Strategic Plan 2010 - 2012

PROVINCIAL ASSEMBLY OF KHYBER PAKHTUNKHWA

Strategic Plan 2010 - 2012

THE PROVINCIAL ASSEMBLY OF KHYBER PAKHTUNKHWA

Table of Contents
Foreword Our Mission and Values History and Background Introduction Methodology Strategic Plan 2010 - 2012: The Framework

1 3 4 5 6 8 8 8 9 23 28

? Strategic Objectives ? Issues and Challenges Key ? Strategic Planning Framework

Annexure: Strategic Planning Framework Glossary

Foreword
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 its constituents. 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 longterm 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

Our Mission and Values

Mission Statement
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
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, which provide 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, the Constitution, our cooperation with other arms of the government, and our desire to act with professionalism and good institutional governance. We keenly believe in the following: ? Accountability ? Dignity ? Integrity ? Respect ? Responsiveness ? Responsibility ? Tolerance ? Transparency

History & Background of Parliamentary System

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 units balancing 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 National Assembly consists of 342 Members. In 1901 the North West Frontier Province, now Khyber Pakhtunkhwa, was declared a Chief Commissioner 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 Lala Girdheri 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 on 10 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.

Introduction
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. The repeated military coups and other disruptions of democratic governance have completely undermined the legislative institutions' ability to formulate and implement long-term administrative 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 planning determines 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, South Africa and East Timor. Therefore on 17 January 2009, the Speaker of the Khyber Pakhtunkhwa Provincial Assembly, the Honorable Kiramat Ullah Khan, nominated a committee of four Members of the Assembly and five officials 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 with similar 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 KZR Associates and supported by the USAID-funded Pakistan Legislative Strengthening Project (PLSP), the Strategic Planning Committee, in consultation with the political and Secretariat leadership, drafted the framework on which the plan that follows is based (See Annexure).

Methodology
Assessing the needs, priorities, challenges and opportunities of Members and of the staff of the Secretariats
PLSP worked with the Assemblies to gather any assessments or studies concerning the functioning of 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 was interest and political will to conduct this exercise. Previous assessment reports available on legislative administration in Pakistan were reviewed, and PLSP also supplied the stakeholders with the strategic plans of other international parliaments.

Establishing a Strategic Planning Committee

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.

Formulating Vision, Goals, Objectives and Activities

From 24 to 27 February 2009, the Committee along with the similar Strategic Planning Committee established 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 had developed 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 further comments on the strategic planning framework, which were later incorporated.

Develop Target Objectives and Action Plans

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 leadership and the Strategic Planning Committee. Resulting comments and edits were incorporated into the draft plan.

Methodology
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-kind contributions from NGOs or academic organizations, such as research products). The narrative below builds on the framework by delineating activities which may be individually or collectively funded by either source. In addition, Members of the Strategic Planning Committee agreed to champion certain objectives with the House Finance Committee, to ensure appropriate line 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 2011-12 Assembly budgets, in close consultation with the Secretariat and the House Finance Committee.

Strategic Plan 2010 - 2012

Strategic Objectives
A. Oversight and Legislation
Assembly is fully equipped and functional to hold government accountable and supports improved legislative functions

B. Public Participation
Policy-making fully reflects public opinion and needs

C. Institutional Development
Assembly has adequate infrastructure and improved human resource capacities to fully support legislative functions, oversight, and public participation

Key Issues & Challenges identified by the Strategic Planning Committee1

A. Key Issues (Internal to the Assembly)
? 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

B. Key Challenges (External to the Assembly)

? Corruption ? Security situation ? tapism Red ? Discontinuity in democratic process

1 Developed through SWOT Analysis by SP Committee Members at Muredke

Strategic Plan 2010 - 2012

Strategic Planning Framework
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), mediumterm (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 provided the basis for the following plan.

