Dignity-at-Work-Final-CTC-July-2023

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CHARD TOWN COUNCIL
The Guildhall, Fore Street, Chard, Somerset TA20 1PP
01460 239567

www.chard.gov.uk

DIGNITY AT WORK POLICY
Chard Town Council believes that civility and respect are important in the working
environment, and expect all councillors, officers and the public to be polite and
courteous when working for, and with the council.
Purpose
Chard Town Council is committed to creating a working environment where all council
employees, councillors, contractors and others who come into contact with us in the course of
our work, are treated with dignity, respect and courtesy. We aim to create a workplace where
there is zero tolerance for harassment and bullying
In support of this objective, Chard Town Council has signed up to the Civility Pledge, as a
commitment to civility and respect in our work, and politeness and courtesy in behaviour,
speech, and in the written word. Further information about the Civility and Respect Pledge is
available NALC & SLCC
We recognise that there is a continuum where unaddressed issues have the potential to
escalate and become larger, more complex issues and this policy sets out how concerns will
be managed however the emphasis of this policy is on resolution and mediation where
appropriate, rather than an adversarial process.
This document:
• explains how we will respond to complaints of bullying or harassment;
• ensures that we respond sensitively and promptly; and,
• supports our employees in ensuring their behaviour does not amount to bullying and/or
harassment by giving examples.
Scope
This policy covers bullying and harassment of and by chief officers and all employees engaged
to work at Chard Town Council. Should agency staff, or contractors have a complaint
connected to their engagement with Chard Town Council this should be raised to their
nominated contact, manager, or the Chair of the Council, in the first instance. Should the
complaint be about the chair of the council the complaint should be raised to the deputy chair
and or the council’s HR committee.
Agency staff, or contractors are equally expected to treat council colleagues, and other
representatives and stakeholders with dignity and respect, and the council may terminate the
contract, without notice, where there are suspicions of harassment or bullying.
Complaints about other employment matters will be managed under the council’s grievance
policy.
It is noted that the management of a situation may differ depending on who the allegations
relate to (e.g. employees, contractor, councillor), however, the council will take appropriate
action if any of its employees are bullied or harassed by employees, councillors, members of
the public, suppliers or contractors.
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CHARD TOWN COUNCIL
The Guildhall, Fore Street, Chard, Somerset TA20 1PP
01460 239567

www.chard.gov.uk

The position on bullying and harassment
All staff and council representatives are entitled to dignity, respect and courtesy within the
workplace and to not experience any form of discrimination. Chard Town Council will not
tolerate bullying or harassment in our workplace or at work-related events outside of the
workplace, whether the conduct is a one-off act or repeated course of conduct, and whether
harm is intended or not. Neither will we tolerate retaliation against, or victimisation of, any
person involved in bringing a complaint of harassment or bullying. You should also be aware
that, if you have bullied or harassed someone (e.g. physical violence, harassment), in some
circumstances the treatment may amount to a crime punishable by a fine or imprisonment.
We expect all representatives of the council to treat each other with respect and uphold the
values of the code of conduct, [civility and respect pledge], equality opportunities policy, and
all other policies and procedures set by the Council.
We expect you to demonstrate respect by listening and paying attention to others, having
consideration for other people’s feelings, following protocols and rules, showing appreciation
and thanks, and being kind.
Allegations of bullying and harassment will be treated seriously. Investigations will be carried
out promptly, sensitively and, as far as possible, confidentially. See the grievance policy for
further details regarding the process. Employees and others who make allegations of bullying
or harassment in good faith will not be treated less favourably as a result.
False accusations of harassment or bullying can have a serious effect on innocent individuals.
Staff and others have a responsibility not to make false allegations. While we will assume that
all complaints of bullying and harassment are made in good faith, in the event that allegations
are found to be malicious or vexatious the person raising the complaint may be subject to
action under the council’s disciplinary procedure.
•Where a person is subject to uninvited conduct
that violates their dignity, in connection with a
protected characteristic

Harassment

Bullying

•Behaviour that creates a hostile, humiliating,
degrading or similarly offensive environment in
relation to a protected characteristic

•Behaviour that leaves the victim feeling
threatened, intimidated, humiliated, vulnerable
or otherwise upset. It does not need to be
connected to a protected characteristic.

