Money and how it is used to calculate the value of wealth and even the worth of the people we interact with makes it one of the most destructive and dangerous components of contemporary life.

Without realising they are doing it many people look upon every facet of life and consider it in terms of its financial value, what it might cost, or what it would cost to have it themselves.

Very few od us follow the financial markets or observe the way that the economic system works – whether that be the ‘financial economy’ or the ‘real economy’ itself. But what may be one of the great mysteries of the world is the process that has led money and the possession of it to become the most important factor governing the way that we conduct our lives.

Just as many great ideas have the power to help and improve lives, the creation of money as a unit or medium of exchange passed its point of best use and was evolved or developed to become something that it should never have or was never intended to be.

Money was quite literally a practical way of making the exchange of goods or services work effectively when those engaged in that exchange didn’t necessarily want either the goods or the products or the services that the person they were exchanging with could immediately offer them in exchange for their own.

Money was literally a way of giving a universal value to anything that any person could provide so that they could exchange it for what they wanted from anyone else, and also became a way to transfer value or to exchange over great geographical distances.

Had the development of money stopped there or somewhere very similar, the World would now be and would behave very differently from the way that it does today. 

Money itself has never changed. But the way that money is perceived by people has.

Money is now treated as and believed by people to be a thing in its own right.

Yet nothing has changed. Money is still nothing other than the medium of a system to provide universal exchange for services and goods.

Yes, there will be plenty who read this blog who possess lots of money or the means to accumulate it who will read this and quickly conclude that what I’m saying is absolute rubbish.

Money is not real. But the belief that it is make the consequences and the impact of that belief real for all.

Decades of money creation and the use of economic theories and practises such as the FIAT system and the neoliberal push for ‘free markets’ that never look after the interests of others as they theoretically should, have led to the creation and development of the financial economy.

The financial economy is a theoretical system that has been made real by the belief placed in it. Because of the benefits that can be gained by those who ‘play’ it and propagate it, the financial economy has been prioritised and championed above the real economy. Whereas the real economy represents the real world of business and the exchange of labour and goods. The real economy is the basis upon which everything money or financially orientated should work.

Whilst an economist could easily draw up and describe the models of how the monetary, economic or financial system works so that it looks like and can be presented as being very real, money is literally being created out of thin air.

The anger with a self-serving system of this kind that is directly responsible for much of the inequality that exists around the World is palpable amongst all of those who understand and care about what is going on.

The anger against the system has led very intelligent people who are disenfranchised from the system, to search for, develop and launch what they present to us as alternative monetary systems that work fairly because the work in a different way,

Cryptocurrencies – of which bitcoin is probably the best known – are the result of this process.

The intrinsic problem that all cryptocurrencies currently have is that in the process of their creation, they have adopted the most fundamental flaw that all units of currency are currently built on: They are valued as something or a thing to be possessed that itself has value, when cryptocurrencies or currencies of any kind never have been and never will have genuine value of their own.

Yes, you can become financially rich by buying and then selling Bitcoin or any cryptocurrency that has been listed on an exchange. But the process that leads to gains or losses in cryptocurrency value are little more than luck. Buying and selling cryptocurrencies is not a science and any gains you make through a crypto transaction simply means it was just your time to experience a win. Much like spread betting or investing through hedge funds, investing in cryptocurrency is at best nothing more than making a bet. This is no way to run or influence a system that will affect everyone in the World.

The value of Bitcoin and all forms of currency is the belief that underpins them. Their value is directly related to the confidence that investors have to buy them. Nothing more. So, the moment that something shakes that belief, like Elon Musk floating a comment on social media about how Bitcoin mining isn’t very green – the value of this ‘currency’ begins a downward journey towards the floor. It is only then that you can really begin to recognise the true value of what currencies are worth in themselves. Currencies are worth nothing and no more.

Strange as it may sound, this blog is not an argument against the use of cryptocurrencies. There is no question that money and currency use and the legal and ethical value set that underpins their use must be improved as we head deeper into the 21st century and increasingly use the technology that we have available.

A problem for us all is that the entire monetary system is itself flawed but is being deliberately manipulated by people who understand the system well and continue to engage in dangerous practises without any consideration for the consequences and impact upon others. We need comprehensive change.

Because it is legal or the law allows those employed in financial services and in the banking sector to engage in the practices they have been for many years if not decades before, it does not necessarily make what they do morally or ethically right.

For anyone who has spent time studying law or the way that government works, they will soon realise and understand that the law has a habit of being very late to the party. On its route to get there it is often distracted by self interest or the interest of those with influence.

