LGA code of conduct

Date created: January 2024

Reviewed: March 2026

Responsible Officer: Assistant Chief Executive

Date of review/revision Amendments made: June 2025

Purpose  

1.    The LGA values the contributions of the many councillors and independent appointees undertaking formal LGA roles. The purpose of this Code of Conduct is to set out the conduct expected of them and to help than understand the types of behaviours that could lead to complaints being made against them.

Scope

2.    This Code of Conduct covers:- 

• Councillors elected by the General Assembly or appointed by the LGA’s political groups to a formal LGA role;
• Independent appointees to a formal LGA role and
• Former councillors continuing as a LGA member peer after standing down from political office.

3.    The LGA’s president and vice presidents are serving Members of Parliament, Peers or Welsh Assembly Members. All are bound by, and required to operate in accordance with, their respective Codes of Conduct in the course of their work on behalf of the LGA.

4.    The LGA is a company. Directors on the LGA and IDeA company boards have additional responsibilities as Directors set out in the Companies Act 2006, which take precedence over the provisions of this code. These are set out in the Directors’ Responsibilities.

5.    Agreeing to comply with the Code of Conduct is a condition of appointment onto any LGA body. 

Definitions  

6.    For the purposes of this Code of Conduct,

• “Councillor” means a member of a local authority or a directly elected mayor.
• “Local authority” includes county councils, district councils, unitary councils, London boroughs, the City of London, combined authorities, combined county authorities, fire and rescue authorities, joint authorities, town and parish councils and National Park authorities.
• “Formal LGA role” means (1) place on a board, committee or task and finish group; (2) LGA appointment to an outside body; (3) National and Regional Lead peer; (4) Member peer.
• “Independent appointee” is a person appointed or elected to a formal role, in a voting or non-voting capacity, who does not fall within the definition of councillor above.

General principles of councillor conduct  

7.    Everyone in public office who serves the public or delivers public services must uphold the Seven Principles of Public Life, known as the Nolan Principles (Appendix 1). Building on these, the following principles have been developed for anyone appointed or elected to a formal LGA role.

8.    In accordance with the trust in and responsibility placed on me:

• I act with integrity and honesty;
• I act lawfully;
• I treat all persons fairly and with respect;
• I lead by example and act in a way that secures confidence in the LGA;
• I act as a champion and advocate for the sector and I impartially exercise my responsibilities in the interests of the LGA and local government;
• I do not improperly seek to confer an advantage, or disadvantage, on any person;
• I declare conflicts of interest and remove myself from activity where appropriate;
• I exercise reasonable care and diligence; and
• I ensure that the LGA’s resources are used prudently in accordance with its Articles of Association, priorities and policies and in the interest of local government.

9.    The Code applies to all forms of communication and interaction conducted as part of, or referencing, the LGA role, including but not limited to:  

• face-to-face meetings  
• online or telephone meetings  
• written communication  
• verbal communication  
• non-verbal communication  
• electronic and social media communication, posts, statements and comments.

The LGA’s values and behaviours

10.    The LGA has adopted a Strategic Framework, that sets out our purpose, vision  and goals.  The Strategic Framework is underpinned by our values and behaviours. Councillors are expected to follow the LGA’s values and behaviours as set out in the figure below.

[Image alt text: LGA values and behaviours

LGA values

• Collaboration: Trust, share, co-create
• Inclusion: Dignity, empathy, compassion
• Ambition: Commit, improve, innovate
• Respect: Celebrate, listen, accountable

LGA behaviours

• LGA members and staff work together to achieve our shared purpose.]

Standards of conduct 

11.    You are expected to uphold the highest standards of conduct in your formal LGA role. This section sets out the standards required of you.

11.1.    Respect

I treat other councillors, LGA employees, and representatives of partner organisations with respect for them and for the role they play.

Respect means politeness and courtesy in behaviour, speech, and in the written word.

