Executive Flashcards

1
Q

Executive branch

A

100 MPs take part in the government. These MPs develop policy and hope they become law. Usually 23-30 members of government are in important roles.
Executive branch is concerned with implementation of policy. All ministers taken from parliament are accountable to policy. PM is known as primus inter pare (first among equals).
Cabinet is a committee of senior ministers which is the ultimate decision making body of government. Ministers are appointed by the PM to specific policy areas.
Government departments are main administrators of central government dealing with policy area and staffed by civil servants.
Cabinet ministers lead government departments and meet weekly. The PM leads cabinet and all decisions have to be agreed by all members of cabinet. PM must consult cabinet before making decisions.

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2
Q

Powers of the executive

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Prerogative powers - include making major treaties (John major with the Maastricht treaty), international diplomacy, deployment of armed forces (Thatcher in the falklands), PMs patronage powers and the ability to dissolve parliament (May before 2017 general election), the organisation of the civil service and granting of pardons.
However - this has been limited in recent years. It is now convention parliament votes on the deployment of troops (Cameron on Syria 2013 and 2015). 2011 fixed term parliament act meant there is no early election unless a 2/3 majority. The PM power to award honours and make public appointments have been restricted.
Control of legislative agenda - most bills are proposed by the government and it controls the legislative timetable. They can limit debate on bills with guillotine motions, most government bills are approved by parliament. PMBs only pass with government support.
Powers of secondary legislation - a form of legislation that allows the provision of an act of parliament to be amended by ministers without requiring a further act. These allow ministers to make more detailed rules and regulations through statutory instruments. Scrutinised by parliamentary committees but most are not debated and it is unusual for statutory instruments to be rejected. However the HoL amended two regulations on tax credits in 2015.

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3
Q

Role of the PM

A

Political leadership - determine the political direction of government and shape policy on high profile issues.
National leadership - responsible for national security and leadership at times of crisis, also acting as a communication for the government.
Appointing the government - appoint and dismiss ministers
Chairing cabinet - steering cabinet agenda and holding bilateral meetings
Managing the executive - responsible for overall organisation of government and is head of the civil service
Prerogative powers - deploying armed forces overseas and recommending public appointments
Managing relations with parliament - making statements and answering to parliament as well as shaping legislative programme
Representing uk in international affairs - high level international diplomacy

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4
Q

How powerful is the PM

Patronage

A

PM can appoint people to lords as life peers. Alter party balance in lords and make it easier for the pm to pass legislation and peers can be appointed in cabinet. Blair passed 162 labour peers and promoted Digby Jones from lords to cabinet. PM can create a cabinet in their own image by appointing and dismissing members and reshuffling them. Cameron reshuffled Greening from travel to international developments.
However - power is limited due to changes to the honour system after labour donors got peerages. Nominations considered by honours committee made of civil servants and independent personal. PM is unlikely to overrule people who rival their job and they cannot create a cabinet in their own image (Blair put Brown as chancellor of the exchequer). Cameron limited by coalition - he needed to consult clegg with Lib Dem members and have at least 5 in his cabinet. Dismissals backfire - thatcher removed Howe (foreign secretary) who gave a speech in the commons and she lost her job. Alastair Darling (chancellor of the exchequer) refused to move for ed Balls.

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5
Q

How powerful is the PM

Authority in cabinet and policy making input

A

Authority in cabinet - PM chairs meeting me and sets the agenda, frequency and length of cabinet meetings. They create cabinet committees and appoint members. PM can use bilateral meetings. They appoint senior civil servants and organise the structure of the government.
However - PM can be opposed by senior ministers who limited their power. Being too dominant (Thatcher) or too indecisive (Major) can limit the PM.
Policy making input - PM does not head a department so can be involved in all areas of policy. The PM particularly is involved in foreign and economic affairs often setting objectives to department heads. Some PMs involved more than others - Blair and Thatcher heavily involved.
However when things go wrong the PM is left to blame - Blair with Iraq and Thatcher with the poll tax.

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6
Q

How powerful is the PM

Party leadership

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Public leadership - leader of largest party is usually the PM. A working majority in Parliament strengthens their position as they can enact government programme. Length and cost of a leadership election makes removal of PM likely.
However - increased backbench MPs power means the PM can not always rely on party support. For example the 2012 lords reform act was dropped due to a conservative backbench rebellion. Also PM can be removed if they lose a leadership election. Thatcher forced out of power after failing to win a leadership election in 1990.

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7
Q

How powerful is the PM

Public standing

A

PM has a high public profile. Thatcher and Blair made a significant impact on the world and had strong relations with the US. PM become the communication chief articulating objectives. Appearances in the Liaison committee is an expression of this role. Public satisfaction with the PM strengthens their position. A PM is regarded as strong and effective and has greater authority than one perceived as weak and out of touch.
However - media can play as significant role in this, coverage of a PM can undermine their powers as most PMs have a director of communications for example Alistair Campbell under Tony Blair.

