the health of a prisoner, psychological records,
program and education information for the offender, Victim Offender Mediation and
the diversion of young people.
• Custody Management Records
Day to day operations of Prisons and Detention Centres, including movements,
catering, assessment, visits, security operations, intelligence, maintenance and staffing.
The Department’s Corporate Records Management Branch is responsible for the
management of administrative and offender-related records. Public access to most records
at the Department can only be granted through the Freedom of Information process or by a
court order.
The Legal and Legislative Services Branch manages all requests made to the Department
for information under the Act and issues decisions on access to documents under authority
delegated by the Commissioner. In some cases, Section 23 of the Act may apply and
applicants may be refused access on a range of grounds. In these cases applicants have the
right of review - first internally to the Department and then externally to the Government’s
independent Information Commissioner.
All (FOI) applications made to the Department are coordinated by the Principal Information
Officer, who can also help with requests for documents available for purchase or free of
charge. Arrangements to inspect Department information available to the public can be
made by telephoning the Principal Information Officer on 9264 1711. Public access is from
8am-4pm, Monday to Friday at Level 9, 141 St Georges Terrace, Perth.
In 2015-2016, the Department received 1043 new (FOI) applications and finalised 1038
applications. Eight internal reviews were completed; of these six original decisions were
upheld, one was withdrawn and one was varied. Seven new applications for external reviews
were lodged with the Information Commissioner. Three external reviews remain outstanding
(see Table 35).
138 | Department of Corrective Services Annual Report 2015 - 2016
Table 38: Freedom of Information applications made to the Department
2012-2013
Personal information requests
2013-2014
2014-2015
2015-2016
963
968
954
1009
27
37
25
32
Amendment of personal
information
4
1
0
2
Applications completed
1013
1026
967
1038
Applications withdrawn
178
161
194
215
Applications transferred in full
to other agencies
38
45
38
31
Applications outstanding
49
26
36
42
Internal reviews completed
10
13
12
8
External reviews completed
2
10
6
3
Non-personal information
requests
Department of Corrective Services Annual Report 2015 - 2016 | 139
4.0 Glossary
Acronym / term Definition
ADF
Australian Defence Force
AJS
Adult Justice Services
ALSWA
Aboriginal Legal Service of Western Australia
ASC
Aboriginal Services Committee
AVS
Aboriginal Visitors Scheme
CDA1
Capability and Development Agreement No 1
CDA2
Capability and Development Agreement No 2
Census
Snapshot data current at midnight on the last day of the
reporting period
CorpEx
The Department’s Corporate Executive
DAPP
Daily Average Prisoner Population
DCS
Department of Corrective Services
DotAG
Department of the Attorney General
EERC
Economic and Expenditure Reform Committee
ELTP
Entry Level Training Program
FASD
Foetal Alcohol Spectrum Disorder/s
FMIS
Financial Management Information System
FOI
Freedom of Information
ICT
Information and Communications Technology
IMC
Injury Management Consultant
IMEW
Indigenous Military Experience Week
140 | Department of Corrective Services Annual Report 2015 - 2016
Acronym / term Definition
NSW
New South Wales
OSH
Occupational Safety and Health
PADS
Performance Appraisal Development System
PARM
Population and Resource Management Branch
PO
Prison Officer
RAP
Reconciliation Action Plan
SaaS
Software as a Service
SHR
Safety and Health Representative
SOG
Special Operations Group
SSSR
Security of detainees, prisoners and offenders; Safety of our people;
Safety of detainees, prisoners and offenders; and
Rehabilitation.
Victim Mediation Unit
‘The
Department’
The Department of Corrective Services
VMU
Victim Mediation Unit
VTEC
Fortescue Metals Group’s Vocational Training and Employment
Centre
WA
Western Australia
WAPM
Western Australian Prisoner Model (WAPM). A micro-simulation
model of the State’s adult prison population. It projects the number
of adult male and female prisoners for each offence category over a
10-year horizon.
WSQ
Westralia Square
YJIF
Youth Justice Initiative Fund
YJS
Youth Justice Services
Department of Corrective Services Annual Report 2015 - 2016 | 141
142 | Department of Corrective Services Annual Report 2015 - 2016
Integrity
Respect
Accountability
Excellence
Learning
Department of Corrective Services Annual Report 2015 - 2016 | 143
Department of Corrective Services Level 9, 141 St Georges Terrace, PERTH WA 6000
t (08) 9264 1711 f (08) 9485 0045 e [email protected]
www.correctiveservices.wa.gov.au
Government of Western Australia
Department of Corrective Services
Protect, Rehabilitate & Serve