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Strategic Framework (FCO)

I said that there was an increase, and I set out the amount. The hon. Gentleman has obviously been sitting there using his calculator, or indeed mental arithmetic, to work that out. We make no apologies for becoming a more efficient and streamlined organisation. I am not sure whether we will get more information from him today about Conservative commitments to spend more money. I am not sure that his Front Bench Members would thank him for that. We are looking at how to work more effectively. I have said that we will reduce administrative posts to put more into the front line. I must correct his figures: the increase will take place over three years, not five. I assure him, as he raised so many points about the financial aspects, that I have not finished with the budget. Our new priorities are also reflected in the work of our partner agencies. The BBC World Service will launch a new Persian television channel and extend its Arabic language TV broadcasting to 24 hours a day, seven days a week. In addition, the British Council will extend its efforts to build mutual understanding with Muslim societies—the hon. Gentleman praised that work, for which I thank him—particularly among alienated younger populations. With the BBC World Service and the British Council, we are pursuing ambitious efficiency programmes, and I make no apology for that. We are jointly committed to delivering £144 million in efficiency savings over the next three years through a wide range of projects. The process is carefully managed. We have defined our strategy goals and we are aligning our resources with them over time, so that the sorts of problem that the hon. Gentleman wrongly suggested would occur will not occur. The decision on the language centre predates the strategic framework. It was undertaken under the previous Foreign Secretary. Having considered it, FCO Services concluded in 2006 that its language training services cost between 15 and 40 per cent. more than those offered by comparable providers. It is important that we look at the matter sensibly and put our resources where they are needed, ensuring that we are using the money in the best way. I should have thought that the hon. Gentleman would welcome that. On scholarships and fellowships, we have consolidated our scholarship programmes and are focusing on the Chevening and Marshall schemes, the purpose of which is to build strong relations with the international leaders of the future. Again, I make no apologies for considering carefully where we want to have the most impact and putting our resources there. As my right hon. Friend the Foreign Secretary explained in his statement to the House:"““every organisation, including every Government Department, should regularly reassess its own aims and priorities. Successful organisations stay focused on the biggest issues on which they can make the biggest difference, and they regularly readjust that focus as circumstances and priorities change.””—[Official Report, 23 January 2008; Vol. 470, c. 54WS.]" The Foreign Office’s new strategic framework will do that. It will refocus our efforts, reprioritise our resources and refresh our strategic approach. The four new policy goals that emerged from the review present a clear and concise picture of what we are trying to achieve, and associated changes to the resourcing of our network overseas indicate how we are going to achieve it. Although we have a new strategic focus, we are determined to preserve the strengths of the Foreign Office and its staff: world-class diplomatic skills, understanding of other countries, and a sense of public service. I assure the hon. Gentleman that the combination of those talents with a sharper set of priorities will ensure that the FCO can better serve the UK’s interests internationally.