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CHARD TOWN COUNCIL
The Guildhall, Fore Street, Chard, Somerset TA20 1PP
01460 239567

www.chard.gov.uk

What Type of Treatment amounts to Bullying or Harassment?
‘Bullying’ or ‘harassment’ are phrases that apply to treatment from one person (or a group of
people) to another that is unwanted and that has the effect of violating that person’s dignity or
creating an intimidating, hostile, degrading, humiliating, or offensive environment for that
person.
Examples of bullying and harassment include:
• Physical conduct ranging from unwelcome touching to serious assault
• Unwelcome sexual advances
• The offer of rewards for going along with sexual advances e.g. promotion, access to
training
• Threats for rejecting sexual advances
• Demeaning comments about a person’s appearance
• Verbal abuse or offensive comments, including jokes or pranks related to age,
disability, gender re-assignment, marriage, civil partnership, pregnancy, maternity,
race, religion, belief, sex or sexual orientation
• Unwanted nicknames, especially related to a person's age, disability, gender reassignment, marriage, civil partnership, pregnancy, maternity, race, religion, belief, sex
or sexual orientation
• Spreading malicious rumours or insulting someone
• Lewd or suggestive comments or gestures
• Deliberate exclusion from conversations, work activities or social activities.
• Withholding information a person needs in order to do their job
• Practical jokes, initiation ceremonies or inappropriate birthday rituals
• Physical abuse such as hitting, pushing or jostling
• Rifling through, hiding or damaging personal property
• Display of pictures or objects with sexual or racial overtones, even if not directed at any
particular person
• Isolation or non-cooperation at work
• Subjecting a person to humiliation or ridicule, belittling their efforts, whether directly and
/ or in front of others
• The use of obscene gestures
• Abusing a position of power
Bullying and harassment can occur through verbal and face to face interactions, but can also
take place through sharing inappropriate or offensive content in writing or via email and other
electronic communications and social media.
It is important to recognise that conduct which one person may find acceptable, another may
find totally unacceptable and behaviour could be harassment when the person had no intention
to offend. We all have the right to determine what offends us. Some behaviour will be clear
to any reasonable person that it is likely to offend – for example sexual touching. Other
examples may be less clear, however, you should be aware that harassment will occur if
behaviour continues after the recipient has advised you that the behaviour is unacceptable to
them.
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CHARD TOWN COUNCIL
The Guildhall, Fore Street, Chard, Somerset TA20 1PP
01460 239567

www.chard.gov.uk

Harassment can also occur where the unwanted behaviour relates to a perceived
characteristic ( such as offensive jokes or comments based on the assumption someone is
gay, even if they are not) or due to their association with someone else (such as harassment
related to their partner having a disability for example).
All employees must, therefore, treat their colleagues with respect and appropriate sensitivity
and should feel able to challenge behaviour that they find offensive even if it is not directed at
them.
It is important to recognise that bullying does not include appropriate criticism of an employee’s
behaviour or effective, robust performance management. Constructive and fair feedback
about your behaviour or performance from your manager or colleagues/Councillors is not
bullying. It is part of normal employment and management routines, and should not be
interpreted as anything different.
Victimisation
Victimisation is subjecting a person to a detriment because they have, in good faith,
complained (whether formally or otherwise) that someone has been bullying or harassing them
or someone else, or supported someone to make a complaint or given evidence in relation to
a complaint. This would include isolating someone because they have made a complaint or
giving them a heavier or more difficult workload.
Provided that you act in good faith, i.e. you genuinely believe that what you are saying is true,
you have a right not to be victimised for making a complaint or doing anything in relation to a
complaint of bullying or harassment and the council will take appropriate action to deal with
any alleged victimisation, which may include disciplinary action against anyone found to have
victimised you.
Making a complaint that you know to be untrue, or giving evidence that you know to be untrue,
may lead to disciplinary action being taken against you.

Reporting Concerns
What you should do if you feel you are being bullied or harassed by a member of the
public or supplier (as opposed to a colleague)
If you are being bullied or harassed by someone with whom you come into contact at work,
please raise this with your nominated manager in the first instance or, with the clerk/or a
councillor. Any such report will be taken seriously, and we will decide how best to deal with the
situation, in consultation with you.
What you should do if you feel you are being bullied or harassed by a councillor: If you
are being bullied or harassed by a councillor, please raise this with the clerk/chief officer or the
chair of the council in the first instance. They will then decide how best to deal with the
situation, in consultation with you. There are two possible avenues for you, informal or
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CHARD TOWN COUNCIL
The Guildhall, Fore Street, Chard, Somerset TA20 1PP
01460 239567

