My Lords, looking round the Moses Room this afternoon, I see a galaxy of stars of Members—and not Members—who have a great history in this House. Therefore, while my notes say that I am very pleased to have this opportunity to open the debate, my expression should be rather stronger than that.
At the outset, I thought it would be helpful and useful to set out some of the details about this conundrum of the governance of the House—the beginning of an answer to the question that was asked several times during our debate on 25 October: who runs the House? I shall start with the officeholders in the House.
The Lord Speaker presides over proceedings in the Chamber, chairs the senior domestic committee—the House of Lords Commission—is the primary ambassador for the work of the House, has formal responsibility for the security of the Lords’ part of the Parliamentary Estate and is one of the three “key holders” of Westminster Hall. The Leader of the House, in addition to her ministerial responsibilities, has a wider task of upholding the rights and interests of the House as a whole. This gives her a particular role in the governance of the House, in addition to her membership of the commission.
I recognise the roles of noble Lords who make up the usual channels: the Leaders and Chief Whips of the main party groups and the Convenor of the Cross Benches. They all play a crucial role in the governance of the House through their various memberships of the House’s domestic committees and the arrangement of business. Finally, as Senior Deputy Speaker, I am deputy chair of the commission and chair of a number of the House’s domestic committees, and I exercise general supervision and control over private Bills and hybrid instruments. I also speak on and answer any Oral and Written Questions concerning the administration of the House, the work of the House of Lords Commission and the work of the committees I chair.
Moving on to those domestic committees, in July 2016, the House agreed to the implementation of proposals that were developed through an extensive governance review undertaken by the Leader’s Group on Governance, chaired by the noble Baroness, Lady Shephard of Northwold. This included the creation of a new senior committee, the House of Lords Commission, to provide high-level strategic and political direction for the House of Lords administration on behalf of the House and to monitor the performance of the administration. The commission engages on strategic matters such as restoration and renewal, the financial and business plans provided by the administration, security, allowances and the ongoing response to Covid-19. The commission is supported by three other committees: the Services Committee, the Finance Committee and the Audit Committee.
The Services Committee agrees day-to-day policy on Member-facing services, such as catering, digital, property and office services, and on the use of facilities. It provides advice to the commission on strategic policy decisions in relation to such services. For example, the Services Committee has been reviewing the House’s fire evacuation policy, our health and well-being policies, and the new travel office contract. The Finance Committee considers expenditure on services provided from the estimate for the House of Lords, and reports to the commission about forecast outturn and estimate and financial plans submitted by the management board, and monitors the financial performance of the House administration. The Audit Committee considers internal and external audit reports and the management responses to such reports, and provides advice to the Clerk of the Parliaments. The chairs of each of these committees sit on the commission.
I am sorry to interrupt the Minister; I hope that it is in order.
I have here a briefing from the House of Lords Library on the organisation of the House of Lords administration, which is of course excellent. Nowhere does it mention Members, who ought not so much to be represented but to whom the administration needs to be accountable. Secondly, the appointment of the new—what is he?
Yes, him. Would the Minister say that he feels that, in the past few years, the clerks have been unable to fulfil the function that this new person will do? I think that the clerks have been admirable in the way they have carried out their duties. I did not mean to interrupt, and of course I will speak to this later, but I wanted to make that point before the Minister got any further.
It is fair to say that a considerable proportion of my speech opened with the Member-led governance of this House and its huge importance. My remarks relate to my understanding, which is about Member-led governance; I have then referred to the administration, which we rely on very closely.
All I can say is that we have identified that extra support is needed for the Clerk of the Parliaments. We have excellent people working for us, as I shall say with greater emphasis shortly, but the truth is that it is a very demanding job, as I outlined. The Clerk of the Parliaments’ responsibilities are extremely great. Therefore, the endorsed view was that there should be extra support, outside the Chamber and committee work, to help the Clerk of the Parliaments with the very considerable responsibilities that we have placed in one person.
This has been a brisk gallop around the essential aspects of our governance structure. It would be remiss of me, as the noble Lord, Lord Strathclyde, said, not to highlight the excellent work of the administration and of Members, both individually and collectively, for the good of the House. The work of our committees, communications, outreach, digital, heritage and conservation, maintenance, catering, security and more is all supported and enabled by good governance.
