High Speed Rail (West Midlands-Crewe) Bill

Debate between Baroness Henig and Lord Rosser

Committee stage & Committee: 2nd sitting (Hansard) & Committee: 2nd sitting (Hansard): House of Lords & Committee: 2nd sitting : House of Lords & Committee: 2nd sitting
Thursday 12th November 2020 Grand Committee

[The Deputy Chairman of Committees (Baroness Henig) (Lab)]

There are no questions to the Minister, so I call the noble Lord, Lord Rosser.

[Lord Rosser (Lab) [V]]

I first thank the Minister for her reply and all noble Lords who participated in the debate. I just comment that I made it clear when I made my contribution that it was at the junction of the A51 and the A525 in the centre of the village. I also said that what would be entailed was widening of those roads and other works at certain points and that that junction was right at the centre of the village.

I have perhaps made some progress. It was after all the Select Committee that said that there needed to be further discussion as soon as possible—because safety issues were involved—between HS2, Shropshire Council and the parish council. I was not asking the Minister—nor do I think she took it this way—to immediately intervene. I asked that, now we have a dedicated Minister for HS2 and a cross-government ministerial group, what would be their involvement in ensuring that HS2 engages properly.

This is not the first occasion that we have had local communities saying to us that in their view—rightly or wrongly—they do not feel that HS2 engages as well as it should. I also asked whether, if the discussion with the parish council was either delayed or not being entered into in the spirit and intent that the Select Committee envisaged, it could take its concern to the direct dedicated Minister for HS2. I think that, in her closing comments, the Minister referred to the role of the Minister for HS2 in making sure that there was community engagement. I appreciate that that was on a general basis—she was not talking specifically about this case—but I hope that this is one where, if the parish council still believes that the discussion is not being entered into with the right spirit and with the necessary intent, it would not be dismissed by the dedicated Minister for HS2 if it made an approach to him with its concerns. It is then obviously up to the Minister what he would or would not do in the light of that approach.

Having made those comments, I again thank the Minister for her reply and beg leave to withdraw my amendment.

Police Reform and Social Responsibility Bill

Debate between Baroness Henig and Lord Rosser

Wednesday 20th July 2011 Lords Chamber

[Baroness Henig]

I very much support my noble friend's amendment. In the past few weeks, I have struggled hard to master the concept and practice of corporations sole and to understand the Government’s thinking in this area. I know that we were going to have a meeting about it with the Minister. I would have welcomed that so as to be able to tease out the problems and issues. Unfortunately, that could not take place, and I quite understand that.

My problem is that in this area, the Home Office often has a different view from police authority chief executives, the Audit Commission and other bodies. There is a range of views here: there is the Home Office view of how we should do things, and there are other people who have different views. The reason I have a problem with that is that I have many years of experience at national level of sitting on bodies dealing with the Home Office’s suggested way forward. In my experience, the Home Office sometimes gets things wrong—not always, but on occasion. On occasion, the Home Office can be very stubborn in denying that it gets things wrong. Again, I have experience of that. I know that sometimes it can take years for the Home Office to accept that it has made a mistake and put it right. I am not saying that that happens all the time, but it happens.

In that light and in that spirit, I think that we need to pause. This is a very complex area, and I am not clear that the Government have got it right at the moment. My noble friend has put forward a serious argument and I hope that the Government are willing to consider it.

[Lord Rosser]

We believe that the Government should support the amendment and justify their decision in a report to Parliament as to why it is necessary to concentrate such largely untrammelled power in the hands of police and crime commissioners and chief constables without proper checks and balances. We say that particularly in the light of recent events concerning policing and police actions which, as the Minister will know, are now the subject of inquiries and investigations that may well comment on the issues of governance, checks and balances.

Police Reform and Social Responsibility Bill

Debate between Baroness Henig and Lord Rosser

Wednesday 29th June 2011 Lords Chamber

[Baroness Henig]

I will try to squeeze Amendment 7 in before the dinner break; I have on occasion been caught quite badly in this situation but I hope that this is a relatively short amendment. This important amendment relates to a commissioner’s senior staff. All of us have said that commissioners will need to be supported by an effective team of staff to be effective; that is, a chief executive and a chief finance officer. These posts carry statutory responsibilities, which are the same as in local authorities. The chief executive will also have the role and duties of monitoring officer.

Clearly, these duties are very important. In the case of the monitoring officer, it is a duty which applies if any proposal, decision or omission by the commissioner appears by the officeholder to be a contravention of any enactment, rule of law or code of practice made or approved by or under any enactment. Therefore, an officeholder might have to tell the commissioner that there is a problem and seek to persuade him to take a different approach. In extremis, the duty would require the post holder to report in public on a failure to follow that advice.

