The UK is centralised and unequal

The UK is highly centralised for its size and level of development. It’s dysfunctional to have power so highly concentrated in Westminster–and it's not lifting people up everywhere. It really matters where you were born. If you're born in Blackpool, in the north west of the country, you're likely going to have fewer opportunities for a good job, spend less of your life in good health, and live a shorter life. Change is happening though, and so it’s a really exciting time for devolution in the UK. 91% of the north is now covered by devolution and this Government has said that their intention is make sure that there is full coverage. 

Whitehall takes 96% of tax revenue

96 pence of every pound northerners pay goes to Whitehall and doesn’t come back, meaning they receive disproportionately less investment in return, which strongly highlights the need for greater fiscal devolution. Instead, it's being spent instead on sugar rush growth in London and the south east. Devolution would help to solve this democratic deficit.

Mayors have limited powers…

Metro Mayors in the UK chair Combined Authorities, which are made up of different local councils. Generally you can expect a metro mayor to have powers over the local economy, transport, skills and housing. They all have the ability to create a local growth plan but there are still lots of constraints. They don’t have total power over transport or housing but they've got some, and access to some funding is attached to those powers as well.

…but they’re spreading their wings

Soft power is power! I learnt this as a Town Mayor–even without formal powers or funding, you can bring people together and get things done. In fact, Metro Mayors’ soft power is hugely important. Steve Rotheram, Liverpool City Region Mayor, talks about there being an old adage that Scousers [for our non-UK readers… someone from Liverpool] learn to read between the lines before they learn to read–that he’s read his mayoral ‘deal’, and nowhere does it set out anything he can’t do. Metro Mayors are really spreading their wings beyond their deals.

Mayors are not wallflowers

To engage with individual mayors, know and understand their place and context and what they're interested in. The really good thing for public affairs professionals is that mayors are not wallflowers. They're very vocal about their places and what they're interested in, and they're very vocal about what they want and their priorities. 

Powers should be local by default

We should be looking to apply the principle of subsidiarity to devolution. Government departments should be asking “do I really need this power, or is it better wielded at the local level?” And the principle should be that it should be wielded at the local level unless there is a good reason that it should be held nationally.

Engage directly with Combined Authorities

Public affairs professionals should think about engaging directly with Combined Authorities, officers and others, before going to mayors. For example, Transport for Greater Manchester has an external affairs function and is a great port of call for anyone looking to work on transport policy in that patch.

Sometimes others should take the lead

Being in a think tank, there are things that we are good at and we should be doing, and then there are things that would be better coming from different message carriers. So I think understanding your role and, to an extent, staying in your lane a little, but being really coordinated about what you’re going to ask of this person, and when you’re going to step back and let someone else take the lead.

Maturing relationship with government

The relationship between Labour mayors and the Labour government is definitely maturing and becoming more workable. We have gone from a low point during COVID, to a few days after the election of the Labour government, when all mayors–including Conservative mayors–were invited into Number 10 Downing St. We've also seen the creation of the Council of Nations and Regions which gives mayors a formal seat at the table. But, some Whitehall departments are more supportive of devolution than others.

Empathy is a crucial skill in policy

Something that I've been able to do is really lean into empathy, putting myself in other people's shoes and asking, how do they feel about this issue? What questions are they asking? How can I persuade this person? So I’d say, lean into really trying to get under the skin of other people.

People from all backgrounds deserve to be in policy spaces

I work with, or come across, lots of young women from working-class backgrounds who don't feel like they fit in because it's a really male, middle class space to work in. I can tell because I've been there. But if anything, it just means that there should be more of us and we absolutely deserve to be there and we should be taking up space.

Jobs Jobs Jobs

We’re running a test this week—are you interested in a Policy Unstuck jobs board? (The more people who click on the links below, the more likely we are to do this again.)

1. London: Health Foundation, Head of External Affairs (up to £80k) [MORE]

2. London: University Alliance, Director of Communications (up to £55k) [MORE]

3. DC/NY/Boston/Waltham: National Grid, Director of Policy Communications and Campaigns (up to $227k) [MORE]

If you’re recruiting for a senior policy-focused communications role, send it in. We’ll need the job title, location, a link to the full job description, and a salary (because one of the things we look down upon is RFPs without budgets—they waste everyone’s time—and job descriptions are no different).

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