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The voice of the )
UK's post offices
NFSP Branch/Regional Secretaries guide
NFSP Branch/Regional Secretaries guide
Contents
Section
Section two: Organisation of the branch
Section three: Responsibilities of the Branch/
Regional Secretary
Section seven: Most regular questions
‘Appendix one: Model set of guidelines for branches
‘Appendix two: Expenses claim form
Appendix three: Guide for Regional Treasurers
‘Appendix four: Guide for Benevolent Fund Officers
Appendix five: Key points for Training Manual
Appendix six: Guidelines on representing Members
Appendix seven: Reports from Post Office Ltd
‘Appendix eight: Compliance and contractual issues
Appendix nine: Suspension policy
24-27
28-30
3-32
as
36-37
38-40
41-48
49-52
53-55,
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NFSP Branch/Regional Secretaries guide
Foreword
By accepting the role of Branch/Regional Secretary,
you have undertaken one of the most valuable roles in
our organisation.
Members will seek your advice and guidance on a
multiplicity of topics. To the majority of our members,
you will be the face and voice of the National Federation
of SubPostmasters (NFSP).
While the following notes will provide guidance on
being a Branch/Regional Secretary, your individual
input is what will make your support of colleagues great.
At times the role will be challenging, so thank you in
anticipation of the time, work, and dedication you are
prepared to give to our NFSP. Remember, you are part
of a network of support, so you are not on your own.
I hope you find being a Branch/Regional Secretary as
rewarding as I did.
Sue Edgar
Chair of the NFSP Board
GRO
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Section two
egional Secretaries guide
Organisation of the Branch
Once the region has established the branch as a
fundamental part of its structure, it is important that
the branch itself is well organised.
As Branch/Regional Secretary, you are responsible for
the management of the branch as well as being the
main point of contact for dealing with members’
problems, queries and questions.
However, you should avoid trying to do everything
yourself. It is just not possible. Therefore, the Branch/
Regional Secretary should firstly involve other members
of the Branch Committee in the running of the branch.
Who these people are and the roles they can perform
will be covered shortly. However, the basis of any sound
branch organisation are the Articles of Association/
Guidelines by which it operates.
Branch guidelines
Branches can basically formulate any guidelines they
wish to meet their own circumstances, provided they
do not conflict with Regional or National Guidelines
and have been approved by the Regional Committee.
However, to assist branches, A Model set of Guidelines
has been compiled and is appended to this guide. Every
member of your branch should have a copy of your
Branch Guidelines and your Regional Committee should
also be supplied with a copy.
Suggested Branch Officers
The following are suggested as posts within your
committee which will be made up from members,
honorary or associate members and organisational
representatives of your branch. If you can fill them all,
it would be ideal, but they are presented in an
approximate order of importance:-
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Section two 7
Organisation of the Branch
Chair
To be elected annually at the Annual General Meeting
(AGM) after Annual Conference. First responsibility is to
chair meetings of the branch and making sure they run
smoothly. The Chair also ensures that the agenda and
timings are observed. The Chair may exercise a
casting vote in the event of an equal number voting for
and against on any issue.
It is also advisable to find somebody who is prepared to
act as Vice-Chair who should be elected on the same
basis as the Chair and can support the Chair by
drawing their attention to anyone wanting to speak in
any debate. The Vice-Chair should take over the Chair
in the event that the Chair is absent through illness,
etc, and should be learning the job of Chair during the
period of office.
Branch/Regional Secretary
Membership is the lifeblood of the NFSP. It is vital if
a branch is to stay healthy, that regular contact is
maintained with existing members, and also that
somebody from the branch makes early contact with
new subpostmasters. There is really no substitute for
a personal visit to a new subpostmaster and indeed an
occasional visit to members who do not attend branch
meetings. Refer to Section three for the responsibilities
of the Branch/Regional Secretary.
Hub Co-ordinator/s
Hub Co-ordinators can also be elected dependent on
the size of the branch. It makes sense to have support
to share the workload and take over in an emergency,
although all matters should be reported back to the
Branch/Regional Secretary.
In branches covering a large geographical area, it is
sensible, if possible, to have more than one person
fulfilling this role. Hub Co-ordinator/s should organise
local meetings in their area which could be informal get
togethers to discuss local or national issues. Regular
meetings would enforce a feeling of inclusion.
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Minutes Secretary
Accurate minutes of all meetings are essential. The
appointment allows the Branch/Regional Secretary
freedom to deal with problems raised during a meeting.
The more members are involved in branch activities, the
more interest is maintained. Preferably, this would be a
separate role, however, this post can often be combined
with another role.
Benevolent Fund Officer
It is an important role of the Benevolent Fund to help
current and retired subpostmasters, who find
themselves in difficult circumstances.
At its AGM, every branch is required to appoint a
member to act as a Benevolent Fund Officer for the
branch. This does not have to be the Branch/Regional
Secretary, but should be an individual with dedicated
responsibility for the Benevolent Fund, who would
deal with cases and bring the Benevolent Fund to the
attention of the membership and who may in addition
carry out other duties. Preferably, this would be a
separate role, however, this post can be combined with
another role.
The Benevolent Fund Officer should be conversant with
the objects of the Fund, which can be viewed by logging
on to the NFSP website. NFSP Headquarters should then
be notified of that person's name, address and telephone
number.