While I may not be able to answer in detail the many points that will be made in today’s consideration, or debate—whatever we wish to call it—I assure your Lordships that I shall listen carefully. If I am permitted to say so, I know that a number of other people are listening carefully, both here and outside the Moses Room. I very much look forward to hearing what noble Lords have to say. It is the case that my door is proverbially always open, as is that of the Clerk of the Parliaments. The Lord Speaker intends to hold a series of townhall meetings, at which I will be present with the Clerk of the Parliaments, the chair of the Services Committee and those of other committees, as appropriate, to ensure that all noble Lords feel that their voice is heard.
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Lord Haselhurst (Con)
Noble Lords will forgive me if I feel somewhat nervous at being promoted so high in the batting order, particularly as something bad happened to the England cricket captain in that position earlier on.
The Library briefing, to which reference has been made and which came out a few days ago, points out that, during the past 30 years, there have been 10 reviews that have seen duties and responsibilities move around from one body to another. The latest, and perhaps most significant, development is one that has just been referred to: the imminent arrival of the Chief Operating Officer, charged specifically with
“overseeing major change initiatives and programmes.”
Based largely on the five years that I spent as chair of the Administration Committee in the House of Commons—I understand that we are now allowed to refer to the House in that way, as opposed to “the other place”—I would, if I may, like to suggest one or two initiatives. The first, and obviously most important, is security. We are all too conscious of the threat of fire to people in the Palace. I am not sure that all of us, despite taking on some forms of training, would be up to it if an emergency arose. I once found myself in the Royal Gallery with a party from the House of Commons when there was a fire alarm. I had absolutely no idea how to make an escape from there with my guests because I had not been trained in all parts of the Palace. I suspect that that works the other way round as well.
Of course, there is the fact that our fire precautions are on the basis of getting people out of this building safely, whereas all the physical work that has been done for other reasons in the last few years has been to make it difficult for people to get in. If those physical barriers are there, they also work the other way round, which is something to which I do not think sufficient thought has yet been given. There is also the other outside threat that we are all too conscious of, which could intensify as more movement is created by Members of this House having to move across Parliament Square, from one part to another, once R&R takes place.
We are also entitled to point out that the Palace is part of a world heritage site that requires safeguarding. I would have no compunction in closing the square to traffic, however controversial that might be and however much it might put us in argument with Westminster City Council. Some say that it cannot be done, but a Transport Minister some years ago said that what you have to do is put the barriers up at 4 am and the traffic will find its way round them in the end.
My Lords, I share the previous speaker’s nervousness, faced with, as we were told, the stars of this House; I feel that I am a minor asteroid, perhaps. I put my name down on the list because I wanted to listen and perhaps ask an occasional question. One thing I have learned is that, if you come to a debate, it is a good idea to put your name down, just in case. That will not prevent me making some points.
Obviously, I am a newcomer—I have been here just over a year. In some ways, perhaps that is an advantage, because I see the House in a different light. The governance of the House is certainly a mystery to me. One problem is that it lies between different words—governance, management, administration—without us being clear as to how the terms differ and what exactly each of them means.
However, I have had the advantage of serving on the Finance Committee for a year, which provides an overall insight into the work of the House; I hope that I have gained something from that. I have also read the useful Library paper; it tells us interesting things and is also interesting for what it does not tell us—I will come to that in a minute. I would be particularly interested to hear whether noble Lords have views on where the Library paper has got it wrong.
I have three specific points to make. First, I am still puzzled by the role and functions of the Chief Operating Officer. I wonder whether there is any news on the appointment. It is notoriously difficult to insert a new post into an established structure because the existing postholders all have their interests and power relationships. Someone coming in, potentially from outside, will always be difficult. It is perhaps literally our own version of “Game of Thrones”, since we have thrones—that is a little joke.
What I have never really understood—perhaps it has never been spelled out sufficiently—is why having this role is a clear criticism of how things were before. I am not aware of anywhere where those criticisms are clearly set out. It would be useful to know what they are. It is also worth noting that the Chief Operating Officer will have the title of “deputy”. To me, that means a role that is equivalent to that of the chief. If someone is a deputy, they are not an assistant or another executive; they are someone who stands in for the chief. When you give someone that title, that is what you mean.
My Lords, I have also been promoted somewhat up the batting order, as they say, but I will try to survive the first ball. The first thing that struck me about this debate is how one-sided it is. I believe that the noble Lord who has just spoken is the only Labour Party speaker we have; we do of course have my good friend, the noble Lord, Lord Desai, who is a refugee from the Labour Party. We have virtually no Lib Dems—I can see one here, but maybe there is another. I just wonder whether we do not start off from the disadvantage of being rather biased in what we have got.