www.chard.gov.uk

formal. The Informal Resolution is described below. Formal concerns regarding potential
breaches of the Councillors Code of Conduct must be investigated by the Monitoring Officer.
The council will consider reasonable measures to protect your health and safety. Such
measures may include a temporary change in duties or change of work location, not attending
meetings with the person about whom the complaint has been made etc.
What you should do if you witness an incident you believe to harassment or bullying: If
you witness such behaviour you should report the incident in confidence to the clerk/chief
officer or a councillor. Such reports will be taken seriously and will be treated in strict
confidence as far as it is possible to do so.
What you should do if you are being bullied or harassed by another member of staff: If
you are being bullied or harassed by a colleague or contractor, there are two possible avenues
for you, informal or formal. These are described below.
Informal resolution
If you are being bullied or harassed, you may be able to resolve the situation yourself by
explaining clearly to the perpetrator(s) that their behaviour is unacceptable, contrary to the
council’s policy and must stop. Alternatively, you may wish to ask the clerk/chief officer, your
nominated manager or a colleague to put this on your behalf or to be with you when confronting
the perpetrator(s).
If the above approach does not work or if you do not want to try to resolve the situation in this
way, or if you are being bullied by your own nominated manager, you should raise the issue
with the chair of the council. (If your concern relates to the chair, you should raise it with the
chair of the personnel/staffing committee). The chair (or another appropriate person) will
discuss with you the option of trying to resolve the situation informally by telling the alleged
perpetrator, without prejudicing the matter, that:
•
•
•

there has been a complaint that their behaviour is having an adverse effect on a
member of the council staff
such behaviour is contrary to our policy
for employees, the continuation of such behaviour could amount to a serious
disciplinary offence

It may be possible for this conversation to take place with the alleged perpetrator without
revealing your name, if this is what you want. The person dealing with it will also stress that
the conversation is confidential.
In certain circumstances we may be able to involve a neutral third party (a mediator) to facilitate
a resolution of the problem. The chair (or another appropriate person) will discuss this with you
if it is appropriate.
If your complaint is resolved informally, the alleged perpetrator(s) will not usually be subject to
disciplinary sanctions. However, in exceptional circumstances (such as extremely serious
allegation or in cases where a problem has happened before) we may decide to investigate
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CHARD TOWN COUNCIL
The Guildhall, Fore Street, Chard, Somerset TA20 1PP
01460 239567

www.chard.gov.uk

further and take more formal action notwithstanding that you raised the matter informally. We
will consult with you before taking this step.
Raising a formal complaint
If informal resolution is unsuccessful or inappropriate, you can make a formal complaint about
bullying and harassment through the council’s grievance procedure. You should raise your
complaint to the clerk/chief officer or the chair of the council. A formal complaint may ultimately
lead to disciplinary action against the perpetrator(s) where they are employed.
The clerk/chief officer or the chair of the council will appoint someone to investigate your
complaint in line with the grievance policy. You will need to co-operate with the investigation
and provide the following details (if not already provided):
•
•
•
•
•

The name of the alleged perpetrator(s),
The nature of the harassment or bullying,
The dates and times the harassment or bullying occurred,
The names of any witnesses and
Any action taken by you to resolve the matter informally.

The alleged perpetrator(s) would normally need to be told your name and the details of your
grievance in order for the issue to be investigated properly. However, we will carry out the
investigation as confidentially and sensitively as possible. Where you and the alleged
perpetrator(s) work in proximity to each other, we will consider whether it is appropriate to
make temporary adjustments to working arrangements whilst the matter is being investigated.
Where your complaint relates to potential breaches of the Councillors Code of Conduct, these
will need to be investigated by the Monitoring Officer. The council will consider any
adjustments to support you in your work and to manage the relationship with the councillor the
allegations relate to, while the investigation proceeds.
Investigations will be carried out promptly (without unreasonable delay), sensitively and, as far
as possible, confidentially. When carrying out any investigations, we will ensure that
individuals' personal data is handled in accordance with the data protection policy.
The council will consider how to protect your health and wellbeing whilst the investigation is
taking place and discuss this with you. Depending on the nature of the allegations, the
Investigator may want to meet with you to understand better your compliant (see the grievance
policy for further information, and details of your right to be accompanied).
After the investigation, a panel will meet with you to consider the complaint and the findings of
the investigation in accordance with the grievance procedure. At the meeting you may be
accompanied by a fellow worker or a trade union official.
Following the conclusion of the hearing the panel will write to you to inform you of the decision
and to notify you of your right to appeal if you are dissatisfied with the outcome. You should
put your appeal in writing explaining the reasons why you are dissatisfied with the
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CHARD TOWN COUNCIL
The Guildhall, Fore Street, Chard, Somerset TA20 1PP
01460 239567

www.chard.gov.uk

decision. Your appeal will be heard under the appeal process that is described in the grievance
procedure.