Further information on the role of Branch Benevolent
Fund Officer can be found in Appendix four of this guide
Social Secretary
The NFSP is more than just a representative
organisation, and it is not surprising that some of the
strongest and healthiest branches also have a full social
programme. Therefore, members in branches or regions
are encouraged to meet each other socially, whether via
evening meals or organised events.
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Section two
Organisation of the Branch
This would be of particular benefit to Honorary
Members, whose commitment to members in the past
has to be recognised and appreciated. Preferably, this
would be a separate role, however, this post can be
combined with another role
Delegates to Annual Conference
In accordance with NFSP Articles of Association/
Guidelines, the delegation is one member per every 40
members or part thereof. These delegates will normally
come from those holding Committee appointments in
the region and its branches, but not necessarily so. All
delegations should endeavour to include the Branch/
Regional Secretary.
Branch Committee
Having established that the branch is well organised and
as many positions as possible are filled, the next item to
turn your attention to is the Committee.
A strong and active Committee is necessary for the
branch to really be alive. All the Officers elected at the
AGM should be members of the Committee
automatically, and additional members should be
elected at the AGM to represent the membership.
Having appointed a Committee, it is then important to
establish a regular meeting habit. Try and meet ona
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fixed day, i.e. the second Monday of every quarter, and
then make sure that the meeting is held whatever
happens. If a room is available free of charge, that is
ideal. The Committee meeting should be chaired by the
Chair and the names of those attending recorded.
The Committee should discuss matters raised at all
levels, matters referred to by the Branch/Regional
Secretary, and those encountered by the Committee
members themselves. Any problems that come to light
that cannot be dealt with by the Branch/Regional
Secretary should be referred to the Regional NED.
Branch meetings
Branches are required to hold a minimum of two
meetings a year, ideally in addition to, but may include
the AGM. Perhaps also consider circulating a regular
newsletter which the NFSP Communications
Department can help with. Ideally, every meeting should
have a focal point which will attract the interest of the
members and encourage them to attend. A sensible
schedule of meetings will also align itself with high
points in the NFSP's year:
+ Ameeting early in the year to consider any issues
members experienced over Christmas and for branch
members to be considered for Annual Conference
delegates.
+ After Annual Conference has taken place, a meeting
can be arranged so that the branch delegates to Annual
Conference can report back to branch members.
+ Some branches also find that this is a convenient
meeting to double as the AGM. If that is the case with
your branch, make sure that the correct period of
notice is given to members as is set out in your Branch
Guidelines. The agenda for the AGM should include the
Election of Officers and Committee for the year together
with known nominations.
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Section two Nl
Organisation of the Branch
Branches should invite guests to meetings each year.
These could include Regional NEDs, outside speakers or
a representative from PO.
The National Chair, Chief Executive Officer (CEO) and
Chair of NET may be invited to address a Joint Meeting
of branches or attend a rally organised by two or more
branches.
General notes on meetings
+ The interest of the members will only be sustained if they
are kept informed. Regular meetings of the branch are
a vital part of that process. It is important that the branch
members have the chance to put forward their point of
view and ask questions.
+ All members need to be notified of meetings, including
associate and honorary members.
+ Give the correct amount of notice for a meeting in line
with your Branch Guidelines.
+ Ifyour branch covers a wide area, remember some
people will have a good distance to travel; try to provide
tea/coffee and other refreshments.
+ Try to choose a venue which is as bright, attractive
and easy to get to as possible so that members will
wish to return. Make sure the venue has Wi-Fi and has
availability of a screen for presentations. Also ensure
that there is adequate parking available.
+ At least 50% of meetings should be virtual meetings, this
could be the winter meetings where travelling could be
difficult.
+ If your branch is geographically large, consider using
different venues.
+ Every meeting should have a focal point which will
attract the interest of members and encourage them to
attend. Guest speakers should be invited to meetings
each time.
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Section three
Responsibilities of the Branch/Regional Secretary
For most incidents that require the input from the
Branch/Regional Secretary, it will involve supporting the
member in relation to their contract or the procedures
that are to be followed whilst operating their post office.
This may involve, as examples, but not limited to, cash
declarations, continuous discrepancies, balance or
trading period non-compliance or issues around the
standard of the premises of the subpostmaster.
If you attend an interview and it is then advised that the
interview will be done under PACE conditions (the Police
and Criminal Evidence Act 1984), you should request a
suspension of the interview until an NFSP Advocacy
Representative can be present.
It has to be remembered that on these occasions the
NFSP Advocacy Representative attends as a ‘friend’ and
is only there as a witness and may not contribute to the
proceedings unless specifically invited to do so.
Right
NFSP Advocacy Representatives
can offer support
Provided by your NFSP
Regional Representative.
Ifyou have not received it
ntact.
please,
adminI
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+ Make sure that the facts you have are correct. Inform the
+ Obtain all correspondence that may have been written
+ Avoid assumptions.
+ Emphasise strong points; ignore any weaknesses.
+ Avoid a dogmatic approach.
+ Remember that anybody can call a break at any point
Section three
Responsibilities of the Branch/Regional Secretary
Prepare your case well in advance. Do not be afraid to
take notes into any meeting; facts can easily be
forgotten.
Section four
Collate all the facts on the Regional forms link.
member that it will not help their case to have matters
brought out at the meeting that you are not aware of.
Try to obtain the facts from PO's side as well, in advance.
on the subject.