I have been here somewhat longer than the noble Lord who just spoke—not a huge amount of time; eight years—and I can tell him that I am as mystified as he is about how the place works in its essential parts. What I do notice is a crushing lack of any level of democracy in any part of any structure in this House. We vote for absolutely nothing among our peers. I begin with a straightforward criticism: I believe that that is one reason why none of the party leaders is sitting with us this afternoon. They owe nothing to us. None of the people who are the usual channels is voted for by any of the people who are ruled by these usual channels. That is a major disadvantage in trying to run and modernise the House.
My second point is that we certainly have a complex decision-making structure. I despair at what the Chief Operating Officer is going to do. We have, and we need, clear levels of responsibility within Parliament; in inserting another person—and of course we have just engaged a HR person—we seem to be putting in staff as an alternative to looking at the structure that we are dealing with.
I give two examples. From a very early stage in this building, I noticed that, for all the talk about its unrepresentative nature and everybody being London based, one reason for this could well be that no one who lives outside London gets an overnight allowance for staying in a hotel. I know that there were problems in the past—10 or 12 years ago—but many organisations have devised systems that are foolproof; for example, look at our Treasury and the Civil Service scheme, or the scheme I used to use when I worked in local government. You can devise systems. To me, it is utterly wrong that people should be asked to come down from Scotland, or from a long way away, at a different level of remuneration than applies to those who live in London or who, like me, can commute backwards and forwards to Cambridge—at, of course, a daily cost to the House—which is probably 50% of what they would spend if they had an allowance.
My Lords, I remind your Lordships of two comments made in our recent debate on procedures. The noble Lord, Lord Rooker, said:
“I have been a Member of your Lordships’ House for 20 years, but I have never found out who runs this place. I feel continually bounced. It is as though they have been to the Barnes Wallis bouncing school to get things through your Lordships’ House.”—[Official Report, 25/10/21; col. 526-27.]
The Noble Lord, Lord Kerr said:
“As a very young man, I worked in the Moscow embassy trying to find out what was going on in the Politburo of the Central Committee of the Soviet Union. It was difficult, but it is as hard to find out in advance what is going to happen in the Procedure and Privileges Committee of this House.”—[Official Report, 25/10/21; col. 539.]
In spite of a noble attempt by the Senior Deputy Speaker to shed some light, I fear I am not sure if I am much wiser. By the way, I still think that a camel is a horse designed by committee.
The opaqueness referred to by those two distinguished Members of this House I have just mentioned did not matter so much when our self-governing House, its traditions and its way of doing things were respected. Recently, there has been a tendency to modernise for the sake of being modern, and to do so with little or no respect for the House and those symbols which not only underwrite the continuity of the House but in some cases are an important part of the way the House does things.
There is a strong case for modernisation where it is appropriate and where it makes an improvement. For example, an efficient IT service is a modernisation which is a great improvement to the good running of the House, with no disturbance to your Lordships or deterioration to the well-being of all concerned. Assuming it is well implemented, it is a huge addition for one and all.
My Lords, suffice it to say that I am sure nobody wants me to go through the very great number of changes made to our governance since I first came into your Lordship’s House, in 1999. The Senior Deputy Speaker has spoken of some of the more recent ones, of course. However, a reading of the really excellent briefing from our Library will give everyone the details they may need.
As the only virtual participant this afternoon, I really want to speak about my own experience, now that I am a virtual player. This has changed my perception of how we run ourselves. During the time—quite recently, really—when we were mostly participating through PeerHub and just a few Members were able to sit in the House, I was busily working away up in North Yorkshire, where I am at the moment, learning about Zoom and Teams, and doing my job as a Whip. This was very much harder remotely than being in the Chamber, where one could nip in and out and nudge colleagues to remind them when they should come in—or better, relay to them the messages from our office on whatever piece of business we were dealing with.
Many people thought that we were having a very easy time of it, sitting on our sofas, making cups of tea, et cetera. But the truth was that, as a Whip, one had to be alert to what was happening on the screen, at all times. I say “screen”, when in fact I was working, as I am today, on at least two screens: my desktop computer and my laptop for business in the Chamber and Grand Committee, and my iPad for the emails that were constantly coming in. Then there was the chat function in Teams. This was the crucial piece of information-sharing between the chair, the clerks, the Whips, et cetera. I held it constantly, as I scrolled between my own colleagues, telling them of any changes to the business, keeping in touch with the app and constantly responding to messages. My husband took a photograph of me one day, juggling all this information, so that I would remember it when things got back to normal.
