Statement of Intent 2012-2017 - New Zealand Parliament · Statement of Intent 2012-2017 –...

Statement of Intent 2012-2017

Presented to the House of Representatives

Pursuant to Section 39 of the Public Finance Act 1989

ISSN 2230-6900 (Online)

Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 2

Contents

Foreword: Speaker of the House of Representatives .......................................................................... 3

Speaker’s Statement of Responsibility ................................................................................................ 4

Introduction from the General Manager ............................................................................................... 5

Chief Executive Statement of Responsibility ....................................................................................... 6

Part 1: Nature and Scope of Functions ................................................................................................ 7

Part 2: Strategic Direction .................................................................................................................. 10

Part 3: Operating intentions ............................................................................................................... 14

Part 4: Managing in a changeable operating environment ................................................................ 26

Part 5: Organisational Health and Capability ..................................................................................... 29

Part 6: Additional Information ............................................................................................................ 33


Foreword: Speaker o f th e House of Representat ives

This Statement of Intent sets out the medium term strategic direction of the Parliamentary Service for

the years 2012 to 2017.

The 2011-14 Statement of Intent focused on enhancing the Services overall performance and

efficiency, and meeting the needs of members of Parliament and the House of Representatives in a

cost effective way. This Statement of Intent, amongst other things, builds on the good work that has

been done over the past year and focuses on embedding these changes and system improvements

into core business activity.

The Services two strategic objectives are to Deliver High Quality Service to Members and Parties and

Accessible Parliament, these objectives are consistent with the Government’s budget priority of

delivering better services within tight financial constraints and with the challenges set for the public

sector by the Prime Minister.

The Service has developed a number of key initiatives which contribute to the achievement of its two

objectives and which strongly link to the results sought by Government. Successful achievement of

these objectives is challenging but the clear benefits will be enhanced delivery of services to

members.

I am confident that this Statement of Intent for 2012 to 2017 reflects the continuation of major

improvements the Service is putting into place to provide members of the House of Representatives

with quality administrative and support services and to administer the payment of funding entitlements.

Dr The Rt Hon Lockwood Smith, MP Speaker of the House of Representatives

00 April 2012


Speaker ’s Statement of Responsibi l i ty

I am satisfied that the information on future operating intentions provided by the Parliamentary Service

in this Statement of Intent is in accordance with sections 38, 40 and 41 of the Public Finance Act 1989

and the Information Supporting the Estimates and is consistent with my requirements and

performance expectations as Responsible Minister for the Parliamentary Service.

Dr The Rt Hon Lockwood Smith, MP

Speaker of the House of Representatives and Responsible Minister for the Parliamentary Service

Date 00 April 2012


In t roduct ion f rom the General Manager

The Parliamentary Service exists to provide support to Members of Parliament and Parliamentary

Parties. The Service remains committed to continuing to improve the services it provides, at the same

time seeking ways of reducing costs.

The Service has made significant progress towards its long term goal of embedding the capability

necessary to support Parliamentary transitions using business as usual processes and systems. Over

the next three years, the Service will leverage the improvements and investments it has made, to

further lift its performance in the delivery of services at lower cost.

The Service has continued to expand its partnerships with other agencies to realise economies of

scale, particularly in the provision of its ICT network which it has expanded to include Ministerial

offices. This network expansion reduced the cost of services overall and avoided the cost of a

network upgrade for the service previously provided to Ministerial Offices. The Service is now looking

to expand its provision of network services to other agencies on the precinct with a view to further

reducing costs through achieving economies of scale. Over the next three years, the Service will

continue to seek to share services where there are clear savings to be realised.

The very nature of a Member’s role requires that they have mobile access to the Service’s ICT

network, wherever they are. The Service has responded to this requirement by facilitating access via

a range of consumer devices. The challenge has been to provide this access securely and the

Service has taken the lead in finding secure means of providing access to email and calendar data

and is continuing to work with providers to expand the services that are available remotely. Over the

next three years, the Service will be proactive in finding ICT solutions that meet the needs of

Members.

This Statement of Intent sets out the Service’s strategic Objectives for the next three years: Deliver

high quality services to members and parties, and Accessible Parliament. The interventions set out

under these two objectives will build on improvements that have already been made, continue to lift

the level of service provided, and assist the Service respond to increasing fiscal challenges.

The Service now has a strong base on which to base its programme of further improvements. Its

focus over the next period will be to lift its service delivery, reduce costs and improve its capability so

that transitions between Parliaments are managed using business systems and processes, to the

extent possible.

Geoff Thorn General Manager Date 00 April 2012


Chief Execut ive State ment o f Responsibi l i ty

In signing this statement, I acknowledge that I am responsible for the information contained in the

Statement of Intent for the Parliamentary Service. This information has been prepared in accordance

with the Public Finance Act 1989. It is also consistent with the proposed appropriations set out in the

Appropriations (2012/13 Estimates) Bill, as presented to the House of Representatives in accordance

with section 13 of the Public Finance Act 1989, and with existing appropriations and financial

authorities.

Geoff Thorn General Manager

Priya Baskaran Financial Controller

Date 00 April 2012

Date 00 April 2012


Part 1: Nature and Scope o f Funct ions

Part 1 provides information on the Parliamentary Service’s responsibilities, its organisational design,

output class structure, and the sharing of services across the precinct.

1.1 Responsibi l i t ies

The Parliamentary Service is responsible for providing administrative and support services to

members of Parliament and for administering funding entitlements for parliamentary purposes. The

Service’s empowering legislation is the Parliamentary Service Act 2000, which states in Section 7 that

the principal duties of the Parliamentary Service are to:

provide administrative and support services to the House of Representatives and to members of Parliament; and

administer, in accordance with directions given by the Speaker, the payment of funding entitlements for parliamentary purposes.

Members have several roles they fulfil: as legislators and representatives in a parliamentary

democracy, providing a government, making the law, scrutinising the activities of government and

holding it to account, developing policy, debating public issues and assisting constituents.

Members have access to a range of support services, including funding designed to assist them in the

work they do. This support, which is set out in the Speaker’s Directions, is provided through a number

of departmental and non-departmental appropriations. The Parliamentary Service has two roles to fulfil

in relation to the member’s entitlements: as a support organisation directly providing support to

members; and secondly, administering the funding entitlement and ensuring that spending is within the

prescribed limits.

1.2 Services provided to Members

The Service, with other agencies such as the Office of the Clerk and Ministerial Support (Department

of Internal Affairs), provide members with the tools, staff and working spaces they need to fulfil their

roles as effectively as possible. The services provided by the Parliamentary Service to members

include the following:

Provision of personnel services to members in relation to member support staff

Security services for members and members staff in out-of-Parliament offices

Provision of information and research services to assist members fulfil their responsibilities

Chamber and Gallery Services to assist members in the House.

Messenger services.

Security services to ensure the safety of members and their visitors while on the Parliamentary precinct

Provision and maintenance of the Information Communication System infrastructure

Administration of members’ leases of out-of-Parliament offices

Maintenance of the members working environment.

Catering services Travel services Telephony

Payment of members’ salaries and allowances

Payment of expenses incurred by members on Parliamentary business

Provision of funding for parties to support their Leaders office

Occupational health and safety


1.3 Organisat ional Design

Parliamentary Service comprises four groups, Shared Services, Precinct Services, Parliamentary

Library, and the Information Systems and Technology Group. Each of these Groups is led by a Group

Manager. Please refer to 6.2 for a diagrammatic representation of the organisational structure.

1.4 Output Class St ructure

The output classes through which the Service delivers its functions (departmental outputs) are:

Services to Members

Services to Members: This output class is limited to the provision of services to the Office of the Speaker of the House of Representatives and of support staff to members, and during the immediate post-election period, electoral candidates and former members in accordance with Directions given by the Speaker.

Operations, Information and Advisory Services

Parliamentary Information Services: This output is limited to the provision of library and electronic information services through the Parliamentary Library; the provision of computing facilities at Parliament and computing and telecommunications advisory services.

Building and Operations Management: This output is limited to the provision of building maintenance and operational services for the Parliamentary precincts.

Speakers Directions and Entitlements Advice: This output is limited to the provision of information, analysis and advice to the Speaker, the Parliamentary Service Commission, and the Parliamentary Corporation.

