GALWAY AND ROSCOMMON EDUCATION & TRAINING BOARD

APPLICATION FORM FOR THE POST OF

MUSIC GENERATION DEVELOPMENT OFFICER
MUSIC GENERATION ROSCOMMON

FIXED TERM CONTRACT (3 YEARS)

APPLICANT NAME: Paul Seeber

POST REFERENCE NO: R18-01

POST TITLE: MUSIC GENERATION DEVELOPMENT OFFICER,

MUSIC GENERATION ROSCOMMON

CLOSING DATE: 12 noon, Friday September 28​th​ 2018

Please note:

The Application Form must be ​TYPED.​ Handwritten forms will not be accepted.
Boxes may be expanded as required – please comply with maximum word count requirements.

Late and / or incomplete applications will not be accepted.

1
1. PERSONAL DETAILS

First Name: Surname:

Paul Seeber

Home Address: Correspondence Address: ​(if different)

27 Woodville Grove
8 Woodville Drive
Lucan
Athlone
Co Dublin

Home Phone Number: Mobile Phone Number:

01 503 1965 087 919 3081

Email Address: paulcseeber@gmail.com

Have you an EU Passport or work permit to work

Yes
in the Republic of Ireland:

PENSION/REDUNDANCY HISTORY:

Are you in receipt of a Pension and/or Redundancy in respect of previous public service employment: No

Education Sector (Tick ​√​ as appropriate): YES NO √

Public Service (Tick ​√​ as appropriate): YES NO √

If Yes, to either of the above please state type of

Pension/Pension Strand and/or redundancy
scheme if applicable

2
Irish​:
Knowledge/Level of Irish: ( ✓ ) Good Fair Weak ​√

Please note​: “good” means being capable of performing the duties of office through the medium of
Irish.

Are you a fluent Irish Speaker: ( ✓ ) Yes No ​√

Qualifications in Irish: ( ✓ ) Yes No ​√

If Yes please provide details: ____________________________________________________

2. PRESENT POSITION

Please give details of your current position:

Notice Period:
(how soon after an offer of
Employer Name and Address: Job Title/Grade:
appointment would you be in a
position to take up employment)
Downtown Music School General Manager Approx 1 Month
Irish Film & Pops Orchestra Orchestra Manager Immediately
Irish Association of Youth Project Manager IYBB Approx 1 Month
Orchestras
Downtown Big Band
Ensemble Manager Immediately

3. QUALIFICATIONS

3.1 Primary Degrees/Diplomas Title​:

University/Institute/College: Dublin Institute of Technology

Degree or Equivalent(s) and Grade: BSc Level 8 Awarding Body: Dublin Institute of Technology
Year of Entry: 2007 Year Qualified: 2011
Subjects studied (please indicate first year and final year subjects): Business Management, Marketing
Strategy, Organisation & Planning, IT, Human Resources, Leadership, HR, Finance & Accounting.

3
3.2 Post Graduate Degrees/Diplomas Title:
University/Institute/College: Michael Smurfit Graduate Business School - University College Dublin

Degree or Equivalent(s) and Grade: MSc Level 9 Awarding Body: UCD

Year of Entry: 2011 Year Qualified: 2012
Subjects studied (please indicate first year and final year subjects):
Strategy Planning & Implementation, Resource Planning, Financial Resource Management,
Negotiations, Marketing Strategy, Leadership & Management, Decision Making & Analysis.

3.3 Post Graduate Degrees/Diplomas Title:

University/Institute/College: Thames Valley University & Dublin Institute of Technology

Degree or Equivalent(s) and Grade: DipLCM Awarding Body: London College of Music
Year of Entry: 2010 Year Qualified: 2010
Subjects studied (please indicate first year and final year subjects):
Piano Performance

3.4 Other Skills Training/Courses relevant to this Post:

Duration
Year Training/Awarding
of Title of Skills Training/Courses Award
completed Body
Course
2017 Google Analytics Academy Certificate Google

2010 Grade 8 Piano & Percussion Grade 8 DIT

4
4. FORMAL/NON-FORMAL LEARNING

This may include IT upskilling, involvement in partnership committees/sub-committees, attendance at

Seminars, representative role(s) and other professional development
I am currently enrolled and completing Google qualifications in Google Analytics & Adwords in order to
improve my knowledge of data analytics for the purposes of improving marketing effectiveness.

I have attended a number of course regarding Facebook, Instagram, Google & Analytics training
provided by the Local Enterprise Offices.

