PM and Cabinet

• ROLE OF CABINET

  • making formal decisions: Policy becomes 'official' once it is approved by the cabinet
  • coordinating government policy: ensuring that there is an overview of developments
  • providing a forum: In particular for disagreements between ministers
  • Managing parliamentary business: which is facilitated by the chief whip and the leader of the commons and lords in cabinet. This means planning when different bills will be put to parliament to cover the various stages needed
  • managing emergencies: Covid-19
• CABINET COMMITTEES

  Groups of cabinet ministers are designed to allow discussions and decisions to take place with fewer ministers than in the full cabinet. The PM has the power to set up cabinet committees and is responsible for appointing its members. there are approximately 25 main cabinet committees, which are chaired by the PM, Deputy PM, Chancellor or home secretary. Committees report back to the cabinet with their decisions which the cabinet usually accepts
• IS CABINET STILL IMPORTANT - YES

  - Cabinet discusses the government's general strategy and goals

  • in some circumstances, the cabinet makes key decisions (election in 2017)
  • some ministers are in charge of large cabinets (Chancellor of the Exchequer)
  • No PM can survive without cabinet support, and cabinets can exert a lot of influence (Mays cabinet deciding what type of Brexit to have
  • The cabinet can overrule the PM and even remove them (Thatcher's government aided her departure)
• IS CABINET STILL IMPORTANT - YES

  • The Cabinet is the only effective place where disputes between ministers can be dealt with out of the public eye
  • Under the coalition, the cabinet reconciles the differences between the coalition partners
  • under the coalition, the cabinet is much more significant
  • the cabinet is the only one that deals with emergencies or cries in the COBRA not just the PM
• IS THE CABINET STILL IMPORTANT - NO

  • The PM has significant powers of patronage over the cabinet
  • PMs rely less on their cabinet for policy advice, preferring to use special advisors
  • collective responsibility gives PMs power to silence dissenters in the cabinet
  • the cabinet meets less now and tends to rubber-stamp decisions made elsewhere
  • PMs control the workings of the cabinet by shaping the cabinet's agenda as well as chairing meetings
  • PMs decide the number and nature of cabinet committees
• IS THE CABINET STILL IMPORTANT - NO

  • the growth of cabinet committees is seen as a way for the PM to bypass the cabinet as a form of inner cabinet
  • A cabinet united behind its PM gives the PM enormous power
• FACTORS AFFECTING THE PM SELECTION OF MINISTERS

  The power of appointment, reshuffling, and dismissing ministers belongs exclusively to the PM. There has only been one exception in recent times (the coalition) even in single-party governments PMs still have to decide on a number of factors in picking their ministers
• FACTORS AFFECTING THE PM SELECTION OF MINISTERS

  Individuals with experience and ability:

  PMs do not have the luxury of an unlimited pool of talent. there are always several 'Natural backbenchers' - who do not have the ability for high office or whose views are outside the mainstream of the party. General ability is more important than detailed knowledge of policy areas. In any party, there will need to be senior figures who need to be included. PMs who win a leadership race will often include their opponents as recognition. Major including Micheal Heseltine and Douglas Hurd
• FACTORS AFFECTING THE PM SELECTION OF MINISTERS

  Establishing a PM Authority:

  PMs will want to stamp their authority on the government. Not all PMs make major changes to the team they inherit. Major did not remove key figures from Thatcher's government and waited until he won his election. In contrast, May wanted to distance herself from Cameron's government when she took office in 2016, 8 Ministers lost their position including George Osbourne as Chancellor
• FACTORS AFFECTING THE PM SELECTION OF MINISTERS

  rewarding loyalty and including key allies and conciliating rivals:

  Blair began his second term by appointing several committed supporters of New Labour into key positions and they were also loyal to him personally. It is also politically wise to appoint potentially troublesome MPs with senior posts (Boris in Mays Cabinet)
• FACTORS AFFECTING THE PM SELECTION OF MINISTERS

  Maintaining a balance between different factions:

  To maintain party unity it is often necessary to find posts for MPs with different ideological views from the PM. May had to include prominent Brexiteers such as Boris Johnson and Liam Fox as well as Remainers such as Phillip Hammond and Amber Rudd.
• FACTORS AFFECTING THE PM SELECTION OF MINISTERS

  Meeting expectations of diversity:

  Major faced adversaries for not including women, since then it has been the norm for the PM to include female ministers (Suella Braverman) there has also been a greater representation of ethnic minorities (Sajid Javid)
• FACTORS AFFECTING THE RELATIONSHIP BETWEEN PM AND GOVERNMENT

  management skills of the PM:

  A determined PM will exploit the elastic nature of the office to control the cabinet. The right to appoint and dismiss ministers can be used to reshape the team, remove poor performers, and bring in fresh ideas. Thatcher promoted Nigel Lawson and Norman Tibbit to build the cabinet in her image however this eventually undermind her in the final years of her run.
• FACTORS AFFECTING THE RELATIONSHIP BETWEEN PM AND GOVERNMENT

  PM's ability to set the agenda:

  decisions are rarely taken in cabinet by holding a vote. The views of most senior figures will usually command more weight. Most ministers will, in any case, be too concerned with their departmental responsibilities to challenge the consensus view on the matter which they may have limited knowledge of. The PM's right to chair the meeting and sum up the end is an important source of influence. They can also keep certain items off the agenda of cabinet meetings
• FACTORS AFFECTING THE RELATIONSHIP BETWEEN PM AND GOVERNMENT

