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1

When was the first reference in an Act of Parliament to the PM?

1917 (Chequers Estate Act)

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2

Who formally appoints the PM and all other members of the Cabinet?

The monarch (presently, Queen Elizabeth II)

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3

How did the Cabinet and Prime Minister come into being and on what basis do they exist?

Both Cabinet and PM developed over a long period dating as far back as the late seventeenth century.

There was no one point at which they came into being. Originally, to call a politician a ‘Prime Minister’ was a term of abuse. Gradually both became more clearly established parts of the political and constitutional system of the UK. PM received official recognition in 1905, with a position in the royal Order of Precedence.

To this day, many of the most important features of the Cabinet and PM rest in convention, rather than clearly defined laws. In some cases, they employ powers that formally belong to the monarch, involving political matters that queens and kings now seek to avoid involve themselves with.

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4

What is the principle of collective Cabinet responsibility, and how does it apply in practice?

Collective responsibility is the fundamental principle of the Cabinet.

It means that senior ministers should be able to have an active role in shaping policy as a group, potentially disagreeing with each-other before reaching a conclusion, summarised by the PM (or whoever is in the chair of the particular meeting).

One they have reached a decision, they are supposed to support it as a group, regardless of what their personal view was at the time when it was discussed. All ministers, whether or not Cabinet members and whether or not they were present at the relevant meeting, are subject to this rule.

Realising collective responsibility in practice requires a set of internal principles about what sorts of issues Cabinet or a Cabinet Committee should engage with, and various ways of proceeding. Externally, it means confidentiality of internal discussions being maintained. Ministers who want to dissent openly need to resign.

Exceptions to this rule exist in the form of occasional suspensions of collective responsibility; though it can be difficult fully to maintain at other times as well.

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5

How and by whom are decisions made in UK central government?

The formal position is that Cabinet makes most of the major decisions. In some instances, individual ministers are authorised to make decisions.

Ministers normally present decisions to Parliament as their own, although sometimes they may be announced as Cabinet decisions.

A decision may be taken in full Cabinet or in a Cabinet Committee, though its status is the same regardless.

The precise role of the PM in decisions is a matter of debate. Some would hold that, in practice, Cabinet is not a genuine force in government and that it is the PM who takes a lead. Others would hold that there are a complex set of relationships that determine the outcome, and that the focus on PM and Cabinet is a distraction from the reality. Others again would regard PMs as potentially powerful, but also potentially reliant on their Cabinet, which therefore remains a viable entity, taking a genuine role in decision-taking.

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6

What sources of power do prime ministers have, and what are the limitations upon them?

Sources of power:

• The confidence of the House of Commons, leading to their appointment to the post by the monarch, and their retention of that post.
• Their position as leader of a party, and – if they achieve it - political success in this role.
• Their relationship with the electorate.
• Their media profile.
• Their position as chair of Cabinet, their responsibility for hiring and firing ministers and overseeing various aspects of government
• The staff who support them.
• Their personal qualities.

Limitations:

• Other ministers in their government.
• Disruptive events and tendencies, for instance of a political or economic nature.
• Potential resistance in Parliament.
• The burden of work upon them
• Their personal limitations.
• The potential for media and other public criticism.
• Their personal style of leadership potentially generating resentment and resistance.
• Their lack of a fully-blown department.