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Strategic Plan 2016-2018 A Parliament for the People
Houses of the Oireachtas Service
Str
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Strategic Plan 2016-2018
Table of Contents
MessagefromtheCeannComhairle 2
ForewordbytheSecretaryGeneral 3
OurOperatingEnvironment–
Challenges,Opportunities,RiskManagement 5
OurVision,OurMission 10
OurValues 11
OurStrategicGoals 12
StrategyMap 13
StrategyImplementation 14
AchievingStrategyOutcomes 16
OrganisationChart 20
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Message from the Ceann Comhairle
OnbehalfoftheHousesoftheOireachtasCommissionitismygreatpleasuretopresentthisStrategicPlanwhich
setsthestrategicdirectionadoptedbytheCommissionfortheHousesoftheOireachtasServicefortheperiod
2016–2018.
OnacceptingthehonourandprivilegetoserveasCeannComhairle,followingmyelectionbysecretballot,I
committedtooverseeingimplementationofaprogrammeofparliamentaryreform,foundedontheneedsofthe
times,thatwouldbetterservetheHousesoftheOireachtas,theirMembersandthepeopletheyrepresent.
Itisclearthatthereisaconsiderabledegreeofconsensusontheneedforparliamentaryreform.AllMembershave
expressedsupportforthereformprogrammewearenowimplementing.Thesereformsarefocusedtoenhancethe
workingsoftheHousesandgiveMembersgreateropportunitiestoengagemoremeaningfullyinthepolicy-making
process.ItnowfallstotheHousesandtheirMemberstomakeeffectiveuseofthesenewopportunitiestoensurethat
thereformstakehold.AsOireachtasMemberswehaveacollectiveresponsibilitytodrivethereformprogramme.
ThevisionsetoutinthisStrategicPlan,A Parliament for the People,givesexpressiontothissharedsenseof
purpose.ThePlansetsoutthegoalsandobjectivesthatwillbepursuedbytheService,underthedirectionofthe
Commission,insupportofthisvision.
Inparticularitreflectsourcommitmenttowardsachievingouroverarchingobjectiveofprovidingeffectivesupport
servicestotheHousesoftheOireachtas,theirCommitteesandtoMembersoftheHousesinundertakingtheir
constitutionalroles.ItalsoreaffirmsourcommitmenttocommunicatingtheworkoftheHousestothepublicin
moreaccessibleformsandinsodoingstrengtheningengagementbetweenthepeopleandtheirParliament.
ThroughoutthelifetimeofthisPlantherewillnodoubtbenewchallengestoovercomeaswellasnew
opportunitiesarising.IamconfidentthattheServicecansuccessfullyadapttomanagenewsituationsand
changingprioritiesastheyarise.
IwouldliketotakethisopportunitytothanktheSecretaryGeneralandthestaffoftheServicefortheirworkas
theysetaboutimplementingthisStrategicPlan.Aswelooktothefuture,Iamconfidentthatbyfocusingonthe
objectivessetoutinthePlan,andwiththesupportofallMembersoftheHouses,wewillsucceedinour
endeavoursaswecontinuetopursueourvisionofA Parliament for the People.
Seán Ó Fearghaíl TD
Ceann Comhairle
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Foreword by the Secretary General
IampleasedtopresentmyfirstStrategicPlaninmycapacityasnewlyappointedClerkoftheDáiland
SecretaryGeneraloftheHousesoftheOireachtasService.ThePlanhasbeendevelopedinconsultationwith
thestaffoftheServiceandtheCommission.
Attheoutset,Iwouldliketopaytributetotheimportantroleplayedbymypredecessor,Mr.Kieran
Coughlan,intheestablishmentoftheCommissionandinthedevelopmentsinitiatedunderhisstewardship.
ThisPlanoutlinesthevaluesthatwillinformhowtheServicewillfulfillitsstatutorymandatetogetherwith
itsobjectivesandprioritiesforthenextthreeyears.ThePlanidentifiesfourkeystrategiesfortheService,
namelyto-
nSupporttheHousesoftheOireachtasandtheParliamentaryReformAgenda,
nSupportMembersintheirConstitutionalroles,
nPromoteAccessibilityandPublicEngagement,and
nDevelopourCapabilityandourStaff.
