I am the Deputy Chair of our village Parish Council, this is the first time i have been deputy, I have been a Parish Councillor for 5 years, we have a very weak chair who wants to be everyone's friend.
The clerk we have was transferred to the Parish Council from the Town Council when the Parish council was formed 11/12 years ago, she was not a Town or Parish Clerk before, her role at the Town Council was not in anyway anything to do with being a clerk.
The problems are numerous, I will list below
Very scruffily dressed, does not project the right professional image for the Council
The office is very very untidy, this is the face of the Council and she has been asked to tidy it up
She is obstructive when asked to do something she does not want to do even if it is part of her role
She has recently, maybe a year ago, gone part time up until 1pm and due to miss management by the current chair and the previous deputy been given pay rises and now has 37 days a year annual leave
She manages two full time groundsmen, but does not provide them or the councillors with work sheets each day so that we are aware when she is not around what they are doing or if they are actually in work.
We have a very weak chair on the Personel committee, so making any changes is very difficult
She is resistant to any checking by councillors of her or the groundmen
She made life difficult for another member of staff when we tried to get cover, no trsaining thenm on the job
She is resistant to providing a contingency plan
Councillors end up doing a fair amount of the work.
Has not done the Clerk exams, even though it is now a requirement of the Clerk role in Councils
I have held senior management roles in commercial companies and would know how to deal with these problems, but I a struggling to work out how to deal with this in the council arena.
Who is her line manager, can it be the deputy and or the chair or another Councillor, how do you appoint a designated line manager,, half of our precept is paid in salaries and do not feel we are getting value for money from any of the staff.
We do have policy and procedure for appraisals that should be done by the chair of the Personnel Committee, but as I said this person is weak.
Any help would be appreciated