Support Burnley, Pendle & Rossendale Council for Voluntary Service (BPRCVS) without spending an extra penny!
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When you shop online for groceries, gifts, clothes, or even book a holiday, over 8,000+ retailers – including Tesco, M&S, John Lewis, eBay, Argos, ASOS, Booking.com and more – will donate to BPRCVS for FREE through easyfundraising.

How It Works:

1. Sign up for free on Easyfundraising
2. Shop online as normal at your favourite retailers
3. Retailers donate to BPRCVS automatically – it costs you nothing

Special 2-Week Bonus!

​For a limited 2-week period, if 10 supporters sign up, BPRCVS will receive a £15 bonus. The more people who join, the more bonus funding we unlock!
📌 Sign up now and start raising free donations today:
Join Easyfundraising for BPRCVS
Every click counts! Share with friends and family – the more who sign up, the closer we get to reaching our bonus and supporting our local community projects.

What’s The Purpose Of The Fund?
This year’s funding supports projects that improve health outcomes and tackle key local health priorities. Each district has tailored priorities to reflect local needs:

Burnley Priorities:

• Tackling respiratory disease linked to housing conditions
• Childhood obesity
• Promoting healthy lifestyles and helping people return to or stay in work

Pendle Priorities:

• Encouraging healthy weight and reducing physical inactivity in children
• Improving educational readiness and attainment
• Enhancing health support for children and young people

Rossendale Priorities:

• Community-led mental wellbeing (especially via VCFS organisations)
• Promoting physical activity and healthy weight
• Boosting participation in physical activity, especially in Whitworth

Who Can Apply?
Local grassroots organisations with a genuine community impact  including charities, CICs, and constituted community groups  are encouraged to apply. Your group must be based in or delivering services in Burnley, Pendle, or Rossendale.
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If your project aligns with social prescribing outcomes such as being Creative, Connected, Active or Safe, this fund is especially for you!

How Much Can I Apply For?​
This fund awards grants up to the sum of £5,000.00.

Need Support?​
BPRCVS is here to help! Our team can provide support with completing your application and answering any questions you may have. We’ve also included helpful guidance notes within the application pack.
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How To Apply📩
Email your completed and signed application – including supporting documents – to:
julie.overson@bprcvs.co.uk
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📮 Or post it to:
BPRCVS 
The CVS Centre
62–64 Yorkshire Street
Burnley
BB11 3BT

📞 For support or questions, call: 01282 433740 (ext 1008 or 1018)
🖊️ Please ensure your application has two authorised signatures – applications without this will not be considered.

​The first-round deadline is 5pm, Friday 15th August 2025. Applications received after this date may not be eligible for consideration in this round.
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Together, let’s support healthier, stronger communities in Burnley, Pendle, and Rossendale.​

Our aim is to create an enabling environment and allow for the portability of volunteers across organisations within the place, with free and accessible training and tool kits developed specifically for Lancashire volunteers and managers. Pull together as a partnership to listen and be heard, develop new relationships and encourage a thriving volunteer sector in Lancashire.


We will also be aiming to test these newly developed models of volunteering within our communities to ensure they work for you. Our monthly forum is for all sizes of VCFSE and infrastructure organisations. 

Our long-term aim is to support what is already flourishing and develop areas where the volunteer agenda needs support.

We do understand how busy you are and if you cannot make our monthly forum but wish to be kept up to date, then please continue to our booking system, fill out your details and click the corresponding field, and we will add you to our mailing list.

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You can book on now at: https://www.trybooking.com/uk/FAUJ or via our QR code

​During August we will be hosting a Free certified course around creating a space for decision making through wellbeing. It starts at 9am on Friday 1st August for 4 weeks at 62-64 Yorkshire St.

​We will be looking to help Burnley residents to feel more confident, creative and understand their potential. Creating a vision for future aspirations through looking at how this process is developed by others. Mapping personal challenges and confidence building to inspire the world our residents live in. 

Sessions are 9am-12 noon for 4 weeks, and you are expected to attend all sessions. 

It is open to Burnley residents age 16+ who are not in employment. Ideal for volunteers, carers, and students who are looking to move on to their next steps.

After the course there is the option of further support around employment, training, social support, volunteering and more.
 
Free refreshments and a certificate of completion. 
Simple sign up with just a name/ email or phone number, and a Burnley postcode.
We need to see a form of ID on the 1st session (birth certificate/ passport/ drivers' licence/ leave to remain). If you don't have Id please talk to us, it doesn't need to be a barrier. 

To book a place contact Lisa Ross, 01282 433740 lisa.ross@bprcvs.co.uk 

The early 21st century posed no shortage of challenges: rising levels of hidden homelessness, overstretched health services, a growing population of unpaid carers, and young people burdened by responsibilities far beyond their years.

But for every challenge, BPRCVS found an answer rooted in collaboration, innovation, and a profound belief in the power of people helping people.

From a new headquarters in the heart of Burnley to the expansion of life changing initiatives like Carers Contact, the Volunteer Centre, and Communicars, the first decade of the 2000s would see BPRCVS evolve into not only a provider of services but a vital strategic player in the fabric of East Lancashire.
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More than just a legacy organisation, it became a hub of hope where ideas were nurtured, grassroots voices were amplified, and real lives were quietly transformed.

The 2000s were a defining decade for Britain’s voluntary and community sector. Across the country, charities were no longer seen merely as compassionate auxiliaries to the state they were increasingly expected to play a central role in shaping and delivering public services.
Under Tony Blair’s New Labour government, the rhetoric of the “third sector” became mainstream, positioning charities as equal partners in tackling social exclusion, improving health outcomes, and regenerating deprived communities. With this new status, however, came intensified scrutiny and new complexities.

The introduction of the Charities Act 2006 marked one of the most significant overhauls in charity law for generations. It modernised the definition of “charitable purposes,” introduced a formal requirement for demonstrating public benefit, and gave the Charity Commission new regulatory teeth.
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While these reforms aimed to strengthen public confidence and encourage transparency, they also meant that organisations particularly small and medium-sized local groups had to adapt to a more regulated, professionalised environment. Trustees had to be better trained. Impact had to be measurable, and governance had to be more robust than ever before.


At the same time, digital technology was beginning to reshape how charities operated. Email newsletters replaced printed bulletins, online directories emerged, and early forays into social media opened up new frontiers for outreach and engagement. However, these changes brought challenges as well as opportunities. For grassroots organisations without dedicated IT teams or communications budgets, the learning curve was steep.


Perhaps most profound was the shift in how charities were funded.
Grant aid was increasingly replaced with commissioning and contract-based funding, forcing voluntary groups to compete with one another and sometimes with private providers to deliver services once considered core to community welfare. The rise of outcomes based reporting meant that passion alone was no longer enough; charities had to prove their worth through data, evaluation, and formalised impact assessments.


In this rapidly evolving landscape, many voluntary organisations struggled to keep pace. Yet BPRCVS not only adapted it thrived.

With Dorothy’s successor, Terry Hephrun at the helm ably navigating the choppy waters of the voluntary community and faith sector, BPRCVS managed to navigate the shifting sands by anchoring itself firmly in its founding ethos: to serve the real,
living needs of the people of Burnley, Pendle and Rossendale whilst others faced mission drift or collapse, By combining traditional values of care and civic duty with modern practices of accountability and partnership, BPRCVS proved that local, place-based support could still flourish amid national change.

This ability to remain rooted while responding to reform would become a hallmark of BPRCVS’s work throughout the decade a testament to its agility, vision, and unshakeable commitment to community.

In 2001, BPRCVS demonstrated its ambition to be both locally rooted and globally connected. That year, the organisation became part of an international volunteering exchange supported by Voluntary Service Overseas (VSO) and The Prince’s Trust, welcoming 18 young people nine from India and nine from the UK for three-month placements in Burnley, Pendle and Rossendale.


The exchange, groundbreaking for the borough, was more than a cultural visit it was a living demonstration of shared learning and mutual service.


The young volunteers were placed with local community groups, youth organisations, and environmental initiatives, offering hands-on support and fresh perspectives. Whether helping deliver youth activities, supporting neighbourhood clean-ups, or joining social projects that tackled health inequalities, these volunteers brought global insight to local issues and in turn, they learned from the resilience and resourcefulness of the East Lancashire community sector.
The programme left a lasting impression on both the participants and their host communities, showing that solidarity and service could cross borders and barriers.


That same year, 2001 was declared the United Nations International Year of the Volunteer and BPRCVS rose to the occasion.
Orange and blue awareness ribbons were distributed across the region as symbols of civic pride, and events were held to promote the importance of volunteerism. These activities not only celebrated the tireless work of existing volunteers but also encouraged new people young and not-so-young to get involved in shaping their communities.


Meanwhile, organisational development was advancing behind the scenes.

The Carers Helpline, which had grown steadily through the 1990s, was relaunched in 2001 with a full team of five staff enhancing BPRCVS’s ability to support carers in Burnley, Pendle and Rossendale.
That same year also saw the creation of the Burnley Community Network, with BPRCVS serving as the accountable body. This move represented a major shift in community governance, enabling local groups to speak with one voice and access funding, training, and representation through a coordinated platform. It was an essential step in giving grassroots voices greater influence in local decision-making.

At the dawn of the 21st century, BPRCVS’s Carers Contact programme stood as a vital support system for the often overlooked and undervalued cohort of unpaid carers within Burnley, Pendle, and Rossendale.


Starting the decade with 342 carers registered, the service witnessed remarkable growth over the following years by 2010, over 4,300 carers had signed up to the programme, with around 2,700 actively engaged in receiving ongoing support. This substantial increase reflected both the rising recognition of carers’ needs and the programme’s expanding reach and reputation.


Initially based in the heart of Burnley on Hammerton Street, Carers Contact served as more than just an information point; it was a lifeline and community anchor.


As the demand for services grew, the programme broadened its physical presence, moving into the East Lancashire Voluntary Sector Resource Centre, where it developed into a dynamic hub for carer advocacy, emotional support, and practical assistance.

Here, carers found a welcoming environment in which to share their experiences, voice their concerns, and access vital resources tailored to their unique challenges.


Recognising the diversity within the carer population, BPRCVS invested in specialist roles designed to meet specific needs. Dedicated workers supported young carers juggling education and family responsibilities, while others focused on carers from Black and Minority Ethnic (BME) communities, ensuring culturally sensitive support that acknowledged different traditions and barriers.

Additional roles targeted carers supporting individuals with learning disabilities or mental health conditions, groups often facing complex and demanding care situations.
Information and empowerment were central pillars of Carers Contact as befits BPRCVS as an
infrastructure organisation.

The creation of practical tools such as the A-Z Guide for Carers offered a comprehensive directory of services, advice, and rights, helping carers navigate the often fragmented care system with greater confidence. Collaborative work with local healthcare providers introduced the GP Carers’ role, a key initiative that strengthened links between carers and primary care services, ensuring carers’ needs were acknowledged in medical consultations and care planning.