Prepare to defend the member.
Be firm but never close the door on compromise.
during the proceedings.
NOTE: The PO representative will probably be preparing
their case with similar thoroughness along the above
lines.
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egional Secretaries guide
The NFSP year
The NFSP operates on a calendar year, i.e. 1 January
to 31 December, democratically and 1 October to 30
September financially, within which, dates and high
points are clearly defined. Each branch needs to
organise its own year so that it can play its part in the
democratic process of the NFSP.
The democratic year
The routine in a normal year revolves around the
publication of the Annual Review, and Annual
Conference. To ensure they play a full part in the
democratic process, branches need to arrange the
timetable for their meetings to coincide with the
national process. Additionally, every third year, there
are elections for the NFSP Board.
Annual Review
The Annual Review gives both a resume of the NFSP's
initiatives over the previous calendar year, and crucially
how policy might be taken forward in the coming year.
It is distributed ahead of Annual Conference each year.
This is then supplemented by a verbal report at Annual
Conference.
Annual Conference
Annual Conference coincides with the AGM of the
NFSP. Each region has the right to be represented.
The strength of any region's representation is directly
related to its membership levels. Financial assistance,
from the Region, is also available to each delegate, to
cover the cost of attendance.
The purpose of Annual Conference is to discuss the
Annual Review and debate strategic actions and plans
on future direction from regions, making it the ultimate
policy making body of the NFSP. The format of Annual
Conference is not rigid but is reviewed on an ongoing
basis to ensure it is relevant and modern.
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Section four
The NFSP year
Debate and discussion at Annual Conference
Annual Conference provides delegates with the
opportunity to question, debate and to engage with
NFSP on its strategic actions and plans.
This is achieved by discussing the contents of the Annual
Review, by debating strategic actions and plans, and
by providing the opportunity for open discussion and
debate on day-to-day issues that concern members.
Any branch is able to put forward written questions
on the Annual Review to its region. These will be
answered at Annual Conference. Queries on the verbal
presentation are allowed on the day at the National
Chair's discretion.
Less formal open debates, generally headlined under
one topic, may be scheduled to allow delegates to
air matters of general concern and to impart useful
information to both Annual Conference and to PO
observers. These debates are important and encourage
more delegates to contribute to the debate who may not
otherwise do so. All of the issues raised during an open
debate are addressed with PO by the NFSP Board.
Guest speakers are featured as appropriate and may give
a different perspective to inform debate and discussion.
The Members’ Editor
The Members’ Editor is elected annually by members
assembled at Annual Conference. Nominations for
the Members’ Editor are made by members providing
that all nominations are in writing and proposed and
seconded by members of the NFSP. All nominations
should be received by the CEO not less than eight weeks
before the Annual Conference. In the event of there
being more than one nomination an election will take
place at Annual Conference.
The Members’ Editor and the Director of
Communications shall be jointly responsible for the
layout and content of the letters page of the NFSP
magazine, The SubPostmaster.
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Section six
NFSP Branch/Regional Secretaries guide
Useful information
This section is intended to provide useful background
information on subjects regularly enquired about by
members.
Membership benefits
Membership benefits are what potential new members
always ask about, but it is advisable to regularly remind
existing members of what they receive by being a
member, and in doing so, you need to be sure to cover
the three main areas of NFSP activity:
Representation
The NFSP is the only organisation recognised by
PO to represent the interests of subpostmasters.
Representation covers, but is not limited to;
remuneration, contract, methods of working and
disciplinary matters.
The promotion of subpostmasters and their role
This is an area that is often forgotten or simply not
recognised as a benefit. It is, however, very important to
the future of every subpostmaster. The NFSP regularly
presents the case for subpostmasters and post offices
to government; parliamentary select committees; and
political parties generally, as well as other organisations
throughout the United Kingdom.
The success of this type of approach is not always
obvious but a point to emphasise is that the NFSP
is politically neutral and is prepared to talk to all
responsible parties without prejudice.
Support for subpostmasters and their families
It is this section that most potential members see as
answering the question about what they receive by
being a member but even here, the support the NFSP
can offer subpostmasters is greater than the list of
products and services at the end of this section.
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Section six 21
Useful information
The support is about being there to discuss problems
and listen to complaints. A branch meeting is an ideal
forum for fellow subpostmasters to meet and talk.
The social life of your branch should also be highlighted
especially to new subpostmasters as they can quite often
be new to the area and not only will they be struggling
with a new business but could also be looking to create
a new social life.
As to the more obvious support package, the nature of
what is available is liable to change, but the following
represents some of the most attractive benefits of
membership:-
+ Recommended new products to try, plus exclusive deals
for members with NFSP retail partners. Log in to the
NFSP website www.nfsp.org.uk for full details on all our
www.nfsporg.uk
Log in tow
utm
nfsp.org.uk
current NFSP retail partners.
+ Independent commercial and general insurance
brokers, dedicated to providing cost-effective insurance
solutions.
NFSP+ a benefit scheme offering savings and discounts
‘on everyday purchases and activities such as Health and
Wellbeing support services which includes a 24-hour
helpline with qualified counsellors, bereavement support
and medical information, shopping, motoring, travel and
experiences, advice, work and business, as well as a Legal
helpline. Confid ‘ounselling Helpline, is
also available on - quote reference NFSP.