This manipulation of the deck is something that we can no longer afford if we are to all live in a world which is fair and driven to ensure that the poorest members of society can sustain themselves and that a basic self-sufficient life is something that everyone can easily and comfortably afford.

Hello again. I wrote a blog a few days ago on Saving Cleeve Common Golf Course and covered the essential points that I wanted to share with you all, given my background as a former Tewkesbury Borough Councillor and Licensing Chair, and with the connection with Cleeve Common that both I and my family have, given that my Father Chris was Warden of the Common for the last 15 years of his life.

As a lot of you have taken the time to read what I have said, I felt it only fair that I follow up and provide an overview of my immediate thoughts on how I would approach saving Cleeve Common Golf Course and the Golf Club, and what I would suggest that you all need to think about to get started if that’s what you are resolved to do.

This overview is not comprehensive, and neither is it intended to be. In fact, I’ll bet that you will start to think of things yourself as you read through it. This is how you can all begin to put together a plan that will work!

Before I say anything else, what I am sure of from reading the comments and the views that I have by following the Facebook Group Save Cleeve Hill Golf Course, is there is both the will and passion necessary to do all that needs to be done, providing that everyone involved can approach this project with an open mind and remains committed to seeing it through – even when those lined up against you sound convincing when they say that it cannot be done.

The next thing is probably the most difficult thing for many to read, absorb and accept:

This is not just about saving the Golf Course and keeping Golf on Cleeve Common. This is about saving a community resource that must have the same meaning for everyone, whatever the Club represents to them. So, every perspective needs to be accommodated in your plans for the future as if it is your own personal No1 choice.

Representatives of different community Groups with an interest in the Common, The Golf Club or Cleeve Hill have been commenting and saying they are doing this or they are doing that – with the inference intended or otherwise, that others need to fall in line behind their efforts, because what they are already doing is somehow more important and more credible in some way.

The reality is that none of you will succeed if you attempt to develop a plan for the Course and the Club that focuses primarily on your own use and aims for these facilities.

YOU MUST give equal weight and value to those uses, priorities and opportunities that are not only your own.

Golf is no longer sustainable in its own right on Cleeve Common.

The suggestion has been made a number of times that the Clubhouse could be pulled down and replaced with temporary buildings as a simple golf club and that the Council would be happy with that.

Please, please, please think this through again.

I have seen nothing to suggest that there isn’t a longer-term plan for the Clubhouse and Car Park site in mind that will have a return for Tewkesbury Borough Council.

Without a formal repudiation of this possibility and guarantee that the site will be used as a car park and nothing else in perpetuity from Tewkesbury Borough Council (if the closure goes ahead), I would suggest that all bets would be on a sale or development plan for the site coming into public view as soon as the facilities are fully closed, the Course has been returned to ‘common’ and there is a perception that the matter has been forgotten.

Your job now, is to come up with a plan that means more to the Council and how it is perceived by Taxpayers than what they might believe to be simple economic sense.

Saving the Golf Course and the Clubhouse have to be seen as one and the same. As the future of both as a community resource lies in them being saved, preserved and taken forward together.

Neither the Golf Course nor the Clubhouse will survive on their own.

Whilst the Clubhouse is ‘old’ and in ‘desperate’ need of renewal and refurbishment, I have no reason to doubt that retaining the existing ‘iconic’ building and actually making it the centrepieces of this project is the best thing to do.

Reports for local authorities and government organisations are notorious for having the conclusions spoon-fed to consultants as part of their brief. So it would take a lot to convince me that the structure of the Clubhouse is so far gone that in the hands of someone who wants to save it and is prepared to use creativity to do that, it cannot therefore be saved.

Finally, it is also vital to understand and accept that this isn’t just a Cleeve Hill thing.

It’s a Bishops Cleeve thing.

It’s a Winchcombe thing

It’s a Woodmancote thing.

It’s a Cheltenham thing.

It’s a Tewkesbury thing.

It’s a Cotswold thing.

And if you start to think about it in those terms, you will begin to see the wide range of possibilities for co-working, partnerships and the stakeholder engagement opportunities that are involved that are there to be seized. The ideas turned into action that can and will make this project work.

It is vital that you recognise that you have the power to achieve the goal of saving the Golf Course and the Clubhouse. But every time you pass on or ‘surrender’ that decision or choice to Politicians, to Groups, to the Council, to the Media or to anyone else who isn’t amongst those who feel and believe the same, part of the momentum and with it part of the sum of the chances that together will lead to success will be lost.

If it is your decision to save Cleeve Hill Golf Course and Clubhouse, Do it.

