Khyber Pakhtunkhwa Strategic Plan 2010-2012

8/3/2019 Khyber Pakhtunkhwa Strategic Plan 2010-2012

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Strategic Plan2010 - 2012

PROVINCIAL ASSEMBLY OFKHYBER PAKHTUNKHWA


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Strategic Plan2010 - 2012

THE PROVINCIAL ASSEMBLY OF

KHYBER PAKHTUNKHWA


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Table of Contents

Foreword

History and Background

Introduction

Methodology

Strategic Plan 2010 - 2012: The Framework

Strategic Objectives

Key Issues and Challenges

Strategic Planning Framework

Annexure: Strategic Planning Framework

Glossary

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?

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Our Mission and Values

1

3

4

5

6

8

8

8

9

23

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Foreword

1

It is a matter of great pleasure and satisfaction that the Khyber Pakhtunkhwa Assembly is making

a new start with a new name and a plan to improve its performance in order to better serve itsconstituents.

The Provincial Assembly, for the last two years, is working under difficult and challenging

circumstances. However, the Assembly is continuing to perform its duties in the best possible

manner and at the same time making efforts to become an effective legislature.

The Assembly's mandate to initiate, pass and amend laws, ensure public participation in the

legislative process and exercise oversight over the provincial government requires that the House

critically reviews its work and performance.

The internal review and proposed measures to improve the performance of the House need long-

term planning and consistent budget support to modernize the Assembly and to better serve the

needs of constituents.

As Speaker of the House, in January 2009, I nominated a Strategic Planning Committee

comprising active MPAs and some senior staff of the Secretariat to produce a three-year strategic

plan for modernization of the Assembly. After a series of meetings, consultations and planning

sessions, the SP Committee developed a framework for consideration of the Assembly leadership,

which was formally adopted in December 2009.

I would like to thank MPAs Muhammad Zameen Khan, Sikandar Irfan, Saqib Ullah Chamkani,

Shazia Tehmas Khan, and from the Secretariat Amanullah Khan, Secretary, Kifayat Ullah khan,

Senior Additional Secretary, Masam Khan, Director Finance, Inam Ullah Khan, Deputy Secretary

PAC, and Hidayat Ullah Khan, Assistant Secretary Legislation, for their work and efforts in

completing this strategic plan. I would also acknowledge the support of USAID-Pakistan

Legislative Strengthening Project for their assistance.

To achieve the goal and activities of the strategic plan over three years requires political

leadership, institutional changes, physical upgrades, and capacity building of Members and staff.

Now the time has come to implement the plan.

Kiramat Ullah Khan

Speaker


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Our Mission and Values

3

Mission Statement

Our Values

To strengthen and empower the Assembly towards an effective representative institution, which is

responsive to the aspirations of the people and driven by the ideal of realizing a better quality of life

for all the citizens of Khyber Pakhtunkhwa.

Our values guide the performance and management of the Assembly. Our values are formed by

that which we treasure and hold dear. They form the foundation that will give rise to policies, whichprovide guidance in the implementation of everyday services and projects.

The values of the Assembly are derived from the role that it plays in the context of our democracy.

Therefore our values are formed by the will of the people of Khyber Pakhtunkhwa, theConstitution, our cooperation with other arms of the government, and our desire to act withprofessionalism and good institutional governance.

We keenly believe in the following:

?Accountability

?Dignity

?Integrity?Respect

?Responsiveness

?Responsibility?Tolerance

?Transparency


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History & Background of Parliamentary System

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The Constitution, which was passed unanimously by the National Assembly in April 1973, provides

a federal parliamentary system of government, with the President as the head of the state and an

elected Prime Minister as the head of the government.

Under Article 50 of the Constitution, the Federal Legislature is a bicameral Majlis-e-Shoora(parliament), which comprises the President and the two Houses, the National Assembly and the

Senate.

Senate, the Upper House of the Parliament, has equal representation from the federating unitsbalancing the provincial inequality in the National Assembly, where the number of Members is

based on population of the provinces. The Senate's role is to promote national cohesion and

harmony, and work as a stabilizing factor of the Federation.

The Senate numbers a total of 104 Members who serve six-year terms which are alternated so that

half the senators are up for re-election by the Electoral College every three years. The NationalAssembly consists of 342 Members.

In 1901 the North West Frontier Province, now Khyber Pakhtunkhwa, was declared a ChiefCommissioner Province and in 1932 its status was raised to the Governor Province. In 1937, the

Government of India Act 1935 was enforced in the province and the Legislative Assembly was

formed.