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Taken together, 31 noble Lords serve on these committees: officeholders, the usual channels and Back-Bench Members. We work together across the committees with the best intent to enable the House to flourish. That is the structure the House agreed following the governance review recommendation for what might be termed Member-led corporate governance.
I now turn to the official-led administration, which supports our work as Members. The House administration is led by the Clerk of the Parliaments. By statute, the Clerk of the Parliaments is appointed by Her Majesty by letters patent. He is the chief executive of the House of Lords and the chief procedural adviser to the House. The Clerk of the Parliaments is also specified in statute as the accounting officer and the corporate officer for the House, and the statutory employer of House of Lords staff. He is responsible for all aspects of the services provided by the administration for Members, the public and other interested parties. In discharging his duties, he is supported by a wide range of staff; in particular by the management board, which he chairs. The management board takes strategic and corporate decisions for the House administration within the policy framework set by the commission. The Clerk of the Parliaments and the management board lead the House administration with the objective to support and strengthen the work of the House of Lords. In this, they are guided by four values: inclusivity, professionalism, respect and responsibility.
While this is, to some extent, an answer to the question of who runs the House of Lords, I readily recognise that it hides a wealth of detail, not least the constant interactions between committee members, officeholders and Members from all around the House. But, as I have found in coming back to the House, in a sense, since May, it is not simple, sometimes, to put one’s finger on where decisions are to be made. It was, in part, in recognition of the complexity of our work, the importance of ensuring we meet the highest standards of good governance, and ensuring that the Member-led and official-led elements of our governance system worked in close partnership with one another for the benefit of the House, that the commission asked for an independent external management review to be carried out.
The report of the external management review, published earlier this year, made a broad range of recommendations. The majority focused on the internal management of the House administration. There are three recommendations that it would be particularly useful to cover here.
First, the report proposed that the commission be put on a statutory footing, with a separate legal entity to act as the employer of House staff. Essentially, this would remove from the Clerk of the Parliaments his current statutory responsibilities and place them with the commission. It would allow for clear lines of direction and delegation from the commission to the administration. It would be a radical and complex shift away from the current situation. The commission has treated this recommendation with caution; noble Lords may also have views on this matter.
Secondly, the EMR, as I will describe the review, recommended that the governance arrangements of the House, particularly the relationship between the commission and the Clerk of the Parliaments, be set out clearly in a governance statement to bring clarity to questions of who is accountable and responsible for what. The report of the noble Baroness, Lady Shephard, made similar recommendations. Work on putting this recommendation into effect is under way, and I anticipate the commission being able to make a statement in the spring.
Thirdly, the report recommended the appointment of a Chief Operating Officer. It is important not to underestimate the complexity, scope and range of services that are provided by the House of Lords administration. Much of it goes on behind the scenes, often in partnership with the House of Commons, and is visible to us only when something directly affects us. It is quite distinct from the procedural work that we see every day to support our proceedings.
The responsibility for overseeing and managing this work falls to the Clerk of the Parliaments as accounting officer and corporate officer of the House. With this in mind, the review highlighted a need for additional senior-level capacity in the administration’s management structure specifically to enhance the administration’s performance in relation to the work outside the Chamber and committees—broadly speaking, to support the Clerk of the Parliaments in his role as chief executive of the administration. A recruitment process for this post was undertaken earlier this year and an appointment made. Mr Andy Helliwell will join the administration on 3 January.
We all accept that the effective, responsible and professional governance of our House is essential, as is noble Lords having confidence in it. To me, in my role, that is of huge importance and significance. The whole purpose of good governance is to support and strengthen the House in the delivery of its vital constitutional role. All of us with a position in the governance structures I have described take our roles very seriously, and at all times we seek to work as a team to discharge our responsibilities for the benefit of the House, its Members, its staff and, importantly, the public we all serve. I beg to move.
My second point relates to visitors. I do not think we treat our visitors as well as we should. To criticise Westminster City Council again, we were not allowed to put a shelter on the pathway down to the Cromwell Green entrance to protect them from the vagaries of the weather. We can do better than that. Very early on when I became chair of the Administration Committee, I had a formal meeting with the then Lord Speaker, who said to me, “Alan, what on earth are we going to do about these tours?” We are taking people in at the point at which they should exit, taking them through the building and then turning them around, causing complete congestion in the process.
