A.13 STRATEGIC INTENTIONS PARLIAMENTARY SERVICE

Transcription

1 A.13 STRATEGIC INTENTIONS PARLIAMENTARY SERVICE

2 PARLIAMENTARY SERVICE STRATEGIC INTENTIONS Presented to the House of Representatives pursuant to section 38 and section 40 of the Public Finance Act 1989 ISSN (Print) ISSN (Online) Copyright Except for images with existing copyright and the Parliamentary Service logo, this copyright work is licensed under the Creative Commons Attribution- Non-commercial-Share Alike 3.0 New Zealand licence. You are free to copy, distribute and adapt the work for non-commercial purposes as long as you attribute the work to the Parliamentary Service and abide by the other licence terms. Note: The use of any Parliamentary logo [by any person or organisation outside of the New Zealand Parliament] is contrary to law. To view a copy of this licence visit

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4 Contents Foreword: Speaker of the House of Representatives 5 Speaker s Statement of Responsibility 6 Introduction from the General Manager 7 Chief Executive Statement of Responsibility 8 Strategic Direction 9 Nature and scope of functions 12 Operating environment and risk management 15 Operating framework 17 Organisational health and capability 25 53

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6 FOREWORD: SPEAKER OF THE HOUSE OF REPRESENTATIVES Foreword: Speaker of the House of Representatives These strategic intentions set out the direction of the Parliamentary Service (the Service) for the next four years. The Service supports the institution of Parliament by providing administrative and support services to the House of Representatives and to members of Parliament as well as to other agencies working on the parliamentary precincts. The Service has two key strategic outcomes: The House of Representatives and members receive high quality services; and an accessible Parliament. These outcomes are carried over from the previous Statement of Intent and demonstrate the Service s ongoing commitment to achieving these. The Service is also committed to developing a closer sector relationship with the Office of the Clerk of the House of Representatives (Office of the Clerk). As part of this, both agencies will be developing a joint sector outcome during The changing world we live in requires the Service to focus on how best to provide for members needs and allow greater flexibility in the manner in which they conduct their parliamentary business. This will be achieved by leveraging new technologies and improving business systems. The Service will also continue to provide opportunities for members of the public to learn about and engage with Parliament. The Service is cognisant of the Government s priority for Better Public Services and aims to enhance the services it provides in the most cost effective and efficient way. Achieving the outcomes the Service has identified is an on-going challenge given the complexities of the parliamentary environment. However, I am confident that the continuation of major initiatives the Service has been putting in place will provide members and the House of Representatives with the services needed to ensure a fully functioning Parliament. For the period covered by these strategic intentions, the Service will ensure the smooth transition between the 50th and 51st Parliaments as part of Election 2014, and subsequently the transition from the 51st to the 52nd Parliaments in Each new Parliament involves the review and updating of the Speaker s Directions - the operating framework for the levels of support to be provided to members to enable them to perform their duties as elected representatives. The Rt Hon David Carter, MP Speaker of the House of Representatives 30 June

7 PARLIAMENTARY SERVICE STRATEGIC INTENTIONS Speaker s Statement of Responsibility I am satisfied that the information on strategic intentions prepared by the Parliamentary Service is consistent with the policies and performance expectations of the responsible Minister. The Rt Hon David Carter, MP Speaker of the House of Representatives 30 June

8 INTRODUCTION FROM THE GENERAL MANAGER Introduction from the General Manager The Parliamentary Service provides services to the House of Representatives and to members of Parliament. The Service operates as part of the parliamentary sector along with the Office of the Clerk. The Service continues to build a more flexible, innovative and responsive organisation to meet the differing needs of individual members and parties. It provides a range of services which are necessary for members to perform their role as legislators and scrutinisers of government activity and to fulfil the responsibility of their elected office. The majority of the Service s activities are driven by the needs of each Parliament. These needs are articulated in the funding and support services determined by the Speaker and detailed in the Speaker s Directions. Each term an Appropriations Review Committee (ARC) reviews these services and activities, which contributes to making new Directions for the next Parliament. The Service administers these services to members and parliamentary parties. Parts of the Speaker s Directions are being rewritten to provide a more fit-for-purpose staffing model reflecting the needs of members for the 51st Parliament and beyond. They will also provide greater flexibility for members in the use of ICT resources, funding to address deficiencies in the way international travel entitlements have been administered in the past, and reflect several changes resulting from the Members of Parliament (Remuneration and Services) Act Work is also underway to update the organisational culture by refreshing the organisation s vision and values, in anticipation of the future direction and improvement in services as it moves towards 2020 and beyond. The manner in which the organisation works together will underpin how services will be delivered and the quality of these services. This requires the Service to grow and develop its people and ensure it has the right capability mix to provide these services. This is a key focus over the next few years. The Service also remains committed to providing physical access to Parliament, to all those who work and visit, and providing educational and public information services to those who want to learn about our democracy. David Stevenson General Manager 30 June 2014 Work continues with the Office of the Clerk to build a parliamentary sector that is able to respond to the evolving needs of members and Parliament in 2014 and out years. 7

