Stiateg|c l|au

2010 - 2012
NA1lONAl ASSLV8l Ol lAklS1AN
1ab|e o| Couteuts
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

Our Mission and Values

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It is a matter of great pride that the National Assembly has worked over the last one year to come
up with its first Strategic Plan for the development of the Assembly as an institution, while,
simultaneously, tackling important political and social issues.
After the passage of the Constitution (Eighteenth Amendment) Act, 2010 (Act X of 2010), the
National Assembly takes on renewed roles and responsibilities, as it fulfills its mandate as the
central democratic institution in the country. The Strategic Plan helps ensure the Assembly has a
corresponding plan to upgrade its facilities, systems, and human resources over the next three
years. The plan ensures the National Assembly maximizes its roles of oversight, representation
and law-making to serve the people of Pakistan.
In March, 2009, Madame Speaker, Fehmida Mirza nominated a Strategic Planning Committee
comprising MNAs representing all the Parliamentary Parties in the Assembly, and senior staff of the
Secretariat to develop the three-year Strategic Plan for modernization of the Assembly. After a
series of consultations, meetings and planning sessions, the SP Committee has developed the
enclosed plan, which was formally adopted by my office on behalf of the Assembly in June 2010.
As the Chair of the Strategic Planning Committee, I would like to thank Mrs. Yasmeen Rehman, Dr.
Azra Fazal Pechuho, Sardar Ayaz Sadiq, Ms. Bushra Gohar, Ms. Asiya Nasir, Mr. Sheikh Waqas
Akram, Syed Haider Abbas Rizvi, MNAs, for their active participation and counseling. I would also
like to thank from the Secretariat: Karamat Hussain Niazi, Secretary, National Assembly, Mr.
Ishtiaq Ahmed Khan, former Additional Secretary (Admn), and Mr. Tariq Pervez Bhatti, Director IT
and Automation.
I would also like to acknowledge the support extended by USAID-Pakistan Legislative
Strengthening Project (PLSP), who helped facilitate this effort, and the work of the Legislative
Development Steering Committee for helping to validate the plan.
The National Assembly will be looking forward to cross-party support to implement and achieve
targets set out in this plan. As improvement in the Assembly's performance will ultimately benefit
constituents, therefore I keenly request whole-hearted support from everyone - political
leadership, Members, SP Committee and the staff of the National Assembly Secretariat.
Faisal Karim Kundi
Deputy Speaker National Assembly
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MissionStatement
Our Values
To strengthen the National Assembly to more effectively represent, and be accountable to, the
people in accordance with the Constitution of Pakistan.
Our values guide the performance and management of the parliament. Our values are formed by
that which we treasure and hold dear. They formthe foundation that will give rise to policies, which
provide guidance in the implementation of everyday services and projects.
The values of the National 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 Pakistan, 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
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The Islamic Republic of Pakistan is a Federal State comprising four provinces Balochistan, Khyber
Pakhtunkhwa, the Punjab, and Sindh.
Article 50 of the Constitution provides that the Parliament of Pakistan shall consist of President and
the two Houses known as the National Assembly and the Senate. The National Assembly has an
edge over the Senate by legislating exclusively on money matters. With exception to money bills,
however, both the Houses work together to carry out the basic work of the Parliament, i.e. law
making.
The Members of the National Assembly are elected by direct and free vote in accordance with law.
The President is elected by Members of both Houses of the Parliament and the Provincial
Assemblies. The Prime Minister, who heads the Cabinet, enjoys the confidence of the majority of
the Members of the National Assembly. Members of the Cabinet are appointed by the President on
the advice of the Prime Minister. In the formation of the Cabinet, the major portion (75%) goes to
National Assembly while the rest (25%) of the Members are taken fromthe Senate.
The Bill relating to the Federal Legislative List can be originated in either House. If the House
passed the Bill through majority vote, it shall be transmitted to the other House. If the other
House passes it without amendment, it shall be presented to the President for assent.
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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. The
repeated military coups and other disruptions of democratic governance have undermined the
legislative institutions' ability to formulate and implement long-termstrategic plans.
Strategic planning is a structured and coordinated process for developing medium/long-term
organizational and administrative 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 March 2009, the Speaker of the National Assembly, the Honorable Dr.
Fehmida Mirza, nominated a multi-party committee of eight Members of the National Assembly
and three members of the Secretariat to participate in a strategic planning process. The
Members of the Strategic Planning Committee are:
Faisal KarimKundi,Deputy Speaker and Convener of Committee
Yasmeen Rehman, MNA
Dr. Azra Fazal Pechuho, MNA
Sardar Ayaz Sadiq, MNA
Bushra Gohar, MNA
Asiya Nasir, MNA
Sheikh Waqas Akram, MNA
Syed Haider Abbas Rizvi, MNA
Karamat Hussain Niazi, Secretary National Assembly
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Ishtiaq Ahmad Khan, Additional Secretary National Assembly
Tahir Hanfi, Director General (L&R)
Tariq Pervez Bhatti, Director Automation
The Members of the Committee 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 National 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 (The original framework is included in
Annexure).

Mr. Khan subsequently moved to a position with Elections Commission of Pakistan.

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Assessing the needs, priorities, challenges and opportunities of
Members andof the staff of the Secretariats
Establishinga Strategic PlanningCommittee
FormulatingVision, Goals, Objectives andActivities
DevelopTarget Objectives andActionPlans
PLSP worked with the National Assembly and other Houses 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 of 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.
After the Strategic Planning Committee was nominated, as outlined above, PLSP hosted a one-day
orientation session for the Strategic Planning Committee in April 2009 on the concept of strategic
planning in a parliamentary context.
From15 to 17 August 2009, the Committee met in Lahore 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.
By the end of the retreat, the Strategic Planning Committee from the National Assembly had
developed a detailed strategic planning framework (see Annex I), which provided the basis for this
plan.
Following the retreat, the Deputy Speaker and the Members of the SP Committee were asked for
further comments 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 which follows. This material was then reviewed by the
Strategic Planning Committee through a public validation session. PLSP made further edits based
upon the Committee's request, and the Deputy Speaker of the National Assembly, as the convener
of the Committee, signed off on the final report in June 2010.
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TyingActivities to FundingDecisions andBudget 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 fromNGOs 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 Committee agreed to champion
certain objectives with the House Finance Committee, to ensure appropriate line items or levels of
funding identified for the final budget submission.
The 2009-10 Assembly annual budget was adopted by the time the strategic planning process was
in its final stages, as the fiscal year begins on Ist July. 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 2011-12 and 2012-13
budget formulation in close consultation with the Secretariat and the House Finance Committee.
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Strategic Objectives
A. Oversight/Legislation Functions
B. Public Participation
C. Effective Institution
Key Issues & Challenges identified by the Strategic Planning
Committee
A. Key Issues (Internal to the Assembly)


