Code of Conduct of Chief Officers
North Lanarkshire Council · 8 June 2023
Back to Policy and Strategy Committee — 8 June 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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North Lanarkshire Council Report Policy and Strategy Committee Does this report require to be approved? ☒ Yes ☐ No Ref AA/ Date 08/06/23 Code of Conduct for Chief Officers From Archie Aitken, Chief Officer (Legal & Democratic) Email aitkena@northlan.gov.uk Telephone 07939 280 102 1. Background 1.1 The Code of Conduct for Chief Officers provides a framework within which the Chief Officers of the Council are expected to undertake their duties and responsibilities in a manner which meets the required standards for good governance. 2. Report 2.1 In order to bring the Code of Conduct for Chief Officers up to date and to reflect the current organisational arrangements, the monitoring officer, following consultation with the Chief Executive, has reviewed the Code and made a number of revisions. The revised code is attached as an Appendix to this report. Committee is asked to agree the contents of the revised Code of Conduct for Chief Officers. 2.2 In addition to the updating of the Code to reflect organisational changes, sections 13 (Police Enquiries) and 17 (Potential Conflicts of Interest) have been expanded to include more explicit wording in respect of the particular requirements in those areas. Executive Summary This report seeks approval of the updated and revised Code of Conduct for Chief Officers. Recommendations It is recommended that the Policy and Strategy Committee: (1) Approves the revised Code of Conduct for Chief Officers. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (24) Review and design services around people, communities, and shared resources
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3. Measures of success 3.1 Implementation of the revised Code of Conduct for Chief Officers will assist the Council in meeting the high standards of good governance. 4. Supporting documentation Appendix – Code of Conduct for Chief Officers Archie Aitken Chief Officer (Legal & Democratic)
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact?
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services.
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1 Appendix NORTH LANARKSHIRE COUNCIL CODE OF CONDUCT FOR CHIEF OFFICERS Introduction The provisions of this Code apply to all Chief Officers of the Council, including the Chief Executive, Depute Chief Executive and Chief Accountable Officer. As Chief Officers of the Council you are already subject to certain rules and obligations such as those defined by law or prescribed in your Conditions of Employment, the Council's Standing Orders, Financial Regulations and Contract Standing Orders. You may also be subject to certain obligations of a professional organisation to which you belong as a necessary or appropriate part of your employment. This Code is not intended in any way as a substitute for such rules or obligations but rather to supplement them. The Code is prescribed for the purposes of guidance but should not be departed from without good reason, which you may be called upon to justify. In particular any breach of this Code may be taken into account in any disciplinary or other proceedings or in any mechanism by which your performance as a Chief Officer may be assessed for any purpose. Although this Code is designed primarily for Chief Officers, there is an expectation that those officers who regularly attend meetings of the Business and Corporate Management Teams will also comply with it. 1. Corporate Working 1.1 All Chief Officers are expected to work together in the best interests of the Council. This means that Services should not be seen as independent, autonomous organisations. While a Chief Officer will have an operational responsibility for the management of their Service, the work and role of the Service must be set within the corporate context of the Council's objectives and policies. 1.2 The principal strategic focus for corporate working is The Plan for North Lanarkshire. Corporate management is concerned primarily with issues of strategic importance. All major policy issues will therefore require to be reviewed from a corporate standpoint to allow an assessment to be made of their strategic significance. 1.3 In the interests of corporate working all major policy issues or projects and matters requiring corporate attention must be brought to the attention of the Chief Executive at the earliest possible opportunity for his consideration and any advice as to how such issues should be dealt with. Chief Officers should not attempt to put strategic policy issues through the Committee system by direct approach to a Committee Convener or a Member Level Forum before such issues have been brought to the attention of the Chief Executive and consideration given as to the appropriate approach to the matter. 1.4 The principal operational focus for corporate working by Chief Officers is the Corporate Management and Business Management Teams at which any inter-Service difficulties should be aired and potential issues anticipated. Attendance at these meetings, as
