PM and his executive Flashcards

1
Q

What is the origins of the PM role?

A

-never formally set up unlike US where it’s stated in the constitution
-First recognised holder was Robert Walpole until 1742(term PM wasn’t created yet)
-Walpole lost a vote of no confidence in parliament(convention that they must hold a majority in the Commons)
-Ministerial Code 1992 codified the duties + expectations of PM and govt ministers

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2
Q

How did PM Herbert Asquith describe the PM role?

A

one of those constitutional practices that rested ‘on usage, custom, convention..in the course of time received universal observance and respect’

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3
Q

How is the PM chosen?

A

-not chosen directly by the people–} under parliamentary system, they are the leader of majority party in Commons
(when there is no majority, they follow convention i.e May’s confidence and supply agreement with the DUP)
-conventionally must be an MP + monarch ‘invites’ them to form a govt
-PMs often leave office due to losing an election, health concerns(Harold Wilson in 1976), parliamentary pressure(May)
-sometimes a party chooses a PM i.e Liz Truss in Sep 22 after Johnson resigned due to partygate and the privileges committees’ ‘witch hunt’

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4
Q

What is primus inter pares?

A

‘first among equals’ = the PM is the head of cabinet but should govern in a collective manner

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5
Q

What is the core executive?

A

policy making network that incudes the PM, cabinet ministers, senior civil servants, cabinet committees and the cabinet office

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6
Q

Difference between ministers and civil servants

A

-ministers are largely elected whereas servants are appointed
-ministers are party members whereas servants are non partisan
-ministers are public figures whereas servants work in departments
-ministers run departments and servants have an advisory role

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7
Q

Key roles of the core executive

A

-policy making= decisions often at cabinet meetings/committees i.e introduce the Universal Credit system 2013(meant that there was only one benefit for working class households instead of 6 seperate ones, simplified welfare system) + civil service has role of implementing policies and running state day-to-day
-Passing legislation= major acts are discussed and approved as bills before parliamentary debates i.e domestic abuse act 2021= widen definition to emotional abuse/controlling, established DA commissioner etc
-Financing= making decisions on tax and govt spending(CHANCELLOR AND TREASURY) before announcing annual budget i.e autumn statement 2023 introducing more tax cuts and less public spending
-being first national responder= executive must quickly and efficiently put together emergency measures i.e COVID 19 required input from many departments(health, police and armed forces, education, Treasurer)

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8
Q

Nuance: Core executive blunder; The Post Office scandal

A

-have been almost 1,000 convictions in connection with the faulty Horizon IT programme and accusations of theft and false accounting
exposes the failings of the wider government:
-civil servants should look for patterns of complaints + keep an open mind when considering the credibility of accusations of malpractice
-ineffective communication between branches of core executive i.e department for business and trade

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9
Q

What is the royal prerogative?

A

powers that the monarch held that were conventionally transferred to the executive i.e calling an election, suspending parliament(codified in dissolution and calling of parliament act) and nominating Lords, deployment of armed forces(temporary convention under Blair to consult parliament first; Cameron’s Syria airstrikes defeat 285/272)

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10
Q

Key powers of the royal prerogative

A

-patronage powers
-deployment of UK armed forces overseas
-relations with international powers and international diplomacy
-making + ratifying treaties
-organisation + structure of the civil service(in charge of paying benefits/pensions, running prisons etc)
-issuing directives and statements during national crises and emergencies(Johnson issuing a lockdown in March 2020)

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11
Q

Executive power controlling the legislative agenda

A

-all policy statements have to be lawful to avoid ‘arbitrary govt’ i.e lockdown guidelines in Coronavirus act 2020
-can propose a referendum
-party whips make sure MPs vote along party lines
-have a mandate to carry out manifesto

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12
Q

Prerogative powers of the executive ARE significant

A

-PMs have unlimited choice over who joins and leaves govt and can select ministers without a democratic mandate for the Lords i.e Sunak appointing Cameron as a lord
-PM delivers broadcasts, speeches and messages to inform/reassure public in national crisis i.e estimated 27 mil people watched Johnson’s broadcast message about national lockdown
-UK govts are not formally required to seek parliamentary approval for deployment of armed forces in.e Jan 2024, military action against Houthi’s in Yemen