Debate and different views are part of a healthy democracy. As a councillor, you can constructively challenge, express concerns and hold officers and other councillors to account in a robust but civil manner but you should not subject any individual(s), group(s) or organisation(s) to personal attack.

In return, you have the right to respectful behaviour from those with whom you interact in your LGA role.

11.2.    Bullying, abuse, harassment and discrimination

I do not bully, abuse or harass any person; I promote equalities and do not discriminate unlawfully against any person.

Bullying is defined as offensive, intimidating, malicious or insulting behaviour, or an abuse of power that undermines or humiliates. It can be a regular pattern or one-off incident, take place face-to-face, on social media, by email or phone and in any work-related setting. It may not always be obvious or noticed by others.

Abuse and harassment are defined as a single act or repeated conduct that causes alarm, distress or fear of violence. It can include unwanted contact or communications in a manner that could cause distress or fear in a reasonable person.

Unlawful discrimination is treating a person unfairly because of a protected characteristic - 
age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation.

11.3.    Impartiality of officers

I do not compromise, or attempt to compromise, the impartiality of anyone who works for, or on behalf of, the LGA.

With the exception of group office staff, LGA officers must be politically neutral. You must not seek to coerce or persuade them to act in a way that would undermine their neutrality or try to force them to change their advice if doing so would prejudice their professional integrity.

11.4.    Confidentiality and access to information

I do not use information gained through my LGA role for the advancement of myself, my friends, my family, my employer or my business interests; I do not disclose information given to me in confidence, or acquired by me which I should reasonably be aware is confidential.

The LGA works by political consensus and its work includes developing confidential policy lines, negotiating national agreements and supporting councils with particular challenges. You must not disclose confidential information, which could damage not only the LGA but also individuals, individual councils and the wider sector.

The LGA is subject to the Freedom of Information Act so consider this when entering into any communications, including on social media, text, WhatsApp or other written channels.

11.5.    Disrepute

I do not bring the LGA, or my role in it, into disrepute.

The LGA relies on being able to speak as the national voice of local government to fulfil its purpose to support, promote and improve councils.

You should be mindful that some actions, both inside and outside your formal LGA role, could have an adverse impact the reputation of the LGA and may lower the confidence others place in the LGA to fulfil its functions.

Such actions could include openly and persistently acting contrary to any of the standards of conduct set out in this section or being subject to formal police investigation.

11.6.    Use of position

I do not use or attempt to use my position improperly to my advantage or the disadvantage of others or to promote views that are my own and are not the agreed LGA position.

The responsibilities of your LGA role may bring enhanced profile and opportunities. You should not take advantage of these to further your own or others’ private interests or to disadvantage anyone unfairly.

Before accepting invitations to speak, give interviews or write articles in your LGA capacity, first notify the Director of Communications or to your lead LGA contact officer to secure approval.

11.7.    Use of LGA resources

I use LGA resources to deliver my role effectively and in accordance with LGA policies and the role profile of the position I have been appointed or elected to.

Depending on your role, you may receive a Special Responsibility Allowance, be able to claim expenses, have access to LGA equipment such as phones and laptops or to LGA expertise and facilities. These are intended to recognise the time and expertise that you devote to your LGA role, reimburse you for expenditure you incur and enable you to deliver your role effectively. They must not be used for business or personal gain.

11.8.     Gifts and hospitality

I do not accept gifts or hospitality received in relation to my LGA role for a real or substantive personal gain; I register with the Member Services any gift or hospitality with an estimated value of at least £50 within 28 days of its receipt.

To protect your position and the reputation of the LGA, you should exercise caution in accepting gifts or hospitality which are or could reasonably be believed to be offered to you because of your LGA role.

11.9.     Declaration of Interests

I register and disclose my interests on the LGA register of interests and I update the register if my circumstances change within 28 days of receipt.

