Page 1 of 13
Houses of the Oireachtas Service [the Service]
Integrated Reform Delivery Plan 2016
The function of the Service is to provide advice and support services to the Commission, the
Houses of the Oireachtas and their Committees, and Members of the Houses.
In addition to participating in Public Service Reform Plan and the Civil Service Renewal Plan
initiatives the Service focusses on:
1. providing support and assistance to the Houses and their Committees and to
Members, to enable them to perform their parliamentary duties.
2. providing support and assistance to the Oireachtas Commission and its Committees
in the implementation of best practice governance arrangements.
3. facilitating ongoing engagement between the public with their parliament and
increasing public understanding of the work of the Houses and their Committees.
4. taking a unified approach to managing the Oireachtas Service by: (a) strengthening
procedural capability across the Service; (b) upgrading/replacing and integrating
systems in key procedural areas vital to the running of the Houses and their
Committees; (c) integrating data flow across systems, and from the systems to the
Oireachtas website, and (d) managing the information created and acquired by the
Service.
5. strengthening the capability and capacity of the Service by deepening its professional
knowledge and expertise and by maximising the performance and potential of all its
employees through the Service’s People and Organisational Development
Programme (POD) and through the Civil and Public Service Reform Programmes.
Page 1 of 13
Page 2 of 13
Section 1: Governance Arrangements for Reform Programme
Owner: Assistant Secretary, Corporate & Members’ Services Division.
1.1
The Management Committee established a Reform Delivery Unit to coordinate and
implement the Reform Agenda. Progress is reported regularly to the Management
Committee. The Houses of the Oireachtas Commission (the Commission) separately
considers and approves measures that are within the control of the political system.
1.2
The Lansdowne Road Agreement’s extension of the Public Service Stability
Agreement to 2018 reaffirms the need for leadership and maintaining good staff relations.
The Agreement will enable the Service to attain the necessary skills to deliver ongoing
reform; to continue productivity improvements through innovative use of technology and to
improve work practices. These actions will enable the Service to meet the ever increasing
and changing demands for its services to the satisfaction of all our customers and to achieve
Commission objectives.
Page 2 of 13
Page 3 of 13
Section 2: Reforms Specific to the Oireachtas Service
Resource Management
Owner: Assistant Secretary, Corporate & Members’ Services Division.
2.1 Approve Oireachtas Service Annual Resource Plan for 2016. Q2 2016
2.2 Strengthen internal resources in relation to business analysis and system development
in the context of the new ICT structure for the Service.
2.3 Strengthen internal resources and overall capacity in relation to records and archive
management, Freedom of Information and data protection; and the establishment of a
Parliamentary Archive, which will incorporate the Banking Inquiry archive of records as
appropriate. Q1 to Q4 2016
2.4 Strengthen internal HR skills and resources. HR staff will be given the opportunity to gain
a Chartered Institute of Personnel and Development (CIPD) qualification in HR practice
and specialist HR management knowledge over a 3 year period. Q1 to Q4 2016
2.5 Strengthen the overall capacity and capability of the Service. The Service has developed
a People and Organisational Development Programme (POD) for the Service. This
programme focusses on Leadership, High Performance and Building Capacity at an
individual and organisational level and is consistent with the goals of the Reform
Programme. A POD Programme for 2016 will be developed following a review of the
POD Programme for 2015. Q1 Review, Q2 Programme Plan for 2016
2.6 Finalise the review of the resources of the Committees’ Secretariat and reorganise
resources to support new Committees established post-election. Q2 2016
2.7 Review Service’s Project Management Guidelines and Toolkit (Q1/Q2 2016) and
strengthen project management capacity and capability in the context of delivery of
cross-divisional projects (Project Reference IRDP 2.7, 2.8, 2.9 and 2.10) during 2016.
Parliamentary Reform
Owner: Assistant Secretary, Parliamentary Services Division.
2.8 Support Programme for Government parliamentary reform commitments Q2 to Q4 2016
ICT Strategy Solutions
Owner: Assistant Secretary, Corporate & Members’ Services Division.
Achieve an integrated ICT strategy solution, following two key principles:
1) Workflows central to design
2) Information shared by default
The following projects will support the delivery of this integration solution:
Page 3 of 13
Page 4 of 13
2.9 Development of a full Enterprise Architecture for the Oireachtas Service
Owner: Assistant Secretary, Corporate & Members’ Services Division.
