Unit 8: Performance Management Systems
Part 1- Evaluating Performance Management Systems
Many parliaments make use of various performance management systems to evaluate their
effectiveness as a corporate institution.
A number of these tools have proven to be
instrumental in gauging performance and improving management capacity. In recent years, the
three systems most commonly used in a parliamentary environment are strategic planning,
benchmarking, and surveying.
1) Strategic Planning
As explained in Unit 5, strategic planning is "a planning process that includes identifying what
the organization wants to achieve (its vision, mission and objectives), how it will achieve these
goals (the action plans) and how it will measure its success (verifiable indicators)." 1 This
definition from the Government of Western Cape, South Africa, clearly enunciates the need to
evaluate performance when undertaking corporate planning. Without a performance
measurement, an organization cannot determine its level of success or failure and could
inadvertently choose to undertake strategic actions or make decisions that do not advance the
goals and objectives of the institution.
Performance measurements enable the corporate leadership to:
•
Maintain effective oversight over the management of the organization;
•
Ensure transparency and accountability of its operations; and
•
Take (or reassess) appropriate actions and decisions.
1
Western Cape Government, "Definitions for Government Terms" (Online) Available at
www.capegateway.gov.za/eng/directories/glossary/S (Accessed September, 2012).
1
In strategic planning, measurement tools are often referred to as key performance
indicators (KPI's). They are used to gauge, monitor and manage performance in the interest
of reaching the organization’s corporate goals and objectives. KPI's assess an organization’s
effectiveness and determine levels of success or lack thereof.
Let us consider and analyze some typical KPI's in a parliamentary strategic plan.
We will
assume an organizational goal is to build the capacity of the secretariat to meet the needs of
the House and its committees for sound information, policy and budgetary analysis.
The
objective is to improve the research, legislative drafting, and policy and budget analysis skills of
parliamentary research and library officials. The performance measures or KPI’s could be as
follows:
1. Submission and approval of training calendar and budget for staff capacity building;
2. Number of officials trained in research, legislative drafting, and policy and budget
analysis;
3.
Member and Committee levels of satisfaction on the quality of research, legislative
drafting, and policy and budget analysis delivered.
These KPI's provide information about performance on a particular goal but cannot
meaningfully assess the overall effectiveness of the institution. For example, the KPI's noted
above do not address the catalysts that will ensure a sustainable capacity to deliver on the
desired goal, such as human resource practices, and other organizational policies and
procedures.
Informative performance measurement can only be achieved when the institution’s all-inclusive
set of goals and objectives are assessed in a reasonable, quantifiable, and meaningful way.
KPI’s are often the object of criticism by auditors. Developing strong indicators is a work in
progress as organizations attempt to perfect them over time. Therefore, organizations that wish
to measure performance solely using KPI’s should proceed with caution, as this method of
assessment cannot be viewed as a panacea.
2) Benchmarking
2
Benchmarking is a uniform and systematic approach to conducting capacity assessment. It
helps to measure an organization relative to others that are similar to it. In a parliamentary
context, benchmarking is a structured approach for identifying recognized best practices from
other parliaments and parliamentary associations and, if practical or feasible, applying them to
your own parliamentary operations, strategies, processes and procedures.
AGORA, a leading website "portal" for the parliamentary development community, describes
how benchmarking is gaining recognition as a useful resource tool in performance
management. "Parliaments are increasingly assessing themselves against international norms
and standards as they seek to become more independent, accountable, and responsive, and
improve the way they carry out their representative, legislative and oversight functions. Major
inter-parliamentary organizations and their partners are working to develop standards and
assessment frameworks for democratic parliaments. Such standards can contribute to
parliament’s own evaluative and reform efforts to strengthen their performance..." 2
Major international inter-parliamentary organizations (see attachment 1) have joined efforts to
fashion a level of commonality between their different assessment frameworks. In terms of
content, the standards and benchmarks are relatively the same, concentrating mostly on the
constitutional roles and responsibilities of parliaments (to legislate, represent constituents and
keep the Executive accountable). The corporate management benchmarks that are presented
are also very similar in content. However, they are limited and generally focus on the need for
permanent, professional staff and protection of the Clerk/Secretary General from undue political
pressure. While these benchmarks are significant, they are not sufficiently comprehensive to
determine success across the corporate side of the organization.
