The Bench Report

UK Parliament: Select Committees - The Evolution of Core Tasks

• The Bench Report • Season 2 • Episode 12

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This episode looks at how the essential jobs, or "core tasks," of UK House of Commons select committees have changed over time. First set in 2002 to make committee work more organised and accountable, these tasks were updated in 2012 to match growing demands and add new areas like "Strategy" and "Public Engagement". More recent proposals, like in 2019 and 2024, have focused on not just what committees should do, but how they should do it, including better engagement and scrutinising the government's "National Strategy".

Key Takeaways

  • Select committees first adopted a set of ten core tasks in 2002 to make their scrutiny more methodical.
  • The tasks were revised in 2012 to reflect increased workload and changing priorities, adding areas like strategy and public engagement.
  • In 2019, a shorter list was proposed focusing on the "how" of committee work, like collaboration and follow-up, but this was not endorsed by the House.
  • A 2024 report recommended adding a "National Strategy" task to the 2019 list to improve scrutiny of government strategic thinking.
  • The evolution shows a move towards a more defined and strategic approach to parliamentary oversight.

Important Definitions and Concepts

  • Select Committees: Groups of Members of Parliament who examine the work, spending, and policies of government departments.
  • Core Tasks: Agreed-upon objectives that guide select committees in their work and help hold them accountable.
  • Liaison Committee: A specific committee in the House of Commons that looks at the overall work of select committees and is involved in setting their core tasks.

Discussion: Considering the proposed shifts in core tasks, especially the focus on "how" committees work and the addition of "National Strategy," how might these changes impact the ability of select committees to truly influence government policy and hold ministers accountable?

Source: Select Committees - Core Tasks  - Research Briefing 

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No outside chatter: source material only taken from Hansard and the Parliament UK website.

Contains Parliamentary information repurposed under the Open Parliament Licence v3.0.

SPEAKER_01:

Welcome to The Bench Report. You're listening to Amy and Ivan.

SPEAKER_00:

Another episode today in our series on how Parliament works.

SPEAKER_01:

Today, we're looking at what select committees are really supposed to do, their core tasks.

SPEAKER_00:

We'll see how these expectations have changed, which helps us understand how Parliament keeps an eye on the government.

SPEAKER_01:

So this idea that select committees should have these specific core tasks, when did that really emerge?

SPEAKER_00:

Well, it became a key point around 2002. Before that, people had different ideas about what these committees should focus on.

SPEAKER_01:

Different ideas how?

SPEAKER_00:

For example, back then, the Modernization Committee suggested they should look at big policies, how the government deals with new issues.

SPEAKER_01:

Proposing changes, too.

SPEAKER_00:

Yes, proposing policy changes, checking out draft laws, examining spending, monitoring if targets are being met, and even questioning government ministers every year.

SPEAKER_01:

And they weren't the only ones thinking about this.

SPEAKER_00:

No, the Hansard Society also thought select committees needed, well, core duties to make their scrutiny more organized.

SPEAKER_01:

More systematic, you mean?

SPEAKER_00:

Sort of. Like making sure they looked at different parts of what a government department does, getting a balanced view.

SPEAKER_01:

And even earlier, wasn't there a push for focusing on budgets and draft laws?

SPEAKER_00:

Indeed. Back in 2000, the Commission to Strengthen Parliament said committees should really focus on resource estimates and that pre-legislative scrutiny.

SPEAKER_01:

So 2002 rolls around. What happened then?

SPEAKER_00:

The first official list of 10 core tasks was agreed on in June 2002. That was by the liaison committee.

SPEAKER_01:

Which is the committee of all the committee chairs, isn't it?

SPEAKER_00:

That's the one.

SPEAKER_01:

Yeah.

SPEAKER_00:

And these tasks, they were mainly about looking at government policy, how money is spent, and how departments are run. Administration, basically.

SPEAKER_01:

And helping parliament itself.

SPEAKER_00:

Exactly. helping the House and its debates be better informed. At the time, this was seen as a bit of a shift.

