Territory Stories

OmbudsmanNT Investigation Report Matters arising from allegations of inappropriate conduct by a former Commissioner of Police and another police officer May 2015

Details:

Title

OmbudsmanNT Investigation Report Matters arising from allegations of inappropriate conduct by a former Commissioner of Police and another police officer May 2015

Other title

Tabled paper 1378

Collection

Tabled Papers for 12th Assembly 2012 - 2016; Tabled Papers; ParliamentNT

Date

2015-06-04

Description

Tabled by Adam Giles

Notes

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.

Language

English

Subject

Tabled papers

File type

application/pdf

Use

Copyright

Copyright owner

See publication

License

https://www.legislation.gov.au/Details/C2019C01025

Parent handle

https://hdl.handle.net/10070/274103

Citation address

https://hdl.handle.net/10070/425691

Page content

42 Appendix 2 Elements of a whistleblowing program A. Organisational Commitment A1.Management commitment Clear statements by senior management of the organisations support for the reporting of wrongdoing through appropriate channels (if in doubt, report), including commitments to take credible and appropriate action upon receipt of a whistleblowing report remedy any confirmed wrongdoing support whistleblowers. - Commitment to the principles of whistleblowing among first and second-level managers, including understanding of the benefits and importance of whistleblowing mechanisms knowledge of and confidence in whistleblowing policies. - Broad staff confidence in management responsiveness to whistleblowing. A2.Whistleblowing policy - Easy to comprehend whistleblowing policy, including guidance on procedures, relationship with other procedures and legal obligations. - Broad staff awareness of the whistleblowing program and policy, including their responsibility to report possible wrongdoing. A3.Resources - Staffing and financial resources dedicated to implementation and maintenance of the program, commensurate with organisational size and needs. - Specialised training for key personnel, including whistleblowing management issues as part of general induction and management training. A4.Evaluation and engagement - Regular evaluation and continual improvement in the program. - Positive engagement on whistleblowing issues with external integrity agencies, staff associations and client groups. B. Facilitating Reporting B1.Who may report wrongdoing? - Clear and comprehensive approach to including all key categories of organisation members (for example, employees, contractors, employees of contractors, volunteers) in the program. B2.What should be reported? - Clear procedures and advice to staff on the types of wrongdoing that should be reported appropriate reporting points for all different types of wrongdoing (including grievances as opposed to public interest disclosures) the level of information required/desired in a report.


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