The South Australian government create a standalone ministerial portfolio for domestic, family and sexual violence.

The South Australian government establish and resource a stewardship function within government. The office of the Government Steward should:

a.  lead collaboration across government agencies to support the development of the Implementation Plan by the Senior Leadership Committee, and the associated implementation work
b. lead the implementation and ongoing operation of recommendations, including Recommendations 10 - 12, 14 - 16, 18 - 22, 31, 46, 98 - 99, 112 -113 and 127.
c. lead the commissioning or recommissioning of state government– funded services within the domestic, family and sexual violence sector
d. have access to de-identified data to inform investment decisions and policy development
e. provide overall strategic direction to the South Australian government on the domestic, family and sexual violence system, ensuring that reforms and policy development are built on evidence based practice and lived experience input, noting the delivery of some South Australian government services will remain with line agencies.

The South Australian government develop and maintain a domestic, family and sexual violence linked-data dashboard, for use by the Government Steward and the Implementation and Impact Monitor, noting the potential of BEBOLD to fulfil this purpose. The dashboard should:

a. draw together relevant de-identified data regarding domestic, family and sexual violence incidence and prevalence from all agencies and organisations responsible for using the South Australian Risk Assessment and Management Framework or participating in the integrated response model
b. provide consistent locational and demographic data regarding victim-survivors and people using violence, ensuring visibility of different priority population groups.

Consideration must be given to providing access to other relevant agencies and organisations (including non-government organisations commissioned to provide domestic, family and sexual violence services).

The Senior Leadership Committee develop an Implementation Plan for the phased implementation of the Commission’s recommendations, for consideration by Cabinet. The Implementation Plan should:

a. be outcomes focused rather than activity focused by including an evaluation of impact approach
b. be informed by a rapid expenditure review across the South Australian government. Development of Implementation Plan actions and outcomes relating to the delivery of domestic, family and sexual violence services to Aboriginal people and Aboriginal communities should occur in accordance with the Closing the Gap priority reforms.

Direction on sequencing of implementation is provided at Appendix L of the report.

The Commissioner of Police elevate the domestic, family and sexual violence portfolio to branch or service level. The Commissioner of Police and the South Australian government ensure the new portfolio is appropriately resourced and staffed to meet the capability requirements set out in Figure 2.1.

The Commissioner of Police increase the capability of each police District and Local Service Area to best meet statewide domestic, family and sexual violence demand by:

a. increasing the number of family violence investigator and supporting positions in each District and Local Service Area
b. conducting regular needs analysis to ensure that the distribution and number of specialist domestic, family and sexual violence positions meets statewide demand
c. giving due consideration to all family violence investigator positions being recognised as specialist rather than generalist positions.

Before any commencement of the Criminal Law Consolidation (Coercive Control) Amendment Bill 2024 (SA), the South Australian government convene a working group to negotiate a new
settlement across the criminal justice and intervention order systems of the roles and responsibilities of the different agencies and participants operating within those systems, including non-government organisations contracted to provide relevant services within the context of these systems.

The Attorney-General progress legislation to establish the South Australian Ombudsman as the Implementation and Impact Monitor. The functions of the Implementation and Impact Monitor are to monitor and report on the implementation and impact of the South Australian government’s Implementation Plan. The Implementation and Impact Monitor should:

a. be resourced to undertake the role for a period of 10 years
b. identify, in consultation with the Senior Leadership Committee, the data and information to be made available to the Implementation and Impact Monitor to evaluate implementation and outcomes (see also Recommendation 3 regarding the development of a de-identified data
dashboard)
c. be resourced to commission independent evaluations and research where needed to evaluate the impact of recommendations and pilot programs, such as the child protection notification system, the diversionary scheme, the peer support program and the saturation model. The legislative amendments should have a sunset clause of 10 years and ensure that:
d. the Implementation and Impact Monitor:

1. can utilise the existing powers of the Ombudsman
2. can make recommendations about actions to be taken by agencies against the    Implementation Plan, with agencies required to report back on the steps taken to give effect to the recommendations
3. can write to the relevant Minister or Premier if action is not taken, with a response to be provided within 3 months
4. provides annual reports to Parliament.

e. section 29 of the Ombudsman Act 1972 (SA) does not apply to the Implementation and Impact Monitor role.

The South Australian government provide further funding to Embolden, South Australia’s peak body for domestic, family and sexual violence services, to establish an Advisory Group to the Implementation and Impact Monitor.

The South Australian government embed domestic, family and sexual violence as a sixth whole-of-government priority in the Chief Executive Performance Agreement template and require each chief executive’s performance agreement to include achievement of the actions and impact
identified in the Implementation Plan.

The South Australian government develop a 5-year statewide domestic, family and sexual violence strategy that includes the 4 pillars of prevention, early intervention, response, and recovery and healing, following delivery of the Implementation and Impact Monitor’s first
annual report to Parliament.

The South Australian government resource and support the development of a standalone 5-year Aboriginal domestic, family and sexual violence strategy.

The South Australian government establish 2 domestic, family and sexual violence Lived Experience Advisory Networks (one for adults and one for children and young people) to provide advice and expertise to the South Australian government. The Lived Experience Advisory Networks should:

a. be designed in consultation with the domestic, family and sexual violence sector and existing lived experience adviser groups and networks
b. be supported by practice frameworks
c. be representative of the diversity and intersectionality of lived experience
d. be appropriately remunerated for their advice and expertise and provided with appropriate therapeutic supports.

