13
Conclusion
Fifty-Second Report - Restoration &…
Not Addressed
During this time, the House Administrations also worked to transition from the former Sponsor Body into the R&R Client Team. We have previously highlighted the risk that delays to changing the programme governance, and continuing uncertainty, could lead to a loss of vital capability from within the Sponsor Body and …
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During this time, the House Administrations also worked to transition from the former Sponsor Body into the R&R Client Team. We have previously highlighted the risk that delays to changing the programme governance, and continuing uncertainty, could lead to a loss of vital capability from within the Sponsor Body and Delivery Authority.29 The Clerks had committed to work on retaining and recruiting the staff it needed, with Sponsor Body staff being TUPE’d across.30 Although the House Administrations have made progress bringing the Sponsor body staff ‘in-house’, the reset resulted in the entire leadership team of the Sponsor Body leaving.31 In terms of filling these gaps, the programme SRO told us that success recruiting to a number of roles, such as business case director and Head of Risk, had been mixed. She described it as not being easy to fill these roles, with some feedback that people had been put off by the uncertain and political nature of the programme.32 However, the Delivery Authority Chief Executive told us that although he had been very concerned that, given the programme’s change in direction, people would leave, he was pleased this risk had not materialised. He highlighted though that the risk was still there.33
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Government response AI summary
The government's response outlines future programme milestones for presenting a strategic case and developing costed proposals but does not address the committee's specific observations regarding challenges in staff transition, loss of leadership, and difficulties in recruiting to key roles within the R&R programme.
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HM Treasury
34
Conclusion
Fifty-Second Report - Restoration &…
Not Addressed
We have previously expressed concern that the Clerks do not have the expertise or the capacity to successfully oversee a large infrastructure project of this cost and complexity. Their previous experience overseeing work on, for example, Elizabeth Tower shows how challenging this can be, with renovation set to cost £86 …
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We have previously expressed concern that the Clerks do not have the expertise or the capacity to successfully oversee a large infrastructure project of this cost and complexity. Their previous experience overseeing work on, for example, Elizabeth Tower shows how challenging this can be, with renovation set to cost £86 million, compared with the original £29 million budget.81 We questioned the Clerks on the skills they felt they would need to have accountability for a unique programme of this size and complexity. The Clerks told us they recognised the differing skillsets, and had recently appointed staff to support them in delivering their responsibilities. This included a new director general (operations) within the House of Commons administrations and a chief operating officer within the House of Lords administrations.82 Shortly after our evidence session, the Clerk of the House of Commons, Sir John Benger, announced his intention to step down from his post in the autumn of 2023. 76 Q 64 77 Qq 75, 76, 98 78 Committee of Public Accounts, Twenty-Eight Report of Session 2022–23, Improving the Accounting Officer Assessment process, HC43, 30 November 2022 79 Qq 64–65 80 Qq 65, 66–79 81 Committee of Public Accounts, Tenth Report of Session 2022–23, Restoration and renewal of the Palace of Westminster, HC 49, 29 June 2022 82 Q28 & Q31 Restoration & Renewal of the Palace of Westminster – 2023 Recall 19
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Government response AI summary
The response repeats the committee's concern that the Clerks do not have the expertise or the capacity to successfully oversee a large infrastructure project, but does not offer a response or action.
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HM Treasury