Levelling Up Rural Britain
Debate between Bernard Jenkin and Oliver Heald(2 years ago)
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Sir Bernard Jenkin (Harwich and North Essex) (Con)
As a Member of Parliament for a very rural constituency, albeit one in the home counties, I see all too clearly how our system of government tends to focus on the problems and needs of urban society in the UK and tends to neglect rural communities, which are so important to sustaining those urban environments. I therefore welcome the debate, and congratulate my hon. Friend the Member for North Devon (Selaine Saxby) on securing it.
Rather than issuing a shopping list on behalf of my constituents, I am going to say something a bit more general about how we design, or do not design, rural policy in this country that will affect levelling up. We have had too many changes of DEFRA Ministers. I mean no offence to the new incumbent who will reply to this debate, but those Ministers have had differing priorities, and have experienced difficulty in holding other Departments to account for the effects of their decisions on rural areas. Local stakeholders are left feeling disengaged, and there is confusion among those who look after our rural areas, who tend to be the people who work there. Levelling up will not succeed unless this changes.
The House might be aware that I have long taken an interest in the need for Whitehall to develop a greater capability for strategic thinking in order to address the huge challenges that we face as a country, in domestic and environmental policy as well as foreign and security policy. I was Chair of the Public Administration Committee and then the Public Administration and Constitutional Affairs Committee, and we did three inquiries on this topic over a period of nine years. I continue to take in interest in the subject with an informal group that held a conference at Ditchley Park recently, attended by the Cabinet Secretary.
Rural policy is crying out for a long-term strategic approach that will be sustained on a cross-party basis and so remain stable. It is slightly unfortunate—well, it is nice for us that there are not many Labour MPs cluttering up this debate, but it is unfortunate that there is not more engagement from them—[Interruption.] There is one Front-Bench spokesman, and I hope he will rise to the—
Sir Bernard Jenkin
I think this counts as an intervention, Madam Deputy Speaker. It should be added to my time. I hope that the hon. Member for Nottingham North (Alex Norris) will rise to the occasion.
The Ukraine war has exposed how vulnerable the global food supply system is to disruption. We cannot rely on our ability to buy food cheaply on the global market. Given today’s labour shortage in agriculture and the impact of natural problems such as avian flu, we must expect more serious shortages and even more acute price rises this winter. Food security is fundamental, but it is frequently neglected and should now be addressed by the Government. In passing, I would add that the Rural Services Network recently reported that the cost of living crisis is worst in rural areas. Food and energy price increases are already putting rural food banks under huge strain. Brightlingsea food bank in my constituency is extremely well led and co-ordinated by Win Pomroy and offers incredible support to the most vulnerable people, but let us be clear that this is a fire engine dealing with a crisis on behalf of our constituents. I am sure that every Member will want to support their local food banks.
The main point, however, is that the changing nature of life in rural communities is outpacing the ability of our relevant institutions and policy processes to adapt and stay fit for purpose. Rural areas need a responsive, adaptable policy making and strategy process to handle the complexity caused by a combination of the increasingly rapid and profound changes in the wider world and the competing demands that we place on our countryside. These include the need to optimise food production, improve food security, reduce emissions of greenhouse gases, increase carbon sequestration, adapt to cope with climate change threats such as drought and flooding, enhance the wellbeing of the whole UK population by improving leisure and supporting access to the countryside, and improve conditions for wildlife and biodiversity, leaving a better natural environment and landscape for future generations.
In coastal constituencies such as mine and that of my hon. Friend the Member for North Devon, who opened the debate, there is also a need to rewild our coastal waters, revive fish stocks and restore saltings and seagrass and kelp forests to revive their massive capacity for carbon sequestration. I recommend a book by my constituent Charles Clover of the Blue Marine Foundation entitled “Rewilding the Sea”, which was launched in the House of Commons yesterday. It is incredibly ambitious, but it is important for the whole country to reconcile these often competing demands. It is not only essential but well within our grasp to achieve it. Governments must, however, take the trouble to work with rural communities across the UK rather than prescribing for them, which is how most rural inhabitants see their situation today. Rural communities, in their turn, need better processes to make their voices heard in Whitehall, and to ensure that Whitehall draws on their unique local knowledge and expertise in formulating and delivering policy.
DEFRA’s forthcoming environmental land management scheme—ELMS—replaces payments from the EU common agricultural policy, and it is due to be fully implemented in 2024. Its success is crucial to the effective functioning of rural policy and levelling up. I am afraid that the handouts from the Government for levelling up are a sticking plaster. What we need is a compressive approach to the rural economy. During its current trial phase, ELMS has been taken up by only a tiny percentage of farmers because what it offers is not very attractive to farmers. DEFRA needs to work closely with individual farm businesses to ensure that ELMS becomes fit for purpose.
New Pylons: East Anglia
Debate between Bernard Jenkin and Oliver Heald(2 years, 4 months ago)
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Sir Bernard Jenkin
My hon. Friend is completely right, but the real question is: to whom do we go to get it done? National Grid says it is locked into a regulatory and planning framework and has to operate in a certain way—that the assumption must be that overhead pylons are the right solution, unless there are other reasons.