+ Adedicated HR Helpline (HR:4UK) to assist with
employment issues.
+ Arelief scheme, to give subpostmasters the chance to
take a well-earned holiday, via HR:4UK.
Free personal injury insurance for subpostmasters and
their staff in the event of an attack.
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Free tax and VAT investigation insurance for business
and/or personal tax affairs.
Individual subpostmasters requiring guidance on tax
and finance issues should be referred to their personal
tax advisors.
+ ABenevolent Fund to help current and former
subpostmasters and their families in times of difficulty.
+ Support to help understand and correctly implement
mails segregation from a team of experts.
+ Access to specialist retail advice.
The SubPostmaster magazine, to keep you up to date
on the latest industry news and business
opportunities.
+ ANFSP website with a dedicated members-only
section to share the latest news from the NFSP.
Local and Regional WhatsApp groups, keeping
To sign up for the NFSP
WhatsApp or Facebook
groups please contact:
communicatio
members in touch with the NFSP and subpostmasters
in your area.
A private Facebook group exclusive to NFSP members
for peer to peer support.
Regular email updates, news and information from
To sign up for NFSP
emails please contact:
communication,”
the NFSP to help you run your post office and retail
business.
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Section six 23
Useful information
Benevolent Fund
The Benevolent Fund provides temporary support for
current and retired subpostmasters and their families
who fall on hard times, in cases of severe illness,
bereavement or other domestic distress.
Support can be given as a one-off grant to help with
specific requirements, such as the installation of
specialist equipment to allow individuals with a disability
to remain in their own home. In other circumstances the
Benevolent Fund can provide ongoing financial support
through the regular payment of grants.
The Fund is administered by the Board of Benevolence,
comprised of NFSP Non-Executive Directors from each
region of the NFSP.
Applications are via an application form.
To find out more or request
an application form contact
Section seven
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Section seven 25
Most regular questions
Most regular questions
This section differs from Section six in that it
deals with specific questions and provides the
information to answer them. However, if you have
any doubts about the advice you are giving, check
with your Regional Secretary, Regional NED or NFSP
Headquarters.
Remuneration
Remuneration is a very complex topic, which may be
amended throughout the course of the year through
the introduction of new products. If you receive a
detailed question on remuneration, pass it on to your
Regional NED in writing or via email.
Holiday substitution
The first thing to note is that subpostmasters, on a
traditional contract, are not entitled to annual leave as
such, but they can claim some reimbursement for the
cost of a substitute when taking a holiday. Full details
can be found in Section four of the subpostmasters’
traditional contract.
The main points, however, are:-
+ The allowance is spread over a two-year period. The
subpostmaster must give 18 hours personal service each
week to qualify. The period begins on April] every odd
year.
+ To request how many days you have left available,
contact:
Branch Support Centre
Atria, Spa Road
Bolton, BLI 44G
Tel:
+ For a subpostmaster with less than 10 years’ service,
there is an allowance of seven weeks.
+ PO must be notified before any holiday is booked.
Approval must be given beforehand.
+ Aclaim for substitution for any period must be made in
advance of the absence.
+ Only one allowance is available, regardless of the
number of appointments the subpostmaster holds.
+ The subpostmaster must be absent from their private
business and all of their post office appointments.
+ The subpostmaster must have incurred additional
expenditure in respect of a paid substitute.
+ Payments will not be made with respect to family
members who regularly work in the post office.
+ To claim for holiday substitution, the subpostmaster
should fill in form P2593 prior to taking their holiday
and send this back to PO.
« After the holiday, the subpostmaster should complete
both forms P2340 and P2340(A) and return them to
the Branch Support Centre (BSC). The substitute would
need to sign form P2340(A).
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Sickness substitution
Asubpostmaster, on a traditional contract, is not
required to give personal service and is therefore not
entitled to sick leave as such. However, under certain
circumstances, they can claim some reimbursement for
the cost of a substitute when they are absent from their
post office through illness. Full details of the scheme
can be found in Section seven of the Subpostmasters’
traditional contract, the main points of which are as
follows:-
+ Payment is limited to 13 weeks in any consecutive period
of 12 months.
+ Asubpostmaster becomes eligible for the allowance
from the fourth day after sickness absence. The
allowance can then be applied retrospectively for all
but the first week.
+ To be eligible, a subpostmaster must normally provide
a minimum of 18 hours personal service a week.
+ Payments will only be made in relation to one
appointment regardless of how many are held.
Claims should be made via the Branch Support Centre:
Branch Support Centre
Atria, Spa Road
Bolton, BL 4AG
Tel: GRO
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Section seven
Most regular questions
Opening hours
The standard core hours of opening are:-
Monday to Friday 9am - 5.30pm
Saturday 9am - 12:30pm
Depending on what contract the subpostmaster is on
they may be required to be open the same hours as
their business. Please refer to the relevant contract for
clarification. Any change from these hours, such as
lunch hours and an extra half day, is a concession agreed
between the subpostmaster and their Contract Manager.
There is greater flexibility now from PO but the first
priority should always be customer service.
Resignation on total closure - depending on contract
Asubpostmaster who wishes to resign their traditional
appointment must give three calendar months’ notice in
writing. If they do not give such notice, PO may require
them to pay any expense which it incurs in providing
temporary arrangements to cater for the business which
would normally be expected to be transacted at the post
office during any part of the notice period.