Beyond practical support, Carers Contact was committed to improving carers’ wellbeing and quality of life. Pamper days provided opportunities for relaxation and self-care, while respite trips offered a temporary but invaluable break from caregiving duties.

Innovative projects like Carefree Days, run in partnership with Lancashire Adult Learning, combined respite with learning and social activities, helping carers to reconnect with their own interests and regain a sense of balance.

These activities were not only restorative but also affirming, helping to restore dignity and foster a supportive community where carers felt valued rather than invisible.

The programme’s success highlighted the importance of recognising carers as a hidden workforce individuals whose dedication underpins the health and wellbeing of many but whose own needs are often overlooked.
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Launched in 2000, the Young Carers Project rapidly became one of the most vital initiatives of the decade. These were children and young people, some as young as five, caring for family members with chronic illnesses, disabilities, or substance dependencies.

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From one worker in 2000 to a growing team by 2010, including specialist staff for mental health and substance misuse, the project supported over 400 young carers in its first decade. Its offerings one-to-ones, group sessions, family advocacy, and residential trips allowed young people to step out of the shadows and into supportive peer networks. They even produced their own newspaper for the project’s tenth anniversary, a powerful expression of their voices and experiences.

It started with just one dedicated worker, a passionate individual tasked with identifying young carers and reaching out into schools, social services, and community groups to find those hidden behind the scenes. Many young carers had long suffered in silence, their experiences invisible even to those closest to them. Some missed school, some struggled to make friends, and all carried a weight of responsibility far beyond their years.

From that single post in 2000, the Young Carers Project grew steadily. Over ten years, more than 400 young carers engaged with the programme.
But these numbers only tell part of the story.

​Behind each figure was a young person discovering a lifeline, a safe space, and most importantly, a sense that they were not alone.
The Young Carers Project was founded on the principle that these children deserved recognition, support, and a chance to reclaim some normality in their lives.

Volunteer Centre: Expanding the Spirit of Service

By the end of the 2000s, volunteering was no longer seen as a peripheral activity it had become an integral and valued part of life across Burnley, Pendle, and Rossendale. At the heart of this transformation was the BPRCVS Volunteer Centre, which evolved during the decade into a dynamic hub of community engagement, opportunity, and innovation.

The statistics alone speak volumes. In 2007/08, the Volunteer Centre processed 642 volunteer referrals. By 2009/10, that number had risen dramatically to 2,254 an increase of more than 250% in just two years.

This surge was not merely a reflection of growing interest, but of a deeper cultural shift. Volunteering was no longer viewed as something for the few with spare time, but as a vital means of personal and professional development, a pathway into employment, a way to maintain social connections in later life, and a means of contributing meaningfully to the wider community.

One of its most important missions during this period was to challenge outdated perceptions of volunteering as low-skilled, low-impact work often associated exclusively with charity shops or manual labour. Through carefully crafted placement pathways and partnerships with a wide range of organisations, the centre opened up new and varied roles that better reflected the skills, aspirations, and lived experiences of volunteers.


Volunteers were now finding placements not just in traditional charity settings, but across a wide spectrum of roles: in hospitals as peer mentors supporting patients through recovery; in schools and youth services offering guidance and mentorship to at-risk young people; in administrative and customer service roles that helped build office and digital skills; and in community projects that required strategic thinking and leadership.


This diversification of roles broadened the appeal of volunteering, attracting a more diverse pool of individuals from university students seeking experience and CV development, to mid-life career changers, to retired professionals eager to stay active and connected.


A significant driver of this evolution was the centre’s emphasis on volunteer development. Volunteers were not simply placed and forgotten; they were nurtured, trained, and empowered.



The Volunteer Centre also became a key advocate on the national stage. Through active involvement in policy discussions and regional networks, BPRCVS helped shape broader conversations about the role of volunteering in the 21st century.
It championed the importance of robust volunteer management, fair recruitment practices, and inclusive access for underrepresented groups including people with disabilities, carers, and those from Black and Minority Ethnic communities.
The centre promoted volunteering not only as an act of kindness or charity, but as a social contract: a mutual exchange that benefited both the individual and society as a whole.
As the decade progressed, volunteering also became a strategic response to the social and economic challenges of the time.

The late 2000s saw the global financial crisis and rising unemployment, particularly in areas like East Lancashire. In this context, volunteering offered a vital route to regain confidence, build employable skills, and maintain a sense of purpose.

For many who had lost work or faced redundancy, volunteering became the first step back into the labour market a chance to rebuild not only their CVs, but their identities.
One of the most powerful aspects of the Volunteer Centre’s work during this period was its ability to humanise statistics through real stories. Each number in the referral records represented a person a teenager learning leadership by coaching youth football, a recent migrant building English language skills through a reception desk role, an older adult combating loneliness by helping run a lunch club.
BPRCVS recognised the role of volunteering in community resilience.

In times of need whether responding to cuts in public services, emergencies, or growing demand for support the voluntary sector often stepped in to fill the gaps.
Volunteers were not a supplement to services; increasingly, they were the glue holding the social fabric together. The Volunteer Centre ensured that these contributions were coordinated, recognised, and sustained.
The late 2000s also saw growing interest in corporate social responsibility, and the Volunteer Centre capitalised on this trend by encouraging partnerships with local businesses. Employer-supported volunteering schemes began to emerge, enabling staff to give time to community projects during working hours.
This not only benefited the voluntary sector, but also strengthened ties between businesses and the communities they served.
Another key development was the centre’s role in volunteer brokerage.
Acting as a bridge between individuals and opportunities, BPRCVS maintained strong relationships with hundreds of local organisations, constantly identifying new placements and matching volunteers based on their interests, skills, and availability.
This proactive and person-centred approach helped ensure that volunteering was not only accessible, but meaningful.
By 2010, the Volunteer Centre had become far more than an administrative service it was a community engine, powering inclusion, regeneration, and transformation. Its work was underpinned by a belief that everyone, regardless of age, background, or circumstance, had something valuable to offer and that communities flourish when people are empowered to give their time, talents, and care.

Throughout the 2000s, Communicars emerged as one of BPRCVS’s most quietly transformative services a volunteer-led driving scheme that brought connection, and independence to some of the most isolated members of the community.

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Rooted in the founding ideals of the Burnley Citizens’ Guild where neighbourliness, mutual aid, and civic duty were cornerstones of action.
Communicars served as a living embodiment of those early values, reimagined for a modern world.


At first glance, Communicars may have seemed simple: a team of volunteer drivers using their own cars to transport people to medical appointments, shopping trips, or social activities. But behind this straightforward service lay a much deeper social impact. For many elderly, disabled, or otherwise mobility-restricted individuals across Burnley, Pendle, and Rossendale, these journeys represented far more than miles covered they were lifelines to the outside world.


The scale of the scheme’s reach expanded significantly throughout the decade. In 2009/10 alone, volunteer drivers completed approximately 10,400 trips. By the following year, that number had grown to 11,700 an increase that reflected both the rising demand for accessible transport and the growing recognition of Communicars’ value in promoting inclusion and wellbeing.


The people using the service were often those who had few, if any, alternatives. Public transport might have been inaccessible, unreliable, or intimidating particularly for those with complex health needs, limited mobility, or anxiety around travel.
Taxis, while more flexible, were often prohibitively expensive for individuals on fixed incomes. Communicars filled this crucial gap, offering a cost-effective, friendly, and human-scale alternative that restored a sense of autonomy to people’s lives.
For many service users, Communicars drivers were not just transport providers they were familiar faces, friendly listeners, and trusted supporters.


The relationships built during these journeys often extended beyond the car door. Volunteers came to know their passengers’ routines, challenges, and stories.


Conversations ranged from the weather and grandchildren to fears about a medical diagnosis or memories of their town during better times. In an era marked by growing social isolation particularly among older adults these brief but meaningful connections were immensely valuable. The volunteers who made this possible came from all walks of life retired teachers, former tradesmen, carers, office workers united by a desire to give back to their community in a tangible, personal way.


They donated not only their time, but the use of their own vehicles, often going above and beyond the call of duty. Many were motivated by experiences in their own families or communities an elderly neighbour who could no longer drive, a friend who had become housebound, or a parent who had once relied on similar support. The organisation understood that sustaining the commitment of volunteers required both practical support and recognition of their immense value. Regular check-ins and gatherings helped foster a sense of belonging among the drivers themselves a community within a community.


The ripple effects of Communicars extended far beyond the individuals directly served. Families, especially those living far from ageing or vulnerable relatives, expressed deep gratitude for the reassurance the service provided.

Health professionals noted the improved appointment attendance rates and reduced emergency call-outs.

Local community groups saw increased engagement from people who otherwise would have remained at home. In many ways, Communicars acted as a preventative service, mitigating isolation and its associated health risks before more costly interventions were required. Throughout the decade, Communicars also adapted to changing circumstances. As demand grew and demographics shifted, BPRCVS worked to diversify the volunteer base and increase awareness of the scheme.

Perhaps the most remarkable aspect of Communicars was its modesty.
It did not seek the spotlight, nor was it always headline-grabbing. Yet its impact was quietly profound. It provided a sense of agency to those who might otherwise have felt forgotten. It brought warmth and humanity to what could have been a purely transactional service. It turned everyday journeys into acts of care.

By 2010, Communicars was firmly established as one of BPRCVS’s most cherished services a shining example of how local volunteers, coordinated with care and compassion, could solve deeply human problems in practical and sustainable ways.

It was a wheel of independence, not only in the literal sense of mobility, but in restoring individuals’ sense of control, connection, and dignity.

In a time when statutory services were stretched thin and communities often felt fragmented, Communicars reminded everyone of what could still be achieved through the simple power of neighbourly kindness one ride at a time.

As the voluntary and community sector grew in scope and complexity during the 2000s, so too did the demand for skills, knowledge, and governance structures to match. Small grassroots groups, newly formed charities, and long-standing volunteer-led organisations were increasingly expected to operate with the rigour and professionalism once reserved for public and private sector institutions.

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In this shifting landscape, BPRCVS recognised a pressing need: to support the sector not just with advice or funding, but with the tools, training, and confidence to thrive.
The result was the formal launch of a structured training programme in 2007, developed under the BASIS Project (Building and Sustaining an Infrastructure of Support).
What began as a pragmatic response to a growing skills gap quickly became one of the organisation’s most enduring legacies of the decade. The training programme did more than deliver information; it helped to professionalise the voluntary sector while preserving its grassroots heart.
Between 2007 and 2011, the scale of the programme’s impact was remarkable.
Over 1,300 delegates from more than 650 organisations took part in 145 training sessions across Burnley, Pendle, and Rossendale. These figures not only highlight the appetite for learning among local groups but also demonstrate the central role BPRCVS played in strengthening the region’s voluntary infrastructure.
Courses were intentionally accessible low-cost or free, delivered locally, and focused on practical skills. The sessions were designed to be the very first steps and they helped build foundations that lasted.
Indeed, the foundations were wide-ranging. The core training menu included health and safety, food hygiene, risk assessments, and emergency first aid essential topics for any group organising public activities, community meals, or events.
These courses ensured that small organisations could meet legal and safety standards with confidence, often making the difference between a promising idea and a successful, deliverable project.
Other sessions focused on volunteer management an increasingly critical issue as more organisations sought to grow their impact through unpaid staff. Participants learned how to recruit, retain, and support volunteers ethically and effectively, embedding good practice around safeguarding, supervision, and recognition.


