3.3 The prime minister and executive

Question 1

Outline the structure of the executive

Answer 1

The prime minister- head of the executive who chairs cabinet in managing its agenda. Appoints the cabinet and junior ministers and organises structures

The cabinet- 20-23 senior ministers, some senior figures attend its meetings. They help deliver policy in areas.

Government department- Each one is responsible for an area of police- headed by cabinet minister and supported by junior ministers

Executive agencies- Semi indépendant voies that carry out some functions of departments, for example the DVLA is overseen by department for transport

Question 2

What are the main roles of the executive

Answer 2

Proposing legislation- To introduce new law or amend current law- this is outlined in the queens speech. IT does not confine itself to a manifesto- it adapts to situation and ends statutes in doctors mandates. They will often ask interested parties before introducing legislation. For example Cameron took consultation with employers before the apprenticeship levy was introduced

Proposing the budget
- A government needs to raise revenue and meet spending priorities. IT is created by the Exchequer in consultation with the cabinet. IT is an annual statement ton tax and spending, it is now in November. Each new government does this..

Making policy decisions
It has to decide how to give effect too aims- for example in 2010-15 the government
- Streamlined benefits under UC
- Allowed parents to set up free schools
Introduced more competition in the NHS and put GPs in control fo commissioning care for patients

Question 3

What is royal prerogative

Answer 3

Powers that belong to the crown have been transferred over time. They are often not properly defined, but set out on statutes that are based on tradition. These include the power to
- Grant and withdraw passports
- Grant legal pardons 
Apoint ministers 
- Declare war 
- Award honours 

Brown and coalition were open to the idea of placing prerogative powers under parliament:

the fixed term parliament act removed the right of. PM to determine the date of an election.
Governments now accept that military action needs prior parliamentary approval, if not in an emergency

Question 4

How does the executive keep control over the initiation of legislation and what is it?

Answer 4

The executive controls most of the time for legislation- 13 days are set for private members and 20 for opposition and for the backbench business committee

In majorities the whip system means it usually can get through.

The allocation of time motion, which dates back to 1887, means the government can curtail debate on the individual classes- only in common. Cameron tried to use the guillotine in a lords debate on redrawing constituency boundaries, but was dropped. The programming motion means the government can set out time ministers for each stage. The government can even, from 2002, carry over incomplete legislation form one session to another, without having to start again in a new session

Question 5

What is secondary legislation

Answer 5

A law made without a new act of parliament. The government uses powers created by easier act. This is mainly done in the form of statutory instruments, they allow government to modify or repeal legislation without introducing a new bill. Critics raise concerns about the use of this for controversial issues- for example the scrapping of maintenance grants or allowing fracking in national parks. 2/3 become law without being put before MPs

Question 6

What is the concept of ministerial responsibility

Answer 6

Individual minsitaeral responsibility means that ministers are responsible for their department and policy. It is set out in the ministerial code where the latest version states ministers have a duty to parliament to account and be held to account for the policies decisions and actions of their departments and agencies. They must give reliable information and cannot lie. They can only remain in office as long as they retain the confidence of PM.

What may have decreased it is that since the 1980s, many functions have been delegated to agencies, so their is debate about accountability. For example Michael Howard controversially sacked Derek Lewis, director general of the prisons service , following the escape from parkhurst jail

The lack of accountability has meant that civil servants get the blame,me. Traditionally they were anonymous, but this has changed.For example in 2012, transport secretary PArtick Mcloughling admitted that mistakes were made in the awarding of a franchise to run the trains on the west coast main line. Three civil servants were suspended as a result, one following successful legal action. Vernon Bogdanor made the case for traditional relationships as the ministers were responsible to ensure that officials had the necessary skills to carry out work in the departments.

Personal misconduct is a more common cause of resignature than failures. impression more than actuality often matters, for example Peter mandleson was obliged to resign twice due to his perceived wrongdoings. In 1998 he left as industry secretary after it was revealed he was buying a house with the help of a loan supplied by a cabinet colleague, whose business affairs were being investigated by his department. Later, as NI secretary, he was forced out at accusations that he had fast tracked an Indian businessman’s passport.It was more about impression than facts

Question 7

What is the case of Charles Clarke

Answer 7

Home Secretary of Blairs government illustrates the flexibility of ministerial responsibility. He was alleged in April 2006 over the inability of the home office to account for the movement of more than 1000 foreign prisoners. IT appears that they had been freed without consideration of deportation. He admitted he had taken his eye off the ball and said he doesn’t have a duty to the public to go- rather a duty to sort the issue out. It is reported that he tried to resign but Blair backed him to stay. HE was changed in greater reshuffle, 10 days later. There is an issue with how consistent minsitaeral responsibility is

Question 8

What is the concept of collective ministerial responsibility

Answer 8

A convention that means that ministers must support government policy in public. discussions are confidential.

If defeated in a vote of no confidence, the whole government resigns.