Undertake effective legislation to reflect public interest and hold government accountable
Institute policy-making that reflects public participation, aspirations and needs
Ensure National Assembly has a cadre of professional staff and adequate infrastructure to
effectively support the House and the Standing Committees to perform legislative functions,
oversight, and public participation
Members not following Rules of Procedure
No strategy to handle administrative issues
Lack of follow up of problems to be addressed
Lack of willpower to exercise legislative powers
Less effective Secretariat; weak support from the Secretariat due to non availability of
qualified support staff
Lack of interest of Members in NA proceedings
Members unaware of the NA workings
Bias and/or lack of tolerance for each other's viewpoint
Lack of internal democracy within political parties
Limited availability of committee rooms
Weak committee structures
Lack of a free flow of information and knowledge
Insufficient number of working days/hours
Slow legislative procedures
Overall quality of NA Members
Lack of political will to fully exercise government oversight
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Developed through SWOT Analysis by NA SP Committee Members at Bhurban.
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B. Key Challenges (External to the Assembly)
Strategic Planning Framework
1. OVERSIGHT/LEGISLATIVE PROCESSES, Strategic Objective:
Interruptions of the parliamentary system/democracy
Low literacy rate
Frequent amendments in constitution
Lack of law and order/instability
Lack of long-term planning by the government
Interventions of foreign countries
Politicization of Islam
Western countries' support for dictatorship
Military intervention
Religious extremism
Secret collusion/interference of intelligence services
Media and vested interest groups derailing policy
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, the SP
Committee set goals that need 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 / Legislative; 2) Public Participation;
and 3) Effective Institutions
Undertake effective legislation to reflect public interest and hold
government accountable
Strategic Goal 1.1: Amend Rules of Procedures and Conduct of Business to enhance
Assembly effectiveness
Strategic Goal 1.2: Empower and improve functioning of Standing Committees
Strategic Goal 1.3: Enhance NA role in fiscal oversight/accountability
Strategic Goal 1.4: Enhance Members' capacity as legislators
Stiateg|c l|au 2010 - 2012
Strategic Goal 1.1: Amend Rules of Procedures and Conduct of Business
toenhance Assembly effectiveness
Background:
Performance Measurement 1.1.1:
Performance Measurement 1.1.2:
Over the years, the National Assembly's Rules of Procedure have been amended
to include some international best practices, but they still require some enhancements and also
effective implementation. For example, the National Assembly calls for election of the Standing
Committees within 30 days of a new parliament, but this rule was not enforced after the 2008
general elections. (In some cases Members were named, but Chairs were not nominated until
months later.) Although NA committees have suo moto powers, generally Standing Committees
lack knowledge and access to research and logistical support to fully exercise those powers.
Similarly, rules related to Business of the House need to be amended to allow proceedings
(Question Hour, Call Attention Notices, Privilege Motions, etc.) to be publicized electronically,
recognizing the evolution of modern communications.
Rules amended to incorporate best international
practices and make proceedings more transparent
Review existing comparison of Committee Rules from similar international legislatures to
incorporate changes, such as Rule 233 related to restriction on publications of proceedings to
allow for electronic publication of Motions, Question Hour, etc.
Legislative Branch initiates suggested changes.
Suggested rules amendments presented to the leadership.
Leadership champions changes in the Rules of Procedure that strengthen legislative functions.
The leadership and majority party ensure passage of new rules.
Members aware of rules and how to use them to
maximize functioning of Assembly roles and responsibilities
The Secretariat includes overview of the Rules of Procedure as regular part of Member
orientation and recurrent training.
PIPS conducts specialized training on use of new/enhanced Rules of Procedure.


