The blog post I’m linking to is the second of two. Don’t let that worry you, there is a link near the beginning to the first part if you want to read that first.
Unlike a lot of medical stuff you can find on the internet, this comes from a very reliable source. If in doubt, scroll to the bottom of the article and read her credentials. That’s enough from me, here’s the post: https://smorgasbordinvitation.wordpress.com/2019/05/07/smorgasbord-health-column-cholesterol-and-fat-myths-part-two-vitamin-k2-and-healthy-fats-by-sally-cronin/
With the election behind us, and the financial returns lodged with the Returning Officer, we took our week’s holiday in Jersey. Actually a week and a day, because the airport was fog-bound on our planned return date. Back in Cleethorpes our thoughts turned to ways of using my lump sum to produce income. Once again, opening a shop seemed like the sensible thing to do. And, this time we would plan properly.
Looking around at the existing shops in the area I noticed that there was not a quality glass and china shop. Yes, there was a housewares section within a department store in Grimsby, and a number of cheap souvenir shops on Cleethorpes sea front. But very few places where the discerning buyer could obtain a good quality dinner service or a set of vases or ornaments. In the library I found a Mintel report on that market sector and discovered that the size of the market was such that reaching just 10% would produce a satisfactory return. Margins were good. Next I contacted suppliers, most of whom proved to be eager to have a new outlet in the district.
Seeking a suitable premises, we found a unit in a recently converted building. Owned by a kitchen design outfit, the ground floor showroom had been partitioned into 4 retail units, the kitchen showroom confined to the upper floor. One unit had already been let to a hairdresser. We discussed the possibility of our taking one of the other units, pointing out that our proposed business would complement the kitchen designer’s showroom. He could supply our display units and we could display some of our wares in his showroom.
He agreed and took that unit off the market. Time passed during which we heard nothing and then, with a strong sense of deja vu, we learned that his scheme to divide the ground floor and let it in units, intended to overcome his own financial difficulties, had failed in that endeavour and the whole building was now up for sale. It was unlikely that the new owner, when found, would accept us as tenants. The most likely use for the site was as a fast food outlet. In due course that is what it became.
We resumed our search for suitable premises. Just around the corner from us was a shop that had for many years been a dairy. Lately it was occupied by a young chef who made up gourmet ready meals which he sold from the shop, alongside cheeses, charcouterie and fine wines. He was looking for someone to take over the retail side of the business so that he could concentrate on production in an industrial unit he’d leased in Grimsby. He had won a potentially lucrative commercial catering contract but would continue to supply his gourmet ready meals to the shop and would introduce us to his suppliers. The proposition looked interesting. The up front investment was much less than the china shop. We would be taking on an already successful business. What could go wrong?
We took over the business in the autumn and turnover was steady. In the lead up to Christmas we were amazed by the demand for specialist cheeses and other luxury products. Christmas Eve was chaotic with both of us working frantically to keep up with the long line of customers queuing for service. We expected January to be a let down after that. What we had not anticipated was the original owner losing his catering contract and closing his Grimsby unit. Our leading line, our USP, disappeared over night. No more gourmet ready meals.
We found a supplier for such things as quiches and cooked smoked meats, but sales were slow. We were paying the bills from our own resources, not from the business’ income. We distributed leaflets around the district – something I was used to doing as part of my political endeavours – but it produced few results. I ran a series of small advertisements in the Grimsby Telegraph, extolling the virtues of different varieties of cheese.
We thought about relocating to a more central site – one with greater “footfall” – but rent and rates would be much higher. We would need to generate much more turn-over just to meet overheads. And that level of business, if achieved, would require us to hire an extra hand. It was an impossible situation. By the autumn of 1988 it was obvious we needed to close the business. But we would have to find another tenant or continue paying rent even though the business was closed.
A woman answered our advertisement. She was making and selling cakes from her own kitchen but needed larger premises. We still had the kitchen that the chef had originally used to produce his gourmet meals. It seemed ideal for her. She had some government funding under a scheme which paid a basic income to unemployed people wishing to start out as sole traders.
She was only there for a few weeks before she fell behind with the rent. Then one of the refrigerated display cabinets disappeared, replaced by a newer one. I told her she couldn’t do that, that the unit was mine and that she must pay for it.
A few weeks later I had an appointment with my dentist in Grimsby. On the way there I spotted my refrigerated display unit for sale in the window of a refrigeration specialist. He had taken it in part-exchange for the different unit now in the shop. To be fair, he accepted my story and paid me for the unit. It was now up to him to chase the woman for his money.
Meanwhile, there was an election due in May of 1987 for Cleethorpes Borough Council, in all probability followed soon after by a Genereal Election. We had found a replacement for Gavin, a young man who gave up his job in financial services and bought a house in the constituency in order to work full time, unpaid, for the party.