ThePlanhasbeendevelopedinthecontextofacomprehensiveprogrammeofparliamentaryreform.This
includestheelectionoftheCeannComhairlebysecretballotforthefirsttime,theestablishmentofa
BusinessCommitteecomprisingrepresentativesofallgroupstoplanandarrangetheBusinessoftheDáil,
theappointmentofCommitteeChairsusingthed’Hondtsystemandsignificantchangestoparliamentary
procedures.
FuturereformswillincludetheestablishmentoftheIndependentParliamentaryBudgetOfficeandthe
developmentofanenhancedrolefortheOfficeoftheParliamentaryLegalAdvisor,bothofwhichwill
strengthenthecapacityofMemberstoperformtheirparliamentaryfunctions.
AnimportantobjectiveofthisPlanistoincreasepublicunderstandingandimproveperceptionofthework
oftheHousesandtheirMembers.InthisregardthePlanincludesanumberofmeasurestopromotegreater
publicaccessibilityandengagementwiththeHousesoftheOireachtas,includingthefurtherdevelopment
oftheOireachtaswebsiteandOireachtasTVchannelandnewinitiativesineducation.
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4OurabilitytodeliverhighqualityservicestotheHouses,CommitteesandMembersiscriticallydependent
onourstaff.Wearefortunateinhavinghighlymotivatedandcommittedpeoplewithawiderangeofskills
workinginourorganisation.DuringtheperiodofthisPlanwewillcreateaworkingenvironmentwhere
leadershipandhighperformancearerewarded,andwhereourstaffcandevelopbothpersonallyand
professionally.
On21January2019wewillcommemorateandcelebratetheCentenaryoftheFirstSittingofDáilÉireann.As
wepreparetomarkthisimportantdateinourpoliticalhistory,IlookforwardtoworkingwiththeMembers
oftheDáilandSeanadandourstafftobuildontheachievementsofthepastsothattheHousesofthe
Oireachtasareequippedtomeetthechallengesahead.
Peter Finnegan
Clerk of Dáil Éireann and Secretary General
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The Houses of the Oireachtas Governance Structures
TheHousesoftheOireachtasService(theService)isthepublicservicebodythatadministersthe
NationalParliamentofIreland(theHousesoftheOireachtas)onbehalfoftheHousesofthe
OireachtasCommission(thegoverningBoard).
TheCommissionisastatutorycorporatebodyandisindependentintheperformanceofits
functions.ItcomprisesMembersoftheDáilandSeanad,togetherwiththeSecretaryGeneral,and
ischairedbytheCeannComhairle(11Membersintotal).
ThepolicymakingandoversightrolesoftheCommissionassetoutintheHousesofthe
OireachtasCommissionActs2003to2015are‘toprovidefortherunningoftheHousesofthe
Oireachtas;toconsideranddeterminepolicyinrelationtotheService;tooverseethe
implementationofthatpolicybytheSecretaryGeneral;andtoactasgoverningbodyofthe
Service’.
Operatingunderitsstatutoryframework,theCommissionprovidestheresources,systemsof
governanceandpolicydirectionfortheadministrationofParliamentbytheService.Itoperates
underathreeyearstatutorybudgetallocationfromtheCentralFund.Thecurrentthreeyear
allocationis€369mfortheperiod2016-2018.
ThestatutoryfunctionoftheServiceis‘toprovideadviceandsupportservicestotheCommission,
totheHousesoftheOireachtasandtheirCommitteesandtotheMembersoftheHouses’.
TheServiceisheadedbytheSecretaryGeneralwhoalsoholdsthepositionofClerkoftheDáil.
TheroleoftheSecretaryGeneralissetoutinsection16oftheCommissionActs2003to2015.The
SecretaryGeneralisamemberoftheCommissionandisalsoaccountabletoitforthe
implementationofitspolicies.