1. OVERSIGHT/LEGISLATIVE PROCESSES, Strategic Objective: Standing Committees role enhanced to function effectively
Oversight refers to the crucial role of Assembly to monitor and review the actions of the executive 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/propose or 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 to evaluate 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 both for legislation and government oversight. This requires professional research input to support legislative and oversight roles, the need for enhanced understanding and skills in legislative drafting, 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 the Rules 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 a need 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 proceedings are open to the public and the media, unless otherwise decided by the Chair on a case-by-case basis. Strategic Goal 1.1: Review and amend the Rules of Procedure and Conduct of Business to enhance Assembly effectiveness Strategic Goal 1.2: Enhance committee effectiveness in oversight and enforcement of laws to 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

Strategic Plan 2010 - 2012

Strategic Goal 1.1: Review and amend Rules of Procedure and Conduct of Business to enhance Assembly effectiveness
Background: 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 a rule, 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 moto powers, 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 be amended to empower Standing Committees to hold government to account regarding recommended actions.
practices (Medium-term) Proposed Activities: ? Undertake a comparison of committee rules from other international legislatures, and review existing harmonization recommendations with other Assemblies in Pakistan. ? Leadership attends presentations on suggested rules amendment. ? Leadership champions changes in the Rules of Procedure that strengthen committee functions. ? leadership and majority party ensure passage of new rules. The

Performance Measurement 1.1.1: Rules amended to incorporate best international

Performance Measurement 1.1.2: Rules amended to incorporate timeframe for constitution of Standing Committees and election of chairpersons (Medium-term)
Proposed Activities: ? Leadership champions changes in the Rules of Procedure that are harmonized with the National Assembly, i.e. forming Standing Committees within 30 days of an election. ? Rules are tabled in the House (Also see 3.2.3). New

Performance Measurement 1.1.3: 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 Plan 2010 - 2012

Performance Measurement 1.1.4: Members are aware of the rules and how to use them to maximize functioning of the Assembly roles and responsibilities (Short-term, ongoing)
Proposed Activities: ? Secretariat includes an overview of the Rules of Procedure as regular part of Member The orientation. ? conducts training on use of enhanced Rules of Procedure. PIPS

Strategic Goal 1.2: Enhance committee effectiveness in oversight and enforcement of laws to improve transparency in government departments
Background: 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 (adequate staff, equipment etc.) skills and knowledge of Standing Committee chairs and Members that hampers their work.
and exposure visits (Short-term, ongoing) Proposed Activities: ? 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.

Performance Measurement 1.2.1: Committee Members' skills enhanced through training

Performance Measurement 1.2.2: The Committee Branch is equipped with essential equipment and expanded to include increased number of dedicated staff for Standing Committees (Medium-term, ongoing)
Proposed Activities: ? 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 dedicated staff. ? Conduct a research analysis, identifying the key areas of internal and external research needs for 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 Plan 2010 - 2012

Performance Measurement 1.2.3: Standing Committees regularly utilize external expertise in the functions of law making/legislation and oversight (Medium-term, ongoing)
Proposed Activities: ? Develop a list of preferred providers from universities, business and civil society who meet published criteria. ? Create database of potential individual or institutional experts/consultants, both paid and pro bono. ? Create emergency line item in 2010 budget for hiring several short-term experts for priority sectors.

Performance Measurement 1.2.4: All Members are made aware of the availability and significance of these resources (research, internet, trainings and related infrastructure support) (Short-term)
Proposed Activities: ? Director Library and Research produces and disseminates pamphlet based upon current and future consultant database. ? Fully inform committee Chairs on how to use database and other resources to identify issues, interest groups, and experts for public hearings. ? Train Members of the Standing Committees in how to request research (i.e. Members must ask the right, targeted questions to ensure research is efficient and useful).

Performance Measurement 1.2.5: Members allotted Standing Committees which correspond to their relevant professions and/or inclinations (Long-term)
Proposed Activities: ? Internal mechanism developed and implemented to access Member's interest with the relevant committee. ? Treasury and opposition agree on the system for implementation. ? Director Library and Research to collect the biodata of all the Members and their preferences for Standing Committees.

opposition benches (Long-term) Proposed Activities:

Performance Measurement 1.2.6: Strengthen relationship between treasury and

? Provisions made in the Rules of Procedure to accommodate opposition Members as committee Chairs on the basis of proportional representation. ? Tradition set to award PAC chairmanship to the opposition (National Assembly).

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Strategic Plan 2010 - 2012

Performance Measurement 1.2.7: A number of public hearings conducted and level of public participation increased (Medium-term)
Proposed Activities: ? 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. (Long-term)

Performance Measurement 1.2.8: Standing Committees issue reports on regular basis

Proposed Activities: ? 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.