Don’t let anyone else convince you that the future of the ‘Club’ is anyone else’s to ‘own’ or dictate.

And bear in mind, action speak louder than words.

So, to the steps:

1.) Set up ‘Silver Linings’ – The management group and operating company

To be successful, you need to create a management group that will become the board of the operating company. Let’s call it ‘Silver Linings Leisure’. (You get it?!)

Getting the membership of this board right is important. The decisions they make on behalf of everyone will influence whether this project succeeds or fails, and what particular events or actions happen that will push it either way.

You ideally need 6-12 people who are not only committed to saving the Golf Course and Clubhouse. They must also be committed enough and be able to offer the time and energy over at least the next 6-12 months to take this idea and lead the process to make it happen – against all the odds.

Of the board, all of the key user groups should be represented and have voting rights.

Members of the board who are representatives of other community groups MUST have the delegated responsibility to make representative decisions there and then at meetings of the board – as there will not be the time to go back and forth to consult.

Don’t include politicians or anyone else who is an activist looking to gain, grow or enhance their public profile locally. Also don’t include representatives of the staff – or at least don’t let them vote on decisions if you really feel that you must do so.

PLEASE BE AWARE: ALL of you will be volunteers.

You WILL NOT be paid for what you are doing unless you become employed by the operating company in the future.

As a volunteer it is important to remember that everyone else is volunteering too and that you cannot treat others like they are doing a job or like they are employed.

Volunteers take on voluntary roles because they will get something from helping that may not be apparent to anyone else involved. If you make demands on them as if they don’t have a choice, they will very quickly walk.

Expect nothing. Appreciate everything that everyone else does!

2.) Identify your key officers and their responsibilities, agree a basic constitution and become a legal entity

Whilst this really will be a community effort, it is still essential that people take on the key roles and become identifiable as the ‘people to go to’ for those outside of ‘Silver Linings’ so that this specific project will work.

My suggestion is the key roles go to people who have experience of running and developing businesses or organisations, of working with a range of different people and probably have project management skills in the broader sense (Whole business unit rather than just a piece of work or delivering a specific project). They will know who they are, and I would encourage them to make themselves known to the group quickly – IF they feel they can commit the energy and time.

As a start you will probably need:

• chairman/spokesperson,
• finance officer/treasurer
• secretary/public point of contact
• social media manager
• media officer
• project officer
• purchasing officer
• an acceptance that the requirements of this project may need responsibilities to flow between  

All of your new Officers must be happy having a public profile and be sure that there will be no conflict with their day jobs or any other roles that they have in the local community. (Conflict means anything that could influence them to change decisions or make decisions that they wouldn’t if they had not become involved. It’s the possibility that counts. Not whether they would or wouldn’t do it)

Write and agree your basic constitution:

You must become a legal entity to be taken seriously by the Council, the Board of Conservators and any other organisation (like funders and sponsors) with whom ‘Silver Linings’ wishes to become involved.

The constitution doesn’t need to be complicated. It just needs to cover the basic reasons for ‘Silver Linings’ being ‘constituted’ in the first place – and the key reason is widely known!

This document is also how where you divide up responsibilities and put together some basic protocols for governance and how decisions are made and where responsibility falls.

Register as a charity and/or limited company

Once you have your Officers and your Constitution, you can set up ‘Silver Linings’ as a legal entity.

 In the first instance, setting up as a charity and registering a limited company would probably be wise. This is after all a community venture with a commercial drive, or what some people recognise as a ‘social enterprise’.

There will very probably be an accountant, solicitor and/or barrister based locally who would be supportive of the project and be prepared to help get this part of the process tied up so that the members of the board are protected right from the start. Find the right one and they may even take on one of your key board roles!

Set up a bank account

Coronavirus and the Lockdown has slowed down the process of getting business bank accounts open. So as soon as the Constitution is agreed, you have the names of your Board (and account signatories) agreed and you have ‘Silver Linings’ legally set up, you should get the process underway.

Ideally there should be a number of different signatories on the account and any payment should only be able to be authorised by a minimum of two.

3.) Arrange meetings with the Key Stakeholders

Meet with Tewkesbury Borough Council.

You MUST engage with Tewkesbury Council as quickly as possible.

Ideally you should meet with the relevant Portfolio Holder (Who I understand to be Cllr. Rob Vines), The CEO (Mike Dawson), whoever the delegated officer dealing with the matter day to day will be, and the Ward Councillor(s) representing Cleeve Hill should really be at the first meeting too.

The local Councillors should be included so that they can fulfil their role as local elected representatives. This IS NOT the same thing as representing your case directly to the Council and I would advise strongly against entrusting them to communicate with either the Council or with Council Officers on your behalf, as there is simply too much to lose.