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13
Q

Prerogative powers ARE LESS significant

A

-PMs are constrained in choice of ministers, diversity + broad political spectrum i.e half leave half remain cabinet
-executive rely on parliament to pass relevant legislation anti-terror laws and opposition is quick to scrutinise
-powers can fluctuate i.e supreme court forced PM to submit any brexit deal before parliament, public + media opinion also restricvts PM

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14
Q

What are patronage powers + how effective are they?
(INSTITUTIONAL)

A

-Pms can fire and hire ministers at will without approval of anyone else(usually cabinet reshuffles)
-i.e May removed 15 ministers, Boris dismissed 11 senior ministers and declined 6, appointing ministers like Priti Patel + Sajid Javid; dubbed by the Sun as ‘the Night of Blond Knives’
:) powerful and largely unchecked
:( must be careful to maintain diversity i.e May’s half leave-half remain
may lead to backbench tensions
coalition govt brings constraints on power i.e Cameron effectively ceded power over 5 cabinet ranking posts to the Lib Dems

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15
Q

Authority over the cabinet + effectiveness
INSTITUTIONAL

A

-dictate when and where it meets i.e Sunderland in Jan 2020 in recognition of it being the first ‘Leave’ result
-chairs weekly meetings
-ministers are bound by collective responsibility= required to support cabinet decisions
-can structure cabinet committees at a whim to reduce burden of full cabinet i.e Climate Change
:) allow monitoring and control of details within govt
:( cabinet agreement is subjective i.e Blair could never persuade Brown (as chancellor) to support adopting euro currency/ Johnson issued a new addition of the ministerial code ‘there must be no… leaking’

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16
Q

Agenda and policy setting powers + effectiveness
INSTITUTIONAL

A

-allows PMs to exert influence and principles i.e Get Brexit Done/New Labour
:) has power to prioritise pressing matters swiftly
:( constrained by manifesto pledges + party responsibility

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17
Q

Party leadership + effectiveness
INSTITUTIONAL

A

-Command a majority in the commons which usually guarantees legislation and policies to get through parliament–}legitimacy of authority
:) strong policy making power, electoral success
:( party loyalty is conditional i.e Thatcher forced out by own MPs, Major’s ‘back me or sack me’ contest led to a quarter of his MPs backing his opponent, John Redwood

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18
Q

Dispensing honours + effectiveness
PREROGATIVE

A

-PMs can award life peerages to former MPs or party supporters
-often used to alter HOL balance to gain a party advantage
-i.e under Cameron and May, there was 136 conservative peerages and only 56 labour–} Cameron’s resignation honours in 2016 ‘would embarrass a medieval court’(Independent news)
:) kept in check by an Independent Appointments Commission that assesses nominated individuals for ‘propriety’ and makes non-political recommendations
:( ‘cash for honours scandal 2006’= at the suggestion of fundraiser Lord Levy, men nominated loaned large amounts of money to the labour party(Levy was arrested and released on bail)

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19
Q

Personal and political powers

A

i.e management of colleagues, leadership + communication qualities, ability to unite party, managing economy
-involves political capital(readiness to follow a a leader due to previous achievements, tendency to ‘get it right’) i.e Thatcher’s Falklands war victory= re-elected, Cameron agreeing to Scottish independence vote= remain result like he wanted
:) enables PMs to shift power positions in cabinet to promote loyalists and marginalise critical voices
:( must be careful to avert ‘echo chamber’ in cabinet(environment where everyone always agrees with them) and to stay in touch with wider party

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20
Q

Nuance: Boris Johnson + the Lebedevs

A

-During time as foreign secretary, he had a ‘secret’ meeting with ex Russian spy with alleged ties to the KGB in Italy despite the fact that cabinet members shouldn’t have off the record political meetings = scrutinised by opposition
-continued to make at least 4 trips to them as London Mayor and then controversially appointed Yevgeny Lebedev as a peer in HOL(came under scrutiny again during Russia v Ukraine war)
-investigated by Liaison committee
-links with honours, scrutiny, committee work

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21
Q

How does a government create policy?

