Recruitment and Selection

​

This policy supersedes all previous policies, circulars and procedures connected with recruitment and selection within the Public Service.​​

​This policy forms part of the Code of Practice for talent development​. This code will be reviewed at the start of each term of States Employment Board (SEB), or earlier where relevant legislation or re​gulations change.

Recruitment and selection policy​

Policy statement

The shared ambition of Jersey Public Services is to be a place where everyone can thrive. To make this a reality, we will recruit from the widest possible pool of talent. We aim to attract and recruit people with diverse backgrounds, skills, and abilities, who will enhance the quality of our services and contribute to the success of public services in Jersey.

Policy purpose

The purpose of this policy is to provide information and guidance to departments about the approach taken when recruiting and selecting people who wish to work for Jersey Public Services.

Policy principles

All our policies are underpinned by our values and behaviours.

In addition, this policy aims to ensure that:​​

We are committed to providing regular training and development, so responsibilities within the recruitment and selection policy and procedure can be fully undertaken. Everyone involved in recruitment and selection is expected to act with honesty and integrity throughout the process, for example by declaring when there may be a conflict of interest.​

Find more information on the recruitment principles and best practice in the Jersey Appointments Commission Recruitment Code and guidance documents​.

Policy scope

This policy covers all aspects of the recruitment and selection process and applies to all our employees unless otherwise specified, potential employees and anyone involved in the recruitment process. This policy applies to fixed term appointments, casual workers such as supply staff and workers on zero hours contracts.

A separate policy also applies to police officers who are seeking promotion because of police leadership programmes.

Performance and accountabilities​​

Hiring managers

Hiring managers are responsible for creating a positive candidate experience by adhering to this policy and any related policies, procedures, and codes, such as those set out by Medical Statute for Medical appointments within Health and Care Jersey at all times.

Chief Executive Officer, Chief Officers, and Heads of Administration

Chief Officers are responsible for ensuring that within their department, everyone involved in the recruitment process can demonstrate that they have carefully followed and remained compliant with this policy and other relevant policies, for example, the safer recruitment policy.

Chief People Officer

The Chief People Officer is the custodian of Jersey Public Services people policies and will ensure that this policy and its procedure:

People Services

The People Services team are responsible for developing and reviewing policies and procedures as well as:

• supporting the hiring manager
  
• monitoring compliance with the policy
  
• ensuring appropriate residential status and pre-employment checks are in place
  
• producing offer letters and contracts
  
• updating relevant systems
  

Jersey Appointments Commission

Under the Employment of States of Jersey Employees (Jersey) Law 2005, it is the duty of the Jersey Appointments Commission to oversee the recruitment of public servants and appointees to ensure that appointments are made in a fair, efficient way and that best practice is followed throughout the process.

The Jersey Appointments Commission are responsible for producing and reviewing recruitment related guidelines and codes and are required to participate in senior level appointments.

States Employment Board

The Board has a duty to issue Codes of Practice in accordance with Article 8 of the Employment of States of Jersey Employees (Jersey) Law 2005. This code will be where relevant legislation or regulations change.

The Board are also responsible for approving all posts remunerated at £150,000 per year and above. Refer to the P59 process on MyStates (internal website).

The procedure

Reviewing the need to recruit

When a vacancy arises and before a requisition to recruit is started in the Connect People Talent Acquisition system, Chief Officers or delegates will encourage their hiring manager to review the need for the role, its duties, responsibilities, and grade as part of their ongoing workforce planning activity.

They may also consider whether the tasks may be undertaken in other ways for example, by technology, by restructuring or by existing part time employees wishing to increase their hours. If possible, an exit interview should also be undertaken to help the department learn from the current post holder.

Recruitment systems

Posts within scope of this policy will be recruited to via the Connect People Talent Acquisition system.

Recruiting to contingent workers, agency or temporary roles, which are above £100,000 per year ​will need to follow the P59 approval process. Hiring managers should work directly with our approved on Island suppliers and raising purchase orders and service requests through Connect Supplier Ariba.​

In exceptional circumstances such as, for specialised recruitment, agencies may be used if other methods have not proved successful. The hiring manager should refer to the guidance on MyStates.

Creating or reviewing a job description

As part of our commitment to support candidates, all posts must have a current, evaluated job description which accurately describes the post that is being filled.

