BPRCVS: A Legacy of Community Support (1970-1980) Part 4

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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A Decade Begins in Crisis: National Challenges, Local Responses 
The 1970s began with uncertainty and unravelled into a period of profound national difficulty. Britain faced a storm of economic hardship: inflation surged to over 25% by the mid-decade, energy costs soared in the wake of the oil crises, and industries from coal to textiles entered steep decline. The collapse of the Bretton Woods financial system and the devaluation of the pound further destabilised public finances, while industrial unrest, most notably in the form of miners' strikes and union action, paralysed production across the country. 
In Burnley, Pendle, and Rossendale towns built on cotton, coal, and engineering the effects were immediate and deeply felt.  Factories slowed, then shuttered.  
 
Working-class families, already living on modest means, saw their jobs disappear and household bills mount. Food and fuel costs rose dramatically. Cuts to bus routes and public services left some communities isolated. 
One BPRCVS volunteer, Jean, remembered the worry in people’s faces: ‘’Folk would come in saying they were after a bit of advice, but you could tell  what they really needed was a hot meal and someone to lend an ear. You could see the worry written all over their faces.’’ 
 
The Burnley, Pendle, and Rossendale Council for Voluntary Service (BPRCVS), already a trusted organisation in the area, rose swiftly to meet these challenges. Through emergency food parcels, friendly visits to the elderly, and a Citizens Advice Bureau that handled a rising tide of enquiries, BPRCVS became a central part of the community’s survival strategy. 
 
 
1970–1972: A Time of Expansion and Community Building 
 
In 1970, BPRCVS’s Friendly Visiting Scheme recorded over 500 home visits, underscoring the increasing demand for companionship and support among isolated residents. In addition to regular visits, the Scheme also distributed 24 Christmas food parcels to those in need, offering a crucial lifeline during the holiday season. 
 The generosity of local churches played a key role in this effort, with congregations donating produce to the Hostel for Elderly Ladies located in Palatine Square.  
 
This facility, run jointly by BPRCVS and the Burnley Corporation, served as a safe and supportive environment for elderly women, highlighting the success of statutory voluntary partnerships that united public and private efforts to address social needs. 
Despite the pressures of urban development, the Citizens Advice Bureau (CAB) remained steadfast in its commitment to the community. Operating out of its location at 83 Hammerton Street, the CAB faced mounting challenges, particularly after the Town Planning Department declared the building “obsolete” in 1968. Overcrowded and plagued by failing infrastructure, the CAB nonetheless continued to serve Burnley’s residents throughout the decade. The community’s resilience was evident in their ability to adapt to these challenging circumstances, finding ways to make the most of the limited space and resources available. 
 
In 1972, a significant milestone was achieved with the launch of the long-envisioned Volunteer Bureau. This new initiative aimed to address the growing demand for volunteer involvement in local services. In its first year, the Bureau successfully placed 25 individuals with various local agencies, helping to match the skills and interests of volunteers with the needs of the community. The Bureau’s primary objectives were to identify local volunteering needs, provide guidance to prospective volunteers, and ensure that individuals were matched with meaningful roles that aligned with their passions and abilities. This effort played a crucial role in fostering a culture of volunteering across the region and strengthening the social fabric of the community. 
 
The same year also saw the establishment of the Social Workers Luncheon Club at the Central Methodist Church, an event designed to create a space for social workers and other professionals to meet, exchange ideas, and discuss important community issues. Over 50 attendees gathered at these lunches, where discussions ranged from pressing matters such as child poverty to broader social and political topics like civil liberties.  
 
This gathering became an important platform for professionals to share knowledge, brainstorm solutions, and stay informed about the evolving needs of the community. 
 
The Three-Day Week: Crisis Management in Action 
In early 1974, the situation became even more acute. Prime Minister Edward Heath, battling with the National Union of Mineworkers over pay disputes, introduced one of the most extraordinary austerity measures in modern British history: the Three-Day Week. 
This emergency policy, in place from January to March 1974, restricted commercial electricity usage to just three days per week in order to conserve energy supplies. It was a dramatic response to the miners’ overtime ban and the continuing effects of the 1973 oil crisis, which had sent fuel prices skyrocketing. Households were urged to cut back on electricity, with TV broadcasts ending early, shops closing before dusk, and entire towns plunged into darkness each night. 
 