A

-manifesto pledges
-personal conviction of the PM
-outcome of a referendum
-deals with other parties
-responses to national crises
-pressure from the public and the media
-changing attitudes

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22
Q

Manifesto pledges: extending free childcare

A

-in 2017 manifesto, Conservatives pledges to offer working parents of 3-4 year olds 30 hours of free childcare instead of 15, if they earned less than 100 grand
-meant more tax contributing to economy + socialisation of children
-scheme was in operation by Sep 2017

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23
Q

Personal conviction of PM: privatisation and the sale of council houses

A

-Thatcher was often described as a ‘conviction politician’ and one of her clear beliefs was in a property owning democracy
-‘right to buy scheme’, beginning in 1979, meant tenants could buy homes and lower rate from the council–} 1981-1991, figure of social/council houses in England and Wales dropped from 5.4 mil to 4.5 mil
-inspired further reforms i.e Major privatised railways and electricity generating companies

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24
Q

Outcome of a referendum: Brexit

A

-Cameron resigned after 52-48% result and May pledged to uphold referendum outcome
-her approach was largely about democratic duty but her Brexit deal attempts failed and led to her resignation in 2019, succeeded by Johnson

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25
Q

Deals with other parties: the 2011 AV referendum

A

-2010 coalition agreement between Conservatives and Lib Dems to create common plan for policy and stability after ‘08-09 global economic crisis despite hung parliament
-agreement adopted Lib Dem pledge for electoral reform despite Conservative’s general disagreement –} defeated by 67-32%

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26
Q

Responses to national crisis: COVID-19

A

-unprecedented affects require the PM to appear calm, reassuring and decisive
-early stages of COVID triggered a limited response(schools, shops, hospitals etc remained open)
-full scale pandemic= mobilisation of health resources i.e temporary field hospitals(Nightingale Hospital in east London)
-need emergency legislation to be passed–} Coronavirus Act 2020(allowing penalties for those who broke restrictions and attended social gatherings/non-essential travel)

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27
Q

Pressure from public/media: climate change policy

A

-pressure groups i.e Extinction Rebellion
-high profile individuals i.e Greta Thunberg( approach was embraced by many UK schoolchildren and supported by teachers and parents)
-In 2019, UK govt pledged to cut greenhouse gas emissions to almost 0 by 2050, ‘moral duty’(Theresa May)
-this was a further change from the 80% reduction pledged in the Climate Change Act 2008, highlighting influence of public opinion

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28
Q

Changing attitudes: 1960s and liberalisation of public attitudes

A

-changing attitudes towards sex, marriage + women’s rights
-led to many new legislation under Harold Wilson:
legalised abortion up to 24 weeks, no death penalty, decriminalising male homosexuality, Divorce Reform act 1969

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29
Q

Examples of how a PM/cabinet can dictate events and policy decisions

A

-the introduction of the poll tax by Margaret Thatcher in 1990
-the invasion of Iraq in 2003 by Tony Blair
-Theresa May’s decision to call an early election in 2017

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30
Q

The introduction of the poll tax 1990

A

-aimed to replace the property based tax(funding of the local council payed by homeowners/landlords) with a flat-rate tax payable by nearly all adults
-Thatcher brought it in as the conservatives long wanted to reform domestic rates–} the amount paid didn’t reflect someone’s income/ability to pay AND it was not paid by many residents
-name was originally community charge but got called ‘poll tax’ as that was a tax that lead to the Peasants revolt in 1300s

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31
Q

Poll tax: ability to dictate policy

A

:) -did not deflect ‘Iron Lady image
-demonstrates personal power despite internal opposition(sparked leadership challenge with Michael Heseltine)
:( represented a ‘final straw’ for Thatcher’s leadership–} –riots in London caused 100 injuries and 400 arrests
-John Major replaced it with the council tax soon after her resignation
-parodied by the media(duke in a mansion would pay the same as the dustman who took out his bins cartoon)

32
Q

Invasion of Iraq 2003

A

-refers to the involvement of the UK in attacking Iraq in a US led invasion on “moral grounds of the removal of weapons of mass destruction” and discredited intelligence reports that they could be launched within 45 mins
-UK was almost alone among EU and NATO in its choice
-led to death of thousands of Iraqi civilians and over 180 British lives with no weapons found

33
Q

Iraq invasion: ability to dictate policy

A

-ministers were denied access to key papers and informal ‘sofa govt’ meant there was little informed decision making
-resignation of high-profile cabinet ministers i.e Robin Cook and Clare Short weakened Blair’s position
-suicide of govt scientist David Kelly increased scrutiny of govt

34
Q

The decision to call an early election 2017

A

-calling an election is a prerogative power however this snap election was not so clear cut
-FTPA 2011 said election was not due until 2020 and reinforced by May who said on BBC that she wouldn’t be “calling a snap election” 3 months into PM role
-announced decision to call election in April and gained Labour’s support to gain 2/3 majority
-due to capitalising on political advantage and wanting to enable Brexit strategy