The use of the Disciplinary Procedure
If at any stage from the point at which a complaint is raised, we believe there is a case to
answer and a disciplinary offence might have been committed, we will instigate our disciplinary
procedure. We will keep you informed of the outcome.
This is a non-contractual policy and procedure which will be reviewed from time to time.
GUIDANCE FOR USING THE DIGNITY AT WORK POLICY
This is an example of an employment policy designed for a council adhering to statutory
minimum requirements and does not constitute legal advice. As with all policies it should be
consistent with your terms and conditions of employment.
This guidance is provided to support understanding of the policy, and its application, as well
as where local adaptions may be required. The guidance is not part of the policy and should
be removed from the policy adopted and shared with council employees.
The Dignity at Work Policy will replace a previous ‘Bullying and Harassment’ Policy, to create
a policy that is focussed on encompassing behaviours beyond simply bullying and harassment,
and zero tolerance with the aim of dealing with concerns before they escalate. It is important
that any commitment made in the policy is applied in practice.
Wording has been suggested to demonstrate a council’s commitment to promoting dignity and
respect where they have signed up to the NALC, SLCC and OVW Civility and Respect Pledge.
Council’s that have not signed up to this are requested to consider making this pledge which
is based on basic behaviours and expectations of all council representatives to create
workplaces that allow people to maintain their dignity at all times. If your council has not agreed
to the pledge this wording should be removed.
The policy is drafted with consideration of employment language and terminology that is
reflective of a modern working environment, setting a tone that is engaging, collaborative and
inclusive. A council may want to update references where relevant to reflect local terminology
and structure, however should be considerate of equality, diversity and inclusion.
The examples of bullying and harassment are just that – examples. This should not be
considered an exhaustive list.

Notes:
Protected Characteristics
A ‘protected characteristic’ is defined in the Equality Act 2010 as age, disability, sex, gender
reassignment, pregnancy and maternity, race, sexual orientation, religion or belief, and

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CHARD TOWN COUNCIL
The Guildhall, Fore Street, Chard, Somerset TA20 1PP
01460 239567

www.chard.gov.uk

marriage and civil partnership. It is unlawful to discriminate against an individual because of
any of the protected characteristics.
Discrimination includes treating people differently because of a protected
characteristic. Employees can complain of harassment even if the behaviour in question is not
directed at them. This is because the complainant does not actually need to possess the
relevant protected characteristic. An employee can complain of unlawful harassment if they
are related someone with a protected characteristic, or because a colleague believes they
have a protected characteristic.
Examples of harassment related to a protected characteristic could include;
•

•

•
•

•

•

•

•

Making assumptions about someone’s ability due to their age, or denying development
opportunities to someone based on their age. This could also include assumptions
about their lifestyle or making inappropriate jokes related to age.
Making fun or mimicking impairments related to a health condition, or using
inappropriate language about disabilities. Constantly selecting social activities that
make it impossible for a colleague with a disability to participate in.
Refusing to treat a person as their new gender, or disclosing information about their
gender identity could be harassment on the grounds of gender reassignment.
Pregnancy/Maternity harassment could include refusing opportunities due to
pregnancy or maternity leave, or inappropriate touching and invasion of personal space
such as unwanted touching of a pregnant persons stomach.
Harassment based on race could include derogatory nicknames, or stereotyping based
on ethnicity. It could include racist comments or jokes, or assumptions about
someone’s lifestyle based on their ethnicity.
Gender harassment could include not considering people for a job based on gender
stereotyping roles, or implementing practices that disadvantage one gender over
another. Rude, explicit jokes, even if not directed at an individual, or comments on
individuals dress or appearance.
Regularly arranging team meals over periods of fasting or religious occasions or failing
to adjust a dress code to accommodate religious dress could be examples of
harassment based on religion/belief.
Excluding same sex partners from social events could be both sexual orientation and
marriage/civil partnership discrimination, as could not offering the same work-related
benefits.

