Public Office (Accountability) Bill (Second sitting)

Joe Powell Excerpts

Thursday 27th November 2025 Public Bill Committees

[Dr Mullan]

Q I am the shadow Minister. Could you begin by telling us, given your experience of what happened at Grenfell and the investigations that followed, the key things that you think the Bill needs to address?

Edward Daffarn: Ordinarily, I find it much easier to respond to questions, but in this instance I made some notes that I would like to try to communicate to you. It could go wrong and I might have to ask you to ask me questions.

The thing with Grenfell is that it is so complicated. There are so many tributaries and so many issues. I have spent a little bit of time trying to relate what happened to us at Grenfell to the Bill. I have broken it down into three parts. The first part is an introduction explaining why the Bill is so important and why it is relevant to Grenfell. A lot of the relevance to Grenfell is also relevant to all the other public inquiries and investigations that have taken place over the last 30 years—on Hillsborough, infected blood, the Manchester Arena. There are so many similarities, but I would like to spend three or four moments on each.

The second part is about the need for culture change within organisations, and how the Bill can assist that. The third part that I wanted to address is how the Bill can assist in getting to the truth in public inquiries. Please bear with me; if things go wrong I will let you know and ask you to ask me questions.

At the heart of what I believe is that we need this Act to be implemented without delay and not to be watered down. There is a statement by Bishop James Jones: “The patronising disposition of unaccountable power”. That was the title of his Hillsborough report. Those words are so powerful. They sum up exactly what our position was as bereaved people and as survivors after the Grenfell Tower fire—not only after the fire but in the way we had been treated beforehand. It was this total powerlessness against forces that we had no control over. I truly believe that this Bill can act almost as a silver bullet that could change all that. I will go into some of the reasons in a minute.

I want to talk a little bit about our public inquiry. At the beginning of the inquiry, Richard Millett, who at the time was a QC, asked all of the corporate core participants to take responsibility, tell the truth and help us to get to what we needed to know. At the end of the public inquiry, he said that the “merry-go-round of buck-passing” still played and that the melody was still being heard. That was after nearly five years of a public inquiry—the truth was not being heard.

In their closing statements to the public inquiry, the core participants gave evidence for two-and-a-half days. Again, Richard Millet stated that if everything the core participants said was true, not a single person was to blame for the Grenfell Tower fire. Imagine sitting in and listening to that evidence over all those years and then, at the end of it, not a single person had taken responsibility for what had happened to us. The inquiry concluded that the core participants were guilty of “systematic dishonesty”, which led to the totally avoidable deaths of 72 people. We need to use this Bill to make sure that nothing like that can ever happen again.

Grenfell United attended an inquest family day and left understanding that the families wanted three things. They want to stop public officers from lying and covering up when things go wrong. They want a duty to proactively assist and disclose information to public inquiries. They also want parity of arms—true proportionality in representation in terms of legal aid in front of public inquiries.

How would the Bill address those changes? Obviously, there is the duty of candour, transparency and frankness, a duty to go further than not telling lies, but to proactively assist in getting to the truth in public inquiries, and to change the culture of public authorities and the public officers within those authorities to instil a code of conduct, ethics and values. That is my first part—that is how I would like us to understand why the Bill is so important.

I want to talk a little about changing the culture inside these organisations. Again, I go back to what Bishop James Jones said: we need to dismantle the patronising disposition of unaccountable power that these organisations feel entitled to exhibit. The Royal Borough of Kensington and Chelsea’s tenant management organisation, which was our landlord, behaved like a mini mafia. It was a non-functioning organisation that bullied and intimidated residents. Anyone who put their head above the parapet was targeted.

The Royal Borough of Kensington and Chelsea, whose duty it was to monitor and ensure that the TMO behaved in a proper way, failed completely in its duty to do that. As a result, as residents, as leaseholders, we were not treated with respect, and we were not treated with dignity. It is interesting to think about those words—respect and dignity—alongside the duty of candour. People need to be treated in that way.

Along with the duty of public authorities, and public officers, to tell the truth, and on candour, transparency and frankness, we also need to look very carefully at their duty to instil a code of conduct and ethics, which must be signed up to by the organisations. I am a social worker. Every year, I have to renew my commitment to our code of conduct and ethics. When I was engaging with the Royal Borough of Kensington and Chelsea and its officers and councillors, I was amazed at their complete lack of understanding of their role as public servants. As a social worker, if someone does not want to work with me, I have to find it inside myself to provide exactly the same service to them as to someone who does want to work with me. There can be no discrimination. At the Royal Borough of Kensington and Chelsea, if we challenged them in any way, they would come after us, as individuals.

I used to feel that as a lowly social worker I understood my role as a public servant; the leader of the council at the Royal Borough of Kensington and Chelsea had no idea about those responsibilities. It is really important that, as part of this Bill, we instil a code of conduct and ethics that is meaningful, published and promoted, that is part of training, yearly appraisals and interview processes, and that is, possibly, monitored by the public advocate as well, to make sure that we try, somehow, to change the culture inside these organisations. It is not a silver bullet, because social workers have values and ethics, and things go wrong in social work. Ofsted has values and ethics and, as we heard previously, things go very wrong in Ofsted. It is not a silver bullet, but it is really important.