Benchmarking parliamentary management is an on-going challenge. In 2000, the Clerk of the
Parliament of Queensland, Australia, commissioned a "benchmarking" study 3 and wrote to all
Australian state legislatures seeking their participation. The benchmarking study findings
were as follows:
2
About Standards for Democratic Parliaments
<http://www.agora-parl.org/aboutstandardsfordemocraticparliaments>
3 Neil Laurie, Clerk of the Parliament, Queensland, Benchmarking, KPI's, Annual Reporting for Parliamentary
Departments and the Use of Member Surveys, Paper presented at ANZACATT Professional Development
Seminar, January, 2004.
3
•
Not all Parliaments responded;
•
Some indicated concern about confidentiality;
•
States had differing accounting/budgeting arrangements;
•
There were some inconsistencies in the information provided; and
•
There were different perspectives of the purpose and value of the exercise.
Attempting to harmonize benchmarks or standards at the international level would be even
more challenging due to the distinctiveness of the various parliaments.
The benchmarking process can only be as good as the commitment of each parliament to
participate. Because of the lack of a comprehensive approach to establishing internationally
accepted
standards
on
parliamentary
management,
legislatures
use
staff
secondments/exchanges, parliamentary conferences and seminars, and parliamentary website
portals to seek best practices.
3) Surveys
The parliamentary secretariat exists to serve individual Members and the public on a daily basis.
Unless their level of satisfaction is gauged, the secretariat risks perpetuating or incurring
problems affecting the level of service Members and the public depend on.
Surveying key stakeholders (i.e. Members, the public, employees) can give useful feedback on
the level and quality of service and support the Institution provides. Client and employee
targeted surveys can bring about needed changes in an organization. Likewise, employee
feedback can inform about the mood and morale of the workforce set a direction for resolving
issues before it is too late.
There are several methodologies for carrying out surveys (e.g. face-to-face, questionnaire,
telephone, e-mail), which have, all proven to be useful. However, there are also risks to
surveys:
4
1) Members: In a parliamentary milieu, the response rate to questionnaire surveys is
low and usually not answered by those most important for feedback, the leadership and
Ministers.
2) Public: For the findings to be useful, a survey should be designed by professionals to
ensure it is unbiased and methodologically sound. A large survey sample could incur
high costs for the institution. Despite the advent of social media feedback, data has not
proven to be representative of the targeted groups.
3) Employees: Consulting employees on levels of service can be a source of motivation
but could also be used as a medium to voice grievances.
Despite its limitations, surveying stakeholders can provide information that can lead to timely
remedial action.
"Parliament may be a historic institution, but to remain relevant and healthy in the 21st century,
its practices and systems must keep pace with those of the society it serves and, of almost
equal importance, must be recognized as doing so."
4
Although the three performance
management systems described in this unit bring certain risks and limitations, they are
nonetheless excellent tools. If properly implemented, they will help build stronger institutions
and enhance public trust and confidence.
4
Jill Anne Joseph, Benchmarking our Legislatures, Canadian Parliamentary review, Autumn, 2010, p.56
5
Part 2- Finding a Solution to Assess Management in Parliament (adopting a
Management Accountability Framework)
The challenge for all parliaments is to bridge the gap between current management capacity
and the optimal performance level they aspire to achieve. Good management frameworks can
provide solutions. "Having the best people, cutting-edge technology, and time-tested protocols
is certainly helpful. But true excellence requires continuous measurement, tracking, and
research." 5
In the search for excellence, public sectors all over the world have developed management
frameworks by which performance can be measured. For example, the European Union 6, India 7,
Kenya 8 , New Zealand 9 , Canada 10 and United Kingdom 11 have introduced more sophisticated
measurements within their government departments and agencies. A comparison of these six
examples reveals that they are similar in intent (performance management) and methodology
(regular diagnosis of organizational capability). They all provide a management accountability
framework from which public institutions can gauge their success.
