Local Elections 2026: Artemis II Moon Mission – a universal event

On a positive note I do really enjoy this time of the year, the 4 day Easter Break comes at just the right time after what is usually a thoroughly miserable time – the challenges of the dark days of winter supplanted by the promise of Spring , and Summer to come, with lighter nights, longer days and the hope of good weather on the way.

And unlike the other Bank Holidays – Easter offers a full 4-day period to enjoy our choice of time well spent: relaxation, home & garden, sporting exertion or hedonistic pursuits (delete as appropriate). In short, time to be optimistic, even in the current challenging environment.

However, I do need to take some time out to address a ‘teeth grinding’ frustration that I have with how the term ‘Managerial‘ in terms of governance, has become a dismissal of any positivity. (See managed decline).

The assumption that decline must inevitably follow periods of management—whether in politics or economics—is overly deterministic and often misleading. While mismanagement can contribute to downturns, it does not guarantee them, nor does effective management ensure sustained success. Outcomes are shaped by a far broader set of variables, including external shocks, structural conditions, and the adaptability of institutions.

It’s of course true in political terms, governments may implement sound policies yet still face decline due to factors beyond their control, such as global conflicts, demographic shifts, or technological disruption. For example, an administration might manage public services efficiently, but still encounter economic stagnation driven by international market trends. Conversely, some governments maintain stability despite apparent mismanagement because of strong institutional frameworks or favourable external conditions

Economically, decline is not a fixed endpoint following a managed system. Well-regulated economies can remain resilient and even thrive over long periods by adapting to change. Strategic interventions—such as investment in innovation, education, or infrastructure—can reverse or prevent downturns. Moreover, periods of decline can themselves be catalysts for renewal, prompting reforms that lead to stronger long-term growth

Ultimately, the relationship between management and decline is not linear. It is shaped by complexity, contingency, and human decision-making. Recognising this helps avoid fatalistic thinking and encourages more nuanced approaches to governance and economic policy, where decline is seen not as an inevitability, but as a possibility that can be mitigated or even transformed into opportunity.

I would venture to say that many of us would much prefer politicians and governments with a defined agenda and the desire to manage it through any challenges which occur, and which they share with us, rather than the shoot from the hip disruptors who increasing hold sway.

Finally, to conclude this week’s comments I will return to the positivity of the introductory paragraphs. What can be more positive and life affirming than the current NASA moon mission. Just before turning in on the Wednesday evening, I sat in front of the news broadcast transfixed by the launch of the Artemis II and its crew of 4 brave astronauts. Truly an Apollo moment for a new generation.

The sheer joy and enthusiasm on the part of the largely Millennial/Generation Z cohort viewing the launch from Canaveral Park was infectious, but even better was the sage comment of an aging boomer in a wheelchair, who when interviewed simply said the occasion was a Universal Event. Those two words so succinctly summing up the positivity and optimism of the occasion.