MY LATE FATHER was immensely proud of the fact, when he finally retired (early) from the National Coal Board, after 48 years service to the coal industry, he had been the last of the pre-nationalisation “coal company” managers from William Baird & Company, later Bairds and Dalmellington, still in harness. {I still have his NCB long service certificate – but it says much about the management abilities of the nationalised industries that it took them four years to get it the 400 yards or so from the area offices to his house, following his retirement.}
He had been appointed Area Traffic Superintendent when the NCB was established in 1948, he, with the aid of a Traffic Foreman, was responsible for making sure their lorries and “pugs” (shunting engines) kept the 40 pits, two workshops, and various offices within the designated area running.
When he retired, 20 years later – by now Area Transport Manager – there were only two pits, one workshop area and one area office still working. His staff, however, had grown to himself, an assistant, a foreman driver, and a clerical assistant.
At nationalisation, the coal industry was the backbone of the local economy: several haulage companies sub-contracted trucks to the NCB, local companies supplied goods and services, but, by the time Dad retired, much of the out-sourcing was done to larger companies, based in Glasgow or even further afield.
I can still recall, as a Primary schoolboy, seeing the local mechanics doing complete overhauls of pugs and lorries, in the two maintenance pits “garage” next to Dad's office. If they needed a special part, there were guys in the workshop who could manufacture it on-site. All that expertise and the we can fix it locally culture vanished as decisions were taken centrally, either in Edinburgh or in London. The costs rose and the coal industry was destroyed.
Dad used to quote the example of the electrical cables which were so essential in powering the equipment underground, running the railways, powering the coal cutters and the conveyers. He would insist, the foreman electrician at each pit could tell, almost to the foot, how much cabling he would need each year and order accordingly.
However, there was a better than even chance, the guy processing the orders in the area office would err on the side of caution and perhaps add five or ten per cent, before passing the order up the line to Edinburgh, where the procurement manager would add his five or ten per cent; the result, an awful lot of unused cabling cluttering up central stores and excess costs, which helped fuel the coal industry's losses.
As a side bar to these losses, I can remember working on a local Opencast Coal Mine and from our site, we could see the head gear of the two still-working local collieries. The 150 of us on the Opencast were producing more coal than the 1500 miners down the two pits – that, as much, if not more than as political decisions made in London, did for deep mining in Scotland.
OK, I hear you say – what's this got to do with Scottish Rugby? Well, I'll tell you. It could be argued that the coal companies such as Bairds made money until the lack of investment caused by World War II, plus the election of a Labour Party which, unlike today's lot, genuinely believed in Socialism, forced them into nationalisation.
Dad was a true “Baird's Man” - that company ran a tight ship, Dad reckoned every man toiling at the coal face was carrying five guys (and women) on the surface on his back, metaphorically speaking. By the time he retired, 20 years of nationalisation had in his words meant: “every miner was now carrying a minimum of ten people on his back.”
Well, I reckon you can now take that story of things going wrong with nationalisation and use it to explain the pickle the SRU has got itself into. Back in the amateur era, enthusiasts from James Aikman-Smith to Bill Hogg ran the SRU efficiently and well with the minimum of staff and the absolute minimum of fuss.
Today, we have a bloated army of apparatchiks strutting around Scottish Gas Murrayfield in SRU uniforms, doing what seems to be the norm in nationalised industries and national institutions – keeping their noses in the feeding trough and under-delivering.
OK, there are legends from the amateur days of committee-men, Special Representatives and the like, who did rather well out of the SRU. There is the tale of the former internationalist who described himself as “a dairy farmer” - because he was milking the SRU for all he could get. But, these guys had in most cases bled for the cause and got to high office via deeds on the field.
There are people with seeming sinecures inside the Murrayfield Junta today who have quite literally risen without trace. If you've seen that currently popular social media meme, which describes Donald Trump as a “fence post turtle” - “You know he didn't get there by himself, he doesn't belong up there, he doesn't know what to do while he's up there, he's elevated beyond his ability to function and you just wonder what kind of dumb-thinking individuals put him up there to begin with.” I could name one or two Murrayfield insiders who meet all these criteria.
Back in the 1970s, the Scottish National Team had an “Advisor to the Captain” and a physiotherapist, for international preparation; today we have:
Head Coach – Gregor Townsend
Assistant Coach (Backs) – Pete Horne
Assistant Coach (Forwards) – John Dalziel
Assistant Coach (Defence) – Lee Radford
Assistant Coach (Scrums) – Pieter de Villiers
A Team Manager
Physiotherapists (plural)
Video analysts
Strength and Conditioning Coaches
A Media Manager
A Kit Manager
This enlarged staff includes some excellent operators, but, are they all necessary? If Lee Radford, for instance, can fit his Scotland commitments around the day job with Northampton Saints, couldn't some of the Edinburgh or Glasgow support staff be seconded to Scotland for the international breaks – probably saving the SRU some money?
Similarly, if Tolwnsend has time on his hands to “consult” or whatever he is doing with Red Bull, well, clearly being Scotland Head Coach is not as full-time as we have been led to believe it is; and if we apparently don't need a full time Honcho, the question has to be – do we need so-many minions?
I have long said, since the game went open, we have seen the rise of the “empire builders” inside the Murrayfield bubble – people with big titles and small abilities, who need to have a staff around them to bolster their ego and supposedly assist them to do their job even semi-adequately.
For instance, while I am an admirer of both gentlemen, do we really need Al Kellock AND Kenny Murray overseeing our Player Pathway, with the usual legion of assistant coaches looking after the age group teams?
I honestly reckon the SRU could be run as well as it presently is, probably even better to be honest, if we had fewer Chiefs and more-comitted Indians wandering around Murrayfield.
Perhaps some club representative would like to make that point at tonight's AGM.