Our Operating Environment – Challenges, Opportunities, Risk Management
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6TheCommissionisaccountabletotheHousesoftheOireachtasandpresentsAnnualReportsof
itsworktogetherwithEstimatesandAccountsofitsexpenditure.ItsAccountsareauditedbythe
C&AGonanannualbasis.TheCommissionhastwokeyCommittees,aFinanceCommitteeanda
statutoryAuditCommittee.TheFinanceCommitteemonitorsexpenditureandbudgetary
performance.TheAuditCommitteeadvisestheSecretaryGeneralonfinancialmattersandadvises
theCommissiononmattersofcorporategovernance.
Ourkeystakeholdersarethe218OireachtasMembersandtheirstaff,OfficeHolders,Servicestaff,
thepublic,GovernmentDepartments,theOfficeofPublicWorks,andthemedia.Thereare
currently485CivilServicepostssanctionedbytheCommission.Thereareapproximately416
politicalstaffengagedbyMembersandparties.
Key Challenges
Supporting the Houses and their Members
ThekeychallengefortheServiceistomaintainahighlevelofservicestotheHousesandtheir
Memberstomeetincreasingdemandsandtomanageexpectationshavingregardtoavailable
resources(peopleandmoney)andaccommodation.
Open Parliament
InordertohelpbuildgreaterpublicunderstandingandtrustintheHousesoftheOireachtas,the
CommissioniscommittedtocreatingamoreOpenParliamentbyenhancingpublicengagement
andbringingParliamentclosertothepeopleitrepresents.
Implementing Parliamentary Reform
On26thMay2016,DáilÉireannapprovedtheReportofthesub-CommitteeonDáilReformwhich
identifiedapackageofreformstostrengthentheHousesandtheirCommittees.TheCommission
iscommittedtosupportingtheimplementationofthesereformsasakeygoaloftheperiodofthis
strategy.
ThepoliticallandscapehaschangedgreatlysincetheGeneralElectionswithmorepowervestedin
Parliamenttoplanandmakearrangementsforitsownbusiness.AnewBusinessCommitteehas
beenestablished(chairedbytheCeannComhairle)comprisingbothGovernmentandOpposition
TDs,whotogetherplantheDáilbusinessonaweekly,sessionalandyearlybasis.Thischangehas
hadamajorimpactonthewaywedobusinessas,withincreasedpower,comesincreased
responsibilityandaccountability.
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Strategic Plan 2016-2018
Theputtinginplaceofstructuresandsupportstoimplementthesereformmeasures,the
managementofday-to-dayengagementwithOireachtasOfficerHoldersandMembers,combined
withprovidingtheappropriatetechnologicalsupportstoMemberstoenablethemconducttheir
parliamentarydutiesandtoenableflexibleandefficientworkingconditions,arekeygoalsofthe
periodofthisstrategy.
Expanded Committees system
TheCommitteessystemisanintegralpartoftheparliamentaryprocess.Itisakeymechanismfor
discussingpolicyissuesonanall-partybasisandforenhancedpublicandstakeholder
engagement,therebyallowingtheHousesoftheOireachtastodealwithmattersthataredifficult
todealwithinplenarysession,suchastakingevidencefromwitnesses.
Forinstance,theCommitteeofPublicAccounts(PAC)undertakesthescrutinyofpublicfundsand
reportstoDáilÉireann.ScrutinybythePACofSecretariesGeneralofGovernmentDepartmentsis
basedonauditsandexaminationscarriedoutbytheC&AGonbehalfoftheDáil.
Toenhanceparliamentaryscrutinythroughouttheannualbudgetarycycle,anewBudget
OversightCommitteehasbeenestablished,andanewIndependentParliamentaryBudgetOffice
istobesetup.AnewIrishLanguageCommitteehasbeenestablished,aswasaSpecial
CommitteeontheFutureofHealthcare.ACommitteeonHousingwasestablishedimmediately
aftertheGeneralElection,whichhassincepresenteditsreporttotheDáil.Otherad-hocspecial
purposeCommitteesmaybesetupduringtheperiodofthisstrategy.Theseareclearmechanisms
forimprovingengagementbetweenpoliticsandthepeoplethatwillhelptoenhancethe
understandingoftheworkoftheHousesoftheOireachtas.