We might also look at the possibility of a Palace-wide approach to catering. Many other services have been brought together over the years, and it seems that this is one that has received insufficient attention. The purpose would be to encourage more of us to eat on the estate, and that would then require variety; although the food standards might be high, you do not want to eat the same meal or have the same selection on every occasion. That should be looked at, and I understand that the noble Lord, Lord Touhig, might not be entirely put off by that idea.
Finally, I offer this thought. As Members of this noble House, we need to be aware of the critics who circle us. They range from those who would prefer an elected Chamber to the one we have, to those wanting a unicameral Parliament. I would like the public to have a more constant reminder of the vast amount of serious scrutiny that is undertaken in this House. I suggest we explore the possibility and practicality of establishing a dedicated TV channel, whereby the business of this House can be projected more effectively.
I say all that, which is probably enough, without mentioning R&R, which I am sure might come up in the rest of our debate.
Secondly—and this point is missing from the Library briefing, so perhaps people could expand on it—there is hardly any reference to the usual channels. In truth, one suspects that much of the governance is undertaken through the usual channels, but those of us who are new or somewhat distant do not really get a look in. Decisions are taken but it is never entirely clear where they were taken and who took them.
Thirdly—I have plenty of time—we are told in the Library briefing that there are approximately 670 staff. They provide us with a significant reservoir of knowledge and experience but, judging from the Library briefing, they hardly exist. There is very little reference to the contribution that staff can make to the governance of the House, let alone any reference to the potential role that the trade unions that represent them could play. Perhaps the Senior Deputy Speaker could tell us a bit more about whether their absence from these discussions is an accurate reflection of their absence from any involvement in governance, or whether there is some hidden involvement.
There are two levels to the involvement of staff. In any organisation, managers and senior managers will be reluctant to distribute power to other levels within the organisation. But in a representative organisation where there are members being served, there is immense pressure on senior executives to be the sole channel of communication with the members; they will always want to be the sole means by which the staff express views to the members. I have experienced it in local government and in the trade union movement. I think that it is inevitable but, as Members here, does that serve us well? That is no criticism of the senior staff, but maybe there are ways of opening up channels of communication greater than just with the senior officials.
To conclude, I think that, generally, what we fail to achieve in the information that has been given to us is a distinction between the formal structure of administration and the shadow structure—how things are really run. The first remains a bit of a mystery but has become a bit clearer with these discussions; the second is still totally opaque.
The main point I make is that I have been chasing this round for years. There is no way in which an ordinary Member of this House can table a resolution which is looked at anywhere. The most I have managed to achieve, having gone round the houses about three times, is being told “You’ll get nowhere with this until the Leader of the House is willing to put it on the agenda. And she’s not.” The first thing we need is a way for Members of this House to have an influence on the way that it is run—an ability to put proposals forward, to have them debated and to know what is happening.
My second point is this: the way in which we treat the Members who are no longer here is an absolute disgrace. People retire, they leave, and there is one line in Hansard, if they are lucky: “We would like to thank the noble Lord for all his service”. But there is no structure to keep them informed and there is no system of ever inviting them back once a year for a drink with the Speaker. Okay, they have certain dining rights, but there is no structure whereby we can know what happens to retired Members. It is completely left to chance. I notice that the noble Lord, Lord McKenzie of Luton, who was a friend of mine, died a few days ago. The Labour Whip told the Conservative Whip and it came out on our Whip, but there have been many instances where noble Lords have passed away and we have known nothing about it at all. If we have missed the day in the House, we probably have not even realised that much. I put it to the new Speaker that we should look at this. He offered to send his assistant to talk to me. This is not the way to treat Members of this House. We need a better structure going forward.
My third point is this: we need a way where an ordinary Member knows of someone or other in the administration who they can go to with virtually any problem that they have. I had 10 years in the European Parliament in a very obscure role called Chairman of the College of Quaestors. We were basically the complaints service, but people knew that they could come to us with any complaint and we would at least know where to go and where to push them. I used to manage it by walking around the building—it was called being on foot patrol, for those with a military background—and people would come up to me and give me their problems, and that is how we got round the freedom of information requests. I put it to noble Lords, in particular the noble Lord opposite, that we need a structure where Members of any grade can feel that there is someone or other who will be able to feed their concerns into the machine and come back to them with some sort of answer.
