This is an HTML version of an attachment to the Freedom of Information request 'Grade 5 posts'.




 
 
 
 
 
 
 
 
 
Candidate 
Information 
Booklet 
 
IRC182035 
Director of Offender Policy and Operations, 
Northern Ireland Prison Service 

 
Completed Application Forms must be returned to 
HRConnect no later than 12 noon (UK time) on  
Wednesday 6th March 2013 

  
Northern Ireland Prison Service 
Department of Justice 
 
 
  Contents  

    
   
 
  Foreword 
     

 
  About Northern Ireland Prison 

  Service  
 
  Job Description 

 
 
    
 
  Person 
Specification 
   
11 
 
  NI Senior Civil Service 
12 
  Competencies 
 
  Selection Process 
 
14 
   
 
 
  Making Your Application 
 
16 
   
 
 
  General 
Information 
   
20 
 
  Equal Opportunities Policy 
22 
 
  Annex A - Nationality 
27 
 
  
Annex B – Civil Service 
28 
  Commissioners 
 
Communication between HRConnect and you 
 
HRConnect will issue electronically as many competition communications as 
possible; you should therefore check your email account to make sure that 
you don’t miss any important communications in relation to this competition. 
There may, however, still be a necessity to issue some correspondence by 
hard copy mail. 
 
 




  
 
FOREWORD 
 
Thank you for your interest in the post of Director of 
Offender Policy and Operations

 
The Northern Ireland Prison Service is an executive agency 
of the Department of Justice (DOJ), playing a key role in 
delivering the aims and objectives of the Department. The 
Service is a large and complex organisation, employing 
around 2400 staff, and having an annual resource budget of over £120 million 
alongside a significant capital programme. 
 
The Service is at an exciting phase in its development, undergoing a major 
transformational reform programme initiated as a result of an end to end 
review of the Service by a team led by Dame Anne Owers, former Chief 
Inspector of Prisons in England.  Implementation of the recommendations of 
the Prison Review Team will enable us to deliver more effective and focussed 
services, in a more efficient way.  
 
This will be achieved through the introduction of a fit for purpose operating 
model, designed to ensure that public protection is enhanced through the 
targeted provision of services to offenders which contribute to reducing the 
risk of reoffending.  
 
Leading the Offender Policy and Operations Directorate will require significant 
leadership and teamwork skills to deliver this challenging agenda; a strong 
focus on delivering results and outcomes for offenders.  The successful 
candidate will be a key member of the Prison Service Management Board, 
working with colleagues across the Service and wider Department. 
 
If you believe you have the qualities and skills to respond to these challenges, 
we would be very keen to hear from you.  If you would like to discuss the post 
before submitting an application, please contact Wesley Emmett 
(Organisational Development Advisor, Strategic Investment Board) on 07875 
066099 or via email at xxxxxx.xxxxxx@xxxxx.xxx 
 
Sue McAllister, Director General, Northern Ireland Prison Service 
 
3


 
 
ABOUT NORTHERN IRELAND PRISON SERVICE 
 
 
 
The Northern Ireland Prison Service is an executive agency of the 
Department of Justice (DOJ) which is a part of the Northern Ireland Civil 
Service (NICS). It is responsible for the operation and delivery of services 
within the Northern Ireland prison system. The Service operates under the 
direction and control of the Justice Minister, within a statutory framework 
based on the Prison Act (Northern Ireland) 1953 and the Prison and Young 
Offenders’ Centre Rules (Northern Ireland) 1995.  
 
The Service operates across 5 sites, 3 of which are prison establishments, 
providing certified accommodation for nearly 1,800 prisoners:  
 
Maghaberry Prison - a high security prison, housing adult male long-term 
sentenced and remand prisoners in separated and integrated conditions.   
 
Magilligan Prison - a medium security prison, housing shorter-term 
sentenced adult male prisoners.  This establishment also has low security 
accommodation for selected prisoners nearing the end of their sentence.   
 
Hydebank Wood Prison and Young Offenders Centre  - a medium to low 
security establishment accommodating male remand and sentenced young 
offenders between the ages of 18 and 21 and all female prisoners including 
young offenders and female immigration detainees. 
 
We also have a staff training facility, the Prison Service College, at Millisle, 
Co. Down.  It is planned that the Service’s training function will form part of 
the joint public service college at Desertcreat near Cookstown when it is 
completed. 
 
Prison Service Headquarters, the main administrative centre for the Service, 
is located on the Stormont Estate, Belfast. 
 
Further details on the Northern Ireland Prison Service are available at:  
http://www.dojni.gov.uk/index/ni-prison-service.htm 
 
 
Reform of Northern Ireland Prison Service  
 
The need for, and expectation of, transformational service-wide change and 
reform of Northern Ireland Prison Service has never been greater.  The 
devolution of policing and justice on 12th April 2010 to the Northern Ireland 
Executive has led to significant increased local political interest in the prisons 
agenda and an expectation that significant improvements can and will be 
delivered soon.  This was recognised in the 2010 Hillsborough Agreement, 
and in this context, following his appointment as Justice Minister in April 2010, 
David Ford appointed Dame Anne Owers and a team of recognised experts 
to:  
 
 
4

“conduct a rolling review, in line with the agreement at Hillsborough 
Castle, encompassing the conditions of detention, management and 

oversight of all prisons.” 
 
The Prison Review Team’s interim report was produced in February 2011, 
with a final report being delivered in October of that year.  The reports 
highlighted the need for fundamental end to end change across the Prison 
Service and set out the key elements and scale of reform and change 
required. 
 
The interim and final reports of the Prison Review Team are available at: 
http://www.dojni.gov.uk/owers-review-of-the-northern-ireland-prison-service 
 
http://www.dojni.gov.uk/index/publications/review_of_the_northern_ireland_pri
son_service_-_interim_report.htm 
 
Under the leadership of its Director General, Sue McAllister, and the 
stewardship oversight of its non-executive Advisory Board, the Prison Service 
is implementing a significant programme of change. 
 
This includes responding to operational issues such as ensuring adherence to 
policies on “safer custody” and standards set internally and by various 
inspection bodies.  The Criminal Justice (Northern Ireland) Order 2008 has 
led to a fundamental change in the management and delivery of programmes 
to offenders and further challenges lie ahead as the Prison Service absorbs 
the impact from the legislation on future prison population numbers.  The 
Order imposes a statutory requirement upon NIPS to focus on improving 
public protection and reducing reoffending.  This means changing the focus of 
what is done with offenders while they are in custody in order to achieve 
better outcomes in terms of public protection and a reduction in reoffending. 
 
This transformation exists within the context of defining the role of NIPS in the 
wider justice system and its relationships with other stakeholders. 
 
