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RCN country and regional boards play a vital role in the governance of our organisation. RCN branches play a vital role in the internal democracy and life of our organisation. Both are important in different ways.

Now is an opportune moment to examine the purpose and the status of both boards and branches across the UK. Industrial action engaged thousands of previously unengaged members in new ways, but the part played by the local boards and branches in that process was very uneven and inconsistent. Even following this surge in activism, many of our boards struggle to hold competitive elections for their seats, and some of our branches remain in decline and unable to attract new leadership.

One issue that many members observe is the lack of clarity about the purpose of our boards and branches. What can we do as an organisation to better communicate the goals and mission of our structures to our members, and make them attractive to get involved? Should we strengthen the remit of branches to make them more central to our transition to organising? They could have a new lease of life co-ordinating the activity of member-led workplace teams.

Another issue is a lack of succession planning. Dedicated members make sacrifices to keep their local branches going, but when they decide to move on who is there to pick up the baton? What more can we be doing as members to ensure that branches especially do not fall derelict? Many believe that combining failing branches together would make the new single branch even more remote and inaccessible to ordinary members. It would be positive to hear what other approaches have been tried and worked.

There are places where thanks to the hard work of RCN members, both boards and branches are thriving, inclusive and dynamic. What can we do to improve the overall picture so that that is the norm? Should we consider amending the purpose of boards or branches to accomplish this? Whatever happens a debate on the future of boards and branches is necessary. Change can be difficult but if it leads to more engaged members, better equipped to raise the voice of ÌÀÍ·ÌõÎÛÁÏ and support each other to make the change we need for our profession, we must be willing to consider it.

The reading list for this debate is available .

Further reading:

ÌÀÍ·ÌõÎÛÁÏ (2024) How the RCN is governed. Available at: /ÌÀÍ·ÌõÎÛÁÏ-us/How-the-RCN-is-governed 

ÌÀÍ·ÌõÎÛÁÏ (2024) Our governance documents. Available at: /ÌÀÍ·ÌõÎÛÁÏ-us/How-the-RCN-is-governed/Our-governance-documents