House of Commons Printing and Publishing · The focus of the House of Commons Printing and...

MB2015.P.20a RESTRICTED ACCESS: Management and Commercial

of 33

Annex A

House of Commons Printing and Publishing Strategic Outline Programme (SOP) (Draft)

Version No: 0.6 Issue Date: 3 March 2015

VERSION HISTORY

Version Date Issued

Brief Summary of Change Owner’s Name

v.0.1 07.01.15 First Draft Version Catherine Fogarty

v.0.2 15.01.15 Updating and revisions following Tom McVeagh comments

Catherine Fogarty

v.0.3 21.01.15 Updating and revisions following Elizabeth Hunt, Bob Ellis and Tom McVeagh comments

Catherine Fogarty

v.0.4 30.01.15 Revisions from PPMG Catherine Fogarty

v.0.5 24.02.15 Financial information added Catherine Fogarty

v.0.6 02.03.15 Updated financial information Catherine Fogarty


of 33

Contents

Executive summary………………………………………………………………….3

Purpose……………………………………………………………………………….3

Strategic case………………………………………………………………………..3

Economic case……………………………………………………………………..20

Commercial case…………………………………………………………………..28

Financial case………………………………………………………………………30

Management case…………………………………………………………………33


of 33

1. Executive summary

1. This Strategic Outline Programme proposes a programme of work to support the printing and publishing principles and digital first’ approach agreed by the Printing and Publishing Management Group in June 2014. The focus of the House of Commons Printing and Publishing Programme is to facilitate the provision of improved services to users and a smooth transition in contractual and publishing arrangements. 2. The development of new digital services through programmes already under way, the ending of key printing and publishing contracts over the next two years, and the new Parliament in 2015 provide opportunities to improve services, shift the balance from print to digital and better meet the needs of users, both internal and external, while achieving improved value for money. 3. The preferred option is for targeted improvements to digital outputs of core publications, migration of hosting to a parliament-hosted website and flexible in-house/external printing which supports the transition from print-focussed provision of information. This programme identifies the workstreams through which improved and more cost-effective digital and print services will be delivered. 2. Purpose

4. This Strategic Outline Programme sets out how the House of Commons Printing and Publishing Programme will support the strategic objectives of the House, deliver improved services and manage changes in publication requirements. 3. Strategic case

3.1 Organisation overview

5. The House of Commons produces and publishes a range of documents and data. The House of Commons Printing and Publishing Programme focuses on the House business papers—the means of setting out current and future business and recording decisions—its legislative papers, Hansard and reports of inquiries by Select Committees. Most of those documents are produced


of 33

by the Department of Chamber and Committee Services (DCCS) and are published in print and on the web under a contract with an external provider. That contract expires on 31 March 2016 and may be extended for up to 24 months. The House of Lords’ contract with the same provider also expires on 31 March 2016, having previously been extended. 6. The publications are key sources of information for many organisations and individuals, including:

Members of Parliament and their staff

individual staff and departments of the House of Commons and House of Lords

Government Departments

the public

information providers, such as libraries and publishers 7. The House of Commons also publishes a wide range of other documents, including research briefings, corporate reports and, through joint House services, resources for schools and guides explaining the work of Parliament. 8. The House purchases Government publications, such as Command and House of Commons Papers required to be laid before the House, as well as legislative papers and other parliamentary papers. 9. Production and publishing processes and arrangements have a significant impact on the work of DCCS, the Department of Information Services (DIS), Parliamentary ICT (PICT) and the Web and Intranet Service—which will soon form the Parliamentary Digital Service—and the Parliamentary Archives. 3.2 Business strategies

10. The House of Commons Printing and Publishing Programme supports the goals set out in the Strategy for the House Service 2013–17: Effective

supporting initiatives that develop new ways to represent the diverse views of the electorate;


of 33

Efficient

cutting our costs … For 2015/16 onwards we will ensure that the House Service continues to provide value for money, balancing adequate resourcing of the House’s key functions with continuing efficiencies in service delivery;

becoming a greener, more sustainable Parliament, on track to meet our agreed long-term improvement targets for carbon emissions, water consumption, waste generation and recycling;

adopting best practice in the use of Parliamentary ICT by harnessing the benefits of technological developments, including improving the digital delivery of House business papers;

Well informed

giving Members and their staff the support and access to the information they require to be effective in their role;

giving the public the information needed to understand and appreciate the work of the House and its Members, by continuing to develop our website, education and outreach services;

Respect

encouraging public participation in parliamentary business, including the work of select committees and the legislative process, and making the House more welcoming to the public.