Personnel and Accounting Services to Members and Other Agencies and Travel Office Services: This output is limited to the provision of services to members, Leader and Whip offices, electoral candidates and former members, providing travel, accounting, staffing advice and support, health, safety and wellness, payroll services; and bureau accounting and payroll services to other Parliamentary agencies

Departmental Capital Expenditure: This appropriation is limited to the purchase of assets by and for the use of the Parliamentary Service, as authorised by section 24(1) of the Public Finance Act 1989.

The Service also administers capital expenditure related to the upkeep of the buildings and grounds of

the parliamentary precincts and on behalf of the Crown, non-departmental appropriations that fund

members’ entitlements and salaries. The administration of Crown appropriations is conducted through

services and staff funded by the Service’s departmental appropriations. Further information about the

Service’s appropriations may be found in the Estimates of Appropriation for Vote Parliamentary

Service.

1.5 Shared Services on the Parl iamentary Precincts

The Parliamentary Service has a successful track record of sharing services with other agencies on

the Parliamentary precincts (Office of the Clerk, Parliamentary Counsel Office, Ministerial Services (a

unit of the Department of Internal Affairs), and the Department of Prime Minister and Cabinet). The

nature of the services shared and the precinct agencies sharing the services has significantly

expanded over the last three financial years (particularly in ICT and security services).

The shared services currently provided to other agencies on the precinct are set out in the table below.


Table 2: Serv ices provided to sector agencies

Service Provided

Office of the Clerk

Parliamentary Counsel Office

Ministerial Services (DIA)

Department of Prime Minister and Cabinet

Treasury Ministry of Health

State Services Commission

Facilities management

Under discussion

Research Services

Mail Services

Telephony

Financial

Payroll

Cleaning

I.C.T. Desktop Support

ICT Network Services

ICT Backbone Network

ICT Server Space

Security

Travel Services

Health and safety assessments


Part 2: St rategic Di rect ion

Part 2 provides information about the Services strategic framework, relevant Government priorities

and the Services strategic framework.


2.1 St rategic f ramework

A diagrammatic summary of the Service’s strategic framework is set out above. This diagram is

intended to display at a high level the linkages between our end outcome, mission, duties, objectives,

interventions and the output classes which fund our activities.

2.2 The Government ’s pr ior i t ies

The Service is cognisant of the Government’s budget priorities over the term of the 50th Parliament.

The budget priorities are:

Responsibly managing the Government’s finances

Building a more productive and competitive economy

Delivering better public services within tight financial constraints

Rebuilding Christchurch, our second biggest city The Government Budget Policy Statement 2012 notes that ‘in delivering better public services in this

challenging environment, the Government is committed to ensuring that there is value for money

across the total base of government expenditure and in the management of Crown assets’.

Government departments are being challenged to operate within four year budget plans by delivering

efficiency savings and innovations in service delivery.

2.3 Chal lenges

Over the time frame of this Statement of Intent the Parliamentary Service will continue to provide a

high level of service to members of Parliament and the House of Representatives, within the reality of

significantly reduced resources. Since 2008 the Service has altered the form of services it provides to

members of Parliament, in order to absorb cost pressures and at the same time increase the flexibility

for members in the use of their entitlements. Costs have been reduced by:

reducing management and back office costs

changing the provision of security and research services

collaborating with other Parliamentary agencies to share services and costs The cost saving measures taken by the Service have allowed some absorption of immediate

inflationary pressures. The Service has invested significantly in its ICT capability, in part to redress for

underinvestment in previous years, but also in response to a demand for the provision of improved

mobility for members.

In the 2012 – 2017 period the Service forecasts significant fiscal challenges as the cost of delivering

services continues to rise. In meeting this fiscal challenge the Service is constrained by:

the large proportion of fixed costs which is restrictive in achieving cost savings

the absence of direct control over the level of demand, nature, quality and manner of service provision as the Service responds to the needs of Parliament.

triennial events such as the appropriations review committee and election costs which impact on the Service’s resources.

During the term of the 50

th Parliament the Service will continue to look for ways to improve its level of

service while absorbing cost pressures. In doing this the Service is focused on ensuring it understands

the needs of members and parties and delivers to those needs in a cost effective manner.

Over the 2012 – 2017 period the Service will work to improve its systems, people capability and

processes to deliver the right services for Parliament in the right manner. The Service will work with

parties to define appropriate and affordable services while continuing to identify and eliminate


inefficiencies. The Service will improve the measurement of its performance for its stakeholders and

benchmark its efficiency against agencies of a similar size in the wider public sector.

2.4 Mission

The mission of the Parliamentary Service is to ‘Help Parliament get on with the business of

Parliament’. This mission statement is at the core of the Service’s strategic thinking in relation to the

development of ways to better fulfil its statutory responsibilities and improve the quality and cost

effectiveness of its service delivery.

2.5 Object ives ( intermediate outcomes) for 2012 -2017

The Service reports on ‘objectives’ rather than ‘outcomes’ as the Service is almost exclusively a

service delivery agency providing administrative and support services to members and such making

linkages to aspirational outcomes, goals and priorities would not be relevant. The Service has

identified two strategic objectives:

Objective 1 Deliver high quality services to members and parties

Objective 2 Accessible Parliament.

2.6 Key in tervent ions and del iverables for 2012 -2017

The key interventions which will support the attainment of the two strategic objectives are:

Objective 1: Del iver high qual i ty service to members & part ies

Intervention 1: Implementing changes to the Civil List Act 1979

Intervention 2: Supporting the Triennial Review of Appropriations

Intervention 3: Sharing services to achieve economies of scale across the sector

Intervention 4: Improving service delivery

Objective 2: Accessible Parl iament

Intervention 5: Improving services to the precincts Nineteen key deliverables (or projects) have been developed to support these key interventions. The

table below links the deliverables to the relevant interventions.

Deliverables marked with an * indicate that they are interventions or deliverables carried forward from

the 2011-14 Statement of Intent.

Table 1 Time frame for implementation of 2012-2017 deliverables

Implementation Time Frame

Intervention Deliverable 2012/13 2013/14 2014/15 2015/16 2016/17

1. Implementing

changes to the Civil

List Act 1979

1.1 Align the Speaker’s

Directions to the requirements

of the Member of Parliament

(Remuneration and Services)

Bill

1.2 Review processes and

systems to meet the new

requirements *

2. Supporting the

Triennial review of

Appropriations

(New)

2.1 Facilitate the Triennial

review of Appropriations


Implementation Time Frame

Intervention Deliverable 2012/13 2013/14 2014/15 2015/16 2016/17

3. Share costs to

achieve economies

of scale across the

sector

3.1 Lead the provision of

precinct wide services

3.2 Use benchmarking to

identify and eliminate

inefficiencies

4. Improving service

delivery

4.1 Matching service provision

to the service level agreement

4.2 Develop and implement the

Service Insight Strategy

4.3 System changes*

4.4 Improving library and

information service delivery *

4.5 Implement improvement

recommendations from the

review of 2011 election related

performance

4.6 Support the transition from

the 50th to 51st Parliaments

5. Improving services

to the precincts

5.1 Implement the Business

Continuity Plan and extend

disaster recovery arrangements

*

5.2 Management of heritage

buildings (and implementation

of the Precincts Property

Strategic Plan) *

5.3 Continue to enhance

security services to the

precincts (and implement the

Precincts Security Strategic

Plan) *

5.4 Implement the Information

and Education Communications

Strategy *

5.5 Continue to preserve and

enhance Parliamentary

collections*

Detail of the activities associated with each of these key interventions is set out in Part 3 Operating

Intentions.


Part 3: Operat ing in tent ions

Part 3 identifies the Service’s objectives for 2012-2017, the key interventions which support the

achievement of these objectives, the key deliverables supporting the interventions, and provides

information on how the Service will measure its cost effectiveness. The Service’s progress against

these interventions and their deliverables will be reported on quarterly to the Speaker of the House of

Representatives and annually in the Service’s Annual Report.

Ident i fy ing Key Intervent ions for 2012 -2017

In developing the strategic interventions for 2012-2017, the Service considered the strategic

environment in which it operates (including the economic environment), its mission statement, the

need to focus the organisation more clearly and closely on service delivery, whether the outcome

framework remained fit for purpose, and what interventions would be necessary to support the

attainment of the Government’s priorities and the Service’s two intermediate strategic objectives.

