The Welsh Revenue Authority and Welsh Taxes

Chief Legal and Policy Officer, Welsh Revenue Authority Implementation Programme

Welsh Treasury

Welsh Government / Welsh Revenue Authority

Job and Person Specification

The Welsh Revenue Authority and Welsh Taxes

Background

The devolution of new borrowing and tax powers is an important development and provides Wales with an exciting opportunity to develop its funding arrangements so they best meet Welsh circumstances and priorities.

Last year, the National Assembly approved its first Welsh tax legislation - the Tax Collection and Management (Wales) Act 2016. This provides powers for tax administration, including those to establish the first ever Welsh tax authority - the Welsh Revenue Authority (WRA).

From April 2018, the Welsh Government is looking to have in place a fully- functioning, efficient and effective regime for collecting and managing Welsh taxes.

The WRA

The WRA will be a new non-Ministerial Department. It will have a board and a chief executive and around 40 members of staff who will be civil servants. Its main purpose will be to administer and collect the new Welsh taxes. Initially these will be Land Transaction Tax (LTT) and Landfill Disposals Tax (LDT), but there is scope for the range of functions undertaken by WRA to develop and expand over time, depending in part on the success of its early operations.

In addition to collecting and administering the new Welsh taxes, the WRA will:

 provide information, advice and assistance about devolved taxes to Welsh Ministers and to taxpayers;

 resolve taxpayer complaints and disputes;

 promote tax compliance;

 protect against tax evasion and tax avoidance; and,

 support the development of Welsh Government tax policy.

The WRA will deliver Welsh Ministers’ tax policy and follow the strategic direction set by them; it will however be operationally independent. It will be accountable to Welsh Ministers and to the National Assembly.

As a new tax body the development and maintenance of good relationships with taxpayers and their agents will be key. It will be vital to offer clarity about its expectations of taxpayers and clarity about the services it will provide to assist taxpayers to help them to meet their tax obligations. It will be critical for the WRA to establish a positive culture of payment of taxes, to promote compliance and to deter avoidance.

WRA Implementation Programme An implementation programme within Welsh Government is underway to establish all aspects of the WRA and prepare it for operation. This post will initially sit within that programme of work and move into the WRA on its establishment later in 2017. For further information on the WRA and the two devolved taxes please visit the Welsh Government website: http://gov.wales/funding/fiscal-reform/welsh-revenue- authority/?lang=en

Message from Dyfed Alsop, WRA Implementation Director

Thank you for your interest in the WRA.

The establishment of the WRA is an exciting and unique opportunity; the chance to create a new organisation doesn’t come around very often. Whilst in some respects the WRA will be a relatively small organisation, the revenue it is expected to collect will mean it will have a major role to play in providing funding for public services in Wales. The scale of its responsibility will be considerably larger than most enterprises of this size would encounter. I want to ensure that we harness the enthusiasm and energy that you associate with starting something new and seize the possibility that this provides.

I want to build an organisation that is confident in delivery and inspires confidence from the people who will use it. We’ve got a serious role to undertake in terms of protecting and managing the revenue, as well as also the underlying data that people have given us, but that doesn’t mean it needs to be a dusty, dour or boring place to work. I want it to be a rewarding place to work where the WRA’s people feel energised and proud of the work they do.

I have worked in various parts of the national and local tax systems over the past 14 years, including latterly serving on the board of the Valuation Office Agency, I am therefore clear about the central importance of tax expertise. We will need to grow our competence in tax carefully and diligently, providing the best possible service to the people we serve. This will mean developing digital and data capability and instilling a customer service ethos throughout the organisation. We have the chance to create a fresh tax administration that starts from the premise of digital first and that uses data to make the most of its resources.

From a personal perspective I think it is a really exciting time to be involved in tax in Wales and I am incredibly proud to be working on setting up the WRA. Best wishes with your application.