Your primary aim at the meeting should be to identify what Tewkesbury Borough Council would be seeking in the first instance from ‘Silver Linings’ to take on the Lease on 1^st April 2021.

This will include things like:

• Lease fees (rent)
• Deposit
• Guarantees
• liabilities (who fixes what etc)
• duration of the Lease etc.

What the Council will want now may be different to what they will accept once a full proposal has been put together which is credible and demonstrates how the project will benefit the community (and the Council) both economically AND in other ways.

It is essential that you DO NOT approach the Council expecting them to give you anything less than the terms of what you know the existing Lease to be in the first instance.

This is The Council’s opportunity to set out its stall. I would be inclined to take what they say they will or won’t do very seriously, as this is the stepping off point and the basis upon which the ‘Silver Linings’ project can be built.

Record the meeting if they will allow you to. Do not do so without permission.

Take notes either way and write the minutes whilst the meeting is fresh in your mind. Run them past whoever was there from the board to check that nothing was missed or nothing was misheard.

Meet with the Board of Conservators:

Gauge how they feel about things and see what they can do to support ‘Silver Linings’.

Is there a way that you could support what they are doing and build it into the ‘plan’?

Please be aware that Tewkesbury Borough Council is represented by a Borough Councillor on the Board of Conservators

4.) Publicise ALL progress and be transparent

Publish the minutes of all meetings ASAP.

Send copies to ALL other parties so that they have the opportunity to challenge any conclusions from your notes or ask for changes and/or reviews.

Make sure that EVERYONE with an interest gets a copy sent directly to their Inbox and a copy is made publicly available on the website.

If you have someone who is good at writing and has time, think about starting a blog diary of events and everything that is being done. This will be a fantastic way to engage the local community and gain support as you go along!

5.) Set up a Crowdfunder

Saving Cleeve Hill Golf Course is enough in itself to get a Go Fund Me page (or similar) going right now.

Money will be needed for basic things like a website and basic expenses to begin with and its not a good habit for anyone to simply cover the cost of anything they do directly out of their own pocket without it being recorded.

Information like this helps with the business plan and could potentially be used in future funding bids if you ever apply for ‘match funding’ where a funder effectively offers to match what you are putting in from other sources – which could include direct ‘donations’.

Be patient about pushing a more substantial funding campaign. You will only be able to start putting the more substantive capital and revenue costs together as you go down this list and know what it will take financially to get the new ‘Silver Linings’ Clubhouse open and supported financially for an appropriate period until it breaks even, can sustain itself and then even pay back loans or better still, reinvest in the development of the ‘business’!

.Once the full project has been costed, that will be the right time to consider whether issuing shares in the new operating company would work. You will need to answer questions like:

• How much would they need to be?
• Will we be able to offer any dividends?
• If we don’t offer dividends, what will our ‘shareholders’ get in return

6.) Write your Business Plan

I’m not sure anyone who has ever launched a business likes writing their own business plans. It’s too easy to get carried away and think you already know everything that needs to be done, but it’s that same enthusiasm that can really catch you out.

Even if you didn’t need a credible business plan to show to Stakeholders, investors and anyone you might be seeking support from, it’s a really good idea to put the most comprehensive business plan that you can together and work out the costings down to a detailed level, making sure that you build in as much scope to cover unforeseen or unanticipated events and risks as possible.

Writing a plan can be tricky with a seasonal business like this one will be. The good news is you already know your handover date or rather the date that ‘Silver Linings’ will move in and takeover Cleeve Hill Golf Course and the Clubhouse if this project is a success!

You have a timeline and so you know when everything needs to be done.

The Council and The Board of Conservators will want to see a credible plan built around this timeline that demonstrates you have thought everything through and how the process of turning the business around will be worked through, when ‘milestones’ or key events in the timetable will be reached and basically, when everything that needs to be done will get done.

The key question:

The biggest part of the project will be refurbishing the Clubhouse.

I would suggest that the best way to do this will be to utilise all of the local tradesmen talent who already use the Club and aim to do something like DIY SOS where everyone mucks in over a period of a week or a fortnight to upgrade, install and refurbish the Clubhouse from top to bottom so that the new ‘Club’ and the services that it offers as a ‘Hub’ can all be offered immediately in a late April or May Bank Holiday ‘relaunch’.

Detail is important, so this isn’t just rewiring, repanelling, repainting.

• Can internal walls be moved?
• Can the bar be changed?
• How can the toilets be better planned?
• What facilities MUST we have?
• What needs to be changed to meet current legislation and rules?

