Why Every Parish and Town Clerk Should Join a Trade Union: A Triage Officer's Perspective
As I sit down to write this blog post following my recent presentation for Scribe Academy, I'm reminded of a sobering statistic that drives my passion for this work: out of our approximately 1,000 ALCC members, we currently have 150 live cases of clerks experiencing workplace difficulties. That's 15% of our membership dealing with serious work-related problems at any given time.
My name is Tony Jay, and I serve as the Triage Officer for the Association of Local Council Clerks (ALCC), a registered and affiliated trade union. I've been a parish clerk since 2013, passed my CiLCA qualification in 2015, and currently work as a clerk for two parish councils while also providing locum services and internal auditing for eight others. Before entering the local government sector, I spent years as a police officer where I served as a Police Federation representative for most of my working life. This experience in representing people and helping them through difficult situations has shaped my understanding of why trade union membership is not just beneficial—it's essential.
Why This Topic Matters to Parish and Town Councils
We all work in what I can only describe as a vulnerable sector. Our job satisfaction and working environment largely depend on the attitudes and behaviours of two key groups: councillors and members of the public. While many councillors are wonderful people who fully understand and appreciate the work of their clerk, unfortunately, others don't. Similarly, while most members of the public are reasonable, we all know about those troublemakers—the vexatious individuals who won't accept answers, who bombard us with emails, or who take to Facebook to air their grievances about the council or its clerk.
The harsh reality is that bullying and harassment of council staff is commonplace. I cannot emphasize this enough. Through my role as triage officer, I see every inquiry that comes to the ALCC, and we receive approximately 10 to 15 tickets or enquiries every week—that's roughly two clerks per day reaching out for help with problems.
The Speed of Change: From Good to Toxic
Perhaps the most important message I want to share with you today is this: a very good working environment can easily and quickly change to a toxic one. You might be working with excellent councillors in a supportive environment with no public hassle, but situations can shift dramatically overnight.
Consider these scenarios:
- New councillors join through co-option or election, bringing with them different attitudes or a lack of understanding about the clerk's role
- A troublemaker moves into your area and begins attending meetings, making persistent complaints, or stirring up problems on social media
- Facebook campaigns emerge with keyboard warriors questioning the clerk's competence or the council's decisions
I've seen flourishing working relationships deteriorate rapidly when new councillors arrive who view the clerk as their personal secretary rather than the council's professional officer. They demand immediate responses to emails, expect the clerk to act on individual instructions rather than council decisions, and fundamentally misunderstand the unique dual role we occupy—employed by the council yet responsible for advising them on legal and procedural matters.
Where to Turn When Problems Arise
If You're Not in a Trade Union
When clerks aren't union members, they typically turn to:
Fellow clerks on social media and forums. While colleagues can be supportive, their advice isn't always correct. I regularly see well-meaning but incorrect guidance shared in clerk Facebook groups, which I sometimes feel compelled to correct.
Family and friends offer emotional support but rarely understand employment law, let alone how it specifically applies to our unique sector. They won't grasp concepts like why no individual councillor can be a clerk's line manager—the council as a body serves that function.
Your own research using resources like Arnold Baker or the ACAS website can be valuable, but you need to ensure you're looking in the right places and interpreting the information correctly for our specific context.
Council policies—and here I must laugh, though not with humour. The number of council policies I review that completely breach employment law is astounding. I'll read grievance procedures that designate the chairman as the "sole arbitrary person" for dealing with complaints, which is utterly illegal. Always use NALC's standard model policies if you want to avoid these pitfalls.
Other Trade Unions vs. Sector-Specific Support
Larger unions like Unison offer general employment law advice and have responsive helplines. However, they face a critical limitation: they don't always understand our sector.
I regularly attend meetings where HR representatives struggle with basic concepts unique to local councils. They often don't understand that we have no traditional line manager, that the council employs us while we advise them, or the delicate balance of our relationship with councillors. It's similar to the magistrates' court system—magistrates make decisions, but the clerk provides all the legal advice. We exist in a unique dual position that generic employment advisors often can't navigate effectively.
What ALCC Offers: Sector-Specific Expertise
When you're an ALCC member facing difficulties, here's what happens:
Immediate Response: I personally answer our helpline. If I don't pick up immediately, the call bounces to other officers. As working clerks ourselves, we understand the urgency of your situation. When tickets come through our system, they appear on my screen immediately, and unless I'm dealing with urgent council work, I address them straight away.