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2 required, must be regarded as being as important as attendance at Council or Committee meetings. Except as authorised by the Chief Executive, Chief Officers must attend these meetings, as required, other than due to illness, leave or other approved absence, in which cases a member of the Service Senior Management Team will attend in the absence of the Chief Officer. 1.5 All Chief Officers are also expected to participate fully in the community planning process under the North Lanarkshire Partnership Strategic Leadership Board and its supporting community planning structures. . 2. Relationships with Councillors 2.1 Councillors should be afforded the respect of their office. They should be addressed as Provost, Convener, Chair or Councillor as appropriate although it is accepted that on a one-to-one basis in private other forms of address may be used depending on how long and how well the Chief Officer and Councillor have known each other. It is the responsibility of all Chief Officers to convey the concept of respect for the elected office of Councillor among Council staff. 2.2 Mutual respect between Councillors and Officers is essential to the proper conduct of the Council. Close personal familiarity between individual Chief Officers and Councillors can damage both this relationship and the belief that Chief Officers give objective and professional advice and commitment to the Council. 3. Relationships with Committee Conveners 3.1 Chief Officers are responsible for the management of Services and the provision of professional advice to the Chief Executive and to the whole Council. Formal advice is normally given at committee and is most often in written report form. 3.2 Committee Conveners are responsible for chairing committees and act as Council spokespersons for particular Services. They will normally be members of the Council Administration and will be seeking to ensure that Chief Officers are taking account of the political priorities of the Administration, often expressed as manifesto commitments, and considering any controversial issues before they become public. They have to report back to their political group and will often recommend ideas to the group, and group proposals to Chief Officers. In this respect it is important to ensure that a Convener is properly briefed on subjects or issues concerning which they may be asked to speak, whether to their political group, a section of the media or, most importantly, a Committee or the Council. 3.3 Chief Officers must not take instructions from Conveners, as their instructions come from the Council as a whole and from the Chief Executive. Chief Officers should keep Conveners appraised of matters of significance likely to affect their Service or the functions of their Service Committee, from impending legislation through to local concerns being raised by local groups, MPs or MSPs. From time to time a Convener may request a background note or policy options paper. These should be seen as extensions of the normal briefing provided to Conveners and assistance given for that purpose, although care should be taken to ensure that Service resources are not committed to an undue extent in the preparation of such documents. 3.4 The relationship between a Chief Officer and Convener is one which develops with time and should be based on mutual respect and understanding of the roles and
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3 contributions of each to the work of the Council. Differences of view will occur, but this is only to be expected from time to time. If differences are regular and persistent, the Chief Officer should consult the Chief Executive. 3.5 The Chief Executive should be advised when Conveners are seeking inter-Service meetings with other Conveners and their Chief Officers, in case any policy or management difficulties are being encountered, and to ensure the Leader of the Council is made aware of any new initiatives or issues. 4. Attendance at Political Party Group Meetings 4.1 Taking account of the guidance contained in the Protocol for Relations between Councillors and Employees in Annex A to the Councillors’ Code of Conduct it can sometimes be of benefit for a Chief Officer to attend meetings of political groups to give advice on a particular issue, but these occasions should be seen as the exception rather than the rule. Requests for such attendance should be made to the Chief Executive by the appropriate political group Leader or Secretary/Business Manager. 4.2 Officers may attend meetings of political groups to give background or briefing information on committee items or matters of current concern but may only do so when such attendance has been sanctioned by the Chief Executive. The Chief Executive may decide that attendance is inappropriate or that attendance by himself, the Depute Chief Executive and/or a Chief Officer is appropriate and may request that a Chief Officer attend such a meeting. Following the agreement of the Chief Executive, a Chief Officer may decline a request from a political group to attend in person or may request that an appropriate member of staff attend. 4.3 In keeping with the concept that professional advice from Chief Officers should be available to all political parties represented on the Council, the Chief Executive will keep a record of all requests for the attendance of Officers at political group meetings and the outcome of such requests and such records will be available for inspection by the Secretary/Business Manager of the political groups. 5. Public or Professional Meetings 5.1 Unless carrying out a general or specific instruction from the Council or the Chief Executive, Chief Officers should not accept invitations to address Community Councils, Tenants' Associations or other forms of public meetings without first advising the Convener responsible. Where the subject matter is particular to an individual area or Ward it would also be appropriate to advise the local Ward Members. 5.2 Where the invitation concerns addressing a meeting of professional officers or similar gathering concerned with your professional duty, such activities will generally be encouraged. 6. Statements to the Media 6.1 Where Council procedures so require, all statements to the media must be made by an officer designated for this purpose or by way of the Council's Chief Officer responsible for media relations. In other respects it is the responsibility of each Chief Officer to ensure that Council policy and procedures for dealing with the media are complied with.