9 PARLIAMENTARY SERVICE STRATEGIC INTENTIONS Chief Executive Statement of Responsibility In signing this information, I acknowledge that I am responsible for the information on strategic intentions for the Parliamentary Service. This information has been prepared in accordance with section 38 and section 40 of the Public Finance Act David Stevenson General Manager 30 June

10 STRATEGIC DIRECTION Strategic Direction The Service focuses on providing high quality services to the House of Representatives and members of Parliament and providing an accessible Parliament. The Service s direction over the term of these strategic intentions is shown in the diagram below. This direction includes a refreshed vision that reflects its aspiration for 2020 and beyond. Examples of the strategic initiatives are outlined in the Operating Framework section. Figure 1: Strategic framework Purpose To serve New Zealand s Parliament Vision Recognised for excellence and innovation Strategic outcomes The House of Representatives and members receive high quality services An accessible Parliament Intermediate outcomes Members and precinct agencies are able to work flexibly and effectively wherever they are Members and precinct agencies receive high quality services Members and precinct agencies receive quality information, research, and collection services The public can learn about and engage with the parliamentary process Parliamentary precincts are safe, used, and maintained effectively Strategic initiatives Foundation themes We grow and develop our people Technology is a key enabler We are customer centric We will provide excellent shared services The workplace is fit-for-purpose We work as a parliamentary sector 9

11 PARLIAMENTARY SERVICE STRATEGIC INTENTIONS Foundation themes Underpinning its work over the next four years and beyond are six themes. These are reflected in findings from the Service s recent Performance Improvement Framework review. These themes support the strategic initiatives as the Service moves through its journey of change towards its vision. We grow and develop our people People are the Service s most important asset. The Service needs to attract and retain staff with the right capabilities to meet the needs of its diverse customer base. It will offer a comprehensive induction to the parliamentary environment, and on-going learning and development opportunities. Developing the leadership capabilities of our people leaders is a particular focus. In common with other state sector agencies, the Service faces considerable challenges in the external environment competing for key skill sets (e.g. in HR, Finance and ICT), and remuneration is a key driver for applicants. The Service is reviewing and updating its remuneration framework and staff performance system to aid in attracting and retaining key staff. The Service is committed to improving its culture. In late 2013 the Service undertook a survey of all staff seeking their views on what the current and preferred organisation cultures should be. As a result of the survey, it will work with staff to define the behavioural values that underpin the preferred culture and that will help to achieve the Service s vision. These values will also support the continued delivery of high quality services expected by the House of Representatives and its members. Technology is a key enabler ICT is a key enabler of the Service s role, and the role of Parliament. Through the effective and strategic use of appropriate technology, systems and people, services can be delivered to users where they need them, in a manner that suits the way they want to work. In line with the Government strategy for ICT, the Service intends to not only support a digital by default approach, but to enable its customers to be as mobile as possible. The Service will continue to support All of Government agreements as appropriate. The needs of members continue to evolve as technology changes. As younger members enter Parliament there will be an expectation that information can be accessed anywhere and anytime, via a single portal in a secure environment. The Service is committed to supporting members to carry out their constitutional duties. Changes to the Speaker s Directions will provide greater flexibility to members in the use of their ICT resources. For example, members will not be restricted to a particular choice of mobile device but the Service will be clear upon the level of technical and maintenance support that it can offer. The Service also supports Lync software allowing members better access to their out-of-parliament offices, including video conferencing with their staff and constituents. We are customer centric The Service s customers are generally satisfied with services offered but they have indicated that there is more that the Service could do. It will be important to ensure that rules that underpin the funding and services provided by the Service are easy to use and help members and parties perform their work. The Service intends to build detailed profiles of the customer base and define its customer service offerings in line with their preferences and what it is able to provide within budgetary constraints. The latter will involve investigating the costs involved in providing particular channels in order to deliver the most efficient and effective service. The Service will strive to provide consistency of expertise in the services it offers, anticipating and responding to customers needs. We will provide excellent shared services The Service provides a range of shared services to our sector partner and other agencies on the parliamentary precincts (see the Nature and scope of functions section). Over the next four years this role is 10

