Plans for the future
235. The Board of Management initiated a review of
the House's existing strategic plan in January 2005 and will be
making recommendations to the Commission during 2005/06 for a
revised strategic plan to cover the period from 2006 to 2011.
A new corporate business plan will then be developed in the light
of the agreed strategy, and this will provide the framework for
2006 departmental business plans.
236. In the meantime, plans for 2005/06 and beyond
continue to be based on the outline strategic plan and eight developmental
objectives agreed by the House of Commons Commission in October
2001 (see page 13) and detailed in the 2004 Corporate Business
Plan. These plans relate to the work of the staff of the House
in support of the work of Members and their staff. In the context
of the current review of the House strategic plan, planning beyond
2005/06 is necessarily tentative.
237. Against each strand of the plan some measures
by which success may be judged are indicated.
Performing the four core tasks
238. The large majority of House of Commons staff
are involved in ensuring that the Chamber and committees work
effectively and are properly reported on, in making sure that
everyone on the parliamentary estate is properly looked after,
in providing information and access to the public, and in ensuring
that the responsibility to maintain an important part of the national
heritage is properly discharged. In other words, 'Business as
usual' consumes much the greater part of the House's human and
financial resources.
239. There is a strong tradition of responding flexibly
to the needs of the House and its Members, and plans set over
a five year period may have to be modified for this reason. However,
this does not prevent departments from monitoring the quality
of their day-to-day work, for example by measuring turnaround
time for correspondence, or satisfaction levels among key 'customers'.
While some of the aims set out in this plan are necessarily tentative,
they are intended to focus attention on the Board's wish to provide
high quality services.
240. 'Business as usual' has never meant standing
still. The staff and services of the House have always had to
respond to shifting patterns of business and sitting hours and
will continue to do so. The House Service must also look for ways
(such as those offered by new technology) for doing old jobs in
new, more efficient and user-friendly ways.
241. In 2003 Members, their staff and House staff
were questioned about the quality of services provided on the
parliamentary estate (see paragraph 15). This provided much useful
information on the quality of existing services and areas for
improvement. It is planned to undertake a similar survey during
the current Parliament. One of the aims of the next survey will
be to provide comparisons with the 2003 survey, so that progress
can be assessed.
242. A key element of the plan is the need to seek
demonstrable value for money in every aspect of the House Service.
The Board of Management intends to manage within agreed financial
baselines, subject to occasional decisions by the House and the
Commission to increase provision in particular areas, such as
security. Departments should plan to make economies if they wish
to increase spending in other areas.
The four core tasks
| Task | Indicative measures
|
| Supporting the House and its committees |
Satisfaction of the Commission and Finance
and Services Committee
Accuracy and fitness for purpose of Vote Bundle, Hansard, committee reports, information and research material from the Library
Security maintained at all times
|
| Supporting individual Members and their staff
| All services delivered to the standard agreed and advertised
Implementation of the action plan arising from the 2003 survey of services
Further survey of services conducted in 2005 Parliament
|
| Providing information and access to the public
| Visitor numbers as close as possible to capacity, positive feedback from surveys of visitors and website users; GIP priority communications themes reflected in media coverage where possible
|
| Maintaining the heritage of buildings, objects and documents
| Value to the nation maintained by investment in maintenance/restoration and preservation - measured by periodic valuations
|
Underpinning support tasks
| Task | Indicative measures
|
| Ensure the continuity of the House's day-to-day business through effective planning (including contingency planning) and risk management
| Statement of Internal Control agreed by National Audit Office
|
| Provide a skilled and motivated workforce. Give recognition and reward for achievement, and ensure that all staff realise their full potential, regardless of level or background, through good learning and development opportunities
| Investors in People recognition maintained
Vacancies filled successfully (recruits perform strongly)
Training days receive positive evaluation
|
| Help ensure the wellbeing of everyone on the parliamentary estate through good catering, attention to work-life balance and appropriate maintenance of a healthy and safe working environment
| Reduction in absence rates
All staff are trained annually in fire safety
Asbestos is safely encapsulated and ultimately removed
Reduction in accidental injuries on the estate
Health and safety audits
|
| Maintaining reliable IT infrastructure |
Network resilience and reliability, including remote access
|
| Plan for and manage all of the House's resources to a high standard
| Actions taken on outcome of internal and external audits
Procurement successes e.g. contracts for printing of House papers beneficially renegotiated
Resources managed effectively within agreed baseline budgets
|
Improving and developing for the future
243. This section covers the eight developmental objectives adopted
in 2001, each of which has required planned change over several
years and, in most cases, significant project expenditure. Projects
costing more than £150,000 (or £500,000 in the case
of works) are subject to business case approval. Projects which
may fall within this category are marked with an asterisk. This
means that the decision to proceed in a particular way and on
a particular timescale is dependent on the business case (including
value for money) being established and on the availability of
funding.