You will need to agree on what the ‘Clubhouse’ experience will be. How it is now is how it has been for a long time and it’s going to need to be decorated and designed in a way that it maximises the strengths that it has.

If I was looking at this project on my own, I’d probably be asking questions along the lines of would it be possible to decorate the whole thing like an alpine or Rocky Mountain chalet with a centrepiece wood burner with Cotswold stone and reclaimed wood panels or something like that. It would fit with the whole thing.

Detail is really important to and as part of the revamp, I’d be considering the machinery area, the car park and the walls around the site too. NOT only what you think other people will see.

Also, could a neighbouring field be rented in the summer months to provide car parking perhaps?

Where is the added value for people going to be that is not obvious to see?

So how will ‘Silver Linings’ pay?

The USP or unique selling point of the Clubhouse and the Golf Course is the location.

The questions that need to be answered and thought through include:

• What services can be offered from the site that we can provide?
• What services can be offered from the site that a partner commercial organisation could and would want to provide?
• What local organisations would benefit from the facilities?
• What can the site offer tourists to the area?
• What services could you offer if you paired up with local stables, local hotels, local B&Bs, Local breweries, local distilleries, Local Schools, local community organisations and treated the Clubhouse as a local ‘Hub’?

What is important to bear in mind is that people easily forget that things they haven’t experienced themselves are there.

• How will you get new people in?
• How will you get them coming back again?
• How will you ensure that the customer/user experience is always as good as you yourself would want it to be?

Having a facility like this lends itself to year-round, all-day activities and sales opportunities if everything is thought through and is used as it should.

You will need a management in team that has the vison to see this and the wherewithal to implement it too.

But as I said in my last blog, the biggest responsibility for keeping people coming through the doors will be down to you.

7.) Get commitments from ‘contractors’

You will need an architect and/or surveyor to check out everything that can, cannot and must be done to the clubhouse.

Once you have a style and format agreed, you can then look at dividing up the different tasks to the different contractors and tradespeople that I mentioned above.

By this stage, you will have fixed dates in mind and you will be able to tell everyone who is able to volunteer when you will require their time.

8.) Think about getting sponsorship

The list of local companies likely to want to support a ‘feel good’ local community project might not be as long right now as it would at other times, but the opportunities for relationships that are mutually beneficial may have never been so good – particularly if you can sell a company’s products for them!

People have mentioned Julian Dunkerton from Superdry. Well he owns a Dunkerton’s Cider too and whilst the Clubhouse might not be on the Lucky Onion’s hitlist, a commitment to sell his Cider for a short time might get you a discount on the purchase price and be all it takes to get some help and expertise to redevelop the bar and kitchen area to see how it can be made to work best. They may well be happy to promote ‘Silver Linings’ too!

Cotswold Distillery, Hook Norton Brewery, Goff’s, Donnington Brewery to name but a few may all have an interest in you promoting their products. There are bakers, butchers, ice cream makers and all sorts of other great local producers too. So, pick up the phone and ask what they would be prepared to do!

9.) Think about starting funding applications

Once you’ve covered the bases above, you’ll be starting to get a much clearer picture of what ‘Silver Linings’ is going to look like and what its going to cost going forward.

But there are other questions to be asked such as:

• What investment will the Golf Course need to attract the players, membership and recognition that it needs?
• What resources does the Clubhouse need to become more attractive to other users – for instance would a minibus and a service down to Cleeve and Winchcombe be the help that it needs?

For a social enterprise that is aiming high to help the community, there will be funding options that can be considered for the long term. But they may not be available in the time that you would like and that’s where the cycle of funding and going back to crowdfunding and then issuing share options begins.

10.) Handover in April 2021

Never lose sight of this date. This is what you are working to. If you can’t be ready to take over the running of Cleeve Hill Golf Course and the Clubhouse on this date – it cannot be done!

OK. So this was a little longer than I thought it would be, but its really only a guide and a guide to what needs to be done as a start at that.

If I can answer questions about any of the above, please post them as comments on this blog below. I will aim to help wherever I can.

Best wishes and good luck to you all!

Adam

I was deeply saddened to read the news this week that Cleeve Hill Golf Club is set to close at the end of March 2021.

Reading the comments on the Facebook Page Save Cleeve Hill Golf Course that has been set up to try and save this well-known local community resource, I could feel the passion and frustration that is already tangible amongst a great many people, whilst from a very different perspective understand fully why the decision and circumstances that are publicly known today will come across as being so unfair.