12 STRATEGIC DIRECTION increasing, especially for work with the Office of the Clerk. The Service requires strategic capability across its HR, Finance and ICT areas to continue to deliver high quality services and this will be a key focus. The Service will also develop a cost of service model to be able to negotiate service levels with the other precinct agencies. Producing a revised Service Level Agreement between the Service and parliamentary political parties to enable the better monitoring and evaluation of services to users will also be a focus. The workplace is fit-for purpose The Service has commenced work to review its longterm accommodation strategy. The Service needs to ensure that it continues to provide a workplace that meets the needs of everyone who either works at or visits Parliament. The Service also has an on-going commitment to maintain the heritage buildings on the parliamentary precincts. This is an important role and one which ensures the maintenance of these heritage buildings reflects their significance in the context of their history of New Zealand s representative democracy. We work as a parliamentary sector The Service and the Office of the Clerk share a vision of robust representative democracy strengthened by both agencies working together to support and service Parliament and its members. A fully functioning Parliament is critical to the outcome of a successful democracy. Current trends highlight that voter participation at elections is reducing and the growth in social media is leading to a greater level of direct democracy, e.g. as witnessed by the greater public interest in citizens initiated referendums. This adds pressure to the status of representative democracy in New Zealand. the constitutional governance of our country. This requires properly funded parliamentary agencies that can provide support services for the House of Representatives and its members. While shared administrative and legal services have existed for many years, closer ties between the Service and the Office of the Clerk the Parliament sector - are now being actively developed where both agencies outcomes align and it is cost effective to do so. The Service and the Office of the Clerk have taken practical steps to develop the sector relationship. A Parliament Sector Advisory Board was formed in December 2013 to provide governance oversight and the two agencies senior management teams meet to agree priorities. The Service also provides a range of shared services to the Office of the Clerk including all ICT services, finance and payroll services, and facilities management and building maintenance, while the Office of the Clerk provides legal services to the Service. A joint work programme between the two agencies has been agreed and progress is reviewed by the Advisory Board at its meetings. Work is already progressing on implementing Parliament s communication strategy, the public education function of Parliament, a joint Information Services Strategic Plan, and joint staff inductions. Both agencies are working to inform the public about what Parliament is doing, to give people the opportunity to participate in parliamentary business and engage with their representatives. In addition, the Office is ensuring that Parliament s independence will be protected. The next step is to develop a joint sector outcome in to reflect this work with all the staff of both agencies. For Parliament to remain relevant, the New Zealand public needs members that can effectively represent their constituencies and contribute to 11

13 PARLIAMENTARY SERVICE STRATEGIC INTENTIONS Nature and scope of functions Our functions The Service is responsible for providing administrative and support services to members of Parliament and the House of Representatives. The Service also administers, in accordance with directions given by the Speaker, the payment of funding entitlements for parliamentary purposes. The Service s empowering legislation is the Parliamentary Service Act Members of Parliament fulfil several roles: as legislators and representatives in a parliamentary democracy, providing a government, making and passing law, scrutinising the activities of government and holding it to account, developing policy, debating public issues and assisting constituents. To assist members in fulfilling these roles, the Service provides members with the tools, staff and working environment they require to work as effectively as possible. Services are provided to members both in Parliament and at their out-of-parliament offices. We also provide a range of services to other agencies within the parliamentary precincts. The following table shows the range of services available. Table 1: Summary of services provided by the Parliamentary Service Services to Members Member Support staff Travel Services Funding advice Information and communications services Financial and Accounting Services Payroll & HR services Out-of-Parliament office administration, management services & security Health, Safety and Wellbeing Research and Information Services Precinct Services Building Management facilities and building projects Management of Heritage Buildings Security Information and communications services Serjeant-at-Arms and Chamber & Gallery services Reception and Telephone services Catering Visitor Services including education services, tours, and shop Messenger and Mail services Our structure The Service has five business groups: Shared Services Precinct Services Parliamentary Library Information Communications and Technology Office of the General Manager 12