11. The programme builds on principles established in other change and information strategies and programmes, including:

the Information Management Strategy

ICT programmes, such as the Parliamentary Business Programme and the Audio-Visual Programme which have undertaken, or are undertaking, work to improve procedural business outputs

the Print to Web (P2W) strand of the Savings Programme—ending the printing of some publications and placing greater reliance on on-line access and print-on-request

the Committee Programme, which adopted a `digital first’ approach to committee publications, papers and communications, making evidence more accessible to the public and giving Members easier access to committee documents.


of 33

12. The Management Boards of the two Houses agreed in May 2014 “that printing and publishing should go forward as change programmes in each House’s business, not as an additional ICT-related programme in the MTIP”. 13. In June 2014, the Printing and Publishing Management Group endorsed a `digital first’ approach to procedural publications and agreed the principles underlying the provision of future printing and publishing arrangements:

a. Documents will be prepared and published in-house, in the range of formats required, so far as practicable without third-party services

b. Publication to the web will be done either by data-originating offices or by in-house publication centres that provide

services for several offices

c. A printed document need not always be the authoritative version of a publication

d. Improvements to procedural publications will be designed so as to encourage users, particularly Members and their staff, to prefer digital to print; priority should be given to documents that Members, and their staff, consider most essential to the conduct of parliamentary business

e. Documents will be easily found and used online

f. Key documents will be deliverable to mobile devices

g. Publications transferring to parliament will be published online in formats that at least meet accepted minimum

standards, including accessibility

h. The volume of printing of procedural documents will be reduced

i. An agile system of printing, possibly a blend of in-house and external, will ensure the cost-effective and timely provision of printed documents, taking account of changes in demand as projects deliver improved digital services to Members

j. The primary means of distributing procedural material to external users will be online.


of 33

3.3 Investment objectives

14. The House of Commons Printing and Publishing Programme has the following objectives:

Delivery of improved services to users

Delivery of savings in printing and publishing costs

Increased efficiency in production and publishing processes

Resilient provision of services 15. It builds on the work of the print to web (P2W) strand of the Savings Programme, which met its primary objective, among others, of reducing House expenditure on commercial print services. It also aimed to facilitate cultural and practice changes to make digital the medium of choice for a greater range of material among a greater proportion of people. 16. The focus of this programme is to facilitate the provision of improved services to users and a smooth transition in contractual and publishing arrangements. 3.4 Existing arrangements

3.4.1 Procedural publications—printing

17. The House of Commons contract with The Stationery Office (TSO) for printing, electronic, publishing administration, distribution and business support services began on 1 April 2006 and will expire on 31 March 2016. It may be extended for up to two years. Printing and electronic services are the main elements, covering the following procedural publications:

Business papers, eg Order Paper, Future Business

Bills and other legislative papers, including explanatory notes

Hansard

Select Committee reports


of 33

18. As a result of reductions in demand and measures introduced as part of the Savings Programme, the number of pages required to be printed has decreased over the past five years (Table 1), with consequent decreases in expenditure (Table 2).

Table 1


of 33

Table 2

19. Further decreases are taking place in 2014/15 with reductions in expenditure on printing Select Committee oral and written evidence and implementation of the new Questions and Answers system. Forecast expenditure in 2014/15 on core printing is £6.3 million. 20. Members and their staff are the main recipients of the documents printed for the House by TSO and take-up of printed material, although reducing, remains high. The documents are supplied for Members’ own use in the conduct of their parliamentary duties and may be obtained from three main Vote Office issue points on the estate. About one third of Members regularly receive printed parliamentary material by internal or external delivery. 21. House staff—principally DCCS and DIS—also utilise printed parliamentary material, particularly the complete set of Business Papers (the `complete Vote’) and daily Hansard. 22. Distribution and sale of procedural documents to external organisations and the public is carried out by TSO, with any income accruing going to TSO. Sales are low and decreasing. TSO also arranges distribution to the deposit libraries.


of 33

23. The House of Commons also purchases some House of Lords publications, such as Hansard and Select Committee reports, from TSO. 3.4.2 Procedural publications—electronic services

24. Most procedural publications are published online by TSO on a website managed by that company as part of the contractual arrangements, www.publications.parliament.uk. The services include transforming documents into HTML or XML, uploading, hosting and provision of data free of charge to those requesting it. Expenditure over the past five years (Table 3) has increased, mainly because of the cost of services to create concatenated print-ready files of Select Committee written evidence; that service has been phased out.

