I understand that people may act out of character in times of trouble or distress, and I recognise that there may have been upsetting our distressing circumstances leading up to a constituent approaching my office.

 

However, I operate a zero tolerance policy on abusive and aggressive behaviour, and I will not tolerate unacceptable behaviour or actions that places excessive demands on my staff or that prevents them from performing their duties effectively.

 

This policy is designed to manage such behaviours.

​

Aggressive or abusive behaviour

 

I recognise that constituents may be upset or angry about the issues relating to their case. However, if that anger turns into aggression towards my staff, it will not be tolerated. Aggressive or abusive behaviour includes any form of violence, threats, or actions - verbal or written - that make staff feel offended, afraid, threatened, or abused.

 

Each situation will be assessed individually. While I understand that constituents may be frustrated about their case, shouting, swearing, or using unacceptable language will not be tolerated.

 

Unacceptable language incudes:

 

• ​Offensive, derogatory, or patronising language;

• Discriminatory remarks, including racist, sexist, homophobic, or transphobic comments;

• Serious accusations of criminal, corrupt, or immoral behaviour without evidence.

 

In some cases, comments directed at third parties may also be considered unacceptable if they negatively affect staff. Examples include rude or offensive comments, derogatory remarks, inflammatory statements, or baseless allegations. Any threats made against staff are taken seriously and staff may end conversations at any point if they feel threatened.

​

Unreasonable levels of contact

 

Excessive contact, such as a number of calls in one day or hour, or repeated calls and emails, can be problematic.

 

Examples include:

 

• ​Repeated calls that delay other tasks;

• A frequently high volume or emails or letters, especially if they contain repeated or irrelevant information.

 

I consider that the level of contact has become unreasonable when the amount of time spent talking to a constituent on the telephone, or responding to, reviewing and filing emails or written correspondence prevents my staff from dealing with a case, or with other constituents’ cases.

​

Harassment

 

My staff have the right to work free from harassment or threats of harassment. I expect anyone who contacts my office to respect that my staff are delivering a service on my behalf.

 

Examples of harassment include:

​

• ​Recording and sharing telephone discussions without consent;

• Contacting staff using their personal details or social media presence;

• Sharing personal, sensitive or private information about staff.

​

Unacceptable, unreasonable or excessive demands

 

A demand becomes unacceptable when it starts to (or when complying with the demand would) significantly impact the work of my staff.

 

Examples of this behaviour include:

 

• ​Repeatedly asking for a response within unrealistic timeframes;

• Insisting on or refusing to speak to specific staff;

• Constantly changing the complaint details or raising unrelated issues;

• Refusing to accept decisions even after explanations.

 

Unreasonable demands can consume excessive time, disadvantaging other constituents, and this is not acceptable.

​

Persistent and excessive contact

 

Excessive contact can happen within a short period of time or throughout the life-span of a case. This becomes problematic when it disrupts my staff’s ability to manage complaints.

 

Examples include:

 

• ​Constant contact while an issue is under review;

• Numerous calls in a single day or week;

• Long calls that repeatedly cover the same point;

• High volumes of similar emails or letters;

• Visiting my office without an appointment after being asked not to do so.

​

Refusal to co-operate

 

To address a case, my staff will need the constituent’s co-operation. This includes agreeing on the case’s scope, providing additional information, or clarifying concerns. If a constituent refuses to co-operate, it can hinder progress with their case. My staff will assist constituents with genuine difficulties, but it is not acceptable to raise a piece of casework with my office and refuse to co-operate with clear and reasonable requests by my staff. 

​

Reasonable adjustments

 

I understand that some people may struggle to communicate clearly, especially if anxious or upset. Constituents are encouraged to share any adjustments they need to make communication easier. Reasonable adjustments may include different methods of communication, accessible formats, or clear guidance if conversations become unproductive. However, I will not tolerate aggression or abusive behaviour towards my staff, even with adjustments.

​

Actions I may take

 

Where behaviour is deemed unacceptable, I may take formal action, such as:

 

• ​Warning the constituent and requesting respectful communication;

• Assigning a specific contact person;

• Limiting contact to writing or through a representative;

• Declining to investigate a case if pursued unacceptably;

• Ceasing all communication;

• Reporting the matter to the police.

​

If formal action is necessary, I will notify the individual in writing, and a note will be added to our records.

 

This acceptable behaviour policy is not exhaustive and is subject to change. Last reviewed November 2024.