My Lords, I am very grateful to the noble Lords who contributed to this debate.
We have heard the words from the Government Benches about co-ordination, structure and strategic intent, but let us not lose sight of what this role is supposed to be: a commander. That word carries meaning. It is not simply a metaphor or a piece of Civil Service terminology. I have to disagree with the noble Baroness, Lady Hamwee, when she says it is not about rank. Rank implies leadership, authority and the ability to direct. Without that, the title is misleading at best and meaningless at worst.
What we are being offered in the Bill is a model that risks falling flat. The important point is that it risks creating an official with no clear mandate, no operational standing and no public visibility—in short, a co-ordinator with a title that suggests much more than they are empowered to deliver.
If we fail to define this role properly now, we risk embedding a model that lacks clarity, ambition and—crucially—the power to deliver the very outcomes the Government claim to seek. We cannot risk this position becoming yet another layer of the Whitehall machine, held by a nameless bureaucrat with no real responsibilities.
The amendments we have tabled do not ask for the impossible. They do not tie the Secretary of State’s hands. They simply ensure that the commander is someone of appropriate rank, experience and credibility—someone who can command confidence not just within government but with operational partners and the public alike.
We have seen what can be achieved when such roles are taken seriously. I referenced the Australian example earlier, where a senior military figure led a co-ordinated, multi-agency border response, which shows what is possible with the right leadership and mandate.
We can do the same, but we will not get there by default or by quiet delegation within the Home Office. We must decide now whether we want this to be a genuinely powerful and directive post, or just another name in a long line of forgotten titles.