argyrotsipi/train-dataset huggingface dataset:
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
William Hague (Conservative, Centre-right): That is important, too, although the right hon. Gentleman will know from reading the report that the recommendation of the Committee is that the Clerk should sit on the selection panel for the selection of the director general, so there is a sequence. That does not prevent us from starting the process of recruiting the director general, but it does mean that one has to come before the other.
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
William Hague (Conservative, Centre-right): That is a very fair point. When the Commission meets next week, subject to the motion being approved by the House today, it will be able to consider such things and, indeed, to bear in mind the urgency stressed by the right hon. Gentleman and other Members We have already invited the two existing external members of the Management Board to attend Commission meetings as a first step. Indeed, they attended the Commission’s meeting on Monday, so that recommendation has already been provisionally implemented, as announced by the Commission in a written statement to the House yesterday. My right hon. Friend the Member for Caithness, Sutherland and Easter Ross (John Thurso), who speaks for the Commission, may wish to elaborate on that. It was the first in a series of periodic updates on process that the Commission has undertaken to make, which in itself was in direct response to one of the Committee’s recommendations I have already indicated to the House on an earlier occasion that the Government are working hard to find a way to make the minor legislative changes that are needed to alter the membership of the Commission in the way recommended by the Committee, and to do so quickly. I will make further announcements about that as soon as I can. We will also provide the necessary time requested by the right hon. Member for Blackburn for the House to consider before the Dissolution of Parliament the minor changes to Standing Orders that implementation will require.
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
Bernard Christison Jenkin (Conservative, Centre-right): Given the delays that tend to affect legislation, is there any impediment to the Management Board and the existing Commission working together as one body on a pro tem basis until legislation formalises the arrangement, even though any formal Commission decisions would have to be taken by the Commission as currently constituted?
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
William Hague (Conservative, Centre-right): No, I do not believe there is any legislative impediment to that. Indeed, I have already mentioned how the two non-executive members of the Management Board have started attending the meetings of the Commission. That work is already going on, but legislation will be essential in order to alter the membership of the Commission. Given that we all envisage that the Commission in the new Parliament will be appointed and elected in a different way from before, there is a very good case for that legislation to be dealt with speedily. I will return to the House on that matter in the not-too-distant future Finally, we can acknowledge that the House faced a significant problem and disagreement on these matters, and that the Committee, chaired so ably by the right hon. Member for Blackburn, has not only found the right solution but set out a governance structure for the House that I believe will provide Members and the public alike with the levels of confidence, capability and accountability that are so vital to the long-term health of the House of Commons.
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
Bernard Christison Jenkin (Conservative, Centre-right): I agree with everything that has been said, but what is so vital in the arrangement is that there should be complete trust and understanding between the Clerk of the House and the director general. The sequencing of the appointments, which my right hon. Friend the Leader of the House mentioned, is therefore very important. The Clerk must feel that he or she has had a say over the director general’s job description and how the job is advertised, otherwise the arrangement will not work. We will be setting it up to fail if anybody feels that premature decisions have been foisted on them. That must be borne in mind.
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
Bernard Christison Jenkin (Conservative, Centre-right): From hearing this debate, I am increasingly persuaded that part of the accountability that we need is the autonomy and clear visibility of the director general. Even now, the director general of facilities wears a badge telling us his name and title, and he feels more accountable because people stop him and talk to him as he walks around the Palace. That shows how important the visibility and demonstrable autonomy of the director general will be under the new arrangement, which is something we have all learned from this process.
