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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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 3
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 4
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 5
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 6
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 7
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
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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.
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 9
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 10
Part 2: St rategic Di rect ion
Part 2 provides information about the Services strategic framework, relevant Government priorities
and the Services strategic framework.
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 11
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 12
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 13
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.
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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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 15
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.
What is the Service going to do?
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.
Deliverable Measure of Success Timeframe
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.
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 16
In tervent ion 2: Support the Tr iennial Review of Appropr ia t ions
Why is the Service doing th is?
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
Deliverable Measure of Success Timeframe
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
Why is the Service doing th is?
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.
What is the Service going to do?
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.
Deliverable Measure of Success Timeframe
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.
Deliverable Measure of Success Timeframe
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 17
In tervent ion 4: Improving serv ice del ivery
Why is the Service doing th is?
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.
What is the Service going to do?
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.
Deliverable Measure of Success Timeframe
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
4.2 Develop and implement the Service Insight Strategy
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.
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 18
Deliverable Measure of Success Timeframe
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.
Deliverable Measure of Success Timeframe
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.
Deliverable Measure of Success Timeframe
Complete the implementation of the Library, All actions set out in the Strategy 2012-2013
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 19
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.
Deliverable Measure of Success Timeframe
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.
Deliverable Measure of Success Timeframe
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 20
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.
What is the Service going to do?
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
Why is the Service doing th is?
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.
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 21
What is the Service going to do?
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.
Deliverable Measure of Success Timeframe
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.
Deliverable Measure of Success Timeframe
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
Deliverables implemented in accordance with the Precincts Property Strategic Plan 2012-2017
2012-2017
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 22
Deliverable Measure of Success Timeframe
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
Deliverables implemented in accordance with the Precincts Property Strategic Plan 2012-2017
2012-2017
Share surplus space and optimise occupancy costs across the Parliamentary Precincts
Deliverables implemented in accordance with the Precincts Property Strategic Plan 2012-2017
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.
Deliverable Measure of Success Timeframe
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
5.4 Implement the Information and Education Communications Strategy
The intent of the Information and Education Communications Strategy is to assist in making
Parliamentary information and education services more accessible to the public.
Deliverable Measure of Success Timeframe
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 23
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.
Deliverable Measure of Success Timeframe
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%
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 24
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.
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 25
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.
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 26
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.
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 27
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.
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 28
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.
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 29
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 30
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 31
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.
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 32
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.
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 33
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 34
Intervention 2012-2017 Deliverable
Objective Departmental Output
Non-Departmental Output Class
Capital
requirements.
Support the Triennial Review of Appropriations
2.1 Supporting the Triennial Review of Appropriations
Operations, Information and Advisory Services
Share services to achieve economies of scale across the sector
3.1 Lead precinct wide shared services
Operations, Information and Advisory Services
3.2 Use benchmarking to eliminate inefficiencies
Operations, Information and Advisory Services
Improving service delivery
4.1 Matching service provision to the service level agreement
Operations, Information and Advisory Services and Services to Members
4.2 Develop and implement the Service Insight Strategy
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
Operations, Information and Advisory Services
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
Buildings and Operations Management
Parliamentary Service – Capital Expenditure
5.4 Implement the Information and Education Communications Strategy
Buildings and Operations Management
5.5 Continue to Buildings and Parliamentary
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 35
Intervention 2012-2017 Deliverable
Objective Departmental Output
Non-Departmental Output Class
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
measure for 2012/13.
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
measure for 2012/13.
New standard and
measure for 2012/13.
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
measure for 2012/13.
New standard and
measure for 2012/13.
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
measure for 2012/13.
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 36
Measure Actual 2010/11 Budgeted Standard
2011/12
Budgeted Standard
2012/13
service satisfaction.
The number of new
members who use the
Library services.
New standard and
measure for 2012/13.
New standard and
measure for 2012/13.
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 37
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
Measure Actual 2010/11 Budgeted Standard
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 38
Measure Actual 2010/11 Budgeted Standard
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
Quarterly meetings with
Parliamentary Whips to
determine the level of
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
Quarterly meetings with
Parliamentary Whips to
determine the level of
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
Statement of Intent 2012-2017 – Parliamentary Service Te Rātonga Whare Paremata 39
Measure 2010/11 Actual Budgeted
Standard
2011/12
Budgeted Standard
2012/13
service standards and performance
measures
underlying service
provision.