As a consequence, the Service has completely re-examined its vision and 
focus and its strategic vision for the future outlined in its 2011-15 corporate 
plan is: 
 
Statement of Purpose
Improving public safety by reducing the risk of re-offending through the management and 
rehabilitation of offenders in  custody
Strategic Aims
1. Safe, secure and decent custody;
2. Reform and modernise to create an effective and efficient service;
3. Reduce the risk of re-offending.
Vision
In three years time NIPS  will be:
• Well led and  competently managed;
• Have a fit, flexible, motivated, well trained and well rewarded staff;
• Be compact and cost effective;
• Have the offender at the centre of its focus;
• Reduce the risk of offenders re-offending on release; and
• Be respected and valued by the community we serve.
Mechanism for Change – Definition of New TOM and Change Programme
 
 
5

Achieving this vision will include: 
 
• Becoming 
more 
compact and streamlined; 
• 
Changing how services are delivered to prisoners, including the 
structuring of the core day and deployment of staff; 
• 
Developing effective ways to help offenders desist from further 
offending; 
• 
Creating stronger, more effective links with families, communities and 
partners outside NIPS; 
• 
Creating environments and opportunities for prisoners to develop, to 
become responsible, to make positive contributions to others and to 
realise the possibility of becoming crime free; 
• Redefining 
and 
professionally developing the role of the prison officer; 
• 
Ensuring that an effective staff development programme is in place to 
provide staff with the right skills to do their jobs; 
• 
Developing the prison estate to ensure that this best meets the needs 
of the courts and the offenders sent into our care. 
 
Management and Organisation of Northern Ireland Prison 
Service  
 
The governance and senior management structures of Northern Ireland 
Prison Service are changing as part of the Reform Programme to ensure that 
organisational structures facilitate the implementation of effective change.  
Recruitment into this post is a significant step in this process.  Once full 
implementation of agreed proposals has been completed (scheduled for 
Summer 2013), the structure of the Senior Management Team will be as 
follows. 
 
Headquarters Structure
Corporate Challenge
Director General
Unit
• Strategic Planning
• Performance Management
• Corporate Assurance
• Communications/Press
•Secretariat
•Governance
Corporate Services
Director of Offender 
Director of Human 
Corporate Change
Director of Rehabilitation
Director of Finance
Director of Estates
Policy & Operations
Resources
Manager
•Offender Policy
•Learning & Skills
• Human Resources
• Finance
• Estate Capital 
• PRT  Programme
Development
• Prison Operations 
•Healthcare
• Learning & 
• Procurement
• SEE Programme
(Governing Governors)
Development
• Estate Management 
• Programmes & 
• IT
Branch
•Operational Support
Interventions
•Offender Needs & 
•Voluntary/Third Sector
Assessment Planning
Providers
 
6


JOB DESCRIPTION 
 
 
The Director of Offender Policy and Operations will report directly to the 
Director General and will be a member of the Executive Director Team.  The 
post holder will be responsible for responding to and implementing a range of 
recommendations arising from the Prison Review Team report, an end to end 
review of the Criminal Justice System in Northern Ireland, and will have key 
responsibility for determining offender policy and managing the prisoner 
needs assessment process.  In addition, he/she will have leadership, 
operational and line management responsibility for the 3 prison 
establishments. 
 
Key duties and responsibilities of the post are summarised below. 
 
Duties and Responsibilities 
 
• 
Offender policy development – responsibility for developing, and 
agreeing offender policy with the Director General and the Prison 
Service Management Board and ensuring that agreed policies are 
implemented consistently across the organisation. Policies developed 
will provide a framework for prisoners’ lives in custody and include 
those relating to safer custody, residential services, committal and 
early days in custody, discharge procedures, adjudications, Incentives 
and Earned Privileges, prisoner complaints etc.  In fulfilling this role, 
the post holder must:    
¾ 
Work closely with strategic policy holders within the Department 
of Justice (DOJ) and other Government Departments, agreeing 
operational policy priorities with the Minister and the DOJ 
Permanent Secretary; 
¾ 
Provide strategic leadership to the planning and management of 
policy development and its implementation across an extensive 
group of policies, many of which are politically sensitive and 
impact directly on all prisoners; 
¾ 
Horizon scan the political and legal landscape to anticipate likely 
interest from Ministers or impact of legislative changes; 
¾ 
Ensure the policy team devises the most efficient and effective 
way of developing and implementing Ministerial policies; 
¾ 
Communicate and engage with a wide range of stakeholders in 
the development of policy; 
¾ 
Oversee the drafting of business cases and impact assessments 
arising from policy development/modification; 
¾ 
Oversee the drafting of formal Prison Rules and Operating 
Standards and ensure that training is provided where 
appropriate; 
¾ 
Oversee and approve all advice to the Minister and senior DOJ 
officials relating to offender policies, identifying issues that could 
damage the reputation of the Minister or Department and liaising 
with Press Office colleagues appropriately to address this; 
¾ 
Manage, co-ordinate, oversee and approve responses and 
defence to legal challenges brought by prisoners in relation to 
the full range of offender policies. 
 
7

 
• 
Prison Operations – ensuring that NIPS custodial establishments are 
managed in an efficient and effective way, in line with agreed 
operational policies.  This includes: 
 
¾ 
Line Managing Governing Governors of each custodial 
establishment and ensuring that they deliver against agreed 
targets (financial and non-financial) outlined in establishment 
business plans.  The post holder will undertake formal 
performance evaluations of Governing Governors on an annual 
basis and hold performance reviews of establishment 
performance on a regular basis; 
¾ 
Ensuring that appropriate regimes are in place within custodial 
establishments to enable prisoners to be held safely and 
securely, in decent and humane conditions, and in line with 
agreed operational policies and standards; 
¾ 
Liaising with external inspection bodies (eg CJINI, HMIP, 
Prisoner Ombudsman) and ensuring that Governing Governors 
develop and implement appropriate and timely action plans in 
response to agreed recommendations arising from external 
reviews; 
¾ 
Developing security policy and ensuring that operational 
guidelines in the form of a security manual are developed to 
facilitate implementation of these guidelines;. 
¾ 
Line Management and performance appraisal of the Head of 
Operational Support Unit, ensuring that: 
i. 
an effective and efficient Prisoner Escorting and Court 
Custody Service which transports prisoners to and from 
court in line with court directions and manages prisoners 
while in court is provided; 
ii. 
close relationships are established with external law 
enforcement agencies and available security information 
is analysed to provide up to date security and intelligence 
information to the Director General, DOJ and the Minister; 
iii. 
strategies are developed and maintained to address 
NIPS resilience to serious incident and prevent disruption 
to core business; 
iv. 
appropriate procedures are in place for security clearance 
of NIPS staff, contractors and other partners to required 
standards. 
 