The job description should clearly state the duties and responsibilities of the role including the essential and desirable criteria, such as skills, knowledge, qualifications, and experience.

This should directly relate to the role and be applied equally to all candidates. This must be produced prior to advertising any vacant role.

If the post is new or there are substantial changes to an existing job description, then the hiring manager must also have the post evaluated through the job evaluation process.

Further guidance can be found in the job evaluation policy​ or by emailing j.evaluation@gov.je. 

Vacancy approval​

The decision to fill a vacancy or to create a new post lies with Chief Officers and their delegates who are responsible for managing their establishment.

Prior to raising a requisition in Connect People Talent Acquisition to either fill an existing post or create a new post the person nominated by the department to fill the post must:​

Licensed or registered roles​

​All licensed post holders must be contracted for a minimum of 0.8 full time equivalent (FTE).​

Hiring managers will ensure that the relevant licences are in place prior to commencing any recruitment activity and before they raise a requisition to recruit.

If your roles require a licence, the recruitment team will provide the hiring manager with a licensed or registered permissions letter template to complete and return along with the job description to the resourcing team at resourcing@gov.je for approval.

Qualified teachers, nurses and social workers being contracted for a minimum of 0.8 full time equivalent (FTE) have standing licences in place and hiring managers therefore do not need to complete this aspect of the recruitment and selection process.​

No formal application letter is required for Allied Health Professionals, however the hiring manager does need approval from the resourcing team to allocate a licence.

Allied Health Professionals covers roles which require registration with the Jersey Care Commission and where the job description is explicit in the requirement for the following councils:

• ​Nursing and Midwifery Council (NMC)
  
• Health and Care Professions Council (HCPC)
  
• General Medical Council (GMC)​
  

No formal application letter is required for police officers of any rank which are appointees and not employees however, the line manager does need approval from the resourcing team to allocate a licence. The line manager needs to attach the email approval confirmation from the resourcing team in the attachments section of the Job Requisition.​

Only in limited circumstances, such as for posts that are hard to recruit to, may it be possible to appoint someone on a licensed basis. Hiring managers must seek advice from the resourcing team before any recruitment activity takes place.​

Find more information on how to get a registration card.

Senior level appointments P59 process​

The hiring manager will develop a bespoke business case and seek explicit approval to appoint to senior level and high value appointments, defined as follows:

These business cases should be completed using a P59 Request Form, which must be approved by the Chief Officer for the department, Chief People Officer in People Services and Chief Minister for the department.

The Jersey Appointments Commission must also be consulted at the earliest possible opportunity when recruiting to senior posts. Find more information on Jersey appointments Commission guidance on senior appointments​.

Securing suitable candidates from the redeployment register

Jersey Public Services is committed, as far as is possible, to protecting the employment of our existing employees. The redeployment register enables departments to find suitable candidates prior to wider advertisement, thereby retaining valuable skills and knowledge within the public service.​

It is our policy that employees who are on the redeployment register will, if suitably qualified, have priority over other candidates. When ​a requisition is raised in People Connect, People Services operational recruitment team will check the redeployment register, for suitable employees who can demonstrate the relevant knowledge, skills, and experience.

We will only advertise if there is not a suitable employee on the redeployment register.

Find more information on the redeploymen​t policy process​.

Advertising a vacancy​

Advertising vacancies will be managed through Connect People Talent Acquisition, which will ensure that vacancies have an appropriate level of exposure to the recruitment market. It is our aim to ensure that any recruitment advertisement accurately describes the role, skills and experience required.

Managers must provide candidates with enough information to decide whether they are suitable for the role.

Unless otherwise stated, for example in a recruitment freeze, in general, all permanent posts must be advertised externally, so that the successful candidate is selected from the widest possible pool in an open and transparent way.

For any posts that do not fall under the criteria for senior positions,  the hiring manager will advertise internally within Jersey Public Services and externally via Jersey Public Services Careers Portal concurrently.​​

In an increasingly competitive market, hiring managers may also need to consider advertising in other locations to maximise their candidate pool and target potential candidates not actively seeking a change of vocation, for example in:

• local libraries
• schools
• community centres
  
• leisure facilities

Social media and specialist publications may also be considered, to reach candidates who might otherwise not be considering a career within the Jersey Public Service. This may also include advertising off island. Find more information on Jersey public service careers​.​

Exceptions to open recruitment, formally HR02B

To test the market for the most appropriate person and to demonstrate that the appointment is unbiased, recruitment should be by fair and open competition and decisions to appoint should always be based on merit. However, certain exceptions to open recruitment are permitted, to provide flexibility where it is genuinely needed.