Object ive 1: Del iver h igh qual i ty serv ice to members & part ies

Descript ion

The Service provides a varied range of services to members and parties, in order to assist them fulfil

their roles as representatives and legislators, as set out in the Speaker ’s Directions and within the

Appropriations. The standards, to which these services will be delivered, are articulated in a service

level agreement agreed with members.

What is the Service seeking to achieve?

From 2008 to 2011 the Service has made improvements to its process, systems, capability and

structure. Over the 2012 – 17 period the Service aims to leverage these developments to lift its overall

service delivery and in particular the delivery of services provided directly to members or parliamentary

parties.

This objective focuses tightly on the delivery of high quality services to members at the right cost. The

Service has to ensure that it operates within its appropriation by prioritising services and reducing or

containing fixed costs. At the same time the Service needs to have a better understanding of the

needs of members and parties and how services are best delivered to them, whilst always ensuring

that members’ funding entitlements are paid in accordance with the Speaker’s Directions and the

scope of the appropriation.

What is the Service going to do?

Four interventions and thirteen key deliverables have been developed to support the achievement of

this objective, the key interventions are:

Intervention 1: Implementing changes to the Civil List Act 1979s

Intervention 2: Supporting the Triennial Review of Appropriations

Intervention 3: Sharing services to achieve economies of scale across the sector

Intervention 4: Improve service delivery

In tervent ion 1: Implement ing changes to the Civi l L ist Act 1979

Why is the Service doing th is?

This intervention and the key deliverables are in response to tabled changes to the Civil List Act

(1979). The changes proposed will require revision of the entitlements provided to members through

the Speaker’s Directions. Changes to the Speakers Directions will require corresponding changes to


the Service’s systems and processes. In making these changes the Service will remain cognisant of

the intended benefit of this intervention, that MPs are to be supported at the right cost to the taxpayer.


Two key projects have been identified to support the achievement of this intervention, these are:

1.1 Aligning the Speaker’s Directions to the requirements of the Member of Parliament (Remuneration and Services) Bill

1.2 Processes and systems reviewed and changes implemented to meet the new requirements.

1.1 Aligning the Speaker’s Directions

The members of Parliament (Remuneration and Services) Bill establishes a new framework for setting

entitlements for members of Parliament and the Executive. It is intended to replace the remaining

provisions of the Civil List Act 1979 following a review of that Act undertaken by the Law Commission.

The scope of the Bill includes provision of:

salaries and allowances for members of parliament

support services for members of parliament, ministers and certain electoral candidates,

annuities and other benefits for former prime ministers

on-going travel entitlements for former members of parliament The Bill changes the current framework for setting support services and funding entitlements for

members. Travel and accommodation services that are currently set by the Speaker, will be

determined by the Remuneration Authority, while Communications, and other entitlements will be

continue to be set by Direction of the Speaker. The Bill is expected to be passed in 2012, after which,

a new determination and new Speaker’s Directions will be required.

Deliverable Measure of Success Timeframe

Provide input into the development of the Members of Parliament (Remuneration and Services) Bill as required

The Service will deliver any associated project in accordance with the requirements of the project plan.

2012-2014

Align the Speakers Directions to meet the requirements of the Members of Parliament (Remuneration and Service) Bill

The changes to the Civil List Act 1979 will have no impact on the quality and effectiveness of service delivery (as measured by the Annual Survey of Customer Satisfaction and through quarterly meetings with Party Whips).

2012- 2014

1.2 Processes and systems reviewed and changes implemented to meet the new requirements.

The enacting of the Members of Parliament (Remuneration and Services) Bill will require the Service

to review its processes and systems for the payment of members’ entitlements. This work will need to

be completed prior to the implementation of the Act.


Processes and systems reviewed and changes implemented to meet the new requirements.

New processes are documented and communicated to members and their support staff prior to the implementation of the legislation. The changeover will be seamless.

2012- 2013

Deliver and provide services, in accordance with the Act, to members as and when required

Services and reimbursements provided within the scope of the Speaker’s Directions and the new Act.

This is an on-going activity over the period of this SOI. Reports against this deliverable will be provided in the context of the Services Annual Reports.


In tervent ion 2: Support the Tr iennial Review of Appropr ia t ions


Under the Parliamentary Service Act 2000, the Speaker must establish, at least once during the term

of each Parliament, a review committee to review the amounts of money appropriated by Parliament

for administrative and support services provided to the House of Representatives and to members of

Parliament; and funding entitlements for parliamentary purposes. This intervention has been

developed to support the triennial review of appropriations.

2.1 Supporting the Triennial Review of Appropriations


Facilitate the triennial review of appropriations provided to individual members and parties

The report on the triennial review of appropriations is produced on time and to budget

2012-2013

In tervent ion 3: Share serv ices to achieve economies o f scale


This intervention has been developed to address the need for members to be equipped to perform the

duties of their office and to have efficiently operated facilities to assist them conduct their business.

The identified benefit of this intervention is that MPs are supported at the right cost to the taxpayer.


Over the period of this SOI the following key deliverables will support this intervention:

3.1 Lead the provision of precinct wide shared services

3.2 Use benchmarking to identify and eliminate inefficiencies

3.1 Lead precinct wide shared services

The Service provides services to the Department of the Prime Minister and Cabinet, the Office of the

Clerk, Parliamentary Counsel Office and the Executive Government Service of the Department of

Internal Affairs. In some cases the Service bears the cost of these services, in others service costs are

shared. The Service will ensure that the costs of new services provided are appropriately allocated.


Explore options for further sharing of services.

Identified options for shared services are cost effective and are implemented

2012-2017

Apportion costs appropriately Actual cost of new services identified and reimbursement sought from the users of shared services.

2012-2017

3.2 Use benchmarking to el iminate ineff iciencies

The Government priority of ‘delivering better services within tight financial constraints’ is a key focus of

this Statement of Intent (along with improving service to members and parties). The Service will

benchmark its corporate activities and compare results with other agencies to identify any areas of

inefficiency.


Identify appropriate BASS benchmarks from 2010/11 data

The Service will benchmark against BASS measures to assist in the establishment of the cost effectiveness of its service provision and infrastructure

2012-2017


In tervent ion 4: Improving serv ice del ivery


Over the 2012-17 period the Service aims to lift its service delivery performance by leveraging the

recent improvements to its structure, systems, and capability. In doing this the Service is focused on

ensuring that MPs are able to operate effectively both inside and outside of the Parliamentary

precincts.


Seven key deliverables for 2012-2017 have been identified to support the attainment of this objective,

these are:

4.1 Matching service provision to the service level agreement

4.2 Develop and implement the Service Insight Strategy

4.3 System changes

4.4 Improving library and information service delivery

4.5 Implementing recommendations from the review of 2011 election related performance

4.6 Supporting the transition from the 50th to the 51st Parliaments

4.1 Matching Service Provis ion to the Service Level Agreement

In previous years the Service has negotiated a Service Catalogue which in great detail specified the

services provided to members and the associated performance information. As part of the focus on

improving the quality of service delivery the Service has developed a service level agreement to assist

the Service provide a consistent level of service to all parties and which clearly identify improved

reporting mechanisms. The service level agreement will record the agreed services and standards and

performance measures provided by the Parliamentary Service in relation to:

Communication and Relationship Management

Out-of-Parliament Accommodation and Office Security

Publicity

Human Resource Services

Finance

Travel Services

ICT and Telecommunications

Library and Information Services The Service will report on its performance against these agreements quarterly to the Speaker of the

House of Representatives.


Match service provision to service level agreements and deliver to agreed specifications

The Service Level Agreement is developed and agreed by Party Whips prior to the commencement of the financial year and 80% of the agreed deliverables are achieved.

By 30 June each financial year

Reports on service performance against the agreed standards are prepared on a quarterly basis

Quarterly reports prepared within 1 month of the end of the quarter


Parliamentary Service is a service delivery agency. The primary recipients of services are Members

and Members’ staff, services are also provided to other agencies on the precinct as well as visitors to

the Parliamentary precinct. As a service organisation the Service needs to: better understand the

needs of members and parties; better understand the way in which members and parties want their

services delivered; and improve the delivery of its services.



Investigate methods of piloting

new ways of delivering services

New products and services identified and reported

each year in the Annual Report of the Parliamentary

Service.