35
Q

Early election 2017: ability to dictate policy

A

:) -getting elected would gain personal endorsement for voters
-gain strong mandate to neutralise threat of Tory remainers resisting
-opinion polls indicated 20% lead to Tories
:( -Tories lost seats in England and ended up 8 seats short of majority(net loss of 13 seats)
-Campaign revealed May to be a public campaigner(kept repeating ‘strong and stable’ and was criticised as Dalek messaging)

36
Q

Similarities of the 3 cases

A

-involved direct decisions by PM.
-each case appeared rational & logical at the outset.
-represented a gamble, none had to be taken (though Conservatives promised to reform domestic rates).
-PM failed to consult widely & heed closely the voices of caution within the party.
-each decision ended in failure & contributed significantly to resignations.

37
Q

Differences of the 3 cases

A

the Poll tax was a more ‘conviction’ policy & 2017 election was more determined by political considerations & Iraq was from pressure of allies.
-Poll tax was at the end of Thatchers premiership, 2017 election was early on & Iraq war was midway.
-2017 election was a test of PM’s abilities.
-the Iraq war didn’t end Blair’s premiership & he won the 2005 election but his majority fell.

38
Q

The UK IS becoming more presidential- no evidence of traditional cabinet govt

A

-2010 coalition: power was concentrated on 4 leading figures known as The Quad. (Cameron, Clegg, Osborne & Alexander).
-Thatcher criticised for being intolerant and overbearing + favouring those who supported her policies
-Blair’s former cabinet colleague Mo Mowlam had no “role to play” (sofa govt)

39
Q

What is spatial leadership?

A

-concept of spatial leadership where there’s distance between PM & their govt and party.
-PM relies on smaller inner circle of advisers. Known as inner cabinet.

40
Q

The UK IS becoming more presidential - SpAds / special advisers

A

first appointed by Wilson.
-policy advisors who wield too much power over the PM at expense of fellow ministers.
-Campbell in Blair’s govt was interviewed and said “we don’t do God”.
-Johnson had 108 spAds compared to 99 of May e.g. Cummins, Sir Eddie Lister as chief strategic advisor who worked previously with Johnson as London mayor.
-many spAds are long time political associates of PM.
-Claire Short under Blair’s government said “centralisation of power into the hands of the PM & increasingly small number of advisors who make decisions privately without discussion.”
-Cummings role in 2020 confirmed this, as he travelled to Durham during height of covid lockdown & was irresponsible & therefore criticised for being too powerful.

41
Q

The UK IS NOT becoming more presidential
-minority govt

A

May suffered 2 crushing defeats over her proposed Brexit deals.
-she had extremely divided cabinet.
-2 of her cabinet ministers resigned (whom agreed to the deal); David David & Boris Johnson.
-they compared her deal to ‘polishing a turd’.
-May’s deal was rejected & she was forced out of office.
-lacked majority in office & signed confidence & supply desk with DUP to get legislation through.

42
Q

The UK IS NOT becoming more presidential -party divisions

A

-even large majority governments can be imperilled.
-both forced out of office due to criticism & divides within party.
-Thatcher for poll tax.
-Blair for Iraq war.
-backbenchers loyalty is not guaranteed & conditional.
-all PMs have to work with rivals (Blair & Brown).

43
Q

The UK IS NOT becoming more presidential -role of spAds is overstated

A

-Chris Witty(chief medical officer) conducted most of the response to lockdown instead of special advisors

44
Q

How far has the role of the PM changed in recent times? Greatly

A

-lots of PMs (Thatcher & Blair) accused of presidential leadership because they bypassed cabinet meetings & preferred smaller gatherings with advisors.
-growth in use of spAds for policy advice.
-development of social media & celeb culture results in growing focus on personality of the individuals rather than wider cabinet. (2010 televised leaders debates as part of electoral campaigns).
-increased media scrutiny i.e poll tax cartoons, Telegraph leaked MPs expenses scandal 2009

45
Q

How far has the role of the PM changed in recent times? Barely

A

-no formal changes as they possess the same prerogative powers. If anything those are reduced (calling election easily).
-predominant premierships should be assessed alongside Major’s, Cameron’s coalition etc.
-influence of spAds is exaggerated. Ministers advice shouldn’t be overlooked e.g. when deciding governments response to covid, powerful advice came from medical experts like chief medical officer Whitty.
-image aware PMs want to present themselves as collaborative. E.g. BOJO appeared at media briefings with scientific adviser Vallance during covid pandemic.

