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Politics-component 2 > Executive > Flashcards

Executive Flashcards

1
Q

What is the executive and who does it involve?

A

The government
PM, cabinet, govt depts, executive agencies
Pm is head of govt, cabinet is made up of 20-25 most senior ministers and ‘big beasts’ (great offices of state)
25 ministerial depts e.g treasury, foreign, home
25 non-ministerial e.g HMRC, food standards agency
391 agencies/public bodies e.g BFI, Bank of England

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2
Q

Main powers of the executive

A

Royal prerogatives
Initiate leg
Secondary leg power-law made w/o Act. Most common statutory instruments-modify/repeal existing leg w/p intro of new bill e.g 2016 fracking in UK national parks and remove student maintenance grants/ Controversial-removes scrutiny/accountability
Henry VIII clauses (statutory instruments). Brexit-EU laws placed into UK law. Some can be taken away w/o scrutiny e.g workers rightd

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3
Q

Two issues regarding executive

A

Concept of ministerial responsibility-does it still matter?
PM v Cabinet. Relationship between PM and central govt

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4
Q

War time cabinet

A

Run alongside normal cabinet. Smaller membership.

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5
Q

Ministerial code

A

code of behaviour for govt ministers. Reissued when new govt formed by PM who can tweak it. Standard must apply to PM as well. Started under Major. Maintain high behaviour standards. Pro relationships-harassing, bullying, inappropriate or discriminatory behaviour.
e.g Patel-bullying at DWP

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6
Q

IMR

A

Convention-expected to follow
Head of depts bear ultimate responsibility for actions of their ministry or dept even if unaware. Expected to take blame and resign-1) elected person who is ultimately accountable 2) motivates minister to take interest
Arose from principle that each minister answers for own ministry in Q time
Civil servants not supposed to take credit for their successes in a dept-govt claims them

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7
Q

Examples of ministers who have or have not resigned over IMR

A

Williamson 2020-algorithim messes up A level grades, mostly downgrading them. Doesn’t resign
PM-broke own rules over partygate, hasn’t resigned
Amber Rudd-did resign over windrush scandal (deporting children of people who migrated from Jamaica post-WW2 who didn;t sign up for legal documentation), letter to May confirmed she knew about deportation targets. Set up windrush taskforce

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8
Q

CMR

A

Convention-all govt ministers responsible for policies collectively
When pertaining to indy ministers the following applies:
Decisions of cabinet collective
Cabinet discussions confidential
Ministers publicly abide by and defend collective decisions or else resign

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9
Q

Resignations over CMR

A

Heseltine-westland affair 86
Howe-Thatcher’s approach to Europe, spec ‘autocratic’ approach to cabinet
Reasons must be given for CMR otherwise it ruins govt rep-if your govt ministers resign because you can’t convince them how can you govern
Cook 2003 Iraq War
Short 2003 over post-war settlement in Iraq
Brexit e.g David Davis/Raab as Brexit Secretary, Johnson as Foreign. May lost 34 in total, diminishing her authority every time

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10
Q

When should governments resign?

A

If they lose a vote of censure they should resign or request GE
6 instances since 1867-unusual circ, govts did not have maj primarily
Callaghan 1979

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11
Q

When are ministers exempt from CMR?

A

Free votes (no prescribed govt minister) or Agreements of Differ (diverge from govt view) of ‘32, ‘75 (Wilson EEC ref), ‘77 and Brexit

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12
Q

Other reasons why ministers resign

A

Personal reason-unrelated to ability to run govt dept
Usually: financial or moral issue/misconduct
e.g Mandelson 2x-DTI 1998 over home loan (250k from other MP undeclared), 2001 over relations w/ Hinduja brothers (lobbying on behalf to get british passports)
David Blunkett 2x-Home Secretary 2004 after fast tracking visa for lover’s nanny, 2005-DWP when conflict arose regarding undisclosed shares in DNA company
Damien Green 2017-hardcore porn found on his PC in parliament
Matt Hancock 2021 health secretary-broke own COVID rules. released patients back into care homes w/o testing, causing unnecessary deaths

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13
Q

Official responsibilities of British PM

A

No job desc-able to do what you want to certain extent
Head of UK govt-responsible for all policies and decisions (must be approved by PM)
Oversees civil service and govt agencies
Appoint govt ministers (royal prerog)
Main govt fig HoC
Vagueness around role