2012-2014

Measure the performance and

success of new solutions

Evaluation of pilot projects against agreed criteria 2012-2014

4.3 System changes

This deliverable concerns embedding the changes to human resource, payroll and financial systems to

achieve the forecasted benefits and the identification of additional system improvements to achieve

efficiencies and cost savings.


Embedding the redeveloped human resource and financial management systems into operational processes and revise these as required.

The level of customer satisfaction with services increases as evidenced by changes in the level of customer satisfaction identified through the Annual Survey of Customer Satisfaction and outcomes from quarterly meetings with Party Whips.

2012-2013

Refining reporting activities to maximise automation and improve members and parties experience.

Opportunities for refining reporting activities identified, evaluated against agreed criteria and where appropriate progressed.

2012-2017

Monitoring service provision to identify opportunities for enhancement of service delivery and achievement of cost efficiencies.

Quarterly meetings with Party Whips to identify service provision issues. Outcomes from quarterly meetings documented and reported on.

2012-2017

Identify information system technology improvements to achieve efficiencies and savings

Develop and implement a Telecommunications Strategy and Roadmap to ensure that the Service leverages technology to achieve efficiency and savings.

2012-2013

Identify proactive solutions for more efficient usage of devices and hardware to reduce costs and improve services.

2012-2017

Improve real-time reporting of financial information for members and parties.

Financial reports available to members within 8 working days of the end of the month.

This is an on-going activity which will be reported on in Annual Reports of the parliamentary Services over the period of this SOI.

4.4 Improving l ibrary and information service del ivery

Members require information for a range of purposes. As a key supplier of information and research

services the Service has a duty to provide services to members that fulfil their needs. Improving

service delivery is therefore an on-going activity as member’s requirements change, information

requirements change, information scope and format change, and mechanisms for the delivery of

services change through advances in technology and the wider availability of that technology.


Complete the implementation of the Library, All actions set out in the Strategy 2012-2013


Information, Research and Knowledge Strategy

completed within agreed timeframes

Monitor service delivery to identify opportunities for further improvement.

Quarterly conversations with Party Whips to determine the level of satisfaction.

2012-2017

Ad-hoc feedback provided by Members 2012-2017

4.5 Implement recommendations from the r eview of 2011 election related performance

Managing the transition from one Parliament to the next and supporting members over this period is a

key activity for the Service. The Service needs to understand what worked well and what did not work

quite so well so that the quality of service provided to members and their staff during the Parliamentary

transition can be improved.


Implement improvement

recommendations from the review of 2011

election related performance

Recommendations are implemented

through enhancement of business as

usual processes.

By 30 June

2013

4.6 Support the transit ion f rom the 50 t h to the 51 s t Parl iament

The Service will work in collaboration with other agencies to support the transition from the 50th to the

51st Parliament. Recommendations from the review of 2011 election related performance will be

incorporated into planning for the 2014 transition.


Planning for the 2014 General Election

Completion of an election plan outlining pre and post-election activity

2013-2014

Supporting the transition of the 50th

and 51st Parliaments.

Member satisfaction with the level of support provided for the transition will exceed 80%

2014-2015

Evaluation of election related performance (2014 General Election)

Completion of an Election Related Performance Improvement Plan

2014-2015


Object ive 2: Accessible Parl iament

Descript ion

Parliament requires public engagement in order to be effective. The Service supports this engagement

by ensuring that the public has access to information, is able to visit Parliament, that Parliament’s

heritage buildings are appropriately maintained and that the necessary facilities for the day-to-day

running of Parliament are provided. Information is made available to the public through the Parliament

website. Visitors to Parliament participate in Select Committee hearings, observe Parliament in action

and make use of Parliament’s grounds. The Service facilitates visitor’s access by providing a 24/7

security service to ensure that Parliament is safe and secure.

What is the Service seeking to achieve?

The key impacts sought are that Parliament will remain accessible to members of the public visiting

the precinct who will leave with a greater understanding of Parliament and members roles and

functions and an appreciation of the heritage buildings (and collections).

Baseline data

Parliament operates from four buildings (three of which are Crown owned) covering 75,743 square

metres of predominately office accommodation. The three Crown owned precinct buildings have a

market value of $395m, and the Parliament House and the Parliamentary Library are category 1 listed

buildings. To date $240m has been invested in the Crown owned buildings as part of a large scale

refurbishment programme which commenced over 20 years ago.

The Parliamentary Library has, and will continue to collect and preserve material relating to

Parliament’s history and heritage in a variety of formats including books, articles, TV clips, oral history

recordings, photographs and pamphlets. Parliamentary Collection works are displayed in public

spaces, corridors and thoroughfares, select committee rooms and some Party reception areas, the

Speaker’s Suite and the Opposition Leader’s Suite.

The Parliamentary Service, at the strategic level, produces long term security assessments, strategies,

manages major security projects and develops security policy. The prime goal is to enable an

accessible, safe and secure Parliament. Security services include, the provision of a physical security

presence; safety and emergency response; security risk management; security planning and

coordination arising from event and function activity maintenance and development of physical

security systems.

While the Parliamentary Service can influence the number of visitors to the Parliamentary precincts

through exhibitions and open days it is difficult to forecast the number of visitors with any degree of

certainty because of the number and weight of external factors which are outside of the control of the

Parliamentary Service. The Service does not expect that the volume of visitors will significantly change

over the period 2012-2017.


One intervention and six key deliverables have been identified to support the achievement of this

objective. Information about these deliverables is set out below.

In tervent ion 5: Improving serv ices to the precincts


This intervention has been developed to address the identified need for efficiently operated facilities to enable Parliament to conduct its business. The Service has developed a number of key deliverables to support service improvement and determining the efficiency and effectiveness of its interventions. The desired benefit of the intervention is improved accessibility of the Parliamentary process.



Over 2012-2017 the following key deliverables will support this intervention, the Service will:

5.1 Implement the Business Continuity Plan and extend disaster recovery arrangements

5.2 Management of heritage buildings and implementing the Precincts Property Strategic Plan

5.3 Continue to enhance security services and implement the Precincts Security Strategic Plan

5.4 Implement the Information and Education Communications Strategy

5.5 Continue to preserve and enhance the Parliamentary collections.

5.1 Implement the Business Cont inui ty Plan and extend disaster recovery

arrangements

The objectives of the Business Continuity Project are to: review existing business continuity

arrangements; develop a framework for a single, cohesive Business Continuity Plan; align business

continuity arrangements with those of other precinct agencies; and draw on lessons learned from

recent events, including the Canterbury earthquakes. The Service also intends to investigate the

possibility of extending the Service’s Information Communication Technology disaster recovery

facilities in Auckland to other precinct agencies, on a cost sharing basis.


Implementing the recommendations from the 2011/12 Parliamentary Service Business Continuity Review

Recommendations implemented in accordance with agreed timeframes

By 30 June 2013

Seek to extend ICT disaster recovery facilities in Auckland to other agencies

Options to extend the Disaster recovery services to other agencies are identified and explored which will to reduce the Service’s costs

2012-2017

5.2 Management of heri tage bui ld ings and implementation of the Precincts Property

Strategic Plan

The precinct buildings have a market value of $395m. $240m has been invested in the Crown owned

buildings as part of a large scale refurbishment programme which commenced twenty years ago and

has been completed. A new multi-year capital appropriation of $12.8 million over four years has been

approved as the existing four year multi-year capital appropriation ends in June 2012.

In 2011/12 the Service commenced work on the development of a Precincts Property Strategic Plan

for implementation over the period 2012-2017. The overarching outcome of the strategic Plan is a fit

for purpose property estate which: is cable of meeting the current and future needs of members,

parties and service delivery methods; has the capacity to meet current and projected levels of demand

(both increasing and decreasing) and which maximises the financial return for the New Zealand

taxpayer.


Management of heritage buildings Heritage buildings are managed in accordance with the Capital Asset Management Plan and statutory requirements

On-going activity over the 2012-2017 period and beyond

Management of other buildings The maintenance of other buildings within the Parliamentary Precincts is prioritised appropriately

On-going activity over the 2012-2017 period and beyond

Optimise the physical Parliamentary Precincts work spaces by aligning these to the needs of members of Parliament and parties

Deliverables implemented in accordance with the Precincts Property Strategic Plan 2012-2017

2012-2017

Continue to focus on maintaining all of the Parliament Precincts Buildings and reduce deferred maintenance


2012-2017



Develop and implement Asset Management disciplines to inform future investment, make more impact per dollar and enhance asset reporting

Deliverables implemented in accordance with the Precincts Property Strategic Plan 2012-2017.

