There has clearly been  a growing realisation of functional deficiency in ministerial circles. The great days of empire and demands of world war shaped skills and attitudes in a way unsuited to the post war era of intervention in domestic activities and public service provision.  The decision-making and machinery needs upgrading. It is particularly noticeable that the archaic Treasury has not evolved as has its counterpart in industry. But whereas Parliament has tried to intervene in civil service reform it seems as if the government of the day has little ‘feel’ or time for what leadership should now be demanding for itself. 

In parallel with this there is a growing awakening on the part of the people who have become dissatisfied   “with politicians, political parties and UK politics”. A Select Committee inquiring in to voter engagement now finds that there is not voter apathy but a “lack of awareness and information on which to vote”. The Committee also finds a lack of belief in the purpose of our elections as presented. This might well be taken to mean that the system still treats us as political Party dependents in a ‘feudal’ system. The simple but determined adoption of the Annual Report process aligned with elections would surely begin a transformation. It would also help to tackle cynicism if it could be shown that "the economy is under control and we can spend more on roads and the NHS" reconciles with debt repayment, deficit and GDP. A simple 'popular' portrayal with numbers, trends and ratios in to the future would do it.  

Reverting to the civil service and financial management here is a dialogue with Civil Service Minister Rt.Hon. Francis Maude. And see also REVOLUTION AT THE TOP OF GOVERNMENT on this page below.