The first session of the Assembly on 12 March 1946 elected Nawabzada Allah Nawaz Khan and LalaGirdheri Lal as the Speaker and the Deputy Speaker respectively in the 50-Member House.

After Pakistan's creation, the first election of the Legislative Council was held on 15 December

1951 and the first session of the Assembly was summoned on 10 January 1952. Nawabzada Allah

Nawaz Khan was again elected as Speaker and Khan Muhammad Farid Khan as Deputy Speaker on10 July 1952.

In 2002, the number of the Assembly's Members was increased to 124, out of which 99 are

general seats, 22 women's seats and three are reserved for minorities.


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Introduction

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The history of Pakistan is marked by repeated interruptions of the parliamentary system. During

the past 60 years of its independent existence, only with the immediate-past parliament and

provincial assemblies (2002-2007) has Pakistan seen a legislative term completed in full. Therepeated military coups and other disruptions of democratic governance have completely

undermined the legislative institutions' ability to formulate and implement long-termadministrative strategic planning.

Strategic planning is a structured and coordinated process for developing medium/long-term

organizational goals and for developing strategies to accomplish those goals. Strategic planningdetermines where an organization or institution is going over the next several years, how it's going

to get there and how it will know if it got there or not. Strategic planning processes have been

applied to parliamentary institutions as diverse as those of the United Kingdom, Australia, SouthAfrica and East Timor.

Therefore on 17 January 2009, the Speaker of the Khyber Pakhtunkhwa Provincial Assembly, theHonorable Kiramat Ullah Khan, nominated a committee of four Members of the Assembly and fiveofficials of the Secretariat to participate in a strategic planning process. The Members of the

Strategic Planning Committee are:

Muhammad Zameen Khan, MPA

?Sikandar Irfan, MPA?Saqib Ullah Chamkani, MPA

?Shazia Tehmas Khan, MPA

?Amanullah Khan,Secretary?Kifayat Ullah Khan, Senior Additional Secretary

?Masam Khan, Director Finance

?Inam Ullah Khan, Deputy Secretary PAC

?Hidayat Ullah Khan, Assistant Secretary Legislation

The Committee Members were chosen based upon each Member's level of experience or interest,

keeping in mind cross-party representation, gender diversity and overall leadership qualities.

The mandate of the Khyber Pakhtunkhwa Assembly Strategic Planning Committee (along withsimilar groups established in all the other Houses) was to develop a three year strategic plan with

suggested goals, objectives and related activities to enhance the human, financial and

infrastructure resources of the House. Through a series of meetings and events facilitated by KZRAssociates and supported by the USAID-funded Pakistan Legislative Strengthening Project

(PLSP), the Strategic Planning Committee, in consultation with the political and Secretariatleadership, drafted the framework on which the plan that follows is based (See Annexure).

?


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Methodology

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Assessing the needs, priorities, challenges and opportunities of

Members and of the staff of the Secretariats

Establishing a Strategic Planning Committee

Formulating Vision, Goals, Objectives and Activities

Develop Target Objectives and Action Plans

PLSP worked with the Assemblies to gather any assessments or studies concerning the functioningof each House. Simultaneously, PLSP began a comprehensive Survey of Members' Perceptions of

the functioning of their respective Assembly, and its Secretariat. Those preliminary findings were

later presented to the Strategic Planning Committees and other stakeholders.

Each Speaker and Secretary was briefed on the concept of strategic planning to ensure there wasinterest and political will to conduct this exercise. Previous assessment reports available on

legislative administration in Pakistan were reviewed, and PLSP also supplied the stakeholders withthe strategic plans of other international parliaments.

After the Strategic Planning Committee was nominated, PLSP hosted a one-day orientation

session for the Strategic Planning Committee on the concept of strategic planning in a

parliamentary context.

From 24 to 27 February 2009, the Committee along with the similar Strategic Planning Committeeestablished in the Punjab Assembly met in Muredke for a two-and-a-half day session. The session

included facilitated discussions and SWOT analysis to determine the Assembly's overall vision,strategic objectives and activities for institutional development, and the key challenges or

obstacles to these objectives. It also offered an opportunity for the Punjab and Khyber

Pakhtunkhwa Assemblies to share best practices.

By the end of the retreat, the Strategic Planning Committee from Khyber Pakhtunkhwa haddeveloped a detailed strategic planning framework (see Annexure), which provided the basis for

this plan.

Following the Muredke retreat, the Speaker and the Secretariat officials were asked for furthercomments on the strategic planning framework, which were later incorporated.

