❓ Hon Giz Watson asks about the Department of Corrective Services' response to the Auditor General's report on the juvenile justice system, specifically regarding timeliness and rehabilitation. Hon Simon O'Brien responds with details of staffing changes and process improvements.
AnsweredQoN 116Legislative Council
QuestionView source ↗
JUVENILE JUSTICE SYSTEM — AUDITOR GENERAL’S REPORT
I refer to the Auditor General’s report published in June 2008 that examines the performance of the juvenile justice system. (1) What steps will the department take in respect of juvenile justice teams to ensure that — (a) timeliness is improved; and (b) action plans support rehabilitation and address causes of offending? (2) What is the time frame for (1)? Hon SIMON O’BRIEN
I refer to the Auditor General’s report published in June 2008 that examines the performance of the juvenile justice system. (1) What steps will the department take in respect of juvenile justice teams to ensure that — (a) timeliness is improved; and (b) action plans support rehabilitation and address causes of offending? (2) What is the time frame for (1)? Hon SIMON O’BRIEN
AnswerView source ↗
I thank the honourable member for some notice of this question. The Minister for Corrective Services has advised that — (1) (a) In November 2007 the Western Australian Industrial Relations Commission put in place a workload management team for juvenile justice staff which prioritised caseloads focused on managing high-risk juvenile justice cases. This resulted in a number of regional juvenile justice team cases being held as inactive where referrals were not processed. As a short-term solution, in the past six months one senior juvenile justice officer and one administrative officer have travelled to the various regions to address the backlog of JJT cases. To improve timeliness and effectiveness in the long term, the Department of Corrective Services created eight full-time and substantive JJT coordinator positions for regional WA with a view to all positions being filled by the end of 2008. Four positions are now substantively filled, two are filled by employees on short-term contracts, and two further are still under active recruitment. There has been an expansion in the central JJT administration team, with two extra positions to improve governance, quality and standards. The creation of an additional JJT to be situated in the north metropolitan suburbs at Clarkson is also underway and will be operational by the end of 2008. Figures for the metropolitan area reveal that the number of referrals being progressed within six weeks increased from 32 per cent in 2006-07 to 42 per cent in March to September 2008. These actions have resulted in a significant improvement in throughput and response time in dealing with JJT referrals. (b) Through the appointment of additional dedicated JJT coordinators, there has been an increased focus on the development of action plans that support rehabilitation and address offending behaviour or other salient issues, and an increased capacity to provide follow-up. The appointment of supervisors has provided more effective quality assurance and oversight of practice. Action plans are developed in accordance with the principles of juvenile justice as outlined in the Young Offenders Act 1994. The forums at which action plans are developed are JJT meetings, and include the young offender; caregivers; victims, if appropriate; the police JJT coordinator; and other persons as relevant. The action plans are entirely individualised according to each young person’s circumstances. Due to the recent increase in resources, the JJTs now have the capacity to provide more comprehensive action plans. (2) Please see answer to (1)(a).
(1) What steps will the department take in respect of juvenile justice teams to ensure that — (a) timeliness is improved; and (b) action plans support rehabilitation and address causes of offending? (2) What is the time frame for (1)? Hon SIMON O’BRIEN replied: I thank the honourable member for some notice of this question. The Minister for Corrective Services has advised that — (1) (a) In November 2007 the Western Australian Industrial Relations Commission put in place a workload management team for juvenile justice staff which prioritised caseloads focused on managing high-risk juvenile justice cases. This resulted in a number of regional juvenile justice team cases being held as inactive where referrals were not processed. As a short-term solution, in the past six months one senior juvenile justice officer and one administrative officer have travelled to the various regions to address the backlog of JJT cases. To improve timeliness and effectiveness in the long term, the Department of Corrective Services created eight full-time and substantive JJT coordinator positions for regional WA with a view to all positions being filled by the end of 2008. Four positions are now substantively filled, two are filled by employees on short-term contracts, and two further are still under active recruitment. There has been an expansion in the central JJT administration team, with two extra positions to improve governance, quality and standards. The creation of an additional JJT to be situated in the north metropolitan suburbs at Clarkson is also underway and will be operational by the end of 2008. Figures for the metropolitan area reveal that the number of referrals being progressed within six weeks increased from 32 per cent in 2006-07 to 42 per cent in March to September 2008. These actions have resulted in a significant improvement in throughput and response time in dealing with JJT referrals. (b) Through the appointment of additional dedicated JJT coordinators, there has been an increased focus on the development of action plans that support rehabilitation and address offending behaviour or other salient issues, and an increased capacity to provide follow-up. The appointment of supervisors has provided more effective quality assurance and oversight of practice. Action plans are developed in accordance with the principles of juvenile justice as outlined in the Young Offenders Act 1994. The forums at which action plans are developed are JJT meetings, and include the young offender; caregivers; victims, if appropriate; the police JJT coordinator; and other persons as relevant. The action plans are entirely individualised according to each young person’s circumstances. Due to the recent increase in resources, the JJTs now have the capacity to provide more comprehensive action plans. (2) Please see answer to (1)(a).
