Branch Handbook
Branch handbook
Contents
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1. Introduction 1.1 Accessing resources
1 1
2.
IWA’s structure and direction
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3. 3.1 3.2
Branches explained What does a branch do? What does a branch committee do?
3 4 5
4. 4.1 4.2 4.2.1 4.2.2 4.3 4.3.1 4.3.2 4.3.3 4.3.4 4.3.5 4.4 4.4.1 4.4.2 4.5 4.5.1 4.5.2 4.5.3 4.5.4
Branch committee guidance Branch action Branch organisation Who can do what Roles Managing volunteers Planning Recruitment Appointing branch committee members Induction On-going support Branch meetings Branch committee meetings Branch Annual General Meetings Branch Finance Managing money Branch funds Income Expenditure
6 7 8 8 9 10 10 10 11 12 12 13 13 14 15 15 15 15 15
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Branch committee rules
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Branch support
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Branch handbook
1. Introduction As a member of an IWA branch committee, this handbook is here to guide you and your supporting volunteers through the background to branches, what is expected of a branch committee and the rules and guidance that are here to help you.
1.1 ACCESSING RESOURCES •
To access all the resources to support branch activities you are strongly encouraged to obtain a login for access to the private volunteer area of our website (www.waterways.org.uk/private) by simply emailing webmaster@waterways.org.uk.
•
All underlined text in this handbook links to further information or support. All resources mentioned in this handbook are also available on request from volunteer@waterways.org.uk or 01494 783453.
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Branch handbook
2. IWA'S STRUCTURE AND DIRECTION We are a national charity which operates through 33 local branches, grouped into eight regions, a number of national committees, a practical restoration group Waterway Recovery Group (WRG) and a subsidiary, Essex Waterways Limited. See organisation chart below.
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BRANCHES AND GROUPS
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Supporting staff at Head Office
Finance Manager
Membership & Office Manager
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Volunteer Coordinator
Marketing Manager
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Awards Panel Navigation Committee
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Investment Working Group
Canalway Cavalcade Committee
IWA Evcnts
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Regional WRG Groups
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Remuneration Committee
Finance Committee
Marketing Committee
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Waterway Recovery Group
Restoration Hub
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Regions 9 x Nationally Elected and 8 x Regionally Elected Trustees
Inland Waterways Freight Group
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CHIEF EXECUTIVE
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Ultimate control of the Association lies with our board of trustees, who are elected by our members and are responsible in law for the actions of the Association. Committees at branch, region and national level are all fully part of the Association, subject to the decisions of the board of trustees and management structures, but are allowed a significant degree of autonomy whenever possible.
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bers, plus other volu ate Mem ntee rpor rs a nd d Co s u p po rt er s S AND GROUPS BRANCHE
IWA Guidance Whilst planning and carrying out activities for the year ahead branches must follow four key sets of IWA guidance:
• Articles of Association: Sets out the legal
framework for the operations of the Association, which all parts of IWA must adhere to. Branches must broadly act to further the aims set out in this document.
• Organisational objectives: The board of
trustees may also from time to time define certain strategic objectives, which are essentially applying our charitable aims to the current situation. Branches should wherever possible seek to further these aims in their local context.
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• Policy documents: These set out the course
for the activities of the Association, adhering to legal and Charity Commission rules.
• Branch Committee Rules: These are rules
specific for branches, and replace previous branch byelaws, and can be found on pages 18 and 19 of this handbook.
It is also recommend that all guidance covered by this handbook is followed.
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3. BRANCHES EXPLAINED A major way progress is made on our charitable objectives is through our local active members and volunteers, our branches.
Branches are groups of IWA members and volunteers who have an interest in waterways in a particular geographical area. A full list of waterways branches and regions cover is available. Your branch is key to engaging people in the waterways in your area – through events, campaigns and volunteering. Every branch is different, reflecting the surrounding community and waterway users, members and individual strengths and time availability of its volunteers. One of the main strengths of a branch is the knowledge of local waterways and relationships with others who support and use them. Members can select a branch to be affiliated to or can be automatically assigned based on their postcode – so members who are interested in your local waterways may be spread far and wide. A list of postcodes in each branch area is available.