PLSP took the final framework, and information provided by the Strategic Planning Committee,

and helped to draft a narrative version. This material was reviewed by the Assembly leadershipand the Strategic Planning Committee. Resulting comments and edits were incorporated into the

draft plan.


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Methodology

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Tying Activities to Funding Decisions and Budget Planning

The strategic framework identifies potential resources which are both internal(may be added to

the Assembly's existing annual budget) or external (including donor resources and in-kindcontributions from NGOs or academic organizations, such as research products).

The narrative below builds on the framework by delineating activities which may be individually orcollectively funded by either source. In addition, Members of the Strategic Planning Committee

agreed to champion certain objectives with the House Finance Committee, to ensure appropriateline items or levels of funding were identified for the final budget submission.

The 2010 Assembly annual budget was nearly finalized by the time the strategic planning process

was in its final stages, as the fiscal year begins 1 July 2009. The Strategic Planning Committee is

to identify areas which may be amended in the current budget by the leadership. It is anticipated

however that the strategic plan will be even more closely linked to the 2010-11 and 2011-12Assembly budgets, in close consultation with the Secretariat and the House Finance Committee.


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Strategic Plan 2010 - 2012

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Strategic Objectives

A. Oversight and Legislation

B. Public Participation

C. Institutional Development

Key Issues & Challenges identified by the Strategic PlanningCommittee

A. Key Issues (Internal to the Assembly)

B. Key Challenges (External to the Assembly)

Assembly is fully equipped and functional to hold government accountable and supports

improved legislative functions

Policy-making fully reflects public opinion and needs

Assembly has adequate infrastructure and improved human resource capacities to fullysupport legislative functions, oversight, and public participation

?Lack of understanding of laws / Rules of Business

?Lack of proficiency of staff and Members?Members not assigned to Standing Committees based primarily on qualifications

?Lack of availability of codified laws

?Lack of research facilities and material

?Corruption

?Security situation?Red tapism

?Discontinuity in democratic process

Developed through SWOT Analysis by SP Committee Members at Muredke1

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Strategic Planning Framework

1. OVERSIGHT/LEGISLATIVE PROCESSES, Strategic Objective: StandingCommittees role enhanced to function effectively

Based upon the identification of the above issues and challenges, a set of key strategic actions

were derived and assigned performance measurements. Against each key strategic action, goals

were set that needed to be achieved within a given timeline, i.e. short-term (0-1 year), medium-term (1-2 years), and long-term (2-3 years).

The framework was divided into three parts: 1) Oversight and Legislative Functions; 2)

Representation/Public Participation; and 3) Institutional Development. The framework providedthe basis for the following plan.

Oversight refers to the crucial role of Assembly to monitor and review the actions of theexecutive arm of government, both in terms of spending and execution of laws and policies.

The Standing Committees of the Assemblies in Pakistan have a legal mandate to oversee their

corresponding ministries or departments.

Legislative processes refer to the role of the Assembly to evaluate, amend, and draft/proposeor vote on proposed legislation. While in Parliamentary systems legislative drafting is a

specialized service that mostly lies within the government, in many systems, including

Pakistan, it is possible for individual Members to undertake this role. To do so, or even toevaluate government legislation properly, requires access to research, legal drafting experts,

and functioning Standing Committees.

The SP Committee focused on the importance of Members and Chairs (lack of) understanding

of Rules of Procedure and committee work to make their respective committees effective bothfor legislation and government oversight. This requires professional research input to support

legislative and oversight roles, the need for enhanced understanding and skills in legislativedrafting, and structural changes that would support the operation of Standing Committees and

the Assembly's role in fiscal oversight. In addition the SP Committee emphasized that while theRules of the Procedure provided significant powers to the Standing Committees, there was still

room for revision keeping in mind the international best practices. For instance there was aneed to make provisions in the rules whereby the Standing Committee recommendations

made to the respective government department are properly responded to. Similarly the SP

Committee suggested that the rules make it explicit that the Standing Committee proceedingsare open to the public and the media, unless otherwise decided by the Chair on a case-by-case

basis.

