Chris Kane MP: speeches 2026

Speeches

• 10 Jun 2026 · Economic Growth · Hansard source

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  1. What steps he is taking with Cabinet colleagues to support economic growth in Scotland.

• 10 Jun 2026 · Economic Growth · Hansard source

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  UK Government funding is transforming a former Ministry of Defence site in Stirling into a major film studio, creating opportunities for skilled jobs, innovation and growth across Scotland’s screen sector. As this industry is international and relies on a skilled workforce to thrive, a joined-up approach across Government is vital. The funding unlocks the site, but what discussions is the Secretary of State having with the Scottish Government, the Department for Culture, Media and Sport, the Department for Science, Innovation and Technology, and local partners to ensure that my constituency has the skills, infrastructure and support needed to maximise the opportunity? Will he join me in visiting the site to see its potential at first hand?

• 28 Apr 2026 · Referral of Prime Minister to Committee of Privileges · Hansard source

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  A referral to the Privileges Committee, particularly involving a Prime Minister, should be rare. The bar should be high, because we have so many other processes available to us in this place, and with this issue, many of those processes are already in action. The Foreign Affairs Committee, excellently chaired by my right hon. Friend the Member for Islington South and Finsbury (Emily Thornberry), is taking evidence and will report in due course. The Humble Address from this House has put a process in place to ensure transparency, and the Government are complying with it. Then there is attendance in this Chamber. I have no doubt that the Prime Minister will continue to make himself available here, as he has done in recent weeks through statements and at Prime Minister’s questions, both because it is right and because the processes of this House require it. Let us be honest about the timing. Bringing this motion forward one week before elections is political. I do not criticise that—it is part of the system we operate in—but we should be clear about it. I have been reflecting this week on the concept of pressure. We have heard from senior civil servants that there was pressure to proceed with the appointment of Peter Mandelson before vetting had concluded. They have not said that the pressure was inappropriate; they have said simply that it existed. For his part, the Prime Minister has been clear: he has said that this was the kind of pressure that exists in any high-performing environment where decisions need to be made and progress needs to happen. That is very different from pressure to do something that you are not comfortable with. I suppose the truth is that my experience of pressure is not the same as the Prime Minister’s—a degree of recalibration is required on my part. I am a member of the Public Accounts Committee, and we apply pressure to senior civil servants every week. We expect them to account for their decisions, often in difficult circumstances and under public scrutiny. Time and again, I am struck by their professionalism and ability to handle that pressure, and I am equally struck by the Prime Minister’s ability to do the same. Whether it is at Prime Minister’s questions or in extended sessions such as the one we held last week, when the Prime Minister answered questions for more than two hours, that level of scrutiny is constant and unrelenting. In my time in this House, I have never known the Prime Minister to act in anything other than good faith. He is focused, serious and determined to deliver in extraordinarily difficult circumstances. Is he perfect? Of course not—none of us is. His is an almost impossible job in turbulent times, but that is the nature of government. The public elect a Government and give them time to govern. That requires consistency, judgment and, at times, the ability to change course as circumstances demand. It does not require abandoning the course entirely at the first sign that another ship looks to be sailing more smoothly. We are quite clearly in the middle of a storm. It is not a passing squall, but sustained, difficult conditions—economic pressure, global instability and challenges at home that have been building for years. In those circumstances, what matters is not whether the sea is calm, but whether the vessel is seaworthy and whether the person at the helm knows how to navigate. No ship is perfect—there will always be repairs to make, adjustments to take and decisions that, with hindsight, might have been handled differently—but abandoning a ship mid-storm or trying to sink it is a risk. We may find another ship that is sailing in different waters and under different conditions, but let us be honest: the same storm is heading its way. The real question is not whether things are perfect, but whether we have a vessel that can withstand the conditions and a captain who can steer it. When I look across the Chamber, I do not see credible alternatives ready to take us through what lies ahead. On one side, we have a Conservative approach that too often feels like a ship designed for a different age—a wooden ship that is not equipped for the realities of the world we now live in. It is a vision that looks backward, rather than forward. On the other side, I see the SNP. If it cannot reliably build and run the ferries that connect its own communities, that raises serious questions about its readiness to navigate a much bigger journey. The SNP’s is less of a fully equipped vessel and more like something assembled for the appearance of movement, rather than the reality.

• 28 Apr 2026 · Referral of Prime Minister to Committee of Privileges · Hansard source

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  To finish my metaphor—not about the SNP—we must hold steady, make the adjustments needed and focus on getting safely to better conditions. That is the task in front of us, and that is why I will support the Prime Minister to continue doing the job that he was elected to do, keep a steady hand on the tiller and guide the country through challenging times. I urge colleagues to do the same. In the end, this is about stability, seriousness and leadership, and that is what this country needs. Today’s motion feels to me like a distraction from that mission, so I urge colleagues across the Chamber to vote against it.