Proposed Activities:
Proposed Activities:
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Strategic Goal 1.2:
Background:
Performance Measurement 1.2.1:
Performance Measurement 1.2.2:
Empower and improve functioning of Standing
Committees
Standing Committees, engines of a modern parliament, are key for initiating or
amending legislation; they ensure financial control, scrutiny of government policy and act as
forums of public representation. When Standing Committees are effective, they multiply the
amount of work that parliaments can accomplish.
In the National Assembly, the Standing Committees have access to only a small research unit, with
no researchers specifically dedicated to committees, with requisite sectoral expertise. Outside
experts are sometimes, but not regularly, engaged to assist Standing Committees in their
investigatory work and/or policy analysis. Furthermore, the internal Assembly budget has no line
item currently for the Assembly or the committees to hire short-term experts. The Pakistan
Institute for Parliamentary Services (PIPS) which is becoming fully operational over the next year
will provide the Assembly access to some researchers and materials. PIPS however may not
completely fill the gap in research resources required by the Assembly to fully exercise its
legislative and oversight roles.
Capacity of Committee Chairpersons and Members
enhanced
Proposed Activities:
Identify training needs for Committee Chairs and Members (including through existing
documents, such as reports on Conference of Committee Chairs).
Chairs and Members undertake training on the basis of need assessment through PIPS
developed committee effectiveness modules.
Active committee Chairs and Members undertake study visits to witness national and
international committee work.
Committee Branch expanded to include increased
number of dedicated staff for Standing Committees
Proposed Activities:
Review Service Rules for hiring additional committee staff, such as whether/how personal staff
officer of committee Chair can be replaced with professional researcher.
Create provisions in annual budget (2011) to expand the Committee Branch with dedicated
committee staff, including providing each Standing Committee with a Subject
Specialist/Deputy Secretary etc.
Conduct a research analysis, identifying the key areas of internal and external research needs
for each Standing Committee; attention should be paid to the role of the Public Accounts
Committee, which has a special mandate.
Attach one researcher from the Library and Research Services to each active Standing
Committee.
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Performance Measurement 1.2.3:
Strategic Goal 1.3:
Background:
Performance Measurement 1.3.1:
Performance Measurement 1.3.2:
Strengthened capacity of Committee Branch staff
Proposed Activities:
Include Committee Branch as specific focus of training needs assessment (see section 3.4.1).
Committee Branch staff obtain specialized training on government rules of business and
working of ministries/divisions.
Committee Branch staff obtain general training on research methodologies.
The time allocated by Pakistan's parliament to review the government budget
before passage is one of the shortest among parliaments around the world about two weeks. The
Members and Standing Committees are barely consulted during the budget formulation phase,
making the process almost exclusively executive driven. Both these practices undermine the
quality of debate and effective scrutiny and oversight of allocations. In addition, the presentation
of the supplementary budget during the following year's budget session means that the
parliament is made to approve monies that have already been spent. This further weakens the
constitutional authority of the parliament related to fiscal oversight.
Most modern nations have a central budget law that defines rights and responsibilities for the
different participants in the system. It defines how a budget is formulated and enacted, and limits
changes. In addition, the process of considering and enacting such a law is an excellent
educational tool for instructing the parliamentarians of their appropriate roles and responsibilities.
Budget Law enacted
Proposed Activities:
SP Committee proposes the need for budget law.
Experts hired to review prevalent budget laws of other countries and draft recommendations in
view of Pakistan's requirements (also see PAC Needs Assessment facilitated by PLSP),
including process of approving supplementary budgets.
Finance Committee drafts budget law for enactment.
Finance Committee and SP Committee create political ownership among parliamentary leaders
and other Standing Committees.
Budget law moved as government or private Member's bill for enactment.
Public Accounts Committee strengthened to better
performfiscal oversight
Proposed Activities:
Undertake needs assessment of the Public Accounts Committee.
PAC reviews Needs Assessment Report and validates priority interventions.
PAC completes short and medium-termcapacity building plan.
Vacant positions filled with qualified staff in PAC Staff Unit.
PAC IT module made functional and Members trained on usage of module.
Enhance NArole infiscal oversight/accountability
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Performance Measurement 1.3.3:
Performance Measurement 1.3.4:
Strategic Goal 1. :
Background:
Performance Measurement 1.4.1:
Sectoral budget appropriations presented to relevant
Standing Committees, which review and provide input prior to budget formulation by the
respective ministry.
Proposed Activities:
Review and amend the Rules of Procedure related to powers of Standing Committee on fiscal
oversight.
SP Committee builds consensus with parliamentary leaders on powers of fiscal oversight.
Standing Committees undertake regular midterm
budget review
Proposed Activities:
Ministries present sectoral Public Sector Development Plan (PSDP) to relevant Standing
Committees.
Standing Committees provided training on the process of midtermbudget reviews undertaken
by the Planning and Development Division.
Members have been working at a disadvantage given structural and resource
limitations within the National Assembly. Further, the 2008 legislative elections saw a large
turnover, resulting in 57.60%of Members in this current parliament who did not serve previously
and who lack knowledge of their basic roles and responsibilities as well as how to access the
resources that are available. As a result, some sessions lack a quorum, many Members do not
participate in debate or in Question Hour, and not all Standing Committees are fully functional.
Given this, the SP Committee pointed out that Members need continuous training on Assembly
procedures and processes. .
Members participate regularly (in at least two trainings
per quarter) on Assembly procedures and processes, and key oversight and legislative functions
Proposed Activities:
The Secretariat creates session calendar of recurrent training opportunities (internal, PIPS,
local universities and other donors) on Business of the House (Rules of Procedure, Question
Hour, Privilege Motions, legislative drafting, etc.).
PIPS undertakes certified courses for Members in parliamentary procedure and
practices/legislative studies or in any other discipline with reference to the working of
parliament.
The Secretariat establishes simple database to track Member participation in trainings on
mandatory issues, such as Business of the House.
4 Enhance Members' capacity as legislators in their role
inoversight/enforcement of laws
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Trainers are encouraged to develop testing or certification procedures so that the Assembly can
ensure Member successfully absorbs training.
The Secretariat reports Member participation to the Speaker and the parliamentary leaders.
Members improve legislative drafting and analysis skills
Proposed Activities:
Provisions made in Assembly budget to establish legal drafting section within the Legislative
Wing.
Five qualified legal drafters recruited for drafting legislation.
Members briefed on the technical aspects of legislative drafting.
Members exposed to international parliamentary
experience
Proposed Activities:
Using database, the Speaker identifies high performing Members (those who attend trainings,
participate in debate, attend sessions, etc.) offering them exchange opportunities
(Secretariat, donors, other Pakistan Assemblies, international parliamentary associations,
etc.).
Exposure visits undertaken on key subjects.
Participants present findings to colleagues through formal presentations.
Enhanced/revived partnerships with regional
parliaments and international associations
Proposed Activities:
Initiate the creation of a SAARC Parliamentary Group.
Identify key parliaments of interest; assign parliamentary groups from NA to
correspond/interact with key countries' parliaments.
Performance Measurement 1.4.2:
Performance Measurement 1.4.3:
Performance Measurement 1.4.4:
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2. PUBLIC PARTICIPATION, Strategic Objective: Policy making reflects
public participation, aspirations andneeds
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 about the Assembly and government decisions. In addition, the SP
Committee feels the parliament 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. Policy making which
reflects public input is more likely to result in sustainable development, and it also creates a
positive connection between individuals and the state. The SP Committee has also felt the
need for enhanced partnership with other parliaments and forums.
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Strategic Goal 2.1: Produce and disseminate regular information about the work of the
Assembly
Strategic Goal 2.2: Expand avenues for general public input into Assembly's legislative
activities and policy making

Strategic Goal 2.1: Produce and disseminate regular information about
the work of the Assembly
Background:
Performance Measurement 2.1.1:
The public lacks awareness about the appropriate role of the National Assembly,
especially in the area of legislative activities, policy making and Assembly proceedings. With a
dearth of information coming fromthe Assembly as an institution, it is left to the media to interpret
often negatively the work of the National Assembly.

The SP Committee recognizes the need to strongly sensitize and gain public support for the
Assembly's activities to strengthen the Assembly and cementing faith in the democratic
system of government. This requires a comprehensive communication strategy and
implementation plan that would lay the groundwork to strengthen civil society participation,
focused on avenues for expanding public input.
Communication strategy developed and disseminated
to Members
Proposed Activities:
Hire expert to performexternal communication assessment.
Expert helps create communication strategy/plan with leadership.
Strategy is vetted, and disseminated.
Recommendations, including for example enhancements of Public Relations Office,
implemented.
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Performance Measurement 2.1.2:
Performance Measurement 2.1.3:
Performance Measurement 2.1.4:
Performance Measurement 2.1.5:




NA Website upgraded and enhanced with public
information, to meet highest international standards
Proposed Activities:
House debates and other legislative business placed on the NA website.
Undertake recommendations of ICT Assessment (see Strategic Goal 3.3) related to improved
navigation of website for interactive features.
PRO trained to update website and respond to public queries with consultation of Speaker's
Office.
Decisions of the Standing Committees regularly uploaded.
Assembly proceedings broadcast live to the public
Proposed Activities:
Finalize installation of telecasting/broadcasting equipment for live coverage of Assembly
proceedings.
Identify and hire permanent staff to run telecasting operation.
Link webstreaming to telecasting capabilities.
Expand telecasting to include Standing Committee proceedings.
Bills, motions, etc. can be tracked by the public
Proposed Activities:
Conduct analysis for an online, electronic bill-tracking system.
Develop/purchase software for bill tracking.
Provide information on the progress or result of all bills and motions before the House in each
session of the National Assembly through searchable engine on website.
Publication and dissemination of legislative proceedings
within 24 hours
Proposed Activities:
Conduct needs assessment to digitalize recording system with capacity for transcribing
proceedings in two languages Urdu and English.
Plan developed for hardware and software requirements along with financial proposal and
shared with the Speaker and the Secretariat.
Procure and install equipment.
Staff trained on usage of equipment.
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Strategic Goal 2.2:
Background:
Performance Measurement 2.2.1:
Performance Measurement 2.2.2:
Expand avenues for public input into Assembly's
legislative activities andpolicy making
The National Assembly has formal mechanisms for civil society input, which
include the possibility of committee public hearings, and it has interest-focused parliamentary
groups, such as the Women Caucus. However, public hearings are not conducted as a regular
practice. In addition, security concerns limit physical public access such as parliament visitor
programs, which are popular in other parliaments.
Adopt committee public hearings as regular practice
Train Chairs, Members and staff on the concept of public hearing.
The Council of Chairs activated on the concept of public hearing.
Conduct hearings in secure locations outside of parliament building, if necessary.
Registered civil society organizations have more
frequent interaction with Members and bodies (such as Standing Committees, parliamentary
groups, etc.)
Each Standing Committee conducts at least one public policy dialogue a year with the key
NGOs in its respective sector.
Members draft legislation that includes participatory techniques.
Legislative scorecards used to determine higher level of interaction.