Equally important were courses on self-care, stress management, and preventing burnout particularly valuable for volunteers and staff working in emotionally demanding roles such as carers’ support, mental health, or crisis response.


These sessions served as a reminder that caring for others must begin with caring for oneself, and they became a hallmark of the programme’s holistic approach.


Another significant development during this period was the inclusion of digital skills and IT training.


As more funders, regulators, and networks moved processes online, digital literacy became essential not only for day-to-day administration but for grant applications, monitoring outcomes, social media engagement, and online safety.


Recognising this, BPRCVS introduced beginner-friendly courses in email use, Microsoft Office, online safeguarding, and basic website building empowering even the smallest community group to navigate an increasingly digital world.



In addition to set courses, BPRCVS offered bespoke training for specific groups or emerging needs. For example, when new funding streams emerged with particular reporting requirements, tailored workshops were designed to guide groups through the paperwork.


When community cafés and foodbanks began to multiply in response to rising hardship, targeted training in food handling regulations helped ensure these services could operate safely and confidently.
But beyond the content, what truly set the BPRCVS training programme apart was its atmosphere of encouragement and peer support.


Sessions were rarely lectures instead, they became lively spaces for community leaders, volunteers, and project workers to meet, exchange ideas, and share challenges. In this way, each course doubled as a networking opportunity, strengthening the social ties that underpinned the sector’s resilience.


Feedback from attendees reflected both the value and the accessibility of the sessions. One delegate described the programme as “the bridge between wanting to do something good and knowing how to do it well.” Another commented, “I walked in thinking I’d feel out of place but I walked out knowing I had a place in the sector.”


These testimonials underscored the power of training not just to impart knowledge, but to build confidence and belonging.


As the economic downturn of the late 2000s began to bite, demand for training increased. Groups under financial pressure sought to make every pound count, and that meant improving everything from governance and volunteer coordination to financial management. BPRCVS responded by developing new sessions on writing successful funding bids, financial accountability, and trustee responsibilities helping groups adapt, survive, and often even thrive under tough conditions.



Adaptability is key in the sector and courses were regularly reviewed, and new topics added in response to emerging trends.


When safeguarding legislation changed, BPRCVS was quick to update its offer. When social media began to shape community engagement, BPRCVS introduced digital marketing sessions to ensure groups could amplify their work online. The training programme never stood still it evolved in pace with the sector and the socio-economic landscape.

By 2011, the training programme had established itself not only as a trusted provider of capacity-building but as a quiet force behind the scenes one that enabled hundreds of groups to deliver their missions more safely, confidently, and effectively.

It empowered ordinary people to step into leadership roles within their communities, giving them the knowledge to run meetings, recruit volunteers, balance budgets, and measure impact.

Its legacy was visible in the growing number of organisations that began to operate with professionalism, apply for larger grants, take on premises, or deliver commissioned services. These were not just better trained they were better prepared for the challenges of a changing sector.

In many ways, the BPRCVS training programme encapsulated the organisation’s wider ethos: to meet people where they are, help them build, and walk alongside them as they grow.

East Lancashire Voluntary Sector Resource Centre: A New Home, A New Era

Fulfilling a long-standing dream of Chief Officer Dorothy Lowe, the new headquarters on Yorkshire Street opened in 1999 and came into full use in the early 2000s. The East Lancashire Voluntary Sector Resource Centre was more than a building it was a symbol of permanence, collaboration, and visibility for the entire voluntary sector in the region.
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Hosting tenants like the British Trust for Conservation Volunteers and the East Lancashire Deaf Society, it also provided modern facilities for meetings, training, and drop-in advice. Shared corridors led to shared conversations and cross-organisational partnerships, enriching the civic landscape of East Lancashire.



Beyond Projects: A Philosophy of Support


Amid the wide range of services, training programmes, and volunteer initiatives that defined BPRCVS during the 2000s, there existed a deeper thread one not always listed in project evaluations or funding reports, but no less important: a consistent and enduring philosophy of community-based support.

It was this underlying ethos, rooted in solidarity, compassion, and empowerment, which tied together the organisation’s many strands of activity and gave its work lasting impact.
This philosophy was not bound to any single programme or time-limited initiative. It was embedded in the way BPRCVS approached its role not just as a service provider, but as a steward of community wellbeing. Whether addressing poverty, isolation, ill-health, or unemployment, the organisation worked from the ground up, listening to those it served and responding with humanity, flexibility, and purpose.
One of the most enduring and quietly impactful examples of this ethos was the Distress Fund, a form of emergency financial support offered to families with dependent children facing acute hardship.
Though capped at £400 per family per year, and operating largely behind the scenes, the fund remained a critical safety net for those falling through the cracks.
Its value lay not only in what it provided essentials such as heating, school uniforms, or food but in the dignity and discretion with which it was offered.


Unlike many formal support systems that required invasive assessments or long waits, the Distress Fund could respond quickly, often through referrals by trusted professionals or community workers.


This immediacy allowed families in crisis to receive support when they needed it most before problems spiralled into deeper debt, homelessness, or social services involvement.


In a decade marked by economic downturns, welfare reform, and growing financial precarity, this kind of quiet intervention often made the difference between stability and collapse.
The fund reflected a broader belief that no one should be left to struggle alone, especially families with children. It recognised that temporary hardship did not equate to failure or unworthiness, and that sometimes, what people need most is simply a bit of help at the right moment.


It also demonstrated the power of community-funded compassion drawing on donations, local partnerships, and volunteer support to sustain a flexible resource outside the limitations of state provision.


Just as the Distress Fund continued to serve families in need, earlier legacy projects such as the Friendly Visiting Scheme and hostel support work cornerstones of BPRCVS’s mid-20th-century service delivery either evolved or gave way to more contemporary expressions of the same principles.


Where once volunteers visited isolated older people in their homes for tea and conversation, new services like Carers Contact and Communicars carried this torch forward, responding to modern needs with the same emphasis on personal connection, trust, and presence.
The Friendly Visiting Scheme, for instance, may have ended in its original form, but its ethos of reducing loneliness, affirming dignity, and offering companionship remained very much alive in the everyday work of Communicars drivers or Carers Contact support staff. These weren’t just services;
they were relationships, built on empathy and a shared belief in the value of every individual. In this sense, BPRCVS didn’t just adapt to changing times it preserved the heart of its original mission through new structures and settings.



Similarly, the rise of the Volunteer Centre and the Training Programme during the 2000s reflected an expansion of this philosophy. Both initiatives were born not only out of practical need, but from a deep-rooted belief that people themselves are the greatest resource in any community. Rather than positioning service users as passive recipients of help, BPRCVS empowered them to be part of the solution to gain skills, give time, and build the capacity of others. Volunteering was not promoted merely as something altruistic, but as a reciprocal exchange: volunteers gained experience, confidence, and connection, while the organisations and individuals they supported received much-needed help.


Likewise, training wasn’t just about compliance or box-ticking it was about unlocking potential, giving people the tools to lead, manage, and sustain their own community initiatives. This reflected a broader shift in BPRCVS’s identity during the 2000s from provider to enabler; from helper to partner.


What tied all of these activities together whether a single distress grant, a peer mentor placement, or a safeguarding course was the relational approach BPRCVS embedded in its daily practice. The organisation knew that strong communities are not built by services alone, but by people who are connected, supported, and empowered. That meant recognising the humanity in every interaction, responding with flexibility, and working with not just for those in need.
This philosophy also guided BPRCVS’s wider role as a connector and convener.


Through forums, networks, and collaborative partnerships, the organisation brought together community leaders, public agencies, faith groups, and residents around shared challenges and common goals. It saw its role not as central authority, but as facilitator of local strength helping others to grow, organise, and take action.
In the 2000s, as social needs diversified and funding landscapes became more competitive, this underlying philosophy became more important than ever.
It helped BPRCVS navigate the tension between professionalisation and grassroots authenticity, ensuring that as the sector modernised, it did not lose sight of its foundational values: trust, compassion, inclusion, and mutual respect.

Ultimately, while projects came and went some completing their funding cycles, others evolving into new forms this deeper ethos remained.


It was visible in the reassurance offered to a single mother helped by the Distress Fund, the confidence built in a volunteer through training, the independence restored by a Communicars ride, or the emotional relief brought to a young carer through advocacy and respite.
By 2010, BPRCVS had built not only an impressive array of services, but a culture a way of working that prioritised people, relationships, and community resilience above all else. This was the thread running through its entire history, from its origins in the Burnley Citizens’ Guild to its modern identity as a trusted anchor organisation in East Lancashire.

More than just a provider of support, BPRCVS had become a philosophical home for community action: a place where compassion was organised, solidarity was practical, and everyday people were given the tools and the belief to make a difference in each other’s lives.


Conclusion: Standing Firm in Changing Times


What made BPRCVS exceptional in this period was not simply the range of its services, but the way it conducted itself as a civic institution resilient in the face of challenge, inclusive in its partnerships, and profoundly committed to social justice. In an era marked by austerity measures, increased scrutiny, and competition for shrinking resources, BPRCVS did not retreat. Instead, it advanced with humility and intelligence, building capacity across the sector and investing in others so that communities could speak for themselves, support themselves, and sustain themselves. It did this not by imposing top-down solutions, but by listening closely, constantly to the voices of carers, volunteers, trustees, youth workers, parents, and neighbours.


It recognised that expertise does not always come with titles, and that lived experience is as valuable as formal education when it comes to shaping effective, dignified support. This bottom-up ethic so closely aligned with the organisation’s 1935 founding principles continued to guide every new initiative. Throughout the 2000s, BPRCVS proved itself agile in a changing policy landscape. It adapted to new funding mechanisms and expectations around impact measurement and accountability without losing sight of the people behind the numbers. It embraced professionalisation while holding fast to its grassroots identity.


It operated with increasing sophistication though never became remote or bureaucratic. In doing so, it served as a bridge between formal systems and informal networks, between local residents and regional decision-makers, and between tradition and innovation.
In each story lies a reflection of BPRCVS’s wider purpose: not to act for communities, but to act with them to help shape a society in which every person, regardless of background or circumstance, has the opportunity to connect, contribute, and thrive.

By the close of the decade, BPRCVS stood not only as a provider of services, but as a custodian of community values, and as a platform for collective progress. The organisation had successfully navigated a time of enormous change while holding fast to its founding mission: to promote self-help, deepen civic responsibility, and work towards the elimination of poverty through voluntary action and mutual aid.

As the next decade approached, BPRCVS carried with it a renewed sense of purpose and a legacy of community support that marched on: steadily, quietly, and with ever-widening arms.