In Burnley, Pendle, and Rossendale where industrial production was already under strain the Three Day Week led to job losses, wage cuts, and emotional fatigue. Factories could not sustain output. Schools closed or ran on restricted hours. Elderly residents faced cold nights and uncertain heating supplies. 
 
At BPRCVS, the crisis triggered an immediate scaling up of services. Welfare checks became daily routines. The Friendly Visiting Scheme went into overdrive. Volunteers delivered blankets, offered hot water bottles, and ensured no resident was left entirely in the dark. 
 
John Edwards, a volunteer back then, remembers calling on an elderly woman living alone in a back-to-back terrace in Burnley: “She had three coats on and was still trembling with the cold. We brought a bit of soup round and made sure she had a hot water bottle. Might not seem much, but to her, it meant the world.” 
 
 
 
Behind the scenes, BPRCVS liaised with local councils to coordinate heating advice, access to emergency payments, and transport for isolated individuals. In essence, the Three-Day Week became a proving ground for the value of community led infrastructure in the face of national failure. 
 
The restrictions, which limited industrial electricity use to three days per week, led to Volunteers coordinated heating advice and welfare checks. The Friendly Visiting Scheme reported increased anxiety among the elderly. Many feared they would be forgotten if power cuts disrupted services. 
 
1973–1975: Responding to Rising Demand 
 
The early 1970s brought a wave of upheaval, both globally and locally. The 1973 oil crisis, coupled with the UK’s entry into the European Economic Community, ushered in a period of economic instability and uncertainty. 
 
Against this backdrop, BPRCVS demonstrated remarkable resilience, rising to meet the new and pressing demands of an increasingly complex social landscape. 
In 1974, the organisation made a significant move to reflect its expanding role by changing its name from the Burnley Council of Social Service to the Burnley District Council for Voluntary Service. This shift signalled not only a change in title but a broader vision and ambition to serve the larger regional community. As the demand for its services grew, the organisation found itself playing an ever more critical role in the region's social infrastructure. 
 
That same year, Burnley Corporation showed their support for the vital work being done by BPRCVS, awarding £1,300 to bolster the work of the Citizens Advice Bureau (CAB). In addition, an extra £380 from the Urban Aid programme provided further financial backing, reflecting the increasing recognition of the CAB's importance to local residents. These funds were crucial in ensuring that the CAB could continue to serve the community, especially as it navigated the challenges of a rapidly changing world. 
One of the ongoing successes of the era was the Lunch Hour Meetings at Yorke House, which continued to serve as a vital space for discussion and debate. These gatherings tackled significant social issues, such as race relations and the growing international influence of organisations like Amnesty International. They became important forums for local citizens to engage with the world around them and voice their concerns about both global and local affairs. 
 
However, 1975 marked the end of an era with the conclusion of the Social Workers Luncheons, which had been a fixture for social workers and community professionals for several years. While the luncheons had offered a much-needed platform for networking and collaboration, by this time, administrative challenges were beginning to take their toll on the organisation’s ability to manage all its various programmes effectively. 
As BPRCVS expanded, the complexity of its operations became more apparent. 
 
The growing demands on the Citizens Advice Bureau (CAB) made it clear that the dual role of managing both the CAB and the CVS could no longer be handled by a single individual. National changes also played a part: the National Association of Citizens Advice Bureaux (NACAB) now required CAB organisers to work exclusively within the bureau, prompting BPRCVS to adapt accordingly. To maintain the quality and efficiency of its services, a sub-committee was formed to oversee this transition, ensuring the continued effectiveness of both the CAB and the broader CVS. 
 
 
Despite these challenges, BPRCVS continued to innovate and adapt. Volunteer placements dipped to just 16 in 1974/75, reflecting the difficulty of matching people to the right roles in an increasingly strained system. 
 
  
However, the opening of a CAB extension in Padiham Town Hall in December 1975 showcased the organisation’s ability to adapt to local needs and extend its reach. This new facility in Padiham represented a significant step forward, ensuring that vital advice and support services were accessible to an even wider audience in the region. 
 
Through these years of change and challenge, BPRCVS not only navigated a period of heightened instability but also laid the groundwork for the future of voluntary services in Burnley and beyond. Their flexibility, resourcefulness, and unwavering commitment to the community stood as a testament to the strength of local voluntary service in times of adversity. 
 
1976–1977: A Period of Change and Closure 
 
The mid-1970s brought a mixture of momentum and melancholy for BPRCVS. While public interest in volunteering was boosted nationally, significant local change was on the horizon. One of the most symbolic developments of this period was the closure of the Hostel for Elderly Ladies in Palatine Square. 
 