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3. EFFECTIVE INSTITUTIONS, Strategic Objective: National Assembly
has a cadre of professional staff and adequate infrastructure to
effectively support the House and the Standing Committees to
perform legislative functions, oversight, andpublic participation
Effective institution refers to the physical, administrative, and ICT infrastructure that supports
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 the Secretariat's performance.
Building ownership of the strategic plan was considered a priority by the SP Committee.
However, the SP Committee recognized that the plan can only be fully implemented with
competent Secretariat staff, external human resources and revision of cumbersome
bureaucratic rules and procedures.
Strategic Goal 3.1:
Strategic Goal 3.2:
Strategic Goal 3.3:
Strategic Goal 3.4:
Strategic Goal 3.5:
Strategic Goal 3.6:
Institutionalize the Strategic Planning Process, including monitoring
and evaluation to ensure mobilization of resources
Expand/improve physical infrastructure to serve Members
Expand/improve Information Communication Technology (ICT)
Improve bureaucratic systems and structures to support modern
parliament
Build an independent professional service cadre in Secretariat
Library and research services strengthened
Strategic Goal 3.1: Institutionalize the strategic planning process,
includingmonitoringandevaluation, toensure mobilizationof resources
Background:
Performance Measurement 3.1.1:
Building ownership of the Strategic Plan is considered a priority by the SP
Committee, including making the SP Committee a formal institution.
Strategic plan developed and widely disseminated to
Members, staff, donors, and civil society
Host roundtable discussions to introduce plan to all interested Members.
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.

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Performance Measurement 3.1.2:
Performance Measurement 3.1.3:
Strategic Goal 3.2:
Background:
Performance Measurement 3.2.1:
Performance Measurement 3.2.2:
Role of Strategic Planning Committee is institutionalized
Proposed Activities:
Formalize Strategic Planning Committee as a Special Committee of the Assembly, with
associated responsibilities and privileges.
SP Committee Members to serve as part of donor coordination committee(s).
Train the SP Committee in monitoring function.
Qualified staff dedicated full-time to SP monitoring function; officer of BPS 19 and above of NA
Secretariat assigned to SP Committee as Secretary.
Annual budget of the Assembly reflects priorities of
strategic plan
Proposed Activities:
SP Committee to brief the Speaker, the Secretary and the House Finance Committee on target
budget areas.
Emergency items placed in 2011 budget.
The Members of the Assembly currently have no offices to work from at the
Assembly, and lack adequate space for committee rooms. This hampers their ability to conduct
basic research, communicate with each other and constituents and performother basic functions.
Secretariat staff also needs additional space and professional working conditions.
Adequate space allocated to Committees
Proposed Activities:
Physical assessment of current committee office and meeting space.
Create internal budgetary provisions for construction/allocation of committee rooms.
Identify and acquire land through PC-1.
Construct offices for committee Chairs.
Construct 10 fully equipped committee rooms.
Additional space allotted for Member and staff offices
Proposed Activities:
Undertake needs analysis and physical assessment of current and potential office space.
Create internal budgetary provisions for construction/allocation of Member offices.
Identify and acquire land through PC-1.
Construct offices.


Expand/improve physical infrastructure to serve
Members' needs
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Performance Measurement 3.2.3:
Strategic Goal 3.3:
Background:
Performance Measurement 3.3.1:
Performance Measurement 3.3.2:
Security systems enhanced to reflect growing security
concerns
Activities:
Requisition security assessment.
Create security plan with immediate and intermediate recommendations; take into account
balancing security with public access issues.
Install/construct security hardware.
Parliaments around the world are increasingly exploiting advances in 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 National Assembly, but it
will empower and engage the public by providing greater access to parliamentary documents and
activities.
There are some basic functions the NA may address immediately. For example, Members and
staff of all six Houses either presently do not use email or use free online emails services such
as Hotmail, Gmail, and Yahoo. Use of these services may be seen as unprofessional, and they
are not secure for the transmission of confidential information.
ICT requirements identified
Activities:

Needs assessment undertaken by specialists to improve existing and introduce new ICT
support in terms of hardware, software and systems.
The leadership and the Secretariat briefed on the ICT requirements of the Assembly.
ICT plan developed for and adopted by the Assembly.
Financial provision made in the Assembly budget for ICT
plan
Activities:

Produce budget to match assessment of ICT needs.
Identify areas for ICT development in the Assembly budget, including capital and recurrent
expenditures.
Provide budget lines for hiring additional required ICT staff.
Expand/improve Information Communication
Technology (ICT)


Stiateg|c l|au 2010 - 2012
21
Performance Measurement 3.3.3:
Performance Measurement 3.3.4:
Performance Measurement 3.3.5:
Strategic Goal 3.4:
Background:
All Members and staff have access to and most use
professional, secure email services
Activities:

Review ICT assessments related to email services.
Install an enterprise-level email server to facilitate communication between representatives
and constituents and increase the speed and accuracy of internal operations.
Adopt and enforce a common email policy.
Improved organization/participation through use of
electronic annunciator system
Activities:

Indentify need for LDC monitors in key spaces (such as lobbies and resource centers) to display
current meeting agendas and locations for daily meetings, relevant news updates frommedia
outlets, and broadcast of live telecasting.
Assign office in charge of maintaining and placing information.
Create internal budget line itemfor purchase and installation of content management system.
Procure and install necessary equipment.
Upgrade IT/Automation Department to support new
services/systems/equipment
Activities:

Identify and fill several outstanding vacant ICT positions (per guidance of ICT Assessment).
Support other necessary human resource refinements based upon Human Resource
Assessment.
Create separate space for large IT equipment such as servers.
Disruptions in the parliamentary system have meant that the parliamentary
Secretariats have never 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 contributes
to employment of some staff that are not qualified 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.