(b) action plans support rehabilitation and address causes of offending?
Hon SIMON O’BRIEN replied: I thank the honourable member for some notice of this question. The Minister for Corrective Services has advised that — (1) (a) In November 2007 the Western Australian Industrial Relations Commission put in place a workload management team for juvenile justice staff which prioritised caseloads focused on managing high-risk juvenile justice cases. This resulted in a number of regional juvenile justice team cases being held as inactive where referrals were not processed. As a short-term solution, in the past six months one senior juvenile justice officer and one administrative officer have travelled to the various regions to address the backlog of JJT cases. To improve timeliness and effectiveness in the long term, the Department of Corrective Services created eight full-time and substantive JJT coordinator positions for regional WA with a view to all positions being filled by the end of 2008. Four positions are now substantively filled, two are filled by employees on short-term contracts, and two further are still under active recruitment. There has been an expansion in the central JJT administration team, with two extra positions to improve governance, quality and standards. The creation of an additional JJT to be situated in the north metropolitan suburbs at Clarkson is also underway and will be operational by the end of 2008. Figures for the metropolitan area reveal that the number of referrals being progressed within six weeks increased from 32 per cent in 2006-07 to 42 per cent in March to September 2008. These actions have resulted in a significant improvement in throughput and response time in dealing with JJT referrals. (b) Through the appointment of additional dedicated JJT coordinators, there has been an increased focus on the development of action plans that support rehabilitation and address offending behaviour or other salient issues, and an increased capacity to provide follow-up. The appointment of supervisors has provided more effective quality assurance and oversight of practice. Action plans are developed in accordance with the principles of juvenile justice as outlined in the Young Offenders Act 1994. The forums at which action plans are developed are JJT meetings, and include the young offender; caregivers; victims, if appropriate; the police JJT coordinator; and other persons as relevant. The action plans are entirely individualised according to each young person’s circumstances. Due to the recent increase in resources, the JJTs now have the capacity to provide more comprehensive action plans. (2) Please see answer to (1)(a).
I thank the honourable member for some notice of this question. The Minister for Corrective Services has advised that — (1) (a) In November 2007 the Western Australian Industrial Relations Commission put in place a workload management team for juvenile justice staff which prioritised caseloads focused on managing high-risk juvenile justice cases. This resulted in a number of regional juvenile justice team cases being held as inactive where referrals were not processed. As a short-term solution, in the past six months one senior juvenile justice officer and one administrative officer have travelled to the various regions to address the backlog of JJT cases. To improve timeliness and effectiveness in the long term, the Department of Corrective Services created eight full-time and substantive JJT coordinator positions for regional WA with a view to all positions being filled by the end of 2008. Four positions are now substantively filled, two are filled by employees on short-term contracts, and two further are still under active recruitment. There has been an expansion in the central JJT administration team, with two extra positions to improve governance, quality and standards. The creation of an additional JJT to be situated in the north metropolitan suburbs at Clarkson is also underway and will be operational by the end of 2008. Figures for the metropolitan area reveal that the number of referrals being progressed within six weeks increased from 32 per cent in 2006-07 to 42 per cent in March to September 2008. These actions have resulted in a significant improvement in throughput and response time in dealing with JJT referrals. (b) Through the appointment of additional dedicated JJT coordinators, there has been an increased focus on the development of action plans that support rehabilitation and address offending behaviour or other salient issues, and an increased capacity to provide follow-up. The appointment of supervisors has provided more effective quality assurance and oversight of practice. Action plans are developed in accordance with the principles of juvenile justice as outlined in the Young Offenders Act 1994. The forums at which action plans are developed are JJT meetings, and include the young offender; caregivers; victims, if appropriate; the police JJT coordinator; and other persons as relevant. The action plans are entirely individualised according to each young person’s circumstances. Due to the recent increase in resources, the JJTs now have the capacity to provide more comprehensive action plans. (2) Please see answer to (1)(a).