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14
Q

Primus Inter Paras

A

Theory-‘first among equals’
Cabinet equal in power and influence, PM is equal to ministers even though they are chair
Outdated

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15
Q

Dirigests approach

A

Some PMs are so dom-only PM matters, all about them e.g Thatcher didn’t let ministers speak, lost trust of cabinet
Wilson 1st govt-did all imp policies (govt ministers had little/no exp)
Blair but ultimately ousted by Brown supporters

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16
Q

Factors that PMs take into account when appointing ministers

A

Experience-length of service, jr ministers (demo competence), prev govt ministers e.g Zahawi vaccine taskforce now education
Popularity-pop in party (Big beasts, e.g Raab) or public (Patel-handling of immigration, not personally)
Ideology-rep balance (e.g Gove, Shapps similar degree of views) but managing party divide e.g Sunak, Truss, Raab
Allies will get higher position
MPs w/ degree may become ministers in their specialist, not always
Talent-most able, keep job if they are doing well in reshuffles
Past loyalty-followed party wishes e.g George Eustice
Competence-can run dept well e.g Gove vested interest in education

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17
Q

Role of PM

A

Chief policy maker-could maj policy be followed w/o PM support? no
Head of govt
Chief govt spokesperson e.g covid daily briefings
Commander-in-chief of armed forces
Chief foreign policy maker-maj affairs
Leader of Parliament

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18
Q

Patronage

A

PM-1st lord of treasury, minister for the union, minister of civil service
100 govt posts to fill-head of depts then PM picks jr ministers. 370 ish MPs and 200 Tory lords to pick from
Appoint ministers
Allocate cabinet posts
Reshuffles cabinet
Dismisses ministers
Constraints: claims of senior colleagues for inclusion and specific posts, Labour PM req to appoint 1st cabinet from elected shadow cabinet, ideological balance, unintended consequences of botched reshuffles, poss of sacked ministers emerging as rivals for leadership

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19
Q

Authority in cabinet system

A

POWERS: chair cabinet meetings
, manage agenda (decide it and order)
, steers, sums up and determines outcomes of cabinet discussions (hear from imp ministers, pick out best bits they agree w/ and sum it up),
holds bilateral and informal meetings w/ key ministers (nullify opp for opposition),
appoint members and chairs of cabinet committees, restructure central govt

Constraints:
req cabinet support on maj/controversial issues e.g may with brexit,
sr ministers have authority and may challenge PM’s pref policy,
problems may arise if sr ministers feel ig, not involved with detailed policy making in cabinet committee

20
Q

PM source of power: party leadership

A

Powers:
Authority as leader of party,
elected by MPs and party members (if you lose support of one you have the other to secure leadership) ,
enjoys maj in HoC (weaker leaders have small/no maj. Correlation between size of maj and ability of leader to dom)
Constraints:
party support not unconditional e.g party disobedience/May’s brexit deal/Johnson and partygate/Blair and Iraq/Thatcher and poll tax. Backbench rebellions poss-meaningful vote. Dependent on size of maj e.g Blair’s 165, Cameron’s 12

21
Q

PM source of power: public standing

A

High public profile (Johnson-mayor, bikes, journalist), comm-in-chief for govt (Blair trying to convince public for Iraq war-his war), political leaders in times of crisis (Brown, economic crash), rep country international affairs (Johnson-Ukraine, COP26), taking opp-north sea oil w/ Thatcher

However: unpop w/ electorate undermines authority-unsustainable LT, okay in ST
May become focus of media criticism, Johnson over partygate

22
Q

PM sources of power: policy-making role

A

Directs govt policy and sets agenda e.g levelling up Johnson
Authority to become involved w/ any policy area of choosing e.g Ukraine-foreign
Takes key role in times of crisis e.g NI+getting GFA back on track w/ Johnson

Constraints:
Limited time and lack of detailed knowledge (delegated ministers of every dept gain knowledge)
Lack resources provided by govt dept (advisors that are specialist, PM doesn’t)
May be dif to achieve policy success e.g track and trace never worked, Brexit-dif views of which some say it was a failure

23
Q

Comparing PMs

A

Someone asked academics who they thought the best PM was according to these factors: greatest impact, economy impact, foreign impact, biggest impact on party, demo/constitution
Overall, May was voted worse and Blair and Thatcher were ranked some of the best out of modern PMs

