Work/Life (PDF Version) 21/11/01 11:28 am Page 1
Northern Ireland Office
November 2001
Work-life
A
Bal
nce
Work/Life (PDF Version) 21/11/01 11:28 am Page 2
Foreword
Balancing "Work and life" within the NIO
I was asked by the Head of the Home Civil Service, Sir Richard Wilson, to be the Civil
Service champion for a “better deal for staff”, one of the six key elements of the Civil
Service Reform programme. As part of the deal, work has been going on to develop
ideas which would allow staff to improve the balance between their personal and
working lives, without affecting the quality of the work that the Civil Service
produces. Through this foreword, I want to encourage all the staff in the NIO to
exploit this initiative imaginatively.
Work-life Balance: What is it?
Work-life Balance is about getting the right mix between our personal and professional
lives. We are all aware of the competing demands of both. This new Work-life Balance
initiative encourages us to think about whether we have got the mixture right and, if not,
to see what we can do to improve it.
This will be a challenge for us all. We will need to examine our own situations and those
of others working alongside us. There will be inevitable conflicts – between the demands
of the job and the wish for greater personal choice; and between individuals who may
want to rebalance their priorities within the same team or division. No single prescription
will fit all, nor should it. Each Directorate, Agency, Division, Branch and individual is
different. But what this initiative encourages us to do is to go on delivering the work of
the Department effectively and efficiently, but in a way which allows us all to strike a
proportionate balance with our personal lives.
I know from personal experience that this is more easily said than done. Many staff will
wonder how the balance can be altered when, for example, their jobs regularly demand
long hours. It is not easy to square the circle of keeping within reasonable limits, while
providing the service that Ministers and good government require. So if we are to
attempt to do both, how do we get as close as possible to the best balance? We can
encourage people to make sure they take proper holidays and time away from the job.
Work/Life (PDF Version) 21/11/01 11:28 am Page 3
We can caution each other about the dangers of doing too much, or taking on too much.
We can remind ourselves of the importance of sharing the load through teamwork,
delegating whenever we can. We can apply new thinking, or IT, to help us lighten the
load. We can use our very valuable time well, probably better than we already do.
The Work-life balance (WLB) booklet
This booklet contains ‘tools’ to help us improve our WLB. I want to encourage everyone,
at all levels and all parts of the NIO, to think more about their own individual Work-life
balance. This isn’t just something for those with families and caring commitments. The
opportunity to work flexible working patterns, or reduced hours, is also available to staff
who would, for example, like to work part-time in order to get a qualification, to
volunteer in the community or to realise a sporting achievement. Our experience is
enriched by the time we spend away from the office doing different things. We have a
duty to try to help those who want to realise their WLB objectives. It also makes sense to
help meet people’s needs if we reasonably can.
I want to emphasise this last point. Not everyone’s ideal can be met. Apart from those
policies which have statutory backing, such as maternity and paternity leave, there is no
fixed or pre-set entitlement to work the routine or the hours that we want at any
particular time in our careers – the needs of the people we serve must be considered. The
"deal" that I want to see for NIO staff is that managers, as many already do, take on
board carefully and sensitively the needs and reasonable requests of their staff, and open
themselves to new ways of thinking about the delivery of service - for example, through
job-sharing, or through the better use of IT or time-management to reduce pressure of
work.
I hope that we can and will apply the same innovative approaches to problem-solving and
finding workable solutions that we use in our daily work, to help each other find our own
personal Work-life balance. I hope that all of us, staff and managers, management and
Trade Union side, will rise to the challenge together.
Joe Pilling
Work/Life (PDF Version) 21/11/01 11:28 am Page 4
Work-life balance in the NIO
Introduction
1
The Northern Ireland Office (NIO) continually strives to be an "excellent Employer"
and is committed to the concept of good Work-life balance for its staff whilst serving
Ministers and the public to the highest standards. The NIO aims to have terms and
conditions of service and underpinning personnel policies that will ensure that ther e
is a diverse, well trained, motivated and flexible workforce.