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4 6.2 Chief Officers should not agree to appear on the broadcast media such as television programmes without first notifying the Chief Officer (Strategic Communication and Engagement). 6.3 Any questions of controversy or which involve departure from Council policy should be the subject of consultation with the Chief Executive prior to any comment to the media being made. 6.4 In all cases where Council procedures so require, reference should be made to the Chief Officer (Strategic Communication and Engagement) who may advise on lines of approach or comment. 6.5 It is the responsibility of each Chief Officer to identify whether any potential legal issue may be involved in comment to the media and to seek advice from the Chief Officer (Legal & Democratic) as appropriate. 7. Written Communications 7.1 Written communications, whether to Councillors, other Officers or to organisations or individuals having business with the Council, represent the most important means of communication. If a person writes to a Service or the Council they should receive a prompt, courteous and coherent reply. It is impossible to satisfy all senders of correspondence, but Chief Officers should make themselves and their staff aware of the importance of written communication. 7.2 Chief Officers are responsible for ensuring that incoming mail addressed to the Service is examined at an appropriate level and that they are familiar with significant issues being raised in correspondence. Correspondence should be addressed to Chief Officers who are responsible for ensuring that there are adequate arrangements for mail to be satisfactorily dealt with. Staff should be made aware of the fact that all mail is to be examined so that they can ensure that no personal or private mail is addressed to them at their work place. 7.3 As a general rule, if it is not possible to provide a full response to a written enquiry within two weeks, arrangements must be made to ensure that at least an interim response is made. In the case of written enquiries by Councillors a response should be provided within five working days, and reference is made to the “Procedure for Dealing with Enquiries from Elected Members” which is appended to this Code. If a request by a Councillor would result in significant Council resources being used for the purposes of complying with the request, the request should be discussed with the Chief Executive. 7.4 Chief Officers are responsible for ensuring that outgoing mail is signed at an appropriate level within their Service, recognising that important correspondence may require their personal attention. 7.5 Correspondence to Councillors, MPs, and MSPs should be signed by a Chief Officer or a member of their senior management team, it is accepted that, because of the volume of requests, waiting list positions, etc may be supplied directly to elected members by Area Managers in the Housing Service and obviously some straight-forward requests for information would be dealt with by senior managers. However, it is important that Chief Officers are aware of correspondence received from elected members and Chief Officers should keep some convenient record of enquiries received from Councillors, MSPs and MPs.