The South Australian government appoint a Lived Experience Advisory Group (or Groups) from the membership of the Lived Experience Advisory Networks to provide advice and expertise to the Minister for Domestic, Family and Sexual Violence.

The South Australian government require all chief executives with action items under the Implementation Plan to develop a Lived Experience Advisory Network engagement strategy for their agency. Engagement with the Lived Experience Advisory Networks should be included in chief executive performance agreements.

The South Australian government engage Australia’s National Research Organisation for Women’s Safety to develop a South Australian Risk Assessment and Management Framework, including each of the elements set out in Figure 2.2, in consultation with relevant government and non-government stakeholders.

The South Australian government develop and provide ongoing mandatory training to support the implementation and operation of the South Australian Risk Assessment and Management Framework.

The South Australian government resource an evaluation of the South Australian Risk Assessment and Management Framework to inform the development of legislation to support the ongoing operation of the South Australian Risk Assessment and Management Framework.

The South Australian government engage with experts and appropriate sector representatives to develop a South Australian framework for recognising and responding to harmful sexual behaviours in children and young people.

The South Australian government design, implement and resource a statewide integrated response model incorporating the elements set out in Figure 2.3.

The South Australian government resource the Family Safety Framework to provide broader multi-agency responses to high-risk and complex-risk matters. The Family Safety Framework should:

a. be informed by, and included in, South Australia’s Risk Assessment and Management Framework
b. require mandatory participation by relevant agencies and organisations, through minimum standards set out in the South Australian Risk Assessment and Management Framework
c. be co-managed by the integrated response teams
d. be resourced to allow for administrative support
e. be expanded to support people aged 16 and over.

Further consideration should be given to:
f. whether Family Safety Meetings should remain fortnightly or be convened on a needs basis, or both
g. whether, and to what extent, Family Safety Meetings and Child and Family Safety Network meetings should be combined.

The South Australian government develop, implement and maintain a technological solution for whole-of-government information aggregation and sharing for domestic, family and sexual violence. The technological solution must:

a. aggregate relevant information holdings concerning people using and experiencing violence, drawing from government agencies responsible for participating in the integrated response model or using the South Australian Risk Assessment and Management Framework
b. have regard to the current information sharing product used by the Multi-Agency Protection Service
c. be available statewide in support of the integrated response model among other relevant matters.

Consideration should be given to whether this technological solution could also support South Australia Police with the efficient aggregation of relevant police information for use in information-sharing programs such as the Domestic Violence Disclosure Scheme and Family Law Information Sharing Program. Otherwise, the Commissioner of Police is to conduct a separate scoping study and procurement for that purpose.

The South Australian government consider repurposing the Multi-Agency Protection Service to become a central triage and information-sharing team in support of the local integrated response teams. Consideration must be given to the ongoing role of the Multi-Agency Protection Service, if any, once the technological solution for information sharing has been introduced.

The South Australian government develop a consistent model for community-based, open-door domestic, family and sexual violence service hubs and explore opportunities to roll out community-based service hubs where they will have impact. The model should:

a. draw from Western Australia’s One Stop Hub model, particularly the community-based and soft entry-point design elements
b. provide co-located, non-statutory supports for people experiencing or recovering from violence
c. be repeatable and sustainable, and incorporate measurable impacts and outcomes
d. be applied to any hubs subsequently rolled out in South Australia.

The South Australian government’s review of the Alliance model be informed by the views set out in this report, and by direct engagement with the domestic, family and sexual violence sector.

The South Australian government:

a. disentangle funding for domestic, family and sexual violence services from homelessness services and funding streams
b. provide a significant and sustained uplift in funding for the domestic, family and sexual violence sector. This uplift should reflect the long-term service needs of victim-survivors, service stability and workforce development.

The South Australian government align all domestic, family and sexual violence service commissioning practices with the model commissioning principles and the model principles for reporting and data collection set out in Figure 2.4.

The South Australian government conduct a review of all current contracting arrangements for all non-government domestic, family and sexual violence services to remove any duplicative reporting and compliance obligations.

The South Australian government develop and implement a 10-year workforce development strategy for the domestic, family and sexual violence sector. The strategy should:

a. identify the domestic, family and sexual violence workforce
b. be developed consistent with the Closing the Gap priority reforms
c. address workforce capability, organisational capability and sector development through foundational training, service governance, recruitment and retention, and collaborative learning
d. build pathways to specialisation, including through micro-credentials and skill-set models.

The South Australian government establish a Domestic, Family and Sexual Violence Workforce Fund, informed by the 10-year workforce development strategy and with the purpose of increasing the supply of workers within the domestic, family and sexual violence sector and the specialisation of the workforce.

The Minister for Industrial Relations advocate for Safe Work Australia to develop (in partnership with community-led organisations) an 18th psychosocial risk for inclusion in the Work Health and Safety (Managing Psychosocial Hazards at Work) Code of Practice 2024 relating specifically to colonial and cultural load through the Meetings of Workplace Relations Ministers / Work Health and Safety Meeting of Ministers.

The Commissioner for Public Sector Employment develop a framework for identifying, understanding and managing colonial and cultural load across the South Australian public sector, aligned to the approach taken in other jurisdictions.