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
George Young (Conservative, Centre-right): It is a pleasure to follow a thoughtful Burkean speech from my hon. Friend the Member for Hereford and South Herefordshire (Jesse Norman), who kick-started the process that led up to the report from a hill top in his constituency. It was just over four and a half months ago that we debated his motion, which set up the Committee. I join him in congratulating the Chair and, indeed, the Committee on a first-class piece of work. It is appropriate that we should debate the report this week, when we are focusing on how Parliament has evolved over time I want to make a very brief contribution. The Governance Committee represents a new approach to the issue in the sense touched on by the right hon. Member for Blackburn (Mr Straw), as the previous reviews have been led by people outside Parliament with no direct stake in the outcome—Ibbs, Braithwaite and Tebbit. This approach was intrinsically led by people in the thick of it. The previous reviews had no time pressures, but, as I said in the debate that established it, this review had a challenging deadline. The quality of the report shows that we should not underestimate the capacity of this House to tackle complex issues seriously, promptly and in a collegiate way I draw a parallel between this report and the report of the Wright Committee at the end of the last Parliament. A Select Committee was set up right at the end of that Parliament alongside the existing Select Committees that had a specific remit, reported promptly and produced a groundbreaking report charting the way forward and leading to long-term improvements to how this place works. The Straw report will join the Wright report in the history of how this place is reformed Part of the success of the Governance Committee was its size—eight—and there is a lesson there for other Select Committees whose effectiveness can be diminished by their size. They become too large to manage and the law of diminishing returns kicks in, in my view, somewhere above 10. I commend the members of the Committee for their attendance record, which was exemplary Before dealing with the substance of the report, I want to mention three matters briefly in passing. First, I have a minor quibble with paragraph 200, which says: "One of the consequences of the reforms introduced by the Wright Committee is that there is no clear route by which House business reaches the floor of the House" In fact, the Wright Committee could not have been clearer. It states: "Backbenchers should schedule backbench business. Ministers should give up their role in the scheduling of any business except that which is exclusively Ministerial business". To my knowledge, there has never been a problem about allocating time for Standards and Privileges or Procedure Committee reports. I welcome the rather tactful letter of the Leader of the House pointing out this minor error.
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
Alan Haselhurst (Conservative, Centre-right): I do not dispute the fact that they have equal status; it is just that it is possible that they are not going to get equal remuneration. The portfolios could end up being different from those the hon. Lady has just instanced; my right hon. Friend the Member for Caithness, Sutherland and Easter Ross, for example, made some suggestions. All I said was that the issue might be given further thought. I certainly do not disagree with the general set-up Finally, we must recognise that a huge gap has to be bridged. There is a lack of understanding among many different groups of people about what can be done and what is available in the House. It sometimes takes years for a Member to realise what things can be done and how to do them. Decisions are not communicated very effectively, and we have not found the best ways of communicating them If our communications within the House are poor, those outside it are lamentable because we are not exactly assisted by the press. They are willing to put out stories that are good to read, but do not necessarily bear any resemblance to accuracy. I find it extremely irritating that what they give as facts are simply untrue, yet are repeated and repeated in a way that denigrates this place I am proud that we give our work force the opportunity to have meals and refreshments that are to some extent subsidised, because that practice is commonplace in many other institutions, both private and public. To be sneered at because there is a cost to the public purse is to diminish Parliament and all those who work here with great dedication.
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
Alan Haselhurst (Conservative, Centre-right): Madam Deputy Speaker, that shows I was too generous in giving way to the hon. Gentleman. I could have dismissed his comment in a sentence, but in view of what you have said, I will not even do that What I am trying to get at is that if we can establish a system of decision making and management in this place, we can have greater confidence in the decisions that are taken and be more robust in describing them to the outside world. We should be proud of this place, and if we think that we are doing the right things because we have a sound system for achieving the right conclusions, we should be able to say so and be respected for doing so. Indeed, we should promote the good things that happen in this place. Most of the matters on which the greatest amount of money is spent are in fact for the benefit of the general public, the electorate who put us here and those who wish to come here to support us I wholeheartedly commend the report, and again thank the Committee members for it.
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
Julian Murray Lewis (Conservative, Centre-right): The whole House should be grateful to the hon. Member for Somerton and Frome (Mr Heath) for his work on the House of Commons administration, not least for the masterly way in which he summarised current concerns and controversies and how they have been resolved. He also briefly mentioned a slight dysfunction in co-ordination between the two Houses, and I will conclude my remarks with a small and rather sad recent example of that. The hon. Gentleman said that there is a great difference between the atmosphere of this debate and the debate held on 10 September, and I agree. It is a measure of the success of the right hon. Member for Blackburn (Mr Straw), and his Committee, that he has managed to reconcile two apparently irreconcilable views, and that the central question of whether it made sense for the leading procedural expert in the House of Commons also to be the chief manager of the House has apparently been decided In my intervention on the right hon. Gentleman I asked what would happen if there was disagreement on a matter concerning management—not procedure—between the new director general and the next incumbent of the office of Clerk. If I understood correctly, he said that it would be decided at a level that was, in a sense, above the two of them, and that it would not be a question of the Clerk overruling the director general on a matter of management that by rights ought to be in the sphere of the director general In our debate on 10 September, I suggested that the Committee ask itself four questions. I think we will find that those four questions have now been answered. Should a top chief executive officer be expected to be a top procedural adviser, too? The answer is clearly no. Should a top procedural adviser be expected to be a top chief executive officer? The answer is equally no. Should the two roles be combined by default in the future, as they have been in the past? Should the top procedural adviser be allowed, if the roles are separated, to overrule the top chief executive officer on management matters, or vice versa on procedural matters? I think we have learnt that the answer to those two questions is no as well.