In terms of criminal sanctions, there must be some bite behind these duties. The other thing with criminal sanctions is that cover-ups normally happen from the top down and not from the bottom up. If junior members of staff are being bullied by senior staff members to tell lies and take part in a cover-up, a criminal sanction would allow them to refer to their legal obligations not to commit a criminal offence. It would give them a way out of that.

In the Grenfell Tower disaster, there were eight public bodies and 27 commercial organisations. We need to make sure that those commercial organisations, which were carrying out a public function, are also responsible for duty, candour and transparency, and that they also have to sign up to the code of ethics and values. We must ensure that they behave in the same way that the public authorities have to behave.

Finally, I want to turn to how the Bill can assist in public inquiries. I briefly mentioned the

“merry-go-round of buck-passing”—

which was still turning: after all the evidence was given by the core participants, there was no one to blame for the fire. As bereaved and survivors, many of us attended the public inquiry and sat through months and months of this evidence. Very naively, I think we always believed that the public inquiry was the one thing that would give us the truth and allow us to leave with an understanding of why 72 people died. I always thought, “Well, these people will come and the truth will give us what we want, and it will set them free.” There were probably 200 witnesses who appeared at the public inquiry, and I can count on the fingers of one hand how many turned up and gave evidence from their heart.

I sent some evidence to you—a seven-minute tape from the public inquiry, put together by Forensic Architecture, of public officials basically just saying, “I can’t remember. I can’t recall.” We had Robert Black, who was the chief executive of the TMO, responding to a question from Richard Millett, the QC of the public inquiry, by saying, “Pass”—like he was on “Mastermind”, like this was some sort of quiz that he could take part in or not take part in. I am sure you have seen Eric Pickles. Towards the end of the public inquiry, he advised Richard Millett that he should use his time very wisely, because Lord Pickles had other, more important, things to do with his time that day.

That is the kind of contempt and disrespect that we were treated with during the public inquiry, and I truly believe that the Bill forces public authorities to go beyond just telling the truth in public inquiries and that it forces them to provide more in-depth information. I think it would be really helpful if public inquiries and public officials were invited at an early stage to provide position statements about their organisation. That would do one of three things. It would help to speed up the public inquiry process, it would reduce the pain and suffering of families, because the process would not take as long, and it would reduce the cost on the public purse. I thought quite hard about those things, and I hope that I have managed to communicate them in a way that was not too quick and that was understandable.

[Joe Powell (Kensington and Bayswater) (Lab)]

Q Thanks, Edward, for all the amazing pressure and advocacy that Grenfell United has done on these issues. It is incredibly powerful. I have two short questions. First, during the Grenfell inquiry, you had access to legal aid. Would you reflect on what having that parity meant for the inquiry? Secondly, we heard in an earlier evidence session about how these inquiries lead to change. What oversight and accountability, even if not introduced by this Bill, can help us to ensure that we get change from recommendations? Do you have any reflections on that?

Edward Daffarn: There were two things that I wanted to say, and you have asked me questions about them both. At Grenfell we were amazingly lucky. From day one we were provided with legal assistance, which meant we could go out and get solicitors and QCs to help to represent us. Within about 48 hours, I was giving evidence to the Metropolitan police as part of its murder inquiry, and I was able to have a solicitor with me. But it was important that the solicitors that we had were able to totally embed themselves into the case and really commit themselves to what happened. The solicitors we had were human rights lawyers, so they had an expertise and an understanding of some of the issues that were most important to us.

Part of the reason that this is so important is that I spoke with some of the Hillsborough families quite early on after Grenfell, and I heard from them that at the beginning of their journey towards justice and in the first public inquiry they had to go out—it makes me upset to talk about it—and raise their own money to pay for their own legal advice. I remember how we were after Grenfell. It was so upsetting just trying to deal with the trauma of the bereavement and leaving our homes and our communities. The idea that we would then have to go out and fund legal aid is just so cruel and heartless. This really needs to be part of the Bill, so that that happens in a fair, transparent and equal way for people.

On the second part of the question that I would like to answer, there is a gaping hole in justice for people and victims that experience these kinds of disasters. There is a lack of a national oversight mechanism. I know it will probably not fit into this Bill, but we talked with Angela Rayner when she was shadow Secretary of State and when she was Secretary of State, and she informed us that we were pushing at an open door in terms of having a national oversight mechanism—an independent body that follows up on the recommendations made in public inquiries.

The Grenfell Tower public inquiry cost £171 million. It is the families, eight and a half years afterwards, who are having to try and hold the Government to account to implement those recommendations; and it is not just us. In every inquiry, the recommendations seem to be buried. It seems to be left to the families to chase them up, and there is no way that that can be right. At some point we need to address that. For me, if the Hillsborough law is what we have got in front of us today, a Grenfell law could be a national oversight mechanism that would ensure that no family ever has to go through what we have had to go through in the last eight and a half years to try and hold the Government to account.