I was a member of the Dublin Concert Band committee between 2010 & 2017. I had enormous success
in the area of funding applications. Most recently, I was successful being awarded 8,000 Euros from the
Music Network Capital Scheme in order to Purchase Professional Percussion Equipment to the Value of
10,000 Euros.

5
5. WORK EXPERIENCE

5.1 Please provide details of your work history beginning with the most recent position:
Dates Name & Address of Position Held & Reasons for Leaving:
(From/To): Employer: Whole-time or
Part-time:
2012 - 2016 JLT Financial Services Assistant Management Opportunities in Music
Ltd Accountant Management which is
my Passion.
Please give summary of main duties:
(Be clear about the specific responsibility you had, who you reported to and who you engaged with for each role or project in
your career to date.)

● Working to support the Finance Director and overall support of the Finance Assistants.
● Responsibility for completing, presentation & communication of various financial reports to the team/various
departments.
● Managing and delegating of complex and competing projects to junior staff & maintaining motivation & standards.
● Completion & presentation of monthly financial accounts such as Profit and Loss, Balance Sheet, Cash Flow, FA
Register etc.
● Calculation and drawdown of customers’ pensions using advanced excel features such as macros, pivot tables etc

6
 Dates Name & Address of Position Held & Reasons for Leaving:
(From/To): Employer: Whole-time or
Part-time:
2013 - Date Irish Film & Pops Director
Orchestra
Downtown Music
School
St Paul’s Centre
Silchester Road
Dun Laoghaire
Co Dublin

Please give summary of main duties:

(Be clear about the specific responsibility you had, who you reported to and who you engaged with for each role or project in
your career to date.)
● Overall responsibility for Orchestra which consists of over 120 musicians and 6 staff.
● Oversight for the development & implementation of the Business Plan.
● Responsible for the appointment of Musical Director.
● Advertising of the Orchestra courses to musicians across Europe and the US.
● Hiring and managing of 6 staff member to ensure strong ties with stakeholders vital to the
success of the organisation.
● Establishing strong leadership and an open and friendly culture within the organisation.
● Applying and drawing down from various arts grants within Dublin/Ireland.
● Identifying potential rehearsal and concert venues and negotiating with these venues
regardings terms and conditions of use.
● Website Management using Wordpress, Google Analytics & Facebook Pixel.

7
 Dates Name & Address of Position Held & Reasons for Leaving:
(From/To): Employer: Whole-time or
Part-time:
2016 - 2018 Downtown Music General Manager - Full
School Time
St Paul’s Centre
Silchester Road
Dun Laoghaire
Co Dublin

Please give summary of main duties:

(Be clear about the specific responsibility you had, who you reported to and who you engaged with for each role or project in
your career to date.)

● General Manager of Downtown Music School, a centre in Dun Laoghaire focused on providing a
professional and affordable music education in the community.
● Developing challenging arts programmes and courses on behalf of the Dun
Laoghaire/Rathdown County Council to build an appreciation of the arts in the community with
due regards for health & safety legislation.
● Preparation, presentation & implementation of Strategic Plan 2017 - 2020 for Downtown Music
School.
● Hiring & managing professional musicians for music projects.
● Preparation & presentation of annual accounts.
● Use of technologies including Google Analytics, Facebook & Instagram Advertising, Adwords,
Mailchimp, Sage Accounting, Microsoft Office & Wordpress.

8
6. RELEVANT EXPERIENCE

6.1 Please provide details of relevant experience in music / music education / or a related area if
not already provided under ‘Employment History’ above:
Please give summary of main duties:
(Be clear about the specific responsibility you had, who you reported to and who you engaged with for each role or project in
your career to date.)

I have vast experience volunteering in the Arts & Music Sector and have had major success applying and
winning grants and awards from musical bodies which required strong written, communication &
organisational skills.

As a volunteer of the Dublin Concert Band, I had the sole responsibility of applying for the Music
Network Music Capital Scheme in 2017. This was an extremely long and difficult application which is
very competitive in the arts sector. My application was successful and the band was awarded 8,000
Euros in order to part fund the purchase of 4 new Timpani worth approx 12,000 Euros.

In 2018, I applied for Music Network Music Capital Scheme on behalf of the Irish Film & Pops Orchestra.
My application was again successful and the Orchestra was awarded 4,000 Euros towards the purchase
of a brand new Marimba.

