Domestic Abuse Bill — House of Lords, 2021-02-10
Topic: Government Operations
Jeffrey Rooker (Labour, Centre-left): My Lords, I begin by congratulating both my noble friend Lord Hunt and the noble Baroness, Lady Bertin, on the way that they introduced this group of amendments. The examples that they gave to illustrate their points were horrendous by any stretch of the imagination My noble friend Lord Hunt’s point about the need for a cultural change is significant. I have looked at some of the figures that have been published; I do not wish to repeat them in detail, but the numbers of people involved are phenomenal. The noble Baroness, Lady Brinton, also gave a very stark example. I understand and accept that the role of the police has changed in recent years; I know in particular that it is taken incredibly seriously by the part of the police family which with I am familiar in the West Midlands I do not want to repeat what others have said, but my central point relates to the points made by the noble Baroness, Lady Bertin, regarding Amendment 167; I agree entirely with their thrust and indeed support them. She mentioned that the overall costs were thought to be something like £66 billion and that there was a need for funding—probably £600 million. The point I want to make is that in order to have a strategic government approach, you must break the Whitehall silos This takes me back. I am not going back to the good old days, but I can remember when, in 1997, along with many others, I entered government after decades in opposition. We made an attempt, over a range of issues, to try to work across Whitehall, and it is not easy to break the silos. It has to be driven by ministerial commitment; it has to be known that the Minister at the top—in fact, the Prime Minister really, when you come down to it—has a bang-on, full-hearted commitment to something because that can be used to drive from the top. In both my first and second departments, when I was still in the House of Commons —first MAFF and then DSS; two very different departments—I can remember occasions when bright and, I will say, youngish civil servants moved from the department to go to work at some of the cross-departmental units that had been set up. One reason was that they saw the benefit of working in those units in terms of their career and promotion prospects and an enhanced role in the Civil Service—they were committed to the issues; this is not in any way a criticism of the individuals concerned—simply because of the drive to get cross-departmental work going and to break the silos. I realise that over the years, more particularly towards the latter end of the Labour Government years, things fell by the wayside. It does not mean that it cannot be rebuilt I would encourage the noble Baroness, Lady Bertin, and others, and the Ministers as well, to learn from experience. You do not have to reinvent the wheel. There are people around with experience—there are of course ex-heads of the Civil Service in your Lordships’ House who would fully take on board the points that I am making. You have to build a strategy that crosses the silos and breaks them down. If you do not do that, it will not work. That is what will filter to the cross-departmental work and indeed the cross-agency work outside government at other levels My central message, based on my own experience where I can see how things have worked in the past and indeed how they have not worked—I have examples I could use where it has not been successful—is on this issue of the silos and the cross-departmental working in Whitehall. The effect on civil servants is absolutely fundamental to success. I hope that this can be taken on board. I know that the Home Office Ministers have been very receptive on a range of legislation recently, but this has to permeate right across Whitehall.