Valedictory Debate

Lord Hain Excerpts

Thursday 26th March 2015 Commons Chamber

[Mr Peter Hain (Neath) (Lab)]

Mr Speaker, having served for 24 years, may I commend your role as in my view the greatest reforming Speaker in memory, by making the Commons immensely more user and citizen-friendly, and especially for the way in which you have enhanced Back-Bench influence? I thank all the Commons staff, including our excellent Serjeant at Arms and especially the Doorkeepers, with whom I have had a specially close relationship since I invited them in to share a few bottles of wine—South African wine—in the Leader of the Commons’ office.

I thank my constituents in Neath and Neath constituency Labour party for their tremendous loyalty and support. I was a Pretoria boy, but I am proud to have become a Neath man. When I first arrived I was shown into a local primary school, Godre’r Graig school in the Swansea valley: “This is a very important person to meet you, class.” A little boy in the front row put up his hand and asked, “Do you play rugby for Neath?” Clearly, he had his priorities right.

I have been privileged and fortunate to have the very best friend anybody could have in Howard Davies of Seven Sisters, what he calls God’s own country, in the Dulais valley in Neath. I first met him in February 1990, a former miner who was lodge secretary at Blaenant colliery during the heart-rending year-long strike in 1984-85. My first agent and office manager, Howard has always been completely loyal and supportive, but privately frank and direct—priceless virtues which I commend to anyone in national politics.

Having come from a world of radical protest and activism, I never expected to be a Minister for 12 years. It began when Alastair Campbell unexpectedly called and said, “Tony wants to make an honest man of you.” Some former comrades on the left were disparaging, but my response was, “I’ve never been an all-or-nothing person. I’m an all-or-something person.” I am proud of many of the achievements of our last Labour Government, some of which I helped a little with, including bringing peace to Northern Ireland and devolution to Wales.

However, there was a tabloid columnist who described me as the “second most boring member of the Cabinet”. My right hon. Friend the Member for Edinburgh South West (Mr Darling), the former Chancellor, came top. At least that was more civil than the editor of Sunday Express at the height of the anti-apartheid struggle, when I led campaigns to disrupt whites-only South African rugby and cricket tours. He said: “It would be a mercy for humanity if this unpleasant little creep were to fall into a sewage tank. Up to his ankles. Head first.” That was nothing compared with the letter bomb I received, fortunately with a technical fault in it, or being put on trial for conspiracy at the Old Bailey for disrupting South African sports tours, or being charged with a bank theft that I knew nothing about, which was later discovered to have been set up by South African agents.

Despite serving as an MP and Cabinet Minister, and remaining a Privy Councillor, I have not changed my belief that progressive change comes only through a combination of extra-parliamentary and parliamentary action. We know that from the struggles of the Chartists, the suffragettes, the early trade unionists, anti-apartheid protesters, the Anti-Nazi League and Unite Against Fascism activists confronting groups such as the National Front and the British National party, and Greenpeace activists inspiring fights against climate change.

If I am asked for advice by young people, who often ask me, “Can you tell me how to have a career in politics?” I say, “It’s not about a career; it’s about a mission.” We should never be in it for ourselves, but for our values. For me, these are equality, social justice, equal opportunities, liberty and democracy in a society based on mutual care and mutual support, not the selfishness and greed now so sadly disfiguring Britain. These values underpinned the anti-apartheid struggle and brought me into the Labour party nearly 40 years ago, but nothing I was able to achieve as an MP or a Minister was possible without the support of my family—my wife Elizabeth Haywood, a rock to me, my wonderful sister Sally, her daughter Connie, my sons Sam and Jake, and their mum, my former wife Pat.

Above all, I am grateful to my mother Adelaine and my father Walter, for their values, courage, integrity, morality and principle. My mum when in jail on her own listened to black prisoners screaming in pain. My dad was banned and then deprived of his job. They did extraordinary things, but as Nelson Mandela said, “What counts in life is not the mere fact that we have lived. It is what difference we have made to the lives of others.”

After 50 years in politics some might say it is time to put my feet up, but I have been lucky to have the best father in the world, and he told me in the mid-1960s when I was a teenager living in apartheid South Africa, “If political change was easy, it would have happened a long time ago. Stick there for the long haul.” That is exactly what I will continue to do after leaving this House.

[Mr Speaker]

I thank the right hon. Gentleman.

House of Commons Governance

Lord Hain Excerpts

Thursday 22nd January 2015 Commons Chamber

[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.

--- Later in debate ---

[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]

With luck, this report will not be particularly uncomfortable to anybody, but it will involve major change—above all, for traditionalists, if there are such, in this House.