Improve bureaucratic systems and structures to
support modernparliament
Stiateg|c l|au 2010 - 2012
22
Performance Measurement 3.4.1:
Performance Measurement 3.4.2:
Performance Measurement 3.4.3:
Performance Measurement 3.4.4:
The Assembly Secretariat undertakes Human Resource
Management (HRM) review
Proposed Activities:
The Speaker and the Secretary briefed on value of HRMand systems changes.
Identify management consultant(s) who undertake review of the Secretariat in consultation
with the Establishment Division.
Determine how the human resource allocation of each wing/department relates to the overall
objectives, goals and activity priorities of the strategic plan.
Disseminate recommendations for aligning human resources with strategy, including
enhancing Establishment Wing.
Develop a recruiting plan to attract and retain talent in priority areas (such as research,
committee functions, and public relations).
Digitalize key records
Proposed Activities:
Create a database of updated Members' biographies.
Upgrade accounting software, including digital tracking systems for Members' salaries and
TA/DA disbursements.
Secretariat staff capacity built to provide professional
services
Proposed Activities:
Conduct training needs assessment of key wings/departments.
Present training plan to stakeholders including PIPS, donor projects, etc. to ensure training
coordination.
Enhance capacity of the Assembly to coordinate training programs (creation of a small subunit
with dedicated staff person(s) for training coordination should be investigated).
Implement recurrent training designed for both new and existing staff.
Service Rules are amended and formalized through
legislation
Proposed Activities:
Leadership makes formal commitment to support this, and facilitates any Service Rules
changes, such as for hiring of additional staff.
Local management consultant hired to review Service Rules and presents recommendations to
HR Department, leadership and the Secretariat.
Create Special Committee comprising MNAs and the Secretariat to review the
recommendations proposed by the management consultant.
Amended rules are approved by the Special Committee and adopted by the Assembly through
legislation.
Stiateg|c l|au 2010 - 2012
Performance Measurement 3.4.5:
Strategic Goal 3.5:
Background:
Performance Measurement 3.5.1:
Performance Measurement 3.5.2:
Improved Employee health benefits
Proposed Activities:
Undertake feasibility study for provision of better health services for Members and staff.
Introduce health insurance systemfor Members and staff.
Introduce health cards to Members to avail out-patient health services, integrated with the
new financial software (see 3.4.2).
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. As it stands now, many parliamentary staff are civil servants who may be drawn
fromvarious agencies, mostly on short-termdeputation (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 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.
Members and Secretariat are aware of and support the
idea of a professional parliamentary service (building political will)
Proposed Activities:
Leadership assigns active Member(s) and Secretariat staff to participate in inter-Assembly
working group on Parliamentary Service.
The Assembly makes recommendations as to how a new system could be implemented in
phases, taking into account the politics, bureaucracy and resource base at the federal level.
Communicate benefits to the Secretariat and Members.
First stages of Parliamentary Service Systemintroduced
Activities: This will be decided based upon 3.3.1.
Introduce an independent professional service cadre
inSecretariat
23
Stiateg|c l|au 2010 - 2012
Strategic Goal 3.6:
Performance Measurement 3.6.1:
Performance Measurement 3.6.2:
Performance Measurement 3.6.3:
Enhancedlibrary andresearchservices



Internal research services capacity enhanced
Proposed Activities:
Conduct specialized legislative research training for existing researchers by national and
international trainers.
Research Unit establishes linkages with premier research institutions such as Sustainable
Development Policy Institute and Pakistan Institute of Management Sciences
Research Unit develops database of researchers in specific sectors to utilize their services as
and when needed.
Orient Members on the importance of legislative research so they can utilize the services of the
research unit and simultaneously generate demand for research.
Researchers prepare legislative history for the bills under consideration in the NA as a matter of
course.
Researchers utilize online research tools and Document
Management System
Proposed Activities:
Purchase access to at least three additional online libraries to help facilitate the Research
Department's work (such as LexisNexis or FSSW).
Install and customize an online systemthat would facilitate the storage, archival, and retrieval
of legacy research materials.
Develop training programs for relevant staff.
Subscribe to online clipping news service distributed daily to Members.
National Assembly and Senate Libraries consolidated;
all Assemblies' libraries linked
Proposed Activities:
Leadership issues joint directive to Secretariat to combine with Senate staff, physical space,
and digitized book collections.
Convert existing catalogs to common digital format (Koha is being used in all Provincial
Assemblies and Senate) and host on internal network.
Create a Union Catalogue for sharing of resources amongst all Houses.
Library publishes pamphlet on new organization/services for Members and staff.
24
Auue\uie: Stiateg|c l|au|ug liaaeWoi|
MissionStatement
1. Strategic Objective: Oversight/Legislation
To strengthen the National Assembly to more effectively represent, and be accountable to, the
people in accordance with the Constitution of Pakistan.
- To undertake effective
legislationtoreflect public interest andholdgovernment accountable
25
By When?
Priority Actions

Performance
Measurement
Resources /
Support
Required
Who Leads
&
With Whom
ST MT LT
Capacity enhanced of
Committee
Chairpersons
PIPS and Donors The Speaker.
Dr. Azra Fazal
Pechuho
to coordinate
X
Committee/Chairpers
on Staff hired and
existing staff trained
on committee
functioning including
research
documentation and
reporting
Assembly budget The Deputy
Speaker
coordinates with
the Speaker and
the Secretary NA
X
Hire/provide
Committee
Chairperson with one
professional research
staff for each
standing committee
Administration
Wing NA and
Establishment
Division
The Speaker with
parliamentary
leaders
X
1.1 Strengthen
Standing
Committees to
examine
expenditure, public
petitions, policies,
give
recommendations
on and perform
oversight functions
(Rule 201(4))
Undertake number of
exchange/exposure
visits, trainings etc.)
PIPS and Donors The Speaker.
Dr. Azra Fazal
Pechuho
to coordinate
X
1.2 Strengthen the
Public Accounts
Committee
Implement "Needs
Assessment Report
(if the committee
agrees to
recommendations)
PAC Wing with
assistance from
PLSP
Chairperson PAC
and Yasmeen
Rehman
X
Auue\uie: Stiateg|c l|au|ug liaaeWoi|
26

By When?
Priority Actions

Performance
Measurement
Resources
/ Support
Required
Who Leads &
With Whom
ST MT LT
SP committee
actively proposes
amendments in
Rules of Procedure
Legislation
Wing of NA
Parliamentary
Leaders/Rules and
Procedure
Committee
X
Identify training
needs on the basis of
the "PAC Needs
Assessment Report

Trai n PAC Wing
Officers and staff
Donors




Donors
Chairperson PAC
and Secretary NA
X






PAC IT module made
functional and
committee members
trained on usage of
module
Automation
Section, PAC
Wing
PAC Wing,
Chairperson and
Sub-Committee
(Ayaz Sadiq,
Yasmeen Rehman,
and Zahid Hamid)

Software reviewed
and vetted by
outside consultant
X
Relevant Rules of
Procedure amended


Legislation
Wing of NA
Parliamentary
Leaders/Rules and
Procedure
Committee
X

Relevant technology
introduced




Automation
Section /
Donors
The Deputy
Speaker and Asyia
Nasir in
consultation with
the Speaker and
the Secretary NA
X
Members trained on
usage of electronic
transmission