This was a decade in which the very definition of "community support" was reimagined. From crisis food parcels to long-term accommodation projects, from carer advocacy to regional volunteer infrastructure, BPRCVS embedded itself into the daily lives of thousands. It operated at both a grassroots and strategic level offering practical aid to those in immediate distress whilst also advising local authorities on community care plans, funding models, and inclusive service delivery.

It developed partnerships with everyone from housing associations and GPs to schools and churches. Through this web of collaboration, BPRCVS extended a safety net beneath the region’s most vulnerable—without judgment and without bureaucracy.  

At the heart of this work was a deep respect for the power of ordinary people to do extraordinary things. Whether through volunteer drivers ferrying elderly residents to the shops, or youth-led environmental projects rescuing frogspawn from drying ponds, BPRCVS never lost sight of the value of personal agency. It treated volunteering not simply as a civic duty, but as a form of empowerment—a way to rebuild confidence, develop skills, and reclaim a sense of belonging.  

This decade also saw BPRCVS invest in its own future. Under the leadership of figures like Dorothy Lowe and Terry Hephrun, the organisation pursued a long-standing vision to create a central hub for the voluntary sector. It was a physical embodiment of BPRCVS’s philosophy: that social change happens best when people work together.  

Through innovation, tenacity, and compassion, BPRCVS helped steer Burnley, Pendle, and Rossendale through one of the most challenging periods in modern history. It did not wait for solutions to come from above—it built them from the ground up. And in doing so, it not only sustained lives, but helped to reweave the torn fabric of community itself.  ​

In early 1991, as the First Gulf War dominated headlines and British troops were deployed to the Middle East, BPRCVS once again proved that its reach extended far beyond domestic hardship. In a powerful show of solidarity, the organisation launched the Gulf War Appeal in partnership with the Burnley Express, offering local people a direct way to show support for service men and women stationed on the front lines.  

This appeal was more than a fundraising initiative it was a rallying call. In just a matter of weeks, it mobilised schools, businesses, community groups, and families across Burnley, Pendle and Rossendale. At its heart was a simple but deeply human idea: to send a piece of home to those far from it. 
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Local shoe manufacturer Lambert Howarth donated hundreds of empty shoeboxes. United Carriers stepped in to offer affordable transport, helping the parcels reach troops stationed in the Gulf just two weeks after the appeal was launched.  
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Charity events were held in churches and community halls, schools collected toiletries and stationery, and donations poured in. People gave books, writing sets, sweets, disposable razors, phone cards, and personal messages small comforts that carried enormous emotional weight.  
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By the time the hostilities ended, the appeal had sent around 900 parcels, with an estimated value of £5,500 in donated goods. The feedback from troops was overwhelmingly heartfelt. One letter, received by BPRCVS from Sergeant Dave Leyland of Earby, captured the gratitude felt by so many on the front lines. He wrote to thank “everyone back home,” saying that the letters and parcels “were the biggest single factor in the Allies winning the war so quickly.”  
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It also served as a reminder that BPRCVS’s mission went far beyond its borough boundaries. Whether responding to crisis at home or showing solidarity abroad, the organisation remained steadfast in its belief that when people come together, powerful things happen.  ​

It was a bold vision, and one that required significant investment. But as was often the case with BPRCVS, where there was passion, determination, and community need, solutions soon followed. ​

From the front reception to the communal kitchen, it was a place where residents, staff, and service users felt welcome.  A centre rooted in community ownership, not just organisational identity.  
For BPRCVS, the centre also represented an essential shift in infrastructure.  
No longer confined to a corner of town, the organisation now had the space, visibility, and facilities to match its expanding role across Burnley, Pendle and Rossendale. It became the beating heart of local civil society the place where a campaign might be born over coffee, a housing crisis resolved in a private room, or a young volunteer find their first placement and sense of purpose.  
The East Lancashire Voluntary Sector Resource Centre future-proofed the voluntary sector for the 21st century. It created a legacy that continues to serve the people of East Lancashire to this day.  
Dorothy Lowe did eventually retire handing the helm over to Terry Hephrun. Dorothy’s ambition for BPRCVS had once again proved that community is strongest when it has both a place to gather and a shared dream to pursue.  
Carers Contact: Answering a Silent Need  
In 1995, a quiet but significant shift occurred in social policy.  
For the first time, national legislation began to formally acknowledge what millions of families had long known that unpaid carers were the backbone of community care in Britain. The introduction of the Carers (Recognition and Services) Act 1995 was a watershed moment.  
It recognised the unique challenges faced by those providing ongoing care for loved ones with long-term illnesses, disabilities, or age-related needs. Across East Lancashire, this legislative change echoed loudly, particularly in communities already strained by poverty, poor health outcomes, and under-resourced statutory services.  
The Burnley, Pendle and Rossendale Council for Voluntary Service (BPRCVS), with its ear to the ground and a history of responding to evolving social needs, quickly realised that this change in policy had uncovered a vast but largely invisible population. Carers, many of them women, many elderly, and many juggling multiple roles, had been struggling in silence, often unaware they had rights, or even that they could ask for help.  
BPRCVS launched a Carers Helpline, initially staffed by volunteers and supported by a small project team. The phone line quickly proved indispensable.  
Within months, the volume of calls grew as word spread among GP surgeries, community groups, and social workers. Many carers phoned, not to ask for services, but simply to talk, to share their burdens, to ask questions about benefits, or to find out if what they were doing even counted as caring.  
The project was soon expanded into a dedicated service: Carers Contact. By the turn of the millennium, it was supporting over 340 carers across Burnley, Pendle and Rossendale and that number was rising every month.  
BPRCVS understood that isolation was one of the deepest wounds a carer could suffer and so the project set out to rebuild social connection and personal wellbeing through a packed programme of events and opportunities.  
The now-famous "Carefree Days" became a highlight of the calendar. These included day trips to York, Blackpool, Southport, and local beauty spots brief but cherished escapes from the 24/7 responsibilities that many carers faced.  
For many attendees, these were the only breaks they’d had in years. Other initiatives included pamper sessions, gentle exercise and yoga classes, and basic computer training, which helped carers stay connected in an increasingly digital world.  
Young carers, often overlooked and under-supported, were given space to connect with peers, attend activity days, and build skills that would help them cope with their unique challenges. BME carers, particularly in Asian and Eastern European communities, were reached through translated materials, community liaison workers, and culturally sensitive events. The project became a model of inclusive practice, long before such language became widespread in the voluntary, community and faith sector.  
One of the project’s crowning achievements and still one of its most referenced legacies—was the development of the A–Z Guide for Carers.  
This comprehensive, user-friendly directory brought together every known support service a carer might need: from transport and home adaptations, to respite care, support groups, disability benefits, and disease specific organisations like the Alzheimer’s Society or Parkinson’s UK. Tangible proof of BPRCVS’s commitment to not just listening, but equipping and empowering.  
As the decade closed, BPRCVS’s model of carer support began influencing wider discussions in East Lancashire about the role of unpaid care in the NHS and social care ecosystems. Carers Contact had not only improved lives it had helped change the conversation.  


Driving Change: Communicars and the Spirit of Volunteering  
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The seeds of the idea for a volunteer-led transport scheme were planted in 1936, when the Burnley Citizens’ Guild first proposed community-based transport for the elderly and housebound. It would take decades of social change, rising awareness of isolation, and the quiet persistence of the voluntary sector for the vision to become reality.  

By the early 1990s, the need was urgent and undeniable. Public transport services across Burnley, Pendle and Rossendale were becoming increasingly limited particularly in the rural villages and outlying areas that many elderly or disabled people called home. Cuts to bus routes, mobility difficulties, and the rising costs of taxis left countless individuals effectively stranded.  

People missed hospital appointments, gave up on social activities, or simply stopped going out altogether. Isolation wasn’t just a risk it was becoming a way of life.  

In 1993, drawing on its long tradition of grassroots coordination, BPRCVS united several small, informal driving schemes that had popped up in Rawtenstall, Haslingden, Pendle and Burnley.  
These had been run by dedicated local volunteers, but lacked the structure and sustainability needed to keep going in the long term.  

Under BPRCVS’s leadership, these fragmented efforts were brought together into a single, cohesive service: Communicars.  

Communicars was simple but transformative. A team of trained and vetted volunteer drivers used their own cars to transport people to essential appointments, shops, hairdressers, lunch clubs, day centres, and social events.  

Clients paid a small mileage-based fee to cover expenses, but the service was run with empathy, not profit in mind. For many users, it wasn’t just about getting from A to B it was about being seen, supported, and part of the world again.  

Drivers often stopped to help people to their door, waited during appointments, and chatted along the way turning what could have been a transactional service into something altogether warmer and more dignified.  

In an era when statutory services were stretched thin and transport barriers often undermined care, BPRCVS filled a critical gap.  

Each journey was a quiet act of community care. The drivers, retired men and women, part-time workers, young parents with a few hours to spare were the lifeblood of the service. BPRCVS supported them not just with training and insurance, but with community and recognition.  ​

It was about freedom, dignity, and connection. It was about showing that no one should be left behind because they couldn't drive or afford a fare and, in every journey, made, in every door held open, in every kind word exchanged on the way to the GP or the post office, the spirit of BPRCVS shone through compassion in motion.  ​

Group Support, Funding and Volunteering Forum

Date: Tuesday 24th June 2025
Time: 10:30 AM – 1:00 PM
 Venue: CVS Centre, 62–64 Yorkshire Street, Burnley, BB11 3BT
This FREE event is open to all  community groups, volunteers, staff, and the wider community. 🙌
💬 Learn more about:

• CVS-administered funding opportunities
  
• Volunteering support
  
• Local group support
  
• Real experiences from guest speakers including Pheonix RDA
  

 A light lunch and refreshments will be served.
 Booking essential: Email thehub@bprcvs.co.uk to reserve your place (limited availability).
 Parking available at St Mary’s Church.
Let’s come together to share, learn and grow our community support! 

BPRCVS The Hub is thrilled to be joining forces with local organisations and community groups to celebrate Volunteers’ Week 2025 – a national celebration of the invaluable contributions volunteers make to our communities every day.
From Monday 2 June to Saturday 7 June, we're inviting you to discover what volunteering is all about through a full week of free, informal taster sessions across Burnley, Pendle, Rossendale and beyond!
Why Get Involved?
Volunteering is about more than giving your time – it’s about making a difference, building connections, learning new skills, and being part of something bigger. Whether you're a long-time volunteer or just thinking about getting started, this is the perfect opportunity to find your place in the community.
You'll have the chance to meet inspiring local organisations including:

• BPRCVS
  
•  Pennine Lancashire Community Farm
  
•  SafeNet
  
•  Team Rise
  
• Inspire Motivate Transform (IMT)
  
•  Lancashire Wildlife Trust
  
• ...and many more!
  
  Ready to Get Involved?
  No need to book – just come along! Bring a friend, have a brew, and take the first step toward discovering how you can make a real difference in your community.
  For more info, email: thehub@bprcvs.co.uk
  Or follow us on social media: @BPRCVS
  Let’s celebrate the power of volunteering – together! 
  