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Strategic Goal 1.1: Review and amend the Rules of Procedure and Conduct of Business toenhance Assembly effectiveness

Strategic Goal 1.2: Enhance committee effectiveness in oversight and enforcement of lawsto improve transparency and efficiency of government departments

Strategic Goal 1.3: Make Assembly Acts/Ordinances available in a codified form to increase

legislative effectiveness and transparency


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Strategic Goal 1.1: Review and amend Rules of Procedure and Conduct of

Business to enhance Assembly effectiveness

Background:

Performance Measurement 1.1.1:



The Khyber Pakhtunkhwa Assembly Rules of Procedure lack some essential

provisions adopted by the National Assembly and Senate. For example, the National Assembly

calls for selection of Standing Committees within 30 days of a new parliament, which makes it

mandatory for the committees to function; Khyber Pakhtunkhwa Assembly does not have such arule, and as a consequence Standing Committees were not formed until nearly a year after the

2008 elections. The SP Committee Members appreciate that their Committees have suo motopowers, but due to lack of knowledge and access to research and logistical support, Standing

Committees are not properly exercising them. Similarly, the rules related to privileges need to beamended to empower Standing Committees to hold government to account regarding

recommended actions.

Rules amended to incorporate best international

practices (Medium-term)

?Undertake a comparison of committee rules from other international legislatures, and reviewexisting harmonization recommendations with other Assemblies in Pakistan.

?Leadership attends presentations on suggested rules amendment.

?Leadership champions changes in the Rules of Procedure that strengthen committeefunctions.

?The leadership and majority party ensure passage of new rules.

Rules amended to incorporate timeframe forconstitution of Standing Committees and election of chairpersons (Medium-term)

?Leadership champions changes in the Rules of Procedure that are harmonized with theNational Assembly, i.e. forming Standing Committees within 30 days of an election.

?New Rules are tabled in the House (Also see 3.2.3).

Rules related to the Privileges Act amended to allow for

punitive actions against those government officials delaying response to Assembly Members

(Short-term)

Proposed Activities:

?Rules and Procedure Committee drafts recommendations related to amendments in privileges

of Members.

?Draft recommendations presented to the Assembly for debate and adoption.

?Amended rules incorporated in the Rules of Procedure and Members trained on their usage.



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Strategic Goal 1.2: Enhance committee effectiveness in oversight andenforcement of laws to improve transparency in governmentdepartments

Background:



Members are aware of the rules and how to use them to

maximize functioning of the Assembly roles and responsibilities (Short-term, ongoing)


?The Secretariat includes an overview of the Rules of Procedure as regular part of Member

orientation.?PIPS conducts training on use of enhanced Rules of Procedure.

The Assembly rules provide Standing Committees suo-moto and call for

evidence powers to exercise their oversight role. It is the lack of available resources (adequatestaff, equipment etc.) skills and knowledge of Standing Committee chairs and Members that

hampers their work.

Committee Members' skills enhanced through training

and exposure visits (Short-term, ongoing)


?Identify training needs for Standing Committee Chairs and Members.

?Chair and Members undertake training on the basis of need assessment through PIPS and

committee effectiveness modules.?Active Committee Chairs and Members undertake study visits to witness national and

international committee work.

The Committee Branch is equipped with essential

equipment and expanded to include increased number of dedicated staff for Standing Committees(Medium-term, ongoing)


?Create provisions in the annual budget (2010-11) to equip the Committee Branch with

essential equipment like computers, printers, scanners and internet facilities, etc.

?

Create provisions in the annual budget (2011) to expand the Committee Branch with dedicatedstaff.

?Conduct a research analysis, identifying the key areas of internal and external research needsfor each committee; attention should be paid to the role of the Public Accounts Committee

which has a special mandate.

?Attach researchers from the Library and Research Services to Standing Committees.


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Strategic Goal 1.3: Make the Assembly bills available in a codified form toincrease legislative effectiveness and transparency

Background:



A number of public hearings conducted and level of

public participation increased (Medium-term)


?Sectoral committees hold at least one public hearing per session, involving civil society groups.

?Train and build capacity of Standing Committee staff on logistics of public hearing and related

research skills.

Standing Committees issue reports on regular basis

(Long-term)


?Existing research staff associated with Committee Branch trained on legislative research

report writing skills.?Existing committee staff adequately trained.

?Standing Committees print reports and distribute in the Assembly.

The SP Committee understands that the primary responsibility of the Assembly is

legislation and to ensure that all laws passed are implemented in letter and spirit by the executive.In order for the Assembly to effectively legislate, it requires mechanisms and resources to track

status of legislation passed to avoid duplicity and amend or initiate new legislation where required.Currently laws are not published in an organized manner.

Legislative Drafting Unit established (Short-term)


?Provisions made in the Assembly budget to establish legal drafting unit within the legislativebranch.

?At least two qualified legal drafters recruited for drafting legislation.

?Members briefed on the technical aspects of legislative drafting.

Legislative Unit capacity enhanced to undertake

codification of Assembly bills and acts (Long-term)


?Identify existing mechanisms or software available to assist in codification of Assembly bills

and Acts.?Provisions made in the Assembly budget to procure for installing the system.