(1) (a) In November 2007 the Western Australian Industrial Relations Commission put in place a workload management team for juvenile justice staff which prioritised caseloads focused on managing high-risk juvenile justice cases. This resulted in a number of regional juvenile justice team cases being held as inactive where referrals were not processed. As a short-term solution, in the past six months one senior juvenile justice officer and one administrative officer have travelled to the various regions to address the backlog of JJT cases. To improve timeliness and effectiveness in the long term, the Department of Corrective Services created eight full-time and substantive JJT coordinator positions for regional WA with a view to all positions being filled by the end of 2008. Four positions are now substantively filled, two are filled by employees on short-term contracts, and two further are still under active recruitment. There has been an expansion in the central JJT administration team, with two extra positions to improve governance, quality and standards. The creation of an additional JJT to be situated in the north metropolitan suburbs at Clarkson is also underway and will be operational by the end of 2008. Figures for the metropolitan area reveal that the number of referrals being progressed within six weeks increased from 32 per cent in 2006-07 to 42 per cent in March to September 2008. These actions have resulted in a significant improvement in throughput and response time in dealing with JJT referrals. (b) Through the appointment of additional dedicated JJT coordinators, there has been an increased focus on the development of action plans that support rehabilitation and address offending behaviour or other salient issues, and an increased capacity to provide follow-up. The appointment of supervisors has provided more effective quality assurance and oversight of practice. Action plans are developed in accordance with the principles of juvenile justice as outlined in the Young Offenders Act 1994. The forums at which action plans are developed are JJT meetings, and include the young offender; caregivers; victims, if appropriate; the police JJT coordinator; and other persons as relevant. The action plans are entirely individualised according to each young person’s circumstances. Due to the recent increase in resources, the JJTs now have the capacity to provide more comprehensive action plans. (2) Please see answer to (1)(a).
(1) What steps will the department take in respect of juvenile justice teams to ensure that — (a) timeliness is improved; and (b) action plans support rehabilitation and address causes of offending? (2) What is the time frame for (1)? Hon SIMON O’BRIEN replied: I thank the honourable member for some notice of this question. The Minister for Corrective Services has advised that — (1) (a) In November 2007 the Western Australian Industrial Relations Commission put in place a workload management team for juvenile justice staff which prioritised caseloads focused on managing high-risk juvenile justice cases. This resulted in a number of regional juvenile justice team cases being held as inactive where referrals were not processed. As a short-term solution, in the past six months one senior juvenile justice officer and one administrative officer have travelled to the various regions to address the backlog of JJT cases. To improve timeliness and effectiveness in the long term, the Department of Corrective Services created eight full-time and substantive JJT coordinator positions for regional WA with a view to all positions being filled by the end of 2008. Four positions are now substantively filled, two are filled by employees on short-term contracts, and two further are still under active recruitment. There has been an expansion in the central JJT administration team, with two extra positions to improve governance, quality and standards. The creation of an additional JJT to be situated in the north metropolitan suburbs at Clarkson is also underway and will be operational by the end of 2008. Figures for the metropolitan area reveal that the number of referrals being progressed within six weeks increased from 32 per cent in 2006-07 to 42 per cent in March to September 2008. These actions have resulted in a significant improvement in throughput and response time in dealing with JJT referrals. (b) Through the appointment of additional dedicated JJT coordinators, there has been an increased focus on the development of action plans that support rehabilitation and address offending behaviour or other salient issues, and an increased capacity to provide follow-up. The appointment of supervisors has provided more effective quality assurance and oversight of practice. Action plans are developed in accordance with the principles of juvenile justice as outlined in the Young Offenders Act 1994. The forums at which action plans are developed are JJT meetings, and include the young offender; caregivers; victims, if appropriate; the police JJT coordinator; and other persons as relevant. The action plans are entirely individualised according to each young person’s circumstances. Due to the recent increase in resources, the JJTs now have the capacity to provide more comprehensive action plans. (2) Please see answer to (1)(a).
(b) action plans support rehabilitation and address causes of offending?
Hon SIMON O’BRIEN replied: I thank the honourable member for some notice of this question. The Minister for Corrective Services has advised that — (1) (a) In November 2007 the Western Australian Industrial Relations Commission put in place a workload management team for juvenile justice staff which prioritised caseloads focused on managing high-risk juvenile justice cases. This resulted in a number of regional juvenile justice team cases being held as inactive where referrals were not processed. As a short-term solution, in the past six months one senior juvenile justice officer and one administrative officer have travelled to the various regions to address the backlog of JJT cases. To improve timeliness and effectiveness in the long term, the Department of Corrective Services created eight full-time and substantive JJT coordinator positions for regional WA with a view to all positions being filled by the end of 2008. Four positions are now substantively filled, two are filled by employees on short-term contracts, and two further are still under active recruitment. There has been an expansion in the central JJT administration team, with two extra positions to improve governance, quality and standards. The creation of an additional JJT to be situated in the north metropolitan suburbs at Clarkson is also underway and will be operational by the end of 2008. Figures for the metropolitan area reveal that the number of referrals being progressed within six weeks increased from 32 per cent in 2006-07 to 42 per cent in March to September 2008. These actions have resulted in a significant improvement in throughput and response time in dealing with JJT referrals. (b) Through the appointment of additional dedicated JJT coordinators, there has been an increased focus on the development of action plans that support rehabilitation and address offending behaviour or other salient issues, and an increased capacity to provide follow-up. The appointment of supervisors has provided more effective quality assurance and oversight of practice. Action plans are developed in accordance with the principles of juvenile justice as outlined in the Young Offenders Act 1994. The forums at which action plans are developed are JJT meetings, and include the young offender; caregivers; victims, if appropriate; the police JJT coordinator; and other persons as relevant. The action plans are entirely individualised according to each young person’s circumstances. Due to the recent increase in resources, the JJTs now have the capacity to provide more comprehensive action plans. (2) Please see answer to (1)(a).