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5 7.6 The Chief Executive will normally receive correspondence from MSPs, and MPs and may ask Chief Officers for information to inform his response or to arrange for a reply to be sent on his behalf. All correspondence with MSPs, and MPs and must be copied to the Chief Executive for his information. 7.7 Most written correspondence, both within and outwith the Council, is undertaken by email, which raises issues as to the authority of staff to represent or commit the Council. Chief Officers are responsible for ensuring that staff conform to appropriate Service guidelines on the use of email, including keeping more senior officers advised and copied in, against the background of any Council-wide procedures and protocol. 8. Committee Reports and Agenda Items 8.1 All reports to Committees, Sub-Committees or similar bodies shall be in name of a Chief Officer. Such reports are understood to represent the proper professional opinion and advice of the Chief Officer of the appropriate Service. 8.2 Elected members may in Committee or Council ask for reports to be prepared but the preparation of reports shall generally be the sole province of officers. Chief Officers may submit reports on new items of business as they consider appropriate, within the context of corporate working as outlined above. 8.3 All items for inclusion on an agenda should be with Democratic Services not later than noon on the day determined in accordance with the timetable fixed by the Chief Officer (Legal & Democratic) for that purpose. 8.4 In accordance with the spirit of corporate working, the preparation of reports should take cognisance of the fact that other Services, require to be consulted on matters which affect them. Similarly, reports require to be prepared taking into account appropriate legal, financial, human resources, property, technical and other advice as required. The system of Conveners meetings is no substitute for prior consultation. 8.5 If any report criticises another Service such a report should be the subject of specific consultation between the Chief Officers concerned and the Chief Executive prior to its inclusion on any agenda. 8.6 An agenda for any Committee, Council or similar member level meeting shall be prepared by the Chief Officer (Legal & Democratic) in consultation as necessary with the Chief Officers of the appropriate Services. If the Convener so requires, this shall be discussed with the Convener of the appropriate Committee at an agenda meeting. A Chief Officer will have the right to submit a report for inclusion on an agenda on an item which they feel requires a professional submission by them at that time. The Convener may instruct that an item be added to the agenda or that any item not be placed on the agenda at this time. Where a report put forward by a Chief Officer has not reached the agenda proper after a reasonable period of time, or earlier where there is considered to be some urgency, this should be taken up with the Chief Executive. No item may be removed if it was remitted or continued to the particular meeting being called or if it is an item requested to be placed on the agenda by an elected member in terms of Standing Orders. Similarly, the removal of an item from an agenda must be based on a Council decision to that effect. Subject to the above points the composition of the agenda and the addition or removal of any items shall be at the discretion of the Chief Officer (Legal & Democratic).
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6 8.7 While Officers' reports, including recommendations, must be submitted as written to the appropriate Committee or the Council, the Convener has the right, if they wish to exercise it, to make a different recommendation to their Committee or Council Meeting. 8.8 Where for any reason there is no Convener or Vice Convener of a particular committee, a draft agenda shall still be produced at the usual time. This will be subject to consideration by the Chief Executive who will discuss it with the Chief Officer (Legal & Democratic) and such other officer as he thinks fit and give instructions to the Chief Officer (Legal & Democratic) as to any items which should or should not be placed on the agenda and any other instructions he considers appropriate. 9. Financial Regulations and Contract Standing Orders 9.1 It is the duty of a Chief Officer that at least once a year you should read the council's Financial Regulations and Contract Standing Orders and ensure that at all times staff under their supervision are aware of the detailed requirements of these orders and regulations insofar as they relate to the duties being performed. 9.2 Chief Officers are required to ensure that all senior management and all officers who are designated as authorised signatories for the approval of expenditure on any goods or services, or commitment on the part of the Council to any contractual obligations, familiarise themselves with the Financial Regulations and Contract Standing Orders within two weeks of joining the Service, and thereafter with such amendments as may be issued. 9.3 Chief Officers are further required to ensure that all those abovementioned members of staff in their Service read these documents and return an acknowledgement form to that effect when required. 9.4 Chief Officers should ensure that all goods and services are purchased in accordance with the appropriate Regulations and should source services from the appropriate part of the Council charged with the provision of such services. 10. Budgets 10.1 Chief Officers will be held accountable for expenditure on revenue and capital budgets under their control. 10.2 Chief Officers must go over their revenue and capital budgets at least once each accounting period to check progress. Significant deviations from budget must be reported in accordance with the requirements of the Financial Regulations, and appropriate conveners advised accordingly. 11. Delegated Powers 11.1 Chief Officers should ensure that they comply with the terms of any powers delegated to them and that staff under their control do likewise. 11.2 Chief Officers should review from time to time the nature, scope and need for delegation.