?Legislative Unit officers trained to use the system.?Hire law graduates as interns to consolidate bills and acts.

?Legislative branch builds linkages with one law university to arrange courses in legal drafting

and the rules of the Assembly.


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2. PUBLIC PARTICIPATION, Strategic Objective: Linkages developed

with institutions for effective legislation

Bill tracking system installed and utilized (Long-term)


?Committee on Rules of Procedure reviews the existing provisions related to introducing bill inthe House and makes amendments where necessary.

?Legislative Drafting Unit studies bill tracking systems established in other assemblies anddevelops one that best suits the requirement of the Assembly.

?The Speaker ensures the system is put to use.

An important role of the Assembly is to promote public participation in all aspects of theAssembly's work by providing avenues for public input into policy-making, and keeping thepublic informed of the Assembly and government decisions. In addition, the Assembly should

ensure transparent coverage of its own activities through the media, via public access toproceedings, and through timely publishing and dissemination of debates within the Assembly

and Standing Committees.

The SP Committee recognizes the need to draw on specialized external expertise through

developing institutionalized linkages, arrangements with leading think tanks, academia andCSOs to assist with the analytical and legislative drafting skills.

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Strategic Goal 2.1: Develop linkages with public and private institutions in research andanalytic input to various public sector problems

Strategic Goal 2.2: Create forums with specialized groups / CSOs participation in policy-

making within functions of the Assembly

Strategic Goal 2.1: To develop linkages with public and private

institutions in research and analytic input to various public sectorproblems

Background: The Assembly currently has no formal mechanisms for research and analyticalinput from academic institutions, civil society organizations or think tanks. The SP Committee

feels that there is much scope for the Assembly to institutionalize linkages with outside

organizations to provide Members expert opinion on issues of public importance and use this as anopportunity to get citizen feedback.


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Strategic Goal 2.2: Create forums for civil society participation in policy-making within functions of the Assembly

Background:


Linkage developed with at least three public / private

sector institutions to build research facility for Members (Short-term, ongoing)


?Library and Research Unit identifies institutions that will provide support to build research

facilities.

?The leadership signs memorandum between the Library and Research Unit with outside

research organizations and institutions.

?The Library and Research Unit converts policy research of selected institutions intolegislative research formats for Members usage.

?Also see 3.5

Initiated at least three public interest subjects for

legislation per year (Medium-term)


?Members interact with civil society organizations to obtain feedback and support on areas ofpublic interest through public hearings and other communication tools.

?Identify key areas of public interest for legislation, for example prohibiting aerial firing to

celebrate events.?Legislative Drafting Unit drafts legislation for Members/Standing Committees.

?Members lobby and initiate bill(s) in the Assembly for legislation.

The Assembly currently has no formal mechanisms for civil society input, which

in other established parliaments typically include public hearings, outside testimony before

committees, constituency or town-hall meetings, interest-focused parliamentary groups and/or

parliament visitor programs. The SP Committee feels it is particularly important that the growingyouth/student population be provided greater access to the workings of the Assembly.

Student / outh have greater access to and knowledge

of Assembly

?Produce young citizens guide to the Assembly and link to Assembly website.

?Coordination Officer institutionalizes ability of students to regularly view Assemblyproceedings and evolves mechanism for provincial school, college and university students to

regularly visit Assembly.?Editorial Board publishes session-wise newsletter on the Assembly and Standing Committee

proceedings regularly.

s y


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3. INSTITUTIONAL DEVELOPMENT, Strategic Objective: Infrastructure

facilities improved and human resource capacities enhancedEffective institutions refer to the physical, administrative, communications and ITinfrastructure that support the legislative, oversight, and public participation roles of the

Assembly Members. It is embodied in the role of the Assembly Secretariat. The Secretariat

cannot achieve service outcomes required without the contribution of professional staffthroughout the organization, and the recruitment, development and supporting of these staff

is recognized as crucial to maximizing Secretariat's performance.

The SP Committee focused on the need to strengthen Secretariat staff support specifically inthe area of research and library services. Developing a conducive bi-partisan work culture, and

merit based selection and trainings of committee Members, would ensure effective legislation

and transparency. Mobilizing adequate finances from internal as well as external (donor)

sources would ensure SP's implementation and sustained provision of requisite infrastructure.