I thank the honourable member for some notice of this question. The Minister for Corrective Services has advised that — (1) (a) In November 2007 the Western Australian Industrial Relations Commission put in place a workload management team for juvenile justice staff which prioritised caseloads focused on managing high-risk juvenile justice cases. This resulted in a number of regional juvenile justice team cases being held as inactive where referrals were not processed. As a short-term solution, in the past six months one senior juvenile justice officer and one administrative officer have travelled to the various regions to address the backlog of JJT cases. To improve timeliness and effectiveness in the long term, the Department of Corrective Services created eight full-time and substantive JJT coordinator positions for regional WA with a view to all positions being filled by the end of 2008. Four positions are now substantively filled, two are filled by employees on short-term contracts, and two further are still under active recruitment. There has been an expansion in the central JJT administration team, with two extra positions to improve governance, quality and standards. The creation of an additional JJT to be situated in the north metropolitan suburbs at Clarkson is also underway and will be operational by the end of 2008. Figures for the metropolitan area reveal that the number of referrals being progressed within six weeks increased from 32 per cent in 2006-07 to 42 per cent in March to September 2008. These actions have resulted in a significant improvement in throughput and response time in dealing with JJT referrals. (b) Through the appointment of additional dedicated JJT coordinators, there has been an increased focus on the development of action plans that support rehabilitation and address offending behaviour or other salient issues, and an increased capacity to provide follow-up. The appointment of supervisors has provided more effective quality assurance and oversight of practice. Action plans are developed in accordance with the principles of juvenile justice as outlined in the Young Offenders Act 1994. The forums at which action plans are developed are JJT meetings, and include the young offender; caregivers; victims, if appropriate; the police JJT coordinator; and other persons as relevant. The action plans are entirely individualised according to each young person’s circumstances. Due to the recent increase in resources, the JJTs now have the capacity to provide more comprehensive action plans. (2) Please see answer to (1)(a).
(1) (a) In November 2007 the Western Australian Industrial Relations Commission put in place a workload management team for juvenile justice staff which prioritised caseloads focused on managing high-risk juvenile justice cases. This resulted in a number of regional juvenile justice team cases being held as inactive where referrals were not processed. As a short-term solution, in the past six months one senior juvenile justice officer and one administrative officer have travelled to the various regions to address the backlog of JJT cases. To improve timeliness and effectiveness in the long term, the Department of Corrective Services created eight full-time and substantive JJT coordinator positions for regional WA with a view to all positions being filled by the end of 2008. Four positions are now substantively filled, two are filled by employees on short-term contracts, and two further are still under active recruitment. There has been an expansion in the central JJT administration team, with two extra positions to improve governance, quality and standards. The creation of an additional JJT to be situated in the north metropolitan suburbs at Clarkson is also underway and will be operational by the end of 2008. Figures for the metropolitan area reveal that the number of referrals being progressed within six weeks increased from 32 per cent in 2006-07 to 42 per cent in March to September 2008. These actions have resulted in a significant improvement in throughput and response time in dealing with JJT referrals. (b) Through the appointment of additional dedicated JJT coordinators, there has been an increased focus on the development of action plans that support rehabilitation and address offending behaviour or other salient issues, and an increased capacity to provide follow-up. The appointment of supervisors has provided more effective quality assurance and oversight of practice. Action plans are developed in accordance with the principles of juvenile justice as outlined in the Young Offenders Act 1994. The forums at which action plans are developed are JJT meetings, and include the young offender; caregivers; victims, if appropriate; the police JJT coordinator; and other persons as relevant. The action plans are entirely individualised according to each young person’s circumstances. Due to the recent increase in resources, the JJTs now have the capacity to provide more comprehensive action plans. (2) Please see answer to (1)(a).
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