Those of you who know me will be aware that Cleeve Common occupies a very special part of my family history. My father Chris was the Warden of the Common for some 15 years up until shortly before his death in early 2006 and I am a regular walking visitor myself, having only been for a circular walk with my new pup early this past Sunday morning.

I was also a Tewkesbury Borough Councillor for 8 years and Chair of the Licensing Committee for 4 of them. Whilst I don’t agree with the conclusions or views from the Council I have read publicly, I am well aware of how such decisions these days will have been reached and what factors are likely to have motivated them.

On the Council’s side of the ‘problem’, the current Leaseholder has given notice or taken the opportunity not to renew the Lease (Which regrettably makes a lot of sense). The Council has commissioned a report that says the Golf Club and Course isn’t commercially viable. The Council has concluded that the Clubhouse is beyond a sensible cost for renewal and repair.

But it’s what the Council isn’t saying publicly about their longer-term plans for the Clubhouse site which should really be the starting point for any public interest about the way the decision has been reached – especially in such challenging times for the hospitality and leisure industries.

With the prospect of such a well-known public facility about to be closed, everyone with an interest in Cleeve Hill and the Golf Club has the right to be sure that there isn’t some hidden agenda or longer-term plan at work that is being sold to us as something else as it is convenient and politically expedient to do so right now.

Tewkesbury Borough Council would do well to formally assure the Public immediately that there isn’t any plan for the value of the Clubhouse site to be realised in the future by allowing private development to take place in a process that will benefit the Council financially or in some other way.

To be fair to Tewkesbury Borough, ALL Councils are struggling financially for a range of reasons. Some are local and of their own making. But many are handed to them by the Westminster Government and are therefore not theirs to own.

Right across Local Government, Councillors and Officers have simply lost sight of the fact that they are there to manage public assets like these in our best interests and that Councils are not a business that they can or should even try to run like it is something that they personally own.

Meanwhile, on the Public side of ‘debate’, Cleeve Hill Golf Course is a community asset. Golf Courses are popular and financially viable all around the Cotswolds and the Gloucestershire area. The Course is a landmark and part of our local history and is arguably unique. The Golf course could be better utilised to give local people – and especially young people more constructive things to do.

But the numbers of fee-paying players who go through the Clubhouse and on to a Course like Cleeve Common, in this state and in this location is probably smaller that it may to appearances seem.

The Clubhouse itself is not used regularly in the way that it could be by significant numbers of local people as a pub or destination, and certainly not now during these times that the Government response to Coronavirus continues. Could you really look back to cold, dark misty winter nights on Cleeve Hill and say that this is somewhere that you would then definitely want to be?

Painful as it is to write, the reality is that Tewkesbury Borough Council has already indicated that it will not subsidise the Golf Course. We must all be big enough to recognise that there is a case to be argued that if the Council were going to subsidise anything, there are likely to be other public services that local Public money should be used to prioritise within the local community first.

Equally however, none of us would knowingly invest money in any project that would not command a realistic return. With the cost of modernising and refitting the Clubhouse likely to be the reason why the Council’s Consultants have concluded that it would be better to pull it down, you might begin to see that the Council would probably want to have any investment returned in full in what might be little more than a ten-year period.

Put it this way, if the work considered necessary to re-let the Clubhouse and Course commercially were £400,000.00 up front, the £769.23 per week repayment cost before interest, added to the existing c.£1000.00 per week rental fee would simply make the prospect of taking on the project commercially absurd, when you put it into the perspective of the impact of Coronavirus, The Lockdown and everything else.

Whilst what I have written above is intended merely as a quick guide of the likely mechanics of what is going on, it certainly doesn’t make the decision or any of the unseen influences upon it feel in any way right.

What it does do is suggest strongly that petitions and banging on the doors of Councillors and the Tewkesbury and Cheltenham MPs will ultimately prove not to be enough to yield any meaningful fruit – no matter how sympathetic they or any other local person of influence may be minded to be about saving the Clubhouse and the Course.

If you genuinely want to save Cleeve Hill Golf Course, the community made up of people with an interest in using it will need to come up with an alternative solution to the one that our local Councillors and the Officers that advise them have tabled.

It will have to be one that really works.

It is likely that the Golf Course and the Golf Clubhouse can and will only be saved by a community based, not-for-profit approach such as a social enterprise.

Any kind of commercial or ‘profit-making’ approach without a ridiculous amount of risk and accepted loss is extremely unlikely to be viable in any way.

Whether right or wrong, the starting point for any valid discussion with the Council would be the general understanding and acceptance on the part of everyone who wants to save Cleeve Hill Golf Course that the only thing that can be expected as a minimum will be the good will of the Council to keep the Golf Course open as a Public Community Asset. There must be recognition that any acceptable plan is unlikely to have any additional financial cost to the Council involved.