Objective 1: Services that meet the changing needs of the House
and its Members
244. The user survey carried out during the summer of 2003 showed
high levels of satisfaction with most of the many services provided
by the House administration, but it also pointed to a number of
areas where there could be improvements. The Board of Management
drew up an action plan and the key elements affecting services
for Members were discussed with the Finance and Services Committee.
The resulting programme of work is being overseen by the Services
Information Group (see paragraph 15). In 2005 the Group will be
seeking feedback from new Members about the arrangements for their
reception following the general election. 2005/06 should also
see major improvements in the organisation and presentation of
information on the parliamentary intranet as a result of a project
to migrate the content of departmental intranet sites to a corporate
system with a single content management system.
245. Another driver for change has been the Modernisation Committee,
which since 1997 has issued reports on a range of matters relating
to the practices and procedures of the House, including sitting
hours and public information work. The Committee makes recommendations
which, if agreed by the House, become part of the agenda to be
implemented by the House administration.
246. The Board of Management also identifies service areas where
it believes that fresh thinking is needed in order to keep pace
with the needs of the House. A review of reporting services, triggered
in part by the changed sitting hours of the House and committees,
reported in 2004. Following extensive discussions, the agreed
outcomes are due to be implemented in October 2005 (see paragraph
50). The forthcoming year will also see the first major steps
in the creation of the new Parliament-wide ICT service (see paragraphs
27-31).
| Corporate goals | Indicative measures
|
| Implement the agreed action plan arising from the 2003 survey of services
| Next survey indicates that progress has been made on:
- improved channels for feedback and complaints
- better information for new Members and Members' staff
- improved information about access and emergencies
- improved design and navigation of the parliamentary intranet
|
| Implement decisions made on the recommendation of the Modernisation Committee
| Decisions implemented on the agreed timescale without disruption to other services*
Successful outcome to negotiations on modified working hours for staff
|
| Implement agreed outcomes of the review of reporting services
| Implementation due October 2005 |
| Implement the agreed SSRB recommendations relating to IT (see paragraph 105)
| New and additional computer equipment supplied to those requiring it by end of 2005
Roll-out of new constituency support arrangement commenced by early 2006
|
Objective 2: A safe, modern and efficient working environment
for the House of Commons
247. Great strides have been made in recent years in improving
the parliamentary estate to provide Members, their staff and staff
of the House with a safe, modern and efficient working environment.
Major developments have included the construction and opening
of Portcullis House, the refurbishment of catering facilities
in the Palace and 1 Parliament Street, the opening of the Jubilee
Café and the refurbishment of the Norman Shaw South block.
248. The major review of office accommodation conducted during
2002/03 has led to
significant changes in the way office space is managed, including
a series of pilot projects designed to match the limited space
available better to the current business needs of Members and
the staff of the House. The intention is to avoid the need for
any major new acquisition of office property other than for temporary
projects and decanting during refurbishments.