A person does not need to be employed or have 2 years qualifying service to make a
discrimination claim at a tribunal.
•
Job applicants who believe they have not been appointed because of a
‘protected characteristic’ can make a claim.
•
New or established employees who are dismissed, or treated unreasonably
because of a health condition can make a discrimination claim.
•
An employee subjected to harassment can make a discrimination claim at a
tribunal.
•
An employee asked to retire can make a discrimination claim at a tribunal
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CHARD TOWN COUNCIL
The Guildhall, Fore Street, Chard, Somerset TA20 1PP
01460 239567

www.chard.gov.uk

Legal risks
Successful unfair dismissal claims are limited to a compensation cap, whereas those for
unlawful discrimination have no cap.
A positive employment culture, and swift action if conduct falls beneath acceptable standards
will help mitigate the risks. An unhealthy culture will make it difficult to defend claims.
The time to defend and the cost of defending tribunal claims can be significant, irrespective of
the outcome.

Culture and behaviour
We work in eclectic communities and working environments, and a positive culture within the
council enables employees with different backgrounds and beliefs to share ideas and shape
how the council achieves its objectives for their community.
It is important to recognise that different individuals may find different behaviours bullying or
harassing so while there is not always intent to offend or cause harm, that does not mean that
the effect of the behaviour has not caused harm or offence.
It can take people a period of time to decide to raise their concerns, as they worry about
consequences (perhaps from peers by complaining about a colleague who is popular, or they
fear victimisation from the perpetrator or others). The council should consider whether there
are opportunities (such as 121s to offer opportunity to reflect on relationships/morale) to
identify issues earlier and address negative behaviours. Individuals can often mention
concerns they are experiencing but not want to take it further. The council should remind the
complainant that it has a zero tolerance to bullying and harassment and remind them of the
policy in place to address concerns. If the allegations mentioned are significant, the council
may want to suggest that it will need to investigate further, even if a ‘grievance’ is not raised,
so as to ensure that any concerns and risks are managed, and the council is meeting its
responsibilities and duty of care as an employer.
Whilst both staff and councillors jointly determine the working culture, councillors are key in
demonstrating what is and isn’t acceptable behaviour. This is apparent from how councillors
behave with each other in council meetings and also in how standards of behaviour are applied
through the use of informal discussion and formal policies.
Scope
All council representatives are expected to uphold the values of the Dignity at Work Policy,
however this policy sets out how allegations from employees will be managed. As indicated
in the policy, concerns from a contractor, agency worker etc. should be raised to the identified
person, and an appropriate approach will be considered based on the situation and relationship
of the complainant with the council.

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CHARD TOWN COUNCIL
The Guildhall, Fore Street, Chard, Somerset TA20 1PP
01460 239567

www.chard.gov.uk

Likewise, concerns raised about the behaviour of a contractor or agency worker would not
generally be managed via the full process (such as the disciplinary process) but appropriate
action would be considered based on the situation. To treat people (such as contractors, or a
casual worker) engaged by the council the same as an employee could blur the status of the
employment relationship, so consider seeking professional advice if needed.
Managers
Recognising that councils are of varying sizes, where the term manager/nominated manager
is used it is recognised this could be the clerk/chief officer, another employee of the council, or
a councillor depending on the situation. It is good practice to have a clearly identified person
who is the responsible ‘line manager’ or equivalent contact for an employee so that there is
clarity on how the employee should report concerns to, who they notify if they are sick or to
request leave etc. More often for council employees this may be the clerk/chief officer, and for
the clerk/chief officer this could be the chair/deputy Chair, or possibly chair of a
staffing/personnel committee.
Bullying and harassment & performance management
The policy sets out that bullying and harassment does not include appropriate criticism of an
employee’s behaviour or effective, robust performance management. It is not uncommon for
an employee, when receiving critical feedback, to claim that this is bullying and/or harassing.
It is the role of the nominated manager to provide effective and constructive feedback to
encourage performance at the required standard.
Even when the feedback is not positive it should be fair, communicated in a professional and
reasonable manner and shared with the objective of aiding understanding and achieving an
improvement to overcome the shortfalls. There is no absolute definition of when the feedback
may not be appropriate. Often it will be for the person/panel hearing the dignity at work
complaint/grievance to determine whether the performance management has upheld the
standards expected in terms of respect and civility and any feedback has been shared in a fair
and professional way.
Responsibilities
All staff and representatives of the council are responsible for their own behaviour in the
workplace and for taking steps to revise unacceptable behaviour and appropriately challenge
that of others.
Leaders – councillors, clerks, chief officers, managers - are responsible for ensuring that these
standards of treating people with civility, respect and courtesy are upheld, both through their
own example, and by communicating and promoting these expectations to all employees.
They are also responsible for ensuring that concerns raised are treated seriously and
addressed in line with this policy in a timely manner.
During the investigation
Employers have a duty of care to provide a safe place of work. If a complaint is made, discuss
how to manage working relationships whilst the allegation is being investigated and until the
outcome is disclosed. This is as much for the protection of the alleged perpetrator as for the
aggrieved.
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CHARD TOWN COUNCIL
The Guildhall, Fore Street, Chard, Somerset TA20 1PP
01460 239567