--- Later in debate ---

[Mr Straw]

I hope that is the case. Putting the non-executive members on to the Commission, with all their outside experience, should ensure that the input into a longer-term strategy is where it should be, which is ultimately with the Commission.

I want to conclude—

[Mr Hain]

I am really sorry—I do apologise—but my right hon. Friend did not respond on the timing of the advertisement, and I would like him to do that.

[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.

--- Later in debate ---

[Mr Hague]

We have had absolutely adequate information, Mr Speaker, and I now realise even more how serious these problems have been.

Equally important are the improvements to the governance structures recommended by the Committee. A striking feature of the evidence it took was a sense that the work of the Commission and the Management Board was somewhat disconnected, leading to problems with implementation of decisions and a lack of clarity over strategic direction. I warmly welcome the structural changes to the board and Commission, including overlapping membership, which should produce a more co-ordinated approach and a greater sense that the interests of all those who work in this place are fully represented and served as they should be. I am also pleased to see that the Committee had a keen eye on costs and tailored its recommendations in such a way that they may be cost-neutral within one year of implementation.

Once the House has agreed this motion today, as I hope it will, implementation should follow very quickly. All those involved now have to match the speed and dexterity with which the Committee has acted. It is clearly important that the Clerk of the House is appointed before the Dissolution of Parliament. The Government will play their full part to encourage that. We have provided time quickly for this motion today. I hope that will allow the Commission to meet next week and begin the process of recruiting the Clerk of the House, as well as that of taking forward the other recommendations.

[Mr Hain]

I very much agree with the Leader of the House on the need for the urgent appointment of the Clerk. Could he say something about the need for the speedy appointment of the new director general?

[Mr Hague]

That is important, too, although the right hon. Gentleman will know from reading the report that the recommendation of the Committee is that the Clerk should sit on the selection panel for the selection of the director general, so there is a sequence. That does not prevent us from starting the process of recruiting the director general, but it does mean that one has to come before the other.

[Mr Hain]

I understand that, but there is no reason why the post could not be advertised so that it is out there, the process is started and then a new Clerk can be on the selection panel to get it going.

[Mr Hague]

That is a very fair point. When the Commission meets next week, subject to the motion being approved by the House today, it will be able to consider such things and, indeed, to bear in mind the urgency stressed by the right hon. Gentleman and other Members.

We have already invited the two existing external members of the Management Board to attend Commission meetings as a first step. Indeed, they attended the Commission’s meeting on Monday, so that recommendation has already been provisionally implemented, as announced by the Commission in a written statement to the House yesterday. My right hon. Friend the Member for Caithness, Sutherland and Easter Ross (John Thurso), who speaks for the Commission, may wish to elaborate on that. It was the first in a series of periodic updates on process that the Commission has undertaken to make, which in itself was in direct response to one of the Committee’s recommendations.

I have already indicated to the House on an earlier occasion that the Government are working hard to find a way to make the minor legislative changes that are needed to alter the membership of the Commission in the way recommended by the Committee, and to do so quickly. I will make further announcements about that as soon as I can. We will also provide the necessary time requested by the right hon. Member for Blackburn for the House to consider before the Dissolution of Parliament the minor changes to Standing Orders that implementation will require.

--- Later in debate ---

[Ms Angela Eagle (Wallasey) (Lab)]

I rise to support the motion in the names of the Leader of the House and my right hon. Friend the Member for Blackburn (Mr Straw) and my own name, to adopt the recommendations of the House of Commons Governance Committee report. If we agree to it, we will begin to deliver a governance structure for this place that will finally be fit for purpose in our rapidly changing world.

Since the publication of the report on 16 December, I have advocated acting on its recommendations quickly. I therefore particularly welcome the speed with which the Leader of the House has acted to ensure that the report was debated today. Should the House endorse the Committee’s recommendations—I hope and believe that it will—it will be incumbent on the House of Commons Commission to act with similar speed. I therefore welcome your decision, Mr Speaker, to schedule a meeting of the Commission on Monday to decide on the next steps in the light of today’s debate. There is every sign that all parts of the House understand the need for speed of implementation. Since the beginning of this debate, everyone has focused on how we can best do that.

All of us are anxious for the House to endorse the report so that we can move quickly to the appointment of a new Clerk of the House, as well as to the commencement of the process to appoint the first director general. That process should at least start before the Dissolution at the end of March. We need to move speedily to appoint people to both posts, although one will unavoidably take slightly longer than the other.

[Mr Hain]

At the risk of sounding boringly repetitive, may I ask whether my hon. Friend sees any reason why the post of director general could not be advertised at the very least before the Dissolution?