Technological Changes
InvestingintechnologyhasbeenakeystrategicobjectiveoftheServiceoverthepastnumberof
years.TheServicehasrecruitedkeyspecialistICTpersonnelinsupportofthisobjective.Aproject
isunderwaytoreplacethesystemssupportingtheDáilandSeanadChambersandCommittee
Rooms;toupgrade/replaceandintegratesystemsinkeyproceduralareasvitaltotherunningof
theHousesandtheirCommittees;andtostrengthenourin-housetechnologicalandproject
managementexpertise.
TheHousesoftheOireachtasICTUnithasanambitiousvisiontotransformthecurrentICT
landscapewithintheServicetoonethatcanprovideaninnovativetechnologyplatformthattruly
supportsthebusinessofits1,200internalusers.Thisinvestmentinourkeyprocesses,systems
andin-houseICTexpertisewillcontinuethroughouttheperiodofthisstrategy.
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8 Georgian Leinster House
GeorgianLeinsterHouse,seatofDáilandSeanadÉireann,isahistoricpropertyunderthecare
andmanagementoftheOfficeofPublicWorks(OPW).Aprogrammeofvitalstructuraland
restorationworkstotheproperty,includingtotheDáilandSeanadChambers,isplannedfrom
2016andwillcontinuethroughouttheperiodofthisstrategy.Ensuringtheuninterruptedsmooth
runningoftheHousesandtheirCommitteesduringtheworksprogrammepresentssignificant
logisticalchallengesfortheCommission,aswilltheprovisionofalternativeaccommodationfor
relocatedstaffandservices,andadditionalaccommodationtofacilitatetheengagementof
additionalstaffallocatedtosupporttheparliamentaryreformmeasures.
Key Opportunities
Ourstaffareourprincipalresourceandtheirexperienceanddedicationtoservicearecentralto
theachievementofourobjectives.Staff,atalllevelsintheorganisation,arepassionateabout
theirworkinsupportingtheNationalParliament.
TheServiceisfullycommittedtotheopportunitiesthatthepracticalactionsidentifiedintheCivil
ServiceRenewalPlanpresenttostrengthentheService’scapacity,capability,accountabilityand
leadership.TheServicewillcontinuetodeepenitsprofessionalandspecialistknowledgeand
expertisebymatchingskillsneedsanalysiswithbestpracticerecruitmentandselectionandby
continuedinvestmentinthedevelopmentofourpeople.
The21stofJanuary,2019markstheCentenaryoftheFirstsittingofDáilÉireann.The
commemorationofthiseventpresentsanopportunitytopromotegreaterunderstandingand
interestintheHousesoftheOireachtasandtocreatebroaderengagementwiththepeopleabout
theroleandimportanceofParliament.Duringtheperiodofthisstrategy,theCommissionwill
developinitiativesandactivitiesalignedwiththeoverallapproachtotheDecadeofCentenaries
thatwillleavealegacyanddemonstratealastingvaluetotheOireachtasandthepublic.
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Risk Management
TheoverallgoaloftheService’sriskmanagementpolicyistoensurethatallriskmanagement
activitiescontributetotheachievementoftheService’sstrategicobjectives;thattheriskpolicyis
alignedwiththeService’sbusinesscontinuityplan;andthatthepolicyarticulatestheService’s
approachandexpectationsinrelationtothemanagementofriskacrosstheorganisation.
TheServiceencouragesthetakingofcontrolledrisks,capitalisingonnewopportunitiesandusing
innovativeapproachestofurthertheinterestoftheServiceandtoachievethebusiness
objectives,providedthattheresultantexposuresdonotinfringeontheoperatingproceduresor
legalandregulatoryrequirementsoftheService.
TheService’sRiskManagementCommitteeistheprimarychampionofriskmanagementat
strategicandoperationallevelsandisresponsiblefordevelopingandmaintainingthepolicyand
strategicapproachtoriskintheService.Allstaffmembershavearesponsibilityforidentifyingand
managingrisk.