Table 3

25. A small proportion of core procedural publications are published on Parliament’s website, www.parliament.uk, by Commons offices, ie “rolling Hansard” for the Chamber, Westminster Hall and legislative committees, and Select Committee oral and written evidence.

http://www.publications.parliament.uk/

http://www.parliament.uk/


of 33

26. All corporate publications have now transferred to www.parliament.uk, although some House publications, such as Standing Orders and the various registers of interests, and archive files remain on the TSO-hosted site. 27. Two procedural apps currently exist:

Order Paper (iOS and Android), produced in-house

Daily Hansard (iOS), produced by TSO. 3.4.4 Command and House Papers, and Legislative Papers

28. The House of Commons receives print copies of Command and House Papers under joint House/Government contractual arrangements which were revised on 24 February 2014. Command and House papers are provided via a mix of external and internal printing. External printing, which currently provides the majority of the publications, is delivered primarily through a Government contract, the Print Vendor Partner (PVP), by Williams Lea which is TSO’s parent body. The contract is due to expire on 31 December 2016. The “papers” covered by the arrangements are, collectively or individually, the official versions of Command and House of Commons Papers (but not Select Committee reports), including un-numbered Command and Act Papers, other papers laid before Parliament and other ancillary papers and services that sponsor Departments request are produced and/or distributed under the arrangements. House of Commons Papers produced by the National Audit Office are printed either in-house or under a framework agreement managed by the NAO which is due to expire on 30 September 2018. 29. The House of Commons also receives print copies of legislative papers, such as Acts and statutory instruments, under a contract managed by The National Archives which is due to expire at the end of 2015. Some copies are also printed in-house. 30. Parliamentary papers produced by the House of Lords are either purchased from TSO or printed in-house. 31. Expenditure on this range of official publications has reduced from £1.53 million in 2009/10 to £945,000 in 2013/14. From 2014/15, savings of £134,000 a year are predicted from the contractual changes which took place in 2014.

http://www.parliament.uk/


of 33

3.4.4 House printing

32. Print Services provides in-house professional printing and graphic design services. Its primary function has been to print House business papers, and official publications, for distribution by the Vote Office. It has increasingly been used to reduce the number of parliamentary and Government documents purchased from external sources, thereby reducing cost, and to develop digital outputs for Select Committees. Design and print work is also undertaken for other teams. No internal charge is made for work undertaken for teams in the House of Commons. The services are available to the House of Lords, at a charge to recoup costs. 33. Print Services routinely prints procedural documents, including Future Day Orals, briefing material for weekly circulation to Select Committee members and General Committee “brown cover” Hansards. 34. As part of the Savings Programme, a business improvement review was carried out in 2011/12, achieving savings of £101,000 a year. The Print Services budget for 2014/15 is £920,800 (total revenue expenditure); this includes the cost of the contracts, which are due to expire in 2015, for high-volume print equipment (Xerox) and for multifunctional devices (MFDs) (Canon) used by Members, their staff and House staff across the parliamentary estate. 35. Arrangements for the procurement of high-volume and MFD printing equipment are being put in place by a working group comprising staff from the Vote Office, Accommodation and Logistics Services, PICT and the Parliamentary Procurement and Commercial Service. The new arrangements are likely to be introduced in phases, taking account of the timing of the general election and services required for Members and their staff. 36. Additional printing requirements—for example, for lithographic printing, promotional items or specialist finishes—are met via a joint House Print Framework which will be re-let in 2015. 3.5 Business Needs

37. The ending of key printing and publishing contracts and changes in the composition of the House of Commons following the general election provide opportunities to improve and adapt services in a way that helps to shift the balance from print to digital publishing.