Dyfed

Chief Legal and Policy Officer

Purpose of Post

This post offers unique opportunity to develop a legal and policy capability for the new Welsh tax administration organisation, the WRA. You will play a key part in a major step forward in Welsh devolution and will be instrumental in forging a welsh approach to taxation.

Initially the post holder will work closely with the WRA Implementation Director and senior team within the wider programme of work to ensure the WRA is prepared for day one delivery while also building its capability for the future.

Sitting within the WRA Implementation Programme before transferring into the WRA, the Chief Legal and Policy Officer will establish, develop and lead the legal and policy, compliance strategy and process design functions of the WRA.

The post will report to the Welsh Revenue Authority Implementation Director initially and then to the Chief Executive Officer of the WRA once the organisation is established later in 2017.

This post is offered on a lateral basis or promotion on loan, for up to three years. Initially the role will sit within the Welsh Government but will move into the Welsh Revenue Authority later in 2017.

Main Duties

Prior to formal establishment of the WRA later in 2017, the post holder will:

 Lead on developing the WRA’s legal and policy process design and compliance strategy functions

 Lead on policy maintenance and implementation for the devolved taxes, working closely with colleagues in the Welsh Treasury to develop a strategic approach to tax policy.

 Lead on development and maintenance of WRA operational policy, including compliance, working closely with other members of WRA senior management

 Give specific focus to leading the assessment of the legal requirements within the WRA for all elements of its business including tax, litigation, employment and procurement

 Establish and build relationships with the Welsh Government Legal Services department, the Ministry of Justice and Her Majesty’s Courts and Tribunal Service.

 Lead on legal advice and support to Ministers and Special Advisors from the WRA Programme Team

 Work with the WRA People Project to ensure policy experts in Land Transaction Tax and Landfill Disposals Tax are in place in readiness for April 2018

 Work with the Head of Compliance Strategy to ensure the WRA Compliance Strategy is in place along with relevant policy

 Contribute to the corporate leadership of the Welsh Treasury while within the Welsh Government

In addition to this, once the WRA is established, the post holder will:

 Act as legal advisor to the WRA board, working closely with the Chief Executive and Chair

 Sit on the WRA Senior Leadership Team and contribute towards the continuous development of the organisation

 Lead on the provision of high quality and timely legal and policy advice to ensure that:

- WRA processes are compatible with relevant legislation - WRA decisions and guidance are clearly written and legally sound - WRA decisions are reviewed appropriately when requested by taxpayers - WRA is effectively represented in the tribunals and courts when its decisions are appealed - WRA compliance is conducted effectively and lawfully

 Be accountable for forging a legally robust approach to the WRA’s compliance activities; supporting, assuring and providing oversight on compliance activities

 Own the WRA’s litigation approach ensuring compliance/ enforcement agenda.

 Lead on the development of WRA policy around civil and criminal enforcement, including criminal powers.

 Build and maintain a partnership with the Welsh Treasury Tax Policy and Partnership team

 Ensure regular communication and activity with the legal profession, particularly within Welsh Government

 Develop and embed processes for the legal team, ensuring there is an effective case management system in place

 Develop and apply your own specialist legal expertise while also developing those in your team

 Ensure the effective management of the policy and process function within the WRA, utilising the expertise available

Personal Attributes and Skills

The postholder must be able to demonstrate and evidence:

 A working knowledge of tax legislation and the ability to quickly build expertise in new legislation – in this case Land Transaction Tax and Anti Avoidance Tax (Wales) Act and Landfill Disposals Tax (Wales) Act

 Working knowledge and experience at a senior level of tax administration in the UK

 Able to deal with novel issues and comfortable working with considerable ambiguity in developing a Welsh approach to taxation;

 The ability to build and motivate a multi disciplinary team of specialists

 Excellent powers of legal analysis and problem solving, with the ability to form quick, confident judgements which articulate legal risk and offer practical solutions.

 Thorough knowledge of public, constitutional and administrative law and the ability to master and interpret complex legislation.