The LGA maintains a register of councillors’ interests, which will be sent to you annually with your letter of appointment. You should complete (or for existing members update) the register, in accordance with the accompanying guidance. For transparency the register is published on the LGA website, allowing you to demonstrate openness and willingness to be held accountable.

At the start of each meeting you should also declare any interest in any item being discussed.

11.10.    Complying with the Code of Conduct

I undertake to comply with the LGA Code of Conduct and with any sanction imposed on me in the event that I am found to have breached the Code. I undertake not to attempt to intimidate any person carrying out an investigation on behalf of the LGA in relation to any complaint received against me.

Failure to comply with this Code of Conduct

12.    Individuals failing to comply with this Code of Conduct may be subject to investigation by the LGA. The LGA reserves the right to suspend the individual during the investigation and subject to the outcome, to remove them from office. The process for investigations is set out in appendix 2.

Supporting policies and protocols

13.    This Code of Conduct should be read in conjunction with 

LGA Complaints policy and procedure

Sets out the process for handling complaints against the LGA president and vice presidents.

Member-Officer protocol

Sets the framework for positive working relations between LGA members and officers.

14.    The Code also aligns with the provisions set out in:

Resolutions policy

Sets out the process for officers wishing to raise a grievance against a colleague, manager or LGA elected member.

Directors’ responsibilities

Sets out the additional responsibilities of members who sit as directors on company boards.

The principles are:  

Selflessness  

Holders of public office should act solely in terms of the public interest.

Integrity

Holders of public office must avoid placing themselves under any obligation to people or organisations that might try inappropriately to influence them in their work. They should not act or take decisions in order to gain financial or other material benefits for themselves, their family, or their friends. They must disclose and resolve any interests and relationships.

Objectivity  

Holders of public office must act and take decisions impartially, fairly and on merit, using  
the best evidence and without discrimination or bias.

Accountability  

Holders of public office are accountable to the public for their decisions and actions and  
must submit themselves to the scrutiny necessary to ensure this.

Openness  

Holders of public office should act and take decisions in an open and transparent manner. 
Information should not be withheld from the public unless there are clear and lawful 
reasons for so doing.

Honesty  

Holders of public office should be truthful.

Leadership  

Holders of public office should exhibit these principles in their own behaviour. They should actively promote and robustly support the principles and be willing to challenge poor  
behaviour wherever it occurs.

This process sets out how the LGA will deal with breaches of the code of conduct. The process is overseen by the Audit & Risk Assurance Committee (ARAC) and the LGA Board.

When this process applies

The LGA’s code of conduct applies to councillors in LGA roles, independent appointees in a formal LGA role and former councillors continuing as an LGA member peer after standing down from political office.

This process only applies when a councillor or independent appointee is performing an LGA or IDeA role, such as attending a meeting or conference on behalf of the LGA. It does not apply when they are acting as a councillor of their local authority. Any complaints in relation to their council role will not be considered. If there is any dispute about which role a member was acting in at the time of the complaint, this will be decided by the LGA’s Director of Operations  , and their decision is final.

Political Group Offices will be informed of any complaints received by the Director of Operations and will take appropriate action following their own internal processes relating to their members. The LGA will apply the process set out below separately to any similar investigation being done by the member’s political party or LGA political group. Its primary purpose is to ensure the LGA can act against allegations of breaches of the code of conduct independently of political groups. Should group processes run faster than the LGA’s process, it may be appropriate to end an investigation early if a resolution or sanction that is deemed suitable and sufficient to the LGA has been achieved.

While it is generally not considered necessary to conduct an investigation when a member has left their LGA role, there may be rare occasions when the Director of Operations may decide that an investigation is required.

The LGA will inform the Monitoring Officer of a member’s home council(s) and the leader of the member’s LGA Group when that member is under investigation and the final outcome of the investigation.

How to make a complaint

Complaints about breaches of the code of conduct should be addressed to the LGA’s Director of Operations via [email protected] or 18 Smith Square, Westminster, London SW1P 3HZ. They should generally be made within three months of the alleged breach of the code.