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
Julian Murray Lewis (Conservative, Centre-right): I am delighted at the result, even if I do not entirely endorse the reasoning. I wish to say a word of sympathy, if not appreciation, for the situation in which the House of Commons Commission found itself a few months ago. It was faced with either making a single appointment from a very limited pool of top procedural advisers who would become, by default, the director general of the House of Commons—as if by some magical process of osmosis during their rise up the learned ladder of becoming a top procedural adviser they had somehow imbibed the skills needed to be a top chief executive officer or director general—or, alternatively, if it wished to go outside that very limited pool of possible candidates, it had to decide whether it was appropriate for a top manager to sit in the Clerk’s chair without having imbibed, by a reverse magical process of osmosis, the skills required to be a top procedural adviser. That was precisely why the message went out loud and clear, on 10 September last year, that we needed to send for the marvellous negotiating and reconciliation skills of the right hon. Member for Blackburn, to decide once and for all whether the two functions should be separated.
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
Julian Murray Lewis (Conservative, Centre-right): In just a moment, but I want to make one more point. I know my hon. Friend is concerned with the constitutional aspects of this matter, but I am concerned with another aspect. The new arrangement will not work unless the individuals who occupy the two posts—I am glad to see the hon. Member for Walsall North (Mr Winnick) indicating his approval—have their respective roles clearly in their minds. If either of them tries to play games of superior status, the new system will not work. We can construct the best system in the world, but if the people who occupy the top posts are not minded to make it work, it will not be a success.
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
Alexander Jesse Norman (Conservative, Centre-right): My hon. Friend shares my view that harmony at the top of the new arrangement will be vital. None the less, there is a very clear arrangement. The Clerk is top dog. The director general reports to the Clerk. The director general has clearly delineated responsibilities: the managerial delivery side. That is the unified structure that has been created and will hopefully be agreed The training of the Clerks—I have no interest in revisiting this, and we have generally taken the view in the debate that we will not do so—has not been ignored in previous years, although the Committee came to the view that it could be strengthened. The training of the Clerks has so far enabled the Clerk Assistant to run a department that is roughly 40% of the whole. These people do not arrive at their jobs by some mystical process; there is some structure of responsibility and training by which they achieve their posts. The Committee has decided that that needs to be extended, providing a further rationale for the separation.
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
Julian Murray Lewis (Conservative, Centre-right): My hon. Friend is fighting a gallant rearguard action for the old guard, but if the degree of management skill imbibed previously led to this spectacular spaghetti junction of an organogram of the existing system, there was something deficient in the in-house management training. Any Committee that comes up, by contrast, with something as clear and sensible as the new—
House of Commons Governance — House of Commons, 2015-01-22
Topic: Government Operations
Julian Murray Lewis (Conservative, Centre-right): Yes, I heard that suggestion during the hon. Gentleman’s speech, and I was very impressed with it. I think it will provide an opportunity for the new director general to show his or her ability to stand fast in the face of what might be an overpowering atmosphere of tradition that might otherwise be used to divert him or her from the necessary serious determination that he or she will have to apply to fulfil the job in the future. I welcome the hon. Gentleman’s suggestion, and I hope it is carried forward It is a pity that we have had to go through this roundabout route to get to the obvious conclusion that should have been apparent when it was raised long ago—that these two posts should be separated. It is pity that that could not be agreed before the House of Commons Commission found itself in the position of either having to choose someone who was good at procedure but did not necessarily have the top management skills or to choose someone who was in exactly the reverse position. It has been a long haul and it has taken a roundabout route, but, thanks to the good work of the Committee, we have reached the sensible destination that should have been apparent at the outset The hon. Member for Somerton and Frome made the point that there is clearly work still to be done in the Palace of Westminster when Members in one House do not liaise terribly well with Members, or counterpart Committees, in the other House. This is a time of anniversaries, and it is with sadness that I note that 17 February this year will be the 100th anniversary of the first committee meeting of the Palace of Westminster rifle club, because it appears that its rifle range in the basement must close as a result—and this is the part that is relevant to the debate—of the determination of the Administration and Works Committee in the other place that important fire safety equipment must be sited there That is an example of the dysfunctionality to which the hon. Gentleman referred. The club has been going for 100 years and has members in both Houses, but Members of the House of Commons were not allowed to give any evidence to the Committee that made the decision in the other place. We were referred to a Committee of this House, although the decision was already cut and dried in the House of Lords However, the demise—it must be presumed—of that 100-year-old club gives me an opportunity to pay tribute to a member of the Clerk’s Department, Mr Gary Howard. For some two decades, he gave up his lunch hour—his own time—to ensuring that the range was always manned, and that that great facility, sadly soon to be no more, was available to Members and staff of both Houses.