249. There are still Members' offices and other working areas
which do not meet modern standards and these will be tackled in
a continuing programme. It is also aimed to make the whole estate
more efficient in terms of energy consumption and waste recycling
(see paragraphs 231-234).
250. A review of security was undertaken in 2004/05 and implementation
of its recommendations will continue in 2005/06.
| Corporate goals | Indicative measures
|
| Implement the agreed accommodation strategy
| Objective assessment demonstrates that by 2008 the best possible use is being made of parliamentary accommodation
|
| To improve office accommodation where it falls below acceptable standards
| Refurbished and re-planned working areas meet health and safety requirements and comply with the agreed accommodation strategy*
|
| To meet or exceed environmental
targets set for the public sector
|
- Reduction in energy consumption per square metre of floor space year on year
- 10% of electrical supplies to come from renewable sources
- 25% of waste to be recycled
- 100% of waste to be recovered (through incineration to generate electricity)
|
| To make further improvements in access to all parts of the estate for people with disabilities
| Implementation of priority projects as identified by disability re-survey of the Palace of Westminster - lifts and access to outbuildings*
|
| To provide a secure physical environment |
Implementation of recommendations of the security review
Renewal and enhancement of the pass and automatic access systems by 2006
|
Objective 3: Improving corporate management
251. There have been significant changes to the system of corporate
management of House of Commons services in recent years:
- the introduction of more systematic business and human resource
planning;
- implementation of the "Braithwaite" reforms, including
creation of the post of Chief Executive, supported by the Office
of the Clerk;
- application of the Government Resources and Accounts Act 2000;
- application of the Freedom of Information Act 2000 (including
application of the Data Protection Act to Parliament);
- establishment of the Administration Estimate and Members Estimate
Audit Committees;
- creation of a Central Procurement Office;
- creation of the Parliament-wide IS Programme Board; and
- introduction of "gateway" reviews for major projects.
252. The full effects of some of these are still to be felt and
more work will be needed in coming years to ensure not only that
the House complies with statutory and "best practice"
requirements, but also that it positively benefits from them.
The combined effect will be to make the administration work more
as a single, coherent team dealing with a diverse range of functions.
| Corporate goals | Indicative measures
|
| To ensure through strong programme, project and risk management that planned changes to business processes and systems are implemented with maximum benefit and minimum cost
| Gateway reviews successfully passed; post implementation reviews identify benefits
Risk management to be embedded at departmental as well as corporate level to the satisfaction of the Accounting Officer and the Administration Estimate Audit Committee
|
| To support improvements in business efficiency and service quality through successful implementation of further stages of the HAIS project
| Agreed 'delegated model' is implemented
Post-implementation review confirms realised benefits
|
| To increase benefits and reduce risks by more centralised management of procurement and contracts
| Contracts/projects delivered on time, to budget and specification
|
Objective 4: value for money
253. The Board of Management seeks to ensure value for money (VFM)
in all the services that it offers to the House and to the public.
Awareness of the need for this has been stepped up in recent years
through a range of measures: insistence on rigorous business case
justification for all significant investment decisions; improved
procurement processes; inclusion of VFM consideration in all major
projects and reviews; and specific VFM audits in selected areas.
| Corporate goals | Indicative measures
|
| To ensure demonstrable value for money in core activities
| Action taken on recommendations of VFM audits and other reviews with a VFM element
|
| To ensure demonstrable value for money in procurement
| Rigorous adherence to procurement best practice and including benefits from House-wide or Parliament-wide contracts
|
| Continued reduction in the catering subsidy
| The subsidy represents no more than 45% of total Refreshment Department operating costs in 2005/06 (target for future years to be reviewed)
|
| To ensure demonstrable value for money in projects
| Rigorous compliance with business case procedure and management of project risks
|
Objective 5: Developing skills and diversity
254. Renewing the House's workforce by recruiting to fill vacancies
and ensuring that new staff acquire the skills and knowledge of
their more experienced colleagues are normal aspects of 'business
as usual'. But the overall profile of the House's workforce must
be changed to meet the changing demands of parliamentary work
and changing expectations of society. There is also a need to
make sure that management skills are developed significantly,
to help the House Service keep pace with organisational need.