Since 1987, when formal guidance on part-time working and job-sharing
arrangements was first introduced, there has been a recognition that enabling staff
to better blend work and home life benefits both the individual and our service to
the local, national and international communities. The NIO there f o re re a d i l y
acknowledges that employees have responsibilities and other interests in their lives
outside work which can place conflicting demands on them as individuals, and as
such, staff need to find a balance between their work commitments and life outside
the office. The job we do and the service we give is of no less importance in our lives
as for those we serve. We often refer to our work as our ’livelihood’ or ‘how we
make a living’. Getting the balance right will depend on four main factors:-
q first and foremost, ensuring that service to Ministers and the public will not suffer;
q second, the extent to which the NIO can create additional flexible working
arrangements;
q t h i rd, ensuring that as a good employer we discourage as unacceptable
consistently prolonged working hours for health and welfare, as well as for
efficiency reasons, and strive to ensure compliance with the EU working time
requirements; and
1
Work/Life (PDF Version) 21/11/01 11:28 am Page 5
q finally, the balance will be determined by each of us making our own very personal
decisions, guided by the above, about how we spend our time inside and outside
the workplace.
The successful operation of NIO’s Work-life balance policies depends very much on
there being good, open and honest working relationships and communication
primarily between staff and line managers. The NIO’s new performance management
system provides a formal structure within which line managers and staff can discuss
and review the achievement of personal and branch objectives and any other related
issues. However, it is accepted that good communication requires more than this and
should be an ongoing process throughout the year. It is expected that this booklet
will raise awareness of Work-life balance policies and how they can be operated to
ensure that wherever possible the individual benefits but, at the same time, not at
the expense of the business need of the NIO. Managers can, as many already do, play
their part by demonstrating their commitment to these policies. Ideally, this will
promote an environment where staff will give of their best and also feel that should
a situation arise where they need time off urgently, or wish to change their working
pattern, their request will be given careful consideration alongside the business
needs of the office.
Why have Work-life balance in the NIO?
Balancing work with the various responsibilities and activities that all of us have
outside work is difficult. There are many demands on staff outside the workplace, for
example, caring for dependent relatives, studying for qualifications and participating
in sport, all of which require time and effort. In many instances these responsibilities
are inescapable, or reflect that some individuals may want to put something back
into society or wish to get more out of life. However, conflicting priorities and lack
2
Work/Life (PDF Version) 21/11/01 11:28 am Page 6
of time can inevitably take their toll if the individual does not get a better balance.
People can end up overtired, lacking in concentration, suffering from ill health etc.
To be able to cope with these conflicting demands staff need to be able to make
informed choices about how they balance work and life. The NIO has over the years
developed a wide range of policies which each, in their own way, contribute to staff
being able to achieve, wherever possible, a reasonable Work-life balance for them as
an individual.
In acknowledging the need to assist staff in getting their Work-life balance right,
managers nevertheless have to first ensure that their business area delivers the
s e rvice expected of it. Getting this balance right re q u i res flexibility and
understanding from staff and managers alike. Staff must appreciate therefore that
business needs may on occasions prevent them from being able to work precisely as
they would like.
Who within the NIO can benefit from having a Work-life balance?
Work-life balance is not solely about being ‘family friendly’. Work-life balance is for
everyone - married, single, male, female, carers, those with and without dependants,
and regardless of grade or age. Helping staff to reach a reasonable balance has
advantages for the individual and for the NIO. Improving your Work-life balance is
not just about reducing the number of hours you work - there are many other aspects
which are also refer red to in this booklet.
This booklet
This booklet seeks to draw together the wide variety of ways in which staff may,
while remaining in employment, reach a better balance between work and outside
life, especially as priorities away from work change. It is therefore a document aimed
3
Work/Life (PDF Version) 21/11/01 11:28 am Page 7
at ensuring that both NIO managers and staff are aware of the opportunities
available; can make better informed decisions, and have realistic expectations about
what is and is not possible. It is, however, only an overview and much more detailed
information is available within the HCS and NICS Staff Handbooks and other
associated Circulars. (The HCS Staff Handbook is currently under revision and
appropriate entries will therefore not appear until issue of subsequent versions of
this booklet). The NI Prison Service Agency will issue the WLB booklet to their staff in
due course.
The four key areas covered in this booklet are:-
q Working patterns and practices;
q Leave provisions;
q Information for managers and staff; and
q Other support and advice services.
