OmbudsmanNT Investigation Report Matters arising from allegations of inappropriate conduct by a former Commissioner of Police and another police officer May 2015
Tabled paper 1378
Tabled Papers for 12th Assembly 2012 - 2016; Tabled Papers; ParliamentNT
Tabled by Adam Giles
Made available by the Legislative Assembly of the Northern Territory under Standing Order 240. Where copyright subsists with a third party it remains with the original owner and permission may be required to reuse the material.
14 simple lack of appreciation that there is an issue; or ineffective attempts to satisfy a range of competing official and personal interests to steer a path through a complicated mess in an effort to avoid having to raise the issues with a superior officer. 69. The second point is that, while broad parameters and procedures can be established for identifying and dealing with integrity issues, the process does not, at the margins at least, lend itself to resolution by adherence to detailed, black and white rules. In many cases, deciding how best to deal with an issue will require considerable disclosure, discussion and debate. 70. It is therefore crucial that all police have regular opportunities to refresh and reflect on integrity issues and what constitutes ethical behaviour. The efficient functioning and the credibility and reputation of NT Police depend on it. 71. This is particularly true for senior police because: if integrity policies are to be followed, it is important that compliance be openly and demonstratively supported at the highest levels in the organisation; and dealing appropriately with issues of this nature often requires a willingness to ask questions and raise issues junior officers must have the confidence that issues they raise will be considered and approached in an appropriate manner by senior officers. 72. Given the extraordinary powers and broad discretions that police have and the wide variety of situations they find themselves in, an important tool in this continuing awareness process will be regular discussion of a broad selection of scenarios that may arise. 73. To illustrate just how broad the potential range of scenarios for police can be, I have set out at Appendix 1 a sample of 46 potential scenarios taken from two sources. 74. One approach to awareness building that commends itself is outlined in the following design principles: Facilitators should be skilled and experienced in managing group facilitation and group dynamics. Conversations about corruption and conduct are notoriously difficult to manage, because behaviours used to illustrate conduct are often context-specific, can stir strong emotion and be difficult to discuss objectively without personal values influencing perspective. Facilitators need a range of resources rather than rigid session plans. ... Workshops about conduct work best when there are a mix of classification levels, ranks and work areas represented among the participants. People will benefit from the wider ranging discussion and seeing the application of judgement and decision-making differences. The risk of conducting a workshop with an existing team is that it may only serve to perpetuate their current world view. Active senior leadership involvement is essential in delivery of the workshops, to show the organisations commitment to building corruption resistance and so that participants can see their senior leaders modelling acceptable behaviours. Workshops need to be interactive participants need to be actively engaged in conversations and debate about the behaviours to effectively develop their understanding around the complexity of the issues.
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