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Margo, after we were the last out |
23 January, 2025
We met at Margo, a Glasgow restaurant, for the 50th anniversary of the formation of Strathclyde's Regional Report. There were ten of us at the re-union: four Davids, Kathy, Rob, Keith, Laurie, Gerhard and Sue. Names straight from the post-war inventory of Christian names.
In February 1975, four of us, two from the West Central Scotland Plan, David and me and two from the Glasgow Corporation Planning Department, Sue and Linda, met for lunch in a pub across from Central Station. We had been recruited to produce a Regional Strategy for the shortly to be established Strathclyde Region. We were all in our mid-twenties, had four Planning degrees, two Geography degrees and an Oxford PPE degree but only 15 years of work experience between us. We recruited 6 new graduates to help us, bringing the team's average team age down to 24 years, we were Boomer scribblers.
We were innocent of the planning policies that had led to the demolition of much of the urban fabric of Glasgow and its surrounding towns. Nor were we responsible for the planning of large housing schemes and new towns that had failed to provide the range of essential public and private services for these new communities. Instead, we were armed with knowledge of threshold analysis, multiple regression analysis, and demographic projection models and shared a collective vision of social justice. Only the senior deputy director had any experience in strategic planning and he was both our mentor and severest critic.
We were melded into a team by tight timescales and encouraged by politicians determined to tackle the inequities arising from collapsing industries, social deprivation, unemployment and poor-quality services from schools to child care to housing. Despite, or perhaps because of, our relative ignorance of the nuances of bureaucratic behaviour, we were given license by politicians eager to make changes. We were less popular with senior managers who were defending the past and fending off politicians with a litany of excuses of financial regulations and legal requirements.
We got the Regional Report completed within a year. The population and household projections for Strathclyde that we produced were realistic and replaced the grossly optimistic trend projections of the Registrar General. We prepared a strategy for urban regeneration and made proposals for the reallocation of resources towards disadvantaged communities and groups. Investment was shifted to public transport rather than urban motorways. We recommended the cancellation of a New Town and two new communities and for setting up a major project for Glasgow's Eastern Area Renewal. A Scottish Development Agency was created to focus on supporting indigenous industry and the clearance of derelict land. A Housing Corporation was established and created 29 Housing Associations to modernise Glasgow's tenements. All these things happened in the first year. We had been an unwitting but disruptive influence in the creation of a new model of local government, one that worked at pace.
We developed a network of contacts across all departments who shared the vision of the politicians. We also had our detractors in high places who resented a bunch of boomers disrupting long-established administrative procedures, challenging hierarchies and usurping their influence. In the next few years, we focussed on developing area initiatives, providing evidence for shifting human and financial resources to areas and groups in need. We worked with colleagues in other departments to reshape policies on community development, children in care, disability, homelessness and addiction. We consulted with District Councils to provide housing policies responsive to the growing needs of the elderly, disabled, single parents and the single homeless. We were more active in corporate planning than physical planning and this was recognised by the politicians who insisted that we become part of a reshaped Council management structure in 1980. By this time with comings and goings, there had been 18 people in the team.
We were transferred in August 1980 to a new Chief Executive's department with a staff of 350. It was responsible for all administrative, policy, legal, civic and partnerships functions. It may seem excessive but Strathclyde was the largest council in the UK providing services to 2.5 million people with 25 departments and 103,000 employees.
The team were split across different sections and over the years people drifted to other jobs in other departments and other organisations, particularly after the 1996 reorganisation of local government that disbanded Strathclyde Regional Council. Strathclyde Regional Council had been too successful in resisting the blandishments of Mrs Thatcher's neo-liberal policies and resisting the Community Charge (Poll Tax). The experience of the team had prepared them for a wide range of careers. They had morphed into the Chief Statistician for Scotland, three Chief Executives, one Depute Chief Executive, two Directors of Housing, a Director of Health. a Director of Tourism, two Professors, two Depute Directors of Social Work and various other managerial positions.
It was typical of the baby boomers era that the two brightest stars, Sue and Linda weren't in the list above. Linda died of breast cancer at the age of 31 and Sue left to have a family. After being out of the labour market for several years, she returned, initially part-time, as a planning officer in various councils in the South East where her husband had become a Director of Planning. Her ability to sift information, write and talk with clarity and nurture those around her, was lost in the man's world of boomer Britain. Most of the old team had not seen Sue for 45 years. I collected her from Central Station. After deliberating what had happened to the pub where we first met in 1975, I suspect it's a Sainsbury's Local, and a coffee in the Gallery of Modern Art, we wandered along to Margo.
There were many confused faces as we entered Margo, I had not told them that I had invited Sue. The other team members were sifting their mental identification cards to recognise the secret guest. Sue then laughed, a laugh so loud that it could shake the Humber Bridge, she was brought up in Grimsby. It was a timeless memory, the background noise of working in a happy team. Sue also fires off questions quicker than she could fillet a fish. She had worked in a fish factory before starting university and reckons that standing in a line of 30 women in a fish factory for 8 or 9-hour shifts meant that she had learnt how to work and talk at the speed of the conveyor belt, she was multi-skilled in engaging in quirky topics just as bizarre but more amusing as those in Planning.
It was a happy and successful fiftieth anniversary, Sue bought a couple of bottles of Champagne, and everyone enjoyed the stories of how lives had unravelled. It was almost 5pm when we left, Margo was empty, one of the Davids got a parking ticket and the rest of us retired to the Atlantic Bar to continue the fun. There is talk of another re-union in the near future.
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Gallery of Modern Art |