Automation
Section /
Donors
The Deputy
Speaker and Asyia
Nasir in
consultation with
the Speaker and
the Secretary NA
X
1.3 Submission of
notices (Question
Hour, Motions, bills,
call attention etc)
also entertained
electronically using
modern tools of
communication
internet etc.)
Members official
email accounts
created
Automation
Section /
Donors
The Deputy
Speaker and Asyia
Nasir in
consultation with
the Speaker and
the Secretary NA
X
Auue\uie: Stiateg|c l|au|ug liaaeWoi|

By When?
Priority Actions
Performance
Measurement
Resources /
Support
Required
Who Leads
&
With Whom
ST MT LT
SP Committee
proposes enactment
of Supplementary
Budget Bill
Standing
Committee on
Finance,
Legislation Wing
and donor
support for
drafting bill

Finance Ministry
and
Parliamentary
Affairs Ministry
consulted
SP Committee,
the Deputy
Speaker in
consultation
with the
Speaker
X
SP Committee
creates political
ownership among
parliamentary
leaders
Standing
Committee on
Finance

SP Committee,
the Deputy
Speaker in
consultation
with the
Speaker
X
SP committee builds
consensus on
passage of Act

Standing
Committee on
Finance
SP Committee,
the Deputy
Speaker in
consultation
with the
Speaker
X
Supplementary
Budget Bill drafted
and moved as
private members bill
Standing
Committee on
Finance and
Finance Ministry
and
Parliamentary
Affairs Ministry
consulted
SP Committee,
the Deputy
Speaker in
consultation
with the
Speaker
X
1.4 Assembly approves
Supplementary
Budget prior to
utilization of the
Budget.
Enactment of
Supplementary
Budget bill
National
Assembly

SP Committee,
the Deputy
Speaker in
consultation
with the
Speaker
X
27
Auue\uie: Stiateg|c l|au|ug liaaeWoi|
28

By When?
Priority Actions
Performance
Measurement
Resources /
Support
Required
Who Leads
&
With Whom
ST MT LT
SP committee
proposes enactment
of National Budget
Appropriation Bill
Standing
Committee on
Finance,
Legislation Wing
and donor
support for
drafting bill

Finance Ministry
and
Parliamentary
Affairs Ministry
consulted
SP Committee,
the Deputy
Speaker in
consultation with
the Speaker
X
SP Committee
creates political
ownership among
parliamentary
leaders
Standing
Committee on
Finance
SP Committee,
the Deputy
Speaker in
consultation with
the Speaker
X
SP Committee builds
consensus on
passage of Act
Standing
Committee on
Finance and
other Standing
Committees
SP Committee,
Deputy Speaker
in consultation
with the Speaker
X
Budget Bill drafted
and moved as
private members bill
Standing
Committee on
Finance and
Finance Ministry
and
Parliamentary
Affairs Ministry
consulted
SP Committee X
1.5 Budget
appropriations
(excluding Finance
Bill) presented 3
months before the
financial year to
relevant Standing
Committees for
review and input
Enactment of Budget
Appropriation Bill
National
Assembly

Members oriented on
Assembly procedures
and processes
National
Assembly
Secretariat PIPS
and Donors
The Deputy
Speaker
X X X
Members provided
quality research
facility
National
Assembly L&R
Section, PIPS
and Donors
House and
Library
Committee and
DG L & R
X X X
Library and Research
Services capacity
enhanced
PIPS and Donors House and
Library
Committee and
DG L & R
X X X
1.6 Strengthen capacity
of parliamentarians


Research Officers
trained on legislative
research
PIPS and Donors House and
Library
Committee and
DG L & R
X X X
Auue\uie: Stiateg|c l|au|ug liaaeWoi|
29
By When?
Priority Actions
Performance
Measurement
Resources /
Support
Required
Who Leads
&
With Whom
ST MT LT
Recommendations/reports
placed before House
before being uploaded on
the website
Automation
Section and
Donors
Committee Chair
in accordance
with the Rules of
Procedure
X X X
Recommendations/reports
made available to media
Chair Standing
Committees
and
Staff
Committee Chair
in accordance
with the Rules of
Procedure

Public has increased
awareness of committee
actions

Automation
Section and
Donors
Committee Chair
in accordance
with the Rules of
Procedure
X X X
1.7 Standing
Committee
recommendations
made public
Review rule 233:
"Restriction on
publications etc. of
proceedings
Automation
Section and
Donors
Committee Chair
in accordance
with the Rules of
Procedure
X X X
Ministries present sectoral
PSDP spending to
relevant committees
Line Ministries
and NA
Standing
Committee
SP Committee,
the Deputy
Speaker in
consultation with
the Speaker

Committees
institutionalize midterm-
budget review

Line Ministries
and NA
Standing
Committee
SP Committee,
the Deputy
Speaker in
consultation with
the Speaker

SP Committee builds
consensus with
Parliamentary Leaders
NA Standing
Committee
SP Committee,
the Deputy
Speaker in
consultation with
the Speaker

1.8 Standing
Committees review
sectoral PSDPs on
quarterly basis
Committees oriented on
midterm budget review
and PSDP procedures
PIPS and Line
Ministries
SP Committee,
the Deputy
Speaker in
consultation with
the Speaker

Auue\uie: Stiateg|c l|au|ug liaaeWoi|
2. Strategic Objective: Public Participation - Policy making reflects
public participation, aspirations andneeds
30

By When?
Priority actions

Performance
Measurement
Resources /
Support
Required
Who Leads
&
With Whom
ST MT LT
Upgrade website and place
library catalogue online
Automation
Section and
Donors
Director
Automation and IT


E-mail facility provided to
the Members and
Secretariat staff by setting
up their own mail server
Automation
Section and
Donors
Director
Automation and IT


Create additional posts to
run the server 24 hours,
seven days a week.
Automation
Section and
Donors
The Speaker with
the Secretary
Assembly


2.1 Expand avenues
for general
public input into
Assemblys
legislative
activities and
policy-making



Install USAID provided
telecasting / broadcasting
equipment for live
coverage of Assembly
proceedings
Automation
Section and
Donors
Director
Automation and IT


Telecasting Policy
approved
Public
Relations Wing
The Speaker and
the Secretary
National Assembly
X
Live Telecasting begins of
Committee proceedings
Public
Relations Wing
The Speaker and
the Secretary
National Assembly
X
Computerize database like
Members biography and
Members salary & TA/DA.
Public
Relations Wing
The Speaker and
the Secretary
National Assembly

2.2 Public awareness
of committee
functions
Legislative activities - like
bill tracking, motions,
resolutions, rulings of the
chair, meeting of Standing
Committees and PAC -
computerized.
Public
Relations Wing
and PLSP
The Speaker and
the Secretary
National Assembly


Equipment installed and
critical path methodology
management
Legislation
Wing and
Automation
and IT Wing
SP Committee in
consultation with
the Deputy
Speaker


House debates and other
legislative business placed
on the NA website for
information of the
Members and general
public.
Legislation
Wing and
Automation
and IT Wing
SP Committee in
consultation with
the Deputy
Speaker


