Cabinet Office: Constitution Committee Report

Lord Taylor of Holbeach Excerpts

Tuesday 6th July 2010 Lords Chamber

[Lord Taylor of Holbeach]

My Lords, I thank my noble friend Lord Goodlad for securing the debate and for his typically cogent introduction of it. Tributes have rightly been paid to him for his chairmanship of the House’s Constitution Committee and we will miss him in that role.

This is an important topic which is even more relevant to the current scene than might have been envisaged by all those who took part in the Constitution Committee’s deliberations in the summer of last year. This is reflected in the contributions of all noble Lords who have participated in the debate, which, as might have been expected, has been of an exceptionally high quality. The depth of experience that the House possesses when investigating such an issue is an invaluable attribute of the Chamber.

I thank my noble friend for having chaired the committee. Together, he and his committee have produced a report which has made an important contribution to the debate on the complex role of the Cabinet Office and the centre of government. The report sets out clear recommendations that need to be addressed to ensure that the Cabinet Office’s position and its role at the centre of government are evidenced and fortified.

I remind your Lordships, however, that the basis of the committee’s report goes back to a previous time—almost to a distant age—and, while I thank the noble Lord, Lord Brett, for his welcome, I was not surprised that he seemed as enthusiastic as I am to look to the future. He was right to note the way in which the creation of the coalition has changed things.

I hope that the noble and learned Lord, Lord Goldsmith, will forgive me if I do not pursue the insight and analysis of the eclipse of the Lord Chancellor’s role and the lack of information on the matter made available to the committee. I say to the noble Lord, Lord Pannick, that I realise there are lessons to be learnt from this episode. However, I give the noble and learned Lord, Lord Goldsmith, my assurance that I am committed to openness and accountability in government, and I see openness and accountability to this House and its committees as part of that commitment.

When the nature and shape of government was somewhat different from today, the Government in their response noted that there was a need for the centre of government to react quickly and flexibly to new challenges. It is right to accept, as did the noble Lord, Lord Rodgers of Quarry Bank, that there needs to be a mechanism within government to cope with change. The noble Lord asked me a large number of questions and I hope that he will forgive me if I go through some of them and write to him about those I do not answer. It is important that we use this debate to analyse the current structure and to recognise the role of the Deputy Prime Minister in leading political and constitutional reform.

The Minister for the Cabinet Office deals with efficiency across government; the Minister for Government Policy sets policy objectives and milestones for government departments. The Minister for political reform is working very closely with the Deputy Prime Minister, and the Minister for Civil Society seeks to place the role of community in government—in other words, the big society agenda. If the noble Lord had been in his place, he would have been able to hear the noble Baroness, Lady Warsi, the Minister without Portfolio, responding on behalf of the Government to a debate on this very issue. I assure noble Lords that her role, particularly in connection with children, families and diversity across Parliament, is seen as very important, and I expect that they will find her at this Dispatch Box answering for the Government on a number of issues in future. I hope that the noble Lord will accept those assurances.

Since the last general election, the new coalition has continued to make necessary changes to the centre of government to rise to the challenges that face it and at the same time to strengthen the accountability and transparency of all Ministers and government departments to the citizens of the country. As found by the report, despite the role of the Cabinet Office evolving and changing constantly, the same three core functions remain at the heart of its work. They are: to support the Prime Minister; to support the Cabinet; and to strengthen the Civil Service. These core functions are not exclusive to any one group within the Cabinet Office. Not for the first time, I learnt much from the contribution of my noble friend Lord Norton of Louth. He rightly pointed out the potential for tension that can exist within government. I hope that what I have to say satisfies his desire to learn how the Cabinet Office views its role within a coalition Government. Similar views were expressed by the noble Lords, Lord Butler and Lord Bichard, who sought a small, uncluttered and powerful Cabinet Office, while the noble Baroness, Lady Quin, and the noble Lord, Lord Maclennan of Rogart, pointed to the danger of power being too concentrated. I hope that the noble Baroness will be reassured by the update that I provide.