[Ms Eagle]

I see absolutely no reason why not. I know that the Commission will, if the House passes the motion, have that issue on its agenda on Monday. I for one—I am not the only one—am anxious to get on with both appointments as speedily as possible.

[Dr Julian Lewis]

Does the hon. Lady agree that any advertisement should make it absolutely clear that the director general will have very considerable autonomy in the execution of their duties?

[Mr Hain]

And authority.

[Dr Lewis]

Indeed. That very considerable autonomy was emphasised by the right hon. Member for Blackburn (Mr Straw) in his report and his speech.

Select Committee on Governance of the House

Lord Hain Excerpts

Wednesday 10th September 2014 Commons Chamber

[Mr Peter Hain (Neath) (Lab)]

I very much echo the sentiments just expressed by the hon. Member for Harwich and North Essex (Mr Jenkin).

Change and modernisation in the House has always been problematic. I recall that as Leader of the House of Commons between 2003 and 2005, I tried to persuade the House to take its security seriously. The director general of MI5 and the police wanted a professional to be in charge of security, which was a nightmare, frankly. There was strong resistance to change—of the kind that we are now seeing in relation to splitting the roles of Clerk and chief executive—until events conspired to overtake those who were blocking change. Hon. Members may remember the Greenpeace activists scaling Big Ben, the flour bomb at Prime Minister’s questions and, of course, the huntsmen invading the Chamber itself. Only then did we move to appoint a full-time professional head of security, which nobody in their right mind would now question.

I believe that in future years nobody will question the separation of the functions of the Clerk and the chief executive, with two separate appointments. It will seem like the common sense that I believe it is now. At the moment, we have a part-time Clerk and a part-time chief executive, although I mean no disrespect at all to the holders of the post, with whom I have worked closely and whom I admire.

The Clerk’s onerous parliamentary duties occupy the majority of the working day, and involve managing all the immensely complex procedural issues that surround the legislative and other functions of the House. In my view, those duties can be carried out only with the experience and specialist knowledge of a Clerk, such as Sir Robert Rogers, and his able deputies. However, everybody who, like me, has had the privilege to be involved on the inside of the Commons knows full well that the chief executive duties inevitably have to fit around and take second priority to the primary procedural duty. That is the truth of the matter.

As the chief executive, the Clerk now has a splendid building under his charge—a UNESCO world heritage site that attracts well over 1 million visitors each year from all over the world—and oversees more than 1,750 staff, which is equivalent to a very large business, and has a budget of over £200 million. In addition, almost the same number of staff work for Members, bringing the total number of people on the precincts for whom the Clerk is responsible in his role as CEO to more than 3,500.

As the corporate officer of the House of Commons, the Clerk is required to enter into contracts on behalf of the House and to acquire and manage land and property. As the accounting officer, he has responsibilities for public finance, resource accounting and internal control, and he attends meetings of the House’s audit committees. He is responsible for good corporate governance, meeting social and environmental regulations, and retaining and motivating top-quality employees. He must have an awareness of complex employment law, fair remuneration and contracts. He must also introduce proper systems and controls for effective risk management.

Those are onerous duties in today’s litigious, closely regulated employment and administrative environment. I do not think that the skill set required to undertake those tasks in the modern age is necessarily compatible with the skill set required to be Clerk of the House. The question of which role would be superior is a red herring. Both would be answerable to the Speaker, who is the pre-eminent figure.

In summary, my experience as Leader of the House has convinced me that the two posts should be separated. The extra costs involved could perhaps be offset by questioning the continued employment of the director general of facilities. Finally, why should the Clerk have a superior salary to the Speaker or the Prime Minister?

--- Later in debate ---

[Sir Menzies Campbell]

Separation, if you like. If that happens, the next 18 months and indeed for a long time after, it is going to be enormously testing of every procedure of this House. The volume of legislation will be enormous, and the number of occasions on which the Speaker, and indeed the House—and Front Benchers too—will require expert advice will also be enormous. On that basis, I, at least, am surprised that when it came to this appointment, an acquaintance with parliamentary procedure was thought to be sufficient. In my view, a detailed knowledge of it is essential.

I have some sympathy with those who wish to divide the role into two, but I am concerned—more so than the right hon. Member for Neath (Mr Hain)—about the possibilities, indeed the problems, that might be created by two co-equals. What happens if there is a genuine dispute? Is the Speaker to be drawn in as some kind of arbiter? What will be the chain of responsibility? Who will answer to whom? That is why, when the right hon. Member for North West Hampshire (Sir George Young) was talking about a chief operating officer, I was rather disappointed that the idea was so readily dismissed in some parts of the House. I hope that the right hon. Member for Blackburn (Mr Straw) will give it serious consideration .