24
Q

Sources of power: PM’s office

A

PM office provides advice and support e.g admin staff, write speeches
Better enables PM to direct policy and act as communicators
Appoint special advisors
Reorg structure of govt-reshape as how they want it to be so it can facilitate them

Constraints:
Limited resource e.g staff funding limits what they can do, govt depts have more funding and staff
Power of other depts, esp Treasury

25
Q

Kitchen cabinet

A

PM has confidents and some have extensive use of them for advice or decision-making (bypassing cabinet?)
e.g Thatcher-Press Secretary Ingham, Powell (friend), Tebbit and Ridley (Thatcherite MPs), Walters (free market econ+LSE director)
Coalition-quad (core of power). Cameron, Osborne, Clegg and Alexander. 4 key players seen as driving and managing coalition agenda and tensions w/in govt.

26
Q

SPADs

A

Support govt w/ media, political or policy expertise. Assist and advise govt ministers. Freq career stage for young politicians before becoming MPs-attracted criticism e.g Clegg, Cameron and Milliband 2015 all SPADs previously
Johnson initially employed: Cummings as chief advisor (broke COVID rues, doesn’t get fired or resign), Mirza as chief policy advisor (resigned after PM went against her advice and brought office into disrepute-Starmer failed to prosecute Saville)

27
Q

PM leadership style

A

‘Office of PM is what its holder chooses, and is able to make of it’ Aqsquith
Different PMs follow dif styles because way in which PM behaves is subject to considerable ext pressure, which varies from time to time, and which affects type of leadership style

28
Q

Norton: analysis of leadership style

A

Innovators-battle to be PM (Thatcher) , get party on side (Blair), create change
Reformers-party not PM vision . PM just forefront, driving party agenda e.g Attlee
Egoists-want power of PM for themselves. Do anything to protect position, focused on career e.g Johnson
Balancers-keep things mainly same, stability, avoid social divide e.g Major

Weakness-distinction drawn too starkly, too rigid (PMs are fluid)

29
Q

Examples of PM leadership style

A

May-obsessive on detail, didn’t let others get involved. Relied on small group of advisors e.g Timothy until 2017 GE, didn’t get people sufficiently involved during Brexit including brexit secretary
Blair-sofa govt (bilateral meetings, pref meeting w/ individuals)

30
Q

Origins of cabinet

A

Privy council set up to advise monarchs
Developed 19th century and under hanoverian monarchs, met reg w/o monarch present.
Cabinet become distinct body, monarch determined membership
Widening of franchise and growth of parliament, cabinet broke free of monarch control 19th century. Weren’t as many govt depts back then

31
Q

Modern day cabinet

A

Most sr ministers (20-25)
Cabinet govt-central policy making body
Used to rep collective identity of govt
All imp domestic/many foreign decisions made w/in cabinet
Any disputes w/in govt resolved in cabinet
PM is meant 1st among equals so therefore can be outvoted. However cabinet meets 1x a week for 1-1.5hrs so not enough time of this

32
Q

Cabinet secretary

A

Current: Simon Case
Most sr civil service advisor to PM and cabinet. Support and advise on running of cabinet+their committees and to support govt in reaching collective agreement on policies
Often act as one of PM’s advisors on working of govt and maj policy decisions
Work closely w/ sr ministers, advising PM on priority issues and ensuring rest of civil service work to deliver these priorities
Other roles include: PM can call on them to advise on adherence to ministerial code, manage sr civil servants, leading reform/improvement of CS, rep CS externally
Not always combined w/ CS
PM can appoint directly but usually interview range of candidates overseen by 1st CS commissioner

33
Q

Aspects of role of cabinet

A

Formal policy approval-don’t do detailed decision making but gives approval to policies
Policy co-ord e.g HS2-main dept transport but also DEFRA (enviro), Treasury (oversight) and levelling up agenda
Resolve disputes-disputes ironed out. Some depts may have conflicting views e.g HS2=protests (home office might want police removal, defra might say no) and Defra-affects envirp
Party management-dif factions of party rep, keep them in check. Big beasts in key positions
Symbol of collective govt-symbolic role. Image of unity

34
Q

How has cabinet been marginalised?