The Prime Minister’s office is directly responsible for supporting the Prime Minister on a day-to-day basis, but this is not done in isolation. It is fully supported in this role by a number of other groups within the Cabinet Office as well as more widely across government. The Prime Minister’s office is further strengthened by the inclusion of a dedicated Permanent Secretary whose role complements that of Sir Gus O’Donnell, the Cabinet Secretary. The transparency and accountability mechanisms for these roles, which the noble Lord and his committee recognised as needing to be strengthened and formalised, are key areas of political reform specifically highlighted in this Government’s coalition agreement. It is accountability not just to Parliament but also to the electorate. This applies equally to the roles played by other Permanent Secretaries located in the Cabinet Office, of which there are currently six in addition to the two whom I have already mentioned. Much of their work is focused across government.

To increase the transparency of the centre’s role in policy-making, it is the coalition agreement’s pledge to introduce a public reading stage for Bills to give the public an opportunity to comment online on proposed legislation, and for these comments then to form the basis for debate by the scrutiny committees. These new routes of transparency and accountability will sit alongside established routes such as parliamentary Questions, Written and Oral. Along with departmental publications, fewer but higher-quality websites and Select Committees, they will enhance their work and allow greater involvement and influence on the part of the public.

The Cabinet Office’s flexibility has always allowed it to function as a unique department within government. The report describes the Cabinet Office as operating at times as an “incubator”—a department that can grow and nurture vital policy areas prior to bedding them out into a home department. In this new era of political reform, this unique practice will provide solid ground from which policy areas can flourish. The diverse skills, knowledge and expertise housed within the Cabinet Office allow it to morph and adapt quickly to include new objectives while maintaining its core functions.

The part played by the Cabinet Office in supporting negotiations following the general election is a good example of its flexibility and professionalism, which, coupled with the core values of the Civil Service—impartiality, integrity, objectivity and honesty—helped to deliver a coalition Government. That was referred to by the noble Lord, Lord Butler of Brockwell. The Civil Service fully recognises, however, that its role was one of helping the politicians who made the coalition a reality.

I can reassure the noble Lord that an intrinsic part of the UK Government is their focus on Cabinet with its ministerial and Cabinet committee system. This will continue under the coalition Government, where an effective Cabinet committee system will be critical to securing agreement across the coalition as well as across departments. The coalition Government have set out their aspirations and plans in the document, The Coalition: our Programme for Government. A new coalition committee has been set up to support the governance of the coalition. The committee provides a place to bring about resolution of any difficult coalition issues arising in these unprecedented times that are not resolved through the policy-focused Cabinet committees. I hope that my noble friend Lord Shaw of Northstead will be reassured to learn that the new guidance produced by the Cabinet Secretariat, headed by the Cabinet Secretary, reinforces the need for proper collective consideration of policy decisions and for the business of government to be taken forward in a timely and efficient way. The coalition is committed to there being focus and efficiency in government.

The Cabinet Secretariat chairs interdepartmental, official-level committees to provide rigorous scrutiny and discussion of policy issues prior to their being raised with the relevant Cabinet committee or, where further joint working is required, after a committee has discussed an issue. The officials’ committees are held primarily to monitor policy development, particularly in cross-departmental priority areas. They are well placed to monitor progress on departmental action points from previous meetings, to resolve interdepartmental disputes and to identify topics for future ministerial consideration.

Overall, under the coalition, ministerial responsibility and strategic direction in the Cabinet Office have increased to include the Deputy Prime Minister, with responsibility for political and constitutional reform. The very nature of the work to be led by the Deputy Prime Minister shows the flexibility of the Cabinet Office, as it has taken on policy responsibility for a wide range of political and constitutional reform. Some of that work might be described as “incubation” within the interpretation that I mentioned earlier. Examples include: introducing fixed-term parliaments; a referendum on the alternative vote system; power for the electorate to recall their Member of Parliament; reforming party funding; and heading the committee on House of Lords reform. His wider role as deputy to the Prime Minister and in leading one half of the coalition partnership brings with it oversight of the full range of government policy and a need to ensure strong processes between his office and the office of the Prime Minister. It might be concluded that the existence of a coalition Government reinforces the role of the Cabinet Office in supporting government cohesion and accountability.

The Minister for the Cabinet Office published in June this year a structural reform plan that sets out six key priorities: reform of the Civil Service; a reduction in the number of quangos; to reduce the cost of information and communications technology; to drive efficiency in government operations; to drive transparency in government; and to support the building of the big society.