Having served the community since 1946, the hostel was one of the first of its kind in the UK and had become a cornerstone of post-war elderly care in Burnley. It operated for decades as a model of effective collaboration between statutory and voluntary sectors, with Burnley Corporation covering operational costs and BPRCVS overseeing day-to-day care. However, by 1976, changing funding models and evolving standards in elderly care meant the hostel was no longer considered financially viable. 
 
In June of that year, the Local Authority declared the hostel unsustainable. By 31 March 1977, its doors had closed for good, and residents were moved to a new, more modern facility at Lanehead. While the relocation ensured continuity of care, the closure marked the end of an era. For many in the community, it was more than the loss of a building; it was the conclusion of a chapter that had represented the values of neighbourliness and dignified care. 
 
 
Another moment of national inspiration came from Granada Television’s Reports Action, a programme that spotlighted voluntary efforts across the North West. The show galvanised public interest, and BPRCVS was quick to act, positioning its Volunteer Bureau as the referral agency for local viewers moved to help.  
 
That year, 23 new volunteers were successfully placed with organisations in Burnley, Pendle, and Rossendale. While this number was modest compared to the growing need, it reflected the Bureau’s continued relevance and ability to capitalise on public goodwill. 
However, systemic issues persisted. BPRCVS was still without a dedicated part-time assistant, making the workload for its overstretched team increasingly difficult to manage.  
 
As statutory support fluctuated and community needs became more complex, the absence of additional administrative capacity hampered efforts to expand outreach. 
Nevertheless, financial backing remained relatively strong. Burnley District Council awarded £5,500 to the Citizens Advice Bureau and an additional £2,000 through the Urban Aid programme. These funds were vital for maintaining services, particularly during a time of intense demand from residents struggling with housing issues, benefits queries, and employment insecurity. 
 
The closure of the hostel, paired with national expectations for volunteer services, prompted BPRCVS to think more strategically. The organisation recognised the growing importance of flexibility in service delivery and began laying the groundwork for a more decentralised and community-embedded model of support. 
 
As the decade neared its close, BPRCVS found itself at another crossroads mourning the loss of long established institutions, yet embracing new opportunities to reimagine its mission. The heart of the work never wavered: to serve, to listen, and to support those who needed it most. 
 
1978–1979: Youth Involvement  
 
The late 1970s were marked by a surge in community engagement, driven in part by Chairwoman Christine Colton’s passionate appeal for more volunteers in 1978. 
 
Her call to action resonated deeply with the local community, resulting in a noticeable increase in volunteer participation. One notable initiative was the involvement of Girl Guide Rangers in the Friendly Visiting Scheme.  
 
As part of their Duke of Edinburgh Gold Award efforts, these young volunteers helped provide companionship and support to isolated residents, blending community service with personal development. The Volunteer Bureau had an impressive year in 1978, placing a total of 100 volunteers, including 20 who helped open a new Barnardo’s shop in the area. This growth reflected both the expanding volunteer base and the increasing recognition of the value of local volunteerism. 
 
 
These young volunteers offered cheerful company to elderly residents, ran errands, and helped deliver small care packages. Their participation not only helped reduce intergenerational divides but also embedded the values of social responsibility and civic service in a new generation. 
Youth clubs also became more active in supporting BPRCVS led events, from charity fairs to intergenerational tea parties. In one memorable example from 1979, a local Scout troop helped renovate the garden of a supported housing site in Rosegrove, turning an overgrown plot into a peaceful retreat for its elderly residents. 
 
 
 
Alongside this growth, two new initiatives were launched that would have lasting impacts on the community. The Parents Helpline offered much-needed support to families in distress, providing a confidential space for advice and guidance. Similarly, a local branch of the British Heart Foundation was established, further strengthening the network of health related services in the region.  
 
To better target outreach efforts, BPRCVS conducted needs assessments in Gannow and Daneshouse, ensuring that the organisation’s services aligned with the specific challenges and needs of these communities. 
 
The momentum continued into 1979 with the International Year of the Child, which sparked a wave of activity focused on children’s welfare. BPRCVS organised a major conference attended by 70 to 80 key stakeholders from across the region. The conference became a catalyst for change, resulting in the formation of a committee to act on the recommendations made during the event. This committee worked tirelessly to improve the welfare of local children, strengthening the community’s commitment to the future generation. 
 