  The use of cabinet committees:

  PMs have made increasing use of cabinet committees to make decisions, which are later ratified by the full cabinet. By choosing membership and taking the chair of the most important ones. The PM can have a significant degree of control. May decided to chair 3 committees, including one dealing with the EU. Many decisions are taken in informal groups or bilateral meetings involving the PM For example, the Bank of England committee taken by Blair and Brown, The Quad in the coalition
• FACTORS AFFECTING THE RELATIONSHIP BETWEEN PM AND GOVERNMENT

  the development of the PM office and the Cabinet Office:

  The PM has more access to resources than other ministers. The No. 10 office is staffed by civil servants and special advisors to the PM. The press office which handles the governments presentation in the media also works closely with the PM. Although media management has been less obtrusive under later PMs the capacity to get governments message across remains an important function of the downing street machine
• FACTORS AFFECTING THE RELATIONSHIP BETWEEN PM AND GOVERNMENT

  The Impact of the wider political and economic situation:

  the degree to which the PM can dominate the cabinet is affected by a variety of external pressures, A PM with a large majority and a united party such as Blair in 1997 will find it much easier to gain ascendency than a weaker one, such as major. Popularity with the public, a booming economy and an ability to master events rather than appear as their victim all strengthen the hand of the PM in dealing with the cabinet
• BALANCE OF POWER BETWEEN CABINET AND PM - CABINET REMAINS IMPORTANT

  • the cabinet approves government decisions, so confers legitimacy on them in the eyes of parliament and the public, a minister who can not agree should resign; Robin Cook over the Iraq war
  • on important issues, the PM recognises the need for cabinet support
  • The cabinet is where the programme of government business in parliament is discussed it should also be where disagreements are taken place
  • the UK is not presidential even if it has the characteristics of one: The fall of Blair and Thatcher
• BALANCE OF POWER BETWEEN CABINET AND PM - CABINET IS NOT IMPORTANT

  • Decisions are taken by cabinet committees, hand-picked by the PM, or in small groups such as in 1997
  • The PM controls the agenda and length of cabinet meetings. It only meets once a week, and then only whilst parliament is sitting, unless an emergency occurs. Most ministers do not feel qualified and are too immersed in their departments and most are too reluctant to challenge the PM
• BALANCE OF POWER BETWEEN CABINET AND PM - CABINET IS NOT IMPORTANT

  • in practice, disputes are resolved outside of cabinet, in committees or by intervention by the PM (Cameron settlement of the 2011 clash between Chris Huhne and Vince Cable on the carbon emissions target)
  • the media focuses heavily on the PM (televised debates). Modern PMs tend to project themselves as national leaders, separate from the government with a personal mandate
• PATRONAGE AND OTHER PREROGATIVE POWERS

  the PM, appoints, shuffles and dismisses cabinet ministers as well as all ministers in government

  LIMITS:

  • 'big beasts'
  • both wings of the party have to be included
  • rivals may have to be included
  • botched reshuffles create problems
• POWERS OVER THE PARTY 


  party, cabinet, and parliament are loyal to the PM as leader of the party which usually commands a majority in the commons

  LIMITS:

  • loyalty is dependent on the possibility of electoral success
  • backbench rebellions in the commons are possible
  • there is a risk of a leadership challenge
• FACTORS EFFECTING THE PMS SUCCESS

  • Personality: is the PM charismatic? this affects their ability to persuade colleagues and the electorate
  • cabinet and party: if they are prepared to give the PM a lot of leeway, it will enhance the PM's power
  • Majority: a large majority in the Commons gives the PM a huge advantage and power
  • Popular: popular PMs are given more power than unpopular ones
  • Opposition: a weak opposition allows the PM to be successful
  • Media: a PM who can be an effective media performer can be more powerful
  • Events: PM power can be derailed by an unexpected event
• INSTITUTIONAL SUPPORT FOR THE PM

  There has been a large increase in personnel to support the PM. This is known as the growth of the 'PM office' and now includes the No. 10 Policy unit, press office, and cabinet office. The use of special advisors to provide the PM with additional support has also increased

  LIMITS:

  • there is no formally structured PM department
  • The power of other large, rival departments by far overshadows the size of the PM office
  • the PM's office is minuscule compared to the huge personnel available to support the US president
• POWERS OVER THE CABINET

  PMs call chairs and set the agenda for cabinet meetings. They also establish cabinet committees, hold bilateral meetings, sofa governments and use these to bypass cabinet. CMR is also used to silence difficult members

  LIMITS:

  • requires cabinet support on major or controversial issues
  • 'Big beasts' have their own authority
  • any threat of resignation can damage a pm
  • Ultimatly, a PM's position is dependent on cabinet support
• POWERS TO DICTATE POLICY

  RESTRICTED / ENHANCED

  • The personality and leadership style of the PM
  • the extent to which the governing party and cabinet are united
  • the popularity of the PM and the size of the governing parties parliamentary majority
  • the impact of external pressures

  PMS POWERS

  • the direction of government policy with special responsibility for military action
  • providing national leadership in representing the UK internationally
  • leadership of the largest party in HoC
  • Management of the cabinet
  • appointment, reshuffling, and dismissal