• 22 Apr 2026 · Mountain Rescue · Hansard source

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  It is a pleasure to serve under your chairmanship, Ms Lewell. In Stirling and Strathallan we are served by three outstanding teams: Lomond Mountain Rescue Team, based in Drymen; Killin mountain rescue, operating from Killin and Callender; and Ochils mountain rescue, operating from a neighbouring constituency, but also on the hills that dominate the backdrop of the city of Stirling. Those teams are made up of highly trained volunteers—people with jobs, families and everyday lives—who are ready to respond at a moment’s notice, often in the most difficult conditions and terrain in the country. Such teams are not an add-on to the emergency services; they are the emergency services in certain areas. They have the medical training to treat people on the mountain, but crucially they are the only ones who can get them off the mountain, to safety and further treatment. I want to talk about some specific issues that have been raised through the volunteer rescue services all-party parliamentary group. The steps the Government are taking to regulate independent medical care at temporary sporting and cultural events are welcome and necessary. But mountain rescue teams are not properly part of the conversation, and are perhaps being unintentionally captured by an approach that was never designed with them in mind. The consequences, as we have heard, can be significant. These teams are facing new layers of bureaucracy, increased administrative requirements and potential financial liabilities that simply do not sit easily with a volunteer model. As we have heard, the reality is that many teams are now considering stepping back from providing event cover altogether. That matters for two reasons. First, those events are a key source of fundraising for teams that rely heavily on public support to fund their operations. Secondly, it has an impact on public safety. If mountain rescue is not present at events, it is no longer able to provide immediate care. Instead, it is called out later, often when situations have become more serious. Some 10% to 15% of the UK’s geography is such that mountain rescue is the primary emergency service, because the police, ambulance and fire services cannot operate effectively in that terrain. So there is a clear and reasonable ask here: that we give serious reconsideration to how this new approach applies to mountain rescue. There is also a wider lesson. If we want to avoid situations like this in the future, we need to involve mountain rescue and the wider search and rescue community much earlier in the policymaking process. They must be part of the conversation from the outset. Search and rescue services interface across multiple— [ Interruption. ]

• 22 Apr 2026 · Mountain Rescue · Hansard source

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  As a former council leader, I always say that the Scottish Government have to keep on top of what that figure is and invest in it, because volumes can change, and the amount of money is never enough to do all the work required. They need a robust approach to ensuring that the funding model is adapting and changing, particularly with all the additional costs and fees. They have to make sure that they are investing enough, and that requires constant vigilance to make sure that they have done so. Does the hon. Member agree?

• 22 Apr 2026 · Mountain Rescue · Hansard source

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  Thank you, Ms Lewell, for calling me back. Please give me one second to find out where I was—is it still Tuesday? As I was saying, if we want to avoid such situations in the future, we need to involve mountain rescue and the wider search and rescue community much earlier in the policymaking process. They must be part of the conversation from the outset. Search and rescue services interface across multiple parts of Government—Transport, Health, the Home Office, the Department for Culture, Media and Sport and the Cabinet Office all have a role. From the perspective of those delivering the service, that can feel fragmented. There is a strong case for a single point of contact within Government—a clear champion who understands the role of volunteer search and rescue, and who can bring the different strands together. The Cabinet Office, given its co-ordinating role, might be a sensible place to consider having that, because ultimately, this comes back to people: highly skilled volunteers giving up their time, raising their own funds and stepping in when people need them most. They do not do it for recognition, but they deserve support. When something goes wrong on the mountain, what matters is simple: that someone comes—and whether it is in Stirling and Strathallan or any difficult terrain anywhere in the country, they always do. For that they have our thanks and support, and I hope a commitment from the Minister to engage in the specific asks that our volunteer rescue teams have around Care Quality Commission registration and other issues. The Minister is always welcome at a future meeting of the APPG for volunteer rescue services to hear more.