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Our Vision, Our Mission
Our Vision
AParliamentforthePeople
Our Mission
Toprovidehighqualityparliamentaryservicesto
theHousesoftheOireachtas,theirCommittees,
theirMembers,andtotheHousesofthe
OireachtasCommission
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Our Values
Statement of Values
Organisational Values
Wearecommittedtoensuringthatthefollowingvaluesinformourworkand
workingrelationshipsandreflectanethosofprofessionalexcellenceforour
organisation:
Leadership: Weprovideourpeoplewiththeleadership,skillsandknowledge
theyneed.
Integrity and
Impartiality:
Weprovideourserviceswithefficiency,andweactandtake
decisionsinanopen,fair,impartialandtransparentmanner.
Excellence: Wearecommittedtoprovidinghighqualityservicestoachieve
ourobjectives.
Accountability: Weareaccountableforouractionsandourdecisions,whichwe
baseontheprinciplesofgoodgovernanceandbestpractice,and
whichareopentoscrutiny.
Accessibility: Wearecommittedtopromotingaccessibilityandpublic
engagementwiththeHousesoftheOireachtas,includingthe
provisionofaccurate,clearandhelpfulinformation.
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Our Strategic Goals
Four strategic goals
Support the Houses of the Oireachtas & the Parliamentary
Reform Agenda
Support Members in their Constitutional
Roles
Promote Accessibility & Public Engagement
Develop our Capability and our
Staff
By end 2018:
nWewillhaveamoreeffectiveParliamentthatisbetterequippedtoperformitsConstitutional
functions.
nWewillhaverespondedtotheneedsofMemberstoenablethemtobeeffective
parliamentariansandpublicrepresentatives.
nWewillhaveaParliamentthatismoreopenandaccessible.
nWewillhavestrengthenedthecapabilityoftheServiceanditsstaffsothatwecandeliveron
ourstrategicgoals.
nIn2019,wewillbereadytocommemoratetheCentenaryoftheFirstSittingofDáilÉireannand
haveaParliamentthatwillmakeourpeopleproud.
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Strategy MapC
HA
LL
EN
GE
S
&
RI
SK
S
VISION
AParliamentforthePeople
OP
PO
RT
UN
IT
IE
S
MISSION
OurmissionistoprovidehighqualityparliamentaryservicestotheHousesoftheOireachtas,theirCommittees,theirMembers,andtotheHousesoftheOireachtasCommission
VALUES
Leadership;IntegrityandImpartiality;Excellence;Accountability;Accessibility
STRATEGIES
Support the Houses of the Oireachtas & the
Parliamentary Reform Agenda
Support Members in their Constitutional
Roles
Promote Accessibility & Public Engagement
Develop our Capability & our Staff
GOALS
ThesittingsoftheHousesandtheirCommitteesarecontinuouslyandeffectivelysupported.
HighqualityproceduralcapacityinplaceacrosstheService.
Parliamentaryreformagendaimplemented,including,MembersbeingprovidedwithincreasedsupportforPrivateMembers’legislationandbudgetaryscrutinybyParliament.
ToprovidetheHousesoftheOireachtaswiththeinfrastructureandlogisticalservicesitneedsforsittingsandMembers’andstaffaccommodation.
GOALS
ToprovideMemberswiththehighqualityservicestheyneedtoperformtheirparliamentaryandrepresentationalduties.
ToprovideMemberswithmoreflexibleandeffectiveICTservicestoenablethemtodotheirwork.
GOALS
Greaterpublicunderstanding,trustandprideintheHousesoftheOireachtas.
AnOpenParliamentthatstrengthensitsengagementwiththepeople.
GOALS
Highperforming,engagedandmotivatedstaff.
Goodcorporategovernance.
DevelopmentofinnovativeICTsolutionstosupportourwork.
Economic,efficientandeffectiveuseofresources.
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Strategy Implementation
Implementation
Delivery
Wewilldeliverthestrategiesandgoalsofthisplanthroughourbusinessplanningframework.We
willprepareaCorporateBusinessPlansettingoutthetasks,targetsandassignedresponsibilities
fordeliveryoftheactionstowhichwehavecommitted.
Wewillalsopreparebusinessplansandsupportingstrategiesforthedeliveryofactionsin
individualpolicyareasoftheCommission,includingintheareasofCommunications,Library&
ResearchService,andICT.TheseplanswillbeintegratedwithourCorporateBusinessPlan.
