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Conclusion
Fifty-Second Report - Restoration &…
Acknowledged
To date, the Delivery Authority has spent £270 million, with much of this on developing the previous schemes and preparing the business case prior to the programme being paused in 2022. It is now developing a wider range of options for how restoration and renewal will be undertaken.48 In response …
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To date, the Delivery Authority has spent £270 million, with much of this on developing the previous schemes and preparing the business case prior to the programme being paused in 2022. It is now developing a wider range of options for how restoration and renewal will be undertaken.48 In response to uncertainty, the Delivery Authority is undertaking work to identify a discrete part of the Palace where it could conduct a pilot project. This would be a way to learn about the multiple challenges work would face, and the Clerk of the House felt could also support attempts to engage parliamentarians and the general public in terms of, ‘winning hearts and minds’ by being able to show a before and after picture.49 44 Q q 46, Q47 45 Q55 46 C&AG’s report, Palace of Westminster Restoration and Renewal Programme, HC 315, Session 2019–2021, 24 April 2020 47 Q 57 48 Q 44 49 Q 113 Restoration & Renewal of the Palace of Westminster – 2023 Recall 15 2 Transparency & accountability Transparency over progress and decision-making
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Government response AI summary
The government acknowledges the work on a potential R&R pilot, stating that principles have been agreed and potential projects are being developed and assessed for consideration by the Client Board in the autumn.
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HM Treasury
28
Conclusion
Fifty-Second Report - Restoration &…
Acknowledged
In 2020, the NAO reported that to reduce the likelihood of previous decisions being reopened, decisions should be based on the best available evidence, be transparent and make clear the cost and timing implications of alternatives.67 We challenged the witnesses on the extent and depth of information that would be …
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In 2020, the NAO reported that to reduce the likelihood of previous decisions being reopened, decisions should be based on the best available evidence, be transparent and make clear the cost and timing implications of alternatives.67 We challenged the witnesses on the extent and depth of information that would be available for Parliament decide on which strategic option to take forward at the end of 2023. They recognised how parliamentarians may find it hard to make early strategic decisions without details on the cost and time for different options.68 From the responses given, we remain unclear that the information provided, including on where the Houses could move to during the works, will be sufficient for Parliament to make a decision on which option to develop into a business case.69 In terms of decant options, the Chief Executive of the Delivery Authority agreed that there were significant risks around developing decant options, and that Members would need clarity on these to engage fully with the programme. The wide range of options being considered to undertake the work would each impact the temporary accommodation differently. Decisions on the decant accommodation would soon become part of the critical path.70 Legal responsibilities of the Clerk to the Commons and Clerk to Parliament
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Government response AI summary
The government acknowledges the committee's concern regarding information sufficiency, detailing ongoing efforts such as quarterly reports, published meeting minutes, an information hub, and a comprehensive engagement plan to keep Members informed leading up to strategic decisions.
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HM Treasury