Yes, it was Ambassador Bremer. In my paper, I wrote:
“The Bremer administration has 3,000 US officials, only 16 of which are Arab speakers. 650,000 Iraqi Government officials have failed to return to work.”
There was a complete misappreciation in the first 100 days —the golden 100 days after the invasion—that we were sitting on a volcano. I remember asking questions from the Opposition Benches such as, “What are we going to
do about the Iranian insurgents coming over the border?” The border between Iraq and Iran was completely open. There was flat denial that any of this mattered or was actually happening.
What this inquiry cannot do is resolve the controversies about legality or intelligence, which have been raked over so many times. So many other inquiries have looked at those things. What this inquiry must do is address the machinery of government problem, the capacity problem—the understanding problem to which my hon. Friend the Member for Penrith and The Border (Rory Stewart), the Chairman of the Defence Committee so capably referred.
The Select Committee on Public Administration produced—this is the other side of the equation in this debate—no less than three reports in the last Parliament about how to conduct inquiries. We produced a report at the beginning of this Parliament entitled “Who does UK National Strategy?” The informal answer that I received from the then Chief of the Defence Staff, which we put in our report, was nobody. Nobody holds a strategic concept for the United Kingdom. No one creates a single document and keeps it updated on how we are to conduct our statecraft in this increasingly troubled world in which we are increasingly vulnerable.
I say to the right hon. Member for Blackburn (Mr Straw) that we found that the Foreign Office had an aversion to any kind of strategy. Culturally, it does not like the idea of being tied to a plan, misunderstanding that a plan is different from strategy. We need to learn. How does the machinery of government allow us to go to war without a better understanding of the consequences? Those consequences have led to a complete loss of confidence in this Chamber in the ability of Whitehall to make those judgments, as my hon. Friend the Member for Gravesham said.
What sort of reform do we want to be able to drive—as my hon. Friend the Member for Penrith and The Border asked? Why does this disconnect exist between what people in Whitehall think is going on or think that they are able to control and what the people on the ground find out is actually going on and are unable to control?
When I came back from Basra on that occasion, I remember reporting to the shadow Cabinet that I had asked the General Officer Commanding in Basra what message he wanted me to take back home. He said in slightly less proper language, “Where the hell is DFID? What is the plan? What are we meant to do now?” There was no plan. I do not apologise for complaining about the lack of a plan in the aftermath because it reflects exactly what the General was saying. There is a lack of seriousness, a lack of trusting people who come with challenging information and uncomfortable truths.
We need more capacity in Whitehall to learn and understand, to gather real knowledge and information—capacity for analysis and assessment, which paradoxically we do quite well in the intelligence field through the Joint Intelligence Committee, unless it is sat on by political appointees. We need the ability to choose realistic objectives for our foreign and security policy; to formulate comprehensive plans and then be able to implement them.
As we wait for the inquiry to conclude and to report its findings, we must reflect on the process that we feel has failed us. The first lesson is that it is too late—much
too late. It started too late, and it is taking far too long. Why did we not set a time limit? Leveson was set a time limit; why did we not set one for the Iraq inquiry? I have struggled to find definitive terms of reference for the inquiry. In fact, the terms of reference are drawn from a long and rambling statement made from that Dispatch Box by the then Prime Minister, who boasted about how broad and comprehensive and utterly large it was going to be. One wonders whether the words “long grass” were lurking at the back of his mind—the longer the better.
This House failed. This House failed to create an accountable inquiry process. We let it happen. We were all so desperate for an inquiry, so desperate to get it started, that we lost our perspective. If this was a judicial inquiry, as we originally called for, the issues of conflict of interests of people involved on the fringes of the inquiry would not be allowed to arise. There would not be any question about people being able to give their evidence in public, immune from prosecution, which the Chilcot inquiry has been unable to do. We could have ensured the inquiry’s independence. Speakers in this debate have asked why there are no politicians, lawyers or military figures on the inquiry. All those questions were asked when the inquiry was set up, and we are all now ruing the fact that those suggestions were not adopted.
I will recommend that my Committee follows up this inquiry in the next Parliament, covering such questions as how inquiries are established, why, what for, how they operate, judicial or parliamentary, lessons from the terms of reference, how the timing is organised when they are set up and how long they are allowed to sit. I fear this inquiry will turn out to be a shadow of what we really need and we will not learn the lessons. We did not learn the lessons before we went to Afghanistan, before we went to Libya, before we threatened Syria, and these are lessons that we must learn.
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