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7 12. Leave, Sickness or Other Absence 12.1 The Council’s scheme for notification by staff to their supervising officers of unavoidable absence from work due to sickness, and the arrangements for taking annual leave apply equally to Chief Officers, subject to the requirement that in the case of those Chief Officers who report directly to the Chief Executive the appropriate supervising Officer to whom notification of absence should be intimated and permission for leave sought is the Chief Executive, who should also be updated on any significant periods of absence. 12.2 In addition to absence arrangements due to sickness or leave, any Chief Officer who wishes to be absent from there office on business outwith the UK shall first seek the agreement of the Chief Executive. Chief Officers should also seek the agreement of the Chief Executive prior to approving attendance at conferences or business outwith the UK by any other member of their Service. 12.3 Chief Officers should not be on leave at the same time as their Senior Management Team and this cover arrangement applies also to absence from the office due to attendance at conference, courses, etc. 12.4 Chief Officers are responsible for ensuring that adequate arrangements are made for proper continuance of the work of their Service in determining arrangements for staff leave. Pre-planning of arrangements for leave requests at popular periods such as peak holiday periods and at Christmas/New Year is essential to ensure that the proper functioning of the Service is maintained. 13. Police Enquiries 13.1 Chief Officers must inform the Chief Executive immediately of any police involvement outwith routine contacts in any activity affecting your Service or involvement with any current or former member of your staff. Chief Officers must similarly advise the Chief Executive immediately of any irregularity affecting their Service which may involve the commission of any criminal act. 13.2 In terms of arrangements put in place by the Chief Constable, Police Scotland, concerning bribery, corruption, defalcation, embezzlement, and fraud reporting procedures, such reports shall be made to the Police by the Chief Executive or on his authority. Where appropriate, Chief Officers should refer to the Council’s Counter-Fraud Policy which sets out the detail how the Chief Officers should deal with any such matters including referral of relevant issues with the Chief Officer (Audit and Risk) for consideration, advice and possible internal investigation. 14. Council Decisions 14.1 Notwithstanding any arrangement whereby the Chief Officer (Legal & Democratic) advises Services of Council decisions, it is the responsibility of each Chief Officer to read Council Minutes and to take all necessary steps to implement Council decisions. 15. Safety Policies & Procedures 15.1 Each Chief Officer is responsible for ensuring that the working practices in their Service conform with all legislative requirements and this requirement similarly affects sites or
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8 contracts under their control. Chief Officers must arrange for the production and review of appropriate Safety Policies and Procedures and ensure that these are brought to the attention of staff and others under their supervision. This obligation involves the undertaking of risk assessment as appropriate. 16. Confidentiality 16.1 Chief Officers will, of necessity, come across much information dealing with a wide range of material, some of which may be confidential but most of which may be of a routine nature. While ensuring at all times that the requirements of legislation such as the Freedom of Information and Access to Information regimes are complied with, it is important that information on Council business is restricted to those who have legitimate business to know it. Accordingly, care should be taken to ensure that Council business is not divulged without legitimate reason. 17. Potential Conflicts of Interest 17.1 Conflicts of Interest occur where there is a divergence between your responsibilities to the Council as a Chief Officer and your personal interests, which will also include those of family members and friends/acquaintance. These could include financial interests in respect of an individual or organisation undertaking business with the Council, the recruitment by the Council of a family member or friend/acquaintance or your engagement in employment or other work out with the Council. It is your responsibility as a Chief Officer to maintain your Register of Interests and to ensure that this is updated on at least an annual basis and, otherwise, within one month of any change occurring, and to notify the Chief Executive, in writing, of any matter arising which amounts to a conflict of interest. 17.2 Your attention is drawn to the statutory requirement that if it comes to a Chief Officer’s knowledge that a contract in which they have a pecuniary interest, whether direct or indirect, (not being a contract to which they themselves are a party) has been or is proposed to be entered into by the Council, then the Council, through the Chief Executive, must be advised of their interest immediately and in writing. In addition, the attention of Chief Officers is drawn to the statutory requirement that an Officer shall not, under colour of their office or employment, accept any fee or reward whatsoever other than their proper remuneration nor should they use their position with the Council for personal gain. 17.3 Chief Officers will not undertake any other employment or outside or private work whether for payment or reward or otherwise, except with the prior consent of the Council, which consent shall not be unreasonably withheld providing always, however, that:- (i) such consent shall not normally be given for work that is in any way associated with official duties, and (ii) Chief Officers shall not engage in work for any individual, firm or body where the Council is, or could be, involved in the transaction or other business or where the work in any way conflicts or is likely to conflict with or impinge upon the Council's interest. 17.4 If any other circumstances come to a Chief Officer’s attention whereby a conflict of interest may arise in relation to the performance of their duties with the Council it is their responsibility to notify the Chief Executive accordingly and to make appropriate arrangements to avoid that conflict of interest.