of 33

38. The House of Commons is adopting a `digital first’ approach to its publications, preparing parliamentary material in ways that result in high-quality information being available quickly, easily and for free, delivering digital outputs which can be adapted to meet users’ needs through digital channels. Digital will become the primary publication medium, providing opportunities to improve services for Members, their staff and the public, while ensuring that the data can be repurposed by third parties for their own use. 3.6 Potential scope and service requirements

Investment objective Delivery of improved services to users

Existing arrangement Conversion by contractor to HTML and publication, usually by 6am, of PDFs and HTML of procedural

publications on www.publications.parliament.uk

Provision, free of charge, by contractor of XML and Word files of procedural publications to external

organisations

High-volume, overnight printing of procedural documents by contractor, distribution to the House by 7.30 am;

sale to external customers; some in-house printing and distribution

Contracted publishing administration services, including allocation of ISBNs and provision of print copies of

procedural and some corporate publications to deposit libraries

Government, legislative and HOL procedural publications supplied to House users

Business need Improved outputs for mobile devices to promote greater take-up of digital by Members and enable reduced

printing (priority to be given to documents that Members, and their staff, consider most essential to the conduct

of parliamentary business)

Improved web outputs, so that information can be easily found, linked and used online

Committee reports made more engaging and accessible to a wider audience

http://www.publications.parliament.uk/


of 33

Data available to users as soon as possible after production

Production of printed material is reduced as far as practicable

Print on request, bespoke printing

Where printed documents are not routinely available to external users, arrangements are put in place to help

meet their needs

Investment objective Delivery of savings in printing and publishing costs

Existing arrangement Total expenditure by House of £10.7m in 2013/14 on Information category, with 15% reduction planned in

2014/15

Business need Expenditure reductions to help the House to operate within spending targets in 2015/16 and beyond

Investment objective Increased efficiency in production and publishing processes

Existing arrangement Paper-heavy production processes, even when data have been produced/distributed in electronic format

Reliance on contractor for electronic/digital publishing services, including ad hoc corrections

Provision by contractor of data feeds of HOC files to HOC procedural offices

In-house complementary and contingency printing provision

Business need Reduced manual intervention and rekeying

Metadata added as early as possible in the production process


of 33

Efficient and flexible processes for publishing digital outputs

Utilise data.parliament.uk to publish XML outputs

Data are easily available for reuse by business units

Assurance through authentication/verification mechanisms

Capability and capacity building, to increase knowledge of digital publishing

Capability and capacity in internal teams, and through supplier frameworks, to deliver effective design services

for procedural publishing

Investment objective Resilient provision of services

Existing arrangement Production of procedural data takes place during the day and night, predominantly during House sitting

periods, and is supported by PICT; contractor has responsibility for publishing to time in print and on the web

In-house contingency printing provision

Archive files of procedural publications are mostly hard copy

Business need Production of procedural data by internal publishing teams is supported to enable timely publication in print

and digitally (web and mobile devices) throughout the production timetable, including overnight where required

Scalable print provision, capable of responding quickly and economically to changing demand as a

consequence of improved digital outputs and changes in user behaviour

Scalable distribution arrangements

Robust digital archive arrangements in place for procedural publications


of 33

Benefits, risks, dependencies and constraints

Benefits

39. The House of Commons Printing and Publishing Programme expects to deliver the following benefits:

Objective Benefits

Delivery of improved

services to users

Fast and easily accessible digital information for Members, their staff, the public and other users

Improved presentation of procedural data on the web and mobile devices

Opportunities for increased public awareness of and participation in parliamentary business

Customisable digital provision for Members and other users inside and outside Parliament

Flexible print provision for Members, their staff and Commons staff

Delivery of savings in printing and publishing costs

Reduced printing and publishing expenditure on procedural and official publications

Greater focus of investment on high-quality digital outputs

Increased efficiency in

production and

publishing processes

Data reused, rather than rekeyed, and repurposed, and manual intervention in production and publishing

processes minimised

Reduced complexity in publishing processes, including in the provision of data feeds

Publishing expertise to all channels within existing teams rather than through third-party intervention

Reduced print volumes

Printing and distribution resources utilised more efficiently


of 33

Resilient provision of

services

Smooth and flexible transition during contractual changes and in response to changing demands and

expectations of users

Continued provision of services to users, of both current and historic records, as part of hosting migration

In-house capacity to create, process, enrich, publish and store House data

Data preparation, publication and distribution mechanisms in place to prepare for changes relating to Northern