Dedicated Support: For complex cases, you'll be allocated a dedicated Employment Support Officer (ESO)—a fellow clerk with extensive training in employment law specific to our sector. About 70-80% of the time, that ESO will be me, as my 20-hour weekly contract with ALCC allows significant time for casework.
Meeting Attendance: We attend those crucial initial meetings—the ones larger unions might skip. Whether in person or via Zoom, we'll be there from the very first interview. I have meetings booked regularly, including physical attendance when practical.
Ongoing Support Throughout the Process: This aspect cannot be understated. When clerks first contact me, they're often in tears due to the treatment they're experiencing. I frequently spend an hour or more on that initial call, providing what might be their first supportive shoulder to cry on. Throughout the ongoing process, they call me regularly—sometimes at weekends—seeking reassurance. Having experienced workplace complaints myself during my police career, I understand the stress and provide the same level of support I once received.
Real-World Examples of ALCC Support
Let me share some examples of the inquiries we handle, while maintaining confidentiality:
Bullying and Harassment
This represents our largest category of cases. Micromanagement is a common form of bullying, particularly around timesheets. I recently dealt with a clerk whose Personnel Committee chair demanded incredibly detailed timesheets: "9:02 - phone call to Mr. Jones about bin collections, 9:03 - email from Mr. Smith, 9:06 - toilet break." I'm not exaggerating. It took considerable effort to educate the council that this level of micromanagement constitutes bullying and that no councillor serves as the clerk's line manager.
Openly challenging the clerk's advice during meetings creates uncomfortable situations, especially with public present. I've experienced this myself—providing legal guidance only to have councillors publicly dismiss it or demand justification for following proper procedures.
Demands from Individual Councillors
Individual councillors, often chairs, frequently demand that clerks take action not approved by the full council. "I want you to write a letter saying we object to this proposal." When the clerk correctly responds that this hasn't been agreed by council, the response is often: "I'm the chair—I'm telling you to do it."
Contract and Employment Issues
Missing contracts are surprisingly common, particularly in smaller councils. Some clerks work without any contract because councils "refuse" to provide one—a clear breach of employment law.
Inadequate contracts modified by councillors who "know better" than NALC model templates often create legal problems. I've seen contracts designating chairs as line managers or imposing inappropriate restrictions on clerks.
Salary and Hours Reviews
The disparity in clerk wages is striking. Similar councils might pay ÂŁ14 versus ÂŁ18 per hour that a clerk gets at another council for identical work. More concerning is the mismatch between contracted hours and actual workload. A clerk contracted for 10 hours but working 15 is effectively earning two-thirds of their apparent hourly rate.
I'm sceptical of the standard matrix used to determine hours, as it doesn't account for variables like vexatious residents, the level of councillor self-sufficiency, or FOI request frequency. I recently left a council where the matrix suggested reducing hours from my adequate 20 to 15 for a new clerk—who now regularly contacts me because she is worried that she may not be able to complete the work within her contracted time.
When Working Relationships Break Down
Sometimes, despite our best efforts, working relationships become irretrievably broken. I arrange meetings with council representatives to educate them about bullying and appropriate behaviour, but if councillors refuse to change, clerks face a stark choice: endure the situation or leave.
This is a damning indictment of our sector, but until proper sanctions exist for councillor misconduct, this reality persists.
Practical Strategies for Leaving Toxic Situations
When a clerk decides they cannot continue, I help negotiate Severance of Employment Agreements. These legal documents, costing councils approximately ÂŁ400 to produce, provide:
- Lump sum payments: I typically start negotiations at six months' salary, though final agreements vary based on circumstances. Previous settlements I've secured range from under ÂŁ7,000 to ÂŁ22,000.
- Non-disclosure agreements protecting both parties from public criticism
- Standard references ensuring future employment isn't jeopardized
If councils refuse severance negotiations, clerks can resign citing constructive dismissal and pursue employment tribunal proceedings. Most councils prefer out-of-court settlements given:
- Current two-year tribunal backlogs
- Legal costs and potential adverse cost orders
- Harsher financial penalties for rejecting reasonable settlement offers
Important note: Check your house insurance policy for legal expenses coverage—it typically covers your employment tribunal costs.
How ALCC Functions: Your Support Network
Our organization operates with:
- Volunteer leadership: Chair, secretary, and treasurer are all working clerks
- Regional representation: 12 committee members across different regions .