It should also be remembered that the Clerk of the House is a key part of the constitution of the United Kingdom. If that were not so, the appointment would not be made by the monarch.

[Mr Hain]

I entirely agree with what the right hon. and learned Gentleman has just said about the Clerk’s constitutional role. That is a matter of fact, and I am not suggesting that we challenge it. However, I also think that there should be a separate chief executive role. I do not see why there should not be two senior figures, who will behave as senior figures do, as in any other organisation. Finance directors may disagree with chief executives, but they find a solution, and we could expect the same from those who will take these two roles.

--- Later in debate ---

[Sir Oliver Heald (North East Hertfordshire) (Con)]

I support what has been said about the need for us to show support for the Chair and to be respectful of it. I must, however, pick a bone with the former Leader of the House, the right hon. Member for Neath (Mr Hain), who said that he had had no support for his modernisation measures. I remember standing at the Dispatch Box as shadow Leader of the House and being shoulder to shoulder with him on that issue. I got a right pasting for it. So he did get my support, but it was not always easy.

[Mr Hain]

I am grateful for it.

[Sir Oliver Heald]

Thank you.

It has been mentioned that the Clerk of the House has an important role as our adviser on the constitution, procedure and business. The role is important not only to us but to those in many other countries who consult our Clerk because he or she is the leading expert on those constitutional matters. As the right hon. and learned Member for North East Fife (Sir Menzies Campbell) said, we now face big issues relating to the operation of the devolution settlement, human rights and other matters, and we need authoritative advice to be given in a definitive way by someone with the standing of the Clerk of the House. The Clerk of the House is paid at the rate of a Lord Justice of Appeal—not a High Court judge—because he is in a comparable position of authority, or so it has always been thought.

I want to give the House two examples of the kind of advice that I have seen our Clerk give. For my sins, I sat on the Joint Committee on the draft House of Lords Reform Bill. We had experts, academics and all the top lawyers appearing before the Committee; everybody came to give evidence over a long period. When we read the report, however, we can see that the most authoritative witness was Sir Robert Rogers, the Clerk of the House. People disagreed about that issue, but no one disagreed that it was fantastic to see him giving evidence to us; he could point to the 1671 or the 1678 resolution of the House, for example, and express the matter in question in a simple, straightforward way.

Similarly, when I was serving on the Standards and Privileges Committee, we had to deal with the difficult issues arising from the Culture, Media and Sport Committee’s report on phone hacking. We had to decide whether there had been contempt of the House, and whether issues of privilege arose from that. It was the Clerk of the House who gave the most convincing and authoritative advice. Someone needs to be able to give such advice. A position of authority is required, and I would not want to see that position diminished.

I do not disagree with the point that we also need modern, efficient business practice here in the House. Sir Kevin Tebbit looked at that matter in 2007 and decided that a chief operating officer—a deputy Clerk with commercial experience from outside this place—was the answer. We need to look at all these questions. Can we split the role? Is there a case for a deputy with commercial experience? For once, I think it should be the House itself that does this. We should not bring in outside experts. We have had the Ibbs, Braithwaite and Tebbit reports; now let us do this ourselves. I support the motion.

Parliamentary Standards

Lord Hain Excerpts

Tuesday 8th April 2014 Commons Chamber

[Mr Lansley]

My hon. Friend is quite right to draw the House’s attention to paragraph 156, in which, contrary to the impression that might have been received, the Parliamentary Commissioner for Standards said that the Committee might not reach the same view as her on what she described as a “finely balanced” issue. I encourage Members, the press and others more widely to read the whole report. Only by reading the Commissioner’s report, the appendices and the Committee’s report does one gain a balanced view.

[Mr Peter Hain (Neath) (Lab)]

As a former Leader of the House of Commons, I yield to no one in wanting to protect parliamentary privilege and the independence of the House from external interference, but the truth is that the public think there is one rule for them and another for us. That is an intolerable position for us to find ourselves in, and we have to do something about it. There must be a solution that protects parliamentary privilege and the continuing integrity of the work of the Standards Committee while allowing external regulation of this sort of complaint. Otherwise, frankly, we are not going to be in a credible position.

[Mr Lansley]

The right hon. Gentleman will understand that, while it is clear from past court cases that the expenses system does not constitute parliamentary proceedings, and that parliamentary privilege does not extend to them, other aspects of the regulation of Members’ conduct clearly do. An important practical consideration is that, if the Parliamentary Commissioner for Standards did not report to the Standards Committee as a Select Committee of the House and was instead established as an entirely separate and independent entity, parliamentary privilege would not extend to her investigations. That would make it much more difficult to proceed with those investigations and to get them completed, because they would be subject to legal and procedural challenge. The Commissioner has the power to undertake all the investigations required.