• 
Needs Assessment and Sentence Planning – ensuring that agreed 
needs assessment and sentence calculation processes are 
implemented in all establishments.  This includes: 
¾ Ensuring 
consistent 
application of the needs assessment 
process across establishments to identify the interventions 
required to assist prisoners with desisting offending on release; 
¾ 
Agreement and update (when applicable) of a sentence 
calculation policy which is commensurate with current 
legislation; 
 
8

¾ 
Ensuring the consistent application of the agreed sentence 
calculation policy across all establishments. 
 
• 
Prison Review Team - lead responsibility for taking forward the NIPS 
response to Prison Review Team recommendations relating to offender 
policy, prisoner needs assessment and prison operations.  Specific 
recommendations cover: 
¾ 
Development of an offender management strategy and regime 
based on a desistance approach; 
¾ 
Personalized custody/sentence planning; 
¾ 
Offender needs analysis; 
¾ 
Alternatives to full body searching; and 
¾ 
Equality and diversity reporting. 
 
• 
Contributing to the corporate leadership and organisational 
development of the Service as a member of the Management Board.  
This includes being seen to be a champion of the Reform Programme, 
providing strong leadership in the delivery of the Reform agenda.  
 
• Chairing 
the 
Operational Management Board comprising the 
Governing Governors of the three NIPS Establishments and the Head 
of Operational Support Unit.  The objective of this Board is to ensure 
that policies and procedures approved by the Prison Service 
Management Board are implemented and monitored. 
 
• 
Principal source of advice to the Director General and fellow 
Directors (and, where appropriate to the DOJ Permanent Secretary 
and the Minister of Justice) in relation to operational matters. 
 
Note a willingness to participate in the out of hours duty roster is an essential 
component of this post. 
 
The postholder will also be required to travel on official duty therefore the 
successful applicant must have access to a form of transport which will enable 
them to fulfil their responsibilities. 
 
Remuneration 
 
Salary for the post will be within the Unified Grade 5 Band range (currently  
£63,360 to £77,500) within which progression will be determined by 
performance.  However, a salary beyond the minimum may be payable in 
order to attract a suitable applicant.  In certain circumstances a recruitment 
and retention allowance may also be available in addition to basic salary. 
 
The Northern Ireland Prison Service will consider any requests for a 
secondment arrangement. 
 
 
 
 

 
9

 
Location 
 
The successful applicant will be based in NIPS Headquarters, Dundonald 
House, Stormont Estate, Belfast.  
 
Travel 
 
The post requires the applicants to travel on official duty; and the successful 
candidate must have access to a form of transport which will enable them to 
fulfil their responsibilities. 
 
Annual Leave 
 
In addition to the usual public and privilege holidays (12 in total) the annual 
leave allowance is 30 days on appointment. 
 
Appointment 
 
If the successful applicant is not already a member of the NI Senior Civil 
Service he/she will, on appointment, become a member of the NICS Senior 
Civil Service and will be required to sign a Senior Civil Servant contract. 
 
This will not apply to secondment arrangements. 
 
Probation 
 
Successful applicants will serve a one year probationary period during which 
their suitability for the post will be assessed and conduct, attendance and 
performance monitored.  Employment will be terminated where the required 
standards are not met during the probationary period. 
 
Further Information 
 
Potential applicants who may wish to learn more about this post before 
deciding to apply may contact Wesley Emmett at the Strategic Investment 
Board.  Details are provided below. 
 
Wesley Emmett 
Organisational Development Advisor 
Strategic Investment Board Limited 
 
Email:  
xxxxxx.xxxxxx@xxxxx.xxx 
 
Telephone:  07875 066099 
  
 
10


 
PERSON SPECIFICATION 
 
 
Essential Experience 
 
Applicants must, by the closing date for applications, be able to demonstrate 
the following experience: 
 
1.  Successful development and implementation of operational policy and 
senior management experience in a prison environment at Governor 1 
level, its equivalent, or above.  
 
2.  A track record of delivery in the management of change in a complex 
and challenging environment, including effective analysis, presentation 
and resolution of complex underlying business delivery issues as they 
impact planning for change management. 
 
3.  Effective leadership and motivation of a team of senior professional 
managers and a significant number of multi-disciplinary employees, 
delivering improved organisational and personal performance. 
 
4.  Successfully meeting challenging financial objectives and targets and 
implementing effective improvements resulting in significant efficiency 
savings. 
 
5. Leadership of effective relationships with key internal and external 
influencers and stakeholders, building a consensus of opinion 
supporting successful delivery of organisational change, including 
effective communications planning and delivery. 
 
6.  Successful preparation of written documentation regarding external 
scrutiny or investment decisions.  
 
Candidates should demonstrate a successful track record in relation to the 6 
specified fields.  Evidence should be provided for all of the elements of each 
criterion in your application form giving specific length of experience, 
examples and dates as required.  It is not sufficient simply to list your duties 
and responsibilities.  
 
The selection panel will not make assumptions from the title of the applicant’s 
post or the nature of the organisation as to the skills and experience gained. 
We therefore encourage you to provide sufficient detail to meet the essential 
criteria, in this part of your application form. 
 
Eligibility Sift 
Applicants should note that the above essential criteria and experience will be 
used by the panel to determine those who will proceed to the interview 
process. 
 
 
11


NI SENIOR CIVIL SERVICE 
 
 
The Northern Ireland Civil Service has adopted the Professional Skills for 
Government (PSFG) as a framework for the purpose of personal and 
professional development.   
 
What is the PSG competency framework? 