The Commission and the Board of Management are also strongly committed
to developing the House's workforce at all levels so that it comes
to reflect more closely the diversity of the United Kingdom (see
paragraphs 18-20).
255. House-wide accreditation for Investors in People status was
achieved in 2003 and every effort will be made to maintain accreditation
in the future. An informal interim assessment conducted at the
end of 2004 has helped to identify the areas where further work
is required before the next formal assessment in 2006. These include
making effective use of the system of individual personal development
plans (introduced in 2004), developing management skills through
the introduction of new training programmes and making it easier
for all staff to understand how their work relates to the overall
work of the House and to the business planning process. Maintaining
House-wide IiP accreditation would demonstrate that the organisation
is able to reap the benefits of consistent staff management and
development across all areas.
| Corporate goals | Indicative measures
|
| To improve staff training, communications, motivation and involvement
| Retention of House-wide IiP accreditation
Channels for staff communication and feedback are continuously improved
Learning and development strategy implemented
Senior management development programme is instituted
Revised staff appraisal schemes embedded
Outcomes of management conferences and seminars are shared and communicated
|
| To identify and rectify skills shortages which impede the work of the administration
| Skills audits carried out in IT, IS and project management
Staff appraisal system is used to identify and develop potential
Development of management competences and training programmes
|
| To increase and benefit from the diversity of House staff
| The workforce becomes significantly more diverse according to accepted criteria
|
Objective 6: Improving public understanding and access
256. This has been a major priority for the Commission, the Modernisation
Committee and the domestic committees over the last few years.
There are implications for every department of the House. Since
1999 the Board of Management has charged a group of senior officials
from all departments (GIP) with developing policy and coordinating
activities in this area. Much has already been achieved. For example,
the Jubilee Café has been opened, a well-received
publication scheme has been issued under the Freedom of Information
Act, there have been significant improvements to the organisation
and content of visitor tours, the www.parliament.uk website was
redesigned in 2002 and a webcasting service added during 2003/04
(see paragraphs 35-43).
257. The Modernisation Committee's July 2004 report, Connecting
Parliament with the Public, has given further impetus to this
work.[23] The House of
Commons Commission's response to the report was published in December
2004,[24] and a motion
based on the report was approved by the House on 26 January 2005.[25]
A centrally co-ordinated media service has been created; further
major projects for 2005/06 and beyond will include the construction
of a new visitor reception building, further development of the
Parliament website and consideration of options for an interpretive
visitor centre.
| Corporate goals | Indicative measures
|
| To implement agreed recommendations of the Modernisation Committee
| The website and webcasting are used to increase public engagement with select committees
Further steps are taken to enrich the content and searchability of the www.parliament.uk website*
Proposals for a voters' guide for young people are developed and delivered during 2006
The Education Unit's visitor programmes and outreach work are extended
|
| To comply fully with all the requirements of the Freedom of Information Act
| Regular updating of the publication scheme and consistent resolution of individual applications for information
|
| To implement the decisions of the two Houses regarding the creation of a new visitor reception building
| Satisfaction of the House of Commons Commission and of visitors when completed
|
| To develop a clear and coherent message to the public about the role and work of the House of Commons
| GIP's priority communications themes (scrutiny and the distinction between Government and Parliament) are reflected in the public communications of the House administration, including media coverage, website content and public information materials.
