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 Administra...

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 t Type: conclusion | Number: 13 | Response status: not_addressed Government response: The Clerk of the House, Clerk of the Parliaments, Client Team and the Delivery Authority agree with the Committee’s recommendations. First bullet – interim milestones We agree that it is critical to present a strategic case with a proposed way forward for the R&R