It should however be borne in mind that, for the most part, this booklet covers only
corporate policies operating across the Northern Ireland Office Core, except where
otherwise expressly stated. Individual Directorates/Agencies, where business needs
permit, may offer other flexibilities and staff are therefore advised to make initial
contact with their line manager to explore if any other working patterns, facilities or
services are available within their location.
Finally, this booklet is further evidence that developing government policy in the
area of Work-life balance is translated into practice by the NIO as an employer.
4
Work/Life (PDF Version) 21/11/01 11:28 am Page 8
Working patterns and practices
Working patterns within the NIO fall into four main categories. Traditional 9-5 office
hours; flexi-hours; shift working and alternative work patterns. Most people will
2
readily understand what the first three working patterns mean, but the term
alternative working patterns may not yet be familiar.
What is an alternative working pattern?
Most people’s idea of an alternative working pattern is someone who works part-
time i.e. only mornings or perhaps job-shares with a partner to cover a full-time post.
But it is much more than that. The aim of work life balance is to allow people to
work in the agreed pattern that suits them, provided this pattern meets the needs of
the NIO business area. Some patterns involve a reduction in hours worked while
others affect when or where the work is done. It is important to remember that for
flexible working to be a success there must be flexibility from both staff and line
management. Listed below are a range of alternative working patterns that are
currently being worked in various NIO business areas. Not all are available
throughout the NIO as their viability depends on individual business needs in specific
locations:-
q working six hours or less per day for five days a week (starting at varying times
from 8:-00am to 10:-00am);
q working three days per week;
q working four days per week;
q
job-sharing one week on, one week off;
q job-sharing Monday to Wednesday one week and Monday and Tuesday the next
week;
5
Work/Life (PDF Version) 21/11/01 11:28 am Page 9
q job-sharing Monday to Wednesday lunchtime every week;
q other forms of personalised arrangements.
Staff returning from a long spell of sick absence may also build up their hours
gradually over a period of time to assist their rehabilitation.
Use of shift patterns
Staff working an alternative work pattern may also agree individual flexi-hours,
where practicable, with local management.
Should all jobs be considered for an alternative work pattern?
Yes. When NIO managers are seeking to fill a vacancy or when they are approached
by someone considering whether it would be possible to work an alternative work
pattern, the manager should consider whether the particular post would be suitable
for an alternative work pattern.
Working patterns
How are alternative work patterns devised?
The patterns listed earlier are examples of what is potentially possible. Individual
applications will be considered and balanced against the needs of the job and the
NIO business area. Usually the best judges of what form of alternative work pattern
is suitable are the job holder and his/her immediate line manager. It is important that
the proposed working pattern will still meet the business needs of the
Branch/Directorate/Agency and practicalities such as opening hours of the building,
and opening hours to the public, etc. are taken into account.
6
Work/Life (PDF Version) 21/11/01 11:28 am Page 10
Will working an alternative work pattern affect my career?
No. Deciding to work an alternative pattern does not mean that someone is less
committed to work. NIO management do not view those who work reduced hours
(for which they, of course, receive reduced pay!) or any other form of alternative
work pattern less favourably than "full-time" colleagues. Working an alternative
pattern is also not a barrier to promotion, provided you meet the necessary criteria
for advancement in line with the business need. A variety of working patterns are
currently, or have been, worked by staff up to and including those within the Senior
Civil Service. However, you should be aware that if you are successful in obtaining a
promotion you might not be able to maintain the same work pattern. The same may
apply on transfer to another post.
How will working an alternative work pattern affect me?
The impact of working an alternative work pattern will be different for each
individual. Only you can assess the benefits to your quality of life but you may also
have to take into account that if the pattern involves any reduction in hours this will
mean less income and will have an effect on your pension, leave entitlements etc.
You should always consult with NIO Personnel Services Division about the
implications before considering the possibility of commencing an alternative work
pattern.
Can I alter my working pattern at a later date if my circumstances change?
A change in working pattern may be on either a temporary or long term basis. If the
latter and your circumstances change you should talk to your line manager. However,
you do not have an automatic right to change your pattern and may have to wait a
while or perhaps transfer to another post.