The social aspect of branches helps to keep members engaged and volunteers active. All members may attend any event organised by any branch, so visiting members may call by.
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3.1 what does a branch do? Branches are free to set their own priorities and activities, subject to the remit of IWA and ultimate authority of the board of trustees, making the most of the skills and interests of volunteers available and the voice of waterway users and the membership affiliated to their branch.
Branches further our vision locally in many ways, and the focus of these activities is naturally different in each branch. Resources are available online or on request to support:
• Speaking for the waterways: Talking to
waterways users, either informally or as an official IWA representative, to inform, identify and campaign on issues on the waterways, to identify up-coming funding streams and potential partnership working and to form strong working relationships with those of influence in waterways strategy such as navigation authorities, local government and policy makers
• Protecting: Working to achieve well managed
waterways with good facilities for all by forming close working relationships with those who manage waterways such as navigation authorities and landowners, and carrying out IWA work parties to improve the waterway environment and amenities. Conserving the heritage and protecting the waterways environment, through advice, practical help and commenting on Local Plan policies, site allocations and planning applications affecting the waterway corridor
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• Restoration: Connecting with our Waterway
Recovery Group and local waterways restoration groups to support and assist them in their projects and to promote our Restoration Hub, bringing the waterways back into peak condition for navigation and recreation
• Inspiring: Engaging members and the public
in activities to ensure the waterways appeal to them such as waterways-related walks, talks, campaigns and education. Publicising IWA, our campaigns and the waterways through promotional displays and manned stands at a wide range of events and venues, printed materials, newsletters, webpages and on social media. All helping to attract new members and generate positive publicity Activities should aim to promote and further the work of IWA, whilst minimising our liability and risk to our volunteers, the public and the environment
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3.2 what does a branch committee do? The branch committee acts on behalf of IWA within their branch area. Each branch committee should consider how and to what depth they cover and prioritise the following areas, taking into account the size of the committee and number of supporting volunteers, along with skills and interests of the individuals.
• Overseeing all branch activities and planning for the year ahead. Delegation and active projects are key to a healthy branch
• Implementing our policies across all branch activities (includes health and safety, safeguarding, data protection)
• Liaising internally with neighbouring branches,
Waterway Recovery Group, region and national committees and staff regarding feedback, ideas, concerns, campaigns or activities as appropriate. Send staff minutes from meetings, details of activities and promotional content that is suitable for nationwide publicity
• Liaising externally with third parties to monitor and address the needs of the waterways in the branch area. Branches should be aware of local interests, such as active waterways and restoration projects, as well as the navigation authorities or trusts responsible for them and liaise about relevant planning matters and practical activities
• Communicating locally about branch activities
and news with members affiliated to the branch and the public. This may be face to face at events, through a branch newsletter, webpage or emails or through the press and social media
• Providing a good volunteer experience by
ensuring sufficient volunteers are recruited, inducted and correctly trained for planned branch activities and that volunteers’ skills and achievements are recognised and celebrated
• Managing branch funds including
pre-approving and signing off volunteer expenses for branch activities Sub-committees (or groups) may be set up to manage any aspect of branch business, whether an event, a geographical sub-area or a specific project. These sub-committees and groups do not have the financial or decision making authority of a branch committee.
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Branch handbook
4. BRANCH Committee guidance This guidance shares knowledge and learning across all branches to help you in the running of your branch. The Branch Committee Rules that follow are how branches comply with Charity Commission advice and the law and these are what a branch committee MUST do.