46
Q

The powers & resources of the PM: Dependant on…

A

-opinion poll ratings, results of recent elections (council & by elections).
-personalities in cabinet & party at the time.
-potential leadership challenges.
-strength & threat posed by main opposition.

47
Q

PM powers: Arranging & sometimes chairing cabinet committees

A

-PMs are at liberty to order and structure of all cabinet committees
-partly designed to reduce burden of full cabinet by breaking down decisions on specific policy areas
-11 main committees i.e National Security Council + Climate change committee(brought in by Johnson due to committing to achieve net zero emissions by 2050)
-not always significant: Blair preferred ad hoc meetings(formed when necessary)
-can call COBRA meetings(impromptu cabinet for national emergencies) i.e called 20 times in 2020 for COVID,

48
Q

PM powers: The Cabinet Office

A

-created in 1916 to provide support for cabinet system.
-around 2050 civil servants.
-it’s role is to ‘support the PM & ensure effective running of govt’.
-headquarters for central govt & provides lead in areas, administrative support (circulating key papers), coordinates work between departments.
-head of civil service attends cabinet meetings weekly.
E.g. During Coronavirus, the cabinet office set up the Rapid Response Unit to deal with misinformation about the pandemic using social media to block false narratives.

49
Q

Background on the Cabinet

A

-20 to 25 members who are mostly secretaries of state(department heads)
-bound by collective responsibility= all members must support PM in public
-different PMs use cabinet in different ways= ‘Kitchen cabinet style’(inner circle within cabinet)
-follow the cabinet manual + ministerial code= laws, rules and conventions regarding govt conduct

50
Q

Key functions of cabinet

A

-policy approval(but some PMs like making decisions without cabinet)
-policy co ordination(reconciling responsibilities of ministers and their departments individual responsibility)
-Debate(sounding board for PM)
-Management(views + morals of party, chief whip is usually minister)
-face of govt(collectiveness and strength)

51
Q

The power & resources of the cabinet

A

-fewer resources than PM & position is in hands of PM.
-too much dissent = demotions/side lines in reshuffles.
-certain departments are more valued than others.
-Northern Ireland or agriculture seem as places of political banishment.
-Press coverage after reshuffles refers to ‘winners’ & ‘losers’ referring to individual ministers.

52
Q

How can ministers exercise power & check the PM?

A

-fair degree of autonomy over policy details as some are really complex (introduction of Universal Credit).
-links to media & pressure groups. (2019, defence secretary Williamson sacked for allegedly leaking details from a National Security council meeting over security threats posed by allowing Chinese tech giant Huawei a role in constructing Britain’s 5G network) he was critical of plan.
-powerful ministers can refuse to be reshuffled, (2018, May had to enhance Hunt’s role for him to change his post as health secretary).
-cabinet meetings hold real debate & discussion.
-large number of ministerial resignations implies a weak & divided govt.

53
Q

Does cabinet govt still exist? Yes

A

-cabinet remains key forum for high level policy decisions.
-can still influence policy & important for PM to find out minsters opinions to promote a coordinated approach to policies.
-senior & influential ministers are had to remove or sack (Brown under Blair & Hunt under May).
-too many cabinet resignations may be a sign of weakness & former ministers may be internal opposition to PM.
-govt departments contain own senior civil servants who provide ministers with policy support & expertise & also have own political advisers.

54
Q

Does cabinet govt still exist? No

A

-many decisions made at cabinet committee level or bilateral meetings.
-many meetings are brief (less than 30 mins), used to resolve arbitrate disputes.
-ministers appointed by the PM must do their bidding & can be removed if they resist.
-PMs can appear strong & decisive by removing opponents & can mould a ‘cabinet of compliance’.
-the Cabinet Office & special advisers plays role in providing research & policy advice across departments & can bypass formal cabinet structure.

55
Q

The difference between Individual & Collective ministerial responsibility

A

-govt ministers must share the same degree of responsibility (collective).
Individual responsibility: requirement that all ministers are responsible for own actions while in public office. When they fall short, they should resign.
Ministerial responsibility: the convention that ministers must explain & justify actions before parliament & committees.