Estate refurbishment and the R&R programme

Agile systems of printing, utilising internal and external services where necessary to provide cost-effective and

timely provision of documents

Robust contingency arrangements for digital and print provision

Risks

40. The main contractual transition risks are:

Failure to have in place by end March 2016 mechanisms (processes, technology, infrastructure and staff) to enable in-house publication online in formats that at least meet acceptable minimum standards, including accessibility

Failure to have in place by end March 2016 mechanisms for enabling printing of procedural documents in sufficient quantities for Members, their staff and staff of the House

41. Other key risks which are most likely to occur and have the greatest impact on successful delivery are:

Delays to projects such as those being carried out under the Parliamentary Business Programme which provide the mechanisms for enabling in-house digital publication


of 33

Failure to invest adequately in staff capability and capacity to develop and implement new digital publishing services leads to failure to deliver business-critical publications or continued reliance on third-party suppliers (with associated cost) for publishing activities

Insufficient funding and resources

Loss of key programme and project staff, delaying or preventing completion of critical activities

Scope creep, balancing the need for minimum viable products against the desire to make significant improvements

Procedural information owners do not agree on requirements for digital and print services

Members and other users do not support changes to publication provision

New or changed priorities as a consequence of the general election and HOC and PDC governance changes

Procurement delays

Change initiative overload

TUPE implications not taken fully into account

Insufficient support resource in PDS leads to publishing systems failing and the publication of business-critical data being delayed, not achieved satisfactorily or not achieved

Change process to create the PDS and restructure of the House Service identified in the House of Commons Governance Committee report (HC 692, Session 2014–15) adversely affect staff morale, leading to reduced quality of service for the HOC Printing and Publishing Programme

Constraints

General election in May 2015 provides a staging point for changes to print and digital provision to Members and their staff; if changes—for example, reductions in print provision and extended provision of procedural information to mobile devices—are not implemented at this stage, opportunities to change user behaviour will be reduced


of 33

Contract end dates—i.e. Xerox high-volume print equipment contract and Canon multifunctional device contract (June and September 2015, respectively) and the TSO printing and publishing contract (end March 2016)—are deadlines by which printing and publishing changes need to be implemented

Core procedural printing and publishing expenditure reductions planned, and budgeted for, in 2015/16

House and Parliamentary Business Programme budgets in 2015/16

Further substantial printing and publishing savings expected in 2016/17, but investment required to deliver improved digital services and improved publishing capacity and capability to support those services

Dependencies

Delivery of new or refreshed capabilities and applications under the Parliamentary Business Programme, including integration with indexing and search

Delivery of new or refreshed capabilities and applications under the Enabling Technology (Digital Foundations) Programme, including functionality provided by data.parliament.uk platform

Capability and capacity of Parliamentary Digital Service to support transition to in-house publishing and support publishing processes once developed so that publishing deadlines are met

Migration of data on publications.parliament.uk site to parliamentary hosting, minimising disruption to users

Audio-Visual Programme and related work to integrate improved AV content into the parliamentary material offered on the website

Capability and capacity of Parliamentary Procurement and Commercial Service to deliver advice on contractual issues

House of Lords plans

Parliamentary Archives and the work to ingest parliamentary information assets produced solely in electronic form into the Digital Preservation Repository


of 33

Economic case

4.1 Critical success factors

42. The critical success factors (CSFs) for the programme are set out in the following table:

Success Factor Critical Test Specific Criteria

1. Acceptability Services meet levels of accessibility, availability and reliability required by users

Business of the House and its Committees is not adversely affected

by changes to print provision

Business of the House Service is not adversely affected by changes

to print provision

Required digital and print services continue during the period of

contractual change

Members, their staff and HOC staff are not required to print

procedural documents except where that is convenient and cost-

effective

Core House business documents are available on mobile devices

Print and digital services, including contingency arrangements, are

robust

Digital outputs at least meet accepted minimum standards, including

availability, reliability and accessibility


of 33

Users have access to published procedural data more quickly

Disruption to users during and as a result of web hosting transfer is

minimised

2. Affordability Savings identified by the programme are delivered on time

Reduction in print expenditure of £900,000 in 2015/16

Printing and publishing expenditure in 2016/17 is significantly lower

than in 2014/15 and 2015/16

3. Achievability The House has the necessary skills and resources to complete the programme and meet changing needs

There are sufficient skilled and knowledgeable staff to complete the

projects

There are sufficient skilled and knowledgeable staff to produce the

digital and printed products

There are sufficient resources to support new and existing publishing

systems

4. Strategic fit The programme fits with wider strategic policies and aims

Follows the principles set out by the Printing and Publishing

Management Group

Follows strategies set out by the Management Board

Opportunities to work collaboratively with the House of Lords are

explored


of 33

4.2 Main options

43. The main programme options are:

Option 1: do minimum (continue current arrangements)