Asubpostmaster who has a Mains contract should give
twelve calendar months’ notice and if on a Local contract
should give six calendar months’ notice.
It should be noted that there is no specific age limit for
the retirement of a subpostmaster. Unless indicated
otherwise by the Contract Manager, a vacancy will be
advertised at the existing post office premises.
Resignation on sale or transfer
Any subpostmaster contemplating resignation from
their office on sale or transfer is entitled to, and strongly
advised, to seek a pre-resignation interview from their
Area Manager (AM). They will then be informed of their
future plans for the office should they resign. The plan
will be confirmed in writing.
Depending on the outcome of the pre-resignation
interview you may wish to pass further queries onto your
Regional NED.
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Appendix one Model set of guidelines for branches
(NOTE - These guidelines may be altered to suit the
requirements of any particular branch, provided that, as
altered, they do not conflict with or infringe the Article of
Association/Guidelines of the NFSP. Branch guidelines or
amendments to Branch guidelines must be submitted to
the Regional Council within 14 days of adoption).
1) Title
This branch shall be called “
Branch of the National Federation of SubPostmasters”.
2) Status
This branch shall be affiliated to the National Federation
of SubPostmasters (therein after called The NFSP) and
shall be subject to the guidelines of the NFSP.
3) Objects
The objects of this branch shall be
(a) similar in all respects to those of the NFSP within the
area of this branch and
(b) generally to promote and defend the interests
of subpostmasters and to cooperate with other
organisations having similar objects and interests.
4) Membership
Refer to NFSP Articles of Association/Guidelines for
eligibility criteria for membership.
5) Officers and Committee
(a) The Officers should ideally consist of a Secretary,
Chair, Vice-Chair, Hub co-ordinator/s, Benevolent Fund
Officer, and a Committee of members all of whom shall
be elected at the Annual General Meeting (AGM) and
shall take office immediately on their election, following
the AGM. They shall all retire at the next following AGM
but shall be eligible for re-election.
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Tl) The Secretary/Hub Co-ordinator/s
They shall keep records of minutes of all the proceedings
of the branch. The Secretary/Hub Co-ordinator/s shall
present the report at the AGM.
12) Miscellaneous
A copy of the Guidelines of the branch should be kept by
the Secretary/Hub Co-ordinator/s and open to inspection
by members.
13) Alteration of Guidelines
No Guideline shall be altered or rescinded and no new
Guideline shall be adopted except by a two-thirds
majority vote of those present and voting at an AGM or
at a Special General Meeting convened for that purpose.
Not less than 21 days’ notice of any proposed alteration,
rescindment or new Guideline must be given to the
Secretary/Hub Co-ordinator/s who shall lay it before
the Committee and give seven days’ notice with full
particulars to all members. The Regional Committee
will have full power to set aside any amendments which
are in conflict with either the Regional Guidelines or the
Articles of Association and these Guidelines.
14) Dissolution
The branch may be dissolved at any time by a two-
thirds majority vote of branch members present and
voting passed at any Annual or Special General Meeting
provided that at least 14 days’ previous notice of such
resolution shall be given to each branch member and
provided further that the approval of the Regional
Committee shall first have been obtained. On such
dissolution, any assets held by the branch shall be
transferred to the Region.
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The voice of the Mil
UK's post offices
Model branch/region expenses claim form
Expenses incurred by:
in attending on
Travel From to £ P £ Pp
Mileage
miles @ 45p per.
mile
Receipted
standard class
rail fare
Number
Time away from business
Contribution to staff costs @ £100
Full day
Half day @ £60
Flat rate meal allowances.
-upto5 hrs @es
-up to0 hrs @£10
Overnight, up to £100 B&B with £20 for an
evening meal (VAT receipts required).
Sub total
Other claims: Eg. Taxis, printing, postage, meeting rooms etc (to be supported by
receipts).
TOTAL
I confirm that payment from Time Away from Business will be disclosed to HMRC.
Claimant's Certificate
1. Certified that the above expenses were incurred solely on official branch/region business.
2. Documentary evidence of expenditure is attached where applicable.
Date Signature of claimant
Regional Treasurer's certificate
The meeting for which expenses have been claimed is authorised within the guidelines of the region.
All amounts claimed have been examined and are considered to be fair and reasonable.
Date Signature of Regional Treasurer
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Payment of approved expenses should be made
promptly.
Payments to branch/regional officials (submitted as an
invoice by the official)
Payments to officers and anyone on official branch/
regional business are:
Regional Secretary - £1,200 per annum plus expenses
for attending meetings.
Branch/Regional Secretary - £600 per annum plus
expenses for attending meetings.
Regional Treasurer - £1,200 per annum plus expenses.
for attending meetings.
Regional Committee - Expenses for attending meetings.
Regional banking
Each region shall maintain a current account with a
recognised bank, which will be used to facilitate the day-
to-day operations of the Region and the payment of “Out
of Pocket” expenses.
All payments, including transfers, from the regions bank
accounts shall be approved, and signed either physically
or digitally by at least two officers, or approved bank
signatories.
When available funds fall below £3,000 the Regional
Treasurer may request further funds, the “Top Up”, from
NFSP Headquarters. At the time the request is made, the
Regional Treasurer shall submit to NFSP Headquarters,
Vouchers and Expenses claim forms in support of the
payments made by the region, since the last “Top Up”
request.