2012-2017

Leverage the existing cost base by sharing services with agencies on or within close proximity of the Parliamentary Precincts


2012-2017

Share surplus space and optimise occupancy costs across the Parliamentary Precincts


2012-2017

5.3 Continue to enhance security services and Implement the Precincts Security

Strategic Plan

The Parliamentary Service ensures the security of members, staff, and over 76,000 visitors to the

Parliamentary precinct each year. The Service also facilitates the provision of security services for

members and their staff in outside of Parliament offices. To do this the Service must ensure that its

security systems and processes are fit for purpose. In 2011/12 the Service developed a Precincts

Security Strategic Plan for implementation over the period 2012-2017. The security outcomes that the

Service wishes to achieve are:

People are safe and feel safe in Parliamentary precincts buildings

Parliamentary business is not delayed because of a security incident or breach The strategy provides the framework and direction to the way the Service views its security ‘business’

and the manner in which the Service will challenge itself to continuously improve service.


Continue to develop a healthy security culture across the Service, Members of Parliament and the public.

Quarterly meetings with Party Whips to determine member satisfaction with security services.

2012-2017

Ensure all security officers have individual training development plans and actively promote succession from with the Security business or Parliamentary Service

100% of security officers have individual training and development plans in place by 31 December 2012. Training and development plans reviewed annually.

2012-2017

Continually review processes, standards

and procedures

Processes, standards and procedures are

standardised and are individually

reviewed to maintain their effectiveness

not less than once a year

2012-2017

Development of a suite of security indicators to better inform business improvements and decision making

The Service is gathering and reporting against suite of security indicators consistently across the precincts to inform continuous improvement

2012-2017


The intent of the Information and Education Communications Strategy is to assist in making

Parliamentary information and education services more accessible to the public.


Implementation of the external communications strategy developed in 2011/12

The Service will achieve the key milestones set out in the strategy.

By 30 June 2013


5 .5 Continue to preserve and enhance the Par l iamentary Collections

The Parliamentary Library will continue to collect, preserve and display material related to Parliament’s

history and heritage in a variety of formats including books, articles, TV clips, oral history recordings,

photographs, and pamphlets.


Facilitate exhibitions of parliamentary artwork and collections

Increase in the number of exhibitions of Parliamentary artwork.

2012-2017

Maximise the use of exhibition space and encourage public attendance

Increase in the number of visitors to the exhibition spaces.

2012-2017

Measures o f cost e f fect iveness

In 2011-12, as part of internal planning processes the Service established baseline measures for

services based on those contained in the Better Administrative and Support Services (BASS) Report.

These baseline measures have been expanded upon and updated with the data contained within the

Administrative & Support Services Benchmarking Report for the Financial year 2010/11.

As the Service provides shared HR, Financial, Security, ICT and other services across the

Parliamentary precincts (to the Office of the Clerk, Department of Prime Minister and Cabinet,

Parliamentary Counsel Office, Ministerial Services (DIA), Treasury and the Ministry of Health)

benchmarking against published BASS metrics alone would not be a totally reliable indicator of cost

effectiveness. This is because other agencies provide services to their internal users, their costs would

therefore not be wholly comparable to the Service’s costs which are spread over a wider base. To

address this issue the Service will also report annually on changes in its own benchmarked metrics.

For illustrative purposes, the Service has benchmarked itself against the full cohort median and a

medium sized agency.

BASS Ref:

BASS Metric 2010/11 Full Cohort Median

2010/11 Medium Agency (Statistics NZ)

2011/12 Parliamentary Service

HR 2 Number of employees per Human Resource full time equivalent employee

- 67.57 46.66

HR 1 Total cost of the Human Resource function per employee

$2,503 $2,236 $2,466

HR 6 Number of days absence per organisational employee (excluding maternity and paternity leave)

6.52 6.92 3.52

FIN 1 Total cost of the finance function as a proportion of organisational running costs

1.14% 1.60% 1.61%

FIN 3 Total cost of finance function per organisational full time equivalent employee

$2,627 $1,512 $1,737

FIN 6 Number of employees per payroll full time equivalent employee

355.27 355.27 362.50

ICT 1 Total ICT cost as a percentage of the organisation’s running costs

5.76% 23.17% 15.76%

ICT 3.1 Percentage of ICT employees engaged in infrastructure management

10.57% 9.53% 6%


BASS Ref:

BASS Metric 2010/11 Full Cohort Median

2010/11 Medium Agency (Statistics NZ)

2011/12 Parliamentary Service

ICT 3.3 Percentage of ICT employees engaged in end user support

16.59% 8.36% 37.50%

ICT 7 Total ICT cost per end user $8,962 $19,765 $7,669

ICT 9 Number of users per total ICT FTE 33.32 5.88 90.62

Notes on Parliamentary Service metrics:

The calculation for Parliamentary Service full time equivalent staff members is based on the number of core and other staff as at 29 February 2012, plus 121 Members of Parliament, who are recipients of Information Technology, Financial and Human Resource Services. The count includes staff on fixed term contracts but excludes contractors.

Financial data is based on 2011/12 operational budgets, excluding a one-off appropriation of $2.2 million for election related costs. Finance staff also provide services to Members, Members staff, Office of the Clerk and the Parliamentary Counsel Office.

Performance Report ing

The Service will report quarterly to the Speaker of the House of Representatives, on an exceptions

basis, on its progress against the interventions, standards and performance measures set out in its

key accountability documents, i.e. the:

Estimates of Appropriation, which set out each outputs key non-financial performance standards and measures; and the

Statement of Intent, which set out the Services operating intentions and medium term strategic service priorities.

In addition to the above key accountability documents, the Service has, in previous years, negotiated

a Service Catalogue which details the services provided to members and the associated performance

information. The Service Catalogue has been replaced with Service Level Agreements. The purpose

of the new Service Level Agreement is to record the agreed services and standards and performance

measures provided by the Parliamentary Service in relation to:

Communication and Relationship Management

Out-of-Parliament Accommodation and Office Security

Publicity

Human Resource Services

Finance

Travel Services

ICT and Telecommunications

Library and Information Services

The Service Level Agreement will also record the respective roles and responsibilities of each party as

they relate to the provision of service. The Service will report on its performance against these

agreements on a quarterly basis. The Service will also report quarterly on organisational risks.

Each of the four Groups of the Service will develop a Business Plan for the 2012/13 financial year.

These plans will document the role of each Group in relation to the delivery of the services set out in

the key accountability documents and the Service Level Agreement.


Measures o f Member Sat is fact ion

As a service delivery focused organisation the Service needs to be able to measure the level of

member’s satisfaction with the services it provides so that it is able to identify the services which

require improvement and take remedial action. The Parliamentary Service measures the level of

member’s satisfaction by requesting members to complete an annual on-line Customer Satisfaction

Survey, which asks members to rate performance on a scale of 1 to 5, where:

1 means’ not satisfied at all’

2 means ‘dissatisfied’

3 means ‘neither satisfied or dissatisfied’

4 means ‘satisfied’, and

5 means ‘very satisfied’. Members may also provide additional textual comment in their responses.

To obtain survey results with a confidence level of 95%, with a 5% margin of error 92 of the 121

members would need to complete the Survey. Traditionally there has been a low response rate to the

request for completion of the Customer Satisfaction Survey (in 2011/12 twenty one members

completed the on-line survey). For this Statement of Intent and the 2012/13 Estimates of Appropriation

the customer survey satisfaction standards and measures have been supplemented by more technical

measures and through quarterly meetings with Party Whips to determine their level of satisfaction.


Part 4: Managing in a changeable operat ing envi ronment

Part 4 identifies the external drivers which have influenced the development of the Services strategic

direction; the Service’s risks and how the risks will be mitigated, provides information on the Service’s

legislative compliance framework and our work on business continuity.