56
Q

The importance of Collective responsibility

A

-“heart of cabinet govt”.
-speak with one voice & present united front.
-requires all ministers to publicly support govt policies.
-ensures govt doesn’t appear divided.
-doesn’t prevent debates during meetings, “what happens in cabinet stays in cabinet.”
-those who cant accept burden of CR should resign.

57
Q

The suspension of collective responsibility

A

-Cabinet manual: “All members of the govt are bound by convention of collective responsibility, except where it is explicitly set aside”
-typicality i.e EU referendum, 3rd runway in Heathrow 2016, AV referendum
-these are like ‘agree to disagree’ policies
-can also be undermined by non-attributable ministerial leaks or open dissent i.e Johnson as foreign secretary undermined govt policy in interviews and articles(economic forecasts were mumbo jumbo)/ Suella Braverman

58
Q

Ministerial resignations

A

-accepting blame for error or injustice.
-unwillingness to accept collective responsibility.
-inability to deliver policy promise in own department.
-personal misconduct.
-political pressure.

Nearly never fall because of policy failure. This is because collectively the cabinet decides on this & if it fails the blame is shared.
Callaghan resigning as chancellor in 1967 over the devaluation of sterling is a rare example. He was shuffled to take the post of Home Secretary.

59
Q

Ministerial resignations - Accepting the blame for an error or injustice within their department

A

-usually blame civil servants or heads of executive agencies for operational failures.
E.g. ministers escaped with jobs intact after critical reports found departmental mistakes over the sale of arms to Iraq (1996) and during the BSE crisis in 2000

60
Q

Accepting the blame for an error or injustice within their department - Down affair & Dugdale (1954)

A

-resigned as minister of agriculture when an inquiry criticised his department for mishandling purchase of re-letting of 725 acres of farmland in Crichel Down, Dorset
-was purchased in 1937 for use as an RAF bombing range airfield & promsie was made to sell the land back when no longer required.
-instead, it was taken on by the department of agriculture & re-let for a higher sum.
-Dugdale took blame on behalf of his whole department & resigned.
-report revealed that he was aware of officials actions but didn’t try to stop them.

61
Q

Ministerial resignations - Accepting the blame for an error or injustice within their department - Perry

A

-resigned as rail minister in 2016.
-failure of her department dealing with problem of resolving issues & reliability & overcrowded parts of the network.
-resigned following week & admitted she was ‘ashamed to be the rail minister’.
-“if I thought it would help by falling on my sword, I would.

62
Q

Ministerial resignations - Accepting the blame for an error or injustice within their department - Civil servants

A

-take personal blame for mistakes in their departments.
-2011, head of the UK border force, Clark, resigned after border controls were relaxed without ministerial authorisation.
-he had gone beyond an initial pilot chemo of fewer checks by suspending some passport checks.

63
Q

Unwillingness to accept collective responsibility over policy

A

-happens when minister disagrees strongly about a particular policy.
-uncommon since parties are elected on a shared platform of policies.
-often come through reactions to unforeseen events or reflect long simmering divides within a party.

64
Q

examples of unwillingness to accept collective responsibility over policy

A

-2003, Cook & Short resigned over the Iraq war.
-2 Lib Dem junior ministers Crockart & Wilmott resigned in 2010 rather than support govt policy of increasing tuition fees to £9000 yearly.
-2016, Iain Duncan Smith (former Tory leader) resigned from Cameron’s govt, as work & pensions secretary attacking £4 billion of planned cuts to disability benefits as ‘indefensible’.
-more than 30 conservative ministers resigned over May’s Brexit deal (including Davis & Raab - 2 Brexit secretaries).
-Ross in 2020 resigned in protest at the failure of PM’s chief adviser, Dominic Cummins’ to resign over apparent breaches of lockdown “constituents couldn’t say goodbye to loved ones…I cannot in good faith tell them they were all wrong & one senior advisor to the govt was right.”

65
Q

Case study: Iain Duncan Smith

A

-work & pensions secretary 2010-2016 & resigned due to cuts to welfare budget, in particular to disability benefits.
-he felt the cuts were unfair and would disproportionately affect the most vulnerable people in society.

66
Q

Case study: Robin Cook & the Iraq war

A

-former Labour foreign secretary (1997-2001).
-he urged Britain should work with its European partners, not the USA.
-despite this, Blair decided to join the USA.
-“I think it’s wrong to embark on military action without broad international support..”

