Jack Straw
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(9 years, 10 months ago)
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Mr Jack Straw (Blackburn) (Lab)
I beg to move,
That this House welcomes the report of the House of Commons Governance Committee; notes the priority it has given to agreeing a package of proposals which can both significantly improve the governance of the House and be capable of attracting support from Members on all sides of the House, in a timely manner and well before the House is dissolved; agrees to the recommendations in Chapters 6 and 7, with the proviso that, without changing the party balance of the Commission as proposed in the report, the recommendations relating to the composition of the Commission be implemented so as to allow the Chairs of both the new Finance Committee and the Administration Committee to be elected to these positions rather than appointed to them by the Commission; and encourages the appropriate bodies in both Houses of Parliament to address the Committee’s remaining conclusions and recommendations.
The motion has been tabled in the name of the Leader of the House, the shadow Leader of the House, all members of the Select Committee on Governance and myself. I want to begin with some thanks, first to the House for appointing me Chair of the Committee, which turned out to be a happy and consuming task. Secondly, I express my deep thanks to all members of the Committee: the hon. and learned Member for North East Hertfordshire (Sir Oliver Heald), the hon. Members for Somerton and Frome (Mr Heath), for Hereford and South Herefordshire (Jesse Norman), for North Antrim (Ian Paisley) and for North East Somerset (Jacob Rees-Mogg) and my hon. Friends the Members for St Helens North (Mr Watts) and for Walsall South (Valerie Vaz). Despite all the other calls on their time and the fact that we had to meet intensively on two or three days each week, attendance at the Committee was almost always complete. The House will wish to note that all members of the Committee are present in the Chamber today with the single exception of my hon. Friend the Member for St Helens North, who cannot be here for unavoidable family reasons and who has asked me to offer his apologies to the House.
My third set of thanks is to the staff of the Committee, who worked incredibly hard and provided sage and timely advice. For reasons that the House will readily appreciate, the staff of the Committee were drawn more widely than just from what was known as the Clerk’s Department. They came from other parts of the House Service, but worked brilliantly together. I put on record my thanks to Mark Hutton, Joanna Dodd, Paul Dillon-Robinson, Ed Potton, Charlotte Simmonds, Louise Glen, Dr Michael Everett, Liz Parratt and Nicholas Kroll, the former secretary of the BBC Trust, who acted as our special adviser.
My fourth set of thanks is to the Leader of the House and the shadow Leader of the House for the constructive and timely response to our report—I say this in advance of their speeches, so I reserve the right to withdraw that comment if they are not quite as we would hope. They have been extremely co-operative, and I thank them for that, as evidenced by the fact that their names are on the motion.
Fifthly, I thank all those who gave evidence to the Committee. In seven weeks of evidence taking, we heard from 59 witnesses in 13 sessions, including from 21 Members of the House and 16 staff. In addition to receiving 91 written submissions, many from staff, we held an afternoon of consultation with 60 members of staff of all grades and from all Departments of the House. We were always conscious of the keen interest that staff were understandably taking in our work and the anxiety that some of our deliberations gave in some cases. We are very grateful indeed to them.
The House is well aware of the provenance of the Committee, which arose from the pause in the appointment of a new Clerk and chief executive that you, Mr Speaker, announced in your statement on 1 September, the Backbench Business debate held on 10 September that was initiated by the hon. Members for Hereford and South Herefordshire and for Harwich and North Essex (Mr Jenkin), and the resolution of the House passed that day to establish the Committee. The appointment process for a new Clerk and chief executive has now been formally terminated by the Commission. I intend to say no more about it as the Committee’s purpose was not to conduct a post-mortem but to look forward.
Although there had in recent decades been three reviews of aspects of the governance of this House, known as the Ibbs, Braithwaite and Tebbit studies, ours was the first root-and-branch examination of the subject by Members themselves in more than 40 years, since the Bottomley Committee met in the mid-1970s.
A huge amount has changed in the intervening period. The establishment of departmental Select Committees in the 1979-80 Session, the exponential increase in Members’ constituency caseload, the decline in deference towards those running the country and the ever-rising public expectation and scrutiny of Members that comes with it, the astonishing growth in the number of visitors to the Palace of Westminster and the ubiquity of the internet—unknown and unimagined when I first came into this place not many years ago—have led to a multiplication of demands on Members that have in turn resulted in a major expansion of the Estate across Bridge street and a dramatic growth in the number of staff in the employment of the House and of individual Members.
