5 March 2003
The House Committee has agreed a Strategic Plan
for the House of Lords administration. The Plan, which will be
subject to annual review, sets out the aim, objectives, values
and primary tasks of the Clerk of the Parliaments and the staff
of the House for the years 2003-08. The text of the Strategic
Plan is as follows:
HOUSE OF LORDS STRATEGIC PLAN
The aim of the House of Lords administration
To enable the House, together with its Members,
to carry out its parliamentary and judicial functions fully and
effectively, and to give value for money.
The four objectives of the House of Lords administration
1. To ensure that the House and its committees
have the necessary procedural, information, research, administrative
and security support to meet at any time and in any circumstances.
2. To provide all Members of the House (and
their staff) with the services they need, including appropriate
accommodation and facilities, in support of their parliamentary
and judicial duties, regardless of party or office.
3. To provide the public with information
and with access to the proceedings of the House, so as to enhance
awareness and understanding of the House's work.
4. To maintain the heritage and integrity
of the House's buildings, objects and documents.
The administration will be guided by the following
core values and principles:
Respect for the importance and dignity
Efficiency in maximising the return
on all inputs.
Fairness and respect among its staff.
The administration has identified 14 primary
tasks for the period 2003-08. How these tasks will be implemented
will be detailed in annual business plans. The order in which
the tasks are set out is not intended to indicate their relative
importance. In fulfilling its objectives, the House of Lords administration
will seek to:
1. Ensure that the provision of services
to Members of the House is managed efficiently and effectively
and in a way which is responsive to their wishes.
2. Anticipate and provide for the needs
of a changing House.
3. Provide sufficient accommodation and
facilities to allow Members, Members' staff and the staff of the
House to work in an efficient and safe environment while maintaining
the fabric and heritage of the parliamentary estate.
4. Develop a system of corporate governance
and internal control which is open, effective and accountable;
and make further progress with implementing sound financial management.
5. Implement a programme to obtain value
for money in all the administration's activities and resources.
6. Continue to make security arrangements
which are appropriate to the assessed level of threat and allow
the House to function effectively, and develop contingency plans
to enable the House and its committees to continue their work
under any circumstances.
7. Develop a strategy for effective communications
between the administration and Members of the House, and within
8. Promote public understanding and knowledge
of the House through the development of an external communications
strategy in all media including print, electronic and speaking
activities, and improve both physical access and facilities for
9. 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.
10. Extend the electronic delivery of services
11. Pursue human resources policies which
promote the recruitment, retention and development through training
of staff of high calibre; which encourage diversity and support
innovation; and which provide staff with the skills and motivation
to meet the needs of the House.
12. Ensure that records in all media are
created, used and disposed of in accordance with the business,
legal, evidential and archival needs of the House by applying
recognised standards and best practice in records management.
13. Develop relationships at the administrative
level with devolved Parliaments and assemblies, Commonwealth Parliaments
and European Union institutions and Parliaments.
14. Improve existing arrangements for shared
services with the House of Commons and explore new areas where
shared services could benefit the House of Lords and Parliament.