Now that I was technically out of work, I agreed to work alongside him doing all we could to promote the Party’s message, finding and helping candidates for the Borough Council. Our constituency chair person, a lecturer at Leeds University, ran a series of training days at her home. A few days after I left my job a by-election was called for the port town of Immingham, which was a part of Cleethorpes Borough. We threw a good deal of hard work into that by-election, building a team around the candidate, and secured the seat.
For the first four months of 1987 we continued to work hard. As agent for about 40 candidates, including myself, it was my job to ensure that the rules about spending and publicity were properly adhered to. The spreadsheet programme proved very handy for the task, and the Word Processor (“Locoscript”) was good for producing leaflets on the Amstrad’s tiny 9pin dot matrix printer. We used it to produce masters which were then taken to an offset litho printing company to be reproduced.
The end result was that we increased our representation on the council, becoming the largest party. With support from the handful of Independent members we could have taken charge. The Independents, however, refused that support, allowing Conservative and Labour members combine to deny us the opportunity. They had all been in office for many years and, I suppose, were not prepared to have a bunch of new-comers with radical ideas break up their cosy arrangement.
I was now a member of two councils. Would there be a General Election? Given the success of Alliance candidates across the country, which matched similar results a year earlier, and several Parliamentary by-elections, I doubted it. I booked us a holiday for a week in Jersey to coincide with Freda’s birthday at the beginning of the second week in June. Margaret Thatcher had other ideas, however, and called the election for the Thursday of the following week. We postponed the holiday until afterwards and redoubled our efforts at promoting our candidate.
Two issues dominated the election locally and I had some degree of involvement with both. A few years before there had been a proposal that low level Nuclear Waste could be stored on a site belonging to the national power generation company, CEGB. There was a campaign against the proposal locally. I was one of several hundred people who took part in a protest march and demonstration.
That scheme was quietly shelved but there were now rumours that the site might be used for the construction of a nuclear power station. On one of our trips to Germany I had taken a photograph of a nuclear power station we passed on the banks of the Rhine. Now, for one of two tabloid newspapers we produced during the election, I superimposed that photograph on one of the CEGB site. Remember, this was done with actual cut and paste – no photoshop or any of the other software we are used to today.
The other issue concerned education. Before I and my 3 Liberal colleagues were elected to the council, a plan had been devised by the council, and approved by the government’s Department of Education, to reorganise the school system in Hull. Liberals in Hull had opposed it, arguing that staff and parents had not been adequately consulted. We wanted to have the plan re-examined but were unable to do so because the DoE would not agree to re-open it. When plans to reorganise Grimsby and Ceethorpes schools were under consideration we determined that there would be full consultation and local views would be listened to.
The background to this was two fold. Across most of England at that time – and still today to the best of my knowledge – schools are in two phases, primary for 5 to 11 year olds, and secondary for 11 to 16 and 18 year olds. When Humberside was created, by the merger of several other councils, the arrangements in Hull and in Grimsby (though not in Cleethorpes) consisted of infants for 5 to 8 year olds, junior, or middle, for 9 to 13 year olds, and senior for 13 to 16 & 18 year olds. The plan in both cases was to close all these schools and replace them with new primary and secondary schools and a sixth form college.
The other problem this plan was intended to solve was the reduction in school age population as the 60s “baby boom” worked its way through the system. The authority was under pressure from the government to remove so called “surplus places” in order to make the system more efficient, reducing the cost per pupil of running the service.
Following the extensive consultation process (a source of many of the additional meetings I was having to attend) the draft plan had been published. The only controversial aspect was a proposal to close the smallest of the secondary schools in Cleethorpes Borough. We opposed this although, hitherto, both Labour and Conservatives on the council were in favour. Labour selected, as their candidate for the election, the Chairman of the council. He did not take long to state that Labour would now oppose the plan to close that school.
Not withstanding a hard fought campaign, the conservative candidate was re-elected with roughly the same majority as previously, our candidate coming second. This pattern was followed across the country and the Thatcher government was returned with a marginally reduced majority in Parliament.
My boss, the Chief Engineer, was heavily invested in the waste burning project. My council workload was becoming a problem for him. He came to discuss the situation with me, saying he was finding that when he needed to discuss work with me I was not around. Could we come to an arrangement whereby my council business would be confined to specific days of the week? I should point out that, up to this point, the company had been extremely generous in allowing me time off with pay for these duties, subject to my returning the council attendance allowance to them.
A subsequent meeting with the Site Director resulted in the suggestion that a voluntary redundancy package could be put together should I wish to leave. For me the suggestion was welcome, provided the terms were right. It would enable me to embark on my preferred career as a writer and/or politician. When the terms were put to me, they were indeed generous. A tax free lump sum, roughly equivalent to two years salary. In addition, my qualifying service for my future pension would be increased from 18 to 20 years and the pension would be paid from age 60, not 65.