It may be possible to restrict the advert to internal only within the public service or internal restricted to within a department. For example, when specific skills and experience gained extensively within the public service are required, or when succession plans with existing employees are in place.

This limitation of competition is permitted when the hiring manager and People Services are confident that there will be no compromise in the quality of the appointment.​

These exceptions must fall into the one the following:

Managers should always consult their People Services representative before making exceptions to open recruitment apart from appointments of less than 6 months. The reasons for exceptions should be clearly recorded on the breaches and exemptions register which can be found on MyStates (internal website).

Decisions for posts up to and including Civil Service grade 13, or your pay group equivalent, may be agreed by your HR Business Partner unless the role reports directly to the Chief Officer. Extensions to short-term appointments up to a maximum of 12 months may also be granted by HR Business Partners.

Decisions for posts of Civil Service grade 14, or your pay group equivalent and above or where a grade 13 post reports directly to the Chief Officer, must be referred by your HR Business Partner to the Chief People Officer for approval.

For senior positions, for example all posts where the post holder reports directly to a Minister, a Chief Officer or where the post commands a salary requiring approval from the States Employment Board, will require a P59 form to be completed. Hiring managers must refer to the Jersey Appointments Commission guidelines. Refer to your HR Business partner for guidance.

If a candidate agrees, the hiring managers may retain the details of an interviewed candidate who was appointable to a role but who was not offered the position for up to 6 months.

Within this 6 month period these employees may be offered the same role without the requirement to undertake further selection activity. The hiring manager should still ensure that they have the authority to recruit to the role and that appropriate funding is in place.

Convening your selection panel

A selection panel is the group of people who will select the successful candidates for a role. To minimise the possibility of conscious or unconscious bias and suggestions of unfair decision making, the hiring manager should not work alone and cannot make an appointment without working in partnership with at least 1 other person.

The panel should be convened as soon as possible in the recruitment and selection process. Members of the panel must normally be at least the same grade or higher than the job being filled. At least 1 member of the panel must undertake the Jersey Public Services recruitment and selection training before participating in the process.

The constitution of a selection panel will vary according to the grade of the post you are recruiting to, and the risk associated with the selection panel’s decision.​

For posts up to and including Civil Service grade 11, or your pay group equivalent, the panel should consist of a minimum of 2 people including the hiring manager. If internal candidates have applied, one of the panel members must be an independent, and must be involved in the shortlisting and interviewing of all candidates.

In this scenario, independent is defined as someone not above or below the direct chain of command of the hiring manager.

Conflicts of interest when convening your selection panel

A conflict of interest can occur if a panel member has personal or private interests which conflict with, or could be seen to conflict with,​ or influence their decisions meaning that their independence, objectivity or impartiality could be called into question.

As soon as the potential candidates are known, the chair of the selection panel must ask the panel to declare any conflicts of interest and circulate it to other panel members in advance of the interview. The Chair should then assess the impact of the relationship on the recruitment process.

This must be declared using the conflict of interest register form, which will be sent to the manager by the operational recruitment team at the interview stage.

Employment of close relatives​

If it emerges that a selection panel member is closely related to a candidate, that panel member should withdraw from the process and be replaced if necessary. 

There must be no direct line management responsibility between close relatives, who must ultimately report to a different senior member of the team.

Performance, disciplinary and grievance management cannot take place between the close relatives, and it must be possible for work to be organised to avoid any potential risks or conflict of interests between the relatives such as the approval of financial documents, timesheets and overtime claims.

Prior to any offer of appointment, the rationale for the decision must be recorded on the close relatives employment form, which is available on MyStates, and final authorisation sought from the Chief Officer or delegate. If approved the completed form should be placed on the employee’s personal file.

Shortlisting​

Shortlisting is the term used to decide who to interview from the pool of people who may have applied for a role. Shortlisting should be carried out by at least 2 members of the selection panel as quickly as possible after a vacancy closes, by following the instructions in the Connect People Talent Acquisition system standard operating procedure.

