My office currently comprises four members of dedicated staff who work hard to support as many constituents as possible, as quickly as possible.
My office receives a significant number of emails, letters and telephone calls every day. My staff and I aim to respond substantively to all incoming enquiries within 14 working days but, during exceptionally busy periods, it may take longer.
There are occasions when constituents may act out of character in times of trouble or distress. There may have been upsetting or distressing circumstances leading up to a constituent contacting me. I cannot guarantee that I can secure the outcome(s) a constituent seeks and I appreciate fully that they may not welcome or agree with a response I receive to representations I make on their behalf but I am always willing to represent their case to the best of my ability and to make further representations if new evidence becomes available and provided this would allow me to press their case again.
However, while I am also always sympathetic to any constituent who finds themselves in trouble or distress, I absolutely will not tolerate behaviour from constituents that has a negative impact on my staff or myself in a way that prevents us from carrying out our work effectively. It is such behaviour that I aim to manage under this policy.
1. Aggressive or abusive behaviour
I understand that many constituents are often upset and angry about the issues they raise with me. If that anger escalates into aggression, violence or abuse towards my staff or myself, I consider that unacceptable and it will not be tolerated.
Violence is not restricted to acts of aggression that may result in physical harm. It also includes behaviour or language (whether verbal or written) that may cause my staff or myself to feel offended, afraid, threatened, and/or abused. Each situation will be judged individually and I appreciate fully that individuals who meet with my staff and I may be upset. However, it is never acceptable to shout or swear at any member of my staff or myself.
Examples of unacceptable language includes and is not limited to anything that is:
- rude, offensive, derogatory, inflammatory or patronising;
- discriminatory in any way, including racist, sexist, homophobic or transphobic comments; or
- used to make serious allegations that individuals have committed criminal, corrupt or perverse conduct without evidence.
Comments aimed at third parties rather than my staff or myself may also be judged to be unacceptable because of the effect that reading or listening to these may have on my staff or myself.
Any and all threats against my staff or myself will be taken extremely seriously and any contact may be ended at any time and a formal report of any such behaviour made to local police under Operation Bridger and the Metropolitan Police Service’s Parliamentary Liaison and Investigations Team (PLaIT).
2. Unreasonable demands
A demand is unreasonable when it impacts substantially on my work and the work my staff carry out on my behalf, or would impact substantially on that work if it is complied with.
Examples of this behaviour include and is not limited to:
- demanding (repeatedly) a response within an unreasonable timescale, including setting unilaterally deadlines;
- insisting on seeing or speaking to myself or a particular member of staff when that is not possible;
- changing (repeatedly) the substance of an enquiry or raising concerns unrelated to the case; or
- vexatious complaints or persisting in a line of enquiry when I have already provided or secured a full and comprehensive response to the issue(s) concerned and no new evidence or detail is provided to justify reopening the case.
An example of the impact of such behaviour would be that the demand takes up an excessive amount of time and in doing so disadvantages other constituents and prevents their enquiries from being dealt with efficiently.
3. Unreasonable levels of contact
Sometimes the volume, frequency and duration of contact made to my office by an individual causes problems. This can occur over a short period (e.g. a number of telephone calls in one day or hour, or frequent and persistent emails on a range of issues, unrelated or otherwise, that take up a disproportionate amount of staff time, which we refer to as “spamming”); or may occur over the life-span of a case when a constituent repeatedly makes long telephone calls to my office or inundates me with copies of information that have already been received or that is irrelevant to the case.
I consider that the level of contact has become unreasonable when the amount of time spent talking to a constituent by telephone, or reviewing, filing and responding to written correspondence impacts on the ability of my staff and myself to deal with that enquiry or with other constituents’ enquiries.
Examples of this behaviour include and are not limited to:
- making repeated and unnecessary contact during the course of an enquiry that has already been acknowledged as being acted on; or
- refusing to accept a decision where explanations for the decision have been provided.
4. Harassment
My staff and I have the right to carry out our duties free from harassment or threats of harassment. I ask every constituent to respect that my staff are delivering a service on my behalf and therefore this may not reflect their own views or preferences.
Examples of behaviours I consider to be harassment against my staff and myself include:
- recording telephone discussions and publishing the information online;
- contacting my staff or myself using personal details;
- contacting my staff via their social media presence; or
- publishing personal, sensitive or private information about my staff or myself online or other public domains such as notice boards or newsletters.
5. Refusal to co-operate
When considering a new or further enquiry from a constituent, my staff may need to ask for additional information or clarification of information that has been shared, including in terms of providing a summary of concerns, in order to understand the issue(s) that I will respond to and to ensure that I am in a position to make appropriate representations to address that issue or issues.
Sometimes, a constituent repeatedly refuses to co-operate or fails to respond to such requests and this makes it difficult for my staff and I to proceed in trying to help them. My staff and I will always seek to assist someone if they have a specific, genuine difficulty complying with a request.
However, it is unacceptable for constituents to contact me and then not respond to clear and appropriate requests I make or which my staff make on my behalf in an effort to assist them.
I also consider it unacceptable where, having secured a (final) response to representations made on behalf of a constituent, that constituent fails to follow instructions or heed advice given in that response or advice which I offer when I share any response, which would help resolve their case; or their behaviour towards the stakeholder representations were made to, such as the local council or a local housing association, and/or its agents or third parties acting on the stakeholders’ behalf means that the solution offered to resolve the issue(s) the constituent has contacted me about cannot be implemented. This may include being aggressive or abusive towards the relevant stakeholder and/or its agents or third parties to such a degree that they decide not to engage with the constituent for their own safety or wellbeing.
6. Reasonable adjustments
I understand that some constituents may find it difficult to express themselves or communicate clearly, especially when they are anxious or upset. I therefore ask that a constituent explains what adjustments they are seeking and how these will ensure they can access the service my staff offer.
My staff and I will always consider making reasonable adjustments for a constituent who has requested these.
Examples of adjustments we will consider include and are not limited to:
- using different methods of communication;
- providing written communication in large print, coloured text, or in translation; or
- giving clear and polite warnings where written exchanges or telephone or in-person conversations become unproductive, in order to allow the constituent the opportunity to modify their behaviour.
I may use other sections of this policy, if there are actions or behaviours that are having or may have a negative effect on my staff or myself where a reasonable adjustment has been made.
7. Actions I may take
When my staff and/or myself experience behaviour that is unacceptable, I may take one or more of the following formal actions:
- Warning the constituent in writing about their behaviour and requesting that they modify their behaviour in future contact;
- Reporting the constituent to local police under Operation Bridger and the Metropolitan Police Service’s Parliamentary Liaison and Investigations Team (PLaIT);
- Appointing a member of staff as a specific point of contact for the constituent;
- Communicating with the constituent only in writing or via a member of staff;
- Restricting or limiting contact with the constituent;
- Deciding not to respond to the constituent on the basis that their enquiry is being pursued in a way that is unacceptable;
- Stopping all communication with the constituent, including blocking the constituent’s email address and telephone number.
Where any such formal action is taken, a note may be placed in my office’s records to this effect.
October 2025