You can request a map of member locations in your area to help see where branch social events might be best held or to see where we might have local knowledge or contacts. Š Photo by Bob Luscombe
We aim to cover the whole of England and Wales, particularly the waterways, with an IWA branch - but no branch should feel obliged to cover an unreasonably large area with inadequate resources. You may find that active members affiliated to your branch are not spread evenly throughout your area but concentrated in one or two towns or districts. 6
This may give rise to local groups operating as a part of the branch or even evolving to form a separate branch. Changing your branch’s name or area, or setting up a new branch or merging existing branches should all be done in discussion with your region chairman.
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4.1 Branch action There are many activities that your branch could do, but it is up to you as a branch committee to decide where there is both a demand and the resource to run the activities. For example, one branch may regularly hold walks or talks, but not engage in work parties whereas another may run rallies and work parties, but find talks poorly attended.
4.1.1 PLANNING THE YEAR AHEAD
4.1.4 ORGANISING EVENTS
Whilst each branch has its own strengths and priorities, as part of the Association branches also have a role in achieving the vision we all share. The branch plan template helps by listing our organisational objectives for the year and gives space to plan supporting branch actions. This can be completed by your branch committee with support from your region chairman.
Your branch committee may not be organising the detail every branch event, but you can support the volunteer who is.
4.1.2 CONNECTING WITH OTHERS
• Inform others: Let relevant contacts about the
We share the inland waterways with a number of other organisations, and keeping in touch with them as well as with other branch committees, volunteers from across the Association, and other organisations is a key way to learn what others are doing in your area, spot opportunities for working together and consider what could work for your branch. Each branch has a branch webpage to promote their activities and local waterways, many produce a branch or regional newsletter and some use social media. There are a number of ways to keep in touch with what is going on across the Association, nationally or more locally. You can see these and the latest communications online or request a copy. With so many communication channels and information available, don’t forget the importance of face to face meetings, phone calls and personal emails.
4.1.3 GUIDANCE AND ADVICE The resources to support branch activities, mentioned in ‘What does a branch do?’, are available online or on request.
Encourage event organisers to:
• Use best practice: Follow relevant guidance for the activity event
• Stay safe: Carry out a risk assessment for the event and brief participants as necessary
• Report accidents: Using the Accident Report Form
• Report back: Share the success of the event, any learning points and photos
4.1.5 RECORDING BRANCH ACTIVITIES You may find it useful to record branch activities on our online volunteer activity record via the private area of IWA website. This then provides an overview of logged activities, helping your branch committee to assess the effectiveness and value of activities as plans are made for the year ahead. Recording your activities also helps provide accurate figures when applying for funding, both at a local and national level, directs support and thanks from other parts of the Association and to ensure we’re getting the right insurance cover for everyone.
Promote your events! Share your events far and wide by letting staff know of upcoming events and share event reports and photos for use in national communications. Contact publicity@waterways.org.uk waterways.org.uk/private | volunteer@waterways.org.uk | 01494 783453
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4.2. Branch Organisation Every branch committee is different, with activities and roles reflecting the number, skills and interest of individuals and the tasks that need doing locally. There is no maximum number of committee members in a branch, but if the committee is growing large do consider sub-committees or groups, or to deal with matters on an ad hoc basis as appropriate.
4.2.1 WHO CAN DO WHAT? It is essential that the roles of branch chairman, secretary and treasurer are carried out by members affiliated to the branch. Non-members cannot formally sit on the branch committee or vote, but can still attend meetings and support the committee in a variety of ways. Beyond this there is great flexibility in how the branch is organised. An individual may carry out a wide variety of activities or roles. Someone could be ‘acting’ in a role for a period of time, or a role can be split into smaller tasks and shared amongst more than one person.
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4.2.2 ROLES How the volunteers in your branch work together and how different areas of activity are covered will be different from your neighbouring branches, so do ensure new volunteers are made aware of who does what in your branch.
The volunteer roles above exist in a number of our branches and cover key areas of activity, with further details available online or on request. The roles are flexible and may be changed to suit local requirements and individuals. This list is not exhaustive, and individual branches do contain further roles organising themselves in a different way.
