Office standards Policy

There are occasions when people may act out of character in times of trouble or distress. There may have been upsetting or distressing circumstances leading up to a constituent approaching my office. 

However, I will not tolerate unacceptable behaviour nor actions that result in unacceptable or excessive demands on my staff in a way that it prevents them from carrying out their duties effectively. 

It is these behaviours and actions that I aim to manage under this Policy. 

Aggressive or abusive behaviour 

I understand that many constituents are often upset and angry about the issues they have raised with me. If that anger escalates into aggression towards my team, I consider that unacceptable. Any violence or abuse towards my team will not be tolerated. 

 While I accept that those who contact me may feel angry, it is not acceptable to shout or swear at anyone in my office. 

Unacceptable language is that which: 

• is offensive, derogatory or patronising,
• is discriminatory in any way, including racist, sexist, homophobic or transphobic comments; or
• makes serious allegations that individuals have committed criminal, corrupt or perverse conduct without any evidence. 

All threats against either myself or my team will be taken extremely seriously and if my team feel uncomfortable or threatened at any point during a conversation with a constituent, the interaction may be ended at any time and the Police may be contacted. 

Unreasonable demands 

A demand becomes unacceptable when it starts to (or when complying with the demand would) impact substantially on the work my staff carry out on my behalf. 

Examples of this behaviour include: 

• repeatedly demanding a response within an unreasonable timescale,
• insisting on seeing or speaking to a particular member of staff, or indeed myself, when that is not possible,
• repeatedly changing the substance of a complaint or raising unrelated concerns. 

An example of such impact would be that the demand takes up an excessive amount of time and in doing so disadvantages other constituents and prevents their own complaint from being dealt with quickly. 

Unreasonable levels of contact 

An ‘unreasonable level of contact’ may also occur over the life-span of a complaint when a constituent repeatedly makes long telephone calls to my office or inundates my office with copies of information that has been sent already or that is irrelevant to the complaint. 

I consider that the level of contact has become unacceptable when the amount of time spent talking to a constituent on the telephone, or responding to, reviewing and filing emails or written correspondence impacts on my office's ability to deal with that complaint, or with other constituents’ complaints. 

Refusal to co-operate. 

When reviewing a complaint, my office will need to ask the individual who has contacted my office to continue to work with my team through the process. This can include agreeing to: 

• the complaint my team will look at,
• provide my team with further information, evidence or comments on request, or
• help my team by summarising their concerns. 

My office will always seek to assist someone if they have a specific, genuine difficulty complying with a request. 

Reasonable adjustments 

I understand that some constituents may find it difficult to express themselves or communicate clearly, especially when they are anxious or upset. In order to do this, we ask that they explain what adjustments they’re looking for and how this will ensure they can access the service my office offers. 

However, I do not expect my staff to accept being subjected to aggressive, offensive, threatening or abusive actions, language or behaviour. 

Actions I may take: 

When my office experiences behaviour or demands which are unacceptable, I may consider taking more formal action. The actions I will consider may include the following: 

• Warning the constituent about their behaviour and requesting that the constituent modifies their behaviour in future contact with us;
• Reporting an individual to the Police or other agencies;
• Appointing a specific point of contact for the constituent;
• Communicating only in writing or via a representative;
• Deciding not to investigate a complaint on the basis that it has been pursued in a way that is unacceptable;
• Stop all communication with a constituent;
• Restricting or limiting contact; or
• Your telephone number and email may be automatically blocked from our systems. 

Where it is decided that formal action must be taken a note may be placed on our records to this effect. 

Safeguarding

Every member of staff and volunteer working for Lisa Smart MP has a responsibility to safeguard children and vulnerable adults. Key members of staff take a lead in this area. We all have a duty to report concerns wherever they arise for instance through our work in support of families, at fundraising events, with regard to the behaviour or practice of staff, volunteers, other organisations or individuals.