Those are a few thoughts. I hope they are of value and that I at least survived the first ball.
I respectfully suggest that getting rid of wigs and court dress is the exact opposite. Court dress and wigs transform the clerk from another person we all know and see around the House to an officer of this House, with the corresponding authority and respect. To sneak in the present dress under the cover of Covid, and with no authority from the House, is unacceptable. If whoever took this decision believes that getting rid of the symbolic dress would enhance the reputation of the House by making it appear more modern, they display a woeful case of misplaced navel-gazing and a lack of contact with the real world. They do not seem to understand that there is a value in tradition which is understood and appreciated throughout the whole of the United Kingdom, even if it is not appreciated by the metropolitan elite. If the argument for dressing down is so convincing, let it be put to the House.
Publishing Select Committee reports on a Wednesday—if you are lucky—or a Thursday, when many have left the House, and looking for approval the following Monday is a disgrace. To push the things through the House without time for the matter concerned to be considered properly does not give the House a chance to take a thoughtful view.
In recent years, the job specification for Black Rod was altered and two jobs created where the one job had worked perfectly well for as long as anyone can remember. Is this a job creation scheme of the sort we read about in “Parkinson’s Law”? The change to Black Rod’s role meant that a Director of Facilities was thought to be needed. Delightful as the individual is, I have to say that things worked perfectly well before that appointment, and the food was both better and cheaper. I dare say that the Director of Facilities is not directly responsible for catering, but could somebody please take a lesson from the other place, where the food is half the price and twice as good?
The place of your Lordships in this House is being consistently downgraded. I will not take up more of your Lordships’ time by going through the many examples of this—we would be here for a very long time. What used to be there to support your Lordships has acquired a life of its own. Those whom the noble Lords, Lord Rooker and Lord Kerr, found so mysterious have become the all-important element of this House. Enhancing and enlarging their role seems to have become their prime purpose. Providing support for the work of your Lordships should be the raison d’être of all those employed in this House. If it is not, what are they here for? It is worth noting that it is a characteristic of an organisation in decline that it concentrates on increasing its top management unnecessarily.
As it happens, it never will now for me. I have been admitted to the House assistance scheme, which allows those of us unable, because of disability, to participate as fully in House business as possible. The incredible Digital Service has made this possible, so I now go through the Parliamentary Broadcasting Unit when I want to participate. I put on record my huge thanks to it for the support and help it has given those few of us in this category. We simply could not have carried on without it.
In fact, we have all had to learn new skills since the beginning of the pandemic, and many people have worked extremely hard to ensure that we could all use these facilities when we needed to. So I ask the Senior Deputy Speaker: is all the infrastructure still in place in case we have to go back to some form of remote working? If not, how quickly might it be brought back into operation?
Another one of the many examples of how our work has changed is the programme instigated by our first Lord Speaker for Peers’ outreach, which asked Peers to go into schools to talk about our work with students. I was on the first working party that helped pull this together, and I have visited many schools in my region, thoroughly enjoying a Friday off to talk to the young people. The Lord Speaker’s office organised it all, and I very much looked forward to playing my part in educating them about what we do. That changed, and morphed into Learn with the Lords—an online communication with schools, which our excellent education unit runs. This has enabled many of us who participate in the programme to visit many more schools and, for me, a chance to go to parts of the country I would never have visited in the old days of the programme. In fact, on Monday, I am off to Exeter and, half an hour later, to Newcastle upon Tyne. This can be achieved only through the parliamentary communications unit, which I commend to your Lordships.
There are some glitches, of course, and after the debate we had the other day about how we should take things forward, I will watch with interest how Question Time in the House is dealt with; although it has to be better than it was the other week, when no less than three virtual speakers—I was one of them—came in one after the other, to the utter dismay of Members who were physically in the House and unable to ask their own questions before the time allowed was up. Now we are to wait until the eye of the Leader is caught and a signal sent from our Front Bench to indicate that one, or possibly two, of our virtual Members should be called. I am not at all sure how this can be achieved in a fair and equitable way, but time will tell, so I will not condemn it out of hand.
We virtuals have other rules to follow, which do not apply to those Members who are able to get into the Chamber, but I am pretty content to see how things develop. Once again, I am enormously glad that the House has accepted that disabled Peers can still participate in the work of the House. If we have learned anything from this wretched pandemic, it is that technology has enabled us to work in many different ways, which has, incidentally, saved the House quite a lot of money—certainly in my case—in travelling costs at least.