14 NATURE AND SCOPE OF FUNCTIONS Shared services on the parliamentary precincts The table below summarises the shared service arrangements, whereby the Service provides specific functions and services to one or more of the other agencies operating within the precincts. Table 2: Shared services on the precinct Type Agency Description Information and Communications Technology - computing backbone network Information and Communications Technology internal networks and software systems Server Hosting Information and Research services Finance services Payroll services Travel Workstation assessments All Ministerial Entitlements and Support Office of the Clerk The Treasury State Services Commission Department of Prime Minister and Cabinet All staff and users of the parliamentary precincts Office of the Clerk Parliamentary Counsel Office Office of the Clerk Parliamentary Counsel Office For Ministers on behalf of Ministerial Services Ministerial Entitlements and Support Former members Ministerial Entitlements and Support Provision of the computing backbone network (including physical infrastructure, firewalls, mail gateway and support). Strategic advice. Joint service desk, common desktop, managed services, telephony and communications platforms. Hosting of ICT infrastructure, including but not limited to servers. The Parliamentary Library provides tailored information and research services. Limited services are available to members of the public. Accounts processing, financial reporting and budgeting, Treasury interfaces and compliance with accounting regulations. Strategic advice. Full payroll services (including maintenance of electronic HR software for payroll purposes). International and domestic travel bookings, changes and queries (including taxis). Ergonomic assessments of workstations. 13

15 PARLIAMENTARY SERVICE STRATEGIC INTENTIONS Type Agency Description Precinct Services All staff and users of the parliamentary precincts, including members of the public and The Treasury To maintain and protect the physical integrity and utility of the parliamentary precincts for all staff and visitors. The following services are provided: Facilities management and building maintenance Catering Property and contract management Building projects Security and emergency response coordination Visitor tours, education services and shop Reception and telephone services Serjeant-at-Arms, Chamber & Gallery services Messenger/Mail distribution services 14

16 OPERATING ENVIRONMENT AND RISK MANAGEMENT Operating environment and risk management The key challenge the Service faces, is continuing to provide a high level of services to members of Parliament and the House of Representatives. Budget 2014 has delivered additional funding to the Service to support building people capability, maintaining the parliamentary buildings, and providing a new staffing model for members. The Service is focused on providing high quality services to members and trying to anticipate their future requirements with the advances in technology and the desire of members to have greater flexibility in how, where and when they work. Once during each parliamentary term, the Appropriations Review Committee conducts a review to assess the adequacy, effectiveness and efficiency of parliamentary funding. It provides the Speaker and the Parliamentary Service Commission with guidance as to how funding and services may be improved to better facilitate the running of Parliament in the next parliamentary term and beyond. The committee conducting the Fifth Triennial Review of Appropriations presented its report at the end of 2012 and recommended several key changes to the entitlements provided to members. The committee identified funding shortfalls given the Service has worked within existing baselines since 2008 and has had to absorb all cost increases. A total of $1.8 million in savings were made in the financial year. The sixth triennial review will take place within the 51st Parliament. The committee s report also recommended changing the allocation of hours for members support staff to a dollar amount in order to remain within the appropriation. These changes are being formalised in new Speaker s Directions to be in place by the end of August 2014, in time for the 51st Parliament. This will require the Service to communicate the changes to members and design new processes to administer and implement these changes. This is a key objective for the Service. Strategic risks and risk management The General Manager is responsible for ensuring a 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. The senior management team is responsible for identifying the key risks that may impact on the achievement of the strategic objectives, for identifying mitigation strategies, and for monitoring the effectiveness of these strategies. All staff members of the Service have a responsibility for identifying and managing risk. The Service s risk management framework provides a systematic process for the identification and evaluation of organisational risks to the Service achieving its objectives. A management assurance programme, which includes the Parliament Sector Advisory Board, internal audit and legislative compliance, ensures that the mitigation strategies for key operational risks are being managed effectively. The risks being managed by the Service relate to those that could impact on the systems, processes and management practices, and the operating environment of the Service, and thereby the reputation of the Speaker s Office, members and Parliament. 15

17 PARLIAMENTARY SERVICE STRATEGIC INTENTIONS The specific risks are: We don t deliver to agreed service levels There is a risk that the Service will fail to understand the expectations of the service to be delivered, the impacts of funding constraints and the public s need to access the parliamentary process. This could lead to a loss of trust and confidence in the Service and a declining public engagement in the parliamentary process. The Service fails to align with sector priorities The potential risk is that the Service will fail to adjust to changing priorities within the parliamentary sector. The Service does not have the appropriate culture or workforce capability and capacity The potential risk is that the Service does not have the appropriate behaviours in place to work seamlessly across the organisation to deliver high quality services. If the Service cannot attract the right people, it faces having key roles unfilled and capacity constraints affecting service delivery. This will affect the delivery of services to its range of customers including members, undermining trust and confidence in the ability of the Service to meet their needs and the requirements of Parliament. The Service has a serious security breach If the Service suffers a physical security breach, this could lead to widespread disruption of operations or service delivery. An information security failure exposes the Service and leads to a serious breach of privacy or the release of sensitive / confidential information, with an impact on critical functions, e.g. disabling the ICT network. Risk mitigation strategies are in place for the identified risks. 16