4.1 External Drivers

The primary external driver which influences and impacts on the Service’s operating environment is

the current economic environment. In the Budget Policy Statement 2012 the Minister of Finance, Hon

Bill English noted that:

the Government was committed to ensuring value for money across the total base of government expenditure and in the management of Crown assets.

the past three Budgets had identified savings of $9 billion over five years, which were used to fund higher priority spending and reduce the deficit

the Government was going to continue to challenge government departments to operate within four-year budget plans by delivering efficiency savings and innovations in service delivery and to advise the Government on how to prioritise resources to have the largest impact on New Zealanders’ living standards’.

On the face of it the Service appears to have a relatively simple service delivery focus, to provide

administrative and support services and to administer the payment of funding entitlements. The reality

is that the Service operates in a complex constitutional, political and operational environment. The

need to provide better public services for less through efficiency savings and innovation must be

balanced against the need for members to be able to fulfil their duties inside the House.

4.2 Risk and Assurance

The responsibility for identifying and managing risk resides at all levels within the Service. The Senior

Management Team is responsible for identifying the key risks that may impact on the achievement of

the strategic objectives, for monitoring the effectiveness of mitigation strategies, and for ensuring that

strategic and operational risks are clearly aligned and appropriately managed. The General Manager

must therefore ensure that the risk management framework is embedded within the Service and that

all organisational risks are managed to the expectations of the Speaker of the House of

Representatives.

A Parliamentary Service assurance committee which has an independent membership provides further

assurance to the Speaker on the risk, control and compliance framework. This is relative to the

operations of the Parliamentary Service appropriations, for which the Speaker is the responsible

Minister. This role includes having oversight of the Service’s risk management framework and the

internal audit function.

The Service’s risk management framework provides a systematic process for the identification and

evaluation of organisational risks (both in terms of threats and opportunities) to the Service achieving

its objectives. It provides an effective discipline for helping managers improve decision making and

performance, including the allocation of resources to the areas that will provide the greatest value for

money.

A management assurance programme, which includes internal audit and legislative compliance,

ensures that the mitigation strategies for key organisational risks are being managed effectively.

Where specialist expertise does not exist within the Service the internal audit function is outsourced to

an external specialist provider.


The risks being managed by the Service relate to the impact that systems, processes and

management practices, combined with the operating environment, have on the reputation of the Office

of the Speaker, members and Parliament. The specific risks are:

Risk: The Service does not del iver to member’s expectations

Risk Definition

The risks are that the Service fails to understand the requirements of members and Parliamentary

parties which results in inadequate provision of entitlements and/or services; a failure to balance the

need to provide a responsive service against the requirement to provide consistent and affordable

entitlements to members will lead to inappropriate provision of service; and increasing costs in a

limited funding environment will require reduced service delivery outputs, causing the work of

Parliament to be impacted.

Risk Mitigation

The key risk mitigation strategies are to introduce measures to show levels of performance, identify

member’s and party expectations, negotiate service delivery provision, and change the way the

Service delivers its services to members and parties.

Risk: The Service is unable to del iver to member’s expectat ions

Risk Definition

The risk definition is that a restricted ability to respond to changes in member’s needs, or a change in

the Services operating environment, leads to a loss of confidence and the Service not providing what

members need. Increasing costs in a limited funding environment could require reduced levels of

service causing the work of Parliament to be impacted.

Risk Mitigation

The key risk mitigation strategies are to: more closely measure service delivery; review appropriations

and funding model; prioritise effort and funding; and reduce service levels where appropriate.

Risk: The Service over del ivers

Risk Definition

The potential risk is that the Service becomes too close as a service provider to members and parties

and loses sight of the necessity of appropriate oversight.

Risk Mitigation

This risk will be mitigated by separating responsibilities; reporting and oversight of service delivery;

employing appropriate escalation procedures; checks and balances; and encouraging staff judgement

around bias and the Parliamentary environment.

Risk: The Service fai ls to move with sector pr iori t ies

Risk Definition

The potential risk is that the Service fails to stay connected with wider public sector trends and

government initiatives in order to stay relevant to the needs of Parliament and not be left behind as a

Crown Agency.

Risk Mitigation

To mitigate this risk the Service will continue to explore ways of engaging with precinct agencies and

re-examine its service delivery model.


Risk: Relat ionship with the Speaker

Risk Definition

The potential risk is that the Service fails to build a highly functional relationship with the Speaker and

that this inhibits the ability of the Service to assist the Speaker in managing his personal and

institutional risks or implementing his policy and objectives, as they relate to the provision of services

to the House of Representatives or MPs.

Risk Mitigation

The Service will mitigate this risk by making the relationship with the Speaker a priority across the

Service.

4.3 Leg islat ive Compl iance

The Parliamentary Service is committed to conducting its business in a lawful, professional and ethical

manner and has policies and procedures that support its activities to be legally compliant.

Parliamentary Service demonstrates its commitment to legal compliance in all aspects of its operations

through:

All Parliamentary Service policies and procedures are expected to be legislatively compliant.

Having, maintaining and continually improving the legislative compliance monitoring process (including the use of technology and programmes such as ComplyWith).

A commitment from the General Manager and the Senior Management Team to legislative compliance.

Parliamentary Service employees being aware of, and complying with, the legislative obligations relevant to their role.

Ensuring that, where non-compliance with legislation is identified, action is taken to rectify, or prevent a recurrence, and minimise the consequences to the Parliamentary Service.

Staff Compliance with relevant legislation is assessed at 6 monthly intervals (December and June).

4.4 Business Cont inui ty

In 2011/12 work commenced on a review of the Service’s business continuity plans. The primary

outcomes of the project are: a comprehensive review of existing business continuity arrangements; the

development of a framework for a single cohesive Business Continuity Plan; alignment of the Services

business continuity approach to the approaches of the other agencies on the precincts; and

incorporating the lessons from recent events, including the Canterbury earthquakes. Over 2012/13 the

Service will focus on the implementation of the new business continuity arrangements with an

emphasis on embedding a culture of business continuity management and awareness across the

Service and developing and implementing an enduring review and testing regime.


Part 5: Organisat ional Heal th and Capabi l i ty

Part 5 provides high-level information on how the Service will: support the business of Parliament,

improve its internal capability and capacity to deliver services to members and parties, and improve

systems and processes. Part 5 also provides information on staff engagement, EEO, and Capital and

Asset Management intentions.

5.1 Outcomes

In order to support the business of Parliament, provide services to members and parties and

contribute to the outcomes sought by Government, the Service will:

continue to enhance service delivery to members of Parliament and Parliamentary parties,

improve organisational performance by providing equivalent or improved services at the current cost through the efficient management of human and capital resources,

provide modern, secure and flexible information services. These services will support the work of members and parties, as well as other agencies working to support Parliament or the Executive,

equip members and parties to be effective in the changing communication environment, including the use of new communication methods (such as social networking) and changing communication platforms,

communicate and engage efficiently with all stakeholders. During 2011 the Service introduced several initiatives to improve its capability, including re-engineering

organisational arrangements, initially involving reviews of its Senior Management Team and

commencing the measurement of organisational performance through significantly improved business

planning, establishment of interim benchmarks and organisational health measures.

The Service will consolidate the gains made through the significant upgrade to its information and

communication platform. This consolidation will involve:

partnering with other agencies involved in supporting Parliament to deliver continuing efficiency gains across the Parliamentary precincts,

implementation of the Service’s information services strategic plan,

continuing to improve the support available to members and parties in the use of new communication technologies such as social networking and a wider range of technology devices.

5.2 Capabi l i ty and Performance

Delivering high quality services to members and their staff means developing and maintaining a

flexible and highly responsive workforce capable of operating in a challenging and dynamic

environment. Being able to deliver a seamless service will require the Service’s staff to work more

collaboratively, to share information across the whole of the Service and to develop a greater

understanding of the needs and expectations of individual members and their staff.

In response, the Service will develop a Workforce Strategy focused on:

building a clearer understanding of the capability the Service will require over the longer term;

the organisational culture the Services needs to develop and foster to support staff to be innovative and highly responsive; and

leadership behaviours needed to maintain a focus on continuous improvement and the achievement of efficiency and effectiveness targets.

The strategy will set out clear performance measures so the Service can track progress and if

necessary, to re-align its approach in response to changes in the environment. It will also provide the

framework against which the Service can align its existing and future workforce related activities and


initiatives to better support improved business performance and to manage the people aspects of

change.