Option 2: limited targeted digital—contract extension

Option 3: targeted digital, parliamentary hosting, flexible printing

Option 4: digital only, parliamentary hosting

4.2.1 Option 1: do minimum (continue current arrangements)

Printing

Digital/hosting

Service provision High specification (ie range of items, number of copies, quality, delivery); mainly outsourced

Files prepared for publication and uploaded; externally hosted and managed website

Main advantages Resilient provision of services, capable of dealing with widely varying orders

Resilient provision of services, capable of dealing with sessional peaks and troughs; file transformation processes

Main weaknesses Cost; more supportive of high-volume than low-volume printing

Cost; duplication of in-house and external capability; limited availability on mobile devices; difficult to enrich and reuse data

Potential projects within programme

Procurement Procurement


of 33

4.2.2 Option 2: limited targeted digital—contract extension, including renegotiation on print and electronic services (mixed in-house and external)

Printing

Digital/hosting

Service provision High specification (ie range of items, number of copies, quality, delivery); partly outsourced

Mixed model of in-house and external provision; parliament-hosted website?

Main advantages Maintained services; reduced cost; no adverse impact on key users

Resilient provision of services, capable of dealing with sessional peaks and troughs; reduced cost; reduces risk from projects not being completed on time

Main weaknesses Already a lengthy contract; print cost overheads may continue; limited opportunities to be flexible

Reduces the savings possible; duplication of in-house and external capability; depending on scale, would require time and effort to co-ordinate; difficulty with enriching and easily reusing data; may lessen the focus on having to achieve improvements


Contract negotiation; printing project

Contract negotiation; digital project -- digital publication in-house by business areas as projects conclude; web migration project

4.2.3 Option 3: targeted digital, parliamentary hosting, flexible printing

Printing

Digital/hosting

Service provision Flexible production systems, balancing in-house and external

Data prepared for publication and published digitally in-house; targeted improvements to digital outputs of core publications; parliament-hosted website

Main advantages Efficient utilisation of equipment; reduced costs; ability to adapt to reduced demand as the shift to digital develops

Improved functionality, accessibility and useability; reduced cost; focus on digital outputs, rather than print; increased flexibility and efficiency in production and publishing

Main weaknesses Increased need to manage May not be sufficiently ambitious to meet users’ needs; significant requirement for


of 33

Printing

Digital/hosting

orders to ensure sufficient provision and good value for money; no certainty that print reliance will decrease

HOC and PDS resources to be utilised effectively to meet contractual time scales


Printing project Digital and web migration projects

4.2.4 Option 4: digital only, parliamentary hosting

Printing

Digital/hosting

Service provision Ad hoc printing only, in response to requests

Data prepared for publication and uploaded in-house; parliament-hosted website; all outputs are primarily digital, with significantly improved web and mobile device presentation

Main advantages Reduced costs; little print waste

Improved functionality, accessibility and useability; reduced cost; efficient production/publishing

Main weaknesses Requires rapid change in user behaviour; dependent on significantly improved digital outputs

Requires increased investment in 2015/16 not budgeted for; requires considerable capability and capacity in HOC & PDS within a short time scale


Printing project Digital project

4.3 Preferred way forward

44. Option 1 provides assurance of existing provision, but incurs significant cost and does not deliver the benefits sought. 45. Option 2 provides assurance of provision, with the opportunity to make changes, and delivers some of the objectives sought, but limits the cost reductions and significant improvements to digital outputs that could be achieved.