Strategic Goal 3.1: To periodically overview and review planning and strategic efforts and

recommend changes to further enhance the capacity of the Assembly

Strategic Goal 3.2: Improve Secretariat systems and structure to support modern

Assembly

Strategic Goal 3.3: Build an independent professional service cadre in Secretariat

Strategic Goal 3.4: Expand/improve physical infrastructure to serve Members needs

Strategic Goal 3.5: Expand/improve ICT Infrastructure to better serve Members

Strategic Goal 3.6: Strengthening library, research and information services

Strategic Goal 3.1: To periodically overview and review planning and

strategic efforts and recommend changes to further enhance thecapacity of the Assembly

Background: Strategic planning is an on-going process, and the strategic plan is a living

document. The SP Committee feels it is necessary that all Members believe in and support thegoals and objectives of the plan and also that the SP Committee remains in place to monitorwhether the plan is being achieved and also updated on an annual basis. This will help ensure that

the priority human and infrastructure resource inadequacies identified in the plan are beingaddressed.


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Strategic Goal 3.2: Improve Secretariat systems and structure to support

modern Assembly

Background:

Strategic plan developed and widely disseminated to

Members, staff, donors, civil society (Short-term)


?Finalize strategic plan, with official launching by the Speaker.

?Engage the Secretariat to distribute plan to all Members and staff; engage counterpart donor

projects to disseminate to other donors and civil society networks that monitor parliamentaryactivities.

?Place strategic plan on Assembly website.

Role of Strategic Planning Committee is institutionalized

(Short-term, ongoing)


?Formalize Strategic Planning Committee as a Special Committee of the Assembly, withassociated responsibilities and powers.

Annual budgets reflect priorities of strategic plan

(Ongoing)


?The SP Committee to brief the Speaker, Secretary and the House Finance Committee on target

budget areas.?Emergency items placed in 2010 budget.

?Hold strategic planning budget session in winter 2010 (for 2010-11 budget).

Disruptions in the parliamentary system have meant that the parliamentary

Secretariats have not been allowed to reach their full potential. In addition, the Service Rules are

vague and give an ad hoc nature to recruitment and employment standards. This also contributesto employment of some staff that are not qualified and/or properly trained for their jobs. Until the

underlying system is changed (see Strategic Goal 3.3), there are short and medium terminterventions which should improve the current system.


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Assembly Secretariat undertakes Human Resource

Management (HRM) review (Medium to long-term)

Activities:

?The Speaker and the Secretary briefed on value of HRM and systems changes.

?Management consultant(s) undertake review of Secretariat.

?Determine how the human resource allocation of each wing/department relate to the overall

objectives, goals and activity priorities of the strategic plan.

?Disseminate recommendations for aligning human resources with strategy.?Develop a recruiting plan to attract talent in priority areas (such as research, committee

functions, and public relations).

Donor conference held to share HRM proposal to seek

assistance on different aspects of identified needs (Medium to long-term)


?SP Committee identifies foreign donors and relevant government departments to participate inthe conference.

?The Speaker hosts the conference and presents key findings to solicit support.

?SP Committee follows up on pledges to implement the HRM proposal.

Service Rules are amended and formalized through

legislation (Long-term)


?Leadership makes formal commitment to support this, and facilitates any changes in the

Service Rules.?Local management consultant hired to review Service Rules and presents recommendations to

the leadership and the Secretariat.

?Create Special Committee comprising MPAs and the Secretariat to review therecommendations proposed by the management consultants.

?Amended rules are approved by the Special Committee and adopted by the Assembly forlegislation.

Strengthen the Budget and Accounts Department

(Long-term)


?Budget and Accounts section prioritized in the HRM review (see 3.2.1).

?Finance system fully automated.


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Strategic Goal 3.5: Expand/improve ICT Infrastructure to better serve

MembersBackground:



Provision made for new space/offices, including three

new committee rooms (Medium-term)


?Requisition assessment of space needs, including redesign of current committee rooms and

facilities, and options for new rooms.

?Share findings with the leadership and the Secretariat and determine proposed budget forspace options.

?Produce budget to match assessment of space needs.?Identify areas for capital development in the Assembly budget.

Brick and mortar infrastructure is incomplete without modern hardware, software

and systems. Parliaments around the world are increasingly exploiting advances in information

and communication technologies (ICT) to support their many functions and modernize their

institutions. The SP Committee recognizes that modern ICT is not only valuable to increaseinternal efficiency of the Khyber Pakhtunkhwa Assembly, but it will empower and engage the

public by providing greater access to parliamentary documents and activities.

ICT requirements identified(Short-term)


?

Needs assessment undertaken by specialists to improve existing and introduce new ICTsupport both in terms of hardware and software.?The Speaker and the Secretariat briefed on the ICT requirements of the Assembly.