A consistent and pro-active approach to retailing and merchandising is achieved
|
| To explore new ways in which citizens of all ages can be involved in the political process and be better informed of the work of Parliament
| Successful implementation of outreach projects in partnership with the Hansard Society
User research commissioned to inform future initiatives
|
| To make further improvements to physical access to Parliament*
| More informative and helpful signs
Improved access for the disabled
Follow-up survey of visitors' feedback
|
Objectives 7 and 8: Developing the information base; extending
electronic delivery of services
258. Both Houses of Parliament now rely on information systems
and computer technology in order to discharge their responsibilities
to Members and the public. Expectations have increased markedly
over recent years in line with awareness of what other public
and private organisations are achieving with digital and web-enabled
technologies. These are seen to speed information processing,
dissemination and retrieval. At the same time there is an awareness
that major investments in IS/IT are expensive and need to be carefully
managed in order to realise the intended benefits.
259. These considerations mean that Parliament must invest in
efficient, reliable and cost effective information systems. Fundamental
elements of the IS/IT strategy are to collaborate with the House
of Lords on shared infrastructure, to achieve interoperability
between systems and to move progressively towards a smaller set
of core systems based, as far as practicable, on standard commercial
packages. The ultimate aim is to exploit information systems and
technology so as to give parliamentary and public users ready
access to a wide range of parliamentary information, when they
want it and without having to know where it is held.
260. Implementation of the joint House IS/IT change programme
(see paragraphs 27-31) will continue in stages during 2005/06.
Developments are likely to include:
- appointment of a Director of Parliamentary Information and
Communications Technology (D-PICT)(June 2005)
- drafting of a bill to enable staff to be employed jointly
by the corporate officers of both Houses and to apply employment
law consistently to staff of a joint service (early summer 2005)
- full consultation on terms and conditions for staff joining
the new unified service from the existing structures in both Houses
(ongoing)
- appointments to new management roles in the joint service
(by end of 2005)
- further consultation with the Information Committees of both
Houses on services offered to Members (ongoing)
- accommodation planning for the new joint service (key decisions
by July 2005)
- new arrangements for governance, finance (including audit),
and procurement (during second half of 2005 and early 2006)
- new arrangements for IT support, including training and helpdesk
services (late 2005/early 2006).
261. The Change Board overseeing implementation is committed to
maintaining normal services and continuing projects already under
way throughout the transition period.
| Corporate goals | Indicative measures
|
| To plan, deliver and maintain an IT infrastructure for Parliament that meets the business needs, including robustness, reliability and security
| Achievement of a fully convergent network that does not under-perform as a result of technical incompatibilities.
Annual targets for availability and stability achieved.
Objectives of IT security and business continuity/disaster recovery projects secured.
|
| To plan and implement a programme of IS projects designed to achieve seamless access to parliamentary information for all users
| PIMS replaces and enhances the functionality of POLIS (implementation early 05/06) (see paragraphs 86-87)
Successful completion of all stages of the Vote Bundle project (see paragraph 97)
Creation of a corporate parliamentary intranet results in improvements to the management and navigability of the parliamentary intranet, including access to web-enabled services
Agreement is reached on key standards for interoperability and on permanent arrangements for the maintenance of standards in the future (see paragraphs 208-209)
|
| To identify options for the extension of electronic service delivery
| Electronic tabling is further developed as required by the House (see paragraph 52)
Priorities established for Serjeant's Department services to be offered over the intranet (e.g. room booking)*
|
| To develop an integrated approach to information management in paper and electronic formats which supports business processes, complies with Freedom of Information and Data Protection requirements and guarantees effective management of records
| Development and implementation of a viable strategy for electronic records management*
Document management and electronic workflow extended to new areas where they bring clear benefits*
Satisfaction of the Information Commissioner where appropriate
|
| To preserve and improve access to historic information sources by making them available in digital form
| Digitisation of Hansard and other paper documents for which the House of Commons is responsible* (see paragraph 187)
|
| To improve and make more coherent the management of IS/IT in partnership with the House of Lords
| Successful creation of Parliament ICT directorate
|
23 HC 368, 2003-04 Back
24
HC 69, 2004-05 Back
25
HC Deb, cc327-394 Back
| 
