House of Lords: Governance

Debate between Lord Gardiner of Kimble and Lord Strathclyde

Wednesday 8th December 2021 Grand Committee

[The Senior Deputy Speaker (Lord Gardiner of Kimble)]

My Lords, looking round the Moses Room this afternoon, I see a galaxy of stars of Members—and not Members—who have a great history in this House. Therefore, while my notes say that I am very pleased to have this opportunity to open the debate, my expression should be rather stronger than that.

At the outset, I thought it would be helpful and useful to set out some of the details about this conundrum of the governance of the House—the beginning of an answer to the question that was asked several times during our debate on 25 October: who runs the House? I shall start with the officeholders in the House.

The Lord Speaker presides over proceedings in the Chamber, chairs the senior domestic committee—the House of Lords Commission—is the primary ambassador for the work of the House, has formal responsibility for the security of the Lords’ part of the Parliamentary Estate and is one of the three “key holders” of Westminster Hall. The Leader of the House, in addition to her ministerial responsibilities, has a wider task of upholding the rights and interests of the House as a whole. This gives her a particular role in the governance of the House, in addition to her membership of the commission.

I recognise the roles of noble Lords who make up the usual channels: the Leaders and Chief Whips of the main party groups and the Convenor of the Cross Benches. They all play a crucial role in the governance of the House through their various memberships of the House’s domestic committees and the arrangement of business. Finally, as Senior Deputy Speaker, I am deputy chair of the commission and chair of a number of the House’s domestic committees, and I exercise general supervision and control over private Bills and hybrid instruments. I also speak on and answer any Oral and Written Questions concerning the administration of the House, the work of the House of Lords Commission and the work of the committees I chair.

Moving on to those domestic committees, in July 2016, the House agreed to the implementation of proposals that were developed through an extensive governance review undertaken by the Leader’s Group on Governance, chaired by the noble Baroness, Lady Shephard of Northwold. This included the creation of a new senior committee, the House of Lords Commission, to provide high-level strategic and political direction for the House of Lords administration on behalf of the House and to monitor the performance of the administration. The commission engages on strategic matters such as restoration and renewal, the financial and business plans provided by the administration, security, allowances and the ongoing response to Covid-19. The commission is supported by three other committees: the Services Committee, the Finance Committee and the Audit Committee.

The Services Committee agrees day-to-day policy on Member-facing services, such as catering, digital, property and office services, and on the use of facilities. It provides advice to the commission on strategic policy decisions in relation to such services. For example, the Services Committee has been reviewing the House’s fire evacuation policy, our health and well-being policies, and the new travel office contract. The Finance Committee considers expenditure on services provided from the estimate for the House of Lords, and reports to the commission about forecast outturn and estimate and financial plans submitted by the management board, and monitors the financial performance of the House administration. The Audit Committee considers internal and external audit reports and the management responses to such reports, and provides advice to the Clerk of the Parliaments. The chairs of each of these committees sit on the commission.

Taken together, 31 noble Lords serve on these committees: officeholders, the usual channels and Back-Bench Members. We work together across the committees with the best intent to enable the House to flourish. That is the structure the House agreed following the governance review recommendation for what might be termed Member-led corporate governance.

I now turn to the official-led administration, which supports our work as Members. The House administration is led by the Clerk of the Parliaments. By statute, the Clerk of the Parliaments is appointed by Her Majesty by letters patent. He is the chief executive of the House of Lords and the chief procedural adviser to the House. The Clerk of the Parliaments is also specified in statute as the accounting officer and the corporate officer for the House, and the statutory employer of House of Lords staff. He is responsible for all aspects of the services provided by the administration for Members, the public and other interested parties. In discharging his duties, he is supported by a wide range of staff; in particular by the management board, which he chairs. The management board takes strategic and corporate decisions for the House administration within the policy framework set by the commission. The Clerk of the Parliaments and the management board lead the House administration with the objective to support and strengthen the work of the House of Lords. In this, they are guided by four values: inclusivity, professionalism, respect and responsibility.

While this is, to some extent, an answer to the question of who runs the House of Lords, I readily recognise that it hides a wealth of detail, not least the constant interactions between committee members, officeholders and Members from all around the House. But, as I have found in coming back to the House, in a sense, since May, it is not simple, sometimes, to put one’s finger on where decisions are to be made. It was, in part, in recognition of the complexity of our work, the importance of ensuring we meet the highest standards of good governance, and ensuring that the Member-led and official-led elements of our governance system worked in close partnership with one another for the benefit of the House, that the commission asked for an independent external management review to be carried out.