?ICT plan developed for the Assembly.

Financial provision made in the budget for ICT Plan

(Ongoing)


?Produce budget to match assessment of ICT needs.

?Identify areas for ICT development in the Assembly budget, including capital and recurrentexpenditures..


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Strategic Goal 3.6: Strengthening library, research and informationservices

Background:


Automation Unit modernized to maintain new

equipment, systems (Long-term)


?IT Unit strengthened by training existing and recruiting new human resource on the new ICT

plan/equipment.

?Gradually expand the ICT plan into other departments and train staff on usage of ICT

resources.

?Train Members on the usage of new ICT resources.

Video conference facilities enhance inter-provincial

communication (Short-term)


?IT needs assessment includes steps to identify and procure video conferencing equipment.

?Equipment procured and staff trained on its usage.

?Assembly using the facility for inter-provincial conferences/meetings on regular basis.

In every modern parliament, library, research and information services serve as

the backbone to provide updated research and information on both national and

international issues. For Members to play their role as effective legislators it is essential that thelibrary is well equipped and functions on modern lines through a well trained and professional staff.

Assembly library revamped on modern lines with

provision of effective research and information services (Long-term)


?Donors provide assistance to undertake needs assessment to equip library with modernhardware and software facilities.

?House Library Committee activated and briefed on findings from the assessment.

?Provision made in the Assembly budget to undertake revamping of library.

?Provide training to existing Library and Research Staff and recruit new and qualified staff

where needed.?Library linked with national and international libraries.

Members

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Books catalogued and digitalized (Long-term)


?Software and hardware installed and library staff trained.

?Services hired from other public and private universities having existing systems.

?Members oriented on usage of new library services.

Secretariat staff trained to expedite and better support

research and legislative work of the Assembly (Medium-term, ongoing)


?Linkages developed with public training institutes for long, short trainings and courses (NIPA,

PIPS etc).?Arrange for at least one training workshop/exposure visits (including visits to other

assemblies) for Assembly staff every quarter.

?Create system for inter-Assembly exchange of staff, for professional development.

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Annexure: Strategic Planing Framework

1. Strategic Objective: Oversight/Legislation - Committees role

enhanced to function effectively

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Short-term is understood to be within one year, medium term is two to three years, and long-term is three to five years.2

By When?Priority Actions Performance

Measurement

Resources/Support

Required

ResponsibilityST MT LT

1.1 Review and assessRules of Procedureand Conduct ofBusiness toenhancecommitteeeffectiveness

Rules related tocommittee powersand oversightmechanismsamended

IT backup,infrastructure forcommitteerooms

The SecretaryAssembly

X

1.2 Enhance

committee Chairand Member skillson how to usecommittee systemto improvetransparency inGovernmentDepartments

Committee Chairs

and Members skillsenhanced throughtraining andexposure visits

Committee Reports

Trained skilled

staff; IT andprinting facility;internationaldonors

MPA Sikandar

Irfan;Senior AdditionalSecretary

X

1.3 Make public thework of StandingCommittees

There is regularmedia coverage ofStandingCommittees.

Media: Session wise

newsletter onAssembly andStandingCommitteesproceedingspublished regularly

Telecasting andrecordingequipment forcommittees, andtrained staff forexisting

infrastructure;Donor andInternationaldonors

Deputy SecretaryPAC;Editorial Board

X

1.4 Availability ofconsolidatedcodified laws toimprove Lawmaking

Linkages developedwith at least 1faculty of law,journalism andprovincialdepartments andinstitutions.

Offer 10 internshipsto post graduatestudents

Systems: 10PCs, printers, hi-digital resolutionscanner,connected withinternet facilities

Donor assistance

AssistantSecretary;The Secretary

The Speaker;The Secretary

X

X

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2. Strategic Objective: Public Participation - Linkages developed with

institutions for effective legislation


Measurement

Resources/Support

Required


2.1 To seek help frompublic and privateinstitutions inresearch andanalytic input tovarious publicsector problems

Linkage developedwith at least 3 public/ private sectorinstitutions to buildresearch facility forMembers

Initiated at least 3public interestsubjects forlegislation per year

Training andrelevantequipment forresearchers

Donor or otherdonor assistance

Research andAcademicInstitutions

MPA MuhammadZameen Khan;Director Libraryand Research;Assemblyresearch officersand institutiondepartment

heads

MPA ShaziaTehmas Khan;Assemblyresearch staff;institutiondepartmentheads and LDUnit