Based on certain elements of sound management, a "parliamentary" management
accountability framework (MAF) model has been drafted from international best practices
and from the course content. It is an integrated model that sets out ten elements which
collectively define "management” with a series of indicators and associated measurements to
assist you in determining your institution’s management “maturity”, identifying areas of
strength and weakness, and establishing a pathway to promote continual management
improvement.
Todd Strubbe, "Customer Surveys Improve Customer Service", June 27, 2006, (Online) Available at
http://multichannelmerchant.com/opsandfulfillment/contact_center_advisor/customerservey_service/
(Accessed September, 2012).
6 European Union, < http://www.eipa.eu/en/pages/show/&tid=67>
7 India, <http://www.performance.gov.in/>
8 Kenya, <http://unpan1.un.org/intradoc/groups/public/documents/AAPAM/UNPAN025987.pdf>
9 New Zealand, <http://www.ssc.govt.nz/pif>
10 Canada, <http://www.tbs-sct.gc.ca/maf-crg/index-eng.asp>
11 United Kingdom, <http://www.civilservice.gov.uk/about/improving/capability>
5
6
The following model is intended to serve as a tool to help you look at management practices
and policies and determine that the key elements for sound management are in place in your
Parliament.
Management Accountability Framework and Indicators
12
(Ten essential elements of sound management and a series of indicators and
associated measurements)
1. Values and Ethics
Through their actions, institutional corporate leaders continually reinforce the importance of
"public interest" values and ethics (e.g. democratic, professional, ethical and people values).
1. 1 Values-based Leadership and Organizational Culture-Institutional leaders embody
"public interest" values and ethics and foster a culture of integrity and respect in the Institution
Evidence:
•
Leadership demonstration and promotion of strong institutional values and ethics;
•
Institutional values and ethics infrastructure in place, understood and effective;
•
Intrinsic institutional culture of values and ethics is reflective of the public's expectation
and interest.
2. Governance and Strategic Directions
The essential conditions—autonomy, internal coherence, corporate discipline and alignment to
outcomes (vision and strategic goals)—are in place to provide effective strategic direction,
support to Members, and the delivery of results.
(Please note that the text of MAF was modified to align the elements with those relevant to
Parliament)
Canada, Treasury Board of Canada, "Management Accountability Framework" 2012, (Online) Available at
http://www.tbs-sct.gc.ca/maf-crg/index-eng.asp, (Accessed September 2012).
12
7
2.1 Autonomy of parliament -A corporate governance that is independent from the
executive arm of the State
Evidence:
•
(Institutional and Political Autonomy): The statutory and policy frameworks (Statutes,
Standing Orders, policies and procedures) are adapted and amended by Parliament
•
(Financial Autonomy): An all-party committee of Members (i.e. or the Corporate body)
has the authority to review and administer Parliament's budget which should not be
subject to amendments by the Executive (a Latimer House Principle)
•
(Administrative): The Legislature shall have adequate non-partisan professional staff to
support its operations including the operations of its committees. (a CPA benchmark)
•
(Administrative) The Legislature has the capacity to have and manage its own
properties and buildings and to be part of contracts
2.2 Effectiveness of the Corporate Management Structure: An integrated corporate
system of decision-making enables effective allocation of resources to priorities, alignment of
activities to outcomes (Vision and Goals) and management of accountabilities
Evidence:
•
Extent to which roles and responsibilities of the leadership stakeholders (Speaker,
Corporate Body and Head of the Parliamentary Service) are clearly defined (Constitution,
Statutes, Rules or Policies)
•
Extent to which the decisions and actions are taken in the interest of the public
•
Extent to which the organization’s Corporate Governance Structure is aligned to the
Institution's Corporate Business Plan and the degree to which it reviews program activity
priorities, performance, and resource allocations
•
Extent to which the organization’s Corporate Business Plan (i.e. strategic and annual
action plans) is aligned to corporate priorities, serves to align sector business plans and
resource allocations, and integrates HR, IM/IT, communications and other corporate
plans
2.3 Utility of the Corporate Performance Framework-A robust performance framework
8
reinforces corporate alignment to outcomes (vision and goals)
Evidence:
•
Quality of the performance measurement framework deliverables, (including expected
results, targets and performance indicators, responsibilities, time frames, data sources,
and frequencies of data collection)
•
Extent to which the performance measurement framework is used to support
organizational decision-making
2.4 Effectiveness of Institution to foster efficiency and effectiveness through
ongoing adoption of best practices and continuous improvement-Leadership of and
commitment to improvements
Evidence:
•
Degree to which organizations are effectively participating in selected horizontal
initiatives without risking its institutional autonomy (within Parliament in the case of
bicameral Institutions, other parliaments or government departments/agencies)
Extent to which the performance measurement framework is based on achieving best practices
3. Policy and Programs
Institutional research and analytic capacity is developed and sustained to assure high quality
policy options, program design and advice to the corporate body.