The new Efficiency and Reform Group will, in the main, work to deliver the milestones identified against the priorities in that plan. This group has been formed by pulling together capabilities from the Cabinet Office and HM Treasury, such as the Office of Government Commerce and Office of the Government Chief Information Officer, to help deliver efficiency savings across government. The board of the group is jointly chaired by the Minister for the Cabinet Office and the Chief Secretary to the Treasury. I hope that it pleases the noble Lord, Lord Bichard, that I have read the Institute for Government’s report and agree that although it is not directly the subject of this debate, it is an important contribution to the consideration of the structure of government and the role of the Cabinet Office in particular.

The Efficiency and Reform Group is already leading much of the drive to deliver the £6 billion efficiency savings announced by the Chancellor of the Exchequer in May and is now developing longer-term approaches to improving the performance and efficiency across government.

I do not propose to discuss each of the six priorities of the structural reform plan in full, but I will highlight actions within two areas as examples. Under the auspices of the first of those six priorities, the Minister for the Cabinet Office will be focusing on improving accountability and governance across government. To further support good levels of accountability each government department will appoint at least one non-executive director to its main board. This community of non-executive directors will meet regularly under the leadership of the Government’s lead non-executive director who has recently been appointed. That appointee, a Member of this House, is the noble Lord, Lord Browne of Madingley. The noble Lord will work with Secretaries of State to appoint non-executive directors to their departments, and will work with the Minister for the Cabinet Office in overhauling how departmental boards are run and, thereby, improve governance across Whitehall.

The appointment of such non-executives will galvanise departmental boards as forums where political and official leadership are brought together to drive up performance. While these are roles within government they are also independent of government and their purpose is to assist in the implementation of policy using relevant experience from business. During these challenging times for our country, there is a great need for both the best of the business community and the best public servants to be involved. I am sure that the House will welcome the appointment of the noble Lord.

Turning to the second priority, reducing the number of public bodies, or quangos as they are often called, might be seen as exactly the opposite of incubation. Here the centre is co-ordinating a cull of functions that would then be removed from the portfolio of government-funded or government-sponsored activities or, where appropriate, taken back into departments. Those bodies that remained at arm’s length would find that new standards were being more rigorously enforced.

The Minister for the Cabinet Office who is also the Minister for government policy performs a new role in driving the Government’s structural reform agenda and providing a counterpart to the Chief Secretary to the Treasury as a key partnership in the management of the coalition. The role for such work is exemplified in the way that the Government are preparing for the next spending review. The spending review 2010 has already begun and all departments are fully engaged with the Treasury. However, the process has been enhanced to include more robust challenges to plans across the public sector at both ministerial and official levels. In this, Ministers based in the Cabinet Office and the Cabinet Secretary are taking key roles. The Government are committed to working collectively to make the decisions about how to reduce spending in a way that is in line with their values.

To lead this collective approach in government, the Prime Minister has appointed a committee of senior Cabinet Ministers—the Public Expenditure (PEX) Committee. Chaired by the Chancellor of the Exchequer and supported by the Chief Secretary, the PEX Committee will advise the Cabinet on the high-level decisions that will need to be taken in the spending review. Secondly, a spending challenge has been launched to engage all public servants in thinking about ways that public services are and, more importantly could be, delivered in different or better ways to make more effective use of the available resources.

The Minister for Civil Society is also located in the Cabinet Office with responsibility for co-ordinating government action in relation to social exclusion and the voluntary sector. The Cabinet Office is currently restructuring to align itself to the new priorities and provide a more strategic approach to its work while maintaining strong core services.

[Lord Brett]

I am grateful to the Minister for setting out more clearly than I understood the role of the noble Baroness, Lady Warsi, for whom I have great admiration. He may not have time to answer the question that I asked, which I am sure he will be writing to me about along with the other questions that I asked. But will there be an opportunity, through the usual channels, to question her about her portfolio on the big society, as we have had when previous Cabinet Ministers had responsibilities across departments? I hope that he will take that on board.

[Lord Taylor of Holbeach]

I understand the significance of the noble Lord’s question. I will ask the usual channels for an answer and let the noble Lord know. I am indeed running out of time and therefore the noble Lord was correct to prompt me.

I am grateful to all noble Lords who have spoken in this debate. I have not had a chance to answer all the questions. There will be many that I will need to write to noble Lords about and I will make sure that answers are copied to all noble Lords who have participated. It has been an encouraging debate about a well-considered report and I thank the noble Lord, Lord Goodlad, for securing it for us. It would be a foolish Government who did not study the report and listen to this debate.