Report of the Iraq Inquiry — House of Commons, 2016-07-14
Topic: International Affairs
John Charles Baron (Conservative, Centre-right): I thank the hon. Lady for what she has said. I am sure that it will be taken on board by all concerned I am conscious that time is pressing on, Mr Speaker, so I shall try to wrap up my speech in the next few minutes; I know that many other Members want to speak The second important lesson that I think we should learn from Iraq is that we need a properly functioning, properly funded and well-sited foreign policy apparatus. There is no doubt that Iraq revealed clear deficiencies in that apparatus, and subsequent interventions suggest that, in large part, we have still not put them right. Helmand is one example. While most of us supported the initial invasion, or rather intervention, in Afghanistan to get rid of al-Qaeda, we made a massive mistake in allowing that mission—a mission that was wholly under-resourced—to morph into one of nation building. In Libya, we did not understand events on the ground: we could not believe that once we had knocked the door down, which was the easy part, we would lay open all the tribal rivalries As for Syria in 2013, there was a suggestion we would be arming the rebels, not realising that lurking in the shadows was ISIL-Daesh and how that would eventually play out. There was a clear deficit of strategic analysis, with a loss of expertise at all levels of the machinery of foreign policy. That is a problem particularly felt within the FCO. In this country, we have quite a narrow pyramid in foreign policy making. In the States, it is much more open and diverse; there are lobbyists and political analysts, and the politicians and experts can buy into and influence the system. In this country, it is much more narrowly defined; it is the preserve of the select few, and the FCO is part of the few, which is why it must be firing on all cylinders, but it has not been doing so That is why we need proper funding of the FCO. Its budget has been continually eroded, with a hollowing out of expertise and staff. Traditional skills like languages and knowledge of events on the ground and of peoples and places have all been downgraded, as illustrated by the closure of the in-house language school and the gutting of the venerable library How did we get to the point that when Russia intervened in Ukraine we did not have one Crimean expert in the FCO? How is it that when the Arab uprising took place we had so few Arabists that we were calling them out of retirement? How is it that we have a DFID budget 10 times the budget of the FCO? This does not serve us well. We need to increase the budget and have long-term investment to make sure we are as well-sighted as we can be, which is not the case at the moment. There is a continual pressure on the FCO budget, and we need to put that right It is no surprise that Parliament—the legislature—has raised the bar with regard to interventions. It expects to be consulted. That is one of the positive developments from the Iraq intervention. The rationale is straightforward: if we believe there is a loss of expertise at the heart of our foreign policy apparatus and if there is a lack of trust not just because of Iraq, but because of Helmand, Libya and Syria, the bar needs to be raised, but this is not a healthy position in the longer term. In this increasingly challenging international environment, we need a knowledgeable Executive to be firing on all cylinders. A well-informed and resourced FCO is essential to that, both to act as a better counterweight to the impulses of No. 10 and possibly to help us avoid costly errors and conflicts in the future. There must be within the system a readiness to speak truth to power, and I am not sure we are quite there yet, but that is one of the key lessons from Iraq The UK and the west face enormous geopolitical challenges. The world’s population will rise to 9 billion by 2050, with changing distribution—which is particularly of relevance to Africa—and urbanisation and the consequent strain on natural resources. Today, 1 billion people lack access to sufficient potable water, and by 2050 three-quarters of the world’s population could face water scarcity. A whole array of security and environmental challenges is caused by economic and political uncertainty. In today’s global information world, success will depend not only on who prevails by force but on who wins the story One of the lessons from the Iraq failure is that it is symptomatic of a wider malaise: the deficiency of strategic analysis at the core of our foreign policy apparatus. The greatest challenge for policy makers is to ensure we embrace flexibility and foresight. This is perhaps diplomacy’s greatest challenge. We must restore our foreign policy and defence capabilities, otherwise the country risks being left behind. This is happening at a time when the international community is failing to produce co-ordinated responses to many of the challenges facing mankind, including poverty, organised crime, conflict, disease, hunger and inequalities We must have a properly resourced and respected foreign policy apparatus and investment in soft power and old friendships and strong defence, because diplomacy and soft power cannot succeed by themselves. We must have this proper funding in place for our FCO, because if we are not well-sighted, the next intervention challenge— there will be more—might not be as local in its ramifications as these past errors have been. The costs of getting it wrong might be much greater next time.