X

X


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3. Strategic Objective: Institutional Development - Infrastructure

facilities improved and human resource capacities enhanced


Measurement

Resources/Support

Required


3.1 Review, assess andupdate Rules ofProcedure andConduct ofBusiness

Privileges Actamended to allow forpunitive actionsagainst thosedelaying response toAssembly

None required Senior AdditionalSecretary;The Speaker;The Secretary;Memberconcerned

X

3.2 To create a betterworking

relationshipbetween oppositionand treasurybenches

Provisions made inthe Rules of

Procedure toaccommodateopposition Membersas committee Chairson the basis ofproportionalrepresentation.Tradition set toaward PACchairmanship to theopposition

Internal,assembly

resources

The Speaker;The Deputy

Speaker; theSecretary;Leader ofOpposition;MPA MuhammadZameen Khan

X

3.3 To train Secretariatstaff to expediteand better support

research andlegislative work ofthe assembly

Linkages developedwith public traininginstitutes for long,

short trainings andcourses (NIPA, PIPS)

Arrange a donorconference to seekassistance ondifferent aspects, tomake assembly aneffective institution

Held at least 1training workshop /exposure visits(including visits to

other assemblies) forAssembly staff everyquarter

National /internationaldonors,

government andCSOs

Donor assistance

The Secretary;Deputy DirectorFinance;

Heads ofinstitutions andrelevantdepartments

The Secretary;AdditionalSecretary Admin

X

XOn-

going


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Measurement

Resources/Support

Required

Responsibility

ST MT LT 3.4 To harness donor

assistance andresearchinstitutions forintroducing andsetting upworkshop forlegislators withbrief/crash coursewith laws and rulesof business

At least 1 workshops/ conference perquarter organized forMembers /Secretariat

Donorassistance

The Secretary;Training Unit

X

3.5 To ensure thatMembers ofStandingCommittees arefrom relevantprofessions and/orinclinations toensure that corruptpractices arestopped due toMembers lack ofexpertise in thefield of committeesrelevance

Internal mechanismdeveloped andimplemented toaccess Membersinterest with therelevant committee

Internalassembly

The Speaker;Parliamentaryparty leaders;MPA ShaziaTehmas Khan;MPA SikandarIrfan;MPA Saqib UllahKhan Chamkani

X

3.6 To periodicallyoverview andreview planningand strategicefforts andrecommendchanges to furtherenhance thecapacity of theinstitution

Formation of SPcommittee

Internalassembly

The Speaker;StrategicPlanningCommittee;The Secretary

X X X


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Measurement

Resources/

Support

Required

Responsibility

ST MT LT 3.7 To bu ild

infrastructureand resourceto strengthenthe researchfacilities

Constructed atleast 03 additionalcommittee roomswith all modernfunctional facilities

Assistance requiredfrom donor agencies

Procurerecording/databackup system forthe entire institution

3 heavy-dutyphotocopiers withauto-sorting function2 Heavy-duty colorprinters

Necessaryequipment includingSIS (SimultaneousInterpretationSystem)

The Speaker;MPA SikandarIrfan;The Secretary

X

3.8 Strengtheninglibrary andinformationservices

Completedcataloging oflibrary books

linked withexternal libraries

5 Interns withbackground inlibrary sciences

Outsourcedigitalization ofassembly debates /proceedings

Printing press fordocumentation

Director Libraryand Research;MPASikandar Irfan;The Secretary

X

X

3.9 Strengtheningthe Budget andAccountsDepartment

Comprehensivedatabase programdeveloped forbudget andaccounts system

Computerized pastrecord, manualdeveloped and

staff trained

1 Laptop and financesoftware

Donor assistance

MPA SikandarIrfan;The Secretary;Director Finance

X

3.10 Establish alegal draftingunit

Two qualified legaldrafters recruitedfor legislation

Donor Assistance AssistantSecretary;The Secretary

X

3.11 StrengthenPACAdministration

Fully automate thePAC

Donor Assistance The Secretary;PAC

X

Assembly library


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Glossary

Strategic Planning

Mission

Vision

Strategic planning is an organization's process of defining its strategy, or direction, and makingdecisions on allocating its resources to pursue this strategy, including its capital and people.

A Mission statement tells you the fundamental purpose of the organization. It concentrates on the

present. It defines the customer and the critical processes. It informs you of the desired level ofperformance.

A Vision statement outlines what the organization wants to be. It concentrates on the future. It is a

source of inspiration. It provides clear decision-making criteria.

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Documents

Khyber Pakhtunkhwa Strategic Plan 2010-2012