My Lords, I am not going to repeat what is in the report, but it is worth stressing, especially after the previous contribution, that we have been working hard and have achieved quite a lot. One of the frustrations is over why we cannot reach a final decision. Part of the problem is that people were not satisfied with the sort of decision that we were going to make, whether on the construction process or on the final outcome. I will address that.
Having been on the Finance Committee of the House of Lords for some period and having experienced how things have got out of hand, particularly on construction cases, I know that the biggest issue for us has been the famous terms that have been used in the past: “known knowns” and “known unknowns”, particularly when you start off and then suddenly realise something. Westminster Hall is a classic case; it is the most historic building in the world. Look at its age and how important it is to our heritage.
The other thing that I want to stress is that we have moved on from the debate that this building, as I think the noble Lord, Lord McLoughlin, said in the Chamber last week or the week before—before recess, anyway—is not simply a building about facilities for MPs, staff and Lords. This building represents something; it represents our values. If you show a picture of this building to anyone throughout the world, they will see not just the physical building but the values that it represents. Bearing in mind the sort of situation that we are now in in the world, that is really important.
Our ability to protect this building will be incredibly important, too. It seems like we have been going through a painful process, but we have had a complex matrix. What are the options in terms of construction, are there a range of options—moving out and staying in—and how do we evaluate them? Of course, as my noble friend Lord Blunkett said, there are also the options around what people want to end up with. The
programme board has considered that matrix in a lot of detail. When we talk about the strategic case, again it seems like, “Well, why aren’t we just getting on with it?” The reason is that, when we ask people to make a decision, it will be based on fully costed options. People are making a decision at the end of the year on the strategic case, but that is not the final decision. The strategic case narrows things down so that more detailed work can go on on the costing of any final decision, so that, when we make that decision, we are very clear about those costs. The noble Lord, Lord Morse, is absolutely right: we are evaluating that at every stage of the process, and evaluating what we spend now.
It is also worth pointing out—and I have raised it in the programme board—that it costs nearly £1.5 million a week to maintain the Palace. Of course, we are doing a lot of restoration work now. One thing that I am really pleased about, and which the programme board has focused on, is how the in-house team has been working with the delivery authority to ensure that whatever we do fits so that we do not spend £200 million restoring something only to tear it down when we start the final programme. We are working collaboratively as a team, and that is really important. We are not standing still; we are not not doing anything; we are actually working quite hard. It is in the annual report, and we need to stress this to our colleagues, but thousands of hours of work have gone into the intrusive surveys, so that when we get these final costed options we will reduce the number of unknown unknowns, and we will be very clear about the work that we want to do.
The point on which I want to conclude is the temporary accommodation and the question that my noble friend Lord Blunkett raised about accessibility. I agree with him that the best people to ask about accessibility are those most affected. We should have much more survey work and include people in those discussions. However, accessibility is not just a question of the physical building. It is also about how we manage and run this building, so that we see accessibility in terms of whether we have a proper needs assessment and fully understand the range of physical capabilities that people are impacted by. Disability is not just restricted to physical capability, there are other issues. Of course, those things are not a set given over a period of time: people’s needs change, and that is something else we should build into this exercise.
I will conclude on the other point that the annual report has focused on: how we engage. I have heard so many people say that they were not consulted and I share some of the frustration, but there is a difference between consultation and engagement. We have a job of work to do, and we will ensure that people fully understand the scope of that work so that there is no shock to them when it starts. We have to move away from the idea that we are somehow in a special position to know exactly what needs to be done. I have heard MPs say that they fully understand the construction needs and stuff like that, but they do not. What we need is to have a proper system of ensuring that the full information is available.
I praise all the staff who have been involved in engagement. We need to do more about how we engage, and the responsibility falls not on them but on
us. Whatever group we are a member of, whether Labour, Conservative or Lib Dem, we should express our opinions on the work we have been doing. We should not leave it until it is too late. We should certainly involve them and not be so focused on the formal consultation. We need to keep reporting back to our own groups on the work we have been doing. We have a good report and a good process, and we are getting on with the work. I know it will take a long time. As my noble friend said, the costs involved, because of the Act of Parliament, may seem horrendous, but we are talking about a 20-year period to restore this building. That is the vital thing that we need to say to other Members of the House.
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