Bullying and Harassment of MPs’ Parliamentary Staff

Debate between Valerie Vaz and Jamie Stone

Wednesday 17th July 2019 Commons Chamber

[Valerie Vaz (Walsall South) (Lab)]

I thank the Leader of the House for opening this debate, and I, too, want to start by thanking Gemma White QC for all the time she has put into talking to Members and Members’ staff. As she said in her report, she spoke to 220 out of 3,200 people—Members’ staff. I will look at her report in detail, but I first want to mention Carl Sargeant. Perhaps we should pause for a moment to think about the stresses that resulted in him taking his own life; I am sure there are lessons to be learned from the inquest, although it had a narrow remit and did not look at everything. We must be aware of the stresses and strains people are under and the effect of accusations on them.

Gemma White outlined the testimony in an extremely accessible way in what is an accessible report, but it does not make for pleasant reading. It must have been very debilitating to have had to go through those experiences, and I say sorry to those who had a terrible experience. However, the White report also says that staff took time to relate their positive experiences, as the Leader of the House said, and at paragraph 26 it says that Members wished to share their experiences as employers and also expressed concern about current levels of support for them and their staff. But the ICGS is in place and any system requires refinement. Paragraph 118 cites the Alison Stanley report’s finding that the experience of first users of the ICGS has been mixed, with much of the input being negative. Gemma White said that she shared that view.

Alison Stanley reviewed the first six months of the operation of the ICGS and her report was published on 12 June. I want to pull out some of its recommendations, because it is important going forward that we look at them. She suggested creating a fully resourced bicameral ICGS team with the requisite skills and experience to ensure effective implementation and streamlined operation; it is important that both Houses are able to access this excellent team. She also suggested proactively using the behaviour code to improve ways of working in teams, for example as part of the wider cultural work being led by Julie Harding, the new independent director of cultural transformation here in the House.

The Stanley report said also that the solid start of the training programme should be built on, ensuring that the principle of the equal importance of training for all members of the parliamentary community is addressed. It is compulsory for House staff to go on the training, and I think it should be compulsory for all of us. I think the Leader of the House has already been on the training or is about to go on it, and I have been on it. It is not a very onerous task, although not many people have signed up to it, as mentioned in the White report. The training is in groups of 12, and it might be difficult for the trainers to provide the training in one whole day. I know that it has been changed to two sessions, so I wonder whether later on when Parliament is sitting we could look at having a training session specifically for Members and Members’ staff, perhaps in a Committee Room, and have that rolled out over a long time so that we ensure that everybody takes part.

The Leader of the House was right to pull out Gemma White’s recommendation that there should be fair recruitment and that the management of staff with disabilities should be specifically covered in future training. I would add that that should also apply to visible minorities. Parliament needs to become a more diverse place. We know that the Bank of England has undertaken unconscious bias training, and it may be available here. A really good report has been produced about this place entitled “Stand in my shoes: race and culture in Parliament”, and it is available on the intranet. I certainly know that people sometimes feel uncomfortable about being around people from ethnic minorities and certainly they do not want to take instructions from us, because we are in an unusual position. A bit of training along those lines might be useful.

On page 47 of her report, Gemma White refers to a “collective centralised solution”. In paragraph 166, she talks about having a body that she calls an “HR department” to support both Members and Members’ staff. In setting up such a department, it would be vital to ensure that staff felt that they had access to their own HR advice, which might be different from the HR advice given to Members.

[Jamie Stone (Caithness, Sutherland and Easter Ross) (LD)]

Representing my party in the Chamber today, I wish to associate my party entirely with the thrust of what is being said. I have yet to do the training course, but I will be doing it in the early autumn. I was a Member of the Scottish Parliament for a number of years, and I believe that the hon. Member for West Aberdeenshire and Kincardine (Andrew Bowie) would agree with me when I say that the Scottish Parliament has made some good moves in this direction. May I ask two things of the Government and perhaps of all of us? First, can we look at what the Scottish Parliament has done in this regard? Also, as we develop best practice, can we share it with the devolved Administrations across the UK? Bullying and sexual harassment are no respecters of national or political boundaries, and if we can get a good policy, it should be for all of us, wherever we are in the UK.

[Valerie Vaz]

I thank the hon. Gentleman for his contribution. There is a lot to be learned from different organisations, including the Scottish Parliament, the Welsh Government, the BBC and the Bank of England. There are a number of public service bodies that may have gone through this process, and we can look at this again.

The White report talks about an HR department, and I want to dwell on this slightly. She talks about a regulatory role in terms of documentation and of support. I believe that as the department is being set up, we need to look at separating those two functions, possibly within the same Department. It is a matter for the Commission to direct the House authorities to get the HR director in place first, and the HR director would then get his or her own staff, but it would be useful to ensure that there was no crossover between those two functions.

I know that hon. Members will have read the report and seen the helpful diagram on the last page, page 55, in which Gemma White talks about “Who”, “What” and “By when”. This gives us a useful timetable. The Commission has already issued a statement and indicated that it will set in train her recommendations. It has already started the consultation on those recommendations, but will the Leader of the House set out a timetable for the consultation and possible implementation of the proposed changes? As he said, we have lots of reports, and I hope that all the threads of those reports will be pulled together. I know, because I have had contact with them, that we have a dedicated and hard-working team currently working on the ICGS, and I have every confidence that Parliament will be an exemplary environment that is both inclusive and supportive.

Could I ask the Leader of the House how we will measure this cultural change, and what steps for immediate action the Government will take to promote these new policies? As many hon. and right hon. Members know, we have dedicated staff who are committed to democracy and public service, and I know that the House staff and our own staff do, and will, serve us well as we serve the public with the highest commitment to democracy in this extremely interesting and challenging time.