What has not changed in the past 40 years is that the House of Commons is unique. As it is at the heart of our democracy, governed by 650 individual Members, each with strong opinions and none of them wilting violets, who are answerable to their constituents, simplistic analogies with corporations, whether they are in the public or private sector, rapidly break down. We are also conscious of the following paradox about this place: precisely because it works by the dialectic method, by intense argument, it is essential that there is broad consensus about how that argument should take place and about the ground rules, including on how this place should govern itself.
We began by exploring the principles of good governance that should apply to the House. We quickly concluded that the governance arrangements in the House of Commons Administration Act 1978, which followed the Bottomley review, were no longer fit for purpose. That view was heavily reinforced by the evidence we received.
We were appointed to deal with an immediate problem, which I shall come on to, but in the course of our deliberations we had to look to the longer term. The next Parliament will face some critical decisions on the restoration and renewal of the fabric of the Palace of Westminster. We were reminded of the imperative of restoring and renewing the fabric of the Palace of Westminster by the exchange just a few minutes ago in business questions over the fact that the roof to the Members’ Lobby is leaking yet again.
Hazel Blears (Salford and Eccles) (Lab)
I add my thanks to my right hon. Friend and all the members of the Committee who have worked so hard on this report and its recommendations. My right hon. Friend may not be aware that in a particular initiative, led by Mr Speaker, it has now been agreed that we will include requirements to have social value and social impact in the procurement for both the House of Commons and the House of Lords, including the restoration. It is a huge step for this Parliament, and I would like the Committee to confirm that that element of our modernisation will be at the heart of the process.
Mr Straw
I am extremely grateful to my right hon. Friend. When she rose as I was speaking about leaks, I thought perhaps she had something to say about her work as a member of the Intelligence and Security Committee, but I was on the wrong track. Of course she is right about that, and I greatly welcome the initiative that you, Mr Speaker, have taken.
We have endeavoured to ensure that all our recommendations will assist in decision taking for the restoration and renewal programme that will take place in the next Parliament. Those decisions will have to be made on a bicameral basis: it is a single building for two Chambers. It is the essence of any properly functioning bicameral system that each Chamber should govern its own work, and it was no part of our remit or intent to usurp the autonomy of the other place. However, we took plenty of evidence from both ends of the Palace, including from the Lord Speaker, about how, co-operatively, there could be better joint working between the two Houses. Those proposals are highlighted in recommendations 1 and 2 of our report.
I turn now to the Commons itself and the current corporate arrangements for running this place, which are essentially with the House of Commons Commission, chaired by you, Mr Speaker, and, underneath that, the Management Board. The respective roles of the Commission and the Management Board were unclear not only to staff and Members—to many Members their roles were not only unclear but their existence was unknown—but even to some of those who sat on those bodies. The Committee’s recommendations for reform of the Commission and the replacement of the Management Board with an Executive Committee flow directly from the assessment that those two bodies are not working, either individually or together, as effectively as they should. Our aim has been to bring together Members and officials into a single coherent structure.
One key change proposed to the Commission is in respect of Back-Bench Members of the Commission. We recommend that the current three—one from each of the largest parties—should be replaced by four Members, by the addition of a fourth from the minority parties. At present, the Back-Bench Members, distinguished though they are, are effectively nominated by the Whips Offices. In future—[Interruption.] Mr Speaker, will you note the fact that the Opposition Whip has broken rule one of all Whips, which is to remain silent. [Interruption.] No, it was not a cough. I was about to say that the current Back-Bench Members are effectively nominated by the dark forces of the Whips, but I decided to be nice to them by leaving that out. I will now ensure that it goes back on the record. In future, to avoid these dark forces of the Whips Office, we recommended that each of the four should be elected by the whole House. We also added that they should be remunerated on the same basis as Chairs of Committees.
