When Wouter Bos took over as leader of the Labour party in 2002, he inherited a party in disarray, writes Giles Scott-Smith on TheHollandBureau.com.

Pim Fortuyn had wreaked havoc on the patrician presumptiousness of Ad Melkert, and Labour, which had been coasting under two Wim Kok-led cabinets from 1994-2002, suddenly collapsed into a heap of false assumptions about being the new centre of Dutch politics. (curious aside – Melkert exited the netherlands and has forged a new career at the World Bank, UNDP, and since mid-2009 as UNDP Special Representative in Iraq. A recent interview suggests that he still hasn´t taken in what happened eight years ago, and his Iraq post has brought mixed reactions).
But back to Bos. Unlike Kok – former union leader – and Melkert – party apparatchik – Bos was a realtive outsider, moving as he did from several years at Shell (Rotterdam, London, Hong Kong, Bucharest) to join the party in parliament in 1998. His corporate experience showed – by 2000 he was already State Secretary for Finance, the number two at the Ministry. And he came out of a rock-solid Protestant – Labour family, his father being a diplomat and activist for the cause of international development.
Bos came in as leader after the fall of Balkenende´s first cabinet in late 2002. Labour had fallen from 45 to 23 seats in the May 2002 elections, and it was a party lost to a wave of Fortuyn-inspired populism that rejected the arrogance of power apparently expressed by the established parties.
The eletions in early 2003 produced a wonderful moment, albeit for the wrong reasons. Bos declared that he did not want to be premier himself should Labout win, and instead, just before the elections, he announced Job Cohen as candidate for future prime minister. It was a heavy gamble, and it missed its mark – just. Labour recovered to 42 seats, but couldn´t overcome the Christian Democrats who came away with 44. With the results coming in live on tv, the cameras at the Labour HQ caught Bos meeting an arriving Cohen surrounded by supporters. It was a poignant moment – so near and yet so far. It would also prove prophetic for what was to come.
Bos´s main problem as Labour leader was his inability to get around the stubborn power of the Christian Democrats (CDA) at the centre of Dutch politics. In 2003, with the levers of power in the hands of Balkenende, it was inevitable that the CDA would not easily allow Labour back in to the ranks of power, and endless negotiations between the two ultimately led nowhere. Likewise personal relations between the two leaders were lousy from then on. Interestingly enough they both come from strong Protestant backgrounds (and both studied at the Free University in Amsterdam), but whereas Bos reflects the pragmatism of a can-do business approach, Balkenende is all high-blown principled moralism. And the two didn´t mix.
Bos´s pragmatism didn´t always work with party members or supporters either. Riding a wave of popular support in 2004-2005, which peaked with remarkable results in the local elections of 2006, it looked as if the tide was turning and Labour could once again claim the key middle ground of Dutch politics. But much of this support – beyond the usual rejection of the incumbent parties – was focused on Bos himself as charismatic leader. This was ok for a while, but it needed back-up with a coherent party programme. And when he entered that field in 2006, it was clear that he was prepared to take on some of the sacred cows in Dutch politics: linking pensions to income, reducing student travel concessions, and less tax relief for mortgage-holders among them. Criticism from within the party caused the pension plans in particular to be watered down.
Out of that period came two things: the Labour party was effectively Bos himself, and Bos was prepared to think in public and change his mind. For the CDA this provided the opportunity, and all ammunition was focused on Bos as someone who could not be relied upon. The 2006 elections caused yet more bad blood between Bos and Balkenende as the CDA portrayed the Labour leader as, in American terms, someone who ‘flip-flopped’ and didn’t stick to his word. The accusations stuck, and Labour came out of the elections with 33 seats, trailing, once again, the CDA.
Both Bos’s strengths and weaknesses had therefore been exposed during his time in opposition. From 2007-2010 he grapsed the poisened chalice of a Labour-CDA-Christian Union coalition and tried to get something out of it all as Minister of Finance. Should he have chosen to stay on the oppossition benches? The compromises were difficult: Labour gained money for inner cities and eduation, and a halt to liberalising rented housing,but had to give up on the mortgage tax relief and – a big issue – the demand for an inquiry into Dutch policy on the Iraq war.
With his experience, it can’t be denied that Bos was the right person for the job when the credit crisis hit in late 2008. Following the fall of Lehman Brothers in September 2008, Bos rescued the Dutch operations of Fortis bank, including ABN AMRO, with 16.8 billion of state money in October. Several billions more followed for struggling ING bank. For his competence in adversity Bos was named politician of the year for 2008 by both politicians and media.
But the damage left by the credit crisis has been more than expected. The hole in state finances left by ABN AMRO has increased as the actual extent of its debts gradually emerged. Looking for sources of income tofill thee hole, Bos supported a plan to raise the pension age from 65 to 67. It was once again pragmatism over dogma, but it didn’t go down so well with Labour supporters seeing it as an unnecessary and unjust move. Bos spoke out earlier this year in his den Uyl Lecture against the way neoliberal market forces had been allowed to go solong unchecked. Social democracy is still on the back foot trying to judge what to fight for and what to give way on when it comes to market forces. Bos tried to find a way through, but discovered that being flexible could make him vulnerable tofriend and foe alike.
It was foreign affairs that blew everything open in early 2010: The Davids report in January and Uruzgan in February. But the writing was on the wall already. Bos was an able politician, but he was unable to translate high levels of support between elections into actual election victory. 2003 was a great result in the circumstances, but 2006 was a major disappointment.
To his credit Bos analysed the outcome in public via The Wouter Tapes, a remarkably honest tv documentary following Labour leader and advisors through the election campaign of 2006 and its aftermath. Of all sources, this is probably the best for giving an insight into Bos’s character. It fits with his reaction to both the Davids report and the NATO-Uruzgan connection – he does not like backroom deals or decisions taken behind the scenes. It fits with his own sense that his leadership was heading in the right direction – at least for a while.
The entry of Job Cohen as Labour leader to replace Bos has certainly avoided an otherwise tired Bos-Balkenende battle this coming June. Even Wilder knows he may have met his match with the former mayor of Amsterdam. Will Dutch politics miss Bos, the leader who never was? Possibly. His experience highlights how difficult it has been to keep Labour on course in the 2000s, true to its values but able to bend when needed.