7
Work/Life (PDF Version) 21/11/01 11:28 am Page 11
Leave provisions
3
In addition to whatever working pattern you follow, another way in which you can
further enhance your Work-life balance is through leave, both annual leave and
where appropriate, special leave. Requests for leave will be considered in line with
NIO business needs and staff availability. The following paragraphs give an overview
of the types of leave available to all NIO staff. Part-time staff are entitled to time off
calculated on a pro rata basis. Further guidance is available within the HCS and NICS
Staff Handbooks.
Public and privilege holidays
= up to 12days per year.
Annual Leave
Every member of staff has an annual leave allowance. Annual leave is designed to
provide a necessary break from work. It is in the interests of everyone that staff
should have periods of rest and recuperation and should use their full entitlement
each year.
Flexi leave
This is a system of working hours that provides flexibility on start and finish times and
length of lunch breaks subject to business need. Staff can vary their working times
to allow a balance between work and home thus enabling the NIO to operate its
business effectively. Staff who work part-time are also entitled to work flexible
working hours and are allowed to accrue excess or deficit hours.
Details of the flexible working hours scheme operating within your NIO business area
are available from your line management.
8
Work/Life (PDF Version) 21/11/01 11:28 am Page 12
Special leave
NIO Directorates and Agencies have discretion to grant special leave with or without
pay where they consider it necessary or justified. In determining whether special
leave should be granted, Directorates and Agencies should have regard to the effect
of such leave on the discharge of public business. In addition, legislation places a
statutory obligation on NIO Directorates and Agencies to grant some staff e.g. Trade
Union Side representatives or members of the reserve forces time off with or without
pay for certain purposes.
Paid special leave is normally only available on a short term basis.
Parental leave
Parental leave gives parents the right to take time off work to look after a child or
to make arrangements for the child’s welfare. Parents can use it to spend more time
with their children and strike a better balance between their work and family
commitments. The reasons for special leave need not be connected with the child’s
health. This leave is unpaid and qualifying conditions apply.
The HCS and NICS handbooks provide details of our current arrangements.
Time off for dependants
Employees have the right not to be unnecessarily refused reasonable time off during
working hours in order to take action which is necessary:-
q to provide assistance on an occasion when a dependant falls ill, gives birth, or is
injured or assaulted;
q to make arrangements for the provision of care for a dependant who is ill or
injured;
9
Work/Life (PDF Version) 21/11/01 11:28 am Page 13
q in consequence of the death of a dependant;
q because of the unexpected disruption or termination of arrangements for the care
of a dependant; or
q to deal with an incident which involves a child of the employee and which occurs
unexpectedly in a period during which an educational establishment, which the
child attends, is responsible for him/her.
Time off work (paid or unpaid ) may be granted under the HCS or NICS special leave
arrangements in the circumstances described above but at business area discretion
rather than as a statutory right. While staff have the right to time off work,
Directorates/Agencies retain discretion to determine whether the time off is paid or
unpaid.
Maternity leave
All pregnant NIO employees, regardless of their hours of work or length of service,
have the right to at least 18 weeks maternity leave. A woman has the right to
maternity leave if she gives birth to a living child, however premature, or if she has
a stillbirth after 24 weeks of pregnancy. A woman will normally be given (reasonable)
paid time off during working hours to keep an appointment to receive antenatal
care.
Details of the statutory maternity arrangements and the HCS and NICS contractual
maternity arrangements are set out in the HCS and NICS Staff Handbooks. An Equal
Opportunities leaflet on maternity leave is also available. Impending revisions to
these regulations will be added to the above guidance booklet next year.
10
Work/Life (PDF Version) 21/11/01 11:28 am Page 14
Paternity leave
The Chancellor in a recent Budget outlined future changes in this area for fathers and
adoptive fathers, but until these are enacted, the NIO permits male members of staff
additional special leave with pay for a period of three days on each occasion that
they become a father. This may be taken around the time of birth or in the following
weeks which in some individual family circumstances would be more helpful.
S t a ff should keep their line management advised of their own part i c u l a r
circumstances and applications for Paternity Leave should be made in writing to your
line manager.
Special leave for new fathers
Subject to management approval, special paid leave of up to five days may be
available to fathers if there are particular problems at the time of the birth of a child,
e.g. medical complications or domestic difficulties with the care of other children.