- Paid coordination: My 20-hour weekly role as triage officer
- Trained ESOs: Fellow clerks with extensive employment law training who receive ÂŁ50 per new case and ÂŁ100 for first meetings they attend and ÂŁ50 for subsequent meetings
We're always seeking new committee members and ESOs. If you're interested in representing fellow clerks, please contact me—it's not an onerous commitment, mostly involving quarterly ALCC committee meetings, most of which are held on Zoom.
Membership: Your Professional Insurance Policy
Joining ALCC costs just £50 annually—roughly £1 per week. Think of union membership as professional insurance. Like house or holiday insurance, you hope never to need it, but you'll be grateful it's there if problems arise.
New member limitation: We don't provide ESO support during your first month. This prevents people from joining only when they have immediate problems—that wouldn't be fair to members who pay their dues year-round without needing support. However, I'm happy to provide initial guidance during that first month, and we can often delay formal proceedings until full support is available.
The Positive Reality
Let me conclude with some reassurance: it's not all doom and gloom. The vast majority of clerks work in happy environments and never experience serious work-related problems. I've worked for several councils throughout my career, and most experiences have been excellent. However, I personally have resigned from two positions due to bullying.
However, things can change quickly, and that's precisely why you need the support of a sector-specific trade union.
Key Takeaways
- Workplace problems are common: 15% of our members have active cases at any given time
- Situations change rapidly: Good working environments can become toxic overnight
- Sector expertise matters: Generic unions often can't provide the specialized knowledge our unique role requires
- Document everything: If you're experiencing problems, maintain detailed records of incidents
- Early intervention works: Many issues can be resolved through education and communication
- Professional support exists: You don't have to face workplace challenges alone
- Membership is affordable insurance: ÂŁ50 annually provides comprehensive support and peace of mind
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Watch the Full Session
You can watch the complete webinar (51mins) recording here.
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Looking Forward
Every clerk deserves to work in a supportive, professional environment. When that's threatened, you need allies who understand our sector's unique challenges and can provide effective representation. The ALCC exists to be that ally, offering expertise born from experience and support rooted in genuine understanding of what we do.
If you're not already a member, I encourage you to visit our website and join today. And if you're interested in supporting fellow clerks as an ESO or committee member, I'd love to hear from you.
Resources and Contact Information
Full webinar recording: [Available on Scribe Academy YouTube channel] ALCC website: [Join at alccunion.co.uk] Direct contact: triage@alccunion.co.uk
FAQ: Common Questions About ALCC Membership
Q: How quickly does ALCC respond to queries? A: Since I started as triage officer in December, response times have dramatically improved. All queries receive responses within 24 hours maximum, but in reality, if you contact us during the working day, expect a response within an hour or two. If I'm at my desk when calls come in, I answer immediately.
Q: What if my council has terrible policies? A: Unfortunately, many councils create policies that breach employment law. Always compare your policies to NALC's model versions. If you're concerned about your council's policies, send them to me for review—but remember, you might one day be subject to these policies yourself.
Q: Can councils make clerks redundant? A: No. The position of proper officer must exist by law. While the role might be fulfilled by different people, the job itself cannot be eliminated, making redundancy illegal in our sector.
Q: What about threats to disband the council? A: Council disbandment requires a complex process involving public referendums, an eight-year cooling-off period, and Secretary of State approval. In a recent 12-year period, only five applications were granted. These threats rarely materialize.
Q: Do I need to keep detailed timesheets? A: Timesheets can be valuable for proving workload exceeds contracted hours but beware of micromanagement. Reasonable timesheet requirements are acceptable; demands for minute-by-minute accounting constitute bullying.
Q: What if I'm thinking about leaving my position? A: Contact us before making any decisions. We can often resolve issues through education and mediation. If leaving becomes necessary, we can help negotiate favorable departure terms rather than simply resigning.
About Tony Jay
Tony Jay (CiLCA, ACFM) serves as Triage Officer and South West Region Representative for the Association of Local Council Clerks (ALCC), bringing over a decade of local government experience to his role. Beginning his career as a parish clerk in 2013, Tony earned his CiLCA qualification in 2015 and has since worked for multiple parish councils while providing locum services and internal auditing. His previous career as a police officer, where he served as a Police Federation representative, provides unique insight into workplace advocacy and support. Tony is passionate about ensuring all clerks have access to professional representation and sector-specific guidance when facing workplace challenges.
Contact Tony directly:
- Email: tony.jay@alccunion.co.uk
- Phone: 07859 911 204
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