The Professional Skills for Government (PSFG) competency framework is a 
structured way of thinking about jobs and careers for Ni Senior Civil 
Servants(SCS) . It sets out the skills you need to do your job well as a 
member of the SCS no matter where you work. 
How does the PSG framework look? 
The PSFG competency framework is divided into the following separate but 
supporting areas: 
1. 
Leadership 
 - 
Leadership qualities sit at the centre of the 
framework. These are to: 
•  provide direction for the organisation;   
•  deliver results;   
•  build capacity for the organisation to address current and future 
challenges;   
•  act with integrity.  
2. 
Core skills   - 
Every civil servant needs certain core skills to work 
effectively. At Senior Civil Service level the core skills are:  
•  strategic thinking – evidence of influencing the organisation’s 
strategy and priorities, and managing the tensions arising from 
conflicting organisational priorities, wider policy environment and 
operational constraints;  
•  people management  - evidence of developing team capability in 
line with the business plan and organisational vision; managing 
change effectively and promoting best practice; 
•  financial management – evidence of planning, agreeing and 
monitoring the delivery of financial targets, and of identifying and 
implementing innovative ways to improve efficiency and 
effectiveness in the use of resources and assets;  
•  analysis and use of evidence – evidence of ensuring that the 
evidence base for the strategy and work of the organisation is open 
to critical challenge and inspires the confidence of stakeholders;   
•  programme and project management – evidence of responsibility 
for the definition and successful delivery of programme/project 
benefits, managing risks and communicating effectively with 
stakeholders;  
 
12

•  communications and marketing – evidence of aligning policy and 
delivery with clear communications objectives, taking into account 
the wider organisational communications agenda. 
3. 
Professional skills  
•  Job-specific professional skills are related to the work you do. 
Everyone in the Civil Service requires some professional skills to do 
their job, whether they work in policy development, operational 
delivery or corporate services, or provide expert advice (for 
example, scientists, economists and communicators).  This area of 
the PSG competency framework is supported by Heads of 
Profession, who set standards for all professions in the Civil 
Service. 
 
Further Information 
 
Further information on the Professional Skills for 
Government framework as it applies to this post 
can be obtained by accessing  
http://www.civilservice.gov.uk/about/improving/psg/
skills  
This link will take you directly to the Professional 
Skills for Government skills identifier tool. 
 
Step 1  
Please click on Leadership – select your grade 
Then click on grade 6, 7 or SCS 
The leadership qualities required for this grade will 
then be displayed. 
 
Please click on PSG skills identifier home.  
 
Step 2 
Please click on Core Skills – select your grade 
Then click on Deputy Director (SCS pay band 1)  
 
The core skills required for this grade will then be 
displayed. 
 
Please click on PSG skills identifier home.  
 
Step 3 
Please click on Professional Skills – select your 
profession 
Then click on Policy 
Please then download the skills framework for 
Policy area which will appear as a PDF file.
 
13


 
SELECTION PROCESS 
 
 
In addition to satisfying the eligibility criteria and shortlisting criteria applicants 
will also be expected to display the following qualities and skills at interview: 
 
1. People Management – evidence of an ability to motivate people to work 
together as a team in order to achieve organisational objectives. 
 
2. Financial Management
 – evidence of an ability to set and meet challenging 
financial and business performance targets against budget.  
 
3. Leadership skills – evidence of an ability to lead and direct change of a 
service delivery area or programme within a multi-disciplinary environment: 
through engaging with staff, key stakeholders and customers. 
 
4. Analysis and Use of Evidence – evidence of an ability to analyse and use 
evidence to inform strategic and operational decision-making. 
 
5. Strategic Thinking – evidence of an ability to provide strategic advice and 
direction and develop performance indicators and priorities for 
implementation.  Strategic Thinking will also be tested through the 
presentation. 
 
6. Programme and Project Management – evidence of an ability to use 
programme and project management techniques to implement strategic policy 
and to achieve results within a change environment. 
 
7. Communications and Marketing – evidence of using communication and 
marketing skills to engage successfully with customers and stakeholders. 
Communication skills will also be tested through the presentation. 
 
The interview process will comprise of two elements: 
 
1. Presentation 
2.  Competence based interview. 
 
Presentation  
 
Applicants should note that they will be required to make a presentation 
lasting no longer than 7 minutes. Candidates will be advised of the 
presentation topic 30 minutes before interview.  No personal documentation 
may be brought in to the pre-interview room.  You will therefore be invited to 
attend at a time to allow you to prepare for this. 
 
Interviews 
 
 
It is intended that interviews for this post will take place in Belfast on 
Wednesday 27th and Thursday 28th March 2013. 
 
 
14

The selection panel will design questions to test applicant’s 
knowledge/experience in each of the SCS Competency areas outlined at 
page 14 and award marks accordingly. 
 
Please note that travel and accommodation expenses for interviews may be 
payable. 
 
Interview guidance for applicants 
 
If this is your first experience of a competence-based interview, bear in 
mind that it does not require you to: 
 

•  Talk through previous jobs or appointments from start to finish; 
• Provide generalised information as to your background and 
experience; or 
•  Provide information that is not specifically relevant to the competence       
the question is designed to test. 
 
A competence-based interview does however require you to: 
 

•  Focus exclusively, in your responses, on your ability to fulfill the      
competences required for effective performance in the role; and 
•  Provide specific examples of your experience in relation to the required      
competence areas. 
 
In preparation for the interview you may wish to think about having a 
clear structure for each of your examples, such as: 
 

• Situation 
– 
briefly 
outline the situation; 
•  Task – what was your objective, what were you trying to achieve; 
•  Action – what did you actually do, what was your unique contribution; 
•  Result – what happened, what was the outcome, what did you learn. 
 
The panel will ask you to provide specific examples from your past experience 
in relation to each of the competences. You should therefore come to the 
interview prepared to discuss in detail a range of examples which best 
illustrate your skills and abilities in each competence area. You may draw 
examples from any area of your work / life experiences. 
 
The Merit Principle 
 
In accordance with the Office of the Civil Service Commissioners’ Recruitment 
Code, appointments to the NICS are made under the ‘merit principle’, where 
the best person for any given post is selected in fair and open competition. 
 
Further information on the Civil Service Commissioners can be found at  
www.nicscommissioners.org.  
 
 
15


MAKING YOUR APPLICATION    
 
Making your application: 
 
The application form is designed to ensure that applicants provide the 
necessary information to determine how they meet the competition 
requirements and the eligibility/shortlisting criteria. 
 
Guidance for Applicants 
•  The space available on the application form is the same for all applicants 
and must not be altered. 
•  We will not accept CVs, letters, additional pages or any other 
supplementary material in place of or in addition to completed application 
forms, unless it is specifically requested in the application form and 
candidate information booklet. 
• Applicants 
must 
complete 
the application form in either typescript font size 
12, or legible, block capitals using black ink. 
•  Applicants must not reformat application forms. 
•  Information in support of your application will not be accepted after the 
closing date for receipt of applications. 
•  HRConnect will not examine applications until after the closing deadline. 
•  Do not use acronyms, complex technical detail etc.  Write for the reader 
who may not know your employer, your branch or your job.   
•  Write down clearly your personal involvement in any experience you 
quote.  Write “I” statements e.g. I planned meetings, I managed a budget, I 
prepared a presentation.  It is how you actually carried out a piece of work 
that the panel will be interested in. 
•  The examples you provide should be concise and relevant to the criteria. 
This is very important as the examples which you provide may be checked 
out at interview and you may need to be prepared to talk about these in 
detail if you are invited to interview.  It is your unique role the panel are 
interested in, not that of your team or division. 
 