The “Top Up” will be calculated to restore the bank
balance to £10,000.
On special occasions, such as the payment of expenses
for attending conference, the Regional Treasurer may
make a request for an advance “Top Up” to ensure
adequate funds are available to defray such cost.
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NFSP Appendix four ~ 37
Guide for Benevolent Fund Officers
To investigate cases on behalf of the board within the
branch area
As Benevolent Fund Officer, you may be approached
to visit a person who is considering making a claim,
and perhaps provide help in completing the form.
Alternatively, for cases brought to the attention of the
Benevolent Fund, you may be asked to make a visit to
a potential claimant on the Benevolent Fund's behalf.
In addition, you will occasionally hear of cases which,
in your opinion, are worthy of assistance from the
Benevolent Fund. In these instances you are encouraged
to arrange a visit, or to collect more information locally.
NFSP Headquarters can be contacted for a supply of
forms or for help and advice on completing them.
Occasionally you may be asked by the Board of
Benevolence to visit a recipient of the Benevolent Fund
to check on their circumstances.
Cases can either be serving subpostmasters, retired
subpostmasters, or family of former subpostmasters who
have fallen on hard times. The Benevolent Fund can help
give temporary assistance or one-off grants. In each
case, the Benevolent Fund Officer should visit the person
concerned and provide them with a claim form. Once
this form has been completed by the claimant, then a
full report on the circumstances of the case should be
submitted. This information should be factual, rather
than subjective.
Reports of the Board are strictly confidential and for
the use of the Board only.
Under the rules of the Benevolent Fund, any
out-of-pocket expenses incurred by the Benevolent
Fund Officer whilst carrying out investigations, will be
reimbursed by the Board of Benevolence to that Officer.
The Benevolent Fund's Objects and constitution are
available by logging on to the NFSP website.
www.nfspor
benfund
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NFSP Appendix five - 39
Key points for Training Manual
Does this need to be escalated to an NFSP Advocacy
Representative?
If there is no agreement or resolution between the
subpostmaster and PO.
Could there be a suspension of the subpostmaster?
+ Could the subpostmaster be liable for any potential
loss?
NFSP Advocacy Representative
Ensure all documentation has been received from the
Branch/Regional Secretary:
NFSP forms link.
PO reports.
Discuss with PO the main points in the reports.
Have PO followed their own policy?
Are they being reasonable?
Is this a breach of contract?
Discuss with the subpostmaster what has happened.
Does this agree with the points made on the Regional
log.
+ Is the subpostmaster being unreasonable?
What evidence is available to support the subpostmaster
view?
Will this lead to a possible suspension of the
subpostmaster?
Can the subpostmaster be suspended under the terms
of his contract?
« Is the suspension justifiable?
Is there an alternative solution to suspension? (always
argue for an alternative solution).
Subpostmaster is suspended
Has the subpostmaster received in writing his suspension
notice?
Does it give the reason for the suspension?
Does this need to go to the Decision Review Panel?
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NFSP NFSP Branch/Regional Secretaries guide 4l
Appendix six Guidelines on representing Members
For information only, unless you are a trained
NFSP Advocacy Representative.
Meetings
These guidelines should enable you to:
+ Understand why it is important for an organisation
to have a clear disciplinary procedure that lays down
standards of performance or conduct.
. Understand the two different types of action that PO
will consider when dealing with subpostmasters who
are thought to be in breach of their contract.
+ Be aware of the stages of the PO Contract Application
procedures and the main issues for consideration at
each of those stages.
Interviews
PO approach and policy.
Disciplinary action may take a number of forms
depending on the nature of the events that led to PO's
decision to begin the process.
In terms of the subpostmasters’ contract, the main
issues you will need to consider are:
+ Poor Performance.
+ Poor accounting procedures.
+ Misconduct.
+ Excess cash held on counter (e.g. during a robbery).
+ Suspension (please pass the case to an NFSP Advocacy
Representative).
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NFSP Appendix six - 45
Guidelines on representing Members
Representing a member at an interview
Your role as the member's representative:
Main aims:
+ To ensure the member has a fair hearing.
+ To obtain the best outcome for the member, given
circumstances of the case - that does not always mean
reinstatement, but it might mean time to sell.
Record details of your representation and outcomes on
case logs.
Preparing for an Interview
Allow adequate time to prepare.
- Has PO investigated promptly and established all the
facts?
Ensure you see all evidence PO is using in supporting its
allegations before the interview.
Make notes on the facts and statements made by any of
the parties involved.
Keep the case confidential.
What should PO tell the subpostmaster?
+ State the specific charge.
The subpostmaster should be given adequate notice (eg.,
seven working days - see section 16 of Subpostmasters
contract for timescales) of any interview being arranged.
+ Outcome could be summary termination.
The subpostmaster can request and receive all
information relevant to the charge.
As subpostmasters will invariably be employers,
a good clear disciplinary procedure enables everyone
involved to know where they stand and what is
expected of them. As the contract with
subpostmasters has been deemed to be ‘relation’
there is an underlying requirement towards a duty
of good faith on both parties. PO cannot act
‘irrationally, arbitrarily nor capriciously’ in their
dealings with subpostmasters. Further,
subpostmasters have been deemed to be responsible
for all losses either by themselves or their staff in
relation to losses due to carelessness, error or
negligence.