3.1 Quality of Analysis in Corporate Body Submissions-The organization puts forward
corporate body submissions with realistic options, well-identified risk factors and mitigation
strategies, and appropriate context
Evidence:
•
Accuracy and reliability of supporting information in Corporate Body Submissions
•
Quality, adequacy and soundness of analysis (including outcomes, factual analysis,
performance history, options, business case, program and project approvals, financial
and non-financial performance projections, risk factors and mitigation strategies to
9
address audit findings)
4. Results and Performance
Relevant information on results (internal, service and program) is gathered and used to make
departmental decisions, and public reporting is balanced, transparent, and easy to understand.
4.1 Quality and Use of Evaluation-Evaluation is valued by the Head of Parliamentary
Service and is used to inform expenditure and policy decision-making
Evidence:
•
Quality of evaluations, including focus on value for money and program improvement
•
Neutrality of evaluation function (governance and resources)
•
Evaluation coverage of the organization’s programs
•
Use of evaluation in support of decision-making in the organization
4.2 Quality of Performance Reporting- Institutional Annual Corporate Reports are credible,
reliable, balanced, and are of high quality
Evidence:
•
Extent to which clear performance expectations (in the Corporate Business Plan) are
tracked and reported on in the Institutional Annual Corporate Report.
•
Extent to which the Institutional Annual Corporate Reports sets performance in context,
is balanced and reports on lessons learned
5. Learning, Innovation and Change Management
The organization anticipates and plans organizational change, promotes organizational learning,
and systematically assesses results to facilitate continuous improvement and innovation.
5.1 Managing Organizational Change- Organizational change management is defined as a
concerted, planned effort to increase organizational effectiveness
10
Evidence:
•
Presence of an organizational change plan and the capacity to seek opportunities for
improvement
•
Extent to which the organization is engaged when undertaking change management,
and change processes are clear and well understood
•
Extent to which the organization can assess change and demonstrate results, and the
level of commitment of senior management
6. Risk Management
The executive team clearly defines the corporate context and practices for managing
organizational and strategic risks proactively.
6.1 Effectiveness of Corporate Risk Management- Risk is a factor in corporate decision-
making processes and management
Evidence:
•
Senior management directs, participates in and provides oversight of the organization’s
Risk Management approach
•
Organization is implementing its Risk Management approach
•
Risk Management explicitly informs corporate decision-making, planning and reporting
7. People
The department has the people, work environment and focus on building capacity and
leadership to assure its success and a confident future.
