House of Commons Governance
Debate between Jack Straw and Lord Hain(9 years, 3 months ago)
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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.
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 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.