www.chard.gov.uk

Consider whether a neutral person should be offered as a ‘listening ear’ for both parties in the
investigation. This could be a councillor or nominated manager who is not involved in the
investigation or allegations and can be a point of check in as raising, or being subject to
allegations can be stressful.
Offer other support that may be appropriate to the situation such as signposting to support
groups, time off for counselling etc. If you have suspended a staff member, your duty of care
continues and it is important to consider their wellbeing and mental health.
Ensure that you communicate regularly with both parties.
The investigation and any subsequent hearing should be completed in accordance with the
grievance policy which sets out a process for dealing with concerns. You should ensure that
the grievance policy adopted adheres to any local policies and procedures, with consideration
of any timescales and escalation routes in your locally adopted policy.
Confidentiality
It may be possible for concerns to be raised with the perpetrator without disclosing the name
of the complainant however in a small council it is likely that it will be clear that the accused
will know where the accusation has come from. The council representative (clerk/chief
officer/councillor) speaking to the alleged perpetrator must be clear that the discussion is
confidential and the individual would be at risk of formal disciplinary action if there is any sort
of victimisation or retaliation for the individual raising their concern.
During any formal investigation it may be necessary to disclose the nature of the allegations
and where they came from to ensure a fair and balanced investigation and process. This
should be discussed with the person raising the concerns to understand any issues and how
they may be mitigated. In some situations it may be appropriate to provide anonymised
witness statements however this would be a last resort, and could compromise the fairness of
the process. Where there is a genuine fear of consequences and this may need to be
considered, it is recommended that professional advice is sought. For the same reason it can
be difficult for a council to consider an anonymous complaint, however if the concerns are
significant and compromise the council in their duty of care to employees, then consideration
of how the deal with the matter may be required.
Victimisation
All employees have the right to raise genuine concerns without the fear of reprisals. If the
aggrieved (or a witness) is treated differently / less favourably because they have raised a
complaint, then this is victimisation. This would include isolating someone because they have
made a complaint, cancelling a planned training event, or giving them a heavier or more difficult
workload. Victimisation can lead to a claim to an employment tribunal.
False allegations
If an employee makes an allegation that they know to be untrue, or gives evidence that they
know to be untrue, the council should consider the matter under the disciplinary
procedure. Such an allegation would be potentially be gross misconduct.
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CHARD TOWN COUNCIL
The Guildhall, Fore Street, Chard, Somerset TA20 1PP
01460 239567

www.chard.gov.uk

Complaints against Councillors
Following the Ledbury case, the law is clear that any formal complaint about a councillor
regarding a breach of the code of conduct must be referred to the Monitoring Officer for
investigation (either by the complainant, or the Council with agreement of the
complainant). During the investigation, it is critical to ensure that where an employee of the
council has made the complaint, that the council agrees reasonable measures with the
employee to protect their health and safety. Such measures may include a temporary change
in duties, change of work location, not attending meetings with the person about whom the
complaint has been made etc.
Careful consideration is required where a grievance is raised against the council as a whole
due to lack of support related to councillor behaviours. The specific allegations will need to be
considered to determine whether the allegations can be addressed by the council, or require
exploration of the councillors behaviour in order to respond, in which case the Monitoring
Officer may be required to investigate the alleged behaviours of a/any councillors where this
may relate to the code of conduct. It is a matter of fact whether the complaint is against the
council and can therefore be dealt with by the council’s grievance procedure or against a
councillor and can only be dealt with by the Monitoring Officer.

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