7.1 Extent to which the Workplace is Fair, Enabling, Healthy and Safe- A workplace
that is fair, enabling, and healthy and safe in order to provide the best services to Members
Evidence:
•
Extent to which the workplace exhibits fair employment and workplace practices and
11
effective labor relations
•
Extent to which the workplace exhibits clear direction, collaboration, respect and support
for employee diversity and personal circumstances in order to enable them to fulfill their
mandate
•
Extent to which the workplace is a healthy and safe physical and psychological
environment
7.2 Extent to which the Workforce is Productive, Principled, Sustainable and
Adaptable-A workforce that is productive, principled, sustainable and adaptable in order to
provide the best services to its citizens
Evidence:
•
A committed workforce with the size, mix of skills and the diversity of backgrounds to
competently perform its duties
•
Extent to which the workforce is reflective of the country's population, and performs its
duties guided by the values and ethics in the public's interest
•
Extent to which the workforce is versatile, innovative and engages in continuous
learning
8. Stewardship
The departmental control regime (assets, money, people, services, etc.) is integrated and
effective, and its underlying principles are clear to all staff.
8.1 Effectiveness of Information Management (note: for info only...to be covered in
subsequent module) ---Information Management (IM) supports the Institution's business
strategy. The statutory and regulatory requirements, of the Access to Information and Privacy
Acts, if applicable to Parliaments, have been met.
12
Evidence:
•
Corporate governance for information management
•
Management of information and records to meet program and service outcomes,
operational needs and accountabilities
Statutory and regulatory requirements of the Privacy Act are met (including sound
•
management practices with respect to the handling and protection of personal
information and consistent public reporting on the administration of the Act)
If applicable to Parliament, statutory and regulatory requirements of the Access to
•
Information Act are met (including consistent public reporting on the administration of
the Act)
8.2 Effectiveness of Information Technology Management (note: for info. only... to be
covered in subsequent module) ---Information Technology (IT) supports the organization’s
business strategy and government-wide objectives
Evidence:
•
LEADERSHIP: Designation of a senior official to ensure that information technology
supports the organization's business strategy and government-wide objectives and
participation
in
setting
government-wide
strategic
directions
for
information
technology
•
PLANNING: Alignment of information technology plans with the overall the strategic
directions for information technology and that information technology governance
structures are integrated with the corporate governance structure and define
appropriate decision rights
•
VALUE: Organizational use common or shared IT assets and services to avoid
duplication, when such assets and services are available and appropriate, and
performance measurement tools and the use of metrics to guide departmental
management of information technology towards improved efficiency, effectiveness
and innovation
13
8.3
Effectiveness
of
Asset
Management
Procurement- Effective Lifecycle Asset
Management supports the organization’s business strategy and delivery of programs and services
Evidence
•
Procurement Management founded in an effective regime for planning, decision making
and governance
•
A real property management framework supportive of timely, informed real property
management decisions
•
A materiel management framework supportive of timely, informed materiel management
decisions
8.4 Effective Procurement-A balanced approach to effective, efficient and economical
procurement contributes to valuable program delivery
Evidence:
•
An institution-wide procurement governance and oversight structure
•
Ability to satisfy operational requirements through procurement
8.5 Effectiveness of Financial Management and Control-Timely and accurate financial
reporting; compliance with authorities; and accountability for the effective control of public
resources
Evidence
•
Compliance with financial legislative authorities and policies
•
Quality, timeliness and accuracy of reporting for the Public Accounts
•
Strength of financial management capacity
•
Quality of organizational financial statements and progress towards realizing audited
financial statements
•
Quality of internal financial reporting
•
Organizational initiatives in financial management completed or underway
14
8.6 Effectiveness of Internal Audit Function-The organization has an effective internal
audit function that is founded on rigorous risk-based planning, sound reporting, demonstrable
results and appropriate governance and level of resources/capacity
Evidence: •
An Internal Audit governance structure is in place, and monitored progress is achieved
•
Internal
Audit
planning,
assurance
engagement,
reporting
and
follow-up
processes/practices are in place
•
Internal Audit Human Resources/Capacity are appropriate to requirements
•
Expected results for the Internal Audit function are established, measured, and used by
Senior Management
8.7 Effective Management of Security -Security and business continuity contribute to the
effectiveness of government by safeguarding employees, information, and assets
Evidence:
•
Extent to which a parliamentary security program is established and managed based on
best practices, to ensure the co- ordination of all policy functions and implementation of
policy requirements.