• 25 Mar 2026 · Voluntary Groups and Community Centres · Hansard source

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  It is a pleasure to serve under your chairmanship, Ms McVey. I approach this debate from a position of experience, because I have seen volunteering and community centres from many levels: user, volunteer, trustee, community councillor, local councillor and leader of Stirling council. I am not talking about community spaces in theory; I am speaking from the reality of trying to make them work. First, if we are still thinking about community centres as we did in the 1960s and 1970s, we have already fallen behind. Too often, the model is a tired hall that is underused, expensive to maintain and slowly declining. I saw that myself as leader of Stirling council. One facility in my area was operating at about 8% capacity and heading towards closure. People chose not to use it, the building deteriorated and the cycle simply fed itself. That is what happens when we fail to maintain or adapt. This is not just about capital investment; it is about activity, purpose and making spaces that people actually want to use. When we have been willing to think differently, we have seen what is possible. Take Braehead community garden in my constituency: what started as a project to grow fruit and vegetables and tackle food waste has become, in effect, an outdoor community centre covering about 2.5 acres. It brings people together, whether they are keen gardeners or, like me, they simply enjoy being there without doing much gardening at all. Its success also shows that these spaces need ongoing support to be sustained. We see that same evolution in our libraries. Places such as Bannockburn, Cowie and my local library, the wonderful Mayfield centre, have moved far beyond books. They are now hubs for technology, innovation and community life, offering everything from digital access and flexible workspaces to makers’ spaces and shared resources that reflect how people live today. We should apply that same thinking to community centres. There are strong examples of that in my constituency. Facilities such as Barrwood, run by the Scouts, combine a traditional indoor space with outdoor activity, woodland and even kayaking. That is what modern community infrastructure can look like. But here is the reality: innovation at local level can go only so far when the system above is holding it back. Speaking as a former council leader, local government in Scotland has been consistently constrained by the Scottish Government. Funding is tight, flexibility is limited and, too often, there is not just a lack of understanding but an element of disdain for what is happening on the ground. We see the consequences of that in Bannockburn enterprise hub, a council-owned building repurposed to support enterprise and community use—exactly what we should be encouraging. Yet under the current SNP council in Stirling, staffing is being removed and replaced with a keyholder model. Issues are not being picked up, addressed or, frankly, taken seriously. That is not how community assets are sustained; it is how they are allowed to decline. That brings me to a bigger point. We still treat these services as non-statutory, optional extras that can be cut when budgets are tight. They are not optional; they are preventive. They support wellbeing and hold communities together. Perhaps it is time that we said that clearly and acted on it. The role these spaces play in addressing issues of mental health, community cohesion and resilience could be formally recognised. These spaces are not an added extra; they are fundamental to the coherence of our communities, and that must be recognised across our public services—not just as a problem for local councils to patch and repair, but as a fundamental need that should be incorporated into the thinking of our health service, our planning system and our approach to wider community resilience. We should be moving towards recognising community spaces, outdoor provision and voluntary sector partnerships as social statutory services, not ones we fund when we can but ones we prioritise because we understand their value. I say to the Minister: support local authorities to think differently, but also give them the flexibility, the backing and the respect to deliver. The traditional model for community centres often looks to a decaying past, not a thriving future. Sometimes, we have to find out where the centre of the community is and go there, rather than hope that the community feel grateful for the centre we tell them they can have. We should also ensure that public toilets are included in our thinking about essential community spaces. Finally, I thank all the volunteers who keep not just our community centres but our communities running, including those I recently spoke to in Killearn at the wonderful Parkinson’s dance class. Perhaps unusually, I also thank our local authority workers for all they do for our communities. They are working under horrendously tight budgets, and they are doing a great job in very difficult circumstances. This Government are delivering positive change in so many areas; let us ensure that our community centres are not just surviving, but thriving.

• 18 Mar 2026 · Social Enterprises and Community Ownership · Hansard source

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  In constituencies such as mine, social and community enterprises are thriving. They are practical working solutions, driven by local people who care deeply about where they live. We see that in employee ownership, such as in United Auctions, where employees now have a direct stake in the business. We see it in community energy, through organisations such as the Callandar community development trust, which generates income that is reinvested back into local priorities. We also see it in communities stepping up to protect vital assets. After a devastating fire in Gargunnock, it was the community that rebuilt the village shop, securing its future. That same spirit continues across my constituency, from development trusts transforming local buildings into community hubs to projects such as Bannockburn House, where heritage, restoration and public benefit come together. That has now inspired further work, including the Plean House and Stables initiative, which has recently gained charitable status. I wish every one of those projects success. Those examples show a simple truth: when communities are trusted and supported, they deliver. However, I want to be clear that community enterprise is not a substitute for Government or local authorities; it must be complementary to them and, if that partnership is to work, it must be properly supported. Too often, such organisations rely on a small number of dedicated volunteers and face real pressures around capacity, funding and long-term sustainability. If we value community ownership—and we should—we must back it. These organisations are not asking to replace the state, but to work with it, and when that happens the results are clear: stronger communities, protected local assets and people with a real stake in the places that they call home. I will quickly mention the community-owned pubs, the Black Bull in Gartmore and the Gothenburg in Fallin, which has endured for over a century. Finally, I am wearing my Stirling Albion pin badge in this debate; Stirling Albion football club became the first community-owned team in Scotland 15 years ago. Go Binos!

• 16 Mar 2026 · Heating Oil Support · Hansard source

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  Many households in the rural part of my constituency—including in Carron valley, whose community council I met on Friday—rely on heating oil and live in older housing stock that can be difficult to make energy-efficient. Many of those communities also have an older population. Does the Minister recognise the particular challenges this creates, and will the Government consider future measures that better reflect the nature of rural housing?

• 14 Jan 2026 · Economic Growth · Hansard source

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  14. What steps he is taking with Cabinet colleagues to support economic growth in Scotland.

• 14 Jan 2026 · Economic Growth · Hansard source

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  Does the Secretary of State agree that yesterday’s SNP budget, which metes out another round of civic vandalism to local authority budgets, demonstrates a failure to understand that economic growth is built from the ground up and requires well-funded local authorities delivering schools, infrastructure and clean, safe communities? Does he also agree that Scotland needs a Labour Government at Holyrood, with the same ambition for growth being shown by this UK Labour Government, if it is to unlock its full economic potential?