In the shorter-term the Service will continue with steps to improve productivity and to develop

increased capability to respond to the needs of members and parties. This will include continuing with

the following streams of work:

the integration of the Lominger competency framework with existing human resources activities,

strengthening change management frameworks,

improvements to performance management practices,

the identification of ways to improve and measure productivity,

further developing the Services approach to building an engaged workforce.

5.3 Leadership and Management Development

The Service recognises the importance of continuing to develop its capability to lead and manage

change as being critical to improving performance. As a result a change management methodology

has been introduced to ensure a consistent approach to managing change, together with investment

in developing the capability of leaders to manage and lead organisational change. During 2012 the

Service will evaluate the use of the change management methodology with a view to identifying ways

to improve its application and to embed it within the Services.

A wider review of the Services Leadership and Management Framework will also be undertaken as

part of the wider Workforce Strategy. This will include establishing baseline measures of current

leadership and management capability. From this point sound investment decisions can be made to

ensure capability development is targeted to support cultural change and the achievement of longer

term business goals.

5.4 Improving Serv ices

Improving the quality and delivery of services is a key focus of the Services activity over the period of

this Statement of Intent. The Service will work on improving the quality and timeliness of its services

to members and parties, this work will encompass the following areas:

the provision of seamless service to Members and their staff,

improvement of business as usual activities and processes to enable us to deliver seamless service,

embedding election related activity as business as usual,

clearer definitions (other than responsiveness, timeliness, accuracy and consistency) and understandings of what service to members and parties is,

agreeing risk levels and therefore decision boundaries,

identification of the changes needed to meet the new definition of service to members and parties,

identification of processes that could be simplified,

identification of options for reducing costs,

improving Service managers understanding of the Speaker’s Directions, the role of other business units; handover points, and decision boundaries.

5.4.1 Service Insight St rategy

Service insight starts with knowing and understanding what members and parties want and ends with

evidence of their satisfaction and their engagement with the Service. Without insight, organisations

rarely develop the appropriate products, services, processes or staff skills to successfully meet their

customer’s needs. Using service insight effectively can help the Service avoid costly mistakes and

ensure an accurate picture of member expectations. It will also help the Service determine what it can


stop doing and where efficiencies may be achieved on the path to becoming an organisation which

delivers seamless services.

In April 2011 the Service committed to establishing a service insight programme as part of the 2011-14

Statement of Intent. Over 2011/12 the Service established a project team which researched good

practice, assessed insight maturity and analysed the changes needed to deliver the benefits from

improved insight.

The next steps involve the Service improving its use of technology in order to develop a better

understanding of members’ needs and wants and how these change over the Parliamentary term.

This better understanding will allow the Service to be more proactive and innovative in meeting the

needs of members, and to resolve service delivery issues in a timely manner.

2.5.2 Service Del ivery

This project will refine the service delivery model for shared services and determining the hand over

points for service delivery. The work on determining the hand-over points for service delivery links to

the need to make the provision of services more seamless, with efficient processes and systems.

5.5 Staf f Engagement

Research shows that engaged staff are more productive employees. They are more profitable, more

customer-focused, safer, and more likely to remain with the organisation. Each March the

Parliamentary Service surveys core staff to determine their level of engagement. Levels of

engagement are measured on a 1 to 5 scale were 1 means extreme dissatisfaction and 5 means

extremely satisfied. The Grand Mean score is the average rating across twelve core elements which

can be summarised as growth, team work, management support and basic needs. In 2007, the year

of the first survey the grand mean was 3.54, by 2011 this had increased to 3.71.

Action planning on the survey results is undertaken to enable the Service to build on strengths and

explore opportunities for improvement. At the time of preparation of this SOI the results of the March

2012 Survey were not available.

5.6 Systems and Processes

Parliamentary Service has invested to modernise information technology over the past two years and

the focus is now shifting to leveraging that investment to improve services to members and parties.

Existing systems are being extended to provide additional functionality and improved reporting, while

business processes continue to evolve. Over the next year, financial and hours reporting to Members

will be improved to give a more accurate and timely view of how members are using their entitlements.

There will be an increased need to support secure mobile technologies and to leverage video

conferencing to improve communications with, and between Members. The cost of delivering ICT

Services will continue to be a challenge and to be sustainable will require a mix of prudent financial

management; an increase in self-service opportunities; leveraging all-of-government procurement

offerings; and expanding the ICT Shared Service offering with other agencies on the Parliamentary

precinct to leverage economies of scale.

5.7 Equal Employment Opportuni t ies

The Parliamentary Service continues to integrate EEO principles into its business processes, notably

in organisational planning documents, recruitment policies and procedures, training and development

opportunities, and induction. All policies developed or reviewed by human resources are checked to

ensure they are consistent with the principles of EEO.


5.8 Procurement o f Goods and Serv ices

The Services complies with public sector best practice and is participating in all-of-government

procurement activities. The Services Procurement Policy is posted on ‘Our House’ (intranet) and is

available to all staff involved in procurement processes.

5.9 Capi tal and Asset Management In tent ions

The Parliamentary Service forecast capital expenditure reflects the three - to four-year cycle of

replacement or upgrading assets to maintain and develop capability. The Service will continue to

review capital expenditure requirements at least annually.

The Departmental capital appropriation over the next four years is $4.950m, $4.520m, $4.950m and

$4.950m. The non-departmental capital appropriation is $12.8 million over four years.


Part 6: Addi t ional Informat ion

Part 6 provides additional information about the organisational design of the Service, the linkages

between our interventions, deliverables and outputs, and the performance standards and measures

included in the 2012/13 Estimates of Appropriation.

6.1 Organisat ional Design

Figure 1 Organisat ional Desig n as at Apri l 2012

Geoff Thorn

General Manager

Parliamentary Services

David Stevenson

Group Manager

Precinct Services

Barbara McPhee

Parliamentary Librarian

Anne Smith

Group Manager

Shared Services

Steven Nicholls

Chief Information

Officer

Organisational

Capability

Communications

Building Services

Business

Systems

Risk and

Assurance

Functions

And

Protocol

Strategy and

Planning

Finance

Human Resource

Operations

Member and

Staff Support

Policy and

Entitlements

Travel

Office

Building Projects

Messenger and

Distribution Services

Parliamentary Support

Services

Security and Capability

Support

Information

Management

Public

Engagement

Research Client

Services

Research Resources

and Displays and

Collections

Enterprise

Information

Operations

Service Delivery

Information Systems and

Technology

(from 2012)

Security Delivery

Visitor Services

Research Services

Mark Williamson

Director, General

Managers Office

6.2 L inkages between Intervent ions and Outputs

Intervention 2012-2017 Deliverable

Objective Departmental Output

Non-Departmental Output Class

Capital

Implement changes to the Civil List Act

1.1 Align the Speaker’s Directions to the requirements of the Member of Parliament (Remuneration and Services) Bill

Deliver high quality services to members and parties

Advice on Parliamentary Services and Entitlements

Members of the House of Representatives’ Salaries and Allowances

1.2 Processes and systems reviewed and implemented to meet the new

Advice on Parliamentary Services and Entitlements

All Non-Departmental Output Expenses





Capital

requirements.

Support the Triennial Review of Appropriations

2.1 Supporting the Triennial Review of Appropriations


Share services to achieve economies of scale across the sector

3.1 Lead precinct wide shared services


3.2 Use benchmarking to eliminate inefficiencies


Improving service delivery

4.1 Matching service provision to the service level agreement

Operations, Information and Advisory Services and Services to Members


Services to Members

4.3 System changes

Services to Members

4.4 Improving library and information service delivery

Parliamentary Information Services

4.5 Implement recommendations from the review of 2011 election related performance

Services to Members

4.6 Support the transition of the 50

th

and 51st

Parliaments

Services to Members

Improving services to the precincts

5.1 Implement the Business Continuity Plan and extend disaster recovery arrangements

Accessible Parliament


5.2 Management of heritage buildings (and implementation of the Precincts Property Strategic Plan)

Buildings and Operations Management

Depreciation Expense on the Parliamentary Complex

Crown Asset Management

5.3 Continue to enhance security services to the precincts and implement the Precincts Security Strategic Plan


Parliamentary Service – Capital Expenditure



5.5 Continue to Buildings and Parliamentary





Capital

preserve and enhance Parliamentary collections

Operations Management

Service – Capital Expenditure

6.3 Forecast Service Performance

The performance measures set out below are intended to provide readers of this Statement of Intent

with a more complete picture of the Services performance. The measures duplicate those which can

be found in the 2012/13 Estimates of Appropriation for Vote Parliamentary Service. The measures

and standards will be reviewed annually as part of the budget process and changes incorporated into

estimates documentation. The Service will look to maintain consistency around the measures from

year to year to enable progress to be monitored.