•
Extent to which an Information Technology (IT) security program is established and
managed, to ensure that sensitive information and IT systems are adequately protected.
9. Client-focused Service
Services are designed and delivered based on members needs and expectations and
continuously evolve in response to their feedback.
9.1 Members-focused Service-High quality service promotes members confidence in the
secretariat service, produces high levels of client satisfaction, demonstrates value for money to
taxpayers and contributes to Members fulfilling their constitutional duties
Evidence:
15
•
Extent to which management is engaged in the overall management of service delivery
and of service-related priorities with clear and well-established management processes
and demonstrated results
•
Members views/needs are considered when developing new services, programs or
policies
10. Accountability
Accountabilities for results are clearly assigned and consistent with resources, and delegations
are appropriate to capabilities.
10.1 Alignment of Accountability Instruments
Evidence:
•
Clarity of assignment of responsibilities and accountabilities throughout the Institution
•
Extent to which the achievement of financial and operating results is embedded in
performance appraisals (agreements)
•
Extent to which managers are properly trained on their authorities and delegations.
•
Extent to which the Head of Services demonstrates an understanding of, and exercises
appropriate use of, delegated authorities within the organi
16
Part 3- Your Final Assignment - applying the framework to your parliament
You will also find a rating template (see attachment 2) to assist you in determining your
institution’s highpoints and challenges.
personal use.
This assessment exercise is provided for your own
The results will remain private and shall not be released. Through the
assessment, you will be asked to extrapolated vulnerable management sectors in your Assembly
and make recommendations for improvement based on your learning.
As you carry out this exercise, you will review the principles and elements of "good governance"
and assess their applicability to your own Parliament. You will also consider ways to improve
parliamentary corporate management to better serve Members in fulfilling their constitutional
obligations.
(Attachment 1)
Comparative Table of Benchmarks/Standards 13
(Parliamentary Corporate Management)
Lisa von Trapp, UNDP, Democratic Governance Group, Benchmarks and Self-Assessment Frameworks for
Democratic Parliaments, March 2010
B russel
-57.
(Note:
s/Ntext
ew York,
modified)
pp.
47
Online,
available at <www.agora-parl.org/sites/default/files/Background_Publication_Final_0.pdf>. (Accessed
September 2012).
13
17
Frameworks and Major Actors
CPA
Latimer
Benchmarks 14
Principles 15
House NDI Standards 16
APF Criteria* 17
(* unofficial translation
of criteria below)
4.2.2
The
legislature
3.1.2.4 Parliament shall
shall provide adequate
shall provide adequate
provide in an equitable
resources and facilities
resources and facilities
way,
for
for
resources and facilities
party
Legislature
4.2.3
groups
The
party
groups
pursuant to a clear and
pursuant to a clear and
transparent formula that
transparent formula that
does
does
not
unduly
not
advantage the majority
party.
party.
The
for party groups.
unduly
advantage the majority
5.1.1
adequate
Legislature
3.2.1.1
The
shall have an adequate
administrative
non-partisan
management
professional
staff
to
Parliament
of
shall
be
support its operations
based on a permanent,
including the operations
professional,
of its committees.
partisan to support the
operations
nonof
various
departments.
5.1.2 The Legislature,
4. Parliaments should be
5.1.1
The
legislature,
3.2.1.2 Parliament shall,
14 Commonwealth Parliamentary Association (CPA)- "Recommended Benchmarks for Democratic
Legislatures", 2006, (Online) Available at www.agora-parl.org/node/57 (Accessed September 2012)
15 Commonwealth, "Latimer House Principles", 1996, (Online) Available at
www.cmja.org/downloads/latimerhouse/commprinthreearms.pdf (Accessed September 2012).
16 National Democratic Institute for International Affairs (NDIIA), "Toward the Development of International
Standards for the Functioning of Democratic Legislatures", 2007, (Online) Available at
www.ndi.org/files/2113_gov_standards_010107.pdf (Accessed September 2012).