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9 17.5 Failure to comply with these obligations, as set out above, may result in disciplinary action and/or legal action being taken if deemed appropriate. 18. Staff Recruitment, Training and Development 18.1 The principal resource of the Council is its staff. As a professional and as a manager, Chief Officers have a responsibility to ensure that the practices followed in their Service in relation to recruitment conform to statutory and Council requirements and that proper arrangements exist for training and staff development. Particular attention should be paid to Council policies, including Equality and Diversity policies. Reference is also made to the obligations set out in Section 17 above with regard to the recruitment of family members or friends/acquaintances and the duty to notify the Chief Executive accordingly. . 19. Conduct and Example 19.1 Chief Officers should at all times conduct themselves in a manner befitting that post and seek to uphold the good name and reputation of North Lanarkshire Council. 19.2 Chief Officers have a particular responsibility in terms of conduct and example for their staff. Chief Officers cannot expect commitment or enthusiasm from staff unless they show, by example, proper standards of conduct and diligence. This applies across the board to issues such as loyalty to the Council, commitment to achieving Council policy (including work outwith normal office hours as required from time to time), timekeeping, appearance and leadership. 19.3 Chief Officers should treat with extreme caution any offer of gift, favour or hospitality which is made to them. It is difficult to make definitive rules about hospitality or tokens of goodwill. For example, a working lunch may be a proper way of doing business provided that no extravagance is involved. As a general guide it is safer to refuse offers except (a) isolated gifts of a trivial character or inexpensive seasonal gifts, such as a calendar, diary or other simple items of office equipment of modest value, or (b) normal hospitality directly associated with a Chief Officer’s duties and which a Chief Officer would not be embarrassed for others to be aware of. Chief Officers are personally responsible for all decisions connected with the acceptance of the offer of gifts or hospitality and for avoiding the risk of damage to public confidence in them or the Council. Each Chief Officer also has responsibility for maintaining a register of gifts and hospitality which should be updated with the relevant details of any offers which are offered and whether or not accepted by employees in their Service. Chief Officers require to advise every employee in terms of the Employee Code of Conduct, to report details of any offer of gifts or hospitality received for the purpose of the register with the exceptions of those described at (a) and (b) above. Employees should be made aware of the fact that their decisions on these issues may be subject to scrutiny and justification. Des Murray Chief Executive Revised – May 2023
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10 Procedure for Dealing with enquiries from Elected Members 1. What is an enquiry? Enquiries can relate to a request for service or information, or they may seek clarification of circumstances for a particular situation, constituent, or ward. Enquiries can be made in person, by phone, by letter, or through email to officers across the council. 2. What to do when a service receives an enquiry Co-ordinating arrangements and recording systems differ in each service, but services should ensure each enquiry is logged on receipt. 3. Response timescales Services should ensure Elected Members receive a full response within 5 working days following receipt of the enquiry. The timescale clock starts on the first full working day after receipt, i.e. this counts as day one. If the enquiry will take more than 5 working days to investigate, the service must issue a holding response (within the initial 5 working day period). Provide an update on the status of the enquiry and the new expected response date. 4. What to do when the Chief Executive or a Chief Officer receives an enquiry If an Elected Member makes a verbal enquiry, the Executive Support will record the details on the enquiry form and forward to the relevant officer identified in the Service Directory. If an Elected Member makes an enquiry by email, the Executive Support will forward the email to the officer identified in the Service Directory and acknowledge the Elected Member’s email. Refer below: Acknowledgement Text Thank you for your enquiry regarding the above named subject. In accordance with agreed protocols, this enquiry has been forwarded to [name of relevant service]. This will ensure your enquiry is properly recorded and a formal record kept. You will receive a response to your enquiry no later than five working days from receipt of your enquiry. I have attached a copy of the protocol for your information. Your co-operation and understanding in adhering to these arrangements would be very much appreciated so that enquiries can be dealt with as efficiently as possible.