18 OPERATING FRAMEWORK Operating framework The Service remains committed to achieving its two high level outcomes: The House of Representatives and members receive high quality services and an accessible Parliament. The intermediate outcomes are outlined in the Strategic Framework diagram (refer page 9). Each one is addressed below, together with relevant medium-term performance measures. The intention is to follow the trends of these measures over the term of these strategic intentions to assess the success of each outcome. Annual output performance measures are contained in the Supporting Information to the Estimates of Appropriation for Vote Parliamentary Service. Outcome 1 The House of Representatives and members receive high quality services The Service provides a range of services to members and parties, to assist them to fulfil their role as representatives and legislators, as set out in the Speaker s Directions and within the Appropriations. The standards, to which these services are delivered, are articulated in a service level agreement agreed with members. In the Statement of Intent, the Service noted the work planned for improving processes, systems and capability with the end outcome of lifting overall service delivery. Improving service delivery is an iterative process. To this end, the Service identified three key intermediate outcomes it will focus on in the medium term to achieve this strategic outcome. These intermediate outcomes remain for although descriptions have been updated. The intermediate outcomes are: 1. Members and precinct agencies are able to work flexibly and effectively wherever they are 2. Members and precinct agencies receive high quality services 3. Members and precinct agencies receive quality information, research, and collection services 17

19 PARLIAMENTARY SERVICE STRATEGIC INTENTIONS Members and precinct agencies are able to work flexibly and effectively wherever they are Target measure How measured? Satisfaction levels equal or exceed 80% with the services provided. Through a combination of a customer satisfaction survey of members support staff and output measures for the performance of ICT services. Technology Information Communications and Technology (ICT) have come to play a key part in supporting and enabling the services provided to members and agencies at Parliament, particularly through the flexibility they provide to these services. Through the effective and strategic use of appropriate technology, systems and people, services can be delivered to users where they need them, and in a manner that suits the way they want to work. The ICT strategy as a whole will deliver an enhanced customer experience, with improved access to services and improved ICT capability to help Parliament and members get the best from ICT. A number of initiatives are planned over the next four years, to enable the Service to deliver more flexible and effective services. The Service will ensure that members and precinct users continue to receive the high standard of first level support provided by service desk staff and desktop support staff. As members and agencies become more mobile the expectation and need for access to information, data and people, from anywhere at anytime, increases. A refresh of the telephony and communications platforms around the precinct, aligned with enabling greater and easier remote access, will enable members and precinct users to work collaboratively wherever they are and however best suits their needs. The main initiatives are: The Service currently delivers ICT services including infrastructure management, , desktop and network management, and internet access to the Office of the Clerk. As a next step, the Service will manage several joint initiatives with the Office of the Clerk, to ensure that members are able to access all the information they require in one place through a single portal view, to enable them to carry out their duties effectively and efficiently. A joint Information Services Strategic Plan will also be developed. The Service will continue to participate in All of Government initiatives and recommendations, including the implementation of Infrastructure as a Service (IAAS), procurement initiatives for hardware, and leverage syndicated services as appropriate. 18

20 OPERATING FRAMEWORK The table below, and those that follow the remaining intermediate outcomes, highlights the link between our outputs (and funding), their immediate impacts, and the resulting intermediate outcome that contributes to the strategic outcome. Outcome Service intermediate outcome The House of Representatives and members receive high quality services Members and precinct agencies are able to work flexibly and effectively wherever they are Service impacts Service output expense that contributes Leveraging of new technology to enable flexible and efficient working conditions Vote: Parliamentary Service Parliamentary information communications and technology services Continuous business improvement New staffing model for members. New Speaker s Directions that enable more flexibility to help members perform their work. Vote: Parliamentary Service Personnel, accounting and advisory services to members and other parliamentary agencies 2. Members and precinct agencies receive high quality services Target measure How measured? Members satisfaction levels equal or exceed 80% relating to the transition between each parliamentary term. Targets relating to key service delivery points, e.g. HR and Finance, are met. Through a customer satisfaction survey of new and returning members following a general election. Output measures relating to key service delivery points, e.g. HR and Finance. Election day for the 51st Parliament has now been confirmed for 20 September As part of its preparations, the Service is drawing upon the recommendations of an independent review report conducted following the last election in The Service will be putting members and their support staff at the centre of its service offering. As a first step, the Service s Relationship Management team works with members to understand their support requirements and preferences, and ensure these are met. This support is ongoing throughout each parliamentary term. Additional support is provided during the transition between Parliaments, which will follow Elections 2014 and 2017 over the term of these strategic intentions. The Service has a Customer Relationship Management (CRM) system in place to assist with scaling up activities so that the election can be delivered as business as usual. While the preparation for an election requires significant effort, the Service s use of the CRM system will enable it to monitor closely the requests and service delivery to members and parliamentary parties, ensuring that Parliament is able to resume effectively when required. 19

