There are times when it seems that the UK government has less power over the lives of the general populace than do large and often global companies – including, of course, the banks who some believe caused the financial problems now involving all of us.
There are times when it seems that it is beyond the wit of man properly to control the sort of complex and multi layered society in which we, in the UK, now live (or we aren’t as clever as we think we are).
Few would suggest that the form of representative democracy that we have in this country works in the best interests of the people. Certainly it fails to meet the needs of many members of the electorate – such as those who are disenfranchised (because they live in a ‘safe seat’) and minorities.
In other words – something is broke. We need to fix it – but first we have to identify it.
The purpose of 2020UK may be summed up as finding answers to the following questions:-
- What form of governance is capable of controlling events in a world where commerce is global?
- What sort of governance can meet the needs of our complicated and multi-layered and multi-cultural society?
- What sort of governance can meet the desires of the majority whilst ensuring that the needs of the disadvantaged – the disabled, the sick, the old, the frail – are met?
- What sort of governance can create enough wealth in the UK to meet those desires and needs (which, of course, includes the defence of the realm)?
We are using the word ‘governance’ rather than ‘government’ or ‘governing’ for a very good reason. ‘Governance’ covers covers the way we run our affairs, it determines who is responsible for what and answerable to whom. That has nothing to do with party politics or policies determined by political parties. No matter where you sit in the political arena, we want your ideas and opinions on all matters relating to ‘governance’.
HOW CAN 2020UK MAKE A DIFFERENCE?
It is one thing to state an objective: finding a way to meet that objective is a different challenge. It is probably fair to say that all those involved to date have some pretty bright ideas but none knows whether what we are trying to achieve can be achieved.
Historically, changes to our forms of governance have been forced on those in control (usually because they were running out of money). In ‘modern’ times the obvious ancestor for change of governance was Magna Carta forced on King John by those he ruled because he needed them to support him financially. This was hardly democracy with universal suffrage – the group of barons that forced the king’s hand was hardly representative of the common man – but it was a start in the right direction.
You could say that the last was the reform to the House of Lords carried out by the Blair administration under pressure from the left wing of the Labour Party – the ones who kept the party coffers topped up.
Interestingly almost every change of governance was an unplanned (or certainly under-planned) reaction to events. At 2020UK we do not believe that is the right way to change governance. So, how can it be done?
There is no doubt it requires a good deal of lateral thinking. It is probably true that the best ideas will come from those working in the various areas of endeavour to which governance applies. It follows that some of these ideas will come from people who are unable to communicate their ideas properly (and that can be especially true when English is not the first language). If we are to succeed we shall need to be inundated with ideas. Most will lead nowhere but a few could, perhaps, lead to new ideas of governance and a better, properly planned, future for all of us.
To sum up, we have to try to create an organisation which attracts ideas from as many people as possible, which is able to assist people who have good ideas but poor communication skills to ensure that such ideas are not lost, which is able to create a workable, efficient and affordable structure of governance from such ideas and, finally, an organisation with sufficient nationwide support to ensure that it is taken seriously.
This requires two things – passion and cold-blooded analysis. The two are not easy bedfellows but we are hoping that the first will provide the energy we need and the second the wisdom.
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