We recommend that a date for shortlisting is agreed prior to advertising and that this is communicated to potential candidates as part of the advertising process or included in the advert.

The selection panel should agree what criteria they are going to use to decide who they are going to interview. These criteria must be established in advance, align with the job description, and be applied equally to all candidates.

For senior positions, hiring managers should refer to the Jersey Appointments Commission guidelines for the recruitment of senior States employees.

The applications submitted by all the candidates, both internal and external, must be compared to the agreed shortlisting criteria. Shortlisting decisions must be objective and based on evidence that the candidate meets the criteria for post, as described in the job description.

Where an internal candidate has a clear mismatch between the skills and experience they offer and the requirements of the role, there is no obligation to interview them. However, to assist with their future development, they must be told the reason why they have not been shortlisted.

Equal Opportunities

The Public Service is fully committed to equal opportunities in all aspects of its business. Policies relating to diversity, equity and inclusion must ensure that all candidates and employees are treated fairly regardless of gender, age, disability, race, religion, or social circumstances, subject to the constraints of current Immigration and Housing policies.

Everyone involved in the recruitment and selection process must be clear about their responsibilities within the diversity, equity and inclusion​ policy, from the way in which advertisements are worded and the recruitment process is administered, to the questions asked and comments made during interviews.

Interviewers must ensure that all candidates are treated equally, fairly and with a consistent approach. Managers should familiarise themselves with the Equal Opportunities monitoring questions asked during the recruitment application process in the Talent Acquisition system.

Recruitment process for people with a disability

The selection panel must focus on the person’s ability to do the job, not on any barriers to employment that are not relevant to the role. Find more information on the guaranteed interview scheme​.

Examples of reasonable adjustments might also include, but are not limited to:​

We will work in partnership with all appropriate work schemes and charities to provide suitable employment opportunities for people with a barrier to employment. Our Occupational Health Service may also help if required.

Employing overseas nationals​​

We have a responsibility to ensure that all candidates are legally entitled to work in the Island. Residency checks are carried out in accordance with the employment of overseas nationals guidance below.

Employing staff from off-Island

This guidance applies to all pay groups.

From 1 January 2021, all non-British or non-Irish need immigration permission to work, study or settle in Jersey.

As an employer you must apply for a work permit for individuals who need immigration permission to enter or remain in Jersey for work. You cannot employ an overseas national in the Public Sector without a work permit or visa.

The employing department does not need to pay for a work permit. However, the prospective employee will need to pay for their visa via the Home Office website.

Instructions on how to apply for a visa will be sent to the employer with the work permit. You'll need to forward this to the prospective employee.

It is for each individual department to decide which posts within their own area should be restricted to British nationals only.

Find more information on the requirements for employers applying for work permits.​

If you need further guidance on employing overseas nationals' email immigration@gov.je.

Who does not need a work permit

A work permit is not needed if the prospective employee is:

• a British or Irish citizen or a British subject with the right of abode
• an EU or EEA passport holder who has been granted settled or pre-settled status
• a foreign passport holder who has been granted settled or pre-settled statue by virtue of a relationship to an EU or EEA passport holder
• a Commonwealth citizen admitted on the grounds of UK ancestry
• a Commonwealth citizen with a certificate of entitlement to the right of abode
• a participant in the Youth Mobility Schemea minister of religion
• a business visitora foreign passport holder who has no restrictions attached to their stay

Processing times for work permits and visas

You must allow enough time for the work permit to be issued and your prospective employee to apply for a visa before your employee travels to Jersey.

Work permits are processed within 3 weeks or 15 working days of being received by Jersey Customs and Immigration.

Visas are submitted via the Home Office and normal processing times are approximately 3 weeks or 15 working days from the date the applicant attends the visa application centre.​

In all cases, it is necessary to check that the candidate is who they say they are and that they have the professional qualifications which they claim to have. To avoid unnecessary delays at the offer stage, this should be done by the recruiting manager who may choose to check qualifications at interview or when making a conditional offer to the preferred candidate.

However, for regulated roles which are subject to more stringent safer recruitment policies, the panel or recruiting manager may choose to check qualifications when making a conditional offer to the preferred candidate, if this is made clear to all candidates as part of the interview process.