I have worked on a variety of projects in the arts throughout my career giving me access to
organisations including the Royal Irish Academy of Music, DIT Conservatory of Music & Drama, RTE
Concert & Symphony Orchestras to name just a few.

In 2014, while working in finance, I identified the lack of big band music in Dublin and found 21
musicians and set up the Downtown Big Band in order to raise funds for various charities in Ireland. As
leader of the band, I hired a professional conductor from the Royal Irish Academy of Music. I have
responsibility for the musical direction of the band and all matters related to the finances of the group.
To date, the band has performed 7 times and sold over 2000 tickets to events in Ireland and raised
thousands for various charities including the LauraLynn Hospice and Dublin Simon Community.

I have a passion for the amateur arts sector and am regularly involved with organisations including the
Dublin Concert Band, Downtown Big Band, St James’ Brass and Reed Band, Ardee Concert Band & the
Dublin Symphony Orchestra. Many of these groups work with the Dublin City Council on various artistic
projects including summer series concerts & culture night.

9
7. THE ROLE AND FUNCTION OF MUSIC GENERATION DEVELOPMENT OFFICER

A number of key competencies have been identified as being essential for the effective performance of
the role and function of ​MUSIC GENERATION DEVELOPMENT OFFICER

These competencies are as follows:

● Leadership, Initiative and Managing Teams
● Drive, Commitment and Delivery of Results
● Leadership in Effective Partnerships and Networks
● Managing and Developing Initiatives and Programmes
● Self-Awareness and Self-Management
● Interpersonal and Communication Skills

Outline, in one or more example(s) below, how and where you have displayed each of these
competencies (no more than 250 words per competency). The example(s) may be drawn from your
professional or personal experience.

7.1 Leadership, Initiative and Managing Teams:

Throughout my career, I have held many leadership positions requiring strong leadership/managerial
skills.

I believe that my leadership style can be described as below:

● Creative & entrepreneurial approach with a Focus on quality & ambitious results.
● Strong interpersonal & team building/management. I believe that teams that are given
ambitious targets, real responsibility & are made core members of a team are extremely
effective.
● Emotional Intelligence: One of my strongest traits is strong emotional intelligence. I want
people to enjoy what they do and really feel that they are essential to the success of the
team/project. As such, I pride myself in getting to know teams and really taking advantage of
various personalities, skills & passions.
● Organisation: As a trained strategist, my strengths lie in Organisational Planning & Execution.
While there is a time for creativity, I also believe that decisions need to be made in order to
allow successful execution of a strategy & the ability to adapt to the various changes of a plan.
● Conflict Management: As a leader, conflict will always occur. My role is to listen to all parties
involved, bring parties together to share underlying issues for the purpose of resolving conflict.
My role as leader is to work tirelessly to remove conflict as a divided team is detrimental to the
success of any strategy.

As the Director of the Irish Film & Pops Orchestra, I lead an Orchestra of approx 100 musicians, 6
professional tutors, a conductor & a team of admin assistants. Each year, I must draw up a strategic &
financial plan in order to set targets, plans & timeline for all activities. This plan must be communicated

10
to each section of the organisation & summarised to ensure complete understanding. Throughout the
year, we have countless objectives including renting premises, hiring staff, hiring & transport of
equipment, auditions of musicians, awarding positions, collection of fees, advertising etc.

7.2 Drive, Commitment and Delivery of Results:

As General Manager of the Downtown Music School, we have a variety of courses available including
one-on-one tuition & group ensembles including Orchestras & Bands.

Through the annual strategic plan, we have key targets to achieve which includes metrics such as exam
entry dates, students that pass/fail, customer surveys held bi-annually, customer retention rates etc.

These metrics were introduced very early on a type of balanced scorecard to ensure overall quality
assurance & commitment from staff members & delivery of optimum results.

While drive from staff, commitment and delivery of results can dip from year to year, our key metrics
allow us to manage these and find sources of concern and address them before they spiral out of
control.

I believe that the best way to ensure drive, commitment & delivery of results is to have metrics that
allow the measurement of results in order to ‘course-correct’ in the event of any issue.

11
7.3 Leadership of Effective Partnerships and Networks:

As mentioned above, my strongest leadership quality is my interpersonal/emotional intelligence skills.

As such, I believe that one of the most important aspects of building partnerships & networks is the
ability to listen, engage and really understand other parties.