  
  

We want to celebrate our sector – and we need your help!
All entries are entered into a prize draw to win £500 for your group/organisation!

Help us to celebrate the wonderful work and positive contributions the VCFSE sector makes in Lancashire and Cumbria.

If you're running a community group, arts and culture group, social club, sports club, charity, faith organisation, social enterprise, co-operative, community benefit society, working men’s club, housing association, trade union, or some other organisation that is benefitting local people we want to hear from you.

We know your time is limited, but we hope you'll spare a few minutes to help us prove the voluntary, community, faith and social enterprise (VCFSE) sector is vital to our communities, and as such deserves much wider recognition and support, but we need the data to evidence this.

This State of the Sector Survey has been created in partnership with our colleagues at other CVS organisations across Lancashire and Cumbria, Local Lancashire, Lancashire & South Cumbria VCFSE Alliance, and Inclusive North to understand the work the VCFSE sector does and celebrate the positive contributions being made in Lancashire and Cumbria. Similar surveys have helped to produce 'State of the Sector' reports in other counties, but we haven't had one for Lancashire and Cumbria, so your contributions will help achieve this goal.

If you are involved in a leadership role, we would be really grateful if you could complete the survey. Additionally, if you know somebody who runs a local a group or any of the types of organisations mentioned above, please pass the survey on and ask them to complete it too. We're looking to reach as many VCFSE groups and organisations in Burnley, Pendle and Rossendale as possible.

You can access the survey here: https://www.surveymonkey.com/r/C6LQR8X
Or scan the QR code below.

To thank you for completing the survey, your group will be entered into a £500 prize draw!
To be entered, all you need to do is complete your contact details at the end of the survey so that we can contact you if your group is successful in the prize draw.

In partnership with...

Applications are now open for the 2025/2026 Small Grants Programme.

When it's gone, it's gone! Apply today to avoid missing out.

There are three tiers to the funding:

• Grassroots grants – up to £250.00: for un-constituted community groups that are working with the CVS to help achieve their community engagement activities / events.
• Community grants – up to £500.00: for constituted community groups.
• Longer-term community grants – up to £1000:  for constituted community groups who are proposing to deliver a project of 12 weeks or longer. 

Projects should strongly support specific local needs in the following key areas:

• Increasing opportunities to participate in local community action and activity
• Keeping people well and feeling part of their community
• Increasing resilience and improving mental wellbeing, enabling individuals and families to cope well, overcome barriers to achieving their potential and increase their skills
• Support people who are more vulnerable, such as those with long term conditions, who are frail and/or have complex needs
• Promoting greater partnership working between the community and services, and other VCF organisations
• Reduce social isolation, with a positive impact on health and wellbeing

For the application guidance and application form, please click here: CVS Administered Grants 

New dates for our Monitoring & Evaluation Workshops over the summer period. All details including how to book are on the poster above -  click image to enlarge.

We’ve had a fantastic response to our campaign promoting the available office space at The CVS Centre. Of the 4 office spaces available we now have occupants in 2 of the spaces leaving just 2 more offices available to new tenants.

To celebrate our 90th anniversary we're also running a special offer promotion that can't be beaten! So, don't delay, act today... click 'read more' to discover the office space we have available.

Tenants at The CVS Centre enjoy a range of benefits that other office spaces simply can’t provide. We’re the only dedicated VCFSE centre in Burnley! Benefits include low-cost rent, free room hire sessions, links to other third sector groups and organisations, easy access to the wide-ranging projects and services provided by BPRCVS, and so much more!

​Room 33 is perfect for a small team with capacity for up to 5 team members. The space is located on the first floor and is right in front of the disabled access lift making it a highly accessible office space. Small and comfortable with newly installed LED lighting, and lots of natural light from a south facing position makes Room 33 a very pleasant place to work. And the best of all… it’s only £2,325 per annum (155 sq. ft and all service charges are included).

Room 39 is also ideal for up to a 5-person workforce, but this office has a little more space to include a few pieces of office furniture too (or if minimal desk space is required you may be able to squeeze another 1 or 2 members of staff in), and there is additional storage space on the corridor outside. Situated in a quiet corner of The CVS Centre on the first floor and freshly decorated, this office space is bright and comfortable making for a suitable space for a hard-working team. And the best of all… it’s only £2,580 per annum (172 sq. ft and all service charges are included).

So, if you’re thinking about new premises, expanding your VCFSE business or group, or entering new operating localities come and join fellow VCFSE sector groups and organisations based at The CVS Centre. They love it, and we’re sure you will too!

Book a no obligation visit to see for yourself, but don’t wait too long as these are hot properties not expected to be available for too long. Simply call Carol Port on 01282 433740 or email reception@bprcvs.co.uk to enquire and/or book a visit.

And as part of our 90th anniversary celebrations we’re offering the first 90 days free of charge – an offer that can’t be beaten and is too good to miss!

Download our Tenancy Brochure for more information, and check out our Room 33 and Room 39 webpages.

Introduction
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The 1980s in East Lancashire were defined by a stark contrast between a proud industrial past and an uncertain economic future. For communities in Burnley and neighbouring towns places built on the back of coal, cotton, shoes, and steel the shift from industry to redundancy came with little warning and few safeguards.

 
In Burnley, unemployment spiked above 20% by the early part of the decade, while the economic bedrock of Pendle’s mill towns crumbled with every textile closure. In Rossendale, the once world-renowned footwear trade, centred in towns like Haslingden and Rawtenstall, faced an existential threat from cheaper overseas manufacturing.
The collapse wasn’t just economic it was social. Families who had worked the same factories for generations found themselves without direction. The structures of community that had once been rooted in shared labour trade unions, chapels, working men's clubs saw their influence wane. At the same time, the Thatcher government’s programme of welfare reform and public spending cuts further stretched the capacity of local authorities to support those now most in need.
In this vacuum, the voluntary sector emerged not only as a safety net but as a beacon of innovation and resilience. The Burnley, Pendle and Rossendale Council for Voluntary Service (BPRCVS) already grounded in decades of civic engagement stepped up. From delivering emergency aid to building long-term capacity in community groups, BPRCVS evolved into an engine of empowerment. By adapting to new challenges and mobilising an ever-growing network of volunteers, it played a transformative role in helping communities survive and in many cases, thrive in the face of profound adversity.


 
Burnley in the 1980s: A Community at the Crossroads


In the aftermath of the industrial decline, the fabric of Burnley’s community began to unravel. The strong ties that had once bound local residents together whether through trade unions, religious groups, or social clubs began to weaken.

These structures of support, built on the collective strength of the working class, were no longer able to offer the same sense of security and belonging. The closure of the mills didn’t just affect the workforce it affected the very identity of the town. People who had worked in the same factories for generations now found themselves without work and, for the first time, without a clear purpose.

The effects of deindustrialisation were not limited to economic hardship. The erosion of community cohesion created a sense of alienation among many residents. Longstanding traditions and networks that had once provided stability and support were suddenly obsolete. With families spread out across the town and many facing the loss of income, the social bonds that had held Burnley together were fraying.

This sense of social disintegration was compounded by the national political climate, as the Conservative government under Margaret Thatcher pursued policies that many saw as hostile to the working class. Public spending cuts, a reduction in welfare services, and the weakening of labour protections left local authorities scrambling to address the growing needs of the population. At a time when many felt abandoned, the town of Burnley seemed to be caught between the remnants of its industrial past and an uncertain future.


For Burnley, the 1980s were not just a decade of economic decline, but a decade of profound transformation. The loss of industry marked the end of an era, but it also signalled the need for change. In this climate of uncertainty, it became clear that the town would have to rebuild itself not by returning to its industrial roots, but by finding new ways to meet the needs of its residents. It was within this challenging environment that BPRCVS emerged as a vital force for social change. As traditional structures crumbled, the voluntary sector stepped in, creating a new form of social safety net that was more adaptable and responsive to the changing needs of the community BPRCVS played a pivotal role during this period, rallying local residents and volunteers to address the critical challenges facing Burnley, including rising unemployment, housing shortages, social isolation, and the need for support among vulnerable communities.
 
In many ways, Burnley in the 1980s was at a crossroads. The town had lost its industrial identity, but it was on the brink of finding a new one that was rooted in community empowerment and mutual aid. The resilience of the people of Burnley, and the organisation that would help lead the charge, would soon prove that even in the face of adversity, communities have the power to rebuild, reimagine, and thrive.

1980–1981: Advocating for Disabled People


As the 1980s unfolded, the world was changing in ways that would influence not just the economic landscape but the social fabric as well. The International Year for Disabled Persons in 1981 provided an opportunity to address longstanding inequalities faced by disabled individuals. In Burnley, BPRCVS recognised the critical need for advocacy, and the organisation made a concerted effort to ensure that disabled people were not left behind in the community’s transformation.

The key to BPRCVS’s success during this period was its ability to bring together disparate groups and voices to create a unified front for change. A local committee was formed to tackle the issues facing disabled people in the area, and it was chaired by none other than Keith Hall, the editor of the Burnley Express.

This partnership between the voluntary sector, the media, and local communities became a powerful tool for social change. Through public events and media coverage, the committee was able to raise awareness about the challenges faced by disabled individuals, from inaccessible buildings to limited employment opportunities and inadequate support services.

One of the first major campaigns led by BPRCVS focused on the physical barriers that made life difficult for disabled people in Burnley.
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Buildings that had been constructed without consideration for accessibility were a constant source of frustration, and for many disabled individuals, the lack of ramps, lifts, and accessible facilities meant that simply getting around town could be an ordeal. BPRCVS’s campaign not only highlighted these issues but also called for concrete solutions. The media campaign played a crucial role in changing public perceptions, putting pressure on local authorities and businesses to make their premises more accessible.
 
But BPRCVS’s advocacy didn’t stop with physical accessibility. The organisation also focused on improving the social infrastructure for disabled people, with the Volunteer Bureau playing a central role. 

By working closely with Age Concern Burnley, BPRCVS was able to train volunteers who could offer support to disabled individuals in a variety of ways. Volunteers helped with everything from shopping and companionship to providing assistance at public events. This kind of grassroots support helped to fill the gaps left by statutory services, which were struggling to meet the growing demand for assistance.
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In addition to these direct services, BPRCVS recognised the importance of employment for disabled people. With the support of the Burnley Co-operative Society, BPRCVS explored job and volunteering placements for disabled individuals, offering them the opportunity to contribute meaningfully to the local economy and community.

This was a groundbreaking initiative at the time, as disabled people were often excluded from the workforce due to prejudice and lack of opportunity.

One of the most innovative and forward-thinking programs introduced by BPRCVS during this period was the pre-retirement courses for medical staff at Reedley Hall.

Recognising the untapped potential of retirees as volunteers, BPRCVS helped facilitate a program that trained older people to become active participants in the community, particularly in roles that supported the elderly and disabled. This initiative not only provided valuable skills and experiences to retirees, but it also opened up new avenues for volunteering and community engagement.