Strategic Defence and Security Review — House of Commons, 2015-06-08
Topic: International Affairs
Questions: The Secretary of State will know that the defence industry contains 300,000 jobs, 55,000 of which are reliant on exports. Will he guarantee that the impact on employment will be included in the SDSR?
Robert Alexander Stewart (Conservative, Centre-right): In 2010, the SDSR largely neglected the threat from Russia. That situation has now changed. It was also not able to address the upheavals in the middle east, because they had not happened, but we now face a serious threat emanating from the middle east. Will my right hon. Friend assure me that those two factors will be clearly placed as assumptions in the next SDSR?
Strategic Defence and Security Review — House of Commons, 2015-06-08
Topic: International Affairs
Questions: The Secretary of State will know that the defence industry contains 300,000 jobs, 55,000 of which are reliant on exports. Will he guarantee that the impact on employment will be included in the SDSR?
Michael Fallon (Conservative, Centre-right): I can reassure my hon. Friend on that. We are building on the foundations of the 2010 review, much of whose analysis holds good, but, as he has told the House, it did not predict the sudden rise of ISIL in the middle east or the return of Russian aggression, with the attempt to change international borders by force in Europe. Let me assure him that both those threats will be a key part of this review.
ISIL (Iraq) — House of Commons, 2015-06-08
Topic: International Affairs
Michael Fallon (Conservative, Centre-right): The hon. Lady is quite right. The effort has to be spread across diplomatic activity, political activity and communications activity. We have to make efforts to deradicalise extremists in our societies, so we have to take measures across the board. ISIL cannot simply be defeated militarily, and I can assure her that this is an effort that is spread across the Whitehall Departments to which she referred.
Armed Forces Covenant — House of Commons, 2015-06-08
Topic: Government Operations
Mark Lancaster (Conservative, Centre-right): The hon. Lady will be aware that all local authorities in Great Britain have signed the community covenant. In my new role, I am very keen to ensure that best practice is spread across the United Kingdom. This is a partnership between the Ministry of Defence and, indeed, other Government Departments. If the hon. Lady feels that her own local authority has best practices that can be shared more widely, I shall be delighted to talk to her.
NATO Very High Readiness Joint Task Force — House of Commons, 2015-06-08
Topic: International Affairs
Giacomo Lopresti (Conservative, Centre-right): Given reports in recent days of attacks against Ukrainian forces by Russian forces and separatists backed by Russia, what is NATO doing to deter such aggression, and could a rapid task force play an important role in that?
NATO Very High Readiness Joint Task Force — House of Commons, 2015-06-08
Topic: International Affairs
Michael Fallon (Conservative, Centre-right): We are continuing to press for sanctions to be upheld against Russia. We are helping Ukrainian armed forces with trainers at six different sites in western Ukraine, training and improving the capacity of the Ukrainian armed forces. We have troops exercising in eastern Europe—in Romania and the Baltic—and our Typhoons are flying every day this summer to help to protect Baltic airspace.
Type 26 Frigates — House of Commons, 2015-06-08
Topic: Macroeconomics
Philip Martin Dunne (Conservative, Centre-right): The current contract is completely taken into account in the equipment plan, which, as my hon. Friend rightly points out, is due to increase by 1% a year in excess of inflation for each of the next five years, and we have planned for it to do so during the currency of the 10-year plan.