• Branch Chairman: Co-ordinates the branch, including meetings
• Branch Secretary: Deals with correspondence to and from the branch, keeping relevant staff, branch committee, members affiliated to the branch and other interested parties up to date and takes minutes for branch committee meetings
• Branch Treasurer: Handles cash, cheques and financial record keeping and reporting
• Region Chairman (ex-officio member): Provides support for the branch
• Administrative support: Minutes Secretary • Campaigns: Navigation Officer and Planning Officer
• Fundraising: Sales Co-ordinator • People focused: Membership Secretary and Recruitment Officer
• Public events: Events Co-ordinator and Work Party Co-ordinator
• Publicity: Newsletter Editor, Publicity Co-ordinator and Web Editor
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4.3. MANAGING VOLUNTEERS People have many different motivations for volunteering, but many will donate their time and skills to an organisation they feel aligns with their interests, where they can make a difference and in return can receive a good volunteer experience with a sense of achievement. Encouraging others to become active, and stay active, with your branch can become easier when you know what steps to take and the support available to you.
4.3.1 PLANNING
4.3.2 RECRUITMENT
If you decide a new role is needed, or it is known a role is to become vacant, it is wise to begin to think about where you can find a member or volunteer to take on this role as soon as possible.
The best way to recruit volunteers is to ask people directly, so keep your ears open for anyone who you think might be a good fit with what you are looking for – in everyday conversations, at events or in meetings with other organisations.
You can make it easier for people to join in by being clear about what you’d like someone to do, what skills they’d need, how much time they’d need to donate and the support they’d receive. If a role is currently filled by a long-standing individual replacing them may not be an easy task. Think about breaking roles down into smaller parts to attract a wide range of people, adapting the role descriptions as necessary.
Support is available for writing adverts and role descriptions, as well as advertising vacancies.
• Advertising committee roles: Vacancies for
committee roles are normally advertised in direct emails to branch members, region and/or branch newsletters and online on our website on both your branch webpage and in the Volunteer Directory
• Additional advertising: Roles that do not need Volunteering across the Association as a whole is also promoted by staff, directing people to the website, so do ensure your branch vacancies are up to date.
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to be carried out by members, or branch committee roles where further recruitment is needed, can additionally be advertised on local social media, volunteer recruitment site do-it. org, with local volunteer centres and in local media
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When someone is interested in getting involved:
Invite them to meet the branch: Give them the opportunity to meet the branch committee members and volunteers, introduce themselves, ask questions and find out more about your activities and plans. This could be at a branch social, meeting or event as appropriate to the role and individual interests
Find out about them: Informally ask questions about their skills and interests, or ask them to complete a volunteer registration form which will capture their contact details, interests and experience Suggest how they could get involved: Let them know the roles that are available, but be prepared to be flexible and see if you can adapt a role to fit them in line with their enthusiasm and skills
Offer a chance to shadow the role: If the role is already being carried out, let an individual see how it is done now and ask questions so they can feel comfortable making the decision to take it on and make it their own
Once an individual makes the choice to volunteer with your branch please let your volunteer support officer know their details, so that they can be added to relevant communications.
4.3.3 APPOINTING BRANCH COMMITTEE MEMBERS Branch committee members are formally elected to the committee at the branch annual general meeting (AGM), and there are branch committee rules surrounding these elections which must be followed. Volunteers wanting to join the branch committee usually agree to a three year term, but can switch roles or step down in that time. Volunteers wanting
to join the branch committee during the year may be co-opted to serve on the committee and voted in at the next branch AGM. Committee roles are assigned at the branch committee meeting following the branch AGM. It is possible to hold a short committee meeting immediately following the AGM to assign committee roles. Until the new roles are assigned the previous committee tend to retain their positions. This can act as an opportunity for new committee members to shadow those experienced in the roles.
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4.3.4 INDUCTION
4.3.5 ON-GOING SUPPORT
When a new volunteer starts volunteering with your branch you play a key role in making them feel welcome and providing them with an induction to IWA, volunteering with IWA and your branch.