67
Q

Ministerial resignations: Inability to deliver a policy promise in their own department

A

-may feel undermined by other Whitehall departments of change in govt policy that directly concerns their department.
-point of principle.

68
Q

Case study: Tracey Crouch & fixed-odds betting machines

A

-2018, resigned over delays to a crackdown on maximum stake for fixed odds betting machines.
-Hammond, chancellor, said cut in stakes from £100 to £2 would only come into force in Oct 2019.
-she said pushing back the date was unjustifiable & would cost lives of problem gamblers.
-clear sense that a previously agreed policy had been deliberately delayed without her agreement, leading to her feeling undermined.

69
Q

Ministerial resignations - Personal misconduct

A

-most frequent cause of resignation & covers a wide range of misdemeanours.
-‘letting the side down’ breaking 1 of the 7 principles in the Ministerial Code: selflessness, integrity, objectivity, accountability, openness, honestly and leadership

70
Q

Personal misconduct: Ministers breaking the code - Damian Green

A

2017, first Secretary of State & minister for the Cabinet office, dismissed over him lying to colleagues about pornography found on his computer.
-accused of sending suggestive messages & touching knee of young, Conservative activist, Kate Maltby.
-broke the Honesty principle.

71
Q

Personal misconduct: Ministers breaking the code
- Matt Hancock

A

-resigned as health secretary after he breached social distancing guidance by kissing a colleague
-the Sun had revealed pictures of Hancock and Gina Coladangelo kissing in the Department of Health depsite the fact that they were both married with 3 kids each

72
Q

Do ministers have to resign if they break the code? (Patel)

A

No.
-Nov 2020, Patel (home Secretary) broke code by bullying & swearing at senior civil servants in her department.
-allegations emerged in March after a former Home office permanent secretary described a “vicious & orchestrated campaign” against him for challenging alleged mistreatment of civil servants.
-inquiry launched but she only had to apologise & received a warning.
-Sir Alex Allan, Whitehalls independent adviser on ministerial standards, resigned in protest at the PM’s inaction.

73
Q

Case study: Priti Patel & unauthorised meetings

A

-forced to quit in Nov 2017, after Downing St summoned her to return from a trip to Uganda & Ethiopia.
-she failed to be honest with May about 14 unofficial meetings with Israeli ministers, business people when taking a private holiday to Israel.
-Ministerial code requires ministers to be honest about meetings.
-she said on The Guardian “Boris knew about the visit. The Foreign office didn’t.”
-didn’t go well with her boss.
-July 2019, appointed Home Secretary by Johnson.

74
Q

Ministerial resignations: Political pressure

A

-means over time, minister has become too embroiled in controversy & negative publicity.
-hard for PM to resists calls for the ministers resignation.
-overwhlemjng pressure.
-the advent of #MeToo saw allegations of sexual harassment being taken more seriously in 2020, than a decade earlier.
-likewise, 2009 expenses scandal made these acts a high profile offence

75
Q

Case study: Andrew Mitchell & ‘Plebgate’

A

-2012, Mitchell, then chief whips attempted to cycle out of Downing St directly out of the main vehicle gates.
-he was told to dismount & walk his bike through a pedestrian entrance & he argued and verbally abused the officer
-denied the use of the word ‘pleb’ & unsuccessfully attempted to sue The Sun for libel.
-designed as he was a distraction for PM & his episode clouded administration.
-Cameron’s govt had an issue with its image of being public school Oxbridge ‘toffs’.

76
Q

Is the executive largely unaccountable to parliament? Yes

A

-answers in parliament, esp in PMQs, often favour style over substanceS ministers choose to avoid difficult & probing questions.
-principles can be open to interpretation, often ministers claim to be unaware of an error & if backed by PM, they won’t resign.
-select committees have relatively little power & an unconvincing or evasive performance is no guarantee of dismissal.
-mostly, party loyalty is guaranteed, because of party discipline & desire to prevent opponents gaining ground. Some on own benches attack their executive.

77
Q

Is the executive largely unaccountable to parliament? No

A

-ministers from the PM down are subject to regular grilling at ministerial questions & PMQs. Televising of this makes poor performance have a bigger impact.
-must follows principles on standards in public life.
-ministers appear before select committees & must be honest & truthful in hearings, often leading to probing & inquisitorial in nature.
-PM must retain support of party when this is weak, their position becomes untenable. Some ministers (Heseltine, Cook) are effective at undermining & exposing flaws of their leader.