We’ll meet again – in Busan

GUEST POST: Tony Freeman is a Freelance Thought-Leadership Consultant specialising in financial technology. Follow on Twitter. Connect on LinkedIn

Hands up who’s heard of Busan? Probably not that many! Until I visited South Korea I hadn’t either. Well, Busan’s a bustling port city with a population of about four million people. Its significance? In addition to its prominence as a thriving business and tourist destination, it’s the country’s alternative capital city.

Seoul is only 50km from the border with the North. The erratic and ruthless regime of Chairman Kim could easily use artillery and missiles to decimate the metropolis. Busan, meanwhile, is 325km from Seoul on the Southern coast. It’s closer to Fukuoka in Japan than it is to the capital, however you can get to Seoul in just two and half hours on their amazing 400kph bullet trains. This makes it a great deal more resilient in the event of an attack from the North Koreans. Many public sector and infrastructure businesses have already co-located their HQ between Seoul and Busan. The local stock market operator, KRX, has its head office in Busan. In short, it’s a viable alternative capital city.

What can we learn from this? I think a lot. If London was engulfed by a catastrophe, would the UK be able to function? Unfortunately, I doubt it. In 1953, the GDP per capita of Korea was $153. Barely measurable. In South Korea, it’s now $32,000 and fast catching up with countries like Italy. The country has rightly been lauded for its response to Covid-19, but, alongside their many other accomplishments, the ability to re-think and behave strategically surely lies at the heart of their long-term success.

When the issue of a post-mortem review of the Government’s response to the pandemic is raised the most frequent response is “now is not the right time”. It took the 9/11 Commission in the US almost two years to produce its final report. With its impact on the whole of our society and its international aspect, the inevitable inquiry could be a similarly long and convoluted affair. If it’s to be concluded and acted upon before the next general election, it needs to get underway.

So, yes, let’s build – however, we should also have a Busan strategy. Here’s a few ideas.

Designate a city as the alternative centre of UK government. The country is hugely over-centralised. London dominates. We need to be more like Germany with its multiple capital cities. Manchester gets my vote. 

Abandon the refurbishment of historic Parliament. Instead, build two new facilities – one in London and one in Manchester. The Palace of Westminster can be re-purposed as a heritage centre. We all agree that it’s a wonderful building, but it’s completely unsuitable as a modern workplace. It’s also the most disabled-unfriendly facility I’ve ever visited. We need a fully digital building optimised for local and remote working. It should be hugely accessible and be as green as possible.

Create The Department of National Resilience. Locate it in Manchester. Its aim should be to design, build and operate a resilience plan for the entire country. Not just the Government – all aspects of society.

Create an NHS Reserve. And model it on the military reserve model. All retired doctors and medical personnel should be enrolled, trained and paid.

Review our unwritten constitution. For a short while, the Prime Minister was gravely ill. It was never clear whether the First Secretary of State, Dominic Raab, had taken the throne. If there had been a national emergency while Boris Johnson was in intensive care, how would urgent decision making operate? Who was in charge of the nuclear launch codes during that time?

Mr Johnson’s hero – Sir Winston Churchill – won the war, but lost the subsequent election. Despite the epochal Beveridge Report being issued in 1942 – in the midst of the war – the public didn’t trust the Conservatives to deliver the new society they wanted. I don’t want the same thing to happen once again. With more than four years before another election, there is now an opportunity to win both this battle and the next election. However, we have to start now.

If you have ideas for the group or would like to get involved, please email us.

This piece was written for our website.

Covid-19 has forced us to adapt

GUEST POST: Fraser Raleigh is an Associate Director at Newington Communications and a former Conservative Special Adviser. Follow on Twitter. Connect on LinkedIn

So much of politics takes place in the margins; politicians physically bumping into each other in the corridor, in the MPs-only tearoom, and in the division lobbies.

It’s not just backbenchers; an industrious minister can often achieve far more huddled with a colleague before or after some dry Cabinet sub-committee than in the meeting itself.

All those chance encounters and snatched conversations are out for as long as the new ways of working are in.

MPs have accepted those ways of working to ensure scrutiny of the Government without risking the health of those who have to be in Westminster, and have adapted well to meetings on Zoom instead of in Portcullis House.

While the new proceedings are working well enough, whenever you change the nature of Parliament you change the nature of the politics that takes place within it.

We last saw this after the expenses scandal.

Select Committees became relevant, capable of setting the news agenda with high-profile Chairs elected by all MPs and evidence sessions people actually wanted to tune in to. Campaigning backbenchers saw new routes to push their causes through debate slots that they – not the Government – controlled, and online petitions opened up greater public involvement in what Parliament debates.

The type of person coming into Parliament changed and, with the later introduction of recall, even the person themselves occasionally changed mid-Parliament.

It will be up to MPs whether to keep any of the more radical changes, such as electronic voting, that have been pitched to them as temporary, but there will certainly be other opportunities for longer-term innovation.

Select Committees – already early adopters of technology before the crisis – lend themselves to more creative scrutiny, with witnesses perhaps appearing virtually at shorter notice, or Committee visits being livestreamed.

The political agenda, too, will change as society reassesses what it collectively values, and politicians try to anticipate the public mood.

Debates on issues as varied as supply chain resilience, broadband and 5G, social care, and the future of the BBC will be shaped by the public’s experience of the crisis and politicians’ response.

Engagement has clearly changed, too, as social distancing takes away opportunities to build relationships in the way we have become accustomed to.

As we get used to working without that face-to-face contact, it will be more important than ever to prioritise arguments that anticipate and respond to the changed political agenda and demand attention at a time when MPs and ministers have far less bandwidth.

We don’t yet know what permanent changes we will be left with, but we can be sure that whenever it is safe for MPs to go back to bumping into each other they will be doing so in a Parliament – and a political environment – that is different to the ones they left.

If you have ideas for the group or would like to get involved, please email us.

This piece was written for PRWeek.