Using alternative or additional selection methods​ 

A traditional job interview may not be the most effective way to determine who is the best person for a job. Additional selection methods which support the interview process, are widely accepted as valid predictors of job performance in the role. Examples of alternative selection methods might include:

It is important to ensure that testing methods can be justified. They must be proportionate and relevant to the job role.

The interview panel should agree the relative weighting of tests in the decision-making process and ensure that each candidate is rated consistently. All candidates should be tested under the same conditions, excluding any allowances made as reasonable adjustments for candidates with a disability. Selection tests must not be unfairly discriminatory. Advice is available from People Services for those wishing to use selection tests during the recruitment process.

For guidance on interviewing effectively, refer to the recruitment and selection interview toolkit​.

Informing candidates of selection panel decisions​

The hiring manager should make sure that all candidates are informed personally of the outcome of the interview, where possible. If the outcome is delayed for any reason the candidate must be kept informed.

The preferred candidate should be advised that the offer is subject to satisfactory pre-employment checks and that references are carried out. You must confirm that the preferred candidate intends to accept the conditional offer of employment before speaking to other appointable candidates.

All other unsuccessful candidates should be informed verbally and offered the opportunity to receive interview feedback.

Moving to offer stage

After the hiring manager has informed all candidates of the outcome of the interviews, they should ensure that interview records are completed and then access the Connect People Talent Acquisition system to move their preferred candidate to the offer stage.

Pre-employment checks

Pre-employment checks are completed through the Connect People Talent Acquisition system by an external provider and must be carried out on the preferred candidate before they can start work.

The checks required will depend on the role and may include medical clearance, references, criminal record checks and Identification checks. The preferred candidate will be issued with a contract of employment and a conditional offer of employment whilst pre-employment checks are carried out.

Medical clearance​

The recruitment operations team will send a pre-employment health declaration to all successful external candidates. The need for an occupational health assessment will be determined based on the candidate's response but may not be required in all cases.

Reference clearance​

The purpose of references is to confirm the candidate's employment history, qualifications, experience, and suitability for the role. This aspect of the selection process will initially be managed through the recruitment operations team by an external provider, after the selection panel has made its decision. The hiring manager may also be asked to assist if references are not forthcoming. It is essential that the candidate provides express permission to obtain references.

All conditional offers of employment made to candidates are subject to satisfactory references, and Jersey Public Services reserve the right to withdraw the offer if there are reasonable grounds to do so. References for non-regulated roles should cover a minimum of the previous 3-year employment period and for regulated roles this should be extended to cover the previous 5-year employment period. Hiring managers may request additional referees if the period covered is less than these recommended thresholds.

References are also needed for candidates currently employed by the Jersey Public Services. The hiring managers should make it clear to current Jersey Public Services employees that they may seek handover information from the candidate’s current manager in relation to ongoing issues such as active disciplinary action or formal sickness absence management activity.

Failure to provide references in a timely manner may delay or even prevent an unconditional offer being made to a candidate.

Where a candidate indicates that they do not wish their current employer to be contacted before a conditional offer of employment is made, this should be respected. However, it is imperative that this information is received and scrutinised by the recruiting manager before a person’s appointment is confirmed.

References are personal data and as such should be treated with confidentiality and kept electronically in a secure place.

References for regulated roles​​

References are always important, but they become more important for roles where there are safeguarding considerations and, or, where the role is regulated.

Regulated roles are defined as an occupation, or trade where there is a legal requirement to have certain qualifications or experience or meet an alternative condition or requirement to undertake certain professional activities or use a protected title.​

The recruitment operations team will ask the hiring manager to review all references for roles where there are safeguarding considerations. Find more information on the safer recruitment policy.

DBS Checks​

Under the Rehabilitation of Offenders (Jersey) Law, 2002, candidates applying for certain roles such as those with regular unsupervised access to children or adults at risk, to dangerous substances, or particularly sensitive work must disclose all criminal convictions as part of their application.

Jersey Public Services has an obligation to ensure that vetting through the Disclosure and Barring service is only requested when necessary and is then done at an appropriate level. Hiring managers should clarify with their HR Business Partner if the role they are recruiting to requires a DBS check, and if so, they should clearly articulate this in the advert, job description and person specification.

Whilst not directly aligned, the UK guidance published by the Disclosure and Barring Service is a good indication of the requirement for the level of vetting. Relevant links are included below. In general, the requirement for vetting people who work with children, young people and adults at risk is limited to those roles that provide direct care and does not apply to support services who may work in the same setting.