You can support and motivate your volunteers in many ways, and each branch will do this differently depending on number of volunteers, geographical spread of volunteers and personal preference:
Induction checklist • Volunteer responsibilities: Check they
understand what is expected of them, where to find resources for their role and how to get started
• Branch plans: Show how the volunteer’s activities fit into the bigger picture
• Contacts: Share contact details of
volunteers in the branch, as appropriate and with the volunteers’ permission, also provide any useful external contacts. Explain who to contact for what and when
• Recording activities: Explain what, when and how to log activities
• Volunteering guidance: New volunteers
should be directed towards the volunteer handbook, and also this branch handbook if appropriate. You can add to this information by providing specific information about your branch and their role, as appropriate.
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• Communicating with your volunteers: Share
essential information with your volunteers, as appropriate, to ensure they know about relevant meetings, changes in local contacts, new volunteers in the group, share good news and plan future events. Consider which methods work best for your branch – phone, email, online groups, electronic or face to face meetings
• Bringing your volunteers together: Your branch committee will need to meet to discuss the running of the branch, and this also allows time for questions, requesting help with tasks and socialising. Other social events such as walk, talks or group events can be a fun and motivating way of getting your volunteers together
• Checking in with each individual: Not everyone is confident speaking out in a group setting, so it is worth checking from time to time that each volunteer is happy and has the support they need for their role
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4.4 BRANCH MEETINGS There are two main types of meeting that a branch committee can hold to ensure the smooth running of the branch – branch committee meetings and annual general meetings (AGM), both of which must follow the branch committee rules. In exceptional circumstances an Extraordinary General Meeting can be held to address a specific urgent issue and support should be sought from your region chairman. Branch meetings can be kept short and snappy, often sticking to a standard agenda to ensure that all points of the meeting’s business are covered, whilst still allowing time for welcoming new people and socialising with others who have a shared interested in the waterways.
4.4.1 BRANCH COMMITTEE MEETINGS Branch committees keep each other up to date, make decisions and plan ahead at regular branch meetings, in addition to communicating in between meetings. The venue can be formal or informal, and the meeting can follow on from another activity such as a work party or lead into an evening social. HOLDING A BRANCH COMMITTEE MEETING
• Frequency of meetings: Suggested four times
each year, with at least two meetings being held in person
• Notice: It is normal for a branch committee
meeting to end by stating the date of the next meeting. If this is not possible, branch committee members should receive sufficient notice of a meeting to arrange their availability. Notification is normally by an agenda (include date, time, location and business of the meeting) being circulated at least seven calendar days before the meeting
• Subjects for discussion: Details of any
• Minutes: Include decisions made by majority
vote, in addition to key points of business and updates. A draft is often circulated to the branch committee for amendments before wider circulation
• Observers: You may open your meetings to
a wider audience, but meetings open to nonmembers should be managed to be inclusive and welcoming to the visitors. Non-committee members may participate in discussions but not vote
HOLDING A SUB-COMMITTEE OR GROUP MEETING There are a few key points for your sub-committee or group meetings:
• Minutes: These should be taken and circulated to your branch committee as an update
• Decision making authority: Sub committees and
groups are not authorised to make decisions in relation to finance or co-option of members to your branch committee. Your branch committee can give formal consent to all decisions outside the remit of your sub-committee or group that have been noted in their minutes
significant matters to be discussed are normally collated and together with a copy of the latest minutes for approval, routine reports on membership, finance and planning matters are circulated before each meeting, usually with the agenda
• Chairing the meeting: If your branch does not
have a chairman, or if they are absent, then those attending will choose a chairman for that meeting. Decisions made at a non-quorate committee meeting should be formally agreed at the next quorate committee meeting or general meeting, ideally within 90 calendar days waterways.org.uk/private | volunteer@waterways.org.uk | 01494 783453
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4.4.2 BRANCH ANNUAL GENERAL MEETINGS These annual meetings are open to all members affiliated to the branch. The venue is usually one that has a larger capacity than a branch committee meeting. The core of the branch AGM is the formal meeting however, as this is an opportunity to bring together members who share an interest in the waterways, there are usually additional elements to the gathering to make attendance at the AGM more attractive. A branch AGM can often have a guest speaker or again can follow on from or lead into another event such as a meal, day trip or fundraising evening. HOLDING A BRANCH AGM
• Timing: These meetings see a possible change in the branch committee, so hold the AGM when handover of roles is most practical, usually early in the year.