Application Form Submission 
 
•  Please refer to the Candidate Information Booklet before completing an 
application.  
•  All parts of the application form must be completed by the applicant 
before this application can be considered. Failure to do so may result in 
disqualification.  
•  All applications must be received by the advertised closing date. Late 
applications or applications received by fax or by email will not be 
accepted. Applicants using Royal Mail should note that 1st class mail does 
not guarantee next day delivery. It is also the responsibility of the applicant 
to ensure that sufficient postage has been paid to return the form to 
HRConnect. HRConnect will not accept any application where they are 
asked to pay any shortfall in postage. 
•  Only the employment history, eligibility and shortlisting sections will be 
made available to the panel. 
 
16

•  Applicants are encouraged to submit online applications wherever 
possible. However, all requests for hard copy application packs are 
welcomed and all applications will be treated equally regardless of whether 
they are hard copy or online.  
•  When completing the online application, your information is saved as you 
move through the pages. You may leave the application at any time, 
providing you have clicked on the 'Save & Continue' button. Once your 
application has been submitted the option to edit will no longer be 
available.  
•  Please note - the session timeout for the online application is 40 minutes, 
if you do not save or change page within this time you will automatically be 
logged out and any unsaved work will be lost. 
•  Please do not attempt to reformat application forms as this will result in 
disqualification. 
 
Changes in personal circumstances 
 
Please ensure HRConnect are informed immediately of any changes in 
personal circumstances. 
 
Communication between HRConnect and you 
 
HRConnect will issue electronically as many competition communications as 
possible, you should therefore check your email account to make sure that 
you don’t miss any important communications in relation to this competition. 
There may, however, still be a necessity to issue some correspondence by 
hard copy mail. 
 
Further appointments from this competition 
 
Where a further position in the NICS is identified which is considered broadly 
similar to that outlined in this candidate information booklet, consideration will 
be given to filling the position from this competition.  The merit list resulting 
from this competition will be valid for a period of up to one year.   
 
Disability Requirements 
 
We will ask on the application form if you require any reasonable adjustments, 
due to disability, to enable you to attend any part of the assessment process.  
Details of any disability are only used for this purpose and do not form any 
part of the selection process.  If you have indicated on your application that 
you have a disability and are successful in the selection process and are 
being considered for appointment, you may be required to outline any 
adjustments you consider necessary in order for you to take up an 
appointment.   If you wish to discuss your disability requirements further, 
please contact HRConnect. 
 
 
 
 

 
17

Equal Opportunity Monitoring Form 
 
Please note, this form is regarded as part of your application and failure 
to complete and return it will result in disqualification. 
 
For guidance on completing the Monitoring Form and to read the NICS Equal 
Opportunities Policy Statement please refer to page 22. 
 
The Northern Ireland Civil Service is an Equal Opportunities Employer. 
 
As women are currently known to be under represented within this grade 
across the NICS, applications from women would be particularly welcome. 
 
All applications for employment are considered strictly on the basis of merit 
 
Assessment Information 
 
It is HRConnect policy that all candidates invited to attend for assessment 
bring sufficient documentation to satisfy the eligibility/shortlisting criteria and 
the Nationality and Vetting requirements.  Further details regarding 
acceptable documentation will be issued with an invitation to attend for 
assessment. 
 
You should ensure that these documents are readily available. 
 
Nationality Requirements 
 
 
HRConnect must ensure that you are legally entitled to work in the United 
Kingdom. The Director of Offender Policy and Operations post is classified as 
Non-Public Service, therefore certain nationality requirements apply. 
 
Applicants must be either: 
 
(i) 
A UK national; or 
(ii)  A Commonwealth citizen; or 
(iii)  A British Protected Person; or 
(iv)  An EEA national; or 
(v)  A Swiss National; or 
(vi)  A person who is not an EEA or Swiss national, but is a family member of 
an EEA national who has moved to the UK from another EEA Member 
State for an approved purpose. 
 
For further guidance on Nationality requirements please see Annex A. 
 
Advice on Nationality for (i), (ii) and (iii) above may be obtained from the 
Home Office website, www.ind.homeoffice.gov.uk. 
 
 
 
 
 

 
18

 
 
Vetting Procedures 
 
1. Baseline Personnel Security Standard 
 
For the Director of Offender Policy and Operations in the NICS the level of 
vetting is a Developed Vetting (DV) Standard. For this check you will be 
required to provide the following: 
 
a) Your passport OR 
b)  A document verifying your permanent National Insurance number (e.g. 
P45, P60 or National Insurance card) AND your birth certificate which 
includes the names of your parents (long version). 
c)  Other acceptable documents are listed on www.ind.homeoffice.gov.uk.   
d)  A specimen signature at any assessment event and have this validated 
against passport, driving licence, application form etc. 
 
We will organise a Criminal Record Check on all applicants.  
 
Criminal Record information is subject to the provisions of the Rehabilitation 
of Offenders (NI) Order 1978. 
 
2. Counter Terrorist Check (CTC): as point 1 plus check of Security Service 
records.  
 
3.  Security Check (SC): as point 2 plus credit reference check.  
 
4. Developed Vetting (DV): as point 3 plus subject interview and field    
investigation. 
 
Order of Merit 
 
The selection panel will assess candidates against the interview criteria.  
Those candidates who meet the required standard(s) and pass mark will be 
deemed suitable for appointment.  The selection panel will then list those 
suitable for appointment in order of merit with the highest scoring applicant 
ranked first.  HRConnect will allocate a candidate (or candidates) to a 
vacancy (or vacancies) in the order listed.  The order of merit is valid for one 
year. 
 
 
 
 
19


GENERAL INFORMATION 
 
 

Pensions 
 
New entrants who join the Northern Ireland Civil Service (NICS) are eligible to 
join the NICS pension scheme, the (PCSPS (NI)) – NUVOS arrangement. 
Pension is an important part of the reward package for civil servants and, on 
average, employers pay more than 18% of pay towards pension costs.  As 
well as providing you with an easy and secure way to help you provide for 
your retirement, the PCSPS (NI) also provides dependants and ill health 
benefits.   
 
We offer all new employees the choice of either: 
 
• 
Nuvos - a high quality, index-linked defined benefit pension scheme 
that currently has a 3.5% member contribution rate. Your employing 
Department also makes contributions; or 
 
• 
Partnership in a stakeholder type money purchase arrangement with 
an employer contribution. The employer basic contribution is based on 
your age, and this is paid regardless of whether you choose to 
contribute. You do not have to contribute if you do not wish to, but if 
you do your employing Department will match your contributions up to 
an additional 3% of pay. Your employing Department will also pay a 
further contribution, of 0.8% of pay, to the PCSPS (NI) to cover you for 
Death in Service benefits. 
 