Strategic Goal 1.3: Make the Assembly bills available in a codified form to increase legislative effectiveness and transparency
Background: 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. Performance Measurement 1.3.1: Legislative Drafting Unit established (Short-term)
Proposed Activities: ? Provisions made in the Assembly budget to establish legal drafting unit within the legislative branch. ? least two qualified legal drafters recruited for drafting legislation. At ? Members briefed on the technical aspects of legislative drafting.

Performance Measurement 1.3.2: Legislative Unit capacity enhanced to undertake codification of Assembly bills and acts (Long-term)
Proposed Activities: ? 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. ? law graduates as interns to consolidate bills and acts. Hire ? Legislative branch builds linkages with one law university to arrange courses in legal drafting and the rules of the Assembly.

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Strategic Plan 2010 - 2012

Performance Measurement 1.3.3: Bill tracking system installed and utilized (Long-term)
Proposed Activities: ? Committee on Rules of Procedure reviews the existing provisions related to introducing bill in the House and makes amendments where necessary. ? Legislative Drafting Unit studies bill tracking systems established in other assemblies and develops one that best suits the requirement of the Assembly. ? Speaker ensures the system is put to use. The

2. PUBLIC PARTICIPATION, Strategic Objective: Linkages developed with institutions for effective legislation
An important role of the Assembly is to promote public participation in all aspects of the Assembly's work by providing avenues for public input into policy-making, and keeping the public 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 to proceedings, 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 and CSOs to assist with the analytical and legislative drafting skills.

Strategic Goal 2.1: Develop linkages with public and private institutions in research and analytic input to various public sector problems Strategic Goal 2.2: Create forums with specialized groups / CSOs participation in policymaking 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 sector problems
Background: The Assembly currently has no formal mechanisms for research and analytical input 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 an opportunity to get citizen feedback.

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Strategic Plan 2010 - 2012

Performance Measurement 2.1.1: Linkage developed with at least three public / private sector institutions to build research facility for Members (Short-term, ongoing)
Proposed Activities: ? Library and Research Unit identifies institutions that will provide support to build research facilities. ? leadership signs memorandum between the Library and Research Unit with outside The research organizations and institutions. ? Library and Research Unit converts policy research of selected institutions into The legislative research formats for Members usage. ? see 3.5 Also legislation per year (Medium-term) Proposed Activities: ? Members interact with civil society organizations to obtain feedback and support on areas of public 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.

Performance Measurement 2.1.2: Initiated at least three public interest subjects for

Strategic Goal 2.2: Create forums for civil society participation in policymaking within functions of the Assembly
Background: 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 growing youth/student population be provided greater access to the workings of the Assembly.
of Assembly

Performance Measurement 2.2.1: Students/youth have greater access to and knowledge

? Produce young citizens guide to the Assembly and link to Assembly website. ? Coordination Officer institutionalizes ability of students to regularly view Assembly proceedings 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.

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3. INSTITUTIONAL DEVELOPMENT, Strategic Objective: Infrastructure facilities improved and human resource capacities enhanced
Effective institutions refer to the physical, administrative, communications and IT infrastructure 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 staff throughout 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 in the 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 the capacity of the Assembly
document. The SP Committee feels it is necessary that all Members believe in and support the goals and objectives of the plan and also that the SP Committee remains in place to monitor whether 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 being addressed.

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

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Performance Measurement 3.1.1: Strategic plan developed and widely disseminated to Members, staff, donors, civil society (Short-term)
Proposed Activities: ? 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 parliamentary activities. ? Place strategic plan on Assembly website.

(Short-term, ongoing) Proposed Activities:

Performance Measurement 3.1.2: Role of Strategic Planning Committee is institutionalized

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

(Ongoing)

Performance Measurement 3.1.3: Annual budgets reflect priorities of strategic plan

Proposed Activities: ? SP Committee to brief the Speaker, Secretary and the House Finance Committee on target The budget areas. ? Emergency items placed in 2010 budget. ? Hold strategic planning budget session in winter 2010 (for 2010-11 budget).