The Service will adopt a proven Enterprise Architecture methodology and framework to
ensure consistent standards of data, infrastructure and applications in order to deliver the
requirements of our business users.
Phased Delivery during 2016 with identified actions and timelines
2.10 Integrated Parliamentary Support System (IPSS) - Technology in the Chambers
Project (Dáil, Seanad and Committee Rooms) –
Owner: Assistant Secretary, Parliamentary Services Division and Assistant Secretary,
Corporate & Members’ Services Division.
Integration of the technical systems within the Dáil & Seanad chambers and Committee
rooms, and with the Broadcast System: integration of the data between these systems and
with the Oireachtas website follows on from the development of a full Enterprise Architecture
for the Service (Cross Reference with 2.9: Enterprise Architecture Project).
These newly integrated systems will facilitate cross-organisational communication and
external communication to strengthen collaboration and the management of information.
Phased Delivery during 2016 with identified actions and timelines
2.11 Parliamentary Workflow System Programme
Owner: Assistant Secretary, Parliamentary Services Division and Assistant Secretary,
Corporate & Members’ Services Division. A Cross-Divisional Project
Map and design a Parliamentary Workflow System that will ultimately incorporate the
production of an (electronic) Order Paper, Parliamentary Questions system (both internal
and external facing), Committee Meetings schedules, integrated with the production of the
Official Record of Debates as appropriate.
This work will also contribute further to rationalising service delivery of Parliamentary
documents in line with the Service’s Information Management Strategy.
Phased Delivery during 2016 with identified actions and timelines
2.12 Library & Research Service’s Technical Infrastructure
Owner: Assistant Secretary, Parliamentary Services Division.
Review the Library & Research Service’s (L&RS) technical infrastructure including collection
management system, content management system and digital repository. Agree a
development path aligned to the Service’s integrated ICT solution Q2 to Q4 2016
2.13 Managed Print Service
Page 4 of 13
Page 5 of 13
Owner: Assistant Secretary, Corporate & Members’ Services Division.
In 2015, the Service moved away from the traditional provision of a printer, photocopier,
scanner and fax machine to Oireachtas staff offices/sections to a more strategic and
economical Managed Print Service (MPS) approach. During 2016, MPS will be extended to
TDs and Senators and their staff. Q1 & Q2 2016
2.14 eMail System - ICT
Owner: Assistant Secretary, Corporate & Members’ Services Division.
Replace the current email system with a system that meets the changing requirements and
demands of the Oireachtas Service. (Cross Dependency with 2.9: Enterprise Architecture)
Q3 2016
2.15 Office of Parliamentary Legal Adviser (OPLA) Legal Case Management System
Owner: Assistant Secretary, Corporate & Members’ Services Division.
Develop a more suitable legal case management system to manage the increasing number
of requests to OPLA for legal opinion; to track the life cycle of legal cases more efficiently
and effectively; to provide an archive of easily retrievable legal opinions, together with
research materials and relevant precedents; to enable more efficient management of legal
advisers' case files and avoid unnecessary duplication; to track all legal costings associated
with specific files; and to allow for better document management. Phased Delivery 2016
Communications, Engagement, Research and Information,
2.16 Communications/ Public Engagement Strategy 2016-2018
Owner: Assistant Secretary, Parliamentary Services Division.
Develop and publish a Communications/ Public Engagement Strategy for the Oireachtas
Commission for 2016 to 2018. Q1/Q2 2016
2.17 Parliamentary Channel ‘Oireachtas TV’
Owner: Assistant Secretary, Parliamentary Services Division.
September 2015 marked the first anniversary of the launch of the Oireachtas TV Channel
which was a key element of the Oireachtas Communications Strategy 2012 to 2015.
During 2016, the Service will work to increase viewership having concluded an agreement
with Saorview to broadcast the Oireachtas TV channel and a successful test broadcast
period in Jan 2016 ; will develop and produce in-house content and source content from
other parliaments; and will implement Broadcasting Authority Ireland (BAI) targets for the
Parliamentary Channel i.e. sign language and subtitling. Phased Delivery 2016 with
targets
Page 5 of 13
Page 6 of 13
2.18 Linked Data Project
Owners: Assistant Secretary, Parliamentary Services Division and Assistant
Secretary, Corporate & Members Services Division. A Cross-Divisional/ CrossDependencies Project
2.18.1 Deliver a cross-divisional project that defines and describes ontologies for publicly
available parliamentary data and prepare structure data and metadata for same.
The outputs of this work will form a core component of the website redevelopment project
(Action 2.19) and will enhance the website search function on the new website for the
Official Report of Parliamentary Debates, Bills and Members’ data, in particular. CrossDependencies with 2.9 Enterprise Architecture Project
The Service will continue to participate in and contribute to the Public Bodies Working Group
for the government’s Open Data Initiative, which is being coordinated by DPER.
Phased Delivery during 2016 with identified actions and timelines
2.18.2 Library & Research Service – extension of Linked Data initiative
Review and enhance L&RS information architecture to support best practice in linked data
dissemination. Q2 to Q4 2016
2.19 Website Redevelopment Project
Assistant Secretary, Parliamentary Services Division and Assistant Secretary,
Corporate & Members’ Services Division. A Cross-Divisional/ Cross-Dependencies
Project
Deliver a new website based on information architecture work completed in 2015. This
website will be delivered on a phased basis during 2016. (Cross-Dependencies with 2.9:
Enterprise Architecture)
This project will involve a joint procurement process in Q1 2016 to maximise cost efficiencies
with other ICT services being sought for the Service and will be directly linked to the outputs
of the full Enterprise Architecture project work. ( IRDP 2.9)
This project is also tightly linked to 2.18: Linked Data Project, in which structured data for
Debates, Bills and Members will be described and ingested in the new website.
Considerable productivity benefits are envisaged with the automatic ingestion of data being
proposed for this project. A single CMS will be implemented to harmonise the content
publishing processes for the Service.
Phased Delivery: Beta website: Q3 2016
Page 6 of 13
Page 7 of 13
2.20 Library & Research Service (L&RS) Strategy
Owner: Assistant Secretary, Parliamentary Services Division.
Develop and publish a L&RS Strategy 2016 to 2018 with related Statement of Services for
the Oireachtas Commission. . Q1 to Q2 2016
2.21 Records Management Programme (including FOI and data protection)
Owner: Assistant Secretary, Parliamentary Services Division – Cross-Service
Dependencies
2.21.1 Continue to implement the Service’s Records Management Programme and
strengthen internal resources and overall capacity in relation to records and archive
management, including FOI and data protection.
2.21.2 Introduction of an electronic document and records management system (EDRMS) or
similar technology taking into account DPER's intended rollout of SharePoint software
(eDocs) to ensure to support the implementation of the Records Management Programme.
Q1 to Q2 2016
2.22 Parliamentary Archive
Owner: Assistant Secretary, Parliamentary Services Division.
Scope the establishment of a Parliamentary Archive. Develop proposals to incorporate the
Banking Inquiry Archive into the Parliamentary Archive as appropriate.Q1 to Q4 2016
Page 7 of 13
Page 8 of 13
Section 3: Cross-Cutting Reforms from the Public Service Reform Plan
3.1 Improved Service Delivery/ Customer Service
Owner: Assistant Secretary, Corporate & Member’ Services Division
3.1.1
Develop, implement and monitor a new Customer Charter and Action Plan for 2016
to 2018, linked to new Statement of Strategy 2016 to 2018, that reflects the
Commission’s objectives and principles and states our commitments, standards and
actions to improve customer (internal and public) services over the next three years.
Q4 2016
3.1.2
Develop an Internal Communications principles, guidelines and practices for the
Service. Q1-Q2 2016
3.1.3
Commission a repeat Survey of First Time TDs. Q2/Q3 2016
3.1.4
Survey Office Holders and Members on services provided to them by the Service.
3.1.5
Conduct a Staff Engagement Survey based on the specific Civil Service Employee
Engagement Survey (CSEES) results for the Oireachtas Service, when available
(end March). Q2 2016
3.2 Digital Government / ICT
Owner: Assistant Secretary, Corporate & Members’ Services Division
3.2.1
Implement the Service’s ICT Strategy 2014-2016 actions for 2016 taking account of
any developments within the Office of the Chief Information Officer (OCIO).
Cross-dependencies with 2.9 Enterprise Architecture Project and 2.10 Integrated
Parliamentary Support System (IPSS) Project.
3.2.2
3.2.3
Develop a unified approach to the further development of the Service’s online public
services e.g. Oireachtas ‘App’, Committees’ public engagement, Online
Parliamentary Education Programme, Live webcasting of parliamentary business,
Library and Research services e.g. L&RS Online Public Access Catalogue (OPAC).
Further enhance public awareness and access to online information and research
regarding the work of the Houses. Q1 to Q4 2016
3.3 Shared Services
Owner: Assistant Secretary, Corporate & Members’ Services Division.
•
•
Continue with the preparatory work for the transition to HR Shared Services Centre
(HRSSC) and for the transition to other shared services initiatives, including payroll,
pensions and financial in accordance with centrally and mutually agreed timelines.
Explore other shared services opportunities with other organisations.
Page 8 of 13
Page 9 of 13
•
Participate in the Shared Services Learning & Development Project.
3.5 Public Procurement
Owner: Assistant Secretary, Corporate & Members’ Services Division.
The Service is committed to good procurement practice and will continue to use Office of
Government Procurement (OGP) procurement contracts and central framework agreements
for common goods and services where beneficial to the Service.
3.6 Property Asset Management
Owner: Assistant Secretary, Corporate & Members’ Services Division.
The OPW manages the Leinster House complex of buildings. During 2016, the Commission
will engage with the OPW to commence the refurbishment programme, including essential
structural and upgrade works, of Georgian Leinster House subject to the availability of OPW
resources to carry out such capital works. Q1-Q4 2016
3.7 Organisational Performance and Public Expenditure Reform
Owner: Assistant Secretary, Corporate & Members’ Services.
3.7.1
3.7.2
3.7.3
3.7.4
Publish a Statement of Strategy for 2016 to 2018, with attached output and outcome
performance indicators, aligned to the Commission's 2016-2018 budget framework.
Q1 and Q2 2016
Progress any central proposals to move to accrual accounting taking into account the
Oireachtas Service participation in the implementation of the Shared Financial
Management Services initiative. Timeline centrally dependent
Review, update and implement the Service’s Efficiency Evaluation Programme to be
aligned with new Strategy Statement 2016-2018 Q1-Q4 2016
Develop and Implement the Service’s People & Organisational Development (POD)
Programme for 2016. (Cross Reference 2.5: Resource Management).
3.8 Leadership Development and HR Reforms –
Owner: Assistant Secretary, Corporate & Members’ Services.
Leadership Development (Cross Reference with 2.5: Resource Management).
• Review Leadership Development Programme in consultation with PO Group for POD
programme 2016.
• Continue to deliver those elements of the central Senior Public Service Leadership
Development Strategy relevant to the Service.
• Continue to deliver the POD Programme proposals to enable high performance
teams and to provide training and development to support high performance.
• Avail of the central staff mobility protocol and external exchange schemes, where
relevant, to address skills gaps and to support senior management development.
HR Reforms - (Cross Reference with 2.5: Resource Management)
Page 9 of 13
Page 10 of 13
•
•
•
•
•
Implement the elements of the HR Strategy for the Civil Service that are appropriate
to the Service, when published.
Continue to implement central HR policies as appropriate to the Service i.e.
performance management, under-performance guidelines sick leave scheme,
recruitment, learning and development, career development and promotion, staff
mobility, Dignity at Work, Disciplinary Code, Ethics and Standards, Diversity and
Equality etc.
Submit Annual Resource Plan (ARP) for the Service, aligned to the central
requirement for Workforce Planning, to the Commission. (Cross reference with 2.5:
Resource Management) Q2 2016
Participate in the Central Learning and Development shared services project
opportunities. (Cross reference with 2.5: Resource Management). Q1-Q4 2016
Manage the transition to HRSSC. (Cross reference with 3.3: Shared Services) Q4
2016
Implement the relevant provisions of the Public Service Stability Agreement 2013 to
2018 as appropriate to the Service. (Section 4 below refers).
3.9 Increased Openness, Transparency and Accountability
Owner: Assistant Secretary, Parliamentary Services Division
Support Openness, Transparency and Accountability
3.9.1
3.9.2
3.9.3
3.9.4
3.9.5
3.9.6
3.9.7
3.9.8
3.9.9
Continue to implement FOI Act 2014 and Code of Practice. (Cross Reference with
Section 2: Communications and Engagement, Research and, Information)
Continue to implement the Protected Disclosures Act 2014 and review Service
guidelines.
Implement the Service’s responsibilities under the Lobbying Act 2015.
Comply with Official Languages Act 2003 obligations.
Develop Language Scheme interactive database .Q1-Q4 2016
Publish updated Caighdeán Oifigiúil Q2 2016
Make more Oireachtas documents, information and research available to the public
online and on Apps. (Cross Reference with 3.2: Digital Government)
Further enhance the parliamentary channel and its distribution. (Cross Reference
with 2.17: Parliamentary Channel ‘Oireachtas TV’).
Comply with relevant provisions of the Public Sectors Standards Bill 2015 that relate
to the Service – subject to enactment.
3.10 Cross-Organisations Projects/Initiatives
A number of the Service’s reform projects / initiatives will impact on how the Oireachtas
engages with Government Department/Bodies e.g. PQ and PQ Reply Systems, eDocs,
Committees etc. Key initiatives that will impact on Government Department are as follows:
•
•
•
Enterprise Architecture for the Oireachtas Service Ref IRDP 2.9
Integrated Parliamentary Support System (IPSS) - Technology in the Chambers
Project (Dáil, Seanad and Committee Rooms) Ref IRDP 2.10
Parliamentary Workflow System Programme e.g. PQ and PQ Replies Systems Ref
IRDP 2.11
Page 10 of 13
Page 11 of 13
3.11 Planned Provision for New Services
A Central Information Database for use by all relevant sections to streamline the requests for
information from Members and to eliminate duplication and rekeying of Members’ data. This
shared database will be developed following the development of a full Enterprise
Architecture for the Oireachtas Service, subject to relevant authorisation and approval
processes and obligations. (Cross Reference with 2. Enterprise Architecture).
Page 11 of 13
Page 12 of 13
Section 4 – Civil Service Renewal Plan
Owner: Assistant Secretary, Corporate & Members’ Services.
4.1 Reforms in Governance Systems and Processes
4.1.1
Prepare a Statement of Strategy for 2016 to 2018 aligned with the Service’s 3 Year
Budget Framework (Cross Reference with action 3.71). Q1/Q2 2016
4.1.2
Prepare and publish the Service’s Assignment of Responsibilities under the Public
Services Management Act 1997. Q1 2016
4.1.3
Develop, publish and implement the Service’s Governance Framework in accordance
with the Corporate Governance Standards for the Civil Service (Nov 2015). Q1 2016
4.1.4
Develop a Compliance Framework (i.e. Processes, Monitoring, Reporting and
Review arrangements) to underpin the Service’s Governance Framework. Q2/Q3
2016
4.2 Reforms in People, Leadership and Talent Management Q1-Q4 2016
4.2.1
Implement central HR policies on open recruitment (Cross Reference 3.8).
4.2.2
Conduct online training need analysis to determine any skill gaps that are barriers to
achieving the Service’s objectives. Q1 2016
4.2.3
Avail of common central learning and development programmes for generic and
specialist roles, where relevant
4.2.4
Continue the roll out of the Service’s Coaching & Mentoring Programme following
review of the 2015 Programme.
4.2.5
Continue to drive and strengthen the performance management system by close
monitoring and by providing the necessary supports including workshops, training
and coaching.
4.2.6
Implement central performance management systems for senior management
(Secretaries General and Assistant Secretaries).
4.2.7
Identify and submit successful projects/team initiatives to the annual Civil Service
Excellence and Innovation Awards scheme.
4.2.8. Continue to promote and develop career and staff mobility opportunities through the
performance management framework.
4.3 Communicating and engaging staff and stakeholders in the Civil Service Renewal
Plan Programme
Ongoing engagement with Civil Service Renewal Plan Programme by:
Promoting awareness of the Reform website http://www.reformoffice.per.gov.ie/
Circulating Reform Delivery Newsletters and giving updates on key actions of the
Civil Service Renewal Plan.
Emailing information on Town Hall meetings to all staff.
Page 12 of 13
Page 13 of 13
Presenting progress reports to the Partnership Committee, and Departmental Council
Using the Civil Service Employees Engagement Survey (2015) results to help inform
management decisions and to inform the development of internal communications
guidelines for the Service (Cross Reference 2.5: Resource Management)
Promoting participation in the Civil Service Excellence & Innovation Awards
Reform Delivery Plan and Progress Reports on Management Committee Agenda.
Engaging with senior managers twice annually to review and report progress on
IRDP actions.
Participating with Reform Delivery Office training, seminaries, workshops, networks
and reporting.
Page 13 of 13