[The Chair]

I am afraid this will be the last question, because we have only a couple of minutes left, regrettably.

--- Later in debate ---

[Tessa Munt]

Q It is nice to hear you, Cindy.

You referred to the families and an awful lot of individuals who considered that they were really looking forward to you being part of their solutions. Might I ask you to consider something? You were talking about language. I think that what will happen is that every different organisation will create its own code of ethics and own interpretation of the duty of candour. Is there perhaps a place for the Government, or for you and the Government, to work together to make a single version?

I suspect that the public, out there in the real world, will interpret the code of ethics and the duty of candour in a particular way, and will use ordinary language. They will know when it is right and what it is saying, but we might be in terrible danger of local authorities—some of them doing one thing; some of them doing another—and different people interpreting the rules in a particular way.

I recognise the difficulties with Nolan. They have been with us for 30 years, but clearly the Nolan principles have not worked. Is there a possibility of a single framework within which everyone understands what everyone is up to? I say that particularly because in earlier evidence from the chief constable, when he was questioned about various aspects, he thought that it was a brilliant question for other authorities, but not for his.

Cindy Butts: Thank you for that interesting question. The duty will cover hundreds—thousands, probably—of bodies, all with very different roles and remits, so having one coherent framework might be difficult, because each and every one of them needs something that is right for them and that fits the context of the way in which they work and their objectives. That said, there is value in thinking about some overarching principles that certainly ought to apply to how each organisation develops its bespoke framework. First and foremost, however, it must fit in with an overarching set of principles.

That question also points to the issue I raised before, which is about ensuring that victims and survivors are involved in the implementation. I think that they can play a crucial role in ensuring that organisations have a framework that is fit for purpose and that is informed by their lived experience. That would be how I look at it.

[Joe Powell]

Q To go back to your point about coherence, it would be helpful to hear how you foresee your role working with the additional support that will come through this law. Help us understand how it fits together. What does the coherence you might feel is not quite there at the moment look like?

Cindy Butts: I hope that the inclusion of the IPA in law means that organisations understand the IPA’s role of supporting victims, survivors and bereaved families in accessing information and advocating for them for truth—for truth telling. I hope that it is clear that the responsibility of the IPA is to help them to achieve exactly that.

[Seamus Logan]

Q We have not met before, but may I call you Cindy?

Cindy Butts: Yes, please do.

--- Later in debate ---

[Tessa Munt]

Q My caveat would be that it is not just the state per se; we have heard that there are any number of private organisations that act appallingly—whistleblowers come forward, and we need to catch that in the scope.

Steve Rotheram: I obviously support any whistleblowing protections. Certainly, if there is any enhancement, it should be a requirement for consultation with trade unions when we develop better codes of ethical conduct. There is definitely stuff we can do on that.

We need to empower public servants to foster a culture of candour, and that is why the Bill is so important. Thanks very much, Tessa; I remember you and others, too—it was quite a moment in Parliament. Do not forget that those people have been fighting since we left to get something like this on the statute book. The weight of responsibility on all of you on this Committee is enormous, and I know that you will do well by the families and those campaigners.

Andy Burnham: No pressure.

[Joe Powell]

Q We heard earlier today about the failure of a local authority: the Royal Borough of Kensington and Chelsea in the Grenfell case. In the brief time that we have, I am interested in how you will both seek to enforce this, if it is on the statute book, in your combined authorities and the local authorities under you, or those that you work collectively with. Do you need anything else included in the Bill? Do you have thoughts already about how you will set up enforcement and monitoring to make sure that it drives the culture change that Steve just talked about?

Andy Burnham: We want to see a change, as advocated by Hillsborough Law Now, with respect to command responsibility, so that the responsibility is not just corporate but individual. Obviously, the Hillsborough story is the failure to go that last bit of the journey towards individual accountability, which I think bedevils the British state still. In all the examples—Grenfell being a primary one, as well as Hillsborough and the Post Office scandal—where is the individual accountability? We would very much endorse what was said to you by Hillsborough Law Now. It is not about a chief executive or chief constable not knowing what is going on underneath; when there is a corporate cover-up, there has to be some individual accountability for that.

It pains Steve and me that we were never able to achieve that in the Hillsborough example. With the Taylor report, the reason the trial of the criminal cover-up collapsed was because those officers gave their false police statements to Taylor, and Taylor was not an inquiry covered by the oath. That is why the courts said that their evidence could not be admitted, and therefore they were allowed to lie and faced no accountability. We would both say that the command responsibility is really important here. We need to start holding people individually to account for the appalling things they subject people to on occasions.

Steve Rotheram: It needs to be strengthened, that’s for sure. That is to ensure that chief officers, chief executives or chief constables—whoever they might be—are personally accountable for crimes. If the Bill ensures that the responsibility sits with those at the top, and those best-placed to effect change, I am fairly certain that they will not want to be that person who is held responsible, and therefore they will change the culture within those organisations.

[Ian Byrne]

I won’t mention the football, Steve.

Andy Burnham: Please do. Let’s use our last six minutes on it.