 Ability to communicate clearly and authoritatively on complex areas of law and/or contentious issues at the highest levels to a senior lay audience holding or overseeing the use of executive powers (eg Ministers, Board Members, Executive Councillors or Senior Officials) and to senor stakeholders.

 Experience of working with Ministers and/ or senior stakeholders.

 Commitment to ensuring that the principles of equality and diversity are embedded in the work of the WRA;

 Knowledge of devolution and a wider understanding and commitment to the Welsh language and the issues that affect Wales

 You must be qualified to practice as a solicitor or barrister in England and Wales to apply for this position

Competencies

Applicants will also be required to demonstrate the Deputy Director competencies in the Civil Service Competency Framework and Legal professional Skills for Senior Civil Service (SCS) Pay Band 1 Lawyers.

Civil Service Competency

A brief summary of these skills is included at Annex A.

All Civil Servants are expected to conduct themselves in accordance with the Civil Service Code, a copy of which can be found at Annex B.

Welsh Language

Welsh language skills are desirable but not essential for this post however; we would welcome applications from people that have the ability to communicate orally and in writing through the medium of Welsh.

Terms of Appointment

In advance of the formal establishment of the non-ministerial department, the Welsh Government is recruiting on behalf of the Welsh Revenue Authority to a number of posts.

As the Senior Civil Service is non devolved, the successful post holder will be appointed on Cabinet Office SCS Terms and Conditions, initially based in the Welsh Government but a condition of that contract will be that they transfer to the Welsh Revenue Authority when the posts transfers on the established date.

During the term of appointment with the Welsh Government it will not be possible to apply for, or move to an alternative post. No successful candidate will remain in the Welsh Government beyond the establishment of the Welsh Revenue Authority.

Whilst the terms and Conditions of the Welsh Revenue Authority have yet to be determined, it is anticipated that they will follow those of the Welsh Government.

The post is available to Civil Service employees recruited through fair and open competition on lateral transfer or promotion on loan for up to three years. Initially the role will sit within the Welsh Government but will move into the Welsh Revenue Authority later in 2017.

Relocation

Assistance towards relocation expenses may be available.

Location 8

The post is location neutral. However, due to the integral nature of this role, the post holder will be required to work from the WRA headquarters 2-3 days per week. Currently the team is based in Cardiff and when the WRA is established, its head quarters will be based in QED, Treforest (8 miles north of Cardiff).

Annual leave

The successful candidate will be appointed on the modernised Senior Civil Service terms and conditions. For existing Civil Servants there are 8 days bank holidays and 1 privilege day to be taken at fixed times of the year.

Promotion

If an existing civil servant is promoted into or within the Senior Civil Service, their annual leave allowance is based on their period of continuous employment in the Civil Service, as shown below:`

Length of service

• Up to 1 year - 25 days annual leave entitlement • 1 year - up to 2 years - 26 days annual leave entitlement • 2 years - up to 3 years - 27 days annual leave entitlement • 3 years - up to 4 years - 28 days annual leave entitlement • 4 years - up to 5 years - 29 days annual leave entitlement • 5 years or more - 30 days annual leave entitlement

Terms and Benefits

. Pension Scheme . Occupational Health Services, including counselling and eye care provision. . Leave provisions including: o Carers’ Leave o Paid and unpaid maternity leave o Flexible paid paternity leave o Flexible paid adoption leave

Diversity and Equality

The Welsh Government is committed to providing services which embrace diversity and which promote equality of opportunity. As an employer, we are also committed to equality and valuing diversity within our workforce.

Our goal is to ensure that these commitments are embedded in our day-to-day working practices with all our customers, colleagues and partners. We do not discriminate on the basis of age, disability, gender, marital status, sexual orientation, religion or belief, race, colour, nationality, ethnic or national origin.

Guaranteed Interview Scheme

The Welsh Government, as a Positive about Disability Employer actively encourages applications from people with disabilities, and operates a guaranteed interview scheme for disabled people (as defined by the Disability Discrimination Act 1995).