Simultaneously, the Citizens Advice Bureau (CAB) took a significant step forward in professionalising its services. The bureau officially registered with the National Association of Citizens Advice Bureaux (NACAB) and adopted national standards, ensuring that its operations met the highest benchmarks of service quality and effectiveness.  
 
This was a pivotal moment for the CAB, solidifying its place as an integral part of the local infrastructure. The organisation also experienced a growth in operational funding, which now included support from Urban Aid and additional funds raised by the Funds Committee. This expanded financial base enabled BPRCVS to continue providing critical services to the community at a time when demand was rapidly increasing.  
 
 
 
 
 
1980: Inclusion and Legacy Planning 
 
The beginning of the 1980s marked a new chapter for BPRCVS, driven by the global focus on the International Year for Disabled Persons. In response to this movement, the Burnley District Council for Voluntary Service formed a local committee to coordinate Burnley’s response to the Year for Disabled Persons. Chaired by Burnley Express Editor Keith Hall, the committee organised a major programme of events and newspaper articles aimed at raising awareness about the challenges faced by disabled individuals in the community. Through these efforts, the committee worked to shift public attitudes, encouraging more inclusive volunteering and greater public understanding of the needs of disabled people. 
 
The Volunteer Bureau played a crucial role in supporting Age Concern Burnley, responding to an appeal for assistance with volunteer training and recruitment. This collaboration helped to strengthen services for the elderly, ensuring that Age Concern could continue its vital work with additional volunteer support.  
 
The Volunteer Bureau also liaised with Burnley Co-operative to explore potential volunteer opportunities, expanding the network of placements and offering individuals more ways to contribute to their community. In another example of responsive action, the Bureau ran pre-retirement courses for NHS staff at Reedley Hall, offering guidance and support to those approaching retirement. 
 
As BPRCVS continued to evolve, the long-standing Friendly Visiting Scheme received a financial boost with almost £100 coming from an old people’s welfare committee fund that had long been dormant. This unexpected windfall recognised the enduring value of the Friendly Visiting Scheme, which continued to provide essential companionship and support for isolated residents. The funds were held in abeyance, awaiting a suitable new project, ensuring that the money would be used in a way that would benefit the community in the long term. 
 
At the same time, careful legacy planning was underway. The proceeds from the sale of the old Hostel for Elderly Ladies were also held in trust, awaiting a suitable community project to carry forward the legacy of care and support. These strategic decisions ensured that BPRCVS would not only meet the current needs of the community but also plan for its future, solidifying its role as a cornerstone of support and advocacy in Burnley. 
 
Conclusion: Resilience Rooted in Community 
 
As the 1970s drew to a close, BPRCVS had not only endured a decade of unprecedented challenges but had redefined what it meant to be a community based organisation in times of crisis. Through its unwavering commitment to providing essential services in the face of economic and social turmoil, BPRCVS cemented its place at the heart of Burnley, Pendle, and Rossendale. 
The close of the decade brought not only changes within the community but also a dramatic shift at the national level. In May 1979, Margaret Thatcher was elected Prime Minister, marking the beginning of a new political era defined by economic liberalism, public sector cuts, and a growing emphasis on individual responsibility. For voluntary organisations like BPRCVS, the 1980s would bring both challenges and opportunities as they were increasingly called upon to fill gaps left by a retreating welfare state. 
This changing climate made the work of local volunteers and community organisations all the more vital. Efforts such as the Friendly Visiting Scheme, youth involvement, and neighbourhood improvement projects not only addressed immediate needs but also fostered the spirit of resilience and self-help that would define community life in the decade to come. 
 
The organisation’s ability to adapt and innovate whether through the launch of the Volunteer Bureau, the expansion of the Friendly Visiting Scheme, or its pivotal role in responding to the Three-Day Week demonstrated an unyielding resilience. Its true strength lay in its people: the volunteers who gave their time selflessly, the staff who rose to every challenge, and the supporters who rallied behind its cause. Together, they created a web of care, compassion, and collaboration that offered hope during some of the darkest times. 
As BPRCVS looked towards the 1980s, its legacy was clear: a model of community solidarity, an organisation rooted in the belief that, even in the face of adversity, collective action can forge a better future. The seeds of innovation and inclusivity sown during the 1970s would continue to bear fruit, guiding BPRCVS towards a future where the needs of the community would always come first.