We looked carefully at the work of the Finance and Services Committee and of the Administration Committee. Each has been very ably chaired by the right hon. Member for Caithness, Sutherland and Easter Ross (John Thurso), who is in his place, and by the right hon. Member for Saffron Walden (Sir Alan Haselhurst). The former happens to have been also a member of the Commission, while the latter has not. We thought that that was unsatisfactory, and that the Chairs of both those Committees should, ex officio, be members of the Commission.
Mark Tami (Alyn and Deeside) (Lab)
As a member of the Administration Committee and also a Whip—I declare my role as a dark force—I think that that is a very important point. Without that direct link, the Administration Committee is undermined. It is important that the Chair of that Committee is on the Commission.
Mr Speaker
It is important that our proceedings are always intelligible to those beyond the Chamber who are listening. Therefore, I know that the right hon. Gentleman will want it to be made clear that the significance of the pairing Whip in this context is that the pairing Whip gives him permission to go away when he wishes to do so.
Mr Straw
But not very often.
The House will note that the recommendation of our report was that the Chairs of both those Committees should be chosen by the Commission itself from the four Back-Bench Members who, in turn, would be elected by the House. However, the motion before the House today proposes a variation to that recommendation, stating that
“without changing the party balance of the Commission as proposed in the report, the recommendations relating to the composition of the Commission be implemented so as to allow the Chairs of both the new Finance Committee and the Administration Committee to be elected to these positions rather than appointed to them by the Commission.”
That change in our recommendation was made after taking account of the views of both the Leader and the shadow Leader of the House. My Committee met informally after it had reported to consider this proposal, and we accepted it, as is clear from the fact that we have signed the motion effectively amending our report.
While the motion does not explicitly say so, it is implicit that these Chairs should be elected by the whole House, whatever prior agreements may have been made about from which party group they should come. I also hope that the Whips on both sides will ensure that these elections are held promptly in the new Parliament. They should not be put at the back of the queue, after departmental Select Committee Chairs, otherwise much time—perhaps three months—will be lost in getting the new governance proposals bedded down.
Mr Peter Hain (Neath) (Lab)
May I add my congratulations to my right hon. Friend personally and to all of the Committee, especially as this was a unanimous report? There were differences among Committee members, as I saw when giving evidence. On the question of speed, is that not true of all the recommendations? No doubt he will come on to that in respect of the director general.
Mr Straw
I am grateful to my right hon. Friend for his intervention and for his evidence. We did come to the issue from different perspectives, but the fact that this is a unanimous report does not reflect any sense of it coming from a search of the lowest common denominators—rather, the highest common factors. I will come on to the issue of implementation in a moment.
A second reform that we propose to the Commission concerns non-executive members. At the moment, there are external, non-executive members, who have great outside professional experience, who sit on the Management Board, but not on the Commission. We thought that this was a rather eccentric arrangement not consistent with the principles of governance outside, and that it ought to be the other way round. We therefore proposed that two non-executives should sit on the Commission and, in addition, so too would the two senior officials of the House, a matter I shall come on to in a moment.
As I have indicated, the evidence we received showed clearly that the relationship between the Commission and the Management Board was opaque. So alongside the strengthened Commission, the Management Board will be replaced by a streamlined executive committee.
The potentially trickiest issue for us to deal with was the senior leadership of the House service. As the House is well aware, not least from the debate that we had on 10 September and from the evidence that we received, there is a wide range of opinion on this issue. Some favoured the status quo, some wanted a chief executive above the Clerk, some wanted a chief operating officer under the Clerk, and some thought the two functions should be separated entirely, with a Clerk and a chief executive of equal status. We thought hard about this. There are, as we all recognised, advantages and disadvantages to each proposal. In the end the Committee responded to what it heard from staff and from many others by endorsing the objective of a single unified House service.
This was significant because the House service is often portrayed as being divided into parliamentary and non-parliamentary elements. Asserting that the service should be unified is important both for rejecting the perception that some parts of the service are second class, and for emphasising that the primary purpose of the whole service—all parts of it—is to support the House’s parliamentary functions. But we also accepted that there had to be a strengthening of the leadership of those functions and of the hundreds of staff beyond the direct work of the Clerks.
It is not accidental, in our view, that although in the whole time that I have sat in the House there have rarely been any complaints or concerns about the standards of service provided to this House and its Committees in respect of our core functions, there have been myriad complaints about the way our employers—the public—have been treated when they try to get into this place, and from Members about the IT system, room bookings and many aspects of the maintenance of this place.