Candidates who meet the minimum essential experience, skills, ability, knowledge and qualifications criteria, for this appointment, set out in the person specification will be guaranteed an invitation to an initial interview. If you qualify for this scheme please make this clear in your covering letter.

Please also advise us of any special arrangements for interview you will require, to enable us to make the appropriate arrangements.

Remuneration

The SCS pay system is a simple broad band structure, based on job evaluation score groups. The structure has three core bands, Deputy Director, Director and Director General. This role is at Deputy Director level. The starting salary on promotion into the Senior Civil Service will attract a 10% increase in base pay or be at the Senior Civil Service pay band minimum, whichever is greater. However, for staff promoted from Executive Band 1 (Grade 6), the increase will be capped at 5 % or be at the Senior Civil Service pay band minimum, whichever is greater. Welsh Government starting pay on appointment policy refers.

Pre appointment checks

Before the appointment of the successful candidate can be confirmed, the Welsh Government will undertake background and security checks. As part of this, we will need to confirm your identity, check your employment history over the past five years, nationality and immigration status, Health, and criminal record (unspent convictions only). The successful candidate must hold or be willing to obtain security clearance to SC level before taking up post. The time scales for security clearance can vary however from receipt of completed paper work it can take between 8 to 10 weeks.

Application Process

A completed application form, an up to date CV, together with a personal statement of suitability for the post should be submitted through the Welsh Government e- recruitment system by 17/08/2017 23:59pm .

The provisional timetable is as follows:

● Closing Date: 23:55 pm on 17/08/2017

● Assessment/briefings: w/c 04/09/17, to include:

A leadership assessment, which will involve a series of online tests and a discussion with a psychologist to explore leadership capability and personal resilience. Please note that where an individual has been assessed for an individual leadership assessment with Civil Service Talent within the last two years, it is now policy to automatically re-use the original report. This is in line with a drive to improve efficiency as reports are person rather than role specific.

[Candidates who are shortlisted for interview will be requested to provide some examples of their professional work at least one week in advance of the interview.]

● Interviews: 27/09/2017, to include:

- An engagement exercise, which will involve a group discussion on a specific topic. - An interview usually lasting around 45 minutes.

Interviews will take place in Cathays Park, Cardiff. Please note the above indicative timetable, and therefore flexibility throughout the recruitment and selection process would be appreciated.

If you would like to discuss this role further please contact Dyfed Alsop on 075 8310 4850 or [email protected]

Annex A

Deputy Director Skills

Strategic Cluster – Setting Direction

1. Seeing the Big Picture

Anticipate and predict the long term impact of national and international developments, including economic, political, environmental, social and technological, on own area

Identify and shape how own area fits within and supports the work of the Department and priorities for the national interest, public and economic good

Develop an in-depth insight into customers, citizens, services, communities and markets affected by their area and the wider public sector context

Create joined up strategies and plans that have positive impact and add value for stakeholders, citizens and communities

Shape strategies and plans which help put into practice and support the Department’s vision and long-term direction, including those shared with other departments

2. Changing and Improving

Seek, encourage and recognise ideas, initiative, improvements and measured risk taking within own area to deliver better approaches and services

Encourage a culture of imaginative thinking, learning from experience and expanding mindsets and genuinely listen to ideas from employees and stakeholders

Identify step changes that quickly transform flexibility, responsiveness and quality of service

Challenge the status quo in own and related areas to achieve value-adding improvements and change

Lead the transformation of services to users, moving to a digital approach whenever possible

Create effective plans, systems and governance to manage change and respond promptly to critical events

3. Making Effective Decisions

Interpret a wide range of political and national pressures and influences to develop strategies

Create a culture and ensure systems and procedures are in place for the secure and careful handling of government and public information within own area

Ensure involvement and consultation where necessary and take decisive action when required