A

PM become more sign
Some depts bogger than others e.g Home office-policing, prison, PREVENT. Some now more imp than others-bigger voice
Cabinet more of a place to report work of dept to, cabinet involvement minimal. Ceremonial
Downing street more imp-shift of policy making powers. Extending PM control, subverts any real cabinet power
Business on bilateral basis mostly. Agreements reached pre-meeting then present decision at meeting

35
Q

Cabinet office

A

Supports PM and ensures effecting running of govt. Ensures effective development co-ord and implementation of policy. Blair criticised heavily for fusing cabinet together w/ political office, thus ‘politicising’ civil service

36
Q

Cabinet committees

A

Hennessey-engine room of govt. Where work is done
Lawson-cabinet merely forum for approving decisions ‘already taken elsewhere’
PM picks who chairs each one. Blair chaired >1/2, desire to tightly control policy formulation
Clegg during coalition chaired sig no
National security-PM. Global Britain-PM, deputy Steven Berkley
Johnson chairs vast maj
Occasionally operation delegated e,g Climate Action Programme chair-COP26 president. Only wants to be on committees to control agenda. Influence and control
Coalition-extensive use of these. Had to in order to create unity+whole coalition approval
2015 cameron-more implementation taskforce (deliver policies). Less decisions need to be made
June 2016-much less use of committees (relied on small group of MPs/advisors)

37
Q

Weaknesses of cabinet

A

PM dom-posts determined by them, members must stay loyal
Most decisions made in committees
Shorter and stage managed-not enough time to do work
Large depts more indy, lack of cohesion in govt
More decisions made bilaterally
Much of decision making moved to 10 Downing Street Organisation

38
Q

Presidentialisation?

A

Relationship between PM and Cabinet become so one sided they are effectively a president
The PM has NOT become a president but instead exhibits characteristics of a president
e.g Foley’s Presidential thesis 1993 and British Presidency

39
Q

Aspects of presidential system

A

Constitutional and political sep of powers
Leg and executive sep (in hands of president). Elected sep and at dif times
President is head of govt and state
Cabinet members appt by and accountable to president-not directly elected politicians
President can’t get rid of leg (fixed term elections) or be removed by it (impeachment).
Has never been a successful impeachment e/g Nixon not impeached over watergate but did resign

40
Q

How is the UK different to a presidential system?

A

No constitutional and political sep of powers
UK elects parliament, executive is a by-product

41
Q

Spatial leadership

A

Distance between themselves and rest of govt
e.g Thatcher felt separate from govt, Johnson understanding of people facing difficulties due to NI protocol despite the fact he delivered the deal
Tories have done this to sep from Thatcher legacy to gain broader public appeal e.g Cameron-compassionate conservative

42
Q

Cult of outsiders

A

PM seeks to show themselves as outsiders w/in party and govt
e.g Thatcher-female card, dif background to traditional tories
Blair-lack of deep roots in Labour
May couldn’t do this as she couldn’t play female card and had been home secretary, making it hard to say she is one when she clearly isn’t

43
Q

Populist approach

A

Ability to connect directly w/ electorate and appear to be figurehead of nation
e.g Thatcher-Iron Lady
Blair and Cameron to a degree appeared to be above party and Parliament (Blair did some TV debates in run up to Iraq war against public, normally would put argument through Parliament instead)
Johnson-COVID briefings, sometimes on own in office, spoke to country directly

44
Q

Political leadership

A

Modern UK politics mirrors US by placing greater emphasis on leader
e.g Blair created narrative of strong, effective leader as an alternative to dull, weak and ineffective Major
Johnson-alternative to May and Corbyn (May brexit position unclear-in favour of single and customs market, NI protocol? Unsure whether corbyn was actually a remainer, limited role in remain campaign). He will get Brexit done, deal is ‘oven ready’

45
Q

The UK PM is not presidential?

A

Thatcher’s cabinet didn’t support her in leadership challenge
Blair pushed out by Brownites-forced to say he’ll resign in a year
May didn’t develop space between her and govt, unpopular, previously home secretary, lacked electoral mandate
Cameron-coalition, forced to compromise with Lib Dems. Clegg got say over some of the cabinet
Brown had no electoral mandate, lost dominance, almost like caretaker leader until next labour leader. However he led the world during global recession (handled it well)
People can appear presidential but pms still constrained

Politics-component 2 (4 decks)

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