Commonwealth and Commonwealth Charter

Baroness Prashar Excerpts

Thursday 7th March 2013 Lords Chamber

[Baroness Prashar]

My Lords, in recent years we have seen a number of developments in the Commonwealth: the Eminent Persons Group report triggered some changes to increase the effectiveness of the Commonwealth; the adoption of the new Commonwealth charter; and a renewed focus on the Commonwealth by this Government, thanks to the efforts of the noble Lord, Lord Howell of Guildford. All these changes are very significant and welcome. They provide a real opportunity to keep up the momentum for change and revitalise both the Commonwealth and its institutions.

The potential of the Commonwealth at all levels is enormous, as we have heard from other contributions this afternoon. The aspirations and expectations of the Commonwealth are high, and those of this Government are very ambitious indeed. The Foreign Secretary, William Hague, identified three main areas where he would like to see the role of the Commonwealth strengthened: human rights and democracy; engagement on global issues, working to liberalise trade and break down barriers to international trade; and an even greater role in development and conflict prevention. To meet these enormous challenges we need effective Commonwealth institutions, ones which are nimble, agile and able to develop mature and constructive partnerships with other regional, international and civil society organisations.

In response to the Eminent Persons Group report the Commonwealth Secretariat is developing a new strategic plan, as we heard earlier, and efforts are being made to reform the institution. While these are welcome developments we need further radical thinking and reform. This is not a criticism of what has been achieved but we need to recognise the current realities. We must be sensitive to the diversity of needs in the Commonwealth and its competing priorities. Different members of the Commonwealth have different priorities. Some want to concentrate on development issues, others on democracy, rule of law and human rights, and others on business. These are interrelated but the starting point for different Commonwealth countries may be different. I am not sure that the Commonwealth Secretariat based in London can deliver the ambitious agenda expected of it.

Now that we have a charter that provides a strong framework of core values, should we not be thinking of creating regional Commonwealth hubs, or at least offices, in three regions—for example, the Caribbean, Africa and Asia—with a slimmed-down secretariat in London? This may seem a bold suggestion but it would enable the secretariat to respond to the relevant needs and priorities of countries in those regions within the framework of the charter, develop purposeful links with civil society and other regional organisations there, and have a greater impact.

In the time allocated it is not possible to spell out the notion of regional hubs and offices in detail. In response to the Foreign Affairs Select Committee, the Government said that they would continue to seek to be a positive influence on the Commonwealth Secretariat, working with and through it to make it more efficient, focused and relevant in today’s world. It would be helpful if they could now urge the Commonwealth Ministerial Action Group to set up a group, similar to the Eminent Persons Group, to explore options for further reform of the secretariat and the feasibility of regional offices and hubs.

This group could also look at what implications this would have for the future appointment of the Secretary-General and his or her senior staff. In a modern world and Commonwealth, appointments should be made through open competition, backed by a clear idea of skills, experience and qualities required for the job. I am not the first person to suggest this; it has been recommended before.

The same can apply to organisations like the CPA and the Commonwealth Foundation. They, too, could look to be part of regional hubs. Similarly, Commonwealth civil society organisations could work and collaborate with devolved regional hubs and be more effective on the ground. As former chairman and president of the Royal Commonwealth Society, I know that there is appetite within civil society organisations to help and support the secretariat. Good practice already exists. For example, the advocacy campaign on ending child marriage in the Commonwealth, led by the Royal Commonwealth Society and Plan International, an organisation with offices across the world, has made and continues to make a real impact.

The time is ripe for radical thinking and reform of Commonwealth institutions if we want the Commonwealth to realise its potential and remain the platform for the future. I very much hope that the Government will take up this initiative and urge consideration of further radical reform.