To date, I have built relationships with a number of organisations & individuals that are quite well
known across Ireland. These include the Royal Irish Academy of Music, DIT Conservatory of Music &
Drama, CIT School of Music, Irish Association of Youth Orchestra, Irish Association of Brass & Concert
Bands, Music Network & Music Generation to name just a few.

I am also well connection within the amateur music networks including Concert Bands, Orchestra &
other Ensembles giving me a strong understanding of the music scene in Ireland.

7.4 Managing and Developing Initiatives and Programmes:

Throughout my career, I have worked on a number of initiatives in order to build interest in music
across the country. My ethos (and why I am attracted to this role) is that every child in Ireland should
be given the opportunity to learn & perform a musical instrument. I see Ireland as extremely elitist in
this regard and am highly motivated to providing this opportunity regardless of personal circumstances.

To date, I have run a number of projects such as Percussion Ensembles, Wind Ensembles & Jazz
Orchestras with the sole objective of opening these groups up to those that normally would be priced
out.

I have also worked with an amateur group, Dublin Concert Band, to successfully apply and drawdown
8,000e from a Music Network grant in order to buy new Percussion Equipment so that children in the
area would have high quality instrumentation to access & learn on.

7.5 Self-Awareness and Self-Management:

I am a highly ambitious & driven individual. I have high expectations of myself and the teams that I
work within. I have always been drawn to continuous education, learning from others & improving my
skills on a regular basis to maintain current & competitive.

12
 7.6 Interpersonal and Communication Skills:

I believe that my strongest characteristic is my interpersonal & communication skills. I have worked
with and led many teams over the years that are both large & small.

A major example of this is working with over 100 customers in the Downtown Music School on a
regular basis, ensuring professional presentation & ensuring availability to discuss issues over the
phone.

I also manage over 100 musicians in this Irish Film & Pops Orchestra and have to maintain a strong
sense of leadership, regular communication, a strong sense of positive culture & engagement.

I can also draw upon a large network of musical connections both in Ireland and abroad and I would put
this due to my strong interpersonal and communication skills.

I identify as an ENFY according to the 16 Personalities Test.

8. QUALITIES AND SKILLS

Please list 3 each of your qualities and skills which you consider most relevant to this post

Qualities Interpersonal & Communication Skills

Team Building, Management & Motivation
Organisation Skills (Planning & Financial) & Strategy Implementation
Skills Emotional Intelligence
Enthusiasm & Energy
Relationship Building & Management

Please list your reasons for applying for this position: (Max 500 words)

First and foremost, I have a deep belief that all children of Ireland should be given the opportunity to learn a
musical instrument & to ensure a high standard of education to build a culture of musical excellence and
enjoyment for future generations.

13
As an individual that has worked for many years in the music education & performance sector, I have a vast
understanding of the landscape and how the system works. I have focused on what projects have been
successful and others that have been less so.

This role is highly attractive as it would allow me to fulfill this personal ambition and bring my skills, expertise &
drive to the table to create truly unique opportunities for the younger generations in the county.

I believe that with strong planning, ambition, creativity and dedicated teams, we could build a system that gives
real opportunities to the youth in this county.

9. FOCUSED SUMMARY PROPOSAL OUTLINING YOUR APPROACHES TO THE ROLE OF MUSIC

GENERATION DEVELOPMENT OFFICER AND THE IMPLEMENTATION OF MUSIC GENERATION
ROSCOMMON FRAMEWORK PLAN

Proposal Guidance

● A comprehensive proposal of ​not more than 1,500 words​ that engages with the opportunity presented by
the role. It is essential that the proposal addresses in a reasonably concise way:
- Your approaches to the role of Music Generation Development Officer
- What attracts you to the role/organisation and why you would be successful
- What ideas you have for developing an Implementation Plan based on the Framework Plan for Music
Generation Roscommon.

9.1 ​Please provide a written summary proposal outlining your approach to the role of Music Generation
Development Officer and the implementation of Music Generation Roscommon Framework Plan. (Max 1,500
words).

My approach to the role of Music Generation Development Officer

Following a successful appointment, my first steps would be:

1. Create a Team: Identify and attract a team that would be able to bring a number of key skills &
experiences to the county. The team would need to include individuals with creative ideas, connections
to national schools, connections to the amateur music scene, who know the county well for its existing
programmes & opportunities.
2. Analysis: Work with the team & external stakeholders to conduct various analysis including SWOT
Analysis, Porter’s Analysis, areas of success & failure and Financial Capacity of the Programme.
3. Research: ​Identification of demand in the county for various programmes. A team member may need to
be designated to complete market research across schools, organisations. This would allow for proper
allocation of time, resources & funding.
4. Team Planning & Idea Generation: ​Working with the team to identify a broad plan based on analysis &
research conducted. Identifying (broadly) on time, budget and resource allocation. identifying key talent
that would be required in order to make suggested projects an outstanding success.