IT is to maintain unity in a government. Once a decision is reached it is binding on all of them- if they cannot accept I they must resign. For example Robin cook, leader of the house said he could not take responsibility.

This is quite rare as it not not beneficial for carriers.

Question 9

How did Ian Duncan smith and disability benefits show the concept of collective responsibility

Answer 9

Iain Duncan smith resigned in 2016 stating that he could not accept disability benefits cuts. HE objected that Osborne had made choices to benefit higher earnings. He did not want to take responsibility. They also clashed over Brexit act.

Question 10

What are the exceptions to collective responsibility

Answer 10

There may be this for political reasons.

For example the coalition, there 4 policy areas Lib Dem ministers would not be bound by collective responsibility- nuclear power, tax allowance for married couples, higher education funding and trident.

Another example where during the lifetime of a government, people take different standpoints. For example the 2011 referendum on voting system.

The concept was dropped in the 1975 referendum on the EU and they could even unite with other parties. Official position was to remain- they could not speak against membership from the despatch box- industry minister Eric heifer was sacked for this reason.

in 2016 David Cameron related this on the EU.

Question 11

What factors affect the prime ministers selection of a minister

Answer 11

The importance of ability and experience-
- Prime ministers do not have unlimited pools of talent- many do not have aptitude for office, or who’s views are too extreme. General ability as a communicator and administrator tends to be more important than policy knowledge - there are exceptions: brown and Osborne spent long in shadow chancellor positions, before taking over the treasury. There are generally senior figures, who are expected to be in the cabinet and will usually include defeated competitors from the leadership election. ExAmples of this are Major retaining Douglas Hurd at foreign office and gave hesseltine a choice of senior posts

Establishing authority-
There is a desire to stamp this down authority. Not all will make radical Changes, for example, John Major did not remove key players until after the 1992 election. May was different, 10 senior ministers were sacked within 24 hours

Rewarding Loyalty, and conciliating potential rivals
-Blair began his second term by appointing several committed members of new labours: David Blanket and Alan Milburn- home and health respectively. IT makes sense to have troublesome MPs as senior posts, for example Blair

Faction maintenance
- There needs to be a varied ideological view. May appointed many pro Brexit MP’s following the referendum- Boris Johnson as defence and Liam for as trade- she also had some remains- for example Phillip Hammond and Amber Rudd

Diversity-
There is a general expectation to have some diversity in the cabinet- some argue the sis evendience of the more personal style of a presidential system

Question 12

What factors affect the relationship between the cabinet and prime minister

Answer 12

The management skills of PM-
Some may exploit the elastic nature of office to asset control- they can do this using the power to appoint and dismiss ministers as they choose, to remove poor performers, bring in new blood and marginalise opponents. IT can be dangerous, for example Thatcher promoted supporters such as Nigel lawson and Norman Tebbit to build a cabinet in her image- however her dominance meant that much of the cabinet was disillusioned by her leadership. For example Deputy prime minister Geoffry Howe resigned and a leadership election was called, few supported her.

Their ability to set the agenda
- Cabinet does not use votes to make decisions. The views of more senior members have more weight. Most ministers will be too concerned with own duties to challenge consensus views. The prime ministers rights to chair and sum up is an important part of influence. They can even keep certain things off the agenda. Harold Wilson, for example, refused to allow for discussion of devaluation of the pound , despite many ministers wanting to.

The use of cabinet committees and informal groups in decision making
- Since 1945 Prime minister have made more use of cabinet committees, later ratified by cabinet. choosing the membership can have an important part of control. Theresa may chaired 3 important committees , when entering. Many decisions are made in informal meetings, for example, the market decision to place interest rates in the control fo the Bank of England was taken by Blair and Blair within days of their 97 victory- the rest of the cabinet was informed late. The coalition forced greater discussion - fowveer an informal body of Cameron, Clegg, Osbourne and Alexander met often to resolve differences

The development of the prime minister and cabinet office
- There is no official prime minister departments, but they do have more resources. Harold Wilson created the policy unit to enable the prime minister to gain and overview and to drive policy across departments. Under blur there was much cooperation between the two offices to allow for policy implementation. Cameron had an initial hands off approach, but he strengthened with the policy and implementation unit. The press office also works closely with the PM, grown gin strength with Blair and has communications and strategy directory. Policy control fo the PM has increased with these methods

The impact the wider political situation-
- External pressures apply, for example a landslide victory Is easier to command over . Popularity and economic success are also important. Thatcher was able to grow in strength following her Falklands Victory. Brown was damaged by his lack of election.

Question 13

In what ways is cabinet still an important body

Answer 13

-THey approve government policy, so confers legitimacy. A minister who cannot accept it must resign, for example robin cook.

On important issues the PM Recognises the need for cabinet support. For example after the 2016 decision to leave the EU Cameron presented a deal to a full cabinet meeting. IN national crises it shows it use- for example during the Falklands.

The cabinet is where the program of government business is discussed, where disagreements are resolved.