Measurement
Wewillmeasureourprogressandachievementsinimplementingthisplanthroughperiodic
formalreviewsbytheSecretaryGeneralofthedeliveryofourCorporateBusinessPlan.Senior
managersintheServicewillbeaccountableinthesereviewsforthedeliveryoftasksassignedto
them.
Wewillalsomeasurethesuccessofourachievementsthroughthesatisfactionlevelsofourkey
stakeholders,includingMembers,Office-Holdersandstaff.
Reporting
TheSecretaryGeneralwillreportannuallytotheCommissionontheimplementationofthis
StrategicPlan.TheAnnualReportoftheCommissionwillbelaidbeforebothHousesofthe
Oireachtas.
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Business Planning Framework
Strategic Plan 2016 to 2018
FormalReviewsbytheSecretaryGeneralondeliveryofCorporateBusinessPlan
Corporate Business Plan 2016-2018
LocalBusinessPlans
LocalBusinessPlans
LocalBusinessPlans
LocalBusinessPlans
ReformDeliveryPlan(IRDP)
All Staff PMDS Job Holder Forms
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Achieving Strategy Outcomes
Strategy 1
SupporttheHousesoftheOireachtasandtheParliamentaryReformAgenda
Outcome
Office-Holders,ChairpersonsandMembersreceivehighqualityadviceandsupportservices
Priorities ToprovidehighqualityadviceandservicestosupporttheHousesandtheirCommittees
Tosupportandimplementparliamentaryreformrecommendations,includingbyestablishinganIndependentParliamentaryBudgetOfficeandstrengtheningthecapacityoftheOfficeofParliamentaryLegalAdvisor
MaintainandfurtherdevelopcapacitytoeffectivelysupportCommitteesacrossalloftheirfunctions
Tohaveasufficientnumberofstaffwithahighstandardofproceduralknowledgeandexperience
TotransformthetechnologiessupportingtheworkoftheHousesandtheirCommittees
Measures Levelofsatisfactionwithadviceandservicesprovided
BenchmarkingagainstothercomparableParliaments
IndependentParliamentaryBudgetOfficeestablishedbymid2017
IncreasedcapacityintheOfficeoftheParliamentaryLegalAdvisor
Number/%ofreformmeasuresimplemented
Levelofsatisfactionwithoperationofparliamentaryreformmeasures
Number/%ofstaffprovidingproceduralsupport
Risks TheproceedingsoftheHousesandtheirCommitteesfailtotakeplaceasscheduled
Failureormisapplicationofparliamentaryprocedures
Inadequateresources,fundingoraccommodationtosupportandoperateparliamentaryreformmeasures
ProjectManagementfailure
Key Projects ParliamentaryReform
IndependentParliamentaryBudgetOffice
ExpandedroleofOfficeoftheParliamentaryLegalAdvisor
TechnologiesintheChambersproject
ParliamentaryWorkflowSystemsprojects
ProceduralKnowledgeInitiatives
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Strategy 2
SupportMembersintheirConstitutionalRoles
Outcome
MembersoftheHousesareprovidedwiththeadviceandsupportservicestheyneedtoenable
themtoperformtheirparliamentaryandpublicrepresentativedutiesefficientlyandeffectively
Priorities ToprovidehighqualityadviceandservicestoMembers
ToprovideMemberswiththeallowancesandpensionarrangementsavailabletothemunderlegislation
ToprovidesupporttoMembersintheirroleasemployers
ToprovidesupporttoMemberstoparticipateininter-parliamentaryactivities
ToprovideMemberswiththetechnologysupportstheyrequire
Measures LevelofsatisfactionofMemberswiththeadviceandsupportservicesprovided
Risks FailuretoprovideMemberswithadequateservicestofacilitatetheminperformingtheirparliamentaryandrepresentationalduties
Inadequatefundingtoproviderequiredservices
Key Projects EmployeeAssistanceServiceforMembers’staff
PrintFacilityStrategy2016-2020
Library&ResearchServiceStrategy2016-2018
ICTEnterpriseArchitecture
TechnologyintheChambers/CommitteeRoomsproject
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SupportAccessibilityandPublicEngagement