21 PARLIAMENTARY SERVICE STRATEGIC INTENTIONS It will also deliver an organisational business process model that will enable changes to members entitlements to be seamlessly integrated and rolled out. A key focus for the Service will be to ensure that changes made to the Speaker s Directions for the 51st Parliament are implemented in an effective manner. The Service adopts a continuous business improvement approach to ensure its activities are targeted appropriately to members and support staff. Following the general election, an independent review will be conducted to gauge members satisfaction with the services provided. Any changes to business practices will be put in place prior to the subsequent general election (expected by 2017). Implementing the Speaker s Directions and Members of Parliament (Remuneration and Services) Act 2013 This work will address the recommendations of the Fifth Triennial Review of Appropriations Committee concerning changes to the provision of members support staff, greater flexibility for members with ICT resources, and changes to support funding allocations. The revised Speaker s Directions need to be in place by the end of August 2014, and prior to the commencement of the next parliamentary term. The Service will also work with other agencies responsible for making determinations under the Members of Parliament (Remuneration and Services) Act The review and revisions to the Speaker s Directions is cyclical. The Sixth Triennial Review of Appropriations Committee will convene during the term of the upcoming 51st Parliament and will contribute to making new Speaker s Directions for the 52nd Parliament. Financial services In recent years, the Service has undertaken a programme of work to improve financial services to members - to enable real time information and enhanced financial reporting. The Service has implemented the changes to the reporting capability of its Financial Management Information System and will continue to roll out a purchase card system. These improvements have reduced the cost of providing financial services while also increasing the accuracy and timeliness of the financial information provided to members, parties and agencies on the precinct. As indicated earlier, the Service will also develop a cost of service model to understand the costs of providing its range of services and to assist in negotiating service levels. Outcome Service intermediate outcome Service impacts Service output expense that contributes The House of Representatives and members receive high quality services Members and precinct agencies receive high quality services Business as usual standard of service delivery during the transition of Parliaments Vote: Parliamentary Service Operations, Information and Advisory Services MCA 20

22 OPERATING FRAMEWORK 3. Members and precinct agencies receive quality information, research, and collection services Target measure How measured? Satisfaction levels equal or exceed 80% relating to these services, and uptake of these services meets targets. Through a customer satisfaction survey of members support staff and output measures for the performance of the Parliamentary Library. The Parliamentary Library offers information management services, research into issues of interest to Parliament and members, and the management of collections to support this work. The Library provides a tailored information and research service for members, to assist them in areas such as informing debate, consideration of business before a select committee and responding to constituent enquiries. To ensure that members have access to research and information in a timely manner, the Library uses a client segmentation model to prioritise its work. Outcome Service intermediate outcome Service impacts The House of Representatives and members receive high quality services Members and precinct agencies receive quality information, research, and collection services On-going access to library information and services in a timely manner Service output expense that contributes Vote Parliamentary Service Parliamentary Library Outcome 2 An accessible Parliament The Service remains committed to the principle of an accessible Parliament. The Service encourages students and the general public to visit the precincts and to learn about our democracy, our history, and the process of developing and passing legislation. For members of the public who need specific information about Parliament, the Service contributes to the parliamentary website and provides the Parliamentary Information Service to respond to those needs. The Service anticipates increasing activity to promote public engagement with Parliament as the Parliament communication strategy is implemented, in partnership with the Office of the Clerk. These activities include improving Parliament s website and making greater use of social media to reach a wider audience of New Zealanders. 21

