Consultation

19.10.07- 11.01.08

This consultation seeks views on PBNI’s draft Corporate Plan 2008 – 2011 which sets out how PBNI will deliver end-to-end offender management from courts, through prison and into the community.

This consultation seeks views on PBNI’s Disability Action plan which aims to promote positive attitudes towards disabled people in the course of its work, as required by Section 49A of the Disability Discrimination Act 1995.

This consultation seeks views on PBNI’s Risk of Serious Harm to Others Policy and Procedures. The aim of the policy is to, in partnership with other agencies, contribute to protecting the public from dangerous offenders.

This consultation seeks views on PBNI’s Consultation Policy and Procedures.  The aim of the policy is to achieve effective consultation through an open and transparent process that is accessible and inclusive.

This consultation seeks views on PBNI’s Policy on Female Offenders.  The aim of the policy is to help protect the public and prevent re-offending through more appropriate assessment and supervision of female offenders.

PBNI has developed a Good Relations Strategy and is now consulting on this Strategy and the outcome of the screening exercise. The aim of the strategy is to set a framework for PBNI to formalise its commitment to the implementation of good relations which enables PBNI to meet its statutory obligations under Section 75(2) of the Northern Ireland Act 1998.

PBNI is seeking the views of staff, partners, service providers and users, on the location of new offices and reporting centres, and the closure of old offices. This consultation offers an option to reconfigure our current estate and we would appreciate your views on the impact you believe this proposal may have on service delivery in your area and any equality issues you may identify.

PBNI is undertaking an EQIA on its Community Development funding strategy and policy to identify ways to eliminate the potential for differential impact and to help promote equality and good relations.

The aim of the strategy is to ensure that PBNI communicates effectively with its stakeholders who include the public, staff, the Board and the media.

The aim of the policy is to secure as far as is reasonably practicable, the health, safety and welfare of employees and protect others affected by their work against risks to health and safety from exposure to blood-borne viruses arising out of connection with the Board’s work activities.

The policy outlines the Board’s position on career breaks for employees. Applications are considered only on grounds of personal or family circumstances.

The aim of the Community Development Funding Strategy is to establish an equitable and transparent community development funding strategy in support of the organisational legislative requirement.

The policy sets out the complaints procedure, the timescales and commitments within which their complaint will be investigated.

The policy discusses the disciplinary procedure required in cases where conduct, capability or performance falls below the standard required by the organisation, the actions taken to investigate the issue and determine the appropriate course of action.

The policy sets out the informal and formal route for staff to pursue a grievance within PBNI, the timescales and people involved in the process.

The policy states PBNI position on Hate Crime and gives an undertaking to train and educate staff so that they will be better able to deal with offenders convicted of a Hate Crime as well as being an organisation which promotes best practice and consultation in this area.

The policy provides a framework for the handling of cases or suspected cases of employee misuse of alcohol, drugs or other substances. It also outlines the procedures for managers and staff as well as the support mechanisms available.

The policy outlines the ways in which partnerships can be introduced to enhance the delivery of PBNI’s services.

The policy discusses the provision of probation projects to meet local needs and deliver offender programmes and activities that reduce re-offending and deliver community integration.

The policy discusses the procurement procedures required in cases where PBNI needs to procure services directly. However, this will be rare as PBNI is tied into NIO procurement process.

The policy outlines PBNI’s commitment and responsibility to contribute to Restorative Justice practices as recommended by the Criminal Justice Review.

The policy sets out how PBNI will handle the information it holds as part of its business processing. The aim of the policy is to ensure the lawful and secure management all information held by PBNI and by doing so establish an effective and transparent framework for the management of all information.

The policy discusses the procedures for the supervision of non-statutory offenders and is supported by internal guidance and procedures.

The policy outlines the procedures to ensure that the victims perspective is integral in PBNI’s work with offenders and policies. It also sets out the support mechanisms for victims of PBNI supervised offenders. PBNI work with victims comes out of a recommendation in the Criminal Justice Review 2000.

The policy identifies the information, which PBNI requires to verify the eligibility of applicants for posts within PBNI and covers everything from qualifications to security checks. It also outlines the process for refusal of employment on that basis.

The policy sets out the arrangements for the secondment of staff to other organisations. It seeks to ensure that these arrangements are supported by equality of opportunity and fair selection procedures.

The policy outlines the provisions and criteria for term-time working. Applications are only considered where an employee has sole responsibility for childcare, an employee is responsible for a child with a disability or where an employee has exceptional domestic responsibility.