Outcome
ApublicthatiswellinformedandmoreengagedwithitsParliament
Priorities TodevelopandimplementanewCommunicationsStrategy
ToredeveloptheOireachtas.iewebsite
Tofurtherdevelopandpromote“OireachtasTV”
Todevelopaprogrammeforthe2019CentenaryCommemorationsoftheFirstSittingoftheDáil
TosupportthegreateruseofIrishintheOireachtas
Toprovideimprovedaccesstopeoplewithdisabilities
ToengagewiththeOPWandrelevantstakeholdersonthestructuralandrestorationworksprogrammeforGeorgianLeinsterHouse
Todevelopplansforimprovedvisitorfacilitiesoncompletionoftherestorationworks
Measures Resultsofcommissionedresearch-basedpublicsurveys
NewIrishLanguageSchemepublished
NewOireachtas.iewebsitelaunchedin2017
Levelofsocialmediaengagement
PlanforCentenarycommemorationsinplace
SittingsoftheHousesandtheirCommitteescontinueuninterruptedduringtherestorationworksprogramme
Risks FailureofCommunicationsStrategytoachiveitsobjectives
Websitefailure
Inadequatefunding
RestorationworkstoGeorgianLeinsterHousenotcompletedonscheduleduetothescaleoftheworksnecessary
AccesstoLeinsterHousecompleximpeded
Key Projects CommunicationsStrategy
OireachtasTV
WebsiteRedevelopmentproject
ParliamentaryArchiveproject
RestorationofGeorgianLeinisterHousebyOPW
Programmefor2019CentenaryCommemorationsoftheFirstSittingoftheDáil
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Strategy 4
DevelopourCapabilityandourStaff
Outcome
Anorganisationwithafocusoncontinuousimprovement,highperformanceandlearning
Priorities TodeliverourStrategicPlan2016-2018
Tomaximisetheperformance,potentialandskillsofourstaff
Torecruitadditionalexpertisewhererequired
Tomap,improveandprotectkeyprocessesandICTsystems
Toimplementpublic/civilservicereformplanactions
Tomaintainahighstandardofcorporategovernance
Toconsultandrespondtonewsituationsandchangingpriorities
Measures Number/%ofCorporateBusinessPlanactionsdelivered
Newstreamlinedperformancemanagementsysteminplace
Extentofskillsgapclosed
Organisationdevelopmentplaninitiativesimplemented
CivilServiceRenewalPlanactionssupported
Staffsurveyresults
Efficiencyreviewscompleted
Completionofprocessmappingprojectin2017
Risks Failuretodeliveronourstrategicgoals
Failuretomotivateandretainhighqualityandexperiencedstaff
Inadequatefunding
Failureofexternalcontractor
Non-compliancewithstatutoryobligations
ICTsecuritybreach
Key Projects CorporateBusinessPlan2016-2018
IntergratedReformDeliveryPlan
LearningandDevelopmentStrategy
DigitalTransformationStrategyProgrammeofprojects
ICTInfrastructure&OperationsProgrammeofprojects
RecordsManagementProgramme
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Organisation Chart
Clerk of Dáil Éireann&
Secretary General
Assistant Secretary,Parliamentary Services
Division & Clerk-Assistantof Dáil Éireann
Assistant Secretary, Corporate & Members’
Services Division
FinanceProcurement
Risk
Members’ ServicesInternational Services
Catering
HR ServicesPensions, Salaries
Training
Superintendent’s Areaincl Security, Protocol,
Events, H&S,Accommodation
ICT Operations
Office of Parliamentary Legal AdvisorInternal Audit
ICT Systems
House Services
Communications,Broadcasting & Web
Research, Library and
Archive, RecordsManagement
Rannóg an Aistriúcháin
Debates Office
Sectoral CommitteesAdministration &
Development
N/S IPA & BIPA
EU & External RelationsCommittees
Budgetary Scrutiny,Statutory Committees
Parliamentary Inquiries and Investigations
Clerk of Seanad Éireann
Clerk-Assistantof Seanad Éireann
Office of the ClerkPrivate Secretary
Office of the Commission &
Secretary General
Office of the Seanad