I have already spoken about leaks in the Members’ Lobby. I hope Mr Speaker will allow me an excursion into the bowels of what was the cell block of the old Canon Row police station, which has housed the House of Commons gym for some decades. My hon. Friend the Member for Wallasey (Ms Eagle), the shadow Leader of the House, and I are often to be seen there ensuring that we remain trim and fit. The refurbishment of the Commons’ gym may seem a second-order issue to those who do not use the facility, but for those of us who do, and for the dedicated staff of the gym, the saga of its refurbishment has not been a pretty one—nor, as the weekend’s press indicates, has it enhanced the reputation of Parliament.
Classic and avoidable errors were made in the refurbishment programme, which was due to be finished in early September and has only just been finished. I understand that the costs quadrupled. I know for certain that the specifications were changed and changed again after agreement had been reached with the gym management. It was disruptive in the extreme to us who use it and also to the staff. I thought that I had been able to put cold showers behind me when I left school 50 years ago but, like many other Members, I have had to endure cold showers, or no showers, as late as last week.
On Monday, having spent my two hours in the gym, I came out in anticipation of having a shower, only to discover that in the two hours that I had been working away in the gym, the showers had packed up. Happily, I did not meet any constituents, but other rather surprised Members will have seen me wearing my jacket over my gym kit and carrying the rest of my clothes, on my way to find a shower elsewhere. It is amusing—we are all tolerant of the situation—but it tells a story about why a better grip is needed of such issues.
Mark Tami
I do not understand how we have reached such a state, but the fact that the building is listed makes it difficult to do certain things, such as putting up a sign. I was amazed to learn that there is a signage committee in the House, which will decide on the type of sign and the size and colour of the signs that are permitted. It takes ages to get even the simplest thing done.
Mr Straw
I accept that there are such problems. This is a grade I listed building. I do not dispute the dedication of staff, but stronger leadership and greater clarity are needed.
We propose that the position of Clerk and chief executive should be split. There should in future be a Clerk, and working alongside her or him, there should be a new post of director general of the House of Commons. We had lots of debate about nomenclature. Others may lift the veil on the wide range of titles we considered. We decided on this title, rather than CEO or COO and many others, because, as we say in paragraph 157, we wanted a title that emphasised the authority of the new post, and would allow it to evolve unburdened by preconceptions.
As a consequence of calling this senior person director general of the House of Commons, the people currently titled directors general will need to be re-titled directors. There is a separate issue about whether the new post should become an additional accounting officer, an arrangement that exists in some Government Departments. I hope the Commission will consider that.
Dr Julian Lewis (New Forest East) (Con)
Given that there is going to be a split and that there will be an authoritative figure in charge of the management of the House of Commons, can the right hon. Gentleman tell us what would happen if there were a decision about management taken by the new director general with which the Clerk disagreed? What would happen then?
Mr Straw
Let me go through the arrangements. Once I have done that, it will become easier to answer the hon. Gentleman’s point.
To secure a unified House service, we concluded, as paragraph 166 sets out, that the Clerk should continue to be head of the House service and thus formally the line manager of the director general. However, the new director general will have a considerable degree of autonomy. Since delivery will be their responsibility, it is the director general, not the Clerk, who will chair the new executive committee. She or he will sit on the Commission with the Clerk, and will have direct access to Mr Speaker and other Commission members.
So the answer to the hon. Gentleman is that if there were a dispute between the Clerk and the chief executive, the matter would go to Mr Speaker and be resolved by the Commission. Crucially, unlike the current arrangements where the Management Board is free-floating and separate from the Commission, the executive committee will formally be a committee of the Commission. I hope that that answers his question.
The executive committee will consist of the director general, the Clerk, and Director of Finance, with up to three other members drawn from the senior officials appointed by the Commission. I believe that the Committee’s recommendations have attracted support from all sides, but as I said earlier we did not simply split the difference between them: they are a coherent package in which the changes to the role of the Clerk and the introduction of the director general are integral to the reforms to the Commission and member committees, and are underpinned—this is crucial from our point of view—by recommendations for broader cultural change in the House service.