2.3 Publicize
Assembly
proceedings
House Debates published
in 24 hours and provided
to Members
Legislation
Wing and
Automation
and IT Wing
SP Committee in
consultation with
the Deputy
Speaker


Auue\uie: Stiateg|c l|au|ug liaaeWoi|
31
By When?
Priority actions

Performance
Measurement
Resources /
Support
Required
Who Leads &
With Whom
ST MT LT
RO trained to update
website and respond to
public queries with
consultation of the
Chairperson


Automation
department NA
and Donors

Council of
Chairpersons
The
Speaker/Deputy
Speaker,
Chairperson and
Committee Staff
X X X 2.4 Interactive
Committee
websites
developed and
linked with
National Assembly
website
Website made functional
and committee
proceedings uploaded
Committee
Chairs and staff
X X X
Chairs, Members and
staff trained on the
concept of Public Hearing
Secretary
Assembly
The Speaker, the
Deputy Speaker
and the
Secretary of
Committee
X X X 2.5 Initiate Public
Hearings as an
Oversight Tool


Council of Chairs is
activated and promotes
the concept of Public
Hearing
Secretary
Assembly
Committee
Chairs and the
Speaker
X X X
Enhance/revive
partnerships with
different parliaments for
better coordination
Internal
Resources





The Speaker, the
Deputy Speaker,
the Secretary
NA, and DG IR


X X X
Activate Country Groups

Internal
Resources


The Speaker, the
Deputy Speaker,
the Secretary
NA, and DG IR
X X X
Create SAARC
Parliamentary Group

Internal
Resources


The Speaker, the
Deputy Speaker,
the Secretary
NA, and DG IR
X X X
2.6 Enhance
Parliamentary
Friendship Groups



Members informed of
their respective Groups
Internal
Resources


The Speaker, the
Deputy Speaker,
the Secretary
NA, and DG IR
X X X
Auue\uie: Stiateg|c l|au|ug liaaeWoi|
3. Strategic Objective: Effective Institution - National Assembly has a
cadre of professional staff and adequate infrastructure to effectively
support the House and the Committees to perform legislative
functions, oversight, andpublic participation
32

By When?
Priority Actions

Performance
measurement
Resources/
Support
required
Who leads
&
with whom ST MT LT
Survey of assembly
space completed

Architectural
consultant /
CDA / NESPAK
etc. Donor
Support
The Deputy
Speaker and
the Secretary
NA
X
New committee rooms
identified
Architectural
consultant /
CDA / NESPAK
etc. Donor
Support
The Deputy
Speaker and
the Secretary
NA
X
Identification and
Acquisition of Land

PC 1
CDA / Planning
and
Development
Division / and NA
Budget and
Donor Support
The Speaker
with
parliamentary
leaders
X X X
Budget created for
construction/allocation of
committee rooms
(suggested that Pak
Government could
provide land while
donors could construct
building)
NA Budget and
Donor Support
The Speaker
with
parliamentary
leaders

3.1 Construction of
new building for
offices of
Committee
Chairpersons,
including 10 fully
equipped
committee rooms
New committee rooms
constructed
Architectural
consultant /
CDA / NESPAK
etc. NA Budget
and Donor
Support

CDA / Planning
and
Development
Division / and NA
Budget and
Donor Support
The Speaker
with
parliamentary
leaders
X X X

Auue\uie: Stiateg|c l|au|ug liaaeWoi|
33
By When?
Priority Actions

Performance
measurement
Resources/
Support
required
Who leads
&
with whom ST MT LT
Undertake space and
needs assessment
Architectural
consultant /
CDA / NESPAK
etc.
Donor support

Budgetary
Provision created for
construction/allocation of
Member offices
NA Budget and
Donor support
The Speaker
with
parliamentary
leaders

Identification and
Acquisition of Land

PC 1 lauched





CDA / Planning
and
Development
Division/ and NA
Budget and
Donor support
The Speaker
with
parliamentary
leaders
X X X
3.2 Construct offices
for the Members



New building for offices
of Members constructed
Architectural
consultant /
CDA / NESPAK
etc. NA Budget
and Donor
support

CDA / Planning
and
Development
Division/ and NA
Budget and
Donor support
The Speaker
with
parliamentary
leaders
X X X
PIPS undertakes
orientation courses for
the Members.
PIPS and private
educational
institutions
X X X 3.3 4. PIPS fully
facilitates Members
capacity building



PIPS undertakes certified
courses for Members in
parliamentary procedure
and practices /
legislative studies or in
any other discipline with
reference to the working
of parliament.
PIPS and private
educational
institutions
X X X
Auue\uie: Stiateg|c l|au|ug liaaeWoi|
34
By When?
Priority Actions

Performance
measurement
Resources/
Support
required
Who leads
&
with whom ST MT LT
State of the art computer
equipment to replace
outdated equipment installed
Internal
Resources and
donor support

Computers and printers to
Members in the Parliament
Lodges with internet facility
provided
Internal
Resources and
donor support
The Secretary
National
Assembly

Agenda of the National
Assembly and notices of
Committee meetings sent as
email and/or text message
to addresses of the Members
Internal
Resources
The Automation
Unit and the
Assembly
Secretariat

Databases about the working
of Assembly and reference
material required for
research designed / updated
and established to provide
online and update
information to the Members
Internal
Resources
The Automation
Unit and the
Assembly
Secretariat

3.4 Assembly
equipped with
Information
Communication
Technol ogy
(ICT)


Electronic Board installed to
guide Members and all
concerned for the
information on the
Committee meetings venue,
agenda, duration and time
Internal
resources
The Deputy
Speaker and the
Automation
Section
X
Ensure implementation of
Techni cal Needs Assessment
Reports (see Bearing Point
Report)
PIPS and other
Donors
The Secretary
National
Assembly
X X X
Relevant trainings provided
to Secretariat staff to better
serve Members, on recurrent
basis
PIPS and other
Donors
The Secretary
National
Assembly
X X X
Explore the availability of
different courses through
EAD and donors to provide
trainings for staff
PIPS and other
Donors
The Secretary
National
Assembly
X X X
Mechanisms developed to
evaluate the performance of
the nominated officer
through third party
assessment

3.5 Enhance
capacity of
Assembly Staff



Working of the National
Assembly made more
productive and efficient in
terms of providing timely
information to the Members
The Library and
Research
Services and the
Automation
Department

Auue\uie: Stiateg|c l|au|ug liaaeWoi|
35
By When?
Priority Actions

Performance
measurement
Resources/
Support
required
Who leads
&
with whom ST MT LT
Strategic Planning
Committee created as a
permanent committee
Internal
Resources
The Deputy
Speaker and the
Committee on
Rules
X
Amendment/addition in
Rules

Internal
Resources
The Deputy
Speaker and the
Committee on
Rules
X
Officer of BPS 19 and
above of NA secretariat
assigned to SP
Committee as Secretary

Internal
Resources
The Deputy
Speaker and the
Committee on
Rules
X
3.6 Formalize Strategic
Planning
Committee