Articulate options and large-scale reputational risks and impacts, including economic, environmental, political and social, and recommend plans to manage and mitigate

Take quick, confident decisions at a strategic level to move things forward to meet organisational goals

Outline direction of travel, recommendations and decisions for their area

People Cluster - Engaging People

4. Leading and Communicating

Lead from the front, ensuring visibility and communicating in a straightforward, truthful and candid way

Actively promote the Department’s reputation externally and internally – build a sense of pride and passion for public service

Inspire staff and delivery partners to engage fully with long term vision and purpose of the Department, supporting them to make sense of change

Actively promote diversity and equality of opportunity inside and outside the Civil Service, valuing difference and external experience

Communicate with conviction and clarity in the face of tough negotiations or challenges, surface tensions and resolve ambiguities

Influence external partners, stakeholders and customers successfully – secure mutually beneficial outcomes

5. Collaborating and Partnering

Proactively create, maintain and promote a strong network of connections with colleagues across the Department, wider Civil Service and externally

Promote team working with peers, shares knowledge and resources with peers and

across functions

Encourage and establish principles of working effectively across boundaries to support the business

Encourage teams to engage with a variety of delivery partners and stakeholders and listen to their feedback

Build high performing teams within own area, aligned around common goals

Set out clear expectations that bullying, harassment and discrimination are unacceptable

6. Building Capability for All

Champion development, talent and career management for all staff and make learning a reality by encouraging and providing a range of development experiences

Create an inclusive environment, one from which all staff, including under- represented groups, can benefit

Encourage work-place based learning, ensure colleagues take responsibility for their own learning and share it to build organisational capability

Support teams to succeed, devoting dedicated time to empowering people through coaching and mentoring and sharing expertise/knowledge

Identify capability requirements to deliver Departmental 3-5 year strategy and grow sustainable capability across all groups including those identified as having high potential

Role model continuous learning and self development, evaluating own effectiveness and growth and planning next learning steps accordingly

Performance Cluster - Delivering Results

7. Achieving Commercial Outcomes

Identify and implement different ways of working deployed in other sectors e.g. using resources, assets and commercial arrangements

Promote a strong focus on the needs of customers, suppliers and other delivery partners to develop new commercial models for the delivery of policy and business goals

Manage strategic commercial relationships and delivery arrangements actively and effectively to provide ongoing value for money to the tax payer

Develop and apply market and economic understanding and insights, working with commercial experts, to support sound commercial decision-making and recommendations

Take a wide view, successfully achieving common goals with organisations that have different priorities

Ensure teams appreciate how market demands, investment decisions and other commercial considerations such as funding and pricing models influence suppliers and the delivery of services

8. Delivering Value for Money

Understand the financial position of own area, the organisation and the wider economy and recognise impacts of this when delivering services

Make and encourage strategic choices on spend, challenge high risk costly projects and forgo non-priority expenditure

Promote and visibly demonstrate a culture of value for money in own area/function in order to focus managers on getting a good return for taxpayers’ money

Interpret a wide range of financial and management information and use financial data effectively in decisions

Develop robust business cases, with fully costed options identifying clear policy advantages and/or returns on investment to assist decision making

Understand and manage the risks and cost-drivers for own areas of responsibility in the context of strategic priority

9. Managing a Quality Service

Facilitate flexible use of resources across grades through innovative structuring of teams and resources within own area

Clarify and articulate the diverse requirements of customers and delivery partners to support delivery of professional excellence and expertise

Use customer insight to determine and drive customer service outcomes and quality throughout own area

Translate complex aims into clear and manageable plans and determine resource requirements to support implementation

Maintain and improve service by managing risks to ensure own area and partners deliver against defined outcomes

Work collaboratively with customers or service delivery partners to manage, monitor and deliver against service level agreements

10. Delivering at Pace

Translate strategic priorities into clear outcome-focused objectives for managers and provide the energy and drive in achievement of these objectives