Parl iamentary In format ion Services

Measure Actual 2010/11 Budgeted Standard

2011/12

Budgeted Standard

2012/13

Network availability for

email services, file and

print services, Internet

access and Intranet

access in the precincts1.

The network was

available for 99.9% of

the time.

99.5% network availability. 99.8% network availability

during business hours.

Members access to email

services through desktop

and mobile devices.

New standard and

measure for 2012/13.

New standard and


Email, Blackberry and

GOOD mobile email

available 99.5% of the time

between 7.30 am and 6.00

pm on non-sitting week

days and 7.30 am to 11 pm

on House sitting days.

Member and other client

satisfaction with ICT

services provided.

76% member

satisfaction.

90% member satisfaction. 90% member satisfaction

as measured by an on-line

survey.

On-site support for out-of

Parliament offices.

New standard and


New standard and


90% of Priority 1 incidents

reported to the ICT Service

Desk are responded to, on-

site, within 6 business hours

.

Time taken to resolve

incidents reported by

Members.

New standard and


New standard and


75% of Priority 1 incidents

reported to the ICT Service

Desk are resolved within 30

minutes.

Member and other user

satisfaction with

information and research

services

4.22 on a scale of 1 to

5

90% user satisfaction Member and other user

satisfaction is rated 4 or

above on a scale of 1-5 in

the Annual Customer

Satisfaction Survey.

New standard and


New standard and

measure for 2012/13

Quarterly meetings with

Parliamentary Whips to

determine the level of

1 The calculation of non-availability includes planned and unplanned outages



2011/12

Budgeted Standard

2012/13

service satisfaction.

The number of new

members who use the

Library services.

New standard and


New standard and


At least 85% of new

members use the library

service, increasing to 95%

by 2014/15.

Bui ld ings and Operat ions Management

Measure Actual 2010/11 Target 2011/12 Budgeted Standard

2012/13

Maintain heritage and

other Parliamentary

precincts buildings and

reduce deferred

maintenance costs.

New measure for

2012/13.

New measure for 2012/13. Undertake comprehensive

building condition

assessment reports every 3

years to inform planned

maintenance expenditure.

Proactively manage and

reduce deferred

maintenance with a key

focus to reduce expenditure

by 10% of the 2011/12

maintenance expenditure.

Develop and implement

asset management

disciplines to inform future

investment, make more

impact per dollar and

enhance asset reporting.

New measure for

2012/13.

New measure for 2012/13. Undertake an independent

audit to ascertain existing

asset management

practices and capability.

Commence implementation

of a multi-year improvement

plan based on the findings

of the independent audit

and implement performance

reporting in line with the

Capital Asset Management

framework.

Optimise occupancy costs

across the Parliamentary

precincts by reducing

lease and occupancy

costs and sharing costs

with other precinct

agencies.

New measure for

2012/13.

New measure for 2012/13. Aim to reduce 2011/12

lease costs by 5% per

annum.

Review use of Crown

development land to identify

any potential savings in

occupancy costs.

Commence implementation

of a 5-10 year maintenance

plan and ensure

maintenance costs are

prioritised over the assets

economic life.

No security breaches as a

result of systems failure

100% 100% 100%

Security information and

reporting.

New measure for

2012/13.

New measure for 2012/13. Develop and implement a

suite of security indicators

which can be used to inform

continuous Service

improvement (by 30 June


Measure Actual 2010/11 Target 2011/12 Budgeted Standard

2012/13

2013).

Advice on Parl iamentary Services and Ent i t lements

Measure Actual 2010/11 Budgeted

Standard

2011/12

Budgeted Standard

2012/2013

Advice on Parliamentary Services

and Entitlements will be delivered

according to the Forward

Programme for the Parliamentary

Service Commission and to the

Speaker

The Speaker in an

annual customer

satisfaction survey

rated his satisfaction

as ‘very satisfied.

Policy completed

to agreed

standards.

Advice delivered in

accordance with the work

programme.

Quality and timeliness of advice

received by the Speaker of the

House of Representatives.

The Speaker in an

annual customer

satisfaction survey

rated his satisfaction

as ‘very satisfied.

The Speaker is

satisfied.

The Speaker’s satisfaction

with the quality and

timeliness of advice is rated

4 or above on a scale of 1-5

in the Annual Customer

Satisfaction Survey

No more than 10% of

briefing papers are returned

by the Speaker for revision

or provision of additional

advice.

Personnel and Account ing Services to Members and Other

Agencies


2011/12

Budgeted Standard

2012/13

Requests for Employment

Agreements for Members staff

New Measure for

2012/13

New Measure for

2012/13

100% of requested

Employment Agreements

for Members staff are

provided within 5 working

days of receipt

Domestic and international travel

and accommodation services are

provided to members in accordance

with their entitlements

New Measure for

2012/13

New Measure for

2012/13

90% of users of the Travel

Office are satisfied with

the service provided

Action is taken on

domestic travel requests

within 2 hours of receipt

Accurate and timely payroll

services, including actioning

timesheets will be provided

New Measure for

2012/13

New Measure for

2012/13

The payroll is processed

with 100% accuracy and

100% of approved

changes received 3

working days prior to

payday processed in time

for current pay

Accurate and timely financial,

staffing and general advice and

support is provided to party and

The Parliamentary

Service's client

survey results

showed an average

The Parliamentary

Service's client

survey results show

that, overall, 4 out of

Member satisfaction with

the quality of the service

given by the

Parliamentary Service is



2011/12

Budgeted Standard

2012/13

members' offices when sought satisfaction rating of 3

out of 5 for financial

advice and support

and 3.41 for the

provision of advice

regarding support

staff.

5 (80%) of the

respondents are

satisfied with the

quality of the service

given by the

Parliamentary

Service.

rated 4 or above on a

scale of 1-5 in the Annual

Customer Satisfaction

Survey




service satisfaction

Explore options for the

development of a Service wide

system to log, track and report on

the number of customer contacts,

the issue, the resolution and

timeliness of the response

New measure for

2012/13.

New measure for

2012/13

By 30 June 2013

Members’ claims to reimbursement

are processed in a timely and

accurate manner and in

accordance with the directions set

out by the Speaker

Claims received

within seven working

days of the end of the

month were

processed by the

15th of each month

Claims received

within seven working

days of the end of

the month are

processed by the

15th of each month

100% of claims received

within fourteen working

days of the end of the

month are processed by

the 15th of each month

All claims for

reimbursement are

certified as being in line

with the Speaker’s

Directions and the scope

of the appropriation

Service to Members

Measure 2010/11 Actual Budgeted

Standard

2011/12

Budgeted Standard

2012/13

The Speaker is satisfied with the provision of

resources and services to his office

The Speaker rated

the Service’s

performance as

‘excellent’ in an

annual Customer

Satisfaction

Survey

Overall

satisfaction

with services.

Customer satisfaction

rating of at least 4 on a

scale of 1-5 in the

Annual Customer

Satisfaction Survey

Party whips and members are satisfied with

the provision of support staff

The results of a

survey showed an

average

satisfaction rating

of 3.47 on a scale

of 1 to 5

Satisfaction

with provision

of support staff

is 4 or above

Member satisfaction with

provision of support staff

is rated 4 or above, on a

scale of 1-5 in the

Annual Customer

Satisfaction Survey




service satisfaction

Negotiate Service Level Agreement with

parties to record the agreed services for

Communication, Out-of Parliament

Accommodation and Office Security,

Publicity, HR, Finance, Travel,

ICT/Telecommunications, Library and

Information and Precinct Services and

91% of service

level standards

within the Service

Catalogue were

met

80% of service

level standards

within the

Service

Catalogue are

met

From a base of 80%

quarterly reports

detailing performance

against each service

category will show a

year by year

improvement with the


Measure 2010/11 Actual Budgeted

Standard

2011/12

Budgeted Standard

2012/13

service standards and performance

measures

underlying service

provision.

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