Home' Trinidad and Tobago Guardian : June 18th 2013 Contents B4
Guardian www.guardian.co.tt Tuesday, June 18, 2013
VACANCY IN THE JUDICIAL AND LEGAL SERVICE
OF THE REPUBLIC OF TRINIDAD AND TOBAGO
Vacant office of State Counsel I (Group L7B), Inland Revenue Division,
Ministry of Finance and the Economy
STATE COUNSEL I
REQUIRED QUALIFICATIONS, EXPERIENCE AND SKILLS
• Minimum qualifications: Legal Education Certificate (LEC) and an LLB
Admission to practise Law in Trinidad and Tobago
Minimum experience: One (1) year experience as an Attorney-at-Law
Knowledge of the Laws of Trinidad & Tobago
Knowledge of basic Accounting Principles & Practice
Knowledge of Criminal Practice & Procedure
Knowledge of the civil and criminal laws of the country
Knowledge of the legal reference authorities and ability to utilize them in legal research
Knowledge of Court procedures and practices
Knowledge of the various types of legislative enactments used in meeting different situations and the procedure involved
in giving these the force of law
Good advocacy skills
Good legal drafting skills
Good interpersonal skills
Good communication skills both written and oral
Good analytical and reasoning skills
Good negotiation skills
Good human relations skills
Good computer skills
MAJOR DUTIES AND RESPONSIBILITIES
1. Represents the Board of Inland Revenue at the Tax Appeal Board in the capacity of both instructing and advocate attorney
when defending tax assessments raised by the Board of Inland Revenue.
2. Appears with the Board's more senior legal officers of the Board if the matters reach Court of Appeal level.
3. Represents the Board of Inland Revenue in Judicial Review proceedings and Constitutional Motions.
4. Prosecutes taxpayers who commit offences under the various tax Acts in the Magistrate Court.
5. Conducts both criminal and civil matters.
Approval of Charities (20%)
1. Makes recommendations for the grant of charitable status to organizations of the purpose of corporation tax exemption.
Gives legal advice (30%)
1. Sits on and provides legal advice to various committees of the Board of Inland Revenue including Petroleum Taxes
Committee, Value Added Tax Committee, Large Taxpayers Unit, Compliance and Enforcement Committee, PAYE
Committee, Stamp Duty Committee, Criminal Investigations Unit, Freedom of Information and Forms Committee.
2. Responsible for advice and research relating to the on-going reform and restructuring exercise at the Board of Inland
Revenue. Also responsible for advising on the implementation of policy decisions relating to the restructuring and
reform of the Board of Inland Revenue.
3. Trains the Technical Officers of the Board of Inland Revenue by giving lectures on various aspects of tax law and procedure.
Salary: Group L7B: $9,500-$9,900 per month
Applications should be sent with COPIES of relevant documents no later than 22nd June, 2013 to:
The Director of Personnel Administration
Service Commissions Department
#52 -- 58 Woodford Street
Port of Spain
Professional Application Forms are obtainable from any District Revenue Office, the Chief Administrator, Tobago House of
Assembly, the Service Commissions Department or the Service Commission Department website at www.scd.org.tt. 0606024
From Page B3
• Some people need to "talk it out." Others suffer
silently. Some find relief in complaining. Some talk
and talk and talk, but are really supportive of the
change. Others find ways to sabotage changes and
undermine efforts to move forward.
• Different levels of stress and change occurring
in other areas of their lives.
• During change, people will experience different
amounts of impact from the current changes and
stress producing situations. The will also experience
different amounts and types of support from their
spouse, significant other, friends, supervisor, and
All of these and other issues impact your ability
to manage workplace stress and change, to continue
to function productively. It is important to recognize
that people who are experiencing serious stress and
change may not be capable of performing exactly as
they have in the past.
Stress can cause physical, emotional, and behavioral
problems which can affect your health, energy, well-
being, mental alertness, and personal and professional
relationships. It can also cause defensiveness, lack
of motivation, difficulty concentrating, accidents,
reduced productivity, and interpersonal conflict.
Too much stress can cause minor problems such
as sleep-loss, irritability, backaches, or headaches,
and can also contribute to potentially life-threatening
diseases such as high blood pressure and heart dis-
During stressful times or situations, people often
blame themselves for being weak or for their inability
"to handle it." Often managers in organisations do
not understand the normal progression of change or
stress-producing situations and they expect employees
to immediately return to total productivity after a
stressful event. It doesn t happen.
Stress results from change
People have deep attachments to their work groups,
organisational structures, personal responsibilities,
and ways of accomplishing work. When any of these
are disturbed, whether by personal choice or through
an organisational process from which they may feel
quite removed and uninvolved, a transition period
During this transition, people can expect to expe-
rience a period of letting go of the old ways as they
begin moving toward and integrating the new.
When you consider stress in the workplace, under-
standing these components about stress, situations
that induce stress, and employee responses to stress,
can help you help both yourself and your staff effec-
tively manage stress and change.
• Think of the message: Ask yourself what the point, or
underlying message, of your joke is. Are you using hu-
mour to say something that you wouldn't say to some-
one without the joke attached?
• Know your audience: If you're teasing someone about
a physical feature, a scar, for example, do you know them
well enough to know if they are comfortable enough with
that feature to be matter-of-fact about it, or would men-
tion of it be hurtful?
• Leave serious topics alone: Don't joke about topics
that are controversial or painful to someone else, like
death, physical disabilities, sexual harassment or racial in-
equalities (or race in general). Just don't do it.
• Be careful of politics: While a surprising number of
people make political jokes, it's very important to know
your audience, and avoid making political jokes that
would offend someone of a different ideology if they're
part of the group. Something that sounds hilarious when
Jon Stewart says it might sound crass coming from
• When in doubt, leave it out: If you're not sure how a
joke will be received, it's best not to tell it. Some people
say that society is too "politically correct" or that people
offended by certain jokes are "too sensitive", but it's
about respecting the people around you. Nobody wants
to be made the butt of jokes, and it's best to joke about a
• Emulate Seinfeld, not The Office: Reruns of Seinfeld,
or any of his stand-up routines, provide perfect examples
of (mostly) inoffensive but hilarious comedy. Everyone
can relate to these jokes because they generally target
human nature, the quirks of society, and don't single out.
Seinfeld makes us laugh at ourselves, and not at the ex-
pense of others. Steve Carell's character on The Office,
however, gives perfect examples of what not to do.
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