23 PARLIAMENTARY SERVICE STRATEGIC INTENTIONS The Service has kept the two key intermediate outcomes from the previous Statement of Intent with some modified descriptions. This provides the focus in the medium term to achieve this strategic outcome. The two intermediate outcomes are: 4. The public can learn about and engage with the parliamentary process 5. Parliamentary precincts are safe, used, and maintained effectively. 4. The public can learn about and engage with the parliamentary process Target measure How measured? Public uptake and use of parliamentary education resources meets targets. User satisfaction shows those resources are fit for purpose. Through customer satisfaction surveys of visitors to Parliament and education resource users, and the number of visits to the online resources webpage. Educational resources Educational resources have been updated and linked to the curriculum to better support teachers to educate their students on Parliament and democracy in New Zealand. For those not able, or who do not wish to visit Parliament in person, the Service has developed two interactive resources that can be used remotely via the internet. These resources describe the history surrounding Parliament and our democratic system, and provide an updated virtual tour of Parliament. They will also be used in the Education Centre to complement the education programme. The interactive resources and visit programme will enable people from around the country and overseas to learn about the New Zealand Parliament. Visitor Services to the public These services will use best practice and innovations from tourism, museum and education sectors while maintaining the integrity of Parliament. This includes offering parliamentary tours in other languages (including sign language) and catering for the needs of different groups. The focus will be on providing excellent customer service, presenting relevant and accurate information, and reviewing the visitor centre displays and information. The Parliament Shop will continue to offer visitors the opportunity to mark their visit by purchasing a souvenir or New Zealand made product. Access to information about Parliament Parliament s website continues to be the main gateway to information for the public. The existing website environment is currently being redeveloped on a new platform that will enable different interactive services and features to be added over time. Members of the public, specialist interest groups and guests of members of Parliament will continue to have access to a Parliamentary experience. Visitors will experience excellent customer service, have the opportunity to participate in a range of informative and engaging tours, and browse interesting displays in the Visitor Centre and other exhibition spaces. Services for visitors will be offered seven days a week to allow New Zealanders the best possible opportunity to visit their Parliament. 22

24 OPERATING FRAMEWORK Working closely with the Office of the Clerk, the Service provides support and maintains the infrastructure required to deliver this functionality. The Service plays an integral role in providing content on the website and assisting the public in using it. A Parliamentary Information Service responds to requests from the public and from other government agencies for information about Parliament. Improved processes, products and staff training will improve the efficiency and quality of service provision. The implementation of the Parliament communication strategy and related activities will result in greater access to information about Parliament via a variety of formats and channels. Educational and public engagement events The 150th anniversary of Parliament moving to Wellington will occur in The Service has started to plan activities to maximise the educational and public engagement opportunities in conjunction with other business partners in Wellington, including the Wellington City Council. Outcome Service intermediate outcome An accessible Parliament The public can learn about and engage with the parliamentary process Service impacts Service output expense that contributes Resources that better educate students and the public about Parliament Engaging the public through events and activities that interest, inform and involve the public Vote: Parliamentary Service Buildings and operations management Improvements in informational content about Parliament and improved public access to it Engage with new and hard-toreach audiences, using a variety of channels, including social media Vote: Parliamentary Service Parliamentary Library 5. Parliamentary precincts are safe, used, and maintained effectively Target measure How measured? Project and maintenance deliverables in the capital asset management plan are completed to agreed standards. Targets related to the management of the precincts are met. Output measures for building maintenance projects, and Chamber and Gallery and Security Services. The Service has developed an asset management plan to better maintain and prioritise projects relating to the management of these historic buildings. In order to do so, the Service needs to constantly update its thinking about levels of service required and the demand for accommodation by users of the precinct buildings. The Service is responsible for maintaining Parliament s heritage buildings which by their nature require a different level of management due to their significance and representation as civic buildings forming part of New Zealand s history. 23

25 PARLIAMENTARY SERVICE STRATEGIC INTENTIONS The asset management plan has identified the levels of service to be delivered. They are: Provide, operate and maintain fit-for-purpose office accommodation and common areas for precinct occupiers Maintain the parliamentary grounds for all users Provide facilities for visitors and the general public Protect the heritage value of the parliamentary precinct for all New Zealanders Provide a 24/7 safe and secure parliamentary precinct for users and the general public. An integral component of the democratic system in New Zealand is for members of the public to have access to their Parliament. This includes ensuring that members of the public with disabilities are able to have safe physical access to and within Parliament. The Service is committed to providing access for the public to a variety of parliamentary processes. For example, the ability to visit a select committee, to visit the Gallery of the House of Representatives to listen to question time or a debate, or to go on a public or private tour of the parliamentary precinct. This is not just restricted to physical access. Proceedings in the Chamber are broadcast on Parliament TV and the Office of the Clerk has led work to broadcast some select committee meetings via the Parliament website. Chamber and Gallery The Chamber and Gallery staff who report to the Serjeant-at-Arms are responsible for the management of visitors who visit Parliament to watch the House in debate. In terms of Standing Orders, the Serjeantat-Arms, as an Officer of the House, has specific responsibility to the Speaker for the removal of people from the Gallery where they have infringed the rules of the House. Security The security of Parliament s buildings has a direct impact on providing an accessible Parliament. If people are safe and feel safe in our buildings, they will be able to engage in the parliamentary process. A parliamentary process which is not delayed or protracted due to security incidents or breaches will be advantageous for all those people working at or visiting Parliament. The staff also facilitate the frequent visits of government officials or advisors whose attendance is requested by a Minister or member of Parliament for the reading of a specific bill. The Service also provides security advice to out-of-parliament offices, ensuring that they are able to operate safely and meet the needs of members and constituents. Outcome Service intermediate outcome An accessible Parliament Parliamentary precincts are safe, used, and maintained effectively Service impacts Effective and efficient management of parliamentary assets Service output expense that contributes Buildings and grounds on the parliamentary precincts are fit-for-purpose Vote: Parliamentary Service Buildings and operations management 24

