Andy Burnham Under Fire: Allies Defend Political Future Amidst 'Flip-Flopping' Accusations

Sir Richard Leese, a principal architect of Greater Manchester's devolution settlement and former leader of Manchester City Council for 25 years, offers a personal reflection on nearly two decades of working with Andy Burnham. Their collaboration spanned various roles for Burnham, including government minister, shadow cabinet member, mayor, and health leader, demonstrating a reshaping of how the city-region is governed, often working with governments of different political affiliations.

Leese's first significant interactions with Burnham were during his time as a Minister. At the Department for Culture, Media and Sport (DCMS), Burnham strongly supported the "Royal Opera House of the North" concept, which eventually materialized as The Factory. As Health Minister, he was instrumental in establishing the Bio-Medical Research Centre in Manchester. A few years later, as Shadow Secretary of State for Health, Burnham initially expressed reservations about the health devolution deal between the ten Greater Manchester councils and the NHS. However, this marked the beginning of his journey into devolution, recognizing the potential for a Combined Authority (CA) with devolved powers to effect change beyond the scope of Central Government, directly impacting people's lives. The success of health devolution likely contributed to Burnham's growing interest in a future outside Westminster.

The most intense period of their collaboration occurred between Burnham's first election as Greater Manchester Mayor in 2017 and Leese's departure from Manchester City Council in December 2021. During this time, Sir Richard served as Deputy Mayor, concurrently holding the Economy portfolio, leading to routine weekly meetings to tackle pressing issues. Burnham was committed to delivering his manifesto. While some commitments were straightforward, others, like the pledge to "eradicate homelessness," proved undeliverable. Nonetheless, Burnham demonstrated a "can-do attitude" by implementing "A Bed Every Night" as a concrete step to address the issue. Leese notes that Burnham initially brought some "Westminster ways," such as announcing policy before detailing delivery. This was evident with the Good Employment Charter, but Leese's intervention ensured employers and employees were involved in its design, making the Charter, now widely imitated, far more effective. Crucially, Burnham learned the value of co-design and co-production, integrating it into his approach. He also championed partnership working across public, private, and voluntary sectors, grounded in a shared vision and evidence-based strategy, exemplified by the Independent Prosperity Review and the subsequent GM Industrial Strategy. This commitment highlighted the understanding that investing more time often yields superior long-term results. Burnham also discovered that the CA's financial instruments, including the Housing Investment Fund, enabled it to be an active economic player, contributing to what is now known as "Manchesterism."

A significant undertaking mentioned by Leese was bus re-regulation. He often told Burnham it was a primary reason for his mayoral role. Delivering this was arduous, involving years of meticulous work and facing scrutiny and potential legal challenges from hostile bus companies. Burnham successfully saw this complex inherited task through to completion. Leese describes Burnham as a "people-person" with a natural empathy for needs and aspirations, a trait particularly evident during the Covid-19 pandemic. During this crisis, Leese shifted to the health portfolio, leading to daily meetings. Burnham's vigorous disputes with the central government were fueled by a conviction that remote, often irrational, centralized decision-making was exacerbating difficulties for Greater Manchester residents. The "Makerfield test" became a guiding principle: how would a policy genuinely improve the lives of people in diverse communities, not just in Makerfield, but across the country? Their collaboration continued as Leese took on a GM NHS role, especially when Burnham assumed the GM health portfolio, co-chairing the Integrated Care Partnership Board with Leese, a testament to his active engagement and consideration for his colleagues.

Sir Richard Leese also engaged in "myth-busting" regarding common criticisms of Andy Burnham. He refutes claims that Burnham takes undue credit, stating that Burnham consistently credits others, such as Howard Bernstein and Leese himself, for Manchester's economic growth. He frequently praises contributors publicly. Leese also challenges the notion that changing one's mind constitutes "flip-flopping." He argues that for an intelligent, learning politician, adapting one's views as understanding and circumstances evolve is a sign of wisdom, not weakness. This directly addresses accusations from figures like Reform UK leader Nigel Farage and shadow chancellor Mel Stride, who have criticized Burnham for being a "flip-flopper" and the "epitome of the career politician who blows with the wind," particularly after the Makerfield by-election.

In a recent and significant development, the Labour Party announced a swift timetable for selecting its new leader, following Sir Keir Starmer's decision to step down after the Makerfield by-election. This effectively paves the way for Andy Burnham to potentially become the next leader and Prime Minister by the middle of July. Burnham has already signaled his intention to "put himself forward as part of the process." The timetable published by the National Executive Committee (NEC) indicates that if only one candidate secures the requisite nominations from the Parliamentary Labour Party (PLP) and affiliates (trade unions and socialist societies), a leadership "special conference" could confirm them as leader on Friday, July 17. If multiple candidates emerge, a longer process involving local Labour branch nominations and member balloting would extend until August 29. Sir Keir Starmer has pledged a professional and orderly transition, aiming to minimize disruption as he hands over power, stating his commitment to service and duty.

Sir Richard concludes by acknowledging that while Burnham is not perfect and working with him was not always easy, he evolved significantly upon entering local government as Mayor. He embraced a new, collaborative, consensual, and strengths-based way of working, prioritizing team efforts and delivering on commitments. Fundamentally, Leese asserts, Burnham's experience underscores that devolution works, suggesting Westminster could benefit immensely from adopting similar approaches.