The most difficult thing in the whole process is that not even the Minister for Energy, Clean Growth and Climate Change, my right hon. Friend the Member for Chelsea and Fulham (Greg Hands), is accountable for what is being decided; he will tell us, “This is the framework and this is what we have to stick to.” He will then tell us that there is going to be a new proposal for a different regime that would arrive at different outcomes, but that is not going to affect this consultation, and we will be left with decisions being forced down corralled pathways by an outdated regulatory and planning framework.
Who is accountable, today, for the decisions that are being made? Who is it? Who should we go to, and say, “You’ve got it wrong and you can change it”? If nobody can change it, it must be my right hon. Friend the Minister who is accountable. He must accelerate the new regime, which would allow us to look much more comprehensively and capably at a strategic plan. There is no controlling strategic mind in charge of planning the national grid. It is just something that happens, through an outdated market mechanism that was designed to sweat the assets of an industry that had far too much capacity in the 1980s.
We are now in a completely different world. We need a strategic planning framework, and it should be located, accountably, within the Department, so that Members of Parliament can hold Ministers accountable for what is being decided, instead of us just being shoved off into the system, where we do not seem to have any influence.
Sir Oliver Heald (North East Hertfordshire) (Con)
May I express my condolences to my hon. Friend? I am so sorry to hear his news.
Does my hon. Friend agree that this is a wider problem? Losing the quality of our environment is a big cost for people’s wellbeing. In this case it is utilities and electricity; in Hertfordshire, it is about the chalk streams. No value seems to be given to environmental factors. We have regulators, but it is all about doing it cheaply. Does he agree that the Government need to look at the issue again, from the point of view of wellness, the environment and preserving the really valuable things in our communities?
Sir Bernard Jenkin
I could not agree more. We have environmental policies and net zero policies that are costing the earth, even though they are designed to save the earth—they are very important policies and we put a great deal of money into them—and yet we have other policies that despoil the environment and communities. The damage they do is not costed into the proposals.
In a new regime, the effect on property prices, the loss of agricultural land and other non-monetised costs of the proposal need to be reflected in the costs; I think we would then find that the offshore transmission system would provide better value for money, and for the environment and communities. If it was worked out properly, an offshore ring main around the east of England down to London, with its connectivity, an interconnectedness to the continent, and direct connectivity from the onshore nuclear power stations and the new offshore East Anglia array—incidentally, the development of offshore wind is being held back by the lack of capacity in the national grid—could be the quickest proposal, because we would not have the same planning issues that we are tied up with here.
Dare I mention the words “judicial review”? If my constituents go for a judicial review—they are very well funded and well organised, and we are backing them—how many years will that hold up the proposal? Would it not be better for the Government to cut through and say we should go for an offshore grid, which has public support and which people recognise will help us to achieve our net zero targets more quickly and protect the environment and communities? That is what we should do.
The main point I will leave the debate with is that public opposition to infrastructure risks undermining the roll-out of renewable and nuclear power. The Government must balance what is best for local communities with what appears to be cheapest. The current approach is not serving my constituents in Harwich and North Essex. The current proposals, and the regime they reflect, command no public confidence at all in the Government of this country, and should change.
House of Commons Governance
Debate between Bernard Jenkin and Oliver Heald(9 years, 10 months ago)
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Sir Oliver Heald (North East Hertfordshire) (Con)
The hon. Member for Wallasey (Ms Eagle) talked of the pace of change over the years. She and I used to sit on the Select Committee on Employment in the early 1990s, when Committees were not supported to the extent they are now. As has been observed by others, there has been massive change over that period. This report has presented an opportunity to look at our arrangements, many years since Members last looked at them, and to see how we can better fit them to the current day.
I pay tribute to the work of our Chairman, the right hon. Member for Blackburn (Mr Straw). The Committee sat a great deal. We sat three times a week and took evidence from many witnesses. I am grateful to him. It was a privilege to serve under him. We saw some excellent chairmanship skills, which is not surprising after his many years here and all the important posts he has held over the years.
It was a particularly good idea for the Committee to meet 60 staff members in break-out groups to hear their views on the governance of the House. That might be a good model for the House of Commons Commission to follow occasionally. The staff were genuinely excited and pleased to be asked their views.
I am proud of the work of the Committee. I pay tribute to my colleagues and the staff who helped us. It was a major undertaking and the report was delivered early. I am glad that the Commission has pledged to implement the proposals if the House supports them today.
The right hon. Member for Neath (Mr Hain), with whom I served on the Modernisation Committee when I was shadow Leader of the House, asked whether this is a major change. One only has to look at the organograms in annexes E and F to see that it is. The wonderful current arrangements are shown in annex F, which is like a piece of modern art, it is so complex. What is being proposed is a much simpler, more straightforward and more modern system.