14
 5. Strategy Planning & Detailing: ​This would be my sole responsibility to take all matters discussed above
and include these in a detailed document/strategic plan for a certain time period. This & a condensed
copy would be provided to the team members and discussed in detail.
6. KPI Identification: ​Identification of how strategy implementation can be monitored & assessed.
7. Delegation of Responsibility: ​Providing team members with key targets, resources in which to achieve
these goals & providing any and every support required to allow them to achieve their targets.
8. Regular Communication & Motivational Events: ​While team members might be highly motivated at first,
the hard reality of ambitious goals may appear soon. As such, it will be my responsibility to ensure
regular meeting with team members and ensure regular team events to allow recognition for work
achieved.

What attracts you to the role/organisation and why you would be successful
I am highly attracted to this role & Music Generation for the following reasons:
1. Providing an opportunity for young generations to a high quality & fun musical education.
2. Providing those outside of larger cities with access to professional tutors & ensembles.
3. Identifying & nurturing talent in the county.
4. Openness from Music Generation to try new bold creative plans which learning from other successes
across the country.
5. The opportunity to make a meaningful impact on a younger generation.

I believe that I would be successful in this role due to:

1. My commitment & energy towards the goal of providing a high quality music education to all children in
our county.
2. My vast experience in the music education sector.
3. Personal commitment to make real change & unrelenting drive to achieve ambitious targets.
4. Past successes in large ensemble management (i.e. Orchestras, Wind Ensembles, Guitar Ensembles, Jazz
Orchestras, etc)
5. Personal network and links with large institutions involved in Music Education & Performance.
6. Past record applying & drawing down from large music grants in Ireland.
7. My involvement across Ireland in the amateur & professional performance sector.
8. Expertise in the area of Strategy formulation & implementation.
9. Financial & Budgeting Expertise.
10. Proven Leadership Capacity & ability to see project from beginning to end.

What ideas you have for developing an Implementation Plan based on the Framework Plan for Music Generation
Galway City.

Regarding the Implementation of the Framework Plan for the Music Generation, I have a number of
provisional ideas that may be considered:

Strand A: In order for First Notes, Let’s Sing & Tuned In programmes to be a success, there needs to be
a clear understanding of the objectives and goals of these programmes. These should include:

● Introducing these groups to simple music notation & rhythm as per the Primary School Syllabus.
● Identification & hiring of specialised talent specifically in early years music education in addition
to working with staff in current national schools.

15
 ● Crafting KPI to identify key success factors for Strand A programmes to allow a natural
progression into programmes in Strands B&C (i.e. movement from recorder to a brass
instrument).

Strands B & C

● Through Stand A, we can organise for various demonstrations of Brass, Woodwind & Percussion
instrumentation in order to build demand for courses in the various tutor hubs & centres in the
county.
● Visiting schools would allow us to build on word of mouth, generate interest in educational
hubs and build a database of prospective students to ensure demand can be met across the
instrument set.
● Identifying what existing institutions provide and if successful how to assist in order to
complement their existing results.
● Working with these hubs, educational centres and schools to push the opportunity to join a
Brass, Percussion & Woodwind Ensemble.
● Ensembles as the County Youth Orchestra, RCYO, Trad Ensemble & Sym-Phonic Waves should
have a system in place to attract musicians naturally that progress from Strands A & B.
● Investment should be made in conductors and tutors that have extensive experience working
with children and can ensure that the course is both fun & works to increase their
understanding of sheet music notation.
● I would also consider building a Brass Band in the county. With the amount of work that will go
into encouraging brass & percussion tuition, it would be a highlight within the community. I can
provide all resources for this ensemble.

Strand D

● Through the various SWOT & geographical analysis that I proposed at the beginning of this
section, it will be important to identify demand according to each region and ensuring that
demand for tuition can be provided across the country. This will mean working with existing
establishments & building/utilising existing partnerships.
● Approaching high quality individuals that could work as conductors, tutors & admin based on
previous track record and ability to produce results. These people should be included in idea
generation & part of the strategic plan for the county.
● Building a schedule for each hub, ensemble & rehearsal space, allocating a project manager &
ensuring that all rehearsals, lessons, ensemble times are scheduled in long in advance and
strong adherence to KPIs.

