Building Effective Relationships with Politicians: A Guide for NHS Leaders 

In the North West region, the July 2024 General Election produced a dramatic change in the political landscape:

This compares to the 2019 Parliament when 41 Labour, 32 Conservative and 1 Liberal Democrat MPs were elected, and in 2015, when it was 51 Labour, 22 Conservative and 2 Liberal Democrat MPs.

Other things to note about the new intake, overall:

• More than half of the new Parliamentary intake are first-time MPs.
• Women now account for over 40% of MPs.
• 14% of MPs are from ethnic minority backgrounds, closer to the UK’s diversity (18% per the 2021 Census).
• It is the most ‘state-educated’ intake since 1979, with only 1 Cabinet member educated privately.
• 55% of MPs attended Oxbridge or Russell Group universities.
• The average MP age has dropped slightly, from 50 to 48, with 20 MPs under 30.

For NHS leaders, these changes mean there is a significant opportunity, and responsibility, to build effective relationships with local MPs. Many MPs are in marginal seats, eager to make an impact in a competitive political landscape. Supporting or opposing NHS initiatives could be one way for them to do so, making early engagement and trust-building essential.

North West Labour MPs are likely to align closely with Government priorities, which can offer opportunities for collaboration if approached strategically.

Research Your MP’s Priorities

Understanding your MP’s interests and priorities is essential for a meaningful conversation. Begin by familiarising yourself with Labour’s manifesto commitments, particularly those beyond health, to identify shared priorities.

Key steps:

• Review what they campaigned on during the election, and what matters most to their constituents.
• Look into their memberships in Parliamentary Committees, APPGs, or advocacy groups.
• Monitor their media and social media output to see the issues they highlight most.

By tailoring your discussion to align with their focus, you’ll build rapport and avoid wasting time on topics they’re less concerned about.

Establish Clear Communication Lines

Good relationships rely on reliable communication. If you don’t already have it, make getting their private Parliamentary address and mobile number a priority. Knowing the key staff member in their office, who likely manages their diary and correspondence, is equally important.

You also need to be prepared to adapt. MPs value a “no surprises” approach, so ensure you can reach them directly when urgent issues arise. For example, if a major local NHS issue is brewing on a Sunday, be ready to make that call. Being proactive builds trust and prevents unnecessary friction.

Clarify Casework Expectations

Constituent casework often lands in MPs’ offices, creating a need for streamlined processes with NHS organisations.

Consider the following:

• Have you set clear response times and channels for casework passed on by MPs?
• Are expectations aligned to avoid miscommunication or delays?

To strengthen this relationship, you could organise a shadowing exchange between your PALS team and the MP’s office. This allows both teams to better understand how the other operates and fosters a collaborative approach to serving the public.

Understand Political and Personal Dynamics

It’s important not to assume unity, even within the same party. MPs in neighbouring constituencies may not always get along or work together effectively. Take the time to understand individual relationships and avoid making assumptions about collaboration.

Also, be aware of their limited constituency time. Most MPs focus on local matters on Fridays and Monday mornings outside of recess. Respect this schedule when arranging meetings or requests.

Finally, offering support to help MPs communicate their work, such as through social media or newsletters, can be a valuable way to build goodwill.

Balance Local and National Priorities

Labour MPs often adopt a “local first” approach, which can create tension if local issues conflict with national party priorities. This dynamic can lead to challenging situations, but it’s vital to remain flexible.

When these conflicts arise, focus on understanding their perspective and finding practical ways to address both local and national concerns. This collaborative approach will help you maintain a constructive relationship.

Leverage Their Position for Regional Investment

With a large number of MPs in the region, including several Cabinet members, there’s a strong opportunity to push for inward investment. MPs often want to deliver tangible results for their constituents, so frame proposals in a way that highlights clear, visible benefits.

View MPs as ambassadors for the region. By presenting well-thought-out initiatives, you can gain their support and secure investment that boosts both the NHS and local communities.

Simplify the NHS for Them

The NHS is a complex organisation, and many MPs and their teams are unfamiliar with its structures and finances. They might be reluctant to ask questions that reveal gaps in their understanding.

To help:

• Provide straightforward, accessible explanations of NHS operations.
• Offer guidance in a way that respects their position and avoids embarrassment.

Helping MPs “walk in your shoes” will not only build their confidence but also strengthen their ability to advocate effectively for your organisation in Parliament.

Share Your Experiences and Join the Conversation

Working effectively with politicians is both an art and a skill, requiring adaptability, clear communication, and a deep understanding of the political landscape. Every NHS leader’s journey with MPs will bring unique insights, challenges, and successes.

I’d love to hear from you:

• What strategies have worked well for you when engaging with MPs?
• What do you wish you understood more about politicians’ relationship with the NHS?
• What challenges have you faced, and how have you overcome them?
• Are there specific questions or situations where you’d value advice or guidance?

Your experiences could inspire and support others navigating similar scenarios, so don’t hesitate to share your thoughts and questions. Comment below with your thoughts

Power of Political Partnerships Masterclass – 5th February in Manchester

To delve deeper into this vital topic, join us for the Power of Political Partnerships Masterclass on 5th February in Manchester. This event will explore practical strategies for building strong relationships with politicians and leveraging these partnerships to deliver real benefits for the NHS and your local community.

Don’t miss the chance to gain valuable insights and share experiences with peers. Let’s ensure we’re all equipped to build the political relationships that will help us deliver for our patients and communities.

For more information email:[email protected]

Let’s continue the conversation!

Catherine Eden, Managing Director of Eden & Partners Ltd – supporting NHS leaders with their political thinking for 20+ years