Coincidentally, the company’s pension had been a subject I had addressed in an article for the Senior Staff Association magazine a few years before. A number of the members were exercised about what seemed like inadequate communication between the executive and the membership. I and one of the Chemists from the R&D department in Coventry had, independently of each other, proposed that a members’ newsletter or magazine was needed. “Why don’t the pair of you get together and produce it?” was the challenging response, and we did.
There was a general feeling that Courtaulds’ staff pension scheme did not measure up to those offered by the civil service and other “blue chip” companies. I investigated and concluded that our scheme was – I think my words were – “disappointingly average,” backing that conclusion with data gleaned from various sources. You could call it my first piece of investigative journalism! The basic principle of all such schemes, based on rules established by the tax authorities because the contributions were tax exempt, was that the pension earned by the combined contributions of employer and employee, extending over 40 years, should not exceed 2/3 of your final salary.
More than 30 years later, now that I have been in receipt of a pension from the scheme for 17 years, I have to say I am grateful to have been a member whilst I was an employee.
To her credit Freda supported my decision to leave my safe, secure job. Ian was now well settled in his position as a student nurse, living in Lincoln and making new friends. It would not be easy living on the meagre attendance allowance and Freda’s salary from the Spastics’ Society, but the lump sum redundancy payment would yield some income if wisely invested and I hoped to be able to generate some additional income from writing.
I left Courtaulds shortly before my 45th birthday in November 1986. One of the first things I bought on the strength of my severance package was a Word Processor. Since the early 1980s I had had access to an Apple 2 desk top computer at work and, more recently, this had been replaced by a Hewlett Packard PC which was networked with new HP mainframe computers.
The Amstrad Word Processor came in two versions – the basic 256 kb machine with one built-in floppy disc drive and the larger 512 kb machine with two disc slots. I opted for the 512. The main advantage of this being that you did not have to keep swapping discs. To explain that properly, it is necessary to realise that neither 256 nor 512 kb of on-board memory allowed for any software to be permanently installed. You used one disc to load the software, then saved the files you created to a separate floppy disc. This was infinitely easier with two discs than with one.
I had become quite accomplished at using Lotus 123 spreadsheets for work so my colleagues purchased, as their leaving gift for me, a spreadsheet programme that would run on the Amstrad. Because of the limited on-board memory you had to create your spreadsheet from scratch, defining how many columns and lines you would need. A long way from the seemingly infinite number of columns, lines and sheets that can be utilised on present day spreadsheets!
The council had 8 main committees, so each of us 4 Liberals held two “spokesmanships”. In my case these were Education and Economic Development. Education was the largest committee, overseeing a service with the largest budget and the largest complement of staff. Membership included non-voting representatives from the teaching unions and from the Church, who were sponsors of many of the schools.
The committee was sub-divided into “Schools” and “Post Compulsory”. The Schools sub-committee dealt with everything to do with the many schools in the county; Post Compulsory dealt with everything else – FE Colleges, adult education, pre-school education. Membership of that sub-committee was delegated to one of the other three Liberals.
Economic Development included responsibility for Humberside Airport, the small regional airport in North Lincolnshire which was owned and operated by the County Council at that time. (It has since been privatised).
The council operated on a three month cycle. Each committee met once every three months; decisions made were ratified by a meeting of the full council, also four times a year. To begin with this did not seem too onerous: two committee meetings and one council meeting over a three month period – one meeting per month – should be easy enough to fit in. But that does not take account of the sub-committees or the airport committee. Still only 20 meetings per year. Soon it became clear that each committee or sub-committee had a number of working parties and consultative meetings, special sittings to deal with single major issues. Before long I was having to take a couple of days off work every week.
Meetings would sometimes be arranged at short notice. We had an agreement in place to allow for stand-ins but all four of us were in the same situation with more meetings than they could manage without adding a stand-in role. In any case, the stand-in would be unfamiliar with the issues to be discussed and would at least need a briefing which would take up additional amounts of time for both of us.
We could, and did, arrange such extra meetings so that they took place on a day when the members involved were in the meeting venue (usually County Hall in Beverley) for a pre-scheduled meeting, but that could mean that a morning became a full day. It was not unusual for me to spend an hour at work in the morning before setting off on the 45 minute drive to Beverley for a 10 am meeting then driving back during what should have been my lunch hour, eating a sandwich as I drove. Or the reverse – driving to Beverley during the lunch hour, eating a sandwich en-route. No wonder I began to have pains in my gut!
At work around this time, I was in charge of an interesting project to do with recycling. I have already mentioned that the company operated 4 coal fired boilers on the site. In the early 1980s the company entered a partnership with Grimsby Borough Council under which the council installed a waste separation plant on a site about a mile from ours. On our site a second waste filtering facility was installed and one of the boilers had its coal feed conveyor system modified to take combustible waste, sprinkled on top of the coal.