Hazel Blears
My right hon. Friend is generous in giving way again. He raised the issue of culture. That is fundamental and it is why many of us supported the idea of a chief executive. I understand that the proposals now have unanimous support. On culture, there are two things in particular that have changed in this House over recent years, led by Mr Speaker. One is to make this House a living wage organisation and the second is the emphasis on diversity and inclusion. That initiative, led by Anne Foster and the diversity and inclusion team, has meant that we have made tremendous strides forward. I seek the reassurance of my right hon. Friend, the Leader of the House and the shadow Leader of the House that when we recruit the new director general, we ensure that issues relating to the diversity and culture of this organisation are paramount in that recruitment process.
Mr Straw
I am grateful to my right hon. Friend. We make recommendations about and acknowledge the work that has been done. In recruiting to any senior post, including the Clerk and the director general, we must take full account of the need to improve diversity in all ways in this place.
Mr Hain
As a former Leader of the House who dealt with such matters at first hand, I too, like my right hon. Friend the Member for Salford and Eccles (Hazel Blears), favoured a separate chief executive, but I understand perfectly, and support, the rationale behind the Committee’s recommendations. The fact that the report is unanimous is important.
May I probe my right hon. Friend on two points? First, traditionalists in the House could take this as an excuse for business as usual. That would be very disappointing in view of the work that the Committee has done and the evidence given to it. Secondly, it is really important that the new director general’s post is advertised soon. Whether an appointment can be made before or after the general election is not for me to say, but it is really important that the person is in post as soon as possible at the start of the new Parliament in order to take us into a new era.
Mr Bernard Jenkin (Harwich and North Essex) (Con)
As a traditionalist, perhaps, neither do I want to see business as usual.
The right hon. Gentleman’s findings are a great opportunity for a big change in the culture—by which we mean the attitudes and behaviour—of people throughout the organisation so that, in cases such as that of the gym, there is somebody who is clearly accountable for such decisions and wants to take responsibility for making them. The lack of trust that the current structure has generated needs to change, and I think he has come up with the right solution. Some structures can be set up in such a way as to generate mistrust, but he has chosen a structure—not entirely one of my choosing, I accept—that will create the opportunity to generate real trust and accountability throughout the organisation.
Mr Straw
I am very grateful to the hon. Gentleman, not least because, as I acknowledged in my opening remarks, he co-sponsored the resolution that led to the establishment of the Committee. Those who have had to put up with it can smile about what has been going on in the bowels of the old Canon Row police station, but I very much hope that the Commission might examine, as a case study, what went wrong there. In my judgment—this is not to criticise the good faith of the officials involved—we have a decision-making structure at an official level where somebody gets something agreed, then they have another thought, and there is no proper structure above that for saying, “Should we be doing this? Why didn’t you think of that in advance?” It is ironic that the people making these decisions in Parliament are less accountable—certainly to Members and, I think, to senior officials—than they would be in an ordinary corporate organisation. That has to change because, apart from anything else, it is wasting a lot of money.
Mr Jenkin
The other tension that exists in the current organisation is that, with the best will in the world, the Management Board is trying to think strategically in the long term and there has not always been synergy between its strategic long-term thoughts and the Commission’s strategic long-term thoughts. Merging the two organisations will generate that synergy.
Mr Straw
I agree with my right hon. Friend on the timing. I was going to make some remarks about that as I concluded.
On the face of it, splitting the current Clerk/chief executive post will mean two salaries in place of one. The House has made commendable progress in reducing the costs of this place by 17% in the past few years. We were very clear that this particular reform would have to be self-financing after the first year, as we say in recommendation 207. How exactly that is to be achieved will be for the new Commission, but achieved it must be.
We make plenty of other recommendations, including on widening the involvement of the Deputy Speakers in non-Chamber issues, clear and published delegations, and improvements in staff development and diversity.
Finally, I turn to implementation. The changes we propose will require amendments to the 1978 Act. Those are minor and uncontroversial. I therefore hope that those on both Front Benches will agree that if the House adopts the motion this afternoon, amending legislation will be introduced rapidly in this Session, with the aim of putting it on the Statute Book before Dissolution at the end of March. There will also need to be changes to Standing Orders. I hope that these too can be secured before the end of March, and I should be grateful for confirmation of that from the Leader of the House. Once those are in place, it is for the Commission to go ahead with this, and I hope that it does so very rapidly indeed.