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8
Q

Thatcher

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She made little use of her cabinet. Favoured cabinet committees or bilateral meetings. Her approach to cabinet initially allowed her to cement her authority against those who doubted her.
However by 1990 he lack of support in the cabinet left Thatcher unable to win a leadership election, which led to her resignation. She was criticised by senior figures like Howe and Lawson

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9
Q

Major

A

Collegiate style of cabinet. He managed his cabinet successfully and managed to stay in office for 6 years despite shaky support. He worked closely with rivals (like Portillo), lessening the chances of leadership challenges.
However he never seemed to articulate a clear vision and he was unable to set the agenda in cabinet.

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10
Q

Blair

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He was similar to thatcher in terms of controlling cabinet and he used a lot of bilateral meetings. Blair’s dominant role and use of advisors meant they had one way conservations with ministers who may not even have a say on policy matters. The sun concluded Blair saw cabinet as a reporting buoy. Decisions were made in his 10 Downing Street office. He had a sofa government.

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11
Q

Brown

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Promised to have a more collegiate style of government, he alter reverted to an inner circle of advisors. However after a strong start he was constrained by the economic crisis and he ruled out on early election in 2007 after allowing speculation to mount. He faced demands from senior MPs to resign and his reputation was damaged. Lack of authority, Alistair Darling refuses to be reshuffled and Caroline Flint accused him of having a two tier cabinet.

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12
Q

Cameron

A

Originally had a collegiate style of cabinet but due to the coalition he needed Lib Dem support.
Hey decisions made in bilateral meetings between clegg and Cameron. Meetings with the quad (Cameron, clegg, Osborne and Alexander).
Cameron’s second government cabinet was in decline. Coalition constrained Cameron’s power - he needed to consult clegg with Lib Dem ministers and have at least 5 in cabinet. Party management was problematic with rebellions in lords reform and EU referendum. Duncan Smith resigned in 2016 claiming cabinet had no input

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13
Q

May

A

Appointed a balanced cabinet

However he caused a lack of unified cabinet and media has criticised the cabinet

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14
Q

Role of cabinet

A

They consider major decisions even if policy was created elsewhere. They endorse and approve government policy. They manage crises and emergences. They control the PM and radical ministers and they set government agenda for parliament.

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15
Q

Registering decisions

A

Many issues decided in cabinet committees or in bilateral meetings. For example the introduction of the Poll tax was decided in a cabinet committee. It means cabinet becomes a clearing house where decisions are ratified. Ministers are strongly discouraged from reopening issues where a decision had already been made. Cabinets ability to decide policy is constrained by infrequent meetings and bilateral meetings

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16
Q

Discussing and deciding major issues

A

Cabinet is the Supreme Court decision making body in the uk however it’s role in recent years has remained largely advisory. In June 2003 the PM and chancellor has remained largely advisory. In June 2003 the PM and chancellor discussed entry of the Euro without cabinet.
In 2004 the Butler report noted cabinet was not given access to key information on the Iraq war. Ministers can advise and warn but the PM has the ultimate decision. Votes in cabinet are rarely taken as they could expose divisions.

17
Q

Reporting

A

Cabinet heard reports on current developments allowing ministers to keep abreast of events and policy change. It also allows ministers to discuss policy and government policies.
Cabinet meetings have a formal agenda with the following reports as standard:
Parliamentary business, economic and home affairs, foreign affairs.
In parliamentary business the leaders of the commons and lords outline the following week, this reflects the cabinets formal role in timetabling government bills and ministerial statements.

18
Q

Settling disputes

A

If decisions cannot be made in cabinet committees or bilateral meetings, it may go to cabinet for further discussion.
Often this is a straightforward process of reaching a compromise between departments. Appeals to the cabinet are only permitted in special cases but its decisions are meant to be binding

19
Q

Cabinet committees

A

These are appointed by the PM to consider aspects of government business.
AD HOC - these committees set up to deal with a particular issue.
Standing - these are permanent for a PM term in office and have considerable powers.

To relieve workload pressure on the cabinet itself by considering issues in a smaller forum or at a lower level. To enable decisions to be fully considered by those ministers closely concerned. A way of ensuring that radical proposals are not diluted by collective decision making in cabinet. Most top level decisions of
Government are decided in committee and are brought to cabinet as done deals

20
Q

Controlling the PM

A

Cabinet can limit the power of the PM. The cabinet can constrain the PM because CMR requires that decisions reflect the consensus view of cabinet

21
Q

CMR

A

CMR means cabinet must act as one. If ministers disagree with government policy they must resign.
The convention recognised that cabinet is a unified body containing members usually of the same party who stood on an agreed manifesto promises.
CMR attempts to keep government unified.

22
Q

Three elements of CMR

A

Secrecy - cabinet decisions must remain secret. Prevents differences of opinions being revealed and stops sensitive information from becoming public.
Binding decisions - once a decision in cabinet has been reached, it becomes binding on all ministers. Those unable to accept should resign or be dismissed.
Confidence vote - government should resign if defeated in a vote of no confidence.