Further information can be obtained from within Chapter 3 of the NICS Staff
Handbook. The HCS Staff Handbook is currently under revision.
11
Work/Life (PDF Version) 21/11/01 11:28 am Page 15
Information for managers and staff
4
Outlined below are some brief pointers for NIO managers and staff in dealing with
Work-life balance issues. More detailed guidance for managers only can be found
within the related NIO WLB Toolkit (issued separately).
A member of staff needs time off work
The smooth running of any organisation requires that, unless an absence has been
previously agreed with their line manager, the staff may be relied upon to attend
work. It is accepted however that from time to time occasions may arise where staff
need time off urgently to attend to a situation at home. Clearly, the earlier the
officer informs the line manager of the difficulty the better, and equally the line
manager has a duty to the member of staff to be supportive and understanding.
Points for staff
Short term absences
q may be paid or unpaid special leave, flexi leave or annual leave;
q applications for special leave to cover an absence should be submitted as early as
possible. In the case of a retrospective application, this should be as soon as
possible after the absence;
q full details of the reason for the absence should be given where the application is
for special leave.
Longer term absences
q Generally unpaid special leave;
q you should apply as early as possible detailing the reasons for the request and
provide an indication of when you are likely to return;
12
Work/Life (PDF Version) 21/11/01 11:28 am Page 16
q in the case of extended absences such as career breaks it may not be possible for
you to return to your former post and an alternative posting may have to be
found.
Points for managers
Short term absences
Applications for special leave should be considered in accordance with the current
provisions set out in the HCS and NICS Staff Handbooks and Personnel Services Office
Notice 110/97. Account should also be taken of the business needs and staff
availability in general. If in doubt consult NIO Personnel Services Division.
q you should be aware that it is not a prerequisite to the granting of special leave
that the officer’s annual leave allowance is either completely or almost exhausted;
q as a manager one of your responsibilities is to ensure that your staff are aware of
the provisions within the HCS and NICS Staff Handbooks, particularly in the case of
new members of staff or those who appear to be eligible for special leave and may
be reticent about applying.
Longer term absences
q Applications should be considered as above but where, for sound business reasons
it is not possible to grant the leave, staff should be informed of the reasons for the
decision.
Disability Discrimination Act 1995 (DDA)
Under the Disability Discrimination Act 1995 employers have a duty to make
reasonable adjustments for employees who have a disability within the meaning of
the DDA. For example, some people with a disability may have difficulty travelling
13
Work/Life (PDF Version) 21/11/01 11:28 am Page 17
during the rush hour and need their hours adjusted accordingly, or there may be a
need for some flexibility to allow staff time to administer medication and/or attend
treatment.
A member of staff who wishes to work an alternative pattern
The business benefits of alternative working patterns along with other Work-life
balance policies have been highlighted earlier in this booklet and the line manager
is the first contact for staff wishing to change to an alternative pattern. As such,
managers should actively consider ways in which the requested alternative pattern
may be accommodated within the Branch and if it cannot, they should consider
whether any other form of pattern would be practicable. Equally, staff should
carefully compare their needs against the needs of the Branch and consider which
pattern would be the most beneficial to both themselves and the Branch.
Points for staff
q First consider whether your preferred pattern would be feasible for your particular
job. If not, consider any adjustments which may be possible to accommodate the
pattern or whether there is a more workable pattern which would help you.
Considerations include work load, the need for liaison/contact with colleagues and
any impact on ‘customers’ of the Branch;
q Don’t forget practical issues like availability of public transport, the hours that your
building is open for staff and is the computer system operational;
q Discuss the request and the reasons for it with your line manager before preparing
a formal application. The application should include any suggestions for ensuring
the continued efficiency of Branch business along with full details of the reason for
the request. You should also consider whether you would be prepared to transfer
14
Work/Life (PDF Version) 21/11/01 11:28 am Page 18
in order to be able to work an alternative pattern if a suitable vacancy exists
elsewhere;
q If the proposed pattern cannot be approved and no alternative arrangement can
be agreed, staff should consider applying to NIO Personnel Services Division who
will
then
endeavour
to
identify
a
suitable
post
in
another
Branch/Directorate/Agency or, if necessary, another Government Department.