Informal resolution

With the agreement of all parties, the Director of Operations may choose to deal with the matter via informal resolution rather than conduct a formal investigation. Such a process is, by definition, informal and so should be agreed on a case-by-case basis in consultation with both parties and, if appropriate, the relevant group office.

Investigation process

Investigations will be carried out by the Director of Operations or their nominee who must be a senior member of LGA staff with experience of carrying out disciplinary investigations.

The member who is the subject of the complaint will be notified in writing of the alleged breach of the code within five working days of the receipt of the complaint, as well as the arrangements for the investigation. Members are expected to co-operate fully with the investigation.

All investigations will include at least one interview with the member who is the subject of the allegation, who will be invited to provide any relevant information. The interview(s) may be conducted face to face or remotely. Members may be accompanied during an interview by a friend or colleague, as a companion to provide support and not to represent them.

If the Director of Operations  considers an allegation to be particularly serious, they may ask the LGA Board to suspend a member from LGA duties until the investigation has concluded.

Investigation outcome

Following the investigation, the report along with any written submissions from the member will be presented to the ARAC for decision. Papers will be made available to the member, investigating officer and committee members at least one week before the meeting.

ARAC, through its chair, controls the procedure and evidence presented at a hearing, including the number of witnesses and the way witnesses are questioned.

In many cases, ARAC may not need to consider any evidence other than the investigation report and any other supporting documents. However, it may need to hear from witnesses if more evidence is needed, or if people do not agree with certain findings of fact in the report.

ARAC can allow witnesses to be questioned and cross-examined by the subject member or the investigator. Alternatively, ARAC can ask that these questions be directed through the chair. ARAC can also question witnesses directly. If the committee believes that questions are irrelevant or oppressive then the chair should stop that particular line of questioning.

Generally, the member is entitled to present their case as they see fit, which includes calling the witnesses they may want and which are relevant to the matters to be heard. However, ARAC has the right to govern its own procedures as long as it acts fairly. For this reason, ARAC may limit the number of witnesses if the number is unreasonable.

Once ARAC has heard all the relevant evidence it should suspend the hearing and retire in private to consider its finding. ARAC will consider:

• whether there has been a breach
• how serious the breach is
• what action should be taken.

Any officer who retires with the committee is there to advise on matters of procedure and law. Any advice given must then be conveyed back publicly to the meeting.

If the committee, after retiring, decides that it needs to reconsider certain matters it is able to reconvene to ask further questions.

Once the committee has reached its decision it should reconvene to inform the member and it will make sure a short, written decision available on the day of the hearing. The officer providing administrative support to the committee will normally also draft minutes of the meeting. The committee should give its full written decision to the relevant parties as soon as possible after the hearing. In most cases this should be within one week of the hearing.

The member’s political group and council will be informed of the decision.

Sanctions

ARAC may impose one of the following sanctions on a member: 

• A discussion between the member and any other LGA member or officer. 
• Advice and assistance on how their conduct can be improved.
• The offer of training or other form of support.
• A formal censure in the form of a letter setting out ARAC’s conclusions, expressing concern about the member’s behaviour and specifying that there must be improvement.
• Removal of the member from their LGA role*.

Should a member be removed from their LGA role, they may not be reappointed into another LGA role for two years from the date of ARAC’s decision.

*LGA Directors

Under the LGA’s Articles of Association, directors can only be removed from office by the LGA Board. Where ARAC has received a complaint about a director and decides that the appropriate sanction should be removal from office, this will then be referred to the LGA Board for decision.

The Board will be provided with the same written information as ARAC. However, only the member and the Chair of ARAC will be allowed to speak at the Board meeting. Having heard representations, the Board will vote on whether or not to remove the member from the Board, with the decision made by a simple majority.

Appeals

Where sanctions are imposed on a member, they have a right of appeal. The appeal will be heard by a panel consisting of a member from each political group at the LGA, none of whom may have previous knowledge of the case. One member of the appeals panel must be an LGA director.

