In the event of an announced closure (or material reduction in opening hours) of a local bank branch which will disadvantage or inconvenience you as an individual, or a business or a voluntary organisation for which you are responsible, you may find the following advice helpful.

The provision of banking services is a competitive commercial business, not a public service, so if the proposed closure/reduction in opening hours still leaves you with a choice of other banks within the community you should consider switching your personal/business banking relationship to any bank which remains. Alternatively business customers should make enquiries of their own bank as to the cost of using the counter of a remaining bank under an inter-bank agency agreement (IBAA).

If, however, the proposed closure, or reduction in availability, is of the only remaining bank in the community (or eliminates choice) this is clearly a matter for protest as the loss/reduction is not only likely to cause inconvenience, but will also reduce numbers visiting the retail centre which could adversely impact the viability of shops and other services, ultimately leading to their closure too.

Who to write to
Start at the top, or very near the top, of the bank concerned with a copy to the local area/branch manager if name and address is known. CCBS’s recommended addresses for each of the main banks is on a following page.

What to write
Seeking a deferment of the closure/reduced availability can be more effective than attempting to reverse the decision. Reasons could be to allow time to assess the impact of new housing/commercial development, government/EU funds allocated for regeneration of the area or to allow time for evaluation of shared banking trials which might be an alternative to closing the branch.

• Distance to nearest banking facility.
• Travel time to nearest banking facility (problems with public transport routes and frequency, car parking).
• Security of cash in transit to nearest banking facility for retail businesses.
• Absence of cash machine, or presence of only a fee charging one.
• Particular access difficulties for disabled people and the elderly.

• Local media. Press, radio and TV can be very effective in raising the profile of the issue.
• CCBS nationally. Nominate a liaison person and contact as soon as possible. CCBS will seek national media coverage if appropriate and give tailored advice.
• Local MP. Encourage to write separately to the relevant bank’s Chairman/Chief Executive and if he/she can put down a Parliamentary Question and/or an Early Day Motion it might help. (In Scotland and Wales also involve your MSP or AM).
• Parish/Town Council. In smaller communities very valuable as a focal point for protest and can write to the bank on behalf of the community. The effectiveness of District/Borough Council is much less unless there are special factors such as deprivation, financial exclusion, regeneration status.
• Local organisations such as Chamber of Trade, amenity society and local branches of national organisations such as the Federation of Small Businesses, Help the Aged, Age Concern, Womens’ Institutes.

Community Action
Most valuable are letters, especially from individuals, businesses, charities and organisations with particular banking needs not easily met after the closure.

Petitions are only of value if substantial and/or are restricted to those who have used the branch concerned. Collecting signatures at the bank door is the most effective but can be time consuming and needs a rota. When submitting to the bank obtain local press coverage.

Public Meetings. Only effective if they are well attended and a representative of the bank is on the platform. To announce a meeting which is then cancelled or poorly attended is counter productive.

Innovation. Something unusual to attract media and public attention and to embarrass the bank. Examples have included a ‘stop the traffic’ street protest, a ‘sit-in’ at the bank, a life size Lloyds black horse upturned and labelled outside the branch, a band playing funereal music.