If you previously worked for an employer covered by the PCSPS (NI) 
arrangements, different conditions may apply.  If you already have a PCSPS 
(NI) pension in payment, you should be aware that the pension scheme rules 
prevent members from receiving more by way of pay and pension combined 
on re-employment than they were earning as salary before they retired. This 
is called “abatement”.  If you want to know more about how this may affect 
you, please contact Civil Service Pensions at:   
 
Waterside House,  
75 Duke Street,  
Londonderry,  
BT47 6FP;  
Tel: 028 7131 9000;  
Email: xxxxxxxxxx.xxx@xxxxx.xxx.xx 
 
If you left the NICS with an early retirement, severance or redundancy 
package then your existing benefits may be affected if you accept this post.   
If your service was enhanced (increased) when you left then you will not be 
able to build up benefits in the defined benefit scheme during the period that 
is covered by the enhancement included in your existing benefits. If you opt to 
join the Partnership arrangement, employer contributions will not be payable 
for this enhancement period but you will be able to contribute if you wish.  If 
you are receiving a pension or annual compensation payment then this may 
be reduced during your re-employment.   If you received a top-up payment 
 
20

under the early severance temporary arrangements then your pay may be 
reduced during your re-employment. If you want to know more about this, 
please contact Civil Service Pensions. 
You may be able to transfer a pension with your current or a previous 
employer into the PCSPS (NI). Information on Transfers In can be found in 
the New Entrant Pack which you should receive on taking up employment. 
 
Feedback
 
 
The Northern Ireland Civil Service is committed to ensuring that the processes 
used to recruit and select staff are fair and in accordance with the principles of 
the Civil Service Commissioners Code.  We are consequently committed to 
providing feedback in respect of decisions taken in determining 
eligibility/shortlisting as well as at interview.  Feedback in respect of 
eligibility/shortlisting will be communicated automatically to those candidates 
who fail to satisfy any criteria.  All requests for feedback are welcome. 
 
THIS INFORMATION PACK DOES NOT FORM PART OF 
CONDITIONS OF EMPLOYMENT  
 
 
Submission of Application Form 
 
 
  Completed application forms should be sent to the 
  HRConnect Recruitment Team:  
 
 
 
   HRConnect 
   
PO Box 1089 
   
2nd Floor 
   
The Metro Building 
   
6-9 Donegall Square South 
   Belfast 
   BT1 
9EW 
   
  NOTE:  Late applications or applications received by fax or by 
  email will not be accepted. 
 
  Applicants are encouraged to submit online applications 
wherever possible. 
 
Contact Details: 
 
If you have any queries regarding the competition 
process please contact HRConnect at the address above 
or by: 
 
Email: 

xxxxxxxxxxx@xxxxxxxxx.xxxxx.xxx  
Tel: 
0800 1 300 330 
Fax:  
028 9024 1665 
 
 
 
21


EQUAL OPPORTUNITIES 
 
 
Policy Statement 
 
The Northern Ireland Civil Service Equal Opportunities Policy statement is set 
out below. 
 
“The Northern Ireland Civil Service (NICS) is committed to providing equality 
of opportunity. It is our policy that all eligible persons shall have equal 
opportunity for employment and advancement in the NICS on the basis of 
their ability, qualifications and aptitude for the work. Everyone has a right to 
equality of opportunity and to a good and harmonious working environment 
and atmosphere in which all workers are encouraged to apply their diverse 
talents and in which no worker feels under threat or intimidated. This right is 
protected in many instances by legislation. 
 
In order to provide a high quality service to the people of Northern Ireland the 
NICS needs to recruit, retain and promote the best available people. Our 
equal opportunities policy is central to this strategy. We aim to foster a culture 
which encourages every member of staff to develop his or her full potential 
and which rewards achievement. Creating a working environment where 
individual differences are valued and respected enables all staff to give of 
their best and helps us to respond more effectively to the needs of the people 
we serve. 
 
The NICS seeks to maintain the confidence of the whole community. It will 
continue to promote equality of opportunity and fair participation within the 
framework of the law and will strive to achieve a workforce that is broadly 
representative of the society which it serves. 
 
It is the responsibility of all staff to be aware of and to apply this policy. Both 
Management and Trade Union Side are fully committed to the policy and will 
endeavour to ensure its full implementation.” 
 
Equal Opportunities Monitoring 
 
Equality monitoring is the process of collecting, storing and analysing 
information that is relevant to and necessary for the purpose of promoting 
equality of opportunity between different categories of persons.  This section 
sets out what information is collected, the reasons for doing so and what it is 
used for.     
 
You should note that the Monitoring Form is regarded as part of your 
application and failure to fully complete and return it will result in 
disqualification.  The Monitoring Form will be processed separately and 
neither the form nor the details contained in it will be available to those 
considering your application.  
  
 
 
 
 
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Legislative Context 
This section explains the reasons for gathering this information by setting out 
the legislative background.  
 
Gender 
The Sex Discrimination (NI) Order 1976 (as amended) makes it unlawful to 
discriminate against an individual on the grounds of his or her sex. 
 
Information on gender is also necessary to enable the completion of the 
annual statutory monitoring return, as required by the Fair Employment and 
Treatment (NI) Order 1998.  Section 75 of the Northern Ireland Act 1998 
requires public authorities in carrying out their functions in NI to have due 
regard to the need to promote equality of opportunity between men and 
women generally.   
 
Age 
The Employment Equality (Age) Regulations (NI) 2006 make it unlawful for 
employers and others to discriminate on grounds of age.  Section 75 of the 
Northern Ireland Act 1998 requires public authorities in carrying out their 
functions in NI to have due regard to the need to promote equality of 
opportunity between persons of different age. 
 
Community Background 
The Fair Employment and Treatment (NI) Order 1998 outlaws discrimination 
on the basis of religious belief or political opinion.  The information requested 
in the Community Background section of the monitoring form is required in 
connection with the requirements of the above Order and to enable the 
completion of the annual statutory monitoring return to the Equality 
Commission for NI.   
 
Section 75 of the Northern Ireland Act 1998 requires public authorities in 
carrying out their functions in NI to have due regard to the need to promote 
equality of opportunity between persons of different religious belief and 
political opinion.  Following guidance issued in July 2007 by the Equality 
Commission for NI the NICS has decided to use “community background” 
information as a proxy for political opinion.      
  