This does not happen often and I would not want to pretend that it did. Most politicians do not attempt to break the law and certainly do not attempt to pursue a specific course of action when they have been told that it is illegal. However, these things have happened in the past with elected mayors, and elected commissioners in some ways are an extension of elected mayors. It has to be said that the experience of recently elected mayors is not all tremendously positive. I believe that the Minister, who has passed Doncaster several times on his travels, alluded to one area where there have been difficulties. Therefore, it is important that the arrangements put in place through this Bill are sufficiently robust to deal with such a situation because we know that there will be problems. We can anticipate that there will be problems and, therefore, we need to plan for that.

In local government, the duties which apply to the head of paid service, the monitoring officer and the chief finance officer are backed up with a statutory framework to prevent their dismissal on a whim by a politician. The framework in a mayoral authority is that the mayor raises concerns of a disciplinary nature and a politically balanced panel considers whether there is a case for action. If the panel decides that there is a case, an independent person investigates and disciplinary action in line with the recommendations of the independent person takes place.

Therefore, a conversation which starts, “I'm afraid you can't do that, commissioner”, could not end with “You're fired”, because the officeholder could insist, under threat of legal injunction or judicial review, that the correct procedure is followed. Because in a local authority the head of paid service is protected and all other staff are employed by that person, the framework provides a measure of protection for all employees. My amendment mirrors Section 8 of the Local Government and Housing Act 1989, which is the statutory basis for the protection which applies in local government. It does not require that the framework in local government is mirrored precisely but it requires the Home Secretary to publish regulations and requires commissioners to follow them. It is therefore for Ministers to come forward with an approach to set a clear framework that needs to be followed.

I am anticipating that the Minister may say that chief executives and treasurers will be subject to the same protection as other employees; that the commissioner will be bound by the need to act reasonably, as are all public bodies; and that, therefore, the statutory protections to which I have referred do not add a lot more value and are unnecessary. My worry is that that would not fulfil the requirements for which I am looking because it would allow a commissioner to summarily dismiss someone and leave them to argue their case at an employment tribunal. The negative publicity of such a case could damage the commissioner, particularly if they do not intend to seek re-election. Again, that is an example of very limited checks and balances. Limited as they are, they could be undermined even further.

Those of us who have spent a long time in local government know the importance of good and honest advice from senior officers. I ask the question: would an elected commissioner listen to advice? Elected mayors have not always listened to the advice offered to them and, as a result, very serious situations have arisen. I do not believe that senior executives should be put in a position in which they could be summarily dismissed and then have to fight their corner at a subsequent employment tribunal. That is not right.

I am sure that these situations will arise. I am under no illusions. The sorts of people who will be elected as commissioners will be strong-minded and strong-willed individuals. Some of them might, dare I suggest, occasionally be a little pigheaded. I believe that they will always listen with wariness and will not always heed the advice that is given to them. When a senior executive says, “No commissioner, you can’t do that”, I do not have total confidence that the commissioner will accept that. I believe that senior staff will be vulnerable, which is the purpose of my amendment and why we should make sure that they have adequate legal protection.

I have listened carefully to the Minister, who said that the panel would certainly hear if the commissioner was going to dismiss a senior member of staff and might want to find out what was going on. I should like to know a bit more about the arrangements that she has in mind. I would like that arrangement not to be so loose and perhaps to have a bit more backing. For example, I think that, under one of the government amendments, the panel now needs to be consulted if the commissioner is considering dismissing the chief constable. I wonder whether it would be possible for them also to be involved if the chief executive or the treasurer were to be dismissed along the same lines. I am not looking for a very great change from the Government. I am looking for a step forward to recognise that these people could be vulnerable and to accept that they need a little more than the Government are preparing to give them at present. This is a serious issue.

Recent experience with mayors suggests that there will be some difficulties with directly elected commissioners. I believe that we need to think about those difficulties and do something for these senior staff. I do not think that it is fair to leave them to the whims of the commissioner. I beg to move.

[Lord Rosser]

My Lords, I hope that the Government will accept these amendments, which as my noble friend Lady Henig has said are designed to ensure that, in respect of appointments, dismissals and the taking of disciplinary action, police and crime commissioners and the Mayor’s Officer for Policing and Crime conform to laid-down standards to ensure openness and fairness in these key areas through abiding by regulations made by the Secretary of State. It would hardly be appropriate for there to be controversy over the practices and procedures adopted in relation to these crucial areas of management, since it would surely only detract from the trust and the confidence which it is vital that police and crime commissioners will need to establish with their forces and the public.