26 ORGANISATIONAL HEALTH AND CAPABILITY Organisational health and capability Growing and developing our people Our people are our key asset. They are passionate about their work, and supporting the institution of Parliament. This is evident in their active involvement in shaping the vision for the Service and making the link between what they do and the Service s strategic direction. This section outlines how the Service will continue to develop the core capabilities it requires to support members, parties and the House of Representatives. Building on work undertaken in to develop a customer strategy, and the 2013 Human Synergistics culture survey, the Service will continue to focus over the next four years on becoming a more responsive customer orientated organisation. For the Service this means having a better understanding of members preferences, developing our relationship management capabilities, fostering innovation as a means to improve members experience of the Service, and delivering greater value for money. It also means having capability development programmes and a performance management system in place to support staff in working towards the strategic direction. Delivering superior customer service will require the Service to empower staff to be innovative and creative. The Service s goal is to be recognised as an employer of choice with a highly engaged and passionate workforce delivering excellent customer services consistently. To achieve this, the Service will: involved in organisation initiatives. This culture encourages higher levels of staff engagement; greater productivity; and fosters innovation. This will support the delivery of high quality services to customers. By way of example, the 2014 General Election provides an opportunity for staff to work collaboratively, by focusing on customers to deliver effective solutions. Strengthen its strategic HR capability to enable the Service to identify and implement fitfor-purpose initiatives, including leadership development, and to ensure they are sustainable over the longer term. Capable people are able to manage performance and advocate the direction the Service wants to go. They have the capability and confidence to use initiative within a well understood risk framework. Ensure its people have the right skills and tools to perform effectively. It will focus on providing learning and development opportunities to grow its people. Target recruitment strategies to acquire new capabilities aligned with the Service s overall direction. Continue to implement and embed the Service s customer relationship management systems which support decision making and get greater use of knowledge sharing across organisational boundaries. Apply its relationship management capability to gather insights that allow us to anticipate customer needs and to respond to opportunities for improvement. Develop an organisational culture that bridges the gap between what its people have identified as the preferred culture and the current one. The preferred culture is one where there is open communication and people collaborate and get 25

27 PARLIAMENTARY SERVICE STRATEGIC INTENTIONS Developing leadership and management capabilities To achieve sustainable change, the Service needs to continuously improve systems and processes that enable it to carry out its core business. It also needs its people to have strong strategic leadership to ensure successful implementation and adoption of the changes required by the Service s stakeholders. Over the next four years, the Service will develop its strategic leadership capabilities with a focus on providing visible organisational leadership to improvement initiatives and the adoption of a fit-forpurpose approach to managing and embedding key strategic priorities. Strong leadership will help reinforce the culture required by empowering and inspiring people to perform at their best. The outputs of the programme are improved performance and capability, and better customer service through increased collaboration across the Service. Understanding that culture change is not a stand-alone initiative, and to reinforce as well as embed new behaviours, the Programme has a focus on business processes such as workforce planning, induction, performance and development mechanisms, recruitment processes, remuneration, leadership/management development programmes, communication and customer focus. These initiatives are critical for ensuring programme output sustainability. Our management development programme will initially focus on building capability in the fundamental elements of management through a targeted development approach. The aim of the programme is to: increase productivity better manage operational risks enable sound decision making achieve business objectives develop people managers. Changing our culture Building on the work to update the purpose and vision of the organisation, the Service is working towards a more collaborative approach in the way it delivers services to customers. To this end the Service has adopted a People and Culture Strategic Programme. 26