I conclude by repeating my thanks to my colleagues on the Committee. We all came at our task with different perspectives, but in a fascinating and concentrated period of two months we focused hard, and we have made a set of interlocking recommendations that we believe will greatly strengthen and improve the running of this House, and, above all, the service that we provide to those who put us here. I commend the report to the House.
Mr Hague
My hon. Friend raises a very important point. It will be very important for the Commission to be able to begin its work very early—earlier than has sometimes been the case—in the new Parliament. As the final weeks of this Parliament go by, I will be increasingly happy to bequeath many views to my successor, particularly on things that are difficult to achieve, but I hope this will not be too difficult to achieve. The election of those Chairs should not be left to be the tail end of the whole process of the election of Committee Chairs. They are vital to the working of this House. Given that we will need to keep up the momentum of implementing the Governance Committee’s recommendations, a new Commission will need to be up and running pretty quickly in the new Parliament. My hon. Friend makes a good point and I will certainly bequeath that view, as he put it.
From the Government’s point of view, the report fully addresses the issues that were set out by my right hon. Friend the Deputy Leader of the House in the 10 September debate on the Committee’s establishment and on which I enlarged when I gave evidence to it. Notably, the proposals will provide the House with a Clerk whose independence and authority are unquestioned, and they should also provide a first-rate administrator with the visibility and authority to manage the services delivered to Members, staff and the public.
The right hon. Member for Blackburn has given examples of areas where improvement is needed. I am sure that the gym is a valid example, but I do think that, if, as he said, he spent two hours in the gym, a cold shower might have been recommended anyway and, indeed, appreciated by all of us.
Mr Speaker
I think we now have adequate information on that important matter.
Mr Straw
I thank all 14 right hon. and hon. Members who contributed to this very interesting debate. I particularly thank the members of the Committee—which I had the privilege to chair—and the Leader and Deputy Leader of the House.
Before I respond to a few of the points that have been raised, I want to underline the tribute that the Leader of the House paid to his predecessor Leon Brittan, whose passing we heard about earlier this afternoon. I was privileged to be in the House when Leon Brittan was a Member. He was, of course, a member of an opposite party. However, I remember him as a highly intelligent individual, a very good Minister and a very good constituency Member, but also as someone who showed great courtesy and kindness—not least to the new Member for Blackburn, and to many of my colleagues on the Opposition Benches. I send my personal sympathy to his widow, Diana, and to his wider family, and, if I may, I do so on behalf of the Opposition as well.
Sir Oliver Heald
I had only just heard the news when the right hon. Gentleman delivered it. Let me say for my part that Leon Brittan gave me a great deal of advice and support when I was first embarking on a political career. He was a very kind man, and he gave me so much support. I echo the sentiments expressed by the right hon. Gentleman.
Mr Straw
It is odd, but I last met him and his wife in an airport lounge when we were whiling away about three hours as we waited for a late plane. I cannot remember which airport it was, but I do remember that the conversation was very entertaining.
Let me now deal with some of the points that have been made today. My hon. Friend the Member for Walsall North (Mr Winnick) raised the issue—which was also raised by the hon. Member for New Forest East (Dr Lewis)—of whether there should be a pre-confirmation hearing, perhaps before the Public Accounts Committee, in respect of the Commission’s decision on whom to appoint as Clerk and as director general. I can see from where the analogy arises, but it will ultimately be a matter for the Commission and then the House when I am not a Member of it. I think the House should have second, third and fourth thoughts about this, because there is a profound difference between this House, via a relevant Committee, holding pre-confirmation hearings in respect of posts that are adjudicators of other institutions—the Comptroller and Auditor General and the ombudsmen, and perhaps, which I would like to see, future appointments for Her Majesty’s chief inspector of prisons and for the probation service—and this post, which is internal to the House, and where one Committee of the House will already have made a decision.