This was working reasonably well until it was decided to add chopped, worn vehicle tyres to the mix. These were supplied by a business based on a disused airfield several miles to the north. The problem that arose, and that I was asked to investigate, was that the pieces of rubber, being much larger than the crushed coal, tended to get caught up in the discharge chute at the bottom of the coal bunker. This was especially true when everything was wet, both materials being stored outside.
This was the only time I ever worked shifts. I did it throughout the month of January. The boiler house operatives had threatened to down tools because unblocking the chutes took up too much of their time. Adding me to the workforce was meant to provide the additional labour whilst allowing me to see the problem at first hand prior to devising a solution.
Shifts were worked 7am to 3pm, 3pm to 11pm, and 11pm to 7am, rotating 2 mornings, 2 afternoons, 2 nights so that you would, for example, begin the week on 7 to 3, have Wednesday morning off then work 3 to 11 on Thursday and Friday, have Saturday off then work 11pm to 7am through the rest of the weekend. A two day break would follow before the whole cycle recommenced on Wednesday. I only did it for a month and found it extremely disrupting. How people who worked it permanently coped I have no idea.
Through the month, rubber was only introduced to the mix whilst I was on duty. We tried different proportions of rubber to coal and reached the conclusion that burning rubber without coal was the best solution. However, the way that coal was delivered to the front of the boiler needed adapting in order to handle the rubber, together with a means of easily switching between the two. I worked with one of our draughtsmen to produce a design which we tested through several iterations over a number of months, eventually arriving at a solution that worked.
The emissions from our chimney were tested and found to be within legal limits for toxic pollutants, meaning the project could be declared a success.
34 years on from my election to Humberside County Council, as one of four Liberals holding the balance of power, I cringe at my naivety. I recall being interviewed for the local TV. Asked what I hoped would be better about Humberside at the end of my four year term of office I struggled to come up with an answer and produced something pretty vague about giving people a bigger say in the decisions we took.
One certainty in politics is that everyone thinks they can do better than the current crop of politicians at all levels of government. That was certainly the belief I had on entering politics. It was not long before I came across a number of people who felt the same and found myself explaining that it is not as simple as it seems from what you read in the papers. Quite early on I invited a critic, someone who had written scathingly about the council in a letter to the Grimsby Telegraph, to accompany me on my next briefing session with the Director of Education so that he would have a better understanding of the kind of problems we had to grapple with. To his credit, that man wrote a second letter to the Grimsby Telegraph expressing his appreciation for what I had done.
We had access to the experience of Liberals on other councils where there was no party with an over all majority. These advised strongly that we should not seek alliances with either of the other two parties and this policy was endorsed nationally by the Liberal Party. We might be only 4 men, but together we represented about a quarter of all of the votes cast in the election; we had our own policy priorities, some of which were shared with Conservatives, some with Labour. We would need to consider each decision on its merits, not vote consistently with only one of the other parties.
This proved hard for the others to accept. They were used to a situation where the casting vote, if needed, was the Chairman’s – normally it would not be needed since each service committee would, like the council, have a majority of members from one party. For them this was a new and strange situation. We had to persuade the other parties that, for the next four years, committees would have equal numbers of Labour and Conservative members plus one Liberal; the committee’s chair person would not have a casting vote, the Liberal member would.
To begin with, Labour would not accept committee chairmanships on that basis, so we supported Conservative chairmen (they did not offer any women for these positions.) That lasted until the setting of the first annual budget early in 1986.
There is an endemic problem with the way local government is funded in the UK, one that is, if anything, worse now than it was in the 1980s. A mixture of government allocation and local property tax means that any reduction in the government allocation has to be met, either by a disproportionate amount raised locally, by cuts in services, or by charging for some services. Moreover, there are certain services the council has a statutory duty to provide and which cannot, therefore, be cut, which means that other services are particularly vulnerable to cuts and/or charges. Every such enforced decision – increasing taxes or charges, or cutting services – is bound to make the local politicians unpopular.
The education department, for example, was legally bound to provide education for children aged between 5 and 16 – and beyond for those able to benefit from continuing full time education. Adult education and provision for under 5s were therefore extremely vulnerable to any cuts in the education budget. Councillors on the political right were especially scornful of such provision. Still clinging to old fashioned notions about women’s roles, they believed that, should a mother choose to return to the workplace, she must pay for whatever provision was made for the care and education of her infants until they reached the statutory age for starting school. Likewise, adult education was regarded by the same individuals as a hobby activity which should not be tax-payer funded.
Similar arguments were used in the Social Services area with regard to the provision of home care services.
We were not prepared to support such policies and joined with Labour in voting down the budget proposed by the Conservatives, whereupon they resigned the chairmanships. Labour accepted the chairmanships (including one female) on our terms. That remained the position for the rest of the four year term.