Question 14

In what ways is the PM still the dominant force in government

Answer 14

Decisions are commonly held in cabinet committees- from example the Blair decision to hand over interest rates to the banks England

The PM controls the meetings, most will not interfere or challenge

In practice disputes are usually resolved outside try cabinet, in committees or in intervention, for example Camerons settlement in 2011 with the clash between energy secretary Chris HUhne and Business Vince cable on carbon emission targets.

The media focusses on the PM, for example in the debates. There is an idea of leadership and a more personal style.

Question 15

What are the main powers of the PM

Answer 15

• Appointing, reshuffling and dismissing ministers
• Managing the cabinet
• Leadership of Responsibility for overall shape of government
• Direction of government policy
• National leadership

However they are limited by a focus on

• Personality
• Exnternal pressures
• Majority
• United

Question 16

How did Major show effective leadership and success in his time as prime minister

Answer 16

• Major initially won credit in his first 18 months in replacing poll tax with council tax- still today. IT helped distance his government to thatcher, This speed helped him get back into office
• He is considered having handled the first gulf war effectively. IT helped create the idea of him as a national leader
• HE used a more collegial style of cabinet management, allowing more discussion and inclusion. This was helped by the lack of ideology in his political standpoint .
• Progress towards a peace deal started. HE established trust through the December 1993 downing street declaration that ended the possibility of a united Ireland against the wishes of the unionists. There was a return to violence, but he helped lay the foundations for Blair to act.

Question 17

In what ways did Major show poor leadership and decision making skills

Answer 17

• Major had limited ability to control cabinet, it was undermined in his second term over conflict in the EU. They were particularly hostile to the Maastrich treaty- which essentially declared an expansion of the EU beyond purely and economic body. HE did help appease them, not joining the Euro and not joining the social chapter, however this did not appease many, he could only get eh Maastricht treaty in by one vote in 1993. . Some may claim he was able to bridge the conflict that a decisive leader could not have, however disunity created an image of weak leadership. He did open up leadership, won, but this did little difference/.
• His small majority and subsequent time needed to devote to parliamentary management, meant that he would not be able to leave a legacy. IT seemed to be constant crises management– between Europe and sleaze. Even his major claims, like making public services mores accountable and Thatcherism with a human face had little came off it. The citizens charter tried to lay down expectations for public bodies, but captured little public attention. Rail privatisation helped bring thatchers legacy further- but was critiqued heavily. HE seemed to be reacting to events
• On economic issues, he has a weak record. HE persuaded thatcher to join the ERM and on black Wednesday market pressures forced the pound out, despite desperate raising off Interest rates to bring it into late. IT fatally damaged the conservative image of economic competence.

Question 18

In what ways did Blair show strong leadership and decision making skills

Answer 18

• Blair palmed a strong emphasis on strengthening the centre of UK government to tackle the issues in a more joined up manor. IT was more presidential. Individual cabinet ministers would have less autonomy and more more around a centralised agenda- in the words of the Chief of stage “from a feudal system of barons to a more napoleonic system”. TH cabinet office and downing street policy unit worked more together and the new Prime minister delivery unit sought to drive reform. HE used informal meetings with advisers and colleagues, rather than cabinet to make decisions. This became very normal. He was able to bypass committee structures in this. Iraq was discussed in the cabinet, there was little genuine discussion and ministers were denied access to many documents. Lord butler said this “Risks reducing the scope for informed collective political judgement.
• Blair made much use of media management, the strategic communications unit was set to respond with 24 hour news. .
• Blair has Many important policies achievements. HE brought about much conditional reforms. Devolution was started and hereditary peers removed.
• HE helped bring bayou peace in NI. BY creating power sharing institutions and this was shown in the good Friday agreement. HE helped find common ground.

Public service reform was an area he is seen in having success. He introduced methods of business sector in the area of health and education. Academies, who’s funding came from the state rather than council, started to replace failing state schools. Foundation hospitals, whose managers were given greater powers were another break from uniform model of welfare. They started tuition fees. They introduced minimum wage, free nursery places and sure start centres to help families in the most deprived areas. There was a cosily liber agenda- for example civil partnerships and the equalisation of sexes for age of consent.

Question 19

In what areas did Blair show poor leadership and decision making skills

Answer 19

• Brown decreed Blairs power. They had an agreement that brown- he would serve 2 terms then he could. This did not happen and relationships deteriorated. There was constant speculation about when he would stand down. This meant he had to give over some authority, for example Brown essentially denied Blairs wish to bring the UK into the euro. Five economic tests would have to be passed and the treasury has to determine if they had been met. The tensions caused some devisions.
• change was frustrated ins some areas. Blair palmed the opposition of vested interests within the public sector, for his unsuccessful attempts in reform. National security and foreign policy limited his popularity. HE committed uK troops to the war on terror - there was no clear cut result. Order was not restored. They did not have a reconstruction plan . There was much criticism of this choice. There was a serious erosion of trust following