SPEAKER_01:

A shift from what to what?

SPEAKER_00:

From just occasionally highlighting issues, maybe a spotlight approach to a more consistent, in-depth examination. A searchlight looking across the board.

SPEAKER_01:

I see. More thorough. But these tasks didn't stay static.

SPEAKER_00:

No, things evolved. By 2012, there was a feeling the original list needed updating. The committee's workload had changed quite a bit.

SPEAKER_01:

So a review took place?

SPEAKER_00:

It did. And in 2013, they agreed on a revised set of tasks. The overall aim was still holding ministers and departments accountable.

SPEAKER_01:

But with some additions.

SPEAKER_00:

Precisely. The updated tasks included things like looking at a department's overall strategy, keeping an eye on European Union matters, this was pre-Brexit, of course, and also public engagement, getting more input.

SPEAKER_01:

But still guiding rather than directing.

SPEAKER_00:

That was the idea. Guiding the work, but letting committees set their own priorities. They need that flexibility.

SPEAKER_01:

Then move forward a few years to 2019.

SPEAKER_00:

Yes. The liaison committee looked at the core tasks again. They felt that while the existing tasks were having a positive impact, maybe it was time for another change.

SPEAKER_01:

And what did they suggest?

SPEAKER_00:

A shorter list this time. Five core tasks. Policy, implementation, administration, expenditure, and matters of public concern.

SPEAKER_01:

Implementation, that seems like a key addition. Focusing not just on policy, but whether it actually works.

SPEAKER_00:

It was a significant shift. And another big difference in this 2019 proposal was including the how of committee work.

SPEAKER_01:

What do you mean by the how?

SPEAKER_00:

Focusing on things like how they gather evidence effectively, working with experts, communicating findings clearly and crucially, following up on their recommendations to see if anything actually changed.

SPEAKER_01:

That makes sense. Impact is key, but you said proposal.

SPEAKER_00:

That's right. It's important to remember these 2019 changes weren't actually approved by the House of Commons. So they didn't formally adopt that five task list or the focus on how.

SPEAKER_01:

Interesting. So the 2013 tasks are still technically the ones in place?

SPEAKER_00:

Formally, yes, though committees might implicitly consider some of those 2019 ideas. And then very recently in 2024, there's been another suggestion.

SPEAKER_01:

Another addition.

SPEAKER_00:

Yes. After an inquiry looking into strategic thinking in government, the liaison committee proposed adding national strategy as a core task.

SPEAKER_01:

Why national strategy specifically?

SPEAKER_00:

Well, the thinking is that every government department needs to think strategically long term. So perhaps every select committee should play a role in scrutinizing that strategic thinking.

SPEAKER_01:

And checking how it fits with the government's overall plans for the country.

SPEAKER_00:

Exactly. How departmental strategy aligns with broader national priorities. But again, this latest suggestion, it hasn't been approved yet either. It's still a recommendation.

SPEAKER_01:

So what does this journey, this evolution of core tasks tell us? What should you, our listeners, take away?

SPEAKER_00:

It really shows that Parliament is constantly looking at how it does its job of scrutiny, particularly through these select committees. It's trying to adapt and, well, make it as effective as possible.

SPEAKER_01:

From those initial broad goals in 2002. To

SPEAKER_00:

the later focus on implementation, how things are actually put into practice, and now this potential focus on long-term strategic planning.

SPEAKER_01:

These changing core tasks are really a fundamental part of how accountability works in the UK system, aren't they?

SPEAKER_00:

They absolutely are. And what's quite interesting to consider is that evolution from just defining what committees look at to also thinking about how they should work and how they measure their own impact.

SPEAKER_01:

It suggests a real desire to make sure these committees remain relevant and effective tools for holding government to account.

SPEAKER_00:

Indeed. It's an ongoing process of refinement.

SPEAKER_01:

As always, find us on social media at Bench Report Next

SPEAKER_00:

topic, directly elected mayors. Hope you can join us.

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