Strategic Goal 3.2: Improve Secretariat systems and structure to support modern Assembly
Background: 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 contributes to 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 term interventions which should improve the current system.

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Performance Measurement 3.2.1: Assembly Secretariat undertakes Human Resource Management (HRM) review (Medium to long-term)
Activities: ? Speaker and the Secretary briefed on value of HRM and systems changes. The ? 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).

Performance Measurement 3.2.2: Donor conference held to share HRM proposal to seek assistance on different aspects of identified needs (Medium to long-term)
Proposed Activities: ? Committee identifies foreign donors and relevant government departments to participate in SP the conference. ? Speaker hosts the conference and presents key findings to solicit support. The ? Committee follows up on pledges to implement the HRM proposal. SP

legislation (Long-term) Proposed Activities:

Performance Measurement 3.2.3: Service Rules are amended and formalized through

? 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 the recommendations proposed by the management consultants. ? Amended rules are approved by the Special Committee and adopted by the Assembly for legislation.

(Long-term)

Performance Measurement 3.2.4: Strengthen the Budget and Accounts Department

Proposed Activities: ? Budget and Accounts section prioritized in the HRM review (see 3.2.1). ? Finance system fully automated.

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Strategic Goal 3.3: Build an independent professional service cadre in Secretariat
Background: Under Article 87 of the Constitution of Pakistan, the Parliament is to regulate the recruitment and conditions of service of staff of the Senate and National Assembly Secretariats through an Act. Unless the Khyber Pakhtunkhwa Assembly introduces and passes such an Act, it will continue to work under its existing Service Rules. As it stands now, many parliamentary staff are civil servants who are drawn from various agencies, mostly on short-term deputation (one to three years). There is not a clear career path for a staff member who enters the Assembly as a young professional.
Over the years, the various political and bureaucratic stakeholders have discussed implementation of a professional parliamentary service cadre. A professional parliamentary service cadre of individuals who are tested and hired competitively specifically for the work in the Assembly, would lead to qualified professionals who begin their career with the Assembly and continue up the ranks of parliamentary service as they gain experience. It would discourage reliance on ad hoc, lateral entry; reduce political pressure to hire unqualified individuals; and incentivize more professional behavior. Ideally, this is a matter which would be taken up together by all Houses.

Performance Measurement 3.3.1: Members and Secretariat are aware of and support the idea of a professional parliamentary service (building political will) (Long-term)
Activities: ? leadership assigns active Member(s) and Secretariat staff to participate in inter-Assembly The working group on Parliamentary Service. ? Assembly makes recommendations as to how a new system could be implemented in The phases, taking into account the politics, bureaucracy and resource base in Khyber Pakhtunkhwa. ? Communicate benefits to the Secretariat and Members. (Long-term)

Performance Measurement 3.3.2: First stages of Parliamentary Service System introduced

Activities: TBD based upon 3.3.1.

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

Background: Members of the Assembly currently have no official offices, nor do they have basic communication equipment such as computers, laptops, blackberries, etc. that are common in modern parliaments. This hampers their ability to conduct basic research, communicate with each other and constituents and perform other basic functions. Similarly the lack of sufficient workable committee rooms makes difficult to hold regular committee meetings.

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new committee rooms (Medium-term) Proposed Activities: ? 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 for space options. ? Produce budget to match assessment of space needs. ? Identify areas for capital development in the Assembly budget.

Performance Measurement 3.4.1: Provision made for new space/offices, including three

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

Background: 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 increase internal efficiency of the Khyber Pakhtunkhwa Assembly, but it will empower and engage the public by providing greater access to parliamentary documents and activities. Performance Measurement 3.5.1: ICT requirements identified (Short-term)
Proposed Activities: ? Needs assessment undertaken by specialists to improve existing and introduce new ICT support both in terms of hardware and software. ? Speaker and the Secretariat briefed on the ICT requirements of the Assembly. The ? plan developed for the Assembly. ICT (Ongoing)

Performance Measurement 3.5.2: Financial provision made in the budget for ICT Plan

Proposed Activities: ? Produce budget to match assessment of ICT needs. ? Identify areas for ICT development in the Assembly budget, including capital and recurrent expenditures..

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equipment, systems (Long-term) Proposed Activities: ? Unit strengthened by training existing and recruiting new human resource on the new ICT IT 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.