Eligibility checker on GOV.UK​

Standard vetting eligibility guide on GOV.UK​

Enhanced vetting eligibility guide on GOV.UK​

DBS checks must be kept secure and confidential and once the report has been considered, it must be destroyed. Under no circumstances must the report be kept on file. 

Risk Assessment​​

In the exceptional circumstances where there is an urgent operational need to start the new employee before all pre-employment clearances being obtained, or where the applicant is from or has lived in a country where criminal record checks cannot be made, you may be able to seek permission to commence employment without these checks.

The hiring manager must work with the candidate to complete a Safer Recruitment Risk Assessment form and seek the support of their HR Business Partner prior to submission to their Chief Officer or their departmental delegate. Authorising officers are required to review the risk assessment submitted by their hiring manager before authorisation can be given. Decisions and risk assessments must be kept on file.​

If the risk assessment or background checks fail for any reason, the hiring manager will need to withdraw the offer of employment.

Requirement for police v​etting​

The requirement for police vetting applies to all those engaged on a permanent, temporary, full-time, part-time, casual, consultancy, contracted or voluntary basis with the police, as well as any individuals who apply to join the service.

It also applies to those in partner agencies who have unsupervised access to any police premises or police information that is not publicly available. Colleagues in services beyond the Government of Jersey Police Force where the requirement for police vetting has not already been established should contact peoplehub@gov.je or via Connect Ask HR.

Contracts of employment​

A conditional offer of employment and conditional contract of employment will be issued through the Connect People Talent Acquisition system on behalf of the hiring manager prior to pre-employment clearances being completed. These are then confirmed or withdrawn, depending on the outcome of the clearances.

Appointments will usually be made at the first increment of the grade for the post unless relevant experience would justify additional increments. Advice should be sought from People Services if the intention is to appoint at a higher increment or above the advertised salary scale.​

Agreeing a start date with your preferred candidate

The hiring manager should maintain contact with the preferred candidate to agree a potential start date. When all clearances have been obtained from the preferred candidate, the hiring manager should negotiate an agreed start date with the preferred candidate. This should take into consideration any notice they need to give to their current employer and logistical issues, such as setting the new employee up on payroll and ensuring they have the right equipment and access on their first day in post.

Retention of documentation and records

At the end of the recruitment and selection process, the chair of the panel must summarise the selection decision and retain documentation on all candidates for a period of 12 months after the year in which the recruitment took place. This documentation should be saved in a secure place in electronic format only and in a way that is easily accessible for audit and redaction purposes. It is the responsibility of the panel Chair to ensure that all other documentation is destroyed. Refer to our retention toolkit for additional guidance.

Any documentation related to senior appointments, where the Jersey Appointments Commission are involved, must be sent to resourcing@gov.je.

The documentation relating to the successful candidate, including their application and references, should form part of their ongoing personnel record and subject to separate data retention guidance.

People Services are responsible for retaining all records pertaining to a recruitment campaign and ensuring that all data protection requirements are followed, particularly when engaging external parties and agents. Find more information on People Services recruitment privacy policy​ and retention policy​.​

Withdrawing an offer of employment

It may be necessary to withdraw a conditional offer made to a candidate if, for example, they fail to meet the required background checks or clearances or fail the safer recruitment risk assessment. Advice must be sought from HRcasemangement@gov.je​ before an offer is rescinded.​

The hiring manager must discuss the requirement to withdraw the offer with the candidate verbally, including whether alternative positions are suitable or available before making any changes in the Connect People Talent Acquisition system.​

Working at pace​

Hiring managers should be aware that the best way to secure your preferred candidate is to take a proactive approach and to work at pace. The hiring manager should plan so that delays at every stage of the process are avoided.

Candidates may withdraw, secure alternative employment, or negotiate a counteroffer with their current manager if delays occur. They are also getting their first impression of the organisation and the team they are joining.

Hiring managers should:​

Keep in touch with the preferred candidate​ 

The hiring manager or the future line manager, if applicable should take steps to maintain contact with the preferred candidate throughout the selection process and while they work their notice. This may avoid the candidate withdrawing their interest in the role or accepting an alternative offer as they wait for necessary clearances.

After an unconditional offer has been issued this might include:​