Another major achievement for BPRCVS in 1980 was the rediscovery of a long-dormant fund, originally held by an Old People’s Welfare Committee. The fund was allocated to the Friendly Visiting Scheme, which aimed to provide companionship to isolated elderly people many of whom were living with disabilities. This was a crucial service at a time when elderly people, particularly those living alone, were at risk of being forgotten. The Friendly Visiting Scheme helped alleviate social isolation, offering elderly individuals not just practical assistance but also emotional support.

Throughout 1980 and 1981, BPRCVS was at the forefront of advocating for disabled people, pushing for changes that would make Burnley a more inclusive and compassionate place for all. By focusing on accessibility, volunteerism, and employment opportunities, BPRCVS helped to create a community where disabled people could live with dignity and independence. The organisation’s efforts during this time set the stage for further advancements in the following years, as it continued to advocate for those on the margins and work toward a more equitable society.

1982–1984: New Independence and Broader Reach
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The early 1980s marked a pivotal moment in the evolution of the Burnley and District Council for Voluntary Service (BPRCVS).

In 1982, following national recommendations, the organisation underwent a significant restructuring. It formally separated from the Citizens Advice Bureau, allowing BPRCVS to operate independently and pursue a broader, more ambitious mandate.

This shift not only granted the CVS greater autonomy but also paved the way for its expansion across East Lancashire, extending its reach into communities that had long been struggling with the fallout from deindustrialisation.

With newfound independence, BPRCVS quickly became a crucial player in addressing the escalating social issues facing the region. One of the organisation’s early and most impactful partnerships was with Shelter, the national homelessness charity.

As Shelter opened its Burnley branch, BPRCVS was there, helping to recruit and train volunteers, including a dedicated volunteer supervisor. Volunteers were placed in a wide range of vital services, such as Meals on Wheels, the Temple Street Multi-Purpose Centre, and Burnley General Hospital. These initiatives were lifelines for the community, providing essential services to vulnerable populations at a time when the local statutory services were under immense strain.

In 1983, BPRCVS continued to innovate, recognising the emerging needs of local community groups and charities. With many organisations struggling to cope with administrative tasks before the age of digital tools, BPRCVS volunteers introduced a duplicating and typing service.


This forward-thinking initiative enabled smaller groups, churches, and charities to access crucial support with paperwork, creating a more efficient and sustainable environment for their operations. At the same time, BPRCVS volunteers supported Burnley College’s Spectrum Project, which provided practical assistance to elderly and disabled residents by helping them decorate and repair their homes.

This was more than just a hands-on project it was a powerful demonstration of community solidarity, as volunteers directly contributed to improving the living conditions of the most vulnerable.

1984 was a year that captured the essence of BPRCVS’s ethos resilience, resourcefulness, and a deep commitment to its community.

Chief Officer Dorothy Lowe exemplified this spirit when she abseiled down the Keirby Hotel in Burnley to raise funds for the organisation.

The daring stunt, which raised over £1,000, was a symbolic gesture of the organisation’s unrelenting determination and hands-on approach to fundraising. It wasn’t just about financial support; it was a powerful message that BPRCVS was willing to do whatever it took to help its community no task too small, no challenge too great.

The same year, BPRCVS took a significant step in expanding its support for those grappling with grief and loss. After a year of groundwork and collaboration, the organisation helped establish a local branch of CRUSE Bereavement Care. This service, which provided crucial support to the widowed and their families, was the result of months of steering group work and demonstrated BPRCVS’s ability to identify and respond to the ever-evolving needs of the community.

It was a testament to the organisation’s growing influence, as it became a central hub for community care, supporting not just the practical needs of individuals, but also offering emotional and psychological support during times of hardship.

By 1984, BPRCVS had firmly established itself as an indispensable part of Burnley’s social fabric. With its expanded services, innovative solutions, and hands-on approach, the organisation was not only meeting immediate needs but also laying the foundation for the future. The sense of community was stronger than ever, and BPRCVS’s growing reputation as a beacon of hope and solidarity was beginning to spread throughout East Lancashire.

1985–1986: Community in Conversation

The mid-1980s were a time of growth and change for BPRCVS, as the organisation continued to innovate and expand its role in the local community. One of the key initiatives to emerge in 1985 was the introduction of Community Lunch Meetings. These informal, monthly forums held at Burnley’s Central Methodist Church quickly became a cornerstone of BPRCVS’s approach to fostering collaboration and dialogue across sectors.
 
These lunches brought together professionals from both the statutory and voluntary sectors, creating a space where ideas could be exchanged, partnerships forged, and resources pooled. The aim was simple yet profound: to strengthen the collective ability of local organisations to meet the growing needs of the community.
 
These meetings provided a platform for people to share expertise, brainstorm solutions, and build the network of support that was essential in an era of shrinking local services.

1985 also saw the launch of the Burnley, Pendle and Clitheroe Victim Support Scheme a major milestone in BPRCVS’s ongoing work to address the diverse needs of the community. With BPRCVS's support, 36 trained volunteers began providing assistance to victims of crime, helping them navigate the aftermath of traumatic events. This initiative was part of a broader societal shift towards trauma-informed community services, which recognised the deep emotional and psychological impact of crime and sought to provide holistic, compassionate support to those affected. For the first time, victims of crime in Burnley, Pendle, and Clitheroe had access to a dedicated support network, one that prioritised empathy and healing alongside practical assistance.

Simultaneously, BPRCVS deepened its relationships with disability-focused organisations, recognising the unique challenges faced by individuals with long-term health conditions. Groups like PHAB (Physically Handicapped Able-Bodied), Arthritis Care, the Multiple Sclerosis Society, and the British Diabetic Association were key partners in these efforts. Through these collaborations, BPRCVS not only provided support to individuals living with disabilities but also helped build a stronger, more interconnected network of organisations. This network enabled groups to share knowledge, combine resources, and amplify their collective impact, ensuring that disabled residents received the care, advocacy, and attention they deserved.

However, 1986 brought both challenges and opportunities for the organisation. The long-running Friendly Visiting Scheme, which had offered companionship to isolated elderly people, officially ended due to a shortage of volunteers.

This marked the end of a beloved programme, and many in the community felt its loss deeply. Yet, even as the Friendly Visiting Scheme was winding down, the spirit of the programme endured. The volunteers who had been involved in the scheme continued to fundraise and contribute in meaningful ways, sending birthday cards, Christmas parcels, and organising an annual concert. These small but profound acts of kindness were a testament to the enduring power of community, showing that even in times of change, the heart of BPRCVS remained focused on compassion and care.
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Out of the transition created by the closure of the Friendly Visiting Scheme came the formation of the Community Concern Group, launched in September 1986. This new initiative was designed to coordinate emergency provisions for those most in need.
 
Comprised of representatives from a diverse range of local organisations including the Salvation Army, DHSS, Social Services, and the Police the Community Concern Group's mission was clear: to ensure that no one went without the basics.

Whether it was food, clothing, or furniture, this group became a vital lifeline for families and individuals facing crisis situations. Its formation also evoked the spirit of the original Burnley Citizens’ Guild from the 1930s, which had first brought together local volunteers and organisations to provide emergency aid during the Depression.

The Community Concern Group thus built on this rich legacy, adapting it to the modern challenges of the 1980s, and ensuring that Burnley’s most vulnerable residents were never left behind.

These years marked a pivotal period for BPRCVS one in which the organisation cemented its role as a central, unifying force in the local community, tackling complex social issues with an unwavering commitment to support, collaboration, and innovation.

1987–1988: Youth in Action and Regional Growth

The years 1987 and 1988 marked a period of energetic innovation and growth for BPRCVS, as the organisation reached new heights in both its service offerings and its geographical reach. The Youth in Action programme, launched in 1987, was a vibrant and ambitious initiative that injected a fresh, youthful energy into the community.
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Aimed at 14–25-year-olds, the programme sought to engage young people in meaningful volunteer roles that would allow them to contribute to the community while also fostering their personal development.
 
Volunteers in the programme found themselves in a wide range of roles, from supporting probation services to embarking on a unique environmental project that involved rescuing 180 litres of frogspawn! a reminder of how diverse and dynamic the opportunities were. Through these activities, Youth in Action helped build connections between generations, providing young people with valuable skills while also bridging the gap between youth and older members of the community.

It was a clear sign that BPRCVS was not only focused on addressing the immediate needs of the community but was also thinking long-term, investing in the next generation of volunteers and community leaders.

During this time, the Volunteer Bureau had its busiest year to date, facilitating a remarkable 470 volunteer placements.
 
This surge in engagement underscored the growing recognition of the value of volunteering, both as a personal development tool and as a crucial mechanism for strengthening the community.

Bureau Organiser Jane Hadley encapsulated the essence of this movement when she said, “Promoting volunteering has a two-fold effect new people offer their services, and more of the community gain from their help.”

This simple yet profound statement reflected the heart of BPRCVS’s mission: to encourage active participation in the community and to create a cycle of support and growth that benefited everyone involved.

The demand for volunteer placements continued to rise, solidifying BPRCVS’s position as a hub for community-driven action.

As the year progressed, BPRCVS’s involvement in community issues deepened, particularly around the topic of youth homelessness. In 1987, the Community Concern Group sounded the alarm about the increasing number of young people facing homelessness in the area.

This urgent concern sparked critical discussions among local agencies, which would eventually lead to the development of the Housing for Young People Project just two years later.

 
The group’s intervention highlighted BPRCVS’s ability to not only address immediate needs but to anticipate emerging issues and take proactive steps towards finding sustainable solutions. It also reflected the organisation's commitment to inclusivity and support for all members of the community, no matter their age or background.

1988 was a year of significant milestones for BPRCVS. One of the most important achievements was the expansion of the organisation’s remit beyond Burnley to encompass Pendle and Rossendale, officially rebranding as the Burnley, Pendle and Rossendale Council for Voluntary Service (BPRCVS).

This expansion marked a pivotal moment in the organisation’s history, allowing it to broaden its influence and deepen its impact across a wider region. It was a reflection of the growing demand for its services and its increasing reputation as a leader in community support across East Lancashire.

 By reaching more areas, BPRCVS could strengthen the volunteer network, extend services to more residents, and address regional challenges in a more coordinated manner.

In the same year, BPRCVS launched the Hospice Care Committee, a dedicated initiative to support families navigating the difficult and often isolating experience of end-of-life care.
Through this programme, 15 accredited volunteers were recruited to provide vital emotional and practical support to families, ensuring that individuals facing terminal illness were not left without assistance during their final months. The establishment of this committee underscored BPRCVS’s ability to adapt its services to the evolving needs of the community, addressing sensitive and complex issues with compassion and professionalism.

Meanwhile, BPRCVS was also involved in a unique initiative that highlighted the organisation’s commitment to providing for the most vulnerable members of society. In 1988, the organisation began distributing butter and food from the European Union’s “Butter Mountain” a surplus of agricultural products that had been created as a result of European agricultural policies. British Prime Minister Margaret Thatcher had famously sought to “raid” the Butter Mountain, criticising the EU's handling of agricultural surpluses and the wastage it represented. 