Performance Measurement 3.5.3: Automation Unit modernized to maintain new

communication (Short-term) Proposed Activities:

Performance Measurement 3.5.4: Video conference facilities enhance inter-provincial

? needs assessment includes steps to identify and procure video conferencing equipment. IT ? Equipment procured and staff trained on its usage. ? Assembly using the facility for inter-provincial conferences/meetings on regular basis.

Strategic Goal 3.6: Strengthening library, research and information services

Background: In every modern parliament, library, research and information services serve as the backbone to provide Members updated research and information on both national and international issues. For Members to play their role as effective legislators it is essential that the library is well equipped and functions on modern lines through a well trained and professional staff.
provision of effective research and information services (Long-term) Proposed Activities: ? Donors provide assistance to undertake needs assessment to equip library with modern hardware 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.

Performance Measurement 3.6.1: Assembly library revamped on modern lines with

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Performance Measurement 3.6.2: Books catalogued and digitalized (Long-term)
Proposed Activities: ? 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.

Performance Measurement 3.6.3: Secretariat staff trained to expedite and better support research and legislative work of the Assembly (Medium-term, ongoing)
Proposed Activities: ? 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 enhanced to function effectively
Resources/ Support Required

Committees

role

Priority Actions
1.1 Review and assess Rules of Procedure and Conduct of Business to enhance committee effectiveness Enhance committee Chair and Member skills on how to use committee system to improve transparency in Government Departments Make public the work of Standing Committees

Rules related to committee powers and oversight mechanisms amended

Performance Measurement

Responsibility
The Secretary Assembly

By When? 2 ST MT
X

LT

IT backup, infrastructure for committee rooms

1.2

Committee Chairs and Members skills enhanced through training and exposure visits Committee Reports There is regular media coverage of Standing Committees. Media: Session wise newsletter on Assembly and Standing Committees proceedings published regularly Linkages developed with at least 1 faculty of law, journalism and provincial departments and institutions. Offer 10 internships to post graduate students

Trained skilled staff; IT and printing facility; international donors

MPA Sikandar Irfan; Senior Additional Secretary

1.3

Telecasting and recording equipment for committees, and trained staff for existing infrastructure; Donor and International donors Systems: 10 PCs, printers, hidigital resolution scanner, connected with internet facilities Donor assistance

Deputy Secretary PAC; Editorial Board

1.4

Availability of consolidated codified laws to improve Law making

Assistant Secretary; The Secretary

The Speaker; The Secretary

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

23

Annexure: Strategic Planing Framework

2. Strategic Objective: Public Participation - Linkages developed with institutions for effective legislation
Resources/ Support Required By When? ST
X

Priority Actions
2.1 To seek help from public and private institutions in research and analytic input to various public sector problems

Linkage developed with at least 3 public / private sector institutions to build research facility for Members

Performance Measurement

Responsibility
MPA Muhammad Zameen Khan; Director Library and Research; Assembly research officers and institution department heads MPA Shazia Tehmas Khan; Assembly research staff; institution department heads and LD Unit

MT

LT

Training and relevant equipment for researchers

Donor or other donor assistance

Initiated at least 3 public interest subjects for legislation per year

Research and Academic Institutions

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Annexure: Strategic Planing Framework

3. Strategic Objective: Institutional Development - Infrastructure facilities improved and human resource capacities enhanced
Resources/ Support Required By When? ST
X

Priority Actions
3.1 Review, assess and update Rules of Procedure and Conduct of Business To create a better working relationship between opposition and treasury benches

3.2

Privileges Act amended to allow for punitive actions against those delaying response to Assembly Provisions made in the Rules of Procedure to accommodate opposition Members as committee Chairs on the basis of proportional representation. Tradition set to award PAC chairmanship to the opposition Linkages developed with public training institutes for long, short trainings and courses (NIPA, PIPS) Arrange a donor conference to seek assistance on different aspects, to make assembly an effective institution Held at least 1 training workshop / exposure visits (including visits to other assemblies) for Assembly staff every quarter

Performance Measurement

Responsibility
Senior Additional Secretary; The Speaker; The Secretary; Member concerned The Speaker; The Deputy Speaker; the Secretary; Leader of Opposition; MPA Muhammad Zameen Khan