• Notice: Include the date, time, location (within branch area) and agenda for the meeting.
• Subjects for discussion: The agenda should include:
- Approval of minutes of the last branch AGM and any matters arising from these - Chairman’s Report: A summary of branch activities to date and plans for the coming year should be presented, usually by the branch chairman - Treasurer’s report: The branch treasurer should present the Income and Expenditure Account for the year, and an up-to-date report on the cash and bank balances of the branch - Election of committee members - Any resolutions requested by members affiliated to the branch (provided the branch chairman was notified in writing of the item at least 6 weeks prior to the branch AGM) Any business not on the agenda for the branch AGM may, at the discretion of the chairman of the meeting, be discussed but no decisions should be made until the next branch committee meeting.
• Chairing the meeting: The branch AGM is
usually chaired by the branch chair. If the branch does not have a chairman, or if they are absent, then those attending will choose a chairman for that meeting. Decisions made at a non-quorate meeting can be approve by the board of trustees.
• Minutes: These should include decisions made by majority vote.
- Apologies for absence 14
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4.5 BRANCH FINANCE Your branch is responsible for managing your branch expenses, and is encouraged to raise money locally to cover these and also for the Association as a whole. Your branch treasurer is key to recording, managing and reporting on your branch finances and should be familiar with the more detailed guidance on Financial Management and Reporting.
4.5.1 MANAGING MONEY
4.5.3 INCOME
Company and charity law and good practice from the Charity Commission give us certain procedures that must be followed when handling money. There are also specific rules for handling grants and donations to other organisations.
There are many ways to raise funds, and each branch does this differently. Fundraising guidance is available, covering sponsored events, gift aid and applying for grants and donations.
Your branch committee has control over your branch finances, subject to any action the board of trustees needs to take to comply with these legal requirements. Further managing money guidance is available.
4.5.2 BRANCH FUNDS Branch funds are normally held in central accounts where finance staff maintain records for each branch and provide branch treasurers with regular statements showing income, outgoings and the balance. Your branches should look to retain no more than two years net running costs (approx. £2,000) as uncommitted reserves, as more than this affects the Association’s ability to attract funding from other sources. Funds in excess of £2,000 should be committed to specific waterway causes.
Your branch may also receive income from central funds as determined by our national Finance Committee and approved by the board of trustees.
4.5.4 EXPENDITURE Branch activities support our charitable aims, so payments must be made in accordance with these. Payments to speakers for non-waterways related talks, donations or gifts to a retiring member or in memory of a deceased member are not permitted from branch funds. Reasonable pre-agreed out of pocket expenses may be authorised to be paid to branch committee members or volunteers from branch funds. It’s not expected that costs associated with social activities are met from branch funds.
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5. BRANCH COMMITTEE RULES The board of trustees are answerable for action and conduct in the name of IWA under the law, and therefore we have some rules and not just guidance for branch committees to follow. The following rules MUST be followed. If you need assistance speak to your region chairman, staff or board of trustees for additional guidance, support or resolution.
GOVERNANCE 1. Branch committees must comply with the decisions of the board of trustees. 2. Each branch must represent IWA locally, in line with our Articles of Association, vision, objectives and policies.
3. Branch committees must have at least three committee members covering the roles of chairman, treasurer and secretary, with the region chairman as an ex officio member. The roles of branch chairman and branch treasurer must not be combined.