Crowdfunding is an option to cover remedial work and repairs – especially as the site and location is so popular. This project would have significant attraction if it was marketed just right.

But if there is a genuine will amongst the local community to not only save Cleeve Hill Golf Club and the Clubhouse, but to actually see it thrive, then everyone who wants to see it open and there to use will also have to be both a user and evangelist of the facilities that are on offer. Everyone must make sure that no matter whether they are golfers, a youth group or a local group of ramblers, the operating company that takes over runs and promotes the whole thing and manages this fabulous community asset as both a facility and experience that is accessible to all and is open and ready year-round for everyone to use.

There isn’t much time. To save this resource, a sensible and non-combative dialogue needs to begin with Tewkesbury Borough Council right now, so that the Council has the chance to make clear what they can and can’t do. The Community will then be better placed to consider, put together and then table a proposal and take the steps necessary that might then lead to a 2021 win-win for users, the Council and of course, most if not all of those who are currently facing the loss of their jobs.

The people who use and love the Golf Course and the Common may not have the skills and experience to tackle this issues and drive forward as individuals alone.

But working together, it is almost certain that all of the skills, experience and motivation necessary to save Cleeve Hill Golf Course already exists.

It’s been a long time since we have had government in the UK that has been competent enough to look proactively at changing things for the better, if that change would itself compromise the desire of politicians to endlessly keep increasing their control.

For decades, since the seismic changes that accompanied the end of Empire and the onset of the Cold War age following the end of the Second World War, the incompetency of generation after generation of Westminster politicians has seen power hoovered up and removed from the hands of local people. However, rather than holding on to it themselves centrally, politicians have passed more and more of their responsibility onwards to an outside power called the EU which has successfully indoctrinated the political classes across an entire continent into thinking that the creation of a supranational state is the ultimate tool of localism.

SPOILER ALERT: It is not.

I have been a Eurosceptic since I was a teenager, but gained no pleasure from seeing the debate unfold in public and the damage that was done from the moment that David Cameron committed the UK to a Referendum on Leaving the EU. It was unexpectedly won by those who identified with the localised side of the argument rather than the nebulous way of thinking that big (and centralised) is always best for everyone.

Remainers often cited the inability of Leavers to tell them what benefits there would be to Leaving the EU as clear evidence that there was no question to answer and that the UK should Remain a Member. Yet they overlooked that they couldn’t give a plausible argument that it was in our collective interest to stay.

The argument for Leaving the EU that was never heard and which should have underpinned everything, is power should be kept as local to voters as possible. Then decision making is kept real, in touch with the issues and our local communities are always kept at the centre of what politicians do.

When people can access decision makers easily and see that they themselves have the power to influence the decisions that are important to them, they are much more likely to be and to remain engaged. They will be much less likely to be disenfranchised from a political system that in its current form today is seeking to remove the power that remains in local hands and move it further away into the hands of highly political regional mayors.

The genuine change or reset that is coming in the near future (rather than the one that some are falling into the conspiracists trap of believing has been created by deliberate design) will create a massive opportunity to restructure, reform and relaunch government and the public sector comprehensively across the UK. It will be the chance to get every kind of pubic service working as they should for us all.

The real opportunity for improvement in the way that decisions on public policy are made in the future will be the voluntary return of power to the lowest tier of government that it is possible to do so, thereby ensuring that genuinely local decisions are locally made.

By local, this means a real shakeup of Town & Parish, District & Borough and County Councils with the disbanding of so-called Unitary Authorities and the list of powers these lower tiers of Government have redirected to the lowest level possible.

The responsibilities lower tier authorities have now should be topped up by the return of everything that has a very localised impact. Power must be returned to the local government structure and directed away from Westminster where it has been sat and used without appropriate care and consideration for too long.

It is no longer acceptable that laws effecting the lives of everyday people locally that were created by bureaucrats in London (or Brussels), who have a one-size fits all mentality are made and then only interpreted by officers and rubber stamped by councillors – who often believe they have no other choice – even though it is the will and needs of voters that they are there to respect.

The contrary argument is a good one. That there simply isn’t the funding available for these lower tiers of Government to exist and function now as they once did.

Yet the economic argument is now a hollow one as the technology that we have available dictates that very local authorities no longer have the need to retain the massive administrative or executive functions that they once did.

Whilst cost cutting means that pooling technical delivery services such as environmental health services or bin collections make sound economic sense, there is absolutely no reason that decision making has to be run or modelled in the same way.

