Trouble in Manchester

The RSA's Matthew Taylor on the whispering cabinet minister, an antagonisic local and the train that

Sunday was just one of those days. I was booked to chair a fringe meeting for the New Statesman at lunchtime and so got to Euston in good time for the Manchester train. That’s when it all started to go wrong. The train ‘wasn’t ready’ which, given that Virgin had presumably had since Saturday night to prepare it, was hard to understand.

When we finally did board the train it was chronically overcrowded. There were three announcements from the buffet (or ‘shop’ as it is now called)) one to say it was opening late, another to say it couldn’t take charge or credit cards and a third to say it had closed down due to ‘unforeseen’ problems.

The train then stopped and we were told it would arrive at least an hour late. But at least something was working; the air conditioning in our carriage was set so high that people were scrabbling around in their luggage for woollies.

I arrived in Manchester far too late for my meeting but in time to run to the Piccadilly Sports Bar and watch the last five minutes of my beloved West Brom losing to Aston Villa. Thoroughly grumpy and miserable I walked the streets of Manchester. Eventually I found a pub with the Chelsea v Man United game but distracted by the match I accidentally picked up someone else’s drink at the bar.

As the rather large person in question was remonstrating with me Chelsea equalised an event in which I could immediately tell he somehow felt that I as a Londoner was somehow implicated. I beat a hasty retreat.

Of course, I could have gone to the conference but ever since the Observer printed a tendentious piece two weeks ago suggesting I had been appointed to advise David Cameron I have been getting funny looks from my old comrades.

Eventually it was time for the RSA World at One fringe meeting at the Raddison Hotel. The room was packed and hot and the audience having to be patient as we had pushed back the start time by half an hour to accommodate David Miliband.

Our first speaker was supposed to be Ben Page from IPSOS MORI but for reasons best known to them, the Social Market Foundation had taken his pass and despite my pleadings were utterly indifferent to the fact that he was stuck outside the security cordon with minutes until our meeting.

As the minutes ticked away Ben kept phoning to say the police were getting increasingly suspicious of his story and he was starting to worry about the prospects of a full body search. At this point I snapped, losing my temper with various SMF staff and bellowing (mild) obscenities in front of several rather startled members of the Cabinet.

Eventually I tracked down the pass and Ben and I ran up five flights of stairs to a meeting room so hot that it could only have felt tolerable to anyone who had just stepped of the super cooled 8.36 Euston to Manchester train.

Ben was a star and entertained everyone with his slides showing the contradictory nature of public opinions. I made my short comments. But RSA and WATO staff were frantically waving at me to indicate that the Foreign Secretary was ten, no fifteen, no five, no ten minutes away so I slowed down and extemporised.

After 25 minutes which ranged over my life at the RSA, Number Ten, the Labour Party and Bootham Street Junior School I dried up so we had to move to questions.

Eventually, after very enlightening exchanges about how to canvass in Mitcham, the design of leaflets and engaging with your local park, Mr Miliband showed up looking relaxed and commanding. After he had made a few comments Martha Kearney started to quiz him, presumably aware that we were by now running well over time and that several people were showing signs of heat exhaustion. But the conference delegates have been well briefed so the moment Martha mentioned the leadership issue she got drowned out by a combination of booing and the soft clump of expiring bodies falling to the carpet.

So that WATO could get something to tape for today’s programme there was no choice but to overrun, anyway, we couldn’t get out of the doors until all the people on stretchers had been carried to safety. Suddenly I realised I had fifteen minutes to get the last train back to London. There was no choice but to run. As I sprinted past a Cabinet minister I can’t be sure but I think she murmured ‘that’s right Taylor you can run, but you can’t hide’.

I made it to the station with two minutes to spare. My body was steaming, my shirt was soaked and there was sweat running in rivulets off my forehead as I sat down in the carriage. ‘Ding dong’ went the announcer ‘welcome to the 20.10 to Euston. Unfortunately, due to unforeseen circumstances. the air conditioning will not be working on this journey’.

Matthew Taylor became Chief Executive of the RSA in November 2006. Prior to this appointment, he was Chief Adviser on Political Strategy to the Prime Minister.
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Why relations between Theresa May and Philip Hammond became tense so quickly

The political imperative of controlling immigration is clashing with the economic imperative of maintaining growth. 

There is no relationship in government more important than that between the prime minister and the chancellor. When Theresa May entered No.10, she chose Philip Hammond, a dependable technocrat and long-standing ally who she had known since Oxford University. 

But relations between the pair have proved far tenser than anticipated. On Wednesday, Hammond suggested that students could be excluded from the net migration target. "We are having conversations within government about the most appropriate way to record and address net migration," he told the Treasury select committee. The Chancellor, in common with many others, has long regarded the inclusion of students as an obstacle to growth. 

The following day Hammond was publicly rebuked by No.10. "Our position on who is included in the figures has not changed, and we are categorically not reviewing whether or not students are included," a spokesman said (as I reported in advance, May believes that the public would see this move as "a fix"). 

This is not the only clash in May's first 100 days. Hammond was aggrieved by the Prime Minister's criticisms of loose monetary policy (which forced No.10 to state that it "respects the independence of the Bank of England") and is resisting tougher controls on foreign takeovers. The Chancellor has also struck a more sceptical tone on the UK's economic prospects. "It is clear to me that the British people did not vote on June 23 to become poorer," he declared in his conference speech, a signal that national prosperity must come before control of immigration. 

May and Hammond's relationship was never going to match the remarkable bond between David Cameron and George Osborne. But should relations worsen it risks becoming closer to that beween Gordon Brown and Alistair Darling. Like Hammond, Darling entered the Treasury as a calm technocrat and an ally of the PM. But the extraordinary circumstances of the financial crisis transformed him into a far more assertive figure.

In times of turmoil, there is an inevitable clash between political and economic priorities. As prime minister, Brown resisted talk of cuts for fear of the electoral consequences. But as chancellor, Darling was more concerned with the bottom line (backing a rise in VAT). By analogy, May is focused on the political imperative of controlling immigration, while Hammond is focused on the economic imperative of maintaining growth. If their relationship is to endure far tougher times they will soon need to find a middle way. 

George Eaton is political editor of the New Statesman.