10.

16
10. ADDITIONAL INFORMATION

10.1 Additional Information

This section is for you to provide any additional information which you consider relevant to your
application for the role of Music Generation Development Officer. (Max 500 words)

17
11. REFERENCES

Please provide names, addresses and position/occupation of two people (other than relatives or
friends) with knowledge of you and your work to whom professional reference can be made. One
should be your current or most recent employer. [​Please note:​ your referees may be contacted
without further communication with you].​

Present or most recent employer:

Name & Title: Position Held: Telephone/Mobile: Email:

Brendan Breslin Heading of Teaching & 086 051 9970 barneybjnr@gmail.c
Learning Network - Royal om
Irish Academy of Music
Full address:

Royal Irish Academy of Music & Drama

36-38 Westland Row
Dublin 2

Other referee:
Name & Title: Position Held: Telephone/Mobile: Email:
David Keogh Musician (Trumpet) within 086 385 7281 keoghdavid6@gmail.
various Concert Bands, com
Orchestras & other
Ensembles.
Full address:

Asked to be contacted by phone/email.

12. DECLARATION

18
If this section is not completed, your application will not be considered for processing.

Have you been investigated by the Gardaí, HSE, or your employer in relation to substantiated
complaints made concerning your treatment of children?

YES ☐ NO √

Were you the subject of any allegation of criminal conduct or wrongdoing towards any individual(s)?

YES ☐ NO √

Are you aware of any material circumstance in respect of your own conduct which touched/touches
on the welfare of a minor?

YES ☐ NO √

Are you aware of any material circumstance in respect of your own conduct which touched/touches
on the welfare of an adult?

YES ☐ NO √

If you tick Yes to any of the above, please provide details:

Please note that it is a fundamental term of your employment that you make appropriate full
disclosure in respect of the questions outlined above. You should also note that if GRETB is satisfied,
in the future, that you have made an incomplete or inaccurate disclosure, you may face disciplinary
action, up to and including dismissal.

GRETB undertakes that all responses furnished by you in respect of the above questions will be
treated as confidential, subject to any reporting obligations which may be imposed on GRETB,
pursuant to “Children First” published by the Department of Children and Youth Affairs, the Child
Protection Procedures published by the Department of Education and Skills or pursuant to any legal
obligation imposed on GRETB to facilitate the effective investigation of crime.

In the event of your being recommended for appointment to this position GRETB ​is obliged to
comply with the terms of current Department of Education and Skills Circular Letters.

GRETB’s policy is that all newly appointed staff will be vetted via the National vetting Bureau (NVB)
and that the outcome of the vetting will be considered in the light of GRETB vetting policy. This
applies in respect of all appointments in GRETB settings.

19
13. DECLARATION AND SIGNATURE

You are required to sign the declaration below certifying that all information you have provided is
accurate.

The Selection Committee may wish to check any of the details you have provided.

Providing incorrect information or deliberately concealing any relevant facts may result in
disqualification from the selection process or, where discovery is made after an appointment, in
summary dismissal.

I declare that the information supplied in this application form is accurate and true.

Signed Paul Seeber Date 27/09/2018

Completed application forms (​5 copies)​ must be submitted, by post or hand-delivery only, to:

Recruitment Division,
GALWAY AND ROSCOMMON ETB,
An Coiléar Bán,
Athenry,
Co. Galway

Closing date: 12 noon, Friday September 28​th​ 2018

Shortlisting of applicants may apply. Applications will not be accepted via fax or e-mail.

Late applications will not be considered.

Applications received after closing date will be accepted ​only ​on the basis of a Certificate of Postage
showing that the completed application form was posted in time to be received before the closing
date.

You may be required to produce documentary evidence to support any statements made by you on
this form or your curriculum vitae.

The first interview may reduce the initial short list and remaining candidates may be invited for a
subsequent interview.

Panels may be formed from which appointments may be made​.

N.B. CANVASSING WILL DISQUALIFY

Galway and Roscommon Education & Training Board is registered as a Data Controller.

Galway and Roscommon Education and Training Board is an equal opportunities employer​.
Recruitment to posts within Galway and Roscommon Education and Training Board is on the basis of
merit as assessed at interview and supported by references.

20