That is before you cross the Rubicon and tackle the question of the what the financial impact of the local Government Pension Scheme on local Council Budgets involves and the savings and therefore money it would provide for services to be resumed that have been stopped today.

If we have a Westminster government that treats the whole of the Electorate as the adults that we are, it stands to reason that the same government must also treat the politicians within the localised tiers of government as adults too.

The additional powers that local Councils would have right down at neighbourhood and village level would immediately see people and more suitable candidates for elections becoming reengaged.

The real change that must come to make the difference at local level (at the very least) is the removal of political parties from the electoral process and action taken to prevent outside influence and money from holding sway.

It is not only possible and practical for independent candidates to run their own election campaigns, but would also be a highly democratic step to require that those seeking election to Councils of any kind are able to communicate and connect with the electorate during a campaign without the support of a national brand.

The current approach only ensures that we have too many people representing themselves and the interests of ‘their people’ instead of us all throughout government at every level.

We must take the coming opportunity to work to elect the right people to public representative offices of every kind and support this process by removing all of the tools that make it easy to place power in the wrong hands with the massive cost to us all that then involves.

Regrettably, at the time of a National Crisis, it seems that the only thing original about the Johnson Government, is its ability to repeatedly mess things up.

I would like to be able to say that they have a legitimate excuse for doing everything that they have done since the Covid Pandemic came into view. But they don’t.

Whilst many still believe it right to support the Government because that’s what you should do, the real story and the different truths that have ridden shotgun with the creation of this chaos will come to light, either when the public files are opened or this stupid political clique is replaced by people who know what politicians are actually supposed to do.

Of all the mistakes Johnson and his cronies have made so far, the one that illustrates the abject disconnect from all forms of decision-making-responsibility, that is endemic within this political culture, is that of using an algorithm to produce grades for our 18 year old, end-of-school students, who inevitably see their A ‘Level grades as a pivot point where the success or failure of their entire lives is mapped out.

Before school closures that were neither necessary and certainly weren’t thought through, the GCSE and A ‘Level exams process in the UK was already arbitrary in the extreme, overlooking the reality that many students are not academically inclined and of those who appear to be, some will never be masters of exam technique.

But to then completely dehumanise the process and use an algorithm to make decisions when another flawed political choice meant that exams in the summer of 2020 could not be completed, is injustice of an extraordinary kind.

Algorithms are great for working with numbers and sifting data of a numerical or quantitative kind. But they are next to useless where qualitative data or the real idiosyncrasies and circumstances of life and human existence are concerned.

The only shortcut this route was ever going to provide was one treating all A ‘Level Students as if the history or chronology of the events leading them here; what they did and how they did it, was identically the same – not to mention anything already discussed above.

Yes, the Universities application and offer process is constrained by numbers every year. But Covid and the ridiculous steps that the Government has already taken meant this was never going to be a ‘normal’ year, and factors such as foreign student numbers no longer being as certain as ‘normal’ would have meant there are vacancies that our commercially focused Universities need to fill to make the sums add up – no matter the usual grades requirements involved.

There is no algorithm that can fairly explain or make account for the peculiarities of any individuals circumstances. It is both lazy and distinctly harmful to surrender human decision making to a machine when that machine can only ever account for the level of detail or data that it was programmed with.

Parents are naturally beside themselves right now and many have good reason to be. Young people who were about to break free of the perceptual barriers and ties of their background have been binned just because our politicians are not up to the job and incapable of thinking in a different way.

But the real travesty beyond that we can only hope public pressure will force Johnson to fix, is the reality that algorithms are already playing a massive part in the formal electronic or -online’ relationships that we have everything. From our use of social media, to how our job applications are managed – giving recruiters an irresponsibly easy time to check that boxes are ticked, but nothing more.

Algorithms and the people who use them to cut corners to make business processes ‘more efficient’ to cut costs, are not only playing a massive part in the dehumanisation of relationships that has accompanied the internet age. They are also rejecting people whose circumstances a computer code will inevitably overlook, whilst denying the benefit of added value to businesses that were always a major consideration of the employing managers before the created quasi sectors of HR and Recruitment evolved – and still would be if they realised what a con and all-round injustice these algorithms and employing the services of the people who use them involve.

This corner cutting is pernicious and whilst the improvement in technology to improve the user and end user experience is always something that we should aspire to, it should not necessarily mean that the advances are used to cut costs and jobs if that is what it can do.

The quality of the relationship with people, the product and the all-round experience will always be compromised if not lost by prioritising Tech above all things.

Money or cost-saving should never be the basic law governing business, when everything that we do in any business is ultimately always and universally about people and thereby the human relationship.