BPRCVS, however, saw an opportunity to put this surplus to practical use by redistributing it to local residents in need. By taking advantage of this unusual resource, BPRCVS was able to ensure that it served its core mission of supporting the community while also addressing the broader challenges that arose from European agricultural policies. 
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While the Butter Mountain was a symbolic reminder of the excesses of bureaucracy, it also became a vital resource for the community. By redistributing this food to local residents in need, BPRCVS demonstrated its agility in responding to global issues while also meeting immediate, grassroots needs. It was a prime example of how the organisation was able to leverage external resources to make a tangible impact in the local community.

The years 1987 and 1988 were, therefore, a period of both expansion and deepening engagement for BPRCVS. From empowering youth through volunteerism to expanding its geographic reach, the organisation cemented its role as a vital force in the region’s social fabric. With its growing portfolio of programmes and its unwavering commitment to service, BPRCVS was poised for even greater achievements in the years to come.

1989–1990: Activism and Housing Action

In 1989, BPRCVS received a £3,300 grant from Telethon, the UK’s first national TV charity fundraiser and a forerunner of Children in Need and Comic Relief. This marked the beginning of a new era—national funds fuelling local impact.

The Housing for Young People Project launched that year under Rev. Chris Cheeseman, offering secure accommodation to homeless 18–25-year-olds. Youth in Action volunteers supported projects from the Open Door Club to Coldwell Inn and the Probation Service.
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During National Housing Week, Dorothy Lowe, Chris Cheeseman, Anne-Marie McNulty, Marjorie Whinney and a group of volunteers slept overnight in Towneley Park in cardboard boxes to highlight youth homelessness. That same year, the project housed its first 29 young residents.
The Community Concern Group continued to expand, processing nearly 1,100 urgent aid requests mostly for food parcels, beds, and clothing.
Volunteer-run food drives, particularly among young people, were essential in keeping shelves stocked.
 
BPRCVS in Local Memory: A People's Organisation
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Throughout the decade, BPRCVS remained a constant amid chaos. As factories closed, support services shrank, and councils struggled, it became a bedrock for thousands across Burnley, Pendle and Rossendale.

Its success came not from sweeping policies, but from dozens of small acts: matching volunteers to causes, connecting families to food, creating safe housing, organising conversations, and always looking for the next emerging need.

Even local newspapers recognised this: from the Burnley Express’s coverage of disability awareness, to Rossendale Free Press features on housing and hospice initiatives, the press played a vital role in keeping the community connected.
 
Conclusion: A Legacy of Action
 
Between 1980 and 1990, BPRCVS underwent a remarkable transformation, evolving from a Burnley-based advisory service to a powerful tri-borough engine of community change. This transformation was not born out of grandiose promises or lofty ambitions, but through a methodical, grassroots approach rooted in careful listening, intimate local knowledge, and an unwavering belief in the power of people to come together and support one another.


As the organisation navigated the socio-economic challenges of the 1980s, it took decisive steps to adapt and grow. BPRCVS didn’t simply respond to the needs of its communities; it shaped itself around them, tailoring its services and initiatives to address the specific, often urgent, concerns of Burnley, Pendle, and Rossendale.

 
Whether it was tackling youth homelessness, empowering young volunteers through the Youth in Action programme, or establishing local hospice care committees, BPRCVS consistently prioritised the well-being of individuals and communities above all else. In doing so, it forged deeper connections within the areas it served, offering a hand to those struggling while uniting people from all walks of life for a common purpose.


The organisation’s growth throughout this decade was deeply influenced by its roots, which trace back to the 1930s, when the Burnley Citizens’ Guild was first established.


This modest initiative, shaped by the visionary Rachel Kay-Shuttleworth, laid the groundwork for what would become a long-standing tradition of civic responsibility.


Her belief in the power of local communities to drive positive change still resonated in the work of BPRCVS during the 1980s and beyond. Through her influence, the spirit of selfless service and collaboration endured, providing BPRCVS with both the foundation and the moral compass necessary to thrive amid the turbulence of the 1980s.


By the close of the 1980s, BPRCVS had grown into one of East Lancashire’s most trusted and influential institutions. It had become much more than a service provider; it was a hub of community action, a symbol of resilience, and a testament to what can be achieved when people come together with purpose and passion. The organisation’s growth was not just in size, but in the depth of its impact, helping countless individuals and communities find support, dignity, and hope in the face of adversity.
Reflecting on this vital decade, we are reminded of the enduring power of community in times of hardship.

When faced with difficult challenges, it is community organised, compassionate, and tireless that turns the tide. BPRCVS’s legacy, born out of humble beginnings and shaped by the spirit of those who believed in the collective power of individuals, stands as a beacon of hope and a reminder that no problem is too great when a community pulls together.

The 1980s were not just a time of growth for BPRCVS they were a defining chapter in the organisation's history, one that established the framework for the transformative work it would continue for decades to come.

And as we look forward, it is clear that the heart of BPRCVS’s mission remains unchanged: to empower and support those who need it most, and to strengthen the bonds of community that make our society whole.

Introduction: Community at the Crossroads 
The 1970s were a time of upheaval for Britain. Across the nation, economic downturns, strikes, inflation, and energy crises combined to create a climate of deep uncertainty. For Burnley, Pendle, and Rossendale once thriving centres of industry the decade marked a painful transition away from the prosperity of the post-war era. 
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Against this backdrop of national decline and local hardship, the Burnley, Pendle, and Rossendale Council for Voluntary Service (BPRCVS) emerged not only as a provider of relief but as a catalyst for community cohesion, empowerment, and innovation. 

This article traces the milestones, challenges, and remarkable adaptations that defined BPRCVS in the 1970s. 
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The 1960s are often remembered as a time of freedom, optimism, and transformation. In many ways, they were. Britain was undergoing a cultural revolution, driven by music, fashion, and youth activism. The Beatles, The Rolling Stones, and The Who defined a new musical generation, while mini-skirts, Carnaby Street fashion, and long hair on men challenged the conservative values of the 1950s.

The economy was booming at least on the surface. Wages were rising, consumer goods were becoming more accessible, and working-class families were, for the first time, able to enjoy a more comfortable standard of living.
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Yet, not everyone benefitted from this new prosperity. Poverty, unemployment, and social inequality still affected thousands, particularly in industrial towns like Burnley, Pendle & Rossendale.

While the national economy was growing, Burnley’s textile industry was in trouble. For over a century, cotton mills had been the lifeblood of the town, providing employment to thousands of men and women. However, by the 1960s, global competition and changes in manufacturing meant that mills were closing, and jobs were disappearing.

For many families in Burnley, this was devastating. Some textile workers, particularly men, found new jobs in engineering and construction, but for many women who had worked in the mills their whole lives, there were fewer opportunities.

BPRCVS stepped in, recognising the need for employment support and skills training. They launched initiatives to help displaced workers retrain, offering advice on job applications, interview skills, and financial planning.

One of the most progressive initiatives came in 1966, when the Workers’ Educational Association, in partnership with BPRCVS, piloted a Pre-Retirement Course.
This programme helped older workers particularly those in the declining textile industry prepare for life after employment, giving them financial advice, social opportunities, and mental health support. This kind of proactive community support set BPRCVS apart.

They weren’t just offering short-term relief they were helping people adapt to a changing world.

The 1960s also brought a major housing crisis. The government had launched an ambitious slum clearance programme, aiming to replace old, overcrowded homes with modern council housing. In theory, this was a positive change but for many families, it was a time of uncertainty and upheaval.

Whole neighbourhoods were demolished, and people who had lived in the same close-knit communities for generations were suddenly forced to move. In some cases, they were relocated to new housing estates on the edges of town, far from their old friends and support networks.

BPRCVS and the Citizens Advice Bureau were flooded with requests for housing advice, rent disputes, and legal support. Families worried about rising costs, unfair evictions, and being moved into poor-quality accommodation.
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Trafalgar Flats, Burnley. Accessed from the Burnley Civic Trust Heritage Image Collection.
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For elderly residents, the changes were even more frightening. Mrs. Edna Robinson, 72, who had lived in her Burnley home since 1923, described the stress of being forced to move:
"I’ve lived here all my life. My children were born here. Now they tell me I have to go but where will I go? What if I don’t like it? I don’t know anyone there."

​Recognising the emotional toll, BPRCVS set up a relocation support service, helping elderly residents adjust to their new surroundings. Volunteers visited those who had moved, ensuring they didn’t feel isolated.

One of the most controversial developments was the construction of high-rise flats, which were meant to be a modern solution to urban housing. By the late 1960s, tower blocks were appearing across the country, including in Burnley. However, they soon became associated with loneliness and social disconnection, particularly for elderly residents who struggled with the isolation of high-rise living.
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Despite the government’s efforts, BPRCVS found that many residents still longed for traditional, community-focused housing, and they became strong advocates for sheltered accommodation that balanced independence with social support.

By the 1960s, the NHS had firmly entrenched itself as a cornerstone of British society, providing a comprehensive, publicly funded healthcare system for all.

However, while the NHS made significant strides in addressing general health needs, it still faced limitations, particularly in caring for vulnerable groups such as the elderly, disabled, and those living in poverty. The post-war economy had been experiencing a slow recovery, and there were growing concerns about industrial decline, especially in the north, where areas like Burnley saw a shift from manufacturing to a service-based economy.

​These economic changes affected employment and health outcomes for many residents, leading to an increased need for community-led initiatives to support those left behind by national policies.
 
In response, local organisations like BPRCVS grew in importance, filling gaps in the welfare state and responding to the unique challenges facing our communities. These included addressing issues of poverty, housing, social isolation, and inadequate access to healthcare.
 
BPRCVS expanded its role within the community, providing services that complemented the NHS and addressed the growing needs of Burnley’s residents, many of whom were struggling due to the national economic policies that left parts of the country in decline.
 
In 1960, BPRCVS made a significant contribution to the community by establishing a reference library for use by member organisations. This library housed books related to social work, social care, and community life, strengthening the ability of local groups to respond to pressing issues.
 
 The library was also an educational resource that helped promote better understanding and practice within the growing social services sector. The establishment of such a library highlighted BPRCVS’s commitment to professionalising social care and supporting the development of community-led responses to welfare needs.
 
Meanwhile, life for elderly residents, particularly those at the Hostel for Elderly Ladies, was also enhanced by services such as regular visits from a hairdresser, a chiropodist, and the Red Cross Library Service.

These services may seem simple, but they were vital in offering comfort and social connection to an often isolated and vulnerable group. With many elderly residents living alone or in institutional settings, these initiatives provided a valuable lifeline, particularly when the healthcare system was less equipped to address these personal needs.
 
Throughout the 1960s, BPRCVS launched several pioneering health-focused initiatives. One of the most significant was the Visiting Chiropody and Hairdressing Service, which provided home visits to elderly residents who were unable to travel due to mobility issues.
 
The service allowed the elderly to maintain their dignity and personal care, despite the barriers posed by physical limitations.
 