Disability  
Section 75 of the Northern Ireland Act 1998 requires public authorities in 
carrying out their functions in NI to have due regard to the need to promote 
equality of opportunity between persons with a disability and persons without.   
The Disability Discrimination Act 1995 (the DDA) provides protection for 
disabled persons against discrimination on the grounds of disability. 
 
The DDA defines disability as a “physical or mental impairment, which has a 
substantial and long term adverse effect on a person’s ability to carry out 
normal day-to-day activities.” 
 
This definition is interpreted as follows:- 
Physical Impairment: this includes, for instance, a weakening of part of the 
body (eyes, ears, limbs, internal organs etc) caused through illness by 
 
23

accident or from birth.  Examples would be blindness, deafness, paralysis of a 
leg or heart disease. 
 
Mental Impairment: this includes mental ill health and what is commonly 
known as learning disability. 
  
Substantial: put simply, this means the effect of the physical or mental 
impairment on ability to carryout normal day to day activities is more than 
minor or trivial.  It does not have to be a severe effect. 
 
Long-term adverse effect: the effect has to have lasted or be likely to last 
overall for at least 12 months and the effect must be a detrimental one.  A 
person with a life expectancy of less than 12 months is of course covered if 
the effect is likely to last for the whole of that time. 
 
A normal day to day activity: this is something which is carried out by most 
people on a fairly regular and frequent basis such as washing, eating, 
catching a bus or turning on a television.  It does not mean something so 
individual as playing a musical instrument to a professional standard or doing 
everything involved in a particular job. 
 
What sort of effect must there be?  
The person must be affected in at least one of the respects listed in the DDA: 
mobility; manual dexterity; physical co-ordination; continence; ability to lift, 
carry or otherwise move everyday objects; speech; hearing or eyesight; 
memory or ability to concentrate, learn or understand; or perception of risk of 
physical danger. 
 
What happens if the effects are reduced by medication or other 
treatment?
  
Broadly speaking, the effects that matter are those that would be present if 
there was no medication or treatment taking place.  The exception is people 
who wear spectacles or contact lenses when what matters is the effect that 
remains while the spectacles or contact lenses are being used. 
 
Are there any types of condition covered by special provisions in the 
DDA? 
Yes, because some people with particular conditions might not otherwise be 
counted as disabled.  These are provisions covering: 
Recurring or fluctuating conditions such as arthritis, where the effects can 
sometimes be less than substantial, which are treated as continuing to have a 
substantial adverse effect so long as that effect is likely to recur; 
Conditions which progressively deteriorate, such as motor neuron disease, 
which count as having a substantial effect from the first time they have any 
effect at all on ability to carryout normal day to day activities even if it is not 
substantial, so long as there is eventually likely to be a substantial adverse 
effect; and  
People with cancer, HIV, or multiple sclerosis are deemed to be disabled 
people from the point of diagnosis, regardless of whether or not they have any 
symptoms. 
 
 
24

Are any conditions not covered? 
Yes, the following conditions specifically do not count as impairments: 
Addiction to or dependency on alcohol, nicotine or any other substance 
(unless resulting from the substance being medically prescribed); 
Seasonal allergic rhinitis (e.g. hay fever) unless it aggravates the effect of 
another condition; 
Tendency to set fires, or steal, or physically or sexually abuse other persons; 
Exhibitionism and voyeurism; 
Severe disfigurements consisting of tattoos, non-medical body piercing or 
attachments to such piercing are not treated as having substantial adverse 
effects. 
 
What if someone has recovered from a disability? 
Much of the DDA also applies to people who have had a disability in the past 
(for example, someone who was disabled by mental ill health) but have now 
fully recovered.  People who were registered disabled under the Disabled 
Persons (Employment) Act (NI) 1945 both on 12 January 1995 and 2 
December 1996 will be regarded as having had a disability in the past if they 
do not in any case fall within the definition of the DDA.  
 
Race 
The Race Relations (NI) Order 1997 makes it unlawful to discriminate on 
grounds of colour, race, nationality or ethnic or national origin. Section 75 of 
the Northern Ireland Act 1998 requires public authorities in carrying out their 
functions in NI to have due regard to the need to promote equality of 
opportunity between persons of different racial group.    
 
Sexual Orientation 
The Employment Equality (Sexual Orientation) Regulations (NI) Order 2003 
makes it unlawful for employers and others to discriminate on the grounds of 
sexual orientation.  In order to monitor the effectiveness of NICS policies 
information is gathered on sexual orientation.  Section 75 of the Northern 
Ireland Act 1998 requires public authorities in carrying out their functions in NI 
to have due regard to the need to promote equality of opportunity between 
persons of different sexual orientation. 
   
Marital Status & Dependants 
Section 75 of the Northern Ireland Act 1998 requires public authorities in 
carrying out their functions in NI to have due regard to the need to promote 
equality of opportunity between persons of different marital status and 
between persons with dependants and persons without.  
 
Use of Monitoring Information  
Monitoring information is used to enable the NICS to assess the effectiveness 
of its EO policies and to determine the impact (if any) of various policies and 
procedures on different categories of staff.  In addition to this internal focus 
community background and gender information on both staff and applicants is 
used to complete the annual statutory monitoring return to the Equality 
Commission.      
 
 
 
25

Confidentiality of Monitoring Information  
As with other forms of personal data, the obtaining, use, storage and 
disclosure of monitoring information is covered by the Data Protection Act  
1998 (DPA).  Monitoring information is held on computer and is protected by a 
high level of security.  Access to this data is restricted to those NICS staff, 
employees of HRConnect and Trade Union officials whose duties make it 
necessary for them to have it.  Misuse of monitoring information is viewed as 
a disciplinary offence.   
 
The confidentiality of community background information is also protected 
through regulations made under the Fair Employment and Treatment (NI) 
Order 1998 (FETO).  These make it a criminal offence, subject to specific 
exceptions, for an employer or employee to disclose information on the 
community background of an individual which has been obtained or used for 
the purposes of monitoring under FETO.   
 
The release of an individual’s monitoring information is permitted by 
legislation as part of prospective or actual proceedings under equality 
legislation, e.g. where another individual has made a complaint of alleged 
discrimination. 
 
Many people from all backgrounds in Northern Ireland and beyond are 
interested in the profile of the NICS workforce and the candidates who apply 
for jobs.  For this reason the NICS regularly publishes data in the form of 
statistical summaries, graphs etc.  On occasions it may also be necessary to 
use monitoring information to answer questions from Assembly Members, 
MPs and MEPs or to respond to requests for information under the Freedom 
of Information Act.  In all cases where information is made public, the format 
of presentation will be such that it will not be possible to identify any 
individual’s information.        
 