Take ownership of delivery against outcomes and give credit for others’ delivery

Maintain a strong focus on priorities, holding others to account for priorities and swiftly respond to changing requirements

Drive a performance culture within own area, allowing people space and authority to deliver their objectives

Act as a role model for delivery by injecting enthusiasm and energy to achieve results

Promote resilience and responsiveness in the organisation by being open and honest about challenges, and the actions required to address unexpected developments

CIVIL SERVICE CODE

AnnexB

CIVIL SERVICE CODE

Presented to Parliament pursuant to section 5 (5) of the Constitutional Reform and Governance Act 2010.

Presented to the National Assembly for Wales pursuant to section 5 (7) of the Constitutional Reform and Governance Act 2010.

Civil Service values

1. The statutory basis for the management of the Civil Service is set out in Part 1 of the Constitutional Reform and Governance Act 2010.

2. The Civil Service is an integral and key part of the government of the United Kingdom. It supports the Government of the day in developing and implementing its policies, and in delivering public services. Civil servants are accountable to Ministers1. They are in turn accountable to the National Assembly for Wales2.

3. As a civil servant, you are appointed on merit on the basis of fair and open competition and are expected to carry out your role with dedication and a commitment to the Civil Service and its core values: integrity, honesty, objectivity and impartiality. In this Code:

 ‘integrity’ is putting the obligations of public service above your own personal interests;

 ‘honesty’ is being truthful and open;

 ‘objectivity’ is basing your advice and decisions on rigorous analysis of the evidence; and

 ‘impartiality’ is acting solely according to the merits of the case and serving equally well Governments of different political persuasions.

4. These core values support good government and ensure the achievement of the highest possible standards in all that the Civil Service does. This in turn helps the Civil Service to gain and retain the respect of Ministers, the National Assembly for Wales, the public and its customers.

5. This Code3 sets out the standards of behaviour expected of you and other civil servants. These are based on the core values which are set out in

1. In this version of the Code, “Ministers” means the First Minister for Wales, the Welsh Ministers, Deputy Welsh Ministers and the Counsel General to the Welsh Government as referred to in the Government of Wales Act 2006. The Counsel General to the Welsh Government may not be an Assembly Member but he/she may participate in Assembly proceedings. Since May 2016, individual Welsh Ministers have been known as Cabinet Secretaries and individual Deputy Ministers as Ministers. However, this is a presentational change and does not alter the position constitutionally. So, for example, a Cabinet Secretary (which is a term that has no legal basis) will exercise Welsh Minister functions.

2 Civil servants advising Ministers should be aware of the constitutional significance of the National Assembly for Wales and of the conventions governing the relationship between the National Assembly and the Welsh Government.

3 The respective responsibilities placed on the First Minister for Wales, the Welsh Ministers, Deputy Welsh Ministers and the Counsel General to the Welsh Government and special advisers in relation to the Civil Service are set out in their Codes of Conduct: www.wales.gov.uk/civilservicecode. Special advisers are also covered by this Civil Service Code except, in recognition of their specific role, the requirements for objectivity and impartiality (paras 10-15 below). 19

legislation. The Welsh Government also has its own mission and values statements based on the core values, including the standards of behaviour expected of you when you deal with your colleagues.

Standards of behaviour

Integrity

6. You must:

 fulfil your duties and obligations responsibly;

 always act in a way that is professional4 and that deserves and retains the confidence of all those with whom you have dealings5;

 carry out your fiduciary obligations responsibly (that is make sure public money and other resources are used properly and efficiently);

 deal with the public and their affairs fairly, efficiently, promptly, effectively and sensitively, to the best of your ability;

 ensure you have Ministerial authorisation for any contact with the media6;

 keep accurate official records and handle information as openly as possible within the legal framework; and

 comply with the law and uphold the administration of justice.