4. Branch committee members must be elected at the branch AGM from members who are affiliated
to the branch, and designated to specific roles at the first branch committee meeting following the branch AGM.
5. Contact details and roles of the branch committee members must be submitted to
branchminutes@waterways.org.uk within 21 calendar days of the branch committee meeting following the branch AGM.
6. Branch committee meetings and AGMs must be advertised (with at least 6 weeks’ written notice for a branch AGM – which includes email and website notification), held and minutes circulated within 21 calendar days to include branchminutes@waterways.org.uk.
7. Quorum at branch committee meetings is three branch committee members and at branch AGMs three members affiliated to the branch.
8. Voting at branch committee meetings is limited to one vote per branch committee member present and at branch AGMs is limited to one vote per member affiliated to the branch who is present. The chairman of the meeting has a casting vote if necessary.
9. Changes to a branch’s name or area must be agreed at a general meeting of the affected branch(es) and then approved by the board of trustees before changes take place.
10. Branch closure must be approved by the board of trustees. 11. Branch committees must provide evidence of activities when requested by the board of trustees, region chairman or staff.
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FINANCE 12. The branch treasurer must keep complete and accurate records, as set out by the finance manager from time to time, of all income and expenditure of the branch and maintain a list of the branch assets and liabilities. 13. Quarterly financial returns of receipts and payments must be submitted with 30 calendar days of the quarter end to financeteam@waterways.org.uk. 14. All branch funds must be held in a bank account approved by the finance manager, with the exception of up to £25 which may be held in cash. Cash received in excess of £25 should be banked as soon as practically possible. 15. Branch committees must have a minimum of two individual signatories for amounts over £200, who must not sign blank cheques or cheques to themselves. 16. Branch committees must classify approved routine expenses and give prior agreement to any nonroutine expenses being paid out of branch funds. 17. Expenditure, grants and donations above £1,500 by the branch committee must be approved by our national finance committee. 18. Loans must not be made or accepted without approval by our national finance committee. 19. Any funds that have been raised for a specific cause or formally committed at a branch committee meeting and communicated to a particular cause must be classified as restricted funds. These monies cannot be used for any other purpose and must be separately identified to financeteam@waterways.org.uk. 20. Payment must not be made to members or volunteers for time spent on branch activities. Nor can they be employed in any paid consultancy capacity except in exceptional circumstances and with the approval of our national finance committee.
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6. BRANCH SUPPORT Branches are supported in many ways, with your main point of contact being your region chairman, who can provide or arrange support. Other key areas of support:
• Branch network: We have 33 branches and
you can get in touch with them via the ‘IWA Volunteers group’ on Facebook, contact details are published in branch and regional newsletters which you can find in our online publication library, or details can be provided on request.
• Region network: Each branch sits within an IWA region, which has a region committee chaired by a region chairman to support the branches. The region committee has representatives from each branch committee, and together they can help in various ways including planning the year ahead, discussing common topics or concerns and getting in touch with the right people.
• Campaigning: We have a series of policies
and briefing notes outlining our stance on a variety of topics which are a useful source of advice and information when dealing with navigation authorities, responding to planning applications and development proposals.
• Themed support: We have various committees,
volunteers and staff specialising in areas such as campaigning, navigation, restoration, events, publicity, marketing and more. We are one IWA and here to assist branches in their activities. If you need help then just ask.
• Admin support: Our staff team can help send
out branch emails, welcome new members, get events into publications and onto social media, apply for awards and grants, write press releases, give guidance for your activities, branding and much more.
Contact information e: volunteer@waterways.org.uk t: 01494 783453 waterways.org.uk/private
Published in February 2018 © Front cover photo by Vernon Draper Published by: The Inland Waterways Association. Registered Office: Island House, Moor Road, Chesham, HP5 1WA. Tel: 01494 783453. The Inland Waterways Association is a non-profit distributing company limited by guarantee. Registered in England no. 612245. Registered as a charity no. 212342 www.waterways.org.uk