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Chapter 52: Member / Officer Relations Protocol
The Relationship Between Members and Officers
Local Authorities exist to improve the lives of the residents in the borough. Members and officers strive to achieve this. However, when there is mis- communication and things go wrong, it can detract from this common goal. Members and officers should have a relationship that instils mutual trust and respect. Members and officers should understand and respect each other’s roles and responsibilities. These should be reflected in the behaviour and attitude of each to the other, both publicly and privately.
Everyone in public office at all levels; who serve the public or deliver public services, including Members and local authority officers; should uphold the Seven Principles of Public Life https://www.gov.uk/government/publications/the-7-principles-of-public-life/the-7-principles-of-public-life--2 also known as the Nolan Principles . The Nolan Principles are set out in Appendix A of the Members Code of Conduct
This section sets out the obligations and the common aims of both members and officers which should assist in achieving the aim of making things better for the population of the borough.
Poor working relations between Members and officers can be destructive to good governance.
5.2 Bullying behaviour may happen only once or it may be part of a pattern of behaviour directed at a weaker person or person whom the Member or the officer has some actual or perceived influence over. Such behaviour may include attacking a specific officer’s conduct in public when Officers are instructed not to ‘answer back’ in public. This can be contrasted with the legitimate challenges which a Member or officer can make in challenging policy or scrutinising performance.
C - Impartiality and accountability of officers of the Council
Members should raise constituents’ queries or concerns through the proper channels and not go direct to junior officers. Members should not seek to ‘jump the queue’, but should be aware of and implement the Council’s procedures. This approach ensures that resources are able to be appropriately prioritised and resourced.
Officers should seek to explain why a course of action is being recommended. Reports should lay out all relevant factors for the decision maker, and examine all alternatives in an even handed way.
When an Officer provides a report it should contain clear, evidence-based advice as to why a course of action is being recommended. From time to time corporate advice is given to officers on report writing and they should take care to follow it. The report should lay out all relevant factors for the decision maker, and examine all alternatives in an even handed way. Officers should take care to include even unpopular options if they feel they are relevant.