In a period when mental health was rarely discussed, BPRCVS was ahead of its time in launching mental health awareness programmes. These sought to combat depression, anxiety, and loneliness, particularly in elderly and isolated groups. A surge in the number of people suffering from mental health issues, particularly as industries closed and unemployment rates rose, meant that more people were left without adequate support.
 
BPRCVS’s focus on mental health was a crucial development in a decade when national healthcare policies were still largely focused on physical health.
 
Nutrition support services were also introduced to help struggling families access affordable, healthy food, reflecting broader concerns around food security. This was particularly important in an era where wages were stagnant for many working-class families, and the cost of living was rising.
 
The 1960s saw an increased focus on welfare reforms under the government’s Economic Expansion Act of 1964, which sought to encourage economic growth in the face of industrial decline. However, these national policies were slow to address localised issues such as food insecurity, prompting local organisations like BPRCVS to step in.
 
In 1962, the Burnley League of Social Services provided an additional £100 to the Distress Relief Fund. This fund became an essential lifeline for those facing urgent hardship, particularly following industrial closures in the region. At the same time, BPRCVS played a crucial advisory role in Burnley Corporation’s development of a ten-year social welfare plan, further solidifying its role as a key actor in shaping the local response to national economic changes.
 
One of the standout successes of the 1960s was the chiropody service introduced in 1963, funded by the Alexandra Rose Day Appeal.
 
This service provided low-cost foot care for elderly residents who faced severe mobility issues, highlighting BPRCVS’s ability to secure funding through national campaigns and its capacity to meet very specific local health needs.
 
The service proved transformative for elderly residents like Mr. Harold Finch, who had suffered from severe arthritis and found that the chiropody service allowed him to regain his independence:
 
"I used to dread walking. Every step hurt. But now, I can get out again I can visit friends, go to the shops. I feel like I have my independence back."


The 1963 fundraising initiative during a Burnley Football Club match at Turf Moor, which raised almost £75, also reflects the growing community engagement with local welfare initiatives.
 
Supported by local pupils and members of the Church Lads' Brigade, the fundraising exceeded expectations, enabling BPRCVS to continue its work, including expanding services and increasing outreach to families in need.
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​The passing of Miss Dorothy Howard in 1964 marked a pivotal moment for BPRCVS. Dorothy had served as the organisation’s secretary for many years and had been instrumental in its development. Her death underscored the challenges of continuity and leadership in a time of social upheaval. 

Photo from the BPRCVS Archives.

​However, despite this loss, BPRCVS’s growth continued. By 1965, the Television for the Housebound Scheme was launched, which allowed television licenses to be moved from home to home, ensuring that elderly and housebound residents could access entertainment and remain connected with the outside world. The programme was emblematic of BPRCVS’s resourcefulness in addressing the social isolation faced by the elderly, who were often forgotten by national welfare policies.
 
In 1966, a pre-retirement course was piloted by the Workers’ Educational Association, aimed at preparing individuals for life after industrial work. With many in Burnley facing unemployment due to the decline of the textile industry, this course provided essential support to those preparing for retirement, ensuring that they were equipped to navigate the significant life change.
 
Around 200 people participated in this course, which was an innovative way for BPRCVS to engage with the working population and address the broader social impacts of industrial decline.
 
BPRCVS’s second-hand shop at Curzon Place, opened in 1966, raised £300, marking a shift in the way the organisation approached fundraising.
 
Moving away from traditional jumble sales, the shop demonstrated BPRCVS’s creative thinking and its capacity to generate funds in new ways. The money raised was used for vital refurbishments of BPRCVS offices, ensuring that the organisation remained a strong presence in Burnley’s community.
 
As the decade drew to a close, the ongoing industrial decline and rise in unemployment across the north of England highlighted the need for stronger community-led support networks.
 
Despite the national focus on industrial recovery, many areas like Burnley, Pendle & Rossendale continued to struggle. BPRCVS’s expansion into health and welfare services demonstrated the importance of local solutions to national problems, and its initiatives laid the foundation for a more community-oriented approach to welfare that would continue into the 1970s.

By 1960, the Friendly Visiting Scheme had become a vital part of BPRCVS’s work, with volunteers regularly visiting the elderly and housebound, often in conditions that were far from ideal.

 It was common for elderly individuals to live in small, single-roomed terraced houses, where a simple brown pot sink and cold running water were the extent of their amenities. A single bulb would light the room, and a solitary bar electric fire would be the only source of warmth in an otherwise cold and draughty home. The long-drop lavatory, located in the backyard, and the lack of basic comforts made life incredibly difficult for these individuals.

Moreover, for many elderly residents, the fear of being admitted to the hospital added an extra layer of distress.

The general hospital had once been the Burnley Workhouse, a grim institution that had housed the poor and elderly in harsh conditions. For those who had lived through that era, the stigma of being sent to the hospital remained. The idea of returning to the same buildings that once symbolised neglect and abandonment was deeply unsettling.

As such, the Friendly Visiting Scheme became more than just a social service it was a source of emotional comfort and a sanctuary from the fear and loneliness that these elderly people faced daily.

The volunteers who participated in the scheme, which grew to include 55 women by the early 1960s, were not just visiting for the sake of social engagement; they brought light and life to those they served. One annual report noted,

‘These visits are greatly appreciated by the people on whom they call, as they carry sunshine and comfort and a breath of the outside world to those who otherwise would lead very monotonous lives.’

The impact was profound, not just in terms of reducing loneliness but in helping elderly individuals regain a sense of dignity and connection to their community.

Through the 1960s, the scheme expanded its activities to include practical support, like shopping for the elderly, distributing Christmas food parcels, and sending birthday cards. Annual outings were also organised, with transportation provided by Social Services, allowing many of the elderly visitors to experience the outdoors or visit places like stately homes in Cheshire and the seaside.

For many, these outings were life-changing, as some had not left their homes in years.
The Friendly Visiting Scheme was also supported by fundraising efforts, including coffee mornings, buffet lunches, concerts, and jumble sales.
The funds raised allowed the committee to continue its work and expand its reach.

The Friendly Visiting Scheme, along with other initiatives like the chiropody services for the elderly, encapsulated BPRCVS’s commitment to responding to the changing needs of Our Communities’ most vulnerable groups during the 1960s.

While the NHS had taken root, there was still a need for community-led initiatives to bridge the gaps in healthcare and social services. BPRCVS filled this gap, ensuring that the welfare state was complemented by services that directly addressed the social and emotional wellbeing of the community.
                Women, Family, and Social Change

The 1960s marked a period of profound transformation in gender roles, family structures, and social expectations.
As the decade progressed, women increasingly entered the workforce, both out of necessity and as part of the broader social shift toward gender equality.

This shift not only altered the dynamics of households but also challenged long-standing views about women’s roles within the family, society, and the workplace. The traditional structures of marriage, family, and independence that had prevailed for much of the 20th century were shifting dramatically.

As more women began to work outside the home, the concept of the nuclear family was re-evaluated. The rise in divorce rates, combined with a growing acceptance of single-parent households, reflected the evolving attitudes toward marriage and family life.

Divorce was no longer considered taboo, and many women found themselves navigating the complexities of raising children independently.

These societal changes had a direct impact on families in Burnley, with many women facing new challenges in terms of employment, childcare, and financial independence.

In response, BPRCVS recognised the shifting needs of families, especially those of single mothers and working women, who were often left to juggle the demands of parenting, work, and maintaining their households.

The stigma surrounding single motherhood and the lack of support services for these women presented a significant barrier to their wellbeing.

Many women found themselves isolated, struggling to balance the demands of raising children alone with societal pressures that placed the responsibility for family care primarily on women.
One of the most forward-thinking initiatives to emerge during this time was the establishment of the Gingerbread Group in 1969.

The Gingerbread Group was a groundbreaking support network specifically designed for single parents, a group that had long been underserved and overlooked by traditional social services. At a time when the concept of single parenthood was still met with considerable social stigma, the Gingerbread Group provided a vital lifeline for many women.

The group's core mission was to offer both practical and emotional support, recognising that single mothers often lacked the networks and resources to manage their roles effectively. The services provided were designed to address the very real challenges faced by these women, including financial hardship, childcare, and social isolation.

Through regular meetings, the Gingerbread Group became a place where single parents could come together to share their experiences, seek advice, and offer one another emotional support. The group also facilitated access to practical resources, including help with finding housing, childcare services, and legal advice.

What made the Gingerbread Group particularly innovative was its focus on creating a sense of community.

At a time when single parents were often isolated and excluded from mainstream social activities, the Gingerbread Group gave these women a platform to connect with one another. The support network was more than just a resource it became a space where women could find solidarity, share coping strategies, and empower one another to navigate the challenges of single parenthood.

The success of the Gingerbread Group demonstrated how BPRCVS was ahead of its time in recognising the changing dynamics of family life and responding with practical, community-led solutions.It was an early example of how BPRCVS, as an organisation, sought to address the social needs of vulnerable groups by providing not only direct services but also fostering a supportive community for individuals facing social marginalisation.

The group’s success in Burnley would eventually inspire similar initiatives in other regions including Pendle & Rossendale, helping to elevate the conversation around the rights and needs of single parents across the country.

Conclusion: A Legacy of Community Support Across Burnley, Pendle, and Rossendale


As the 1960s drew to a close, Burnley along with neighbouring areas in Pendle and Rossendale was experiencing a period of transformation.
The decline of the textile industry, shifts in housing policy, and changing social structures all presented new challenges for communities across the region.
BPRCVS remained at the heart of this transition, evolving to meet the growing needs of residents beyond Burnley. While the organisation had its roots in Burnley, its impact extended across Pendle and Rossendale, supporting people affected by unemployment, housing uncertainty, and social isolation. The expansion of welfare initiatives, from the Friendly Visiting Scheme to chiropody services and employment support, ensured that vulnerable individuals across all three districts had access to essential resources.

As the 1970s approached, economic uncertainty loomed, with industrial decline continuing to reshape the landscape of the North West. However, with BPRCVS’s unwavering commitment to community welfare, Burnley, Pendle, and Rossendale were better prepared to face the challenges ahead. The organisation’s legacy of resilience, advocacy, and grassroots support laid the foundation for a stronger, more connected voluntary sector across the region one that would continue to adapt and serve local communities for decades to come.

 
Coming Next: BPRCVS – A Decade of Change and Community Action (1970–1980)

The 1970s ushered in a period of economic instability, industrial decline, and social change across Burnley, Pendle, and Rossendale. As traditional industries struggled and unemployment rose, local communities faced new challenges but BPRCVS remained a steadfast pillar of support.

From advocating for fair housing policies to expanding volunteer-led welfare initiatives, BPRCVS adapted to the evolving needs of residents. The decade saw a growing emphasis on youth programmes, mental health awareness, and support for women entering the workforce. With the rise of community activism, the organisation played a crucial role in shaping local responses to national crises.

How did BPRCVS respond to the challenges of the 1970s? What new services emerged to support struggling families, elderly residents, and unemployed workers? Stay tuned as we explore another decade of resilience, innovation, and community spirit in BPRCVS: A Legacy of Community Support Part 4: (1970–1980).