The report of the external management review, published earlier this year, made a broad range of recommendations. The majority focused on the internal management of the House administration. There are three recommendations that it would be particularly useful to cover here.

First, the report proposed that the commission be put on a statutory footing, with a separate legal entity to act as the employer of House staff. Essentially, this would remove from the Clerk of the Parliaments his current statutory responsibilities and place them with the commission. It would allow for clear lines of direction and delegation from the commission to the administration. It would be a radical and complex shift away from the current situation. The commission has treated this recommendation with caution; noble Lords may also have views on this matter.

Secondly, the EMR, as I will describe the review, recommended that the governance arrangements of the House, particularly the relationship between the commission and the Clerk of the Parliaments, be set out clearly in a governance statement to bring clarity to questions of who is accountable and responsible for what. The report of the noble Baroness, Lady Shephard, made similar recommendations. Work on putting this recommendation into effect is under way, and I anticipate the commission being able to make a statement in the spring.

Thirdly, the report recommended the appointment of a Chief Operating Officer. It is important not to underestimate the complexity, scope and range of services that are provided by the House of Lords administration. Much of it goes on behind the scenes, often in partnership with the House of Commons, and is visible to us only when something directly affects us. It is quite distinct from the procedural work that we see every day to support our proceedings.

The responsibility for overseeing and managing this work falls to the Clerk of the Parliaments as accounting officer and corporate officer of the House. With this in mind, the review highlighted a need for additional senior-level capacity in the administration’s management structure specifically to enhance the administration’s performance in relation to the work outside the Chamber and committees—broadly speaking, to support the Clerk of the Parliaments in his role as chief executive of the administration. A recruitment process for this post was undertaken earlier this year and an appointment made. Mr Andy Helliwell will join the administration on 3 January.

[Lord Strathclyde (Con)]

I am sorry to interrupt the Minister; I hope that it is in order.

I have here a briefing from the House of Lords Library on the organisation of the House of Lords administration, which is of course excellent. Nowhere does it mention Members, who ought not so much to be represented but to whom the administration needs to be accountable. Secondly, the appointment of the new—what is he?

[Lord Strathclyde]

Yes, him. Would the Minister say that he feels that, in the past few years, the clerks have been unable to fulfil the function that this new person will do? I think that the clerks have been admirable in the way they have carried out their duties. I did not mean to interrupt, and of course I will speak to this later, but I wanted to make that point before the Minister got any further.

[The Senior Deputy Speaker (Lord Gardiner of Kimble)]

It is fair to say that a considerable proportion of my speech opened with the Member-led governance of this House and its huge importance. My remarks relate to my understanding, which is about Member-led governance; I have then referred to the administration, which we rely on very closely.

All I can say is that we have identified that extra support is needed for the Clerk of the Parliaments. We have excellent people working for us, as I shall say with greater emphasis shortly, but the truth is that it is a very demanding job, as I outlined. The Clerk of the Parliaments’ responsibilities are extremely great. Therefore, the endorsed view was that there should be extra support, outside the Chamber and committee work, to help the Clerk of the Parliaments with the very considerable responsibilities that we have placed in one person.

This has been a brisk gallop around the essential aspects of our governance structure. It would be remiss of me, as the noble Lord, Lord Strathclyde, said, not to highlight the excellent work of the administration and of Members, both individually and collectively, for the good of the House. The work of our committees, communications, outreach, digital, heritage and conservation, maintenance, catering, security and more is all supported and enabled by good governance.

While I may not be able to answer in detail the many points that will be made in today’s consideration, or debate—whatever we wish to call it—I assure your Lordships that I shall listen carefully. If I am permitted to say so, I know that a number of other people are listening carefully, both here and outside the Moses Room. I very much look forward to hearing what noble Lords have to say. It is the case that my door is proverbially always open, as is that of the Clerk of the Parliaments. The Lord Speaker intends to hold a series of townhall meetings, at which I will be present with the Clerk of the Parliaments, the chair of the Services Committee and those of other committees, as appropriate, to ensure that all noble Lords feel that their voice is heard.

We all accept that the effective, responsible and professional governance of our House is essential, as is noble Lords having confidence in it. To me, in my role, that is of huge importance and significance. The whole purpose of good governance is to support and strengthen the House in the delivery of its vital constitutional role. All of us with a position in the governance structures I have described take our roles very seriously, and at all times we seek to work as a team to discharge our responsibilities for the benefit of the House, its Members, its staff and, importantly, the public we all serve. I beg to move.