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Appendix seven
NFSP Branch/Regional Secretaries guide
when they should be received
NFSP
REPRESENTATIVE
TRAINED
Reports from Post Office Ltd (PO) and
WHICH
POLICY?
NFSP
Appendix seven
Reports from PO and when they should be received
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I
AUDIT
‘Audit Rationale
Shared with subpostmaster
On audit ar
B/R Secretary
Correction (T/C) to be
issued promptly
reason for the T/C being
issued
days
Document (ARD) _I as reason for audit and audit
support
‘Audit Reporting Too! I Used during the aucit One copy tobeleft_I B/R Secretary policy
(arn) with subpostmaster
‘Audit Reporting Too! I Follow up for Emailed to B/R Secretary
(art) checking purposes byPO —_I subpostmaster after
60 days
TRANSACTION CORRECTIONS
Transaction Document outlines the ASAP but within 60 I B/R Secretary Transaction
Transaction Balances branch accounting I Next working day _ I B/R Secretary Corrections
acknowledgement butifa failure policy
occurs a T/C will be
issued
ACCOUNTING DISPUTE
Branch discrepancy I Subpostmaster tocontact _ I As soon as itis B/R Secretary
Branch Support Centre discovered
{BSC) to report and get a ref
Number
Tier1 Investigation and During the call B/R Secretary
suggestions will be done on
this call to BSC
Tier 2 Tier Iwill escalate to Tier 2if I Resolve in 10 B/R Secretary
a resolution cannot be found I working days
Tier 2 checklist Used to check for errors and I On request B/R Secretary
discrepancies and then following
supplied to subpostmaster I investigation by
Tier 2
Tier 3 Escalation from Tier 2 ‘Aim to resolve in10 I Advocacy ‘Accounting
working days Representative Dispute and
Resolution
‘Subpostmaster Supplied by Tier 3 and Following the ‘Advocacy policy
Information Pack I includes all the data investigation Representative
reviewed
Case Investigation I Supplied to subpostmaster Once adecisionis I Advocacy
Report made Representative
ACCOUNTING SUPPORT
Trading Period PO will seek an Weekly following a I B/R Secretary ‘Account
Discrepancy explanation trading period end support
identified policy
NFSP WHICH
REPRESENTATIVE POLICY?
TRAINED
Resignation PO will contact Regularly B/R Secretary Account
subpostmaster to minimise support
risk of discrepancy on last policy
day of service
Discrepancies PO will contact Weekly and BIR Secretary
subpostmaster to offer ongoing
support before a settlement
is agreed
Repayments Only issued when the ‘ASAP BIR Secretary
discrepancy is resolved to
the satisfaction of the
subpostmaster
Repayment option I Issued to subpostmaster I ASAP and if BIR Secretary
when alarge discrepancy _I spread over
occurs and could cause _I longer than 12
hardship to the months will be
subpostmaster reviewed
annually
CASH AND STOCK
PO monitoring of I Expected Cash Holdings not ITelephone call _ I B/R Secretary Network
the post office matching Cash Declaration I made to cash and stock
discuss issue management
Inward Remittance I Report to BSC and obtaina I immediatelyon I B/R Secretary (eollay
discrepancy found at I ref number checking the
post office delivery
‘Outward Cash Letter sent to subpostmaster I Day 2 following I B/R Secretary
discrepancy found _ I identifying the discrepancy I collection from
by PO. post office
‘Outward Stock Letter sent to subpostmaster I When the pouch I B/R Secretary
discrepancy found _ I identifying the discrepancy is checked at the
by PO Stock Centre
Excess Cash Holdings I PO will make acalltothe I Assoonasitis I B/R Secretary
subpostmaster identified
Deliveryfailures _I Inventory Support Team will I On the same day I B/R Secretary
call the subpostmaster as the failure
SUSPENSION
Preliminary Report sent to Once reportis I Advocacy Subpostmaster
Investigation subpostmaster completed Representative suspension
policy
Informing of Contract Advisor will contact I Phone call initially I Advocacy
suspension the subpostmaster giving I and followed up I Representative
the reasons for the with a letter
suspension
DOCUMENT
‘Suspension
Informing
subpostmaster
Appendix seven
Reports from PO and when they should be received
USE NFSP WHICH
REPRESENTATIVE POLICY?
TRAINED
They will be reviewed Initially after 10
regularly and the working days
subpostmaster updated by and every five
letter
PO will supply the details and
supporting documents to the
subpostmaster
This may be mutually agreed
between PO and the
subpostmaster but must be
the subpostmaster by letter
‘outlining the rationale for the
appeals policy
This submission will be Subpostmaster
reviewed by the Appeals will be written
Manager who will make a final _I to within seven
decision on next steps days of the
decision being
Supporting records and
information
Informing of I Decision and rationale sent ina IASAPoncea _I Advocacy
decision letter tothe subpostmaster _I decision is made I Representative
Report
complaint
Complaints can be sent through I ASAP B/R Secretary Subpostmaster
a number of forums including ‘complaint
Branch Hub, Area handling policy
Managers and the BSC
Ifa subpostmaster disputes the IWhen required I B/R Secretary
outcome of a complaint it will
be given to the Complaint
Handling Manager to resolve
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54
NFSP Branch/Regional Secretaries guide
NFSP
Appendix 8
Compliance and contractual issues
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55
Compliance and contractual issues
Issues - Cash declarations, opening hours, continuous discrepanci
branch accounts, irregularities (financial/fraud etc),
restrictions (products), non-compliance, legal and regulatory (anti-money laundering - mails integrity), premises standards and.
customer complaints etc.