of 33

46. Option 3 offers a focussed and relatively ambitious approach, which delivers substantial improvements in the way in which core parliamentary information is used and published and takes advantage of the timing of changes in contractual arrangements. It represents the best fit in terms of delivery against the investment aims and CSFs. The proposed programme of work is shown below. 47. Option 4 is a more ambitious approach, requiring a considerable resource commitment and shift in user behaviour and may be more achievable delivered over a longer time scale. Workstreams and project dossier

48. Some of the projects outlined in the project dossier are or will be carried out by other projects and programmes, particularly the Parliamentary Business Programme. The Printing and Publishing Programme will monitor those projects to ensure a smooth transition in contractual and publishing arrangements. Workstream 1—digital publication

Documents will be prepared and published in-house, in the range of formats required. Improvements to procedural publications will be designed so as to encourage users to prefer digital to print; this will include making key documents deliverable to mobile devices and easily found and used online.

1A: Business papers

Mechanisms will be developed to enable Members to receive the data that interests them as soon as it is available and in the format that suits them. This project will:

support work under way via the Enabling Technology (Digital Foundations) Programme, to develop an app, for launch at the start of the new Parliament, which will allow users to download to mobile devices PDF versions of many of the documents that make up the existing vote bundle, and Hansard

support work to deliver a refreshed Order Paper app by April 2015


of 33

identify suitable technology to enable publication of business papers to the web in a range of formats by the end of the TSO contract and a wider range of procedural material to be published to mobile devices

support work carried out through the PBP to extend e-tabling functionality 1B: Hansard

An existing bicameral PBP project will deliver improved digital outputs from the Hansard Reporting System through implementation of improved publishing mechanisms and more efficient corrections handling, with the aim of delivering an improved and more integrated Hansard presence on the parliament.uk website by the end of the TSO contract. The Printing and Publishing Programme will:

monitor work to enable in-house publishing of Hansard data by the end of the TSO contract

ensure that arrangements are in place by the end of the TSO contract to end/replace as necessary data feeds to Commons Hansard from TSO

1C: Legislative papers

The PBP Bills project is a joint House project, working with partners in Government and Scotland, to deliver an improved means of drafting, amending and publishing Bills. Given the time scales for delivery of the new Bills system, interim measures are required by both Houses to ensure continuity of electronic publishing at the end of their respective TSO contracts. The Printing and Publishing Programme will:

ensure that arrangements are in place by contract end to enable in-house publication in the required formats of Bills, amendments, explanatory notes and proceedings to the parliament.uk website

1D: Committee reports and evidence

Work will continue on the foundations laid by the Committee Programme, which adopted a `digital first’ approach to Select Committee publications. The Printing and Publishing Programme will:


of 33

ensure that arrangements are in place by the end of the TSO contract to transfer to Select Committees the responsibility for publishing reports in the required formats on the parliament.uk website

support work under way to use infographics and audio-visual material in Select Committee publications

support work under way to use Adobe Creative Suite as the primary content preparation and publishing technology

establish arrangements for development and presentation of tabular information and artwork for Select Committee reports

ensure that arrangements are in place by the end of the TSO contract to enable written submissions to Public Bill Committees to be published in-house

1E: other documents

Appropriate mechanisms need to be put in place for documents outside categories 1A to 1D—in particular, Standing Orders, the registers and some corporate publications—to enable their publication in the required formats. This project will draw on work being done in the two Houses to develop generic publishing solutions as well as capacity and skills within existing publishing teams.

Workstream 2—printing and design

2A: printing

The range and volume of procedural documents printed and official publications purchased will continue to decrease. This project will:

reduce the range of procedural documents routinely printed from the start of the new Parliament

determine the volume of printing required

put in place a flexible system of printing, blending in-house and external, to ensure reliable, cost-effective and timely provision of printed documents, taking account of changes in demand as other projects deliver improved digital services; bicameral options will be considered

ensure that efficient distribution arrangements are in place

explore ways in which the volume of purchased official publications may be reduced


of 33

2B: design

Some projects in the digital publishing workstream utilise existing design services. To ensure that the House has sufficient expertise to meet users’ needs, the mix of in-house and procured design arrangements will be reviewed and appropriate arrangements put in place.