MT

LT

None required

Internal, assembly resources

3.3

To train Secretariat staff to expedite and better support research and legislative work of the assembly

National / international donors, government and CSOs

The Secretary; Deputy Director Finance; Heads of institutions and relevant departments

X Ongoing

Donor assistance

The Secretary; Additional Secretary Admin

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Annexure: Strategic Planing Framework

Priority Actions
3.4 To harness donor assistance and research institutions for introducing and setting up workshop for legislators with brief/crash course with laws and rules of business To ensure that Members of Standing Committees are from relevant professions and/or inclinations to ensure that corrupt practices are stopped due to Members lack of expertise in the field of committees relevance To periodically overview and review planning and strategic efforts and recommend changes to further enhance the capacity of the institution

At least 1 workshops / conference per quarter organized for Members / Secretariat

Performance Measurement

Donor assistance

Resources/ Support Required

Responsibility
The Secretary; Training Unit

By When? ST MT
X

LT

3.5

Internal mechanism developed and implemented to access Members interest with the relevant committee

Internal assembly

The Speaker; Parliamentary party leaders; MPA Shazia Tehmas Khan; MPA Sikandar Irfan; MPA Saqib Ullah Khan Chamkani

3.6

Formation of SP committee

Internal assembly

The Speaker; Strategic Planning Committee; The Secretary

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Annexure: Strategic Planing Framework

Priority Actions
3.7 To build infrastructure and resource to strengthen the research facilities

Constructed at least 03 additional committee rooms with all modern functional facilities

Performance Measurement

Assistance required from donor agencies Procure recording/data backup system for the entire institution 3 heavy-duty photocopiers with auto-sorting function 2 Heavy-duty color printers Necessary equipment including SIS (Simultaneous Interpretation System) 5 Interns with background in library sciences Outsource digitalization of assembly debates / proceedings Printing press for documentation

Resources/ Support Required

Responsibility
The Speaker; MPA Sikandar Irfan; The Secretary

By When? ST MT
X

LT

3.8

Strengthening library and information services

Completed cataloging of library books

Director Library and Research; MPA Sikandar Irfan; The Secretary

3.9

Strengthening the Budget and Accounts Department

Assembly library linked with external libraries Comprehensive database program developed for budget and accounts system Computerized past record, manual developed and staff trained Two qualified legal drafters recruited for legislation Fully automate the PAC

X 1 Laptop and finance software Donor assistance MPA Sikandar Irfan; The Secretary; Director Finance X

3.10 3.11

Establish a legal drafting unit Strengthen PAC Administration

Donor Assistance Donor Assistance

Assistant Secretary; The Secretary The Secretary; PAC

X X

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Glossary
Accountability
Accountability is the acknowledgment and assumption of responsibility for actions, products, decisions, and policies including the administration, governance and implementation within the scope of the role or employment position and encompassing the obligation to report, explain and be answerable for resulting consequences.

Dignity
Dignity is generally proscriptive and cautionary: in politics it is usually synonymous to 'human dignity', and is used to critique the treatment of oppressed and vulnerable groups and peoples, though in some case has been extended to apply to cultures and sub-cultures, religious beliefs and ideals, animals used for food or research, and even plants. In more colloquial settings it is used to suggest that someone is not receiving a proper degree of respect, or even that they are failing to treat themselves with proper self-respect.

Integrity
Integrity is consistency of actions, values, methods, measures, principles, expectations and outcome. As a holistic concept, it judges the quality of a system in terms of its ability to achieve its own goals.

Respect
Respect is esteem for, or a sense of the worth or excellence of, a person, a personal quality, ability, or a manifestation of a personal quality or ability.

Responsiveness
The responsiveness of an interactive system describes how quickly it responds to citizenry input (i.e. the rate of communication with the system).

Responsibility
The obligation to carry forward an assigned task to a successful conclusion. With responsibility goes authority to direct and take the necessary action to ensure success.

Tolerance
The capacity for or the practice of recognizing and respecting the beliefs or practices of others.

Transparency
Transparency, as used in the humanities, implies openness, communication, and accountability.

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

Mission
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 of performance.

Vision
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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