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
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26 Monitor health and wellbeing Managers have a responsibility to monitor the health and wellbeing of staff especially those who have made complaints or internal disclosures about police conduct. Indicators that might suggest staff are experiencing stress or pressure in the workplace include changes in personality (such as socially or professionally withdrawn, depressed or unhappy), changes in work performance (such as a lack of motivation or interest, errors or mistakes), and absenteeism. Managers should ensure that staff are aware of and have access to appropriate support services and that the confidentiality of internal witnesses is not compromised. Support staff All staff have a right to feel comfortable and safe in a professional and respectful workplace. Be mindful of any destabilising influences such as people who may obstruct the complaints process or people who may victimise or harass those who make internal complaints. Intervene to prevent and redress any instances of retribution, payback or harassment. It is essential that these influences are dealt with immediately and that negative attitudes and behaviours are not encouraged or supported by staff. Reinforce the consequences for staff who may victimise, harass or bully colleagues who make complaints. 8 170. One essential step must be to keep the officer who has raised the concern regularly advised of progress. 171. This does not necessarily involve disclosure of details of an investigation that is underway. An officer who raises an issue that does not affect them personally should not expect that they will be informed of personal information about another officer. 172. However, it will usually be appropriate for the reporting officer to be informed regularly about basic details, eg, that the matter continues to be investigated, the reasons for any significant delay and when the matter has been finalised. It is important to do this in order to assure the officer that they have done the right thing in raising the concern. It can also be an important step in avoiding actions that might prejudice an ongoing investigation. 173. It is important for NT Police to review procedures relevant to the issues discussed in this chapter to ensure they represent best practice. 174. To provide an illustration of the many factors that must be considered in the development of necessary procedures, I have included at Appendix 2 a comprehensive description of the elements of a whistle blower program from Whistling While They Work: A good-practice guide for managing internal reporting of wrongdoing in public sector organisations. 175. Again, my Office and OCPID are happy to assist in that review and implementation of programs. ---------------------------------------------------------------- 8 A guide to building workplace integrity: Indicators and practice, Victorian Office of Police Integrity, December 2009, p.22 http://www.ibac.vic.gov.au/docs/default-source/opi-prevention-and-education/a-guide-tobuilding-workplace-integrity---dec-09.pdf?sfvrsn=2 Recommendation 5 NT Police review procedures relating to education and awareness of options for police reporting concerns about other police (including external reporting) and treatment of police who report such concerns. http://www.ibac.vic.gov.au/docs/default-source/opi-prevention-and-education/a-guide-to-building-workplace-integrity---dec-09.pdf?sfvrsn=2 http://www.ibac.vic.gov.au/docs/default-source/opi-prevention-and-education/a-guide-to-building-workplace-integrity---dec-09.pdf?sfvrsn=2
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