Po SUBPOSTMASTER PO SUBPOSTMASTER NFSP Po NFSP SUBPOSTMASTER NFSP PO
STAGE1 STAGE1 STAGE 2 STAGE 2 STAGE 2 STAGE3 STAGE 3 STAGE 4 STAGE 4 STAGE 4
‘Area Manager (AM) IContact NFSPto IAMescalates I Gather evidence to I NFSP Has anyone from I Work with the AM, ISituationisnow I Advocacy Must now
visits to discuss issue I advise of issue Idue to further _I challenge. Horizon I Representative to PO been given PO and the serious and could I Representative I engage
and should advise non-compliance I receipts. BSC gain a better responsibility for I subpostmaster to _I escalate to to take over case_I further with
the subpostmaster
to contact the NFSP
reference numbers
ete.
understanding of
the issue by
going through
Horizon reports and
seek a resolution to
the issue. Have you
suspension and
termination of
and work with PO
toa mutually
NFSP to explore
all options and
provided with NFSP
Headquarters
contact details who
will provide local
trained and
authorised
support. This will
be recorded on the
central register.
2) When PO
contacts NFSP, we
need to understand
if this is a stage 1-4
situation and
direct
accordingly. NFSP
Headquarters need
to question
proforma guide
when a call is
received to triage.
provided on the
website
information on
PO policies and
cross organisation
representing
colleagues.
to follow NFSP
policy guidelines in
gathering
supporting
evidence. NFSP
representative can
request any
‘evidence that PO
have to
substantiate their
issue prior to any
meeting taking
place.
3 stage situation
and PO should be
carrying out a
thorough
investigation of the
post office. They will
have been
monitoring the post
e as well.
stage situation,
NFSP
Representative can
request evidence
from PO ahead of
any potential
meeting.
for help. discussing with checking data? received all the contract. beneficial solutions
subpostmaster. Ask reports from PO solution. before coming
for evidence reports concerning the toa final
from PO. issue? decision.
Who is the AM Does the Can further Who is the NFSP Have anyresults I) Depending on the Now need to refer I Provide all
dealing with the subpostmaster I training be Representative? including Horizon _ I issue would further to Appendix nine, I Horizon Data
issue? acknowledge provided, would Only those trained data been shared (p56) which and full
the issue and has _Iit resolve the and authorised by with the covers disclosure to
adequate training Iissue. the NFSP should subpostmaster/ _I2) Has the PO suspensions, help the NFSP
been provided. be involved. Central NFSP? ied who is terminations and I understand
recording is a key responsible for the appeals. what may have
priority. situation. Are there happened.
any PO procedural
concerns?
1)Subpostmaster I NFSP have NFSP representative This would be a tier I As this isa tier 3 Requirement for
senior NFSP
Advocacy
Representative to
be involved
‘Stage 1 - 2 can be the local Branch Secretary or Regional Secretary
‘Stage 3 - 4 would be a Senior NFSP Advocacy Representative
56
Appendix nine
NFSP Branch/Regional Secretaries guide
Suspension policy
Inform the subpostmaster of the
suspension, firstly by telephone
then followed with a letter
giving the reason for the
suspension
Comply with the terms of the
suspension
Complete a Case Investigation
Report
Apply fairness, transparency and
professionalism
Contact the NFSP for help and
advice
Check that PO have complied with
their Suspension Policy guidelines
‘Advise the subpostmaster to
contact the NFSP
Ensure you get responses in a timely
manner (10 working days at the start
‘and then every five days thereafter)
What alternatives were
discussed prior to the
suspension
Gather as much information as
possible relating to the issue,
liaising with the subpostmaster and
other PO teams
Be flexible with availability for
meetings when required
Check that contractually PO have
the right to suspend the
subpostmaster as some contracts
may not
Complete a Suspension
Rationale Document before a
suspension
Be transparent and open to PO
Discuss with the subpostmaster
the possibility of a Temp running
the office
Consult with Contract
Investigation and Resolutuion
Manager before suspending a
subpostmaster and continue the
dialogue during the period of
suspension
‘Arrange representation (NFSP or
Legal) for correspondence or
meetings with PO
Discuss with Contract Advisor the
asics of the case
Consider all other options
before suspending
Request all evidence and
information in relation to the
investigation
Request all relevant paperwork
and reports are supplied to you in a
timely manner
Ensure the decision is in line with
other PO policies.
Contact the nominated Contract
Advisor at any time to discuss issues
and progress
Attend all interviews as
requested
Ensure the Suspension Policy is
adhered to and the
subpostmaster is supported
throughout including contact
details for the Contract Advisor
dealing with the case
Explain what will be required from
the subpostmaster
Deal with all contact from the
subpostmaster, whether written
or otherwise in a timely manner
Be flexible with meetings when
required
Keep the suspension regularly
under review. 10 working days at
start and then every 5 working
days, subpostmaster to be
contacted following each review
Confirm that remuneration will still
be made during the suspension
period
National Federation of SubPostmasters
Evelyn House
22 Windlesham Gardens
Shoreham-by-Sea
West Sussex BN43 SAZ
www.nfsp.org.uk
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