Points for managers
q Give serious and careful consideration to the application bearing in mind that all
jobs should be considered for some form of alternative working pattern;
q An alternative working pattern does not have to be about reduced hours, it can be
about altering attendance patterns;
q Be aware that an increase in time taken to complete certain tasks is not necessarily
a reason on its own for refusing a request if, overall, there are other business
benefits to accepting the alternative pattern e.g. reduced sick absence, reduced
numbers during quiet times, staff available at peak periods, more flexible delivery
of service;
q Where it is concluded that the proposed pattern cannot be incorporated into the
Branch, management should consider other alternative patterns which may be
suitable;
q Where agreement cannot be reached the member of staff should be informed of
the reasons why the request cannot be accommodated;
q Further information and advice can be obtained from NIO Personnel Services
Division and from the NIO Equal Opportunities Officer.
15
Work/Life (PDF Version) 21/11/01 11:28 am Page 19
Financial considerations for staff
In all cases where an officer proposes reducing their working hours or applying for
extended unpaid special leave they should seek advice beforehand from NIO
Personnel Services Division on the consequential change to their salary and pension
and other possible implications.
16
Work/Life (PDF Version) 21/11/01 11:28 am Page 20
Support services for NIO Civil Servants
Available to NIO HCS and NICS staff
5
In addition to the immediate advice and guidance available from line managers there
are a range of other support services which can help staff to investigate, achieve and
maintain a better Work-life balance. All staff and line managers should have ready
access to the HCS and NICS Staff Handbooks and associated circulars which provide
greater detail on issues outlined in this brochure. However other support services
such as Personnel Services Division, the NIO Welfare Service and Occupational Health
Services should not be overlooked.
NIO Personnel Services Division
Personnel Services Division supports all NIO staff in the workplace by providing advice
and guidance to line managers and individual members of staff on the full range of
personnel issues. In this context advice and guidance is available in cases, for
example, where someone may be seeking to move to an alternative working pattern,
those wishing to consider altering a working pattern due to a change in
circumstances or in maintaining a current flexible working pattern, taking a career
break or advice on other leave provisions.
Advice on seeking an alternative working pattern can be sought by highlighting to
NIO Personnel Services Division an interest through the NIO Appraisal Performance
Management System or through career development interviews as well as ad-hoc
requests through your line manager. Advice can be offered on a number of issues
such as the effect on salary, pension and leave allowances; the possibility of working
an alternative working pattern as a pre-retirement measure or because of health
reasons etc.
17
Work/Life (PDF Version) 21/11/01 11:28 am Page 21
For staff already working an alternative working pattern, advice can be offered in
respect of training and the use/availability of appropriate IT equipment etc. NIO
Personnel Services Division will also support the concept of rehabilitation for staff
who are operating a phased return to work following long-term sick absence,
consistent with the NIO Equal Opportunities Policy Statement and the NIO policy on
Health & Safety.
NIO Welfare Service
The NIO We l f a re Officer provides a personal and confidential support and
information service to all our staff. Staff have the opportunity to discuss, in
confidence, problems of a personal nature which affect their work and/or ability to
be at work. The NIO Welfare Officer may thus be able to assist staff in putting
forward their case for seeking a change in working pattern or applying for special
leave given their knowledge of the background circumstances and, with the
permission of the individual member of staff, may be able to provide further relevant
background information to either the line manager or personnel officer. NIO
Welfare staff may also be able to provide staff with other independent advice about
other types of assistance within the community which may also assist with Work-life
balance.
Occupational Health Services (OHS)
The OHS in GB and NI exists to enable Civil Servants to be part of an efficient and
effective workforce by promoting and maintaining their psychological, physical and
social well-being in the workplace, and to enable the NIO to fulfil its obligations
under current legislation. OHS is fully supportive of the principle to promote Work-
life balance and, where appropriate, may support staff in their request for an
alternative working pattern as a means to improving health and wellbeing.
18
Work/Life (PDF Version) 21/11/01 11:28 am Page 22
Improving health and wellbeing
The NIO encourages, and makes provision for, all members of staff to have regular
health checks or to participate in OHS NI and other approved health and fitness
programmes.