SP Committee
coordinates with Donors
Internal
Resources
The Deputy
Speaker and
Committee on
Rules
X
House and Library
Committee of National
Assembly forms
oversight mechanisms of
Library & Research
Services

PIPS and private
educational
institutions
Yasmeen
Rehman & DG
L&R

Digital library developed PIPS and private
educational
institutions
Yasmeen
Rehman & DG
L&R

Union Catalog developed
between NA, Senate and
the four Provincial
Parliamentary Libraries,
AJK Library, and PIPS
PIPS and private
educational
institutions
Yasmeen
Rehman & DG
L&R

3.7 Strengthen library
and research
services


Catalog on NA Library
website
PIPS and private
educational
institutions
Yasmeen
Rehman & DG
L&R

Auue\uie: Stiateg|c l|au|ug liaaeWoi|
36



By When?
Priority Actions

Performance
measurement
Resources/
Support
required
Who leads
&
with whom ST MT LT
Qualified and
experienced research
staff added to present
strength to provide
services to the Members
PIPS and private
educational
institutions
Yasmeen
Rehman & DG
L&R
X X X
L & R actively promotes
services
PIPS and private
educational
institutions
Yasmeen
Rehman & DG
L&R
X X X
Research staff trained on
legislative research skills
PIPS and private
educational
institutions
Yasmeen
Rehman & DG
L&R
X X X
Realign research
department (if required)
in light of PIPS research
services

Electronic Daily Email
News Brief provided to
all MPs
PIPS and private
educational
institutions

Concise position papers
produced once a month
PIPS and private
educational
institutions

Legislative history on
regular basis for the bills
under consideration in
the NA
PIPS and private
educational
institutions

Summarized digests
prepared of selected
articles from different
journals/magazines
PIPS and private
educational
institutions

Expanded space for
library & for research
staff
PIPS and private
educational
institutions

3.8 Improve Research
Services


Enhance capacity of
library staff
PIPS and private
educational
institutions

Concept paper prepared
on HRM of NA
assessment by
management services
expert(s)



SP Committee briefed on
the findings of the
concept paper

Recruitment may be
made through FPSC

3.9 Creation of
separate
Parliamentary
Services cadre for
the National
Assembly
Special Trainings in PIPS
Auue\uie: Stiateg|c l|au|ug liaaeWoi|
37






By When?
Priority Actions

Performance
measurement
Resources/
Support
required
Who leads
&
with whom ST MT LT
Each wing of the
Committee provided the
required staff including
subject specialist / Deputy
Secretary etc.

Provision of computer,
internet, fax and other
facilities to subject
specialist / Deputy
Secretary

To make functional all
Committees, more
Committee Rooms may be
constructed with
multimedia facilities (also
see 3.1)

3.10


Strengthening
Committee Wing


The officers and staff on
strength of Committee
Wing may be sent on
different courses for their
capacity development

Service Rules reviewed Administration
Wing NA and
Establishment
Division
The Speaker with
parliamentary
leaders
X 3.11 Amend Service
Rules to hire
committee staff
Finalize and table
amendments to the
Parliament Salaries
Allowance Act 1974
Administration
Wing NA and
Establishment
Division
The Speaker with
parliamentary
leaders
X
Officers only assigned to
maximum 3 committees
The SP
Committee with
AS
Administration

Trai ning Needs Assessment
(TNA) conducted.
The SP
Committee with
AS
Administration

Special training programs
arranged at the
government
training institutes and
private training institutes
The SP
Committee with
AS
Administration

3.12
Strengthen and
reform
Establishment
Wing
(responsible for
personnel/HR)


National Assembly allocated
more budget for staff
training
Internal
Resource
The Secretary
NA

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38











By When?
Priority Actions

Performance
measurement
Resources/
Support
required
Who leads
&
with whom ST MT LT
Additional office space for
staff of the Secretariat
X
Replacement of all
computers and printers
with new equipments in
next 3-5 years

3.13 Strengthen
Administration
Wing
Web casting / Video
Streaming of National
Assembly Proceedings on
the NA website for internet
viewers
As Above
3.14 Improve
Automation
facilities
Separate space created for
smooth functioning of the
Automation Center for
running Email-Servers,
Web servers and Data Base
servers 24 hours, 7 days a
week with state of the art
facilities

Undertake security
assessment of the
Assembly
Internal The House and
Library
Committee

House and Library
Committee prepares
assessment report
Internal The House and
Library
Committee

Shuttle service enhanced
between the Parliament
House and Parliament
Lodges/PIPS (for example,
operates every 15 minutes)
Internal The Secretary
National
Assembly

3.15 Enhance
security
facilities within
the Assembly
premises
Four coasters procured

Internal The Secretary
National
Assembly

Health insurance facility for
the Members and staff
worked out to provide
better health facilities in
Islamabad and in their
respective constituencies in
the govt. hospitals and also
well established private
hospitals.
Internal The Speaker and
the Finance
Committee of NA
X
Developed Health
Insurance Policy for
Members both during, and
after parliamentary service

Internal The Speaker and
the Finance
Committee of NA
X
3.16 Improve
Employee
benefits

Health Card issued to
Members
Internal The Speaker and
the Finance
Committee of NA
X
Auue\uie: Stiateg|c l|au|ug liaaeWoi|
39
By When?

Priority Actions

Performance
measurement
Resources/
Support
required
Who leads
&
with whom ST MT LT
The Speaker approves
establishment of
Legislation Drafting Cell

NA Internal
Resources
The Secretary
National
Assembly/the
Deputy Speaker

Provisions made in the
Assembly budget to
establish Legislative
Drafting Cell led by
Additional Secretary
NA Internal
Resources
The Secretary
National
Assembly/the
Deputy Speaker

Recruited staff with
special professional
background as Law
drafter (5 legislative
drafters hired on merit
basis (and number to be
increased when
required)
NA internal
Resources
The Secretary
National
Assembly/the
Deputy Speaker
X
Trai ning on legislative
drafting at appropriate
inland and foreign
institutions
PIPS/Donors The National
Assembly/the
Deputy Speaker

3.17 Enhance Capacity
of National
Assembly
Legislation Wing



New equipment installed
for legislation, question
and motion sections
Donors Project Focal
Person/the
Secretary
National
Assembly
X
G|ossai,
Accountability
Dignity
Integrity
Respect
Responsiveness
Responsibility
Tolerance
Transparency
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 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 is consistency of actions, values, methods, measures, principles, expectations and
outcome. As a holistic concept, it judges the quality of a systemin terms of its ability to achieve its
own goals.
Respect is esteemfor, or a sense of the worth or excellence of, a person, a personal quality, ability,
or a manifestation of a personal quality or ability.
The responsiveness of an interactive system describes how quickly it responds to citizenry input
(i.e. the rate of communication with the system).
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.
The capacity for or the practice of recognizing and respecting the beliefs or practices of others.
Transparency, as used in the humanities, implies openness, communication, and accountability.
40
G|ossai,
Strategic Planning
Mission
Vision
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.
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.
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.
41