23
Q

Formal suspensions to CMR

A

During referendums - Wilson allowed ministers to campaign for either side in the EEC referendum 1975, despite government favouring yes. Allowed a government divided on Europe to function. Also in 2016 EU referendum Cameron allowed ministers to support either side. But ministers favouring leave were denied access to civil servant resources. 5 cabinet members wanted to leave.
During the coalition - during 2010 coalition Lib Dem ministers could abstain from voting on issues for construction of nuclear power stations, tax allowances for married couples, higher education and trident nuclear deterrent. CMR broke down near 2015 election. Lib Dem’s withdrew support for constituency changes in 2013 and they supported PMBs allowing exceptions to government bedroom tax whilst the conservatives supported the bedroom tax.
Free votes - free votes may be granted to ministers as well as backbench MPs on issues of conscience. Labours 1997 election manifesto promises a free vote on legislation to ban fox hunting. Cameron allowed a free vote on marriage (same sex couples) bill in 2013. Two cabinet members voted against the bill.

24
Q

Informal suspensions to CMR

A

Leaks - ministers and advisors may leak information on cabinet discussions to the media. Cabinet decisions have been leaked in books written by former ministers Ed Balls and Nick Clegg.
Dissent and non resignation - cabinet ministers who oppose important aspects of government policy and have survived office. One nation conservatives in Thatchers cabinet opposed her economic polices. Lib Dem were critical of coalition policies - only Norman Baker resigned.
PM dominance - some cabinet ministers who served under Thatcher and Blair claimed the PM had underlined CMR by ignoring cabinet. Heseltine, Lawson and Howe criticised Thatchers style of cabinet. Clare Short complained Blair did not consult cabinet enough when making decisions.

25
Q

IMR

A

All ministers are accountable to parliament for their own personal conduct and the departments actions. This means they are excepted to resign if things go wrong, ministers are not obliged to resign if failings are traceable to actions of civil servants but they are constitutionally responsible for informing parliament of the actions of their department. Ministerial code states ministers must give accurate and truthful information to parliament. Those who knowingly mislead parliament will be expected to resign (Beverley Hughes resigned as immigration minister in 2004).

26
Q

What circumstances do ministers resign due to IMR

Department mistakes and policy failure

A

Department mistakes - minister makes a mistake that lead to public exposure or scandal. Has to directly link to the department. Charles Clarke resigned after administration errors in the home office. Ministers responsible for policy but officials are for day to day matters. 1954 Sir Thomas Dugdale (minister of agriculture) resigned after land not returned to people after the war.
Policy failure - ministers resign when their policy fails. Resignations include James Callaghan chancellor of the exchequer after 1967 devaluation of sterling. However Norman Lamont did not resign as chancellor of the exchequer when sterling was devalued after being forced out of the EMU in 1992.

27
Q

What circumstances do ministers resign to IMR

Personal misconduct

A

Ministers excepted to follow the seven principles of public life included in the ministerial code (principles are selfishness, integrity, objectivity, accountability, openness, honesty and leadership).
Ministers who break the code should resign.
Ron Davis resigned after his moment of madness and Chris Huhne resigned after being jailed 8 monks in 2013 for perverting the court of justice).
David Blunkett resigned twice under Blair. In 2004 he resigned from Home Secretary after fast tracking visas. He resigned in 2006 from secretary of work and pensions after accepting another position without consulting the advisory committee on business appointments.

28
Q

What circumstances do ministers resign to IMR

Political pressure

A

It may not always attribute itself to a particular policy failing or scandal. Estelle Morris resigned as education secretary for not doing a good enough job. It can also be due to a longer term pressure because of a period of management while in office. Pressure may come from the press, the opposition or the own party.
Chief Whip Andrew Mitchell resigned in 2012 over plebgate.
Edwina Currie resigned over errors of judgment in Salmonella eggs case.
A minister is unlikely to stay in office if a PM views the ongoing negative publicity to be damaging to the government.

29
Q

The pre-eminent PM

A

Deceived the PM as the most important figure because they have four institutional power resources. These are the legal head of government (appointing ministers), leadership of the government (setting policy agenda), the PMs office and setting the policy agenda.

30
Q

Pre-dominant PM

A

PM will be dominant if they combine the four power resources with their personal power resources. These are leadership ability and reputation, association with political success, electoral popularity and a high standing with their party.
Thatcher and Blair were predominant but no PM has a monopoly of power and they must respond to parliamentary and public opinion.

31
Q

Presidential theory

A

People argue the office of the PM has become more presidential l. His is because the PM is the dominant personality within government, the media spotlight is on the PM and the PM has a spatial leadership with reliance with a small group of advisors. However the theory misrepresents the power of the core executive, it overstates the power of the PM and it ignores the differences of the US and the UKs parliamentary system.