There is no appeal for LGA directors removed from their role by the LGA Board.

Date created: January 2024

Responsible Officer: Head of Corporate Services

Date of review/revision Amendments made

Date of next review: January 2025

Introduction

1. Members and officers have separate and distinct roles. This protocol is designed to provide a guide to good working relationships between LGA members and 1LGA officers, to define their respective roles and set out some principles governing conduct and engagement between them. It sits alongside the policies, procedures and protocols listed in Appendix A. Roles of LGA Members and officers

Members

2. Members are appointed to LGA roles by the political groups. The exceptions are the president, chair, vice chairs and deputy chairs, who are nominated by the political groups but elected by the General Assembly.

3. LGA Members are councillors (or equivalent) from LGA member councils and must balance their responsibilities as elected local representatives with their LGA commitments. In relation to their role at the LGA it is their responsibility to:

• bullets act in accordance with the Code of Conduct for Political and Independent Appointees;
• participate fully in the work and activities of the relevant board/committee, with regard to the professional advice from officers and the framework set by the LGA Plan (our business plan);
• actively engage with councils and groupings of councils to secure the views and involvement of the wider membership to inform the board/committee priorities and policy lines;
• seek to reach decisions and policy positions by consensus for the benefit of local government;
• represent the LGA, promote its lobbying positions and act as an advocate for the LGA, its work and priorities.

4. The LGA Board, its chair, vice and deputy chairs have additional legal responsibilities as company directors of the LGA. The chair and vice chairs in particular also act as cross-party advocates for the LGA and local government.

5. The IDeA Board also appoints “Independent Directors” who must not be elected members but who must discharge their responsibilities as company directors. They participate fully in the work and activities of the IDeA Board, giving regard to professional advice from officers and the framework set by the LGA Plan.

(LGA Officers means employees whose contract of employment is with the LGA or the IDeA Officers)

6. LGA Officers are employed to undertake an organisational role. Officers report to their line manager and are ultimately responsible to the chief executive as head of paid staff of the LGA.

7. Depending on their role it is officers’ responsibility to:

• give professional advice and recommendations to members that is clear, timely, independent and non-partisan;
• develop and implement plans, policies and services in accordance with the overall framework set by the LGA Board and LGA Plan, unaffected by
• represent the LGA and its lobbying positions, especially when dealing with government officials and external organisations;
• manage the day-to-day running of the LGA in accordance with the strategic direction set by the LGA Board. What LGA Members can expect of officers.

8. LGA Members can expect officers to:

• act in accordance with the LGA’s code of conduct for staff;
• with the exception of staff in the political group offices (see paragraph 10), to act impartially and demonstrate political neutrality at all times
• ensure that LGA Members have the timely, high-quality information and support they need to carry out their LGA roles and make informed decisions
• act professionally and with discretion, maintaining confidentiality where it is proper for them to do so
• be helpful, courteous and professional, and to work with all LGA Members equally and fairly
• understand that we work in a politically-led organisation and to ensure that they secure appropriate political sign off for content in the public domain
• understand that robust challenge and debate is part of the process of reaching consensus
• serve all LGA Members and not just Board chairs or those of the largest political group
• not canvass LGA Members or otherwise seek to gain favour for personal or career advantage for themselves or their family
• respect that LGA Members have many commitments outside the LGA; ensure that papers and requests are clear, concise and sent out in good time.