7. You must not:

 misuse your official position, for example by using information acquired in the course of your official duties to further your private interests or those of others;

 accept gifts or hospitality or receive other benefits from anyone which might reasonably be seen to compromise your personal judgement or integrity; or

 disclose official information without authority. This duty continues to apply after you leave the Civil Service.

Honesty

4This includes taking account of ethical standards governing particular professions.

5 Including a particular recognition of the importance of cooperation and mutual respect between civil servants working for the Welsh Government, and UK Government and other devolved administrations, and vice-versa. 6 The whistleblowing legislation (the Public Interest Disclosure Act 1998) may also apply in some circumstances. The ‘Directory of Civil Service guidance’ and ‘the Civil Service Management Code’ give more information. 20

8. You must:

 set out the facts and relevant issues truthfully, and correct any errors as soon as possible; and

 use resources only for the authorised public purposes for which they are provided.

9. You must not:

 deceive or knowingly mislead Ministers, the National Assembly for Wales or others; or

 be influenced by improper pressures from others or the prospect of personal gain.

Objectivity

10. You must:

 provide information and advice, including advice to Ministers, on the basis of the evidence, and accurately present the options and facts;

 take decisions on the merits of the case; and

 take due account of expert and professional advice.

11. You must not:

 ignore inconvenient facts or relevant considerations when providing advice or making decisions; or frustrate the implementation of policies once decisions are taken by declining to take, or abstaining from, action which flows from those decisions.

Impartiality

12. You must:

 carry out your responsibilities in a way that is fair, just and equitable and reflects the Civil Service commitment to equality and diversity.

13. You must not:

 act in a way that unjustifiably favours or discriminates against particular individuals or interests.

Political Impartiality

14. You must:

 serve the Government, whatever its political persuasion, to the best of your ability in a way which maintains political impartiality and is in line with the requirements of this Code, no matter what your own political beliefs are;

 act in a way which deserves and retains the confidence of Ministers while at the same time ensuring that you will be able to establish the same relationship with those whom you may be required to serve in some future Government; and

 comply with any restrictions that have been laid down on your political activities.

15. You must not:

 act in a way that is determined by party political considerations, or use official resources for party political purposes; or

 allow your personal political views to determine any advice you give or your actions.

Rights and responsibilities

16. The Welsh Government has a duty to make you aware of this Code and its values. If you believe that you are being required to act in a way which conflicts with this Code, the Welsh Government will consider your concern, and make sure that you are not penalised for raising it.

17. If you have a concern, you should start by talking to your line manager or someone else in your line management chain. If for any reason you would find this difficult, you should raise the matter with The Welsh Government’s nominated officers who have been appointed to advise staff on the Code.

18. If you become aware of actions by others which you believe conflict with this Code you should report this to your line manager or someone else in your line management chain; alternatively you may wish to seek advice from your nominated officers. You should report evidence of criminal or unlawful activity to the police or other appropriate regulatory authorities. This Code does not cover HR management issues.

19. If you have raised a matter covered in paragraphs 16 to 18, in accordance with the relevant procedures7, and do not receive what you consider to be a reasonable response, you may report the matter to the Civil Service

7The whistleblowing legislation (the Public Interest Disclosure Act 1998) may also apply in some circumstances. The Directory of Civil Service Guidance and the Civil Service Management Code give more information: GOV.UK - Civil Service Management Code .

Commission8. The Commission will also consider taking a complaint direct. Its address is:

G/08, 1 Horseguards Road, London SW1A 2HQ. Tel: 020 7271 0831 email: [email protected]

If the matter cannot be resolved using the procedures set out above, and you feel you cannot carry out the instructions you have been given, you will have to resign from the Civil Service.

20. This Code is part of the contractual relationship between you and your employer. It sets out the high standards of behaviour expected of you which follow from your position in public and national life as a civil servant. You can take pride in living up to these values.

January 2017

8The Civil Service Commission’s Guide to Bringing a Complaint gives more information, available on the Commission’s website: www.civilservicecommission.org.uk.