However, one way of meeting the sentiment reflected by my hon. Friend and the hon. Gentleman would be to consider the suggestion from the hon. Member for Hereford and South Herefordshire (Jesse Norman), which is that in place of having the recommendation for the Clerk to go to the Palace via No. 10, it should be done on a Loyal Address—in other words, directly. Were there to be another near train-wreck of an appointment—if I may put it delicately in that way—there would be an opportunity for the House, by the process of it having to come before the House, to have second thoughts. In most cases, of course, it would go off without any question. I have had these conversations privately with the hon. Gentlemen.
I used to have to sign loads of warrants addressed to Her Majesty for judicial and ecclesiastical appointments which then had to go off to No. 10. In the end I managed to persuade this House that we could bypass No. 10 because I think the Prime Minister of the day—I will not say which one it was—thought he had other, rather more pressing matters on his plate than signing a great pile of warrants, and I could see his point. I think the House ought to consider that.
Mr Winnick
I have listened very carefully to my right hon. Friend, and no doubt what he has suggested will be given due consideration. May I simply say to him that years ago—certainly when we came into the House and before—the very idea that anyone wishing to be Speaker should be subject to hustings would have been absolutely unthinkable? Would it be out of the question for the two most senior positions to also be subject to some sort of sessions at which Members generally would be able to question them?
Madam Deputy Speaker (Dame Dawn Primarolo)
Order. Forgive me, but we are debating whether to agree to the specific set of proposals before us. We are not in the process of gathering more up, interesting though they are, before we make a decision on the report before us. I would be very grateful if the right hon. Member for Blackburn (Mr Straw) could, in his brief reply, focus specifically on the points that have been made that are relevant to the report before us now—and, as we all know, there will be further discussion in the time to come.
Mr Straw
Thank you—I have got your point, Madam Deputy Speaker.
The right hon. Member for North West Hampshire (Sir George Young) and the hon. Member for New Forest East both raised the issue of the relationship between the Clerk and the director general. We thought about this a great deal, and I say to both of them that even in institutions where the wiring diagram is very clear and there are clear lines of authority—the military or a grand corporation—there will be some areas of ambiguity, and we will find that the actual power structure is a bit different from that in the wiring diagram.
Let me explain why we took evidence from the former Lord Chief Justice, Lord Judge. I have had experience of dealing directly with the judiciary, of course. The Lord Chief Justice and the judiciary have to be totally independent of the Executive, but the administration of the court service is in the hands of Her Majesty’s Courts Service, which is run by a combination of members of the judiciary and people appointed, effectively, by the Secretary of State for Justice. We looked at those analogies and I think this structure will work. It will work a great deal better, if I may say so, than a split structure involving a Clerk and a chief executive who are wholly separate. I came at this issue rather neutrally, but, having thought about it, it will also work a great deal better than the chief executive/director general being over the Clerk but having no direct knowledge of our primary purpose, which is to run a legislature.
Yes, there is some ambiguity. I am not being Pollyanna-ish about this, but with good will, clarity of expectation on the part of those taking on the jobs, and the clarity we have put into the job descriptions, this structure should work. If there are any specific arguments, the Commission is there to sort them out.
The right hon. Member for Saffron Walden (Sir Alan Haselhurst) made some points about the portfolio appointments, which I think were answered well by my hon. Friend the Member for Walsall South (Valerie Vaz). These four portfolio appointments will be busy ones and will make a big difference to the accountability and transparency of the House administration to Members of the House.
I think I have dealt with all the key points that were raised. The issue of getting items on the Order Paper relating to House business is slightly separate from our considerations, and I will not go down that route. I repeat my thanks to all members of the House of Commons Governance Committee, to all those Members who have contributed today, and to the House. I commend the report and the motion to the House.
Question put and agreed to.
Resolved,
That this House welcomes the report of the House of Commons Governance Committee; notes the priority it has given to agreeing a package of proposals which can both significantly improve the governance of the House and be capable of attracting support from Members on all sides of the House, in a timely manner and well before the House is dissolved; agrees to the recommendations in Chapters 6 and 7, with the proviso that, without changing the party balance of the Commission as proposed in the report, the recommendations relating to the composition of the Commission be implemented so as to allow the Chairs of both the new Finance Committee and the Administration Committee to be elected to these positions rather than appointed to them by the Commission; and encourages the appropriate bodies in both Houses of Parliament to address the Committee’s remaining conclusions and recommendations.