What officers can expect of LGA Members

9. Officers can expect LGA Members to:

• act in accordance with the LGA Councillor Code of Conduct and the role profile for their LGA role
• accept that officers are accountable to the LGA through their line manager and ultimately the chief executive and not to exert influence or pressure, or request special treatment because they are an LGA Member, regardless of the office they hold
• fully consider advice and recommendations for the purpose of making informed judgements
• provide robust challenge, while ensuring they do not single out any officer for blame, criticism, personal attacks or using words or actions that would undermine them
• not require officers to carry out work within unreasonable timescales or on a matter which is not justified in terms of budgetary controls, LGA policy or an officer’s duties and responsibilities
• be open, honest and courteous in their interactions with officers
• not become involved in the day-to-day management of the LGA
• accept that officers must act independently of political bias
• not assume that officers have any allegiance to a political party or put them in a position where they feel they must agree with a particular political line
• not ask officers to breach the LGA’s policies or protocols, or to act unlawfully, or outside the terms of their job
• not request unauthorised access to resources or information held by the LGA
• act lawfully and to maintain confidentiality when appropriate to do so
• respect officers’ private lives and be mindful of that boundary when contacting them outside traditional working hours, or mutually agreed hours. If contacting officers outside these hours, to do so via email or other previously agreed method, rather than calling or messaging unexpectedly.

Group office staff

10. Group office staff are permitted to be politically active. The heads of group office are part of the corporate leadership team and are a valuable source of advice on handling politically sensitive issues, developing policies and practices in advance of political sign off.

11. The heads of group office meet as a team every two weeks.

Advising or seeking guidance from political groups

12. The LGA’s political conventions allow political groups, with the approval of the chief executive, to invite officers to attend group meetings to provide information, advice or confidential briefings, or to commission research.

13. Officers must ensure that any advice they give is objective and politically impartial and that they treat requests from all groups in an equivalent way and not give priority to larger groups.

14. Officers can provide information and advice relating to LGA business and policy - they cannot be involved in group business. Where officers are invited to attend a group meeting, the agenda should be structured to ensure that they are not present when party business is being discussed.

15. Equally, officers may sometimes wish to seek political guidance in framing policy proposals or communications to ensure that they have full cross-party support. The best way to do this is normally through the head of corporate services and/or the heads of group offices, who can advise on handling.

Member initiated contact with officers

16. LGA Members are free to approach any LGA officer for information or advice to assist them in carrying out their LGA role. Outside the political group offices and members services team, contact will generally be at a senior level, or with the designated subject or programme lead officers in the first instance.

17. Depending on the subject, appropriate officers for a first contact include directors or heads of service, principal advisers in policy or regional teams, or officers in the political group offices or member services team.

18. Where the lead officer for a subject area is more junior, members are asked to copy in a senior manager to any written requests. Familiarity and relationships

19. Close personal, family or business relationships between LGA Members and officers should be avoided where possible. Where relationships exist already, or develop, they should be disclosed to the relevant head of group office and director, who may seek advice from HR and the head of corporate services. Those concerned should take particular care to follow this protocol in the course of their LGA activities. Selection and recruitment of officers

20. Recruitment of officers is set out in the LGA’s recruitment policy.

21. The chair and group leaders (vice chairs of the LGA), or their designated representatives, will be invited to take part in the recruitment of the chief executive and the deputy chief executive

22. The appropriate group leader and designated senior members will be invited to take part in the recruitment of their head of group office.

23. All other staff appointments are the responsibility of the relevant recruiting manager

Complaints and criticism

24. The procedure for handling a complaint against an LGA member is set out in the Employee Resolutions Policy and the Protocol for Conduct of LGA political appointments.

25. Should an LGA Member wish to raise a complaint against an officer, they should contact the head of corporate services in the first instance. Should that not be appropriate, the Member should contact the chief executive.

26. The head of corporate services/chief executive will consider next steps in line with the LGA’s HR policies. 

Appendix A - Associated policies, procedures, protocols and guidance

1. Political conventions paras 21-23
2. Employee code of conduct
3. Code of conduct for LGA political and independent appointees
4. Dignity at work policy
5. Resolutions policy
6. Anti-fraud, bribery and corruption policy;
7. Content in the public domain guidance
8. Whistleblowing policy;
9. Declaration and registration of Interests protocol;
10. Gifts and hospitality protocol.

These policies are available to view on the Wire: