Business Plan of the House of Lords Administration 2018/19 - HOUSE OF LORDS - Parliament UK

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Business Plan of the House of Lords Administration 2018/19 - HOUSE OF LORDS - Parliament UK
HOUSE OF LORDS

                       Business Plan
                       of the
                       House of Lords
                       Administration
                       2018/19

Published by the authority of the House of Lords
                                   HL Paper 109
Business Plan of the House of Lords Administration 2018/19 - HOUSE OF LORDS - Parliament UK
2 | Business Plan of the House of Lords Adminstration
Business Plan of the House of Lords Administration 2018/19 - HOUSE OF LORDS - Parliament UK
Contents

Introduction by the Clerk of the Parliaments							              4

Our aim													5

Strategy for the House of Lords Administration 2016-21					      6

Our priorities												7

Delivering our core business										8

Core business of the House of Lords Administration						         9

Context: our challenges and opportunities							10

What we will deliver during 2018/19								12

Resources 												16

Corporate risks												18

Performance measures											19

                                                          2018/19 | 3
Business Plan of the House of Lords Administration 2018/19 - HOUSE OF LORDS - Parliament UK
Introduction by the Clerk of the
                               Parliaments

I am delighted to introduce the Business
Plan for the House of Lords Administration
2018/19.

This plan sets out our activities over the next twelve
months in support of our strategic aim and objectives.
The plan rightly emphasises the importance of ‘business
as usual’. As a demand-led organisation, the work we
undertake on a daily basis in support of members is the
core of our work and the principal means of meeting
our aim and objectives. This work is being given
renewed urgency and importance from the demands
placed on the House by the Brexit process and much of our activity over the coming year
will rightly be focused on supporting the House’s role in scrutinising and legislating for
Brexit.

But that is not all we are doing. Importantly, both Houses have decided to vacate the Palace
of Westminster to enable the programme of work to renovate the fabric and services in
the Palace to proceed in the most expeditious and cost-effective way. We are beginning
the process of planning how to ensure the continuity of services for the House during the
period the works are underway, and of identifying options for refitting the Lords part of the
Palace. This is a long-term programme, with the Houses not expected to leave the Palace
until the mid-2020s, and it will increasingly dominate our work.

To ensure that we as an Administration are ready to meet those challenges, I have
identified four priorities. These priorities – adapting and innovating, providing excellent
services, becoming a unified Administration, and embedding diversity and inclusion – are
designed to underpin our strategic aim to support and strengthen the House and its
members in carrying out their Parliamentary functions. These priorities are also evident in a
number of the activities contained in this year’s plan of work, and I look forward to working
with staff and members in developing them further over the coming year.

Ed Ollard
Clerk of the Parliaments

4 | Business Plan of the House of Lords Adminstration
Business Plan of the House of Lords Administration 2018/19 - HOUSE OF LORDS - Parliament UK
Our aim

The aim of the House of Lords Administration is to support and
strengthen the House and its members in carrying out their
parliamentary functions.

This business plan sets out how we, the Administration, plan to do this during 2018/19.

We will achieve this through the hard work and talents of our 574 Lords staff, and the
many bicameral staff who support the work of both Houses of Parliament.

There is also a significant financial investment to support and strengthen the work of the
House, with a resource budget of £132m for 2018/19.

The plan has been approved by the House of Lords Commission, chaired by the Lord
Speaker, and represents our agreement with the Commission about how we will support
the House over the coming year.

The plan is framed by the Strategy for the House of Lords Administration 2016-2021, which
was agreed by the Commission in 2016. The Strategy is shown overleaf. (A more detailed
version of the strategy is available online.)

                                                                                   2018/19 | 5
Business Plan of the House of Lords Administration 2018/19 - HOUSE OF LORDS - Parliament UK
STRATEGY FOR THE HOUSE OF LORDS ADMINISTRATION 2016 - 2021

                                                        Our strategic aim is to:
           Support and strengthen the House and its members in carrying out their parliamentary functions

                                                             Objective 2:
            Objective 1:                                                                                        Objective 3:
                                                 Promote public understanding of the
  Provide effective services to                                                                          Make Parliament safer, more
                                                 House of Lords and engagement with
facilitate the work of the House                                                                            secure & sustainable
                                                              its work

                                                   To achieve our objectives, we will:
Improve the Administration’s       Continuously         Be a skilled, diverse, inclusive     Work in new ways,           Work collaboratively,
flexibility and responsiveness   improve value for           and agile workforce               maximising the             inclusively and in
                                      money                                                potential of digital tools        partnership

                                        To assess and measure our performance, we will:
 Seek regular feedback, including through       Evaluate the impact and          Take account of best practice          Improve the tools we
   surveys with members, staff and the       effectiveness of our activities        in other organisations               use to monitor and
              general public                                                                                             assess performance

                                        Our work will be informed by the following values:
  Respect for the role of         Impartiality              Integrity             Diversity, inclusion and         Responsibility to taxpayers,
       the House                                                                    respect for others            society and the environment

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Business Plan of the House of Lords Administration 2018/19 - HOUSE OF LORDS - Parliament UK
Our priorities

In order to help us deliver the Strategy, in June 2017 Ed Ollard, the Clerk
of the Parliaments and Chief Executive of the Lords Administration, set
the following priorities.

We have been using these to help deliver our core work as set out on the following pages.
We also plan a small number of initiatives to take these priorities forward, set out on page 15.

Adapting and innovating

The next few years will bring change and challenges to the House of Lords, including
supporting Parliament’s work on Brexit and making a success of Restoration and Renewal.
We need to build on our existing professional skills and expertise, and be ready to exploit
the opportunities new technologies offer for how we work. This will require us to be
flexible and responsive in order to adapt to changing requirements and circumstances, as
well as prepared to examine how we work now and how we will meet the demands of the
future.

Providing excellent services

Providing excellent services to members, the public and colleagues across the
Administration and Parliament is central to what we do as an organisation. We need to
understand how our services work for those who use them. Our aim is to provide a
service that feels seamless and optimised to meet their needs, and doesn’t require the user
to know how we are organised in order to interact with us successfully. This applies not
only to the services we deliver to our members, but the ones we deliver to each other.

Becoming a more unified Administration

We have a lot of different skills within our teams, and we need to consider how they
can be shared and used to best effect, not only in our individual offices but across the
Administration. This will enable us to meet the changes and challenges ahead and to provide
our staff with a stimulating and varied working environment. This will help our staff to
develop their careers in an Administration that feels like a single entity.

Embedding diversity and inclusion

The Administration is committed to creating an inclusive culture and valuing diversity. We
must ensure that diversity and inclusion are central to all of our work. By making all of our
staff and the public feel welcome and included, the Administration will contribute more
effectively to parliamentary democracy by better reflecting the public as a whole.

                                                                                      2018/19 | 7
Business Plan of the House of Lords Administration 2018/19 - HOUSE OF LORDS - Parliament UK
Delivering our core business

We are focused above everything else on delivering great services to support and explain the
work of the House. This diagram shows how we are organised to deliver our key services.

           Parliamentary Services                       Support Services                             Communications
             Black Rod’s Department                            Facilities                        External Communications
                (Doorkeepers, access,               (Office accommodation, including
                    ceremonial)                      reception and cleaning services)             Internal Communications
                 Committee Office                       Catering and Retail
           (Scrutiny by Select Committees)          (Catering outlets, retail service)
          Hansard (Record of proceedings)
                   Journal Office                      Strategic Estates                          Education, Outreach
            (Procedural advice, publication                    Major works                         and Visitor Services
            of House documents, registry)
                   Legislation Office
            (Bills and delegated legislation)
                                                       In-House Services
                 Library (Research)
                                                       Maintenance and works
            Registrar of Lords’ Interests                     projects

                                 Parliamentary Digital                          Financial Resources
                                     Service (PDS)
                                                                                   Finance Department
                                 Digital support for members                   (Payroll, accounting, financial
                                  and staff, development and                    planning, Members’ finance)
                                    implementation of new
                                          technologies

                                                                                   Parliamentary
                                                                                  Procurement and
                                                                                 Commercial Service

              Human Resources                         Corporate Services                        Parliamentary Security
                                                  Clerk of the Parliaments’ Office                Department (PSD)
             Human Resources Office
            (Recruitment, pensions, staff)        (Support for Management Board
                                                    and Domestic Committees,                     Security of estate, members,
                                                     business planning, risk and                        staff and visitors
                                                     performance management.
                                                           Internal Audit)
                                                           Overseas Office
                                                        Lord Speaker’s Office
                                                  (Includes support for Commission)
                                                      Information Compliance

                                                         Parliamentary
                                                            Archives

                                                House of Lords services                  Bicameral services

8 | Business Plan of the House of Lords Adminstration
Business Plan of the House of Lords Administration 2018/19 - HOUSE OF LORDS - Parliament UK
DataCore
                                                 illustrating the of
                                                       business   work
                                                                     theofHouse
                                                                           the House of Lords
                                                                                of Lords      Administration
                                                                                          Administration

     Organise                                                  In a typical year, House and bicameral staff will:1
    and support                                                                                                                                                        Deal with
      around
                                       Let over                                                                                                                    350,000
      140                                                                                               Help
                                                                                                    Members to
                                                                                                                                                                   transactions in
sittings of the House                  350                                                          table around
                                                                                                                                                                   catering outlets
                                                                                                                                   Support
                                     contracts                                                                                       over
                                  and process over
        60                                                            Reach
                                                                                                     4200
sittings of the Grand
                                                                      out to
                                                                                             amendments to bills
                                                                                                                                 30,000
   Committee and                   16,000                         232,000                          and                       visits to the public
                                       invoices                                                                                      gallery
                                                                 twitter followers
      600                                                                                            6500                                           Support
 select committee                                                                              Questions for                                          over
      meetings                                                                                 Written Answer
                                                     Provide

  providing quality
                                                  digital services
                                                  and support to                                                                                    1000
  meeting facilities,                                  some                                                         Prepare                     visits to the
    research and                                                                                                   and publish                  Parliamentary
     supporting                                                                                                      around                    Archives search
  documentation,                                     800                                                                                          room and
 and transcription/
broadcasting services
                                                  members and                        Provide                         150
                                                                                  property and
                                                                                  office support               committee reports                    6000
                        Produce                      600                        for the Members                                                     inquiries
                                                                                 and staff on the
                                                       staff
                        280                                                       Parliamentary
                                                                                       Estate                                                  1
                                                                                                                                                 Data relating to sittings of the House are an
                  research briefings                                                                                                           average of the past four parliamentary sessions
                                                                                                                                              (2013-14 through to 2016-17). Other data mainly
                                                                                                                                                 relate to the 2016/17 financial year. Data on
                                                                                                                                                  Twitter followers is as of December 2017.
Context: Our challenges and
                              opportunities

Brexit

The Administration is supporting the House’s planning for possible changes in the level
and format of parliamentary business as a consequence of the referendum result that the
UK should leave the EU. An increase in scrutiny and legislative work can reasonably be
expected, but the exact nature, level and timing are not certain. Offices are planning, so far
as possible, to be able to deal with these uncertainties and to support fully the work of the
House.

Size of the House

The Lords Speaker’s committee on the size of the House reported in October 2017 and
suggested that, over the next decade, the membership of the House of Lords should be
reduced by around a quarter to 600. The size would then be capped at that number, with
new members appointed in line with election results and serving fixed terms of 15 years.
The House debated the proposals in December 2017, and the Prime Minister set out her
response in a letter to the Lord Speaker on 20 February 2018. Discussions were continuing
at the time of writing.

The Parliamentary Estate

Following debates on how to proceed with the Restoration and Renewal of the Palace of
Westminster, both Houses agreed in 2018 that a full decant of the Palace was the best
and the most cost-effective delivery option, as recommended by the Joint Committee
on the Palace of Westminster. The first step in taking that option forward will be the
establishment of a Sponsor Board and Delivery Authority, initially in “shadow” form but
subsequently by legislation, to develop a business case and costed programme for the work
to be approved by both Houses of Parliament.

The decant of both Houses is unlikely to take place before the middle of the next decade.
Alongside that work, there will remain a need to invest in ensuring that the Palace
continues to provide an appropriate workplace for members and staff alike, and a safe
environment for those visiting Parliament, and to ensure that the buildings on the Lords
part of the Parliamentary Estate outside the Palace are developed to enable them to be
used effectively both now and subsequently to support the decant. For example, the work
on renovating the 5 Great College Street portion of Millbank House will be completed later
in 2018, and it is anticipated that work will begin to refit Fielden House in 2019. In both
spaces, the intention is to exploit opportunities to support new ways of working.

10 | Business Plan of the House of Lords Adminstration
Context: Our challenges and
                                        opportunities

Security

The safety of members, visitors and staff is always a vital priority for the Administration.
Following the terrorist attack of 22 March 2017 a security review was completed, the
conclusions of which informed the existing schedule of ongoing security enhancements for
the Estate.

The decision to give cyber security a high priority in recent years was justified by
Parliament’s ability to respond effectively to the cyber attack in June 2017. In light of
the worsening global threat, cyber security will remain a high priority. While a major
programme of investment is scheduled to conclude in 2018/19, there will be continued
focus and ongoing work in subsequent years.

The overall vision for Parliament’s digital strategy is to deliver excellent digital services for
a modern Parliament. A key element of this strategy is to provide secure technology that
works.

Economy

For work planning purposes only, our core assumption is that the economy is likely to
remain in a similar position as in previous years, with growth, inflation and employment
remaining at similar levels.

                                                                                       2018/19 | 11
What we will deliver during 2018/19

As well as continuing to deliver our core services which will be the focus of much of our
work over the course of the next year, we have identified 27 key deliverables which will help
us to deliver the Strategy in future.

Key activities: Objective 1 (provide effective services)
 Deliverable                                        Target date                      Lead business area

 Support Brexit-related scrutiny work,              No specific target date:   Parliamentary Services
 including supporting the House’s planning for      ongoing throughout 2018/19 (specifically Committee
 possible changes in the level and format of                                   Office, Legislation Office,
 parliamentary business, and delivery of such                                  Library)
 work. This will include additional resources                                        (Accountable Board
 and also support for the informal Brexit liaison                                    Member: Clerk Assistant)
 group chaired by the Senior Deputy Speaker.

 Support the Liaison Committee review of            2018/19                          Committee Office
 investigative Committee activity led by the                                         (Clerk Assistant)
 Senior Deputy Speaker, and implement agreed
 recommendations.

 Support further work on the size of the House No target date set:                   Clerk of the Parliaments’
 if and when mandated by the House.            dependent on decisions of             Office, Journal Office
                                               the House                             (Clerk of the Parliaments)

 Roll out Office 365, Skype for Business and        O365: Lords staff by             Digital Service
 Windows 10 for House of Lords members and          December 2018, Members           (Director of the
 staff.                                             as part of Windows 10            Parliamentary Digital
                                                    SfB: Lords staff by June 2018,   Service)
                                                    Members by March 2019
                                                    Windows 10 by June 2019

 Continue to develop the Journal Office as the      March 2019                       Journal Office
 Procedural Centre, in particular establishing                                       (Clerk Assistant)
 the core functions of a Procedural Centre of
 Excellence.
 Ensure that effective policies and processes       End 2018, subject to             Human Resources Office,
 are in place and that action is taken against      political agreement across       Journal Office,
 bullying, harassment and sexual harassment.        both Houses                      Clerk of the Parliaments’
 This includes taking forward, with the House                                        Office
 of Commons, the detailed recommendations                                            (Clerk of the Parliaments)
 of the Cross-Party Working Group on an
 Independent Complaints and Grievance Policy.
 Consult and then take action aimed at addressing Consultation conducted             Human Resources Office
 the gender pay disparity as highlighted in the first and actions agreed by end      (Clerk of the Parliaments)
 gender pay gap report.                               July 2018

12 | Business Plan of the House of Lords Adminstration
What we will deliver during 2018/19

Key activities: Objective 2 (promote public understanding and engagement)

Deliverable                               Target date                       Lead business area

Continue work to deliver a website        Committee data, bills data        Parliamentary Digital
fit for purpose for the House of          and research briefings to be      Service, supported by
Lords and for Parliament as a whole,      operational by September 2018     Communications
specifically by adding committee data,                                      (Accountable Board Member:
bills data and research briefings.                                          Director of the Parliamentary
                                                                            Digital Service)

Continue to develop the House             Media rebuttal, responding to   Communications
of Lords social media strategy in         public questions and correcting (Director of Corporate Services)
collaboration with the Digital Service,   information, and increasing use
and explore the opportunities to          of AV to highlight key moments
extend the Enquiry Service and Press      from business by September
and Media functions to our digital        2018
platforms.

Explore generation of captioning on       Position paper written by         Hansard
broadcast and webcast outputs and         March 2019                        (Clerk Assistant)
so meet D&I needs for persons with
hearing impairments.                      End target date: 2020/21

                                                                                                2018/19 | 13
Key activities: Objective 3 (make Parliament safer, more secure and sustainable)

 Deliverable                              Target date                       Lead business area

 Develop and implement the security       Complete the Strategic Outline    Parliamentary Security
 programme.                               Programme Case by July 2018       Department
                                                                            (Accountable Board Member:
                                                                            Director of Security)

 Complete delivery of the cyber           Key outcomes and benefits         Parliamentary Digital Service
 security programme.                      achieved by March 2019            (Director of the Parliamentary
                                                                            Digital Service)

 Continue essential works                 Occupation of new Millbank        Department of Facilities,
 programmes including conclusion          House offices by August 2018      working with Strategic Estates
 of the Millbank House development        Start on site Fielden House by    (Director of Facilities)
 project and launch of Fielden House      December 2018
 refurbishment project.

 Complete Fire Life Safety                End 2018 (life safety works       Strategic Estates
 Improvement Works.                       only). Fire Safety Improvement    (Director of Facilities)
                                          Works programme scheduled
                                          to conclude June 2020

 Support development of plans for         Shadow Sponsor Board to be        Restoration and Renewal
 Restoration and Renewal of the           established by mid-2018           Programme, working with
 Palace of Westminster, including                                           Department of Facilities and
 governance arrangements, decant of                                         other Lords offices
 the Lords, conduct of the work, and                                        (Clerk Assistant)
 long-term requirements for the Lords.

 Continue planning to decide long-term    Strategic Outline Programme       Archives Accommodation
 future location of the Parliamentary     Case to be approved during        Programme
 Archives (Archives Accommodation         2018                              (Director of Corporate Services)
 Programme) and specifically approve
 strategic outline programme case.

 Use new Parliamentary Safety             March 2019                        Department of Facilities
 Assurance Board to drive                                                   (Director of Facilities)
 improvements in health and safety
 in order to achieve the objective of
 ‘moderate’ assurance for construction
 safety on the Parliamentary Estate.

 Introduce non-Member sponsored           First non-Member sponsored        Department of Facilities
 banqueting and events.                   banqueting event to take place    (Director of Facilities)
                                          by September 2018

 Implement effectively the requirements   GDPR comes into force 25 May      Information Compliance,
 of the General Data Protection           2018 (work will continue after    Clerk of the Parliaments’
 Regulation and the anticipated Data      this date to manage privacy and   Office
 Protection Act 2018.                     security risks on an ongoing      (Director of Corporate Services)
                                          basis)

14 | Business Plan of the House of Lords Adminstration
Key activities to support our priorities

 Deliverable                                  Target date                         Lead business area

 Through the Working Differently              Support HRO in revisions to staff   Business Improvement and
 initiative, increase flexibility in where,   handbook by September 2018          Change team and Human
 when and how we work, improving              Lessons learned from move to        Resources Office
 our ability to meet the needs of the         5GSC by December 2018
 House.                                                                           (Director of Human Resources
 [Adapting and innovating]                    On the basis of Administration-     and Director of Corporate
                                              wide framework, each office to      Services)
                                              hold discussion, identify actions
                                              appropriate for their area, and
                                              produce plan by December 2018

 Deliver change management training      End 2018                                 Human Resources Office,
 to key staff across the Administration.                                          supported by Business
 [Adapting and innovating]                                                        Improvement and Change
                                                                                  team
                                                                                  (Director of Corporate Services
                                                                                  and Director of Human
                                                                                  Resources)

 Develop and initiate robust system           First round of interviews           Communications
 of qualitative research into Members’        completed by September 2018
 views of our services.                                                           (Clerk Assistant)
 [Providing excellent services]

 Based on that research, make                 Work on initial survey findings     Business Improvement and
 improvements to Members’                     by January 2019                     Change team, working with
 experience of our services.                                                      relevant offices
 [Providing excellent services]                                                   (Director of Corporate Services)

 Deliver work on Job Families to      May 2018                                    Human Resources Office
 support cross-Administration                                                     (Accountable Board Member:
 development opportunities for staff.                                             Director of Human Resources)
 [Becoming a unified Administration]

 Implement improved risk               End 2018 for risk management;              Governance team, Clerk of
 management framework with greater April 2018 for KPIs                            the Parliaments’ Office
 support for risk management at office                                            (Director of Corporate Services)
 level, and implement new set of Key
 Performance Indicators.
 [Becoming a unified Administration]

 Introduce a new staff performance   April 2019                                   Human Resources Office
 management system.                                                               (Director of Human Resources)
 [Becoming a unified Administration]

 Launch of Learning Disabilities Work         End October 2018                    Human Resources Office
 Experience Week in partnership with                                              (Director of Human Resources)
 Mencap.
 [Embedding diversity and inclusion]

                                                                                                      2018/19 | 15
Resources

Financial Plan 2018/19 to 2020/21
This business plan is underpinned by a financial plan which was agreed by the Commission
in December 2017. Much work and expenditure is bicameral and our planning is therefore
carefully co-ordinated with the House of Commons.

Budget for next three years
The House of Lords’ budget over the next three years is as follows:

                                2018-19 £m                 2019-20 £m      2020-21 £m
 Resource                            132.3                    117.3           127.7
 Capital                              65.9                    70.9            53.4

The increases in capital budget arise from Parliament’s Medium Term Investment Plan. A one-
off increase in resource in 2018/19 allows £12.5m for a revaluation adjustment when building
work on Millbank House is complete. Resource budgets for business-as-usual areas show
some growth to allow for pay and other inflation. Costs relating to security will increase
to reflect the current security environment, the work relating to the security programme
and the impact of the expansion of the northern boundary of the Parliamentary Estate. ICT
will also increase due to a variety of programmes relating to cyber-security, Office 365,
infrastructure renewal and IT maintenance. For members’ allowances and expenses, the
financial plan assumes 145 sitting days in 2018/19 and 140 in 2019/20 and 2020/21.

The table below breaks down the 2018/19 figures by budget category.

                                                              2018-19 £m
              Capital investment                                   65.9
              Staff costs                                          34.2
              Members allowances and expenses                      22.4
              Estates current expenditure                          25.4
              Other shared services                                 7.5
              External services                                    10.2
              IT and IS services                                    8.2
              Grants                                                1.5
              Office supplies                                       0.4
              Publicity and exhibitions                             0.3
              Printing and publications                             0.9
              Catering and Retail Services trading costs            2.0
              Reserves                                              1.8
              Strategically managed costs                           0.5
              Non-cash costs                                       22.7
              Receipts                                             (5.7)
              GRAND TOTAL                                         198.2
              Resource total                                      132.3
              Capital total                                        65.9

16 | Business Plan of the House of Lords Adminstration
Resources

“Other shared services” covers services shared with the House of Commons other than
those relating to the Parliamentary Estate and the Parliamentary Digital Service.

“Strategically managed costs” contains central provision for other significant costs which
are expected to arise but are uncertain, and for other expenditure for which business cases
are expected and are yet to be approved.

Investment
Parliament’s Medium-Term Investment Plan (MTIP) is available online. It brings together
investments in the Estate and ICT plus strategic programmes for Restoration and Renewal
of the Palace of Westminster, Archives Accommodation, Relocation Contingencies and
the House of Commons Northern Estate. The House of Lords shares are included in the
Medium Term Financial Plan.

For Restoration and Renewal, the House of Lords pays 40% of Palace and Programme costs
(as for the Palace generally) and 100% of Lords decant costs. These budgets may transfer to
a different Estimate in due course.

For Archives Accommodation the Lords pays 60%, as for the Archives generally.

ICT budgets are mostly shared with House of Commons, with the House of Lords paying
30%. For Relocation Contingencies, the House of Lords pays a 40% share.

Financial remit
The financial remit set by the House of Lords Commission is to “adhere to the savings
target of not increasing the resource budget in real terms (compared with 2010/11),
subject to the need to maintain the ability of the House and its Members to carry out their
parliamentary functions in changing circumstances including increased attendance, and
subject to exceptional adjustments reflecting property revaluations”.

The budget for 2018/19 complies with this remit – in real terms our resource budget for
2018/19 is lower than it was for 2010/11, despite the rise in the size of the House, reflecting
consistent delivery of efficiencies and savings across the Administration over the past
decade. The projection for 2019/20 also meets the remit, however the current projection
for 2020/21 does not.

During 2018/19, the remit for future years will be reviewed in light of increasing pressures
for investment in security and the fabric of the Estate. Spending plans for future years will
be re-evaluated in the light of that review.

                                                                                    2018/19 | 17
Corporate risks

In January 2018 the Board agreed to manage an updated set of corporate
risks.

The corporate risks as of March 2018 are:

• Cyber-attack against parliamentary systems causes serious disruption to the strategic
  plan objectives and to the work of Members and their staff.

• Failure to keep secure the Parliamentary Estate, members, staff and visitors.

• Failure to have enough of the right people in the right place with the right skills at the
  right time, to facilitate the work of the House.

• Failure to manage, secure and exploit House information effectively.

• Ineffective relationship with stakeholders affects the Administration’s ability to achieve
  its strategic goals.

• Failure to prevent infrastructure failure, fire, or health and safety incident in the Palace
  of Westminster or any Lords building on the Estate.

• Failure to manage financial resources effectively.

Following the corporate risk review, during 2018/19 a review of office risks will be
undertaken. Together these reviews will enable the Administration to better address risks
and uncertainties, and ensure actions are being taken at both corporate and office level to
mitigate them.

We will work closely with the House of Commons and the bicameral Enterprise Portfolio
Management Office, and wherever possible and appropriate will align our work.

18 | Business Plan of the House of Lords Adminstration
Performance measures

From the start of 2018/19, the Management Board will assess the
following Key Performance Indicators (KPIs):

Objective 1 – supporting the work of the House
•   House and Grand Committees sit as planned, without disruption
•   Member feedback on procedural services
•   Key procedural documents and briefs: timeliness
•   Key procedural documents and briefs: accuracy
•   Coverage of House Business by Library briefings
•   Timeliness of Library briefings
•   Parliamentary Network availability
•   Parliamentary Digital Service response and resolution times

Objective 2 – promoting public understanding
•   Impact of Parliamentary Outreach and public engagement
•   Customer satisfaction with Visitor Services tours
•   Satisfaction with Education Service provision
•   Engaging the public through digital communications
•   Sentiment of media coverage of the House
•   Effectiveness in responding to FOI requests
•   Speed of publication of Acts of Parliament

Objective 3 – making Parliament safer, more secure and sustainable
•   Maintenance
•   Cleaning
•   Security
•   Efficiency in processing pass applications
•   Meeting environmental targets
•   Health and safety

Supporting objectives
•   Staff morale indicator
•   HR and management performance indicator
•   Diversity indicator
•   Managing financial resources
•   Processing payments and payroll
•   Making financial information available
•   Procurement: customer feedback
•   Outstanding internal audit recommendations
•   Catering and Retail Services: net subsidy
•   Satisfaction with shared services
                                                                     2018/19 | 19
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