I do not want to dwell on the reasons the Governance Committee was set up. It was clear from the evidence that we heard that it was time for Members to look at this issue. I believe that the Committee did a thorough and good job.
One focus for the Committee was to consider the role of Clerk of the House and chief executive. We heard important evidence from Members and a large number of other witnesses. Lord Browne, who at the time was the Government’s lead non-executive, was a particularly telling witness. He explained that, in designing who should be at the top of the pyramid of officers in a company, it was important to look at who had detailed knowledge of the core business. Although we are not a company—we are a very unusual body indeed—I felt that he had a point. He felt that the same principle should apply here, and I rather agreed.
We also heard from Lord Judge, the previous Lord Chief Justice, that if he was talking about privilege he would expect to talk to the person who was in charge and was expert in the matter. Many others, including the former leader of the Liberal Democrats, the right hon. and learned Member for North East Fife (Sir Menzies Campbell), also gave good evidence on that point.
One thing that became clear during our deliberations was that there are models in the public service of the senior official having somebody with commercial and operational skills working with him. That can be valuable in ensuring that what is decided actually gets done. We heard from John Manzoni, chief executive of the civil service, and Michael Whitehouse, chief operating officer for the Comptroller and Auditor General at the National Audit Office. Lord Browne told us that if there are to be two roles, it is vital to have clarity and proper job specifications, and we have set out in the report the specifications for the two roles we decided on. He said:
“Governance must start with clarity, which is difficult to achieve, and with a clear understanding of accountability, which includes decision rights. Who gets to decide what and to whom do you report when you have done it?”
The chief executive of the civil service, who reports to the Cabinet Secretary, and the chief operating officer of the NAO, who reports to the Comptroller and Auditor General, had found that it was possible to have a senior official working closely with the person in charge in a role that was described in different ways—chief executive or chief operating officer. They found that it depended crucially on having the right people in position, having clarity and the two people having an ability to co-operate. We have set out a process whereby the Clerk would be appointed first and then the director general, which is important to ensure that we have people who can work closely together.
Mr Jenkin
From hearing this debate, I am increasingly persuaded that part of the accountability that we need is the autonomy and clear visibility of the director general. Even now, the director general of facilities wears a badge telling us his name and title, and he feels more accountable because people stop him and talk to him as he walks around the Palace. That shows how important the visibility and demonstrable autonomy of the director general will be under the new arrangement, which is something we have all learned from this process.
Sir Oliver Heald
I very much agree. We use the words “overall responsibility” several times in the job specification for the director general, to show that autonomy.
I support the conclusion that the Clerk should remain the senior official of the House of Commons, with the authority that that involves, but that a director general should bring the skills we have just discussed to that important role. It is also right that the director general should have the freedom to initiate in certain areas, that he should be on the House of Commons Commission and that his role should be clearly defined.
During the course of our evidence taking, it became clear that the arrangements for the Commission and the Management Board were not working as well as they should, partly because of the structure, which I have already mentioned and which is obvious from the annexes to which I have referred, but also partly because of culture. We proposed a model that would expand the Commission and involve every important player in this place, and we clarified an enhanced role for Back-Bench Members of the Commission. As the motion states, it is important that there is party balance on the Commission, and it is also important that there are non-executive directors to strengthen it and ensure that there is proper business experience at the top level.
The effect of the changes will be that the Management Board will be abolished and replaced with an executive committee. That is more common in public companies and other parts of the public sector. It will be a streamlined body, working on a House service basis, committed to delivering the Commission’s decisions. Some suggest that the Clerk should chair that body, but we decided that, overall, it should be the place where the director general ensures that the Commission’s decisions are put into effect. The Clerk should of course be a member, but the lead role of implementation should be with the director general.
The report is more extensive than we first expected, and I believe that it provides a good way forward for the future. I hope that the Government will commit the time necessary to put the new system in place so that it takes effect immediately after the general election, and I was grateful to the Leader of the House for his points on that, which seemed encouraging.
As somebody who has practised as an employment lawyer and advised the recruitment industry in the past, I was a bit surprised by the recruitment procedure followed last summer. The procedure from 2011, which was supervised by Susan Craig of the human resources department here, was a good step forward on what had happened previously. Although it was intended that a similar procedure would be followed this time, it was not. The House must have state-of-the-art recruitment procedures in place, so I welcome the report’s provisions setting out a model for future recruitment in line with current practice. That is an improvement on the 2011 procedure and fits in with the recommendations that Sir Kevin Tebbit made as long ago as 2007.
Over recent years, there has been a process of improving the way in which the House of Commons is managed, but having heard the evidence to the Governance Committee I have no doubt that there is a lot more to do. I believe that the report provides a basis for structural changes that are needed.
An important part of our recommendations relates to the culture of the House and the need for further efforts to achieve a more coherent House service that puts even more emphasis on staff development and training. Sir Kevin Tebbit told us that was important to break down the barriers between departments and functions. I am sure that is right, and our report suggests ways to foster that. I am proud of the report and its conclusions, and I hope that the House will agree that they have merit.