The NIO has recently opened a fitness suite in Millbank and has also a limited fitness
facility at Stormont House, Belfast.
Trade Unions (NIO)
NIPSA (Northern Ireland Public Service Alliance) and PCS (Public & Commercial
Services) are two of our trade unions within the civil and public service. They exist
principally to represent, protect and promote the interests of their members. For
many years they have sought to achieve this by negotiating terms and conditions of
service that are consistent with healthy workplace policies and Work-life balance. In
addition they are equipped to provide representations on an individual basis when
personal circumstances require (for example an alternative work pattern, special
leave or a staged return to work from a period of extended sick absence). NIPSA/PCS
have also negotiated procedures under the equal opportunity remit and health and
safety at work arrangements which contribute to a progressive Work-life balance
policy.
First Division Association (FDA)
The FDA (along with the other Trade Unions) represents civil servants in the higher
grades. It is a UK - wide trade union with Headquarters in London. Its negotiations
are therefore mainly with Cabinet Office, London over issues such as pay, allowances
and contracts, many of which are applicable in Northern Ireland on a parity basis.
FDA have NI based part-time officials as well as full time officials based in London.
19
Work/Life (PDF Version) 21/11/01 11:28 am Page 23
Civil Service Benevolent Fund
The Civil Service Benevolent Fund is the principle Civil Service charitable organisation.
The Fund’s voluntary income is raised through regular monthly contributions from
members and from numerous generous donations and bequests. This money is spent
on:-
q granting assistance in cases of need, in money or kind to Civil Servants, former Civil
Servants and their dependants;
q providing, or subscribing to the provision of, residential and nursing services or any
other facility or benefit for Civil Servants, former Civil Servants and their
dependants who are in need.
Both serving and retired Civil Servants are referred for assistance by the NIO Welfare
Officer.
Northern Ireland Civil Service Sports Association (NICSSA)
Civil Service Sports Council (CSSC)
NICSSA was established in 1950 and operates under the auspices of the NI
Department of Finance and Personnel as a sport and leisure provider for NI Civil
Servants. The aim of NICSSA is to improve the health and well being of its members
and their families by developing and promoting a wide range of high quality and
affordable sporting, leisure and lifestyle opportunities.
Founded in 1921, the CSSC is the GB counterpart to NICSSA and HCS and NICS staff
should note that there is a reciprocal "free" membership arrangement to members
of either scheme to utilise each others facilities. Further information can be obtained
from Personnel Services Division.
20
Work/Life (PDF Version) 21/11/01 11:28 am Page 24
NICS and Kinderkist holiday play schemes
The NICS Holiday Play Schemes were established in 1991 to provide accommodation
and supervision for school age children of NI Civil Servants during all or part of school
holidays. The Play Schemes are sited at various locations across NI. The Kinderkist
scheme is similar to the NI scheme and operates within Central London. Further
details of Play Scheme arrangements can be obtained from NIO Personnel Services
Division.
NIO Child care voucher schemes
The NIO currently has two Child Care Voucher schemes in operation for our staff in
London and those based within NI (Agencies run their own schemes). The purpose of
these schemes is to provide a contribution to pre-school childcare for those who have
to pay for it, to enable them to continue in work.
Other support and advice
Further advice on any additional facilities offered to HCS and NICS staff can be found
in a variety of ways, e.g., by asking line managers, NIO personnel Services staff or
welfare officers, via staff bulletins, staff notice boards, circulars, intranets etc.
In addition to what the NIO offers, staff may also avail of additional support and
advice from outside agencies such as Social Services; Voluntary Bodies; Inland
Revenue and The Citizen’s Advice Bureau. Further details can be obtained from the
NIO Welfare Service, in the local press, the telephone directory or "Yellow Pages".
21
Work/Life (PDF Version) 21/11/01 11:28 am Page 25
Acknowledgements
6
This booklet follows on from the DFPNI CPG booklet recently issued as a general
guidance for the NI Civil Service Departments and their co-operation in the
preparation of this booklet has been very much appreciated.
We are also grateful to the Trade Unions for their welcome support and endorsement
of this document for the NIO.
Revisions and updates to this booklet will be made on a regular basis to meet
changes in legislation, policy and other requirements.
22