17 Assemblée parlementaire de la Francophonie (APF), "La réalité démocratique des Parlements: Quels
critères d'évaluation?", 2009, (Online) Available at www.agora-parl.org/es/node/51 (Accessed September
2012).
18
rather
than
the
serviced
executive branch, shall
professional
control
independent
the
parliamentary
and
service
determine
by
a
staff,
of
the
rather
than
the
independently
of
the
executive branch, shall
executive, have control
control its staff.
of
regular public service.
parliamentary
services and determine
the
the
terms of employment.
conditions
of
recruitment
and
employment of staff.
3.2.1.3 The service staff
of Parliament shall be
impartial
and
demonstrate a duty of
discretion
in
the
exercise of its functions.
3.2.1.5
The
representation
of
women
be
must
ensured at all levels of
the
hierarchy
of
the
parliamentary
administration
5.1.3
The
legislature
3.2.1.4 The service staff
shall draw and maintain
shall draw and maintain
of Parliament shall be
a
a
clearly
clear
Legislature
5.12
distinction
The
clear
distinction
distinguished
between partisan and
between partisan and
from
non-partisan staff.
non-partisan staff.
(people at the exclusive
service
political
staff
of
parliamentarian
a
or
a
political group).
5.1.4 Members and staff
5. Adequate resources
of the Legislature shall
to government and non-
have access to sufficient
government
19
research,
library,
and
ICT facilities.
backbenchers should be
provided
to
improve
parliamentary input and
should include provision
for: a) training of new
members; b) secretarial,
office,
library
research
drafting
and
facilities;
assistance
including
private
members' bills.
5.2.1
The
shall
have
Legislature
5.2.1
The
legislature
3.2.2.1 Parliament shall
adequate
shall
have
adequate
have the resources to
resources to recruit staff
resources to hire staff
recruit
sufficient to fulfill its
sufficient to fulfill its
corresponding
responsibilities.
responsibilities.
needs.
The
Non-
rates of pay shall be
partisan staff shall be
broadly comparable to
recruited and promoted
those
on the basis of merit
in
the
public
service.
5.2.2
The
and equal opportunity.
Legislature
5.2.2
The
its
3.2.2.2 The salary scale
of personnel shall be
commensurate to that
legislature
shall not discriminate in
its recruitment of staff
its hiring of any staff on
on the basis of race,
the
ethnicity,
ethnicity,
religion,
to
of the Public Service.
shall not discriminate in
basis
personnel
of
race,
religion,
gender, disability, or, in
gender,
or
physical
the case of non-partisan
ability.
staff, party affiliation.
shall not discriminate in
Additionally,
it
its hiring of non-partisan
staff on the basis of
20
party affiliation.
5.3.1 Recruitment and
promotion
of
See above, NDI 5.2.1
3.2.2.3 The recruitment
non-
and promotion of staff
partisan staff shall be on
of Parliament's services
the basis of merit and
shall base on a fair and
equal opportunity
transparent
selection
process.
5.4.1 The head of the
5.3.1
legislature
3.2.3.1 The service staff
parliamentary
shall clearly codify the
of Parliament shall enjoy
shall have a form of
responsibilities
the protection status of
protected
semi-independent,
any
prevent undue political
nonpartisan
political pressure.
pressure.
general. The secretary
service
status
to
The
of
the
secretary-
general
shall
ultimately
accountable
form
of
undue
be
to the legislature, and
the
secretary-general’s
tenure shall outlast the
legislature.
5.4.2
Legislatures
should,
either
by
6.
An
all-party
committee of members
legislation or resolution,
of
establish
review and administer
corporate
parliament
should
bodies responsible for
parliament's
providing services and
which should not be
funding entitlements for
subject to amendment
parliamentary purposes
by the executive.
and
providing
governance
of
budget,
for
the
parliamentary Service.
5.3.2
No
partisan
or
non-partisan staff of the
21
legislature, including the
secretary-general, shall
have any legislative or
procedural
authority,
including voting, in the
legislature.