 
 
26


ANNEX A  
 
 

Nationality 
 
(i) ‘UK National’ means a person who is a British citizen (including persons 
from the Channel Islands and the Isle of Man), a British subject under Part IV 
of the British Nationality Act 1981 having the right of abode in the UK or a 
British Dependent Territories citizen acquiring his/her citizenship from 
connection with Gibraltar. 
 
(ii) ‘Commonwealth Citizen’ means any person who has the status of a 
Commonwealth citizen under the British Nationality Act 1981, not covered by 
the ‘UK Nationality’ definition above.  This includes British Dependent 
Territories citizens (other than Gibraltarians), British Overseas citizens, and 
from 1986 those persons in the category British National (Overseas). 
 
 
(iii) ‘British Protected Person’ means a member of any class of persons 
declared to be British Protected Persons by Order in Council under the British 
Nationality Act 1981, or by virtue of the Solomon Islands Act 1978.   
 
(iv) ‘EEA National’ means a national of one of the following countries: 
Austria 
  France 
  Liechtenstein 
 **Romania 
Belgium  Germany 
 Lithuania 
 Slovakia 
**Bulgaria 
 Greece  Luxembourg 
 Slovenia 
Cyprus 
  Hungary 
 Malta 
  Spain 
Czech 
Republic Iceland 
  Netherlands 
 Sweden  
Denmark 
 Ireland 
  Norway  United 
Kingdom 
Estonia  Italy 
  Poland 
  
Finland  Latvia 
  Portugal 
 
N.B. nationals from Switzerland also have the same free movement and 
employment rights. 
 
‘Family member of an EEA national’ means: 
 
(i) 
That national’s spouse*; or  
(ii) 
A direct descendant (child, grandchild etc.) of that national or his/her 
spouse who is under 21 years of age or is their dependent; or 
(iii) 
A dependent relative in the ascending line (parent, grandparent   
           etc) of the EEA national or his/her spouse. 
                                             
 
*Note:  ‘Spouse’ does not include a party to a marriage of convenience and in 
the case of EEA national vocational students; family members are restricted 
to spouses and dependent children only. 
** Non-exempt Bulgarian and Romanian nationals are required to be 
registered under the Worker Authorisation Scheme prior to appointment. 
Guidance on this can be obtained from the Home Office website 
www.ind.homeoffice.gov.uk.
 
27


ANNEX B 
 
CIVIL SERVICE COMMISSIONERS 
 
CSC 
NI 
CIVIL SERVICE COMMISSIONERS
FOR NORTHERN IRELAND
 
                                                                                                 AN INTRODUCTION 

 
                                                                 Ensuring appointment on merit   
And safeguarding ethics 
 
 

 
WHO ARE WE? 
 
Mr Brian Rowntree, (Chairperson) 
Ms Marion Matchett, CBE 
Dr Raymond Mullan, OBE 
Mrs Vilma Patterson, MBE 
Mr Jim Scholes 

 
 
 
 
LOCATION 
 
 Our Office is in Stormont House. 
 The full address is: 
 
 Room 105 
 
Stormont House 
 
 Stormont Estate 
 Belfast 
 BT4 3SH 
  
 
OPENING HOURS 
 
  
 The Office is open from 9.00am to 5.00pm, 
 Monday to Friday, except Public and Bank Holidays. 
  
How to contact us 
 
• write to us at the address at the top of the page 
• telephone us on 028 9052 2599 
• fax us at 028 9052 7705 
• visit us at www.nicscommissioners.org
 
 
28

WHAT ARE WE HERE TO DO? 
 
Civil Service Commissioners are appointed by the Crown to uphold the 
principle that selection for appointment to posts in the Civil Service 
should be on merit on the basis of fair and open competition. 
 
 
WHERE DO WE GET OUR AUTHORITY FROM? 
 
Commissioners derived their responsibilities from prerogative Orders 
made by the Secretary of State.  Our authority currently derives from the 
Civil Service Commissioners (NI) Order 1999. 
 
 
HOW DO WE DO IT? 
 
We do it by: 
 
•  making General Regulations. 
 
•  publishing and maintaining a Recruitment Code setting out the 
essential principles and procedures on which recruitment to the 
Northern Ireland Civil Service must be based.  Departments and 
Agencies must follow this Code.  A copy is available online at: 
www.nicscommissioners.org 
 
•  it is inevitable that occasions will arise when special circumstances 
lead to Departments needing to depart from the Merit Principle. The 
Commissioners have set out the circumstances in which they are 
prepared to look at requests to depart from the Merit Principle.  
These ‘exceptions’ must be notified to, and in some instances 
approved by, the Commissioners before an appointment can be 
made. 

 
•  auditing recruitment policies and practices followed by Departments 
and Agencies in making appointment to the Northern Ireland Civil 
Service. Each year, the Commissioners decide on a particular aspect 
of recruitment to examine in detail (an audit) and request 
management consultants to carry out independent investigations on 
their behalf.  The results of these audits are published in the 
Commissioners’ Annual Report. 

 
•  requiring Departments and Agencies to publish information about 
their recruitment activity. 
 
•  approving procedures for appointment, through open competition, to 
the Senior Civil Service in Northern Ireland. 
 
•  hearing and determining appeals under the Northern Ireland Civil 
Service Code of Ethics.  Under the Civil Service Commissioners (NI) 
 
29

Order 1999, we have been assigned the role of providing an 
independent appeals mechanism for Northern Ireland civil servants.  
The Code of Ethics sets out the constitutional framework within 
which civil servants work and the values they are expected to 
uphold.  Details of the number and nature of the appeals received by 
the Commissioners are published each year in our Annual Report.
  
 
 
WHAT CAN WE DO FOR YOU? 
 
If you have ever applied for a post in the Northern Ireland Civil Service, 
you can be assured that, whether or not you were successful, the 
Department or Agency was obliged to make that appointment in 
accordance with directions for good practice set out by the 
Commissioners. 
 
We are concerned that civil servants are not fully aware of the appeals 
mechanism under the Code of Ethics.  We would strongly encourage 
any civil servant who believes that he or she has been asked to act in a 
way which 
 
•  is illegal, improper or unethical; 
 
•  is in breach of constitutional convention or a professional code; 
 
•  may involve a possible maladministration; or 
 
•  is otherwise inconsistent with the Code  
 
to report the matter in accordance with procedures laid down in the 
Northern Ireland Civil Service Pay and Conditions Code or Departmental 
guidance. 
 
Where the matter has been reported in the
  appropriate manner and a 
civil servant believes the response does not represent a reasonable 
response to his or her concerns, s/he may report the matter in writing to 
the Civil Service Commissioners.
 
 
 
 
 
 
 
 
 
 
30