Public Interest Disclosure Management Program 2025
Management program for Public Interest Disclosures made under the Public Interest Disclosure Act 2010
1. Introduction
This Public Interest Disclosure (PID) Management Program has been developed by the Office of the Queensland Ombudsman (the Office) in accordance with s.28 of the Public Interest Disclosure Act 2010 (the PID Act) and Public Interest Disclosure Standard 1/2019 – Public Interest Disclosure Management Program. It is to be read with the Office’s Public Interest Disclosure (PID) Policy and Procedure 2025.
The Ombudsman has overall responsibility for ensuring the Office's development, implementation and maintenance of a complaint PID Management Program. The Office’s PID Management Program encompasses:
- a commitment to encouraging the internal reporting of wrongdoing
- senior managements endorsement of the value of PIDs and proper PID management
- communication strategies to raise awareness among employees about PIDs and the Office’s PID procedure
- a training strategy providing employees with information and access to training about what a PID is, how to make a PID, how PIDs are managed and support available to those who make a PID
- specialist training and awareness for senior management and other staff who may receive or manage PIDs or handling other workplace issues relating to PIDs
- the appointment of an officer (PID Coordinator) to be responsible for issues related to the management of PIDs
- a system of review ensuring outcomes from PIDs inform improvements to service delivery, business processes and internal controls
- regular review of the PID Policy and Procedure
- regular evaluation of the effectiveness of the PID Management Program.
2. Purpose
PID Standard 1.3: Management program for PIDs, requires the Office to meet the following:
1.3.1 - Demonstrate organisational commitment
1.3.2 - Appoint a PID Coordinator
1.3.3 - Delegate PID responsibilities
1.3.4 - Implement a communication strategy
1.3.5 - Implement a training strategy
1.3.6 - Analyse PIDs to inform improvements
3. Demonstrate organisational commitment
The Ombudsman and Senior Management Team (SMT) are committed to:
- recognising the importance of a speak-up culture in ensuring the integrity of the Office, continuous improvement and deterrence of wrongdoing
- valuing those who identify and report wrongdoing
- ensuring PIDs are properly assessed, investigated and dealt with
- providing protection and support to employees who report wrongdoing through the appropriate internal or external channels
- ensuring persons who are the subject of a PID are given appropriate consideration and support
- allocating that sufficient resources to managing the Office’s PID Management Program.
The Office’s commitment to ethical practices is explicitly stated in the Office’s Code of Conduct. Disclosing wrongdoing aligns with the Office’s ethical culture and values.
The Office encourages any employee who observes or identifies wrongdoing to make a disclosure.
The Office will take all reasonable steps to protect an employee from detrimental action or reprisal taken because they have made a PID. When employees come forward with information about wrongdoing, managers commit to:
- protecting the dignity, wellbeing, career interests and good name of all persons involved
- protecting the discloser from any adverse action because of making the disclosure
- treating any bullying, harassment, unfair treatment, victimisation or discrimination as a breach of the Office’s disciplinary procedures
- responding to the disclosure thoroughly and impartially
- taking appropriate action to deal with wrongdoing
- keeping the discloser informed about the progress and outcomes.
The Office also recognises that members of the public may make a PID about the operations of the Office. Members of the public are encouraged to report this information to the Deputy Ombudsman. A PID made by a member of the public will be managed in accordance with the Office’s PID Policy and Procedure 2025.
4. Appoint a PID Coordinator
The Ombudsman has appointed the Deputy Ombudsman as the Office’s PID Coordinator. The PID Coordinator is responsible for the Office's PID Management Program.
The role of the PID Coordinator is set out in the Office’s PID Policy and Procedure 2025 and this PID Management Program.
The PID Coordinator has direct access to the Ombudsman in relation to PID matters and has the delegation and resources to ensure the Office's compliance with the PID Act.
The PID Coordinator provides regular reports on the implementation and oversight of the PID Management Program to the Ombudsman.
5. Delegate PID responsibilities
The PID Coordinator is responsible for ensuring that:
- all officers who directly or indirectly supervise or manage other officers are informed they are a person who may receive a PID as per s 17(3)(d) of the PID Act
- all officers with the function of receiving or actioning types of information recognised by the PID Act, are informed they are a person who may receive a PID as per s 17(3)(e) of the PID Act
- all officers with the responsibility of receiving, assessing, investigating and/or decision-making in relation to PIDs are provided with written guidance and appropriate delegation
- all officers nominated to undertake the role of a PID Support Officer are provided with written guidance, including information about available internal and external support services.
6. Implement a communication strategy
The Office recognises that employee awareness is critical to the success of its PID Management Program.
The Office’s communication strategy ensures:
- informing all new employees of the Office’s PID Policy and Procedure and PID Management Program at induction
- providing current information and resources about PIDs on the Office’s intranet - including the PID Coordinator’s contact details and links to the PID Policy and Procedure, PID Management Program and public webpage resources
- circulating periodic electronic newsletters from the Ombudsman confirming the Office’s commitment to the PID Act and information about the Office’s PID reporting process
- publishing information about PIDs, including the Office's PID Policy and Procedure and this PID Management Program on the Office’s public webpage
- including periodic messages about the PID Act and the Office’s PID responsibilities in the Office’s external electronic newsletters.
7. Implement a training strategy
The Office recognises the importance of providing regular PID training to employees.
The Office’s training strategy ensures:
- scheduling all new employees to attend PID Awareness Training as soon as practicable after commencement - training attendance is recorded by the Corporate Services Unit.
- including reference to PIDs and the PID Act in the mandatory Code of Conduct training
- providing the SMT and supervisors with the opportunity to attend comprehensive training presented by the Office's PID Team, including:
- PID - General Awareness and Assessment
- PID - General Awareness, Assessment and Managing Organisational Risk
- PID - Support Officer Training
- proving nominated PID Support Officers with the opportunity to attend comprehensive training presented by the Office's PID Team, including PID Support Officer training.
8. Analyse PIDs to inform improvements
The Office commits to undertaking regular PID analysis to assist the identification of potential systemic issues or trends, and where relevant inform administrative improvement.
Following the finalisation of a PID about the Office or an officer of the Office, the PID Coordinator will assess whether any changes to the Office’s service delivery, personnel management, business processes or internal controls are required. The PID Coordinator will report to the Ombudsman quarterly regarding any recommendations for changes.
The PID Coordinator will conduct an annual review of the effectiveness of the Office’s PID Management Program and provide a report to the Ombudsman.
Approved by:
Anthony Reilly, Queensland Ombudsman
September 2025