5.4.3 All staff shall be
5.3.3 All staff shall be
3.2.3.2 A mechanism to
subject to a code of
subject to a code of
prevent,
conduct.
conduct
bring
to
detect,
and
justice
the
parliamentary
secretariat staff or the
political staff engaged in
fraudulent practices or
corruption must exist
5.4.3 Non-partisan staff
shall publish transcripts,
votes and schedules.
Additional Assessment Frameworks of Interest
1) Commonwealth Parliamentary Association (CPA), "Recommended Benchmarks for Asia, India
and South-East Asia Regions’ Democratic Legislatures" 2006 (Online) Available at www.agoraparl.org/node/2798 (Accessed September 2012).
2) Commonwealth Parliamentary Association (CPA), "Recommended Benchmarks for the CPA
Caribbean, Americas, and Atlantic Region Democratic Legislatures", 2011, (Online) Available at
http://www.cpa-caaregion.org/media/get_media.php?mediaid=caa4fafb-a31
(Accessed
September 2012).
3) Commonwealth Parliamentary Association (CPA) - "Recommended Benchmarks for Pacific
Island Democratic Legislatures", 2010, (Online) Available at www.agora-parl.org/node/2795
(Accessed September 2012).
22
4) Inter Parliamentary Union (IPU) "Evaluating parliament, A self-assessment toolkit for
parliaments" (Online) Available at http://www.ipu.org/pdf/publications/self-e.pdf (Accessed
September 2012).
5) National Democratic Institute for International Affairs (NDIIA), "Toward the Development of
International Standards for the Functioning of Democratic Legislatures", 2007, (Online)
Available at www.ndi.org/files/2113_gov_standards_010107.pdf (Accessed September 2012).
6) Parliamentary Confederation of the Americas (COPA), "Parliamentary Confederation of the
Americas
Committee
on
Democracy
and
Peace"
2011
(Online)
Available
at
http://www.copa.qc.ca/eng/committees/Democracy-Peace/documents/DOC-CDP-criteres-aVF_000.pdf (Accessed September 2012)
7) Southern African Development Community (SADC) "Benchmarks for Democratic Legislatures
in
Southern
Africa"
2010,
(Online)
Available
at
http://www.osisa.org/sites/default/files/sadc_parliamentary_forum_benchmarks_for_democratic
_legislatures.pdf (Accessed September 2012).
(Attachment 2)
Management Accountability Framework
(Capacity Self-Assessment)
Elements
Ratin
(1)
(2)
(3)
(4)
(5)
& Indicators
g
Non-
Early
Good
Advance
Best
existent
stages of
Manage-
d
practices
or
develop-
ment
Practices
undevelop
ment
Practices
23
ed
1.Values and Ethics
-
Values-based
Leadership
and
Organizational Culture
2. Governance & Strategic Direction
- Autonomy of Parliament
-
Effectiveness
of
the
Corporate
Management Structure
- Utility of the Corporate Performance
Framework
-
Effectiveness
of
Organizational
Contribution to Government-wide Priorities
3. Policy and Programs
- Quality of Analysis in Corporate Body
Submissions
4. Results and Performance
- Quality and Use of Evaluation
- Quality of Performance Reporting
5. Learning, Innovation & Change Mgt.
- Managing Organizational Change
6. Risk Mgt.
-
Effectiveness
of
Corporate
Risk
Management
7. People
- Extent to which the Workplace is Fair,
Enabling, Healthy and Safe
-
Extent
Productive,
to
which
Principled,
the
Workforce
Sustainable
is
and
24
Adaptable
8. Stewardship
- Effectiveness of Information Management
- Effectiveness of Information Technology
Management
- Effectiveness of Asset Management
-Effective Procurement
- Effectiveness of Financial Management and
Control
- Effectiveness of Internal Audit Function
- Effective Management of Security
9. Members-focused service
- Members-focused Service
10. Accountability
- Alignment of Accountability Instruments
25
26