Workstream 3—website migration

3A: all content on www.publications.parliament to be moved to a parliamentary hosting facility

The aims are:

to ensure that all publications on www.publications.parliament migrate from TSO to a parliamentary hosting facility

to have publishing mechanisms in place to support continued publishing of publications

to ensure that all links to publications continue to work

to minimise disruption to users resulting from the transfer

to ensure that a list of documents being published is generated

This is a bicameral project, supported by the PBP. Commercial case

5.1 Commercial and procurement strategy

49. The procurement strategy to be used for projects within the programme will be assessed on a case-by-case basis with the PPCS.

http://www.publications.parliament/

http://www.publications.parliament/


of 33

50. Current provision of HOC high-volume printing equipment and multifunctional devices is through separate contracts managed by Print Services. In order to achieve increased efficiency, those contractual arrangements will be brought together when they expire in 2015. PPCS has advised procuring through Sprint ii, a public sector framework already in use by PICT. Sprint ii is run by SCC, which has specialist expertise in printer procurement and managed print implementation. Discussions have been held with SCC on the services available, which include the provision of support in establishing requirements as well as procurement of supplier(s). The House of Lords contract for printing and copying machinery has recently been let and will expire in 2017; opportunities for joint contractual and support arrangements will be explored. 51. Provision of specialist print, including promotional items, is carried out through a joint Print Framework, which will be tendered in 2015. 52. Options for the procurement of additional external printing and design services will be reviewed with the House of Lords.


of 33

6. Financial case

6.1 Indicative cost

53. Table 1 shows current and planned expenditure on printing and publishing services. The figures are necessarily estimates and will be refined during 2015/16.

Table 1

Account code 2013/14 Actual

2014/15 Forecast

2015/16 Forecast

2016/17 Forecast

2017/18 Forecast

2019/20 Forecast

2020/21 Forecast

TOTAL OPERATING INCOME -18,954 -15,998 -12,000 -12,000 -12,000 -12,000 -12,000

TOTAL SALARIES 562,337 408,820 513,000 785,000 785,000 785,000 785,000

54000 Printing & publishing 819,219 566,400 642,000 380,000 380,000 380,000 380,000

54120 Printing - main print contract 7,756,857 6,283,359 4,904,000 2,000,000 1,250,000 1,000,000 1,000,000

54130 Purchase of official publications 978,191 825,104 819,000 750,000 750,000 750,000 750,000

INFORMATION 9,554,267 7,674,863 6,365,000 3,130,000 2,380,000 2,130,000 2,130,000

IT SERVICES & EQUIPMENT 6,015 6,261 6,000 6,000 6,000 6,000 6,000

54015 Office supplies 47,722 51,255 55,000 150,000 150,000 150,000 150,000

54020 Maintenance of office equipment 14,000 14,000 25,000 40,000 40,000 40,000 40,000

54100 Photocopy machine rental 190,000 136,200 250,000 350,000 350,000 350,000 350,000

OFFICE SUPPLIES 246,722 201,455 330,000 540,000 540,000 540,000 540,000

CONTINGENCY 0 0 0 750,000 750,000 0 0

TOTAL 10,350,387 8,275,401 7,202,000 5,199,000 4,449,000 3,449,000 3,449,000


of 33

Notes:

In Table 1, account line 3 (Information) is total DCCS expenditure. Account lines 1, 2, 4 and 5 are expenditure by DCCS Print Services (account codes 54020 and 54100 include an element for Vote Office print equipment rental and maintenance, ongoing from 2013/14). Salaries: assumes recruitment of additional four print production staff and additional two design staff, includes on-costs and an element for allowances (subject to business case and design review); pressure on costs during 2015/16 to achieve timely transition Information: AC 54120 assumes some outsourcing of print production from 2016/17; may be amended in light of reduced print volumes and additional information on market costs Office Supplies: AC 54015 is mainly for paper purchases AC 54020 is mainly for high-volume print equipment maintenance AC 54100 is for Print Services and main Vote Office print equipment, including click charges. Charging rates over the lifecycle of equipment in use means that current rental costs are low. Contingency: set at 15% of 2015/16 main print contract costs, possible TUPE costs

54. As noted in paragraph 50, the contract for the provision of multifunctional devices will expire in 2015. Although this activity does not form a direct part of the HOC Printing and Publishing Programme, predicted expenditure is included in Table 2, for information.


of 33

Table 2 - multifunctional devices (£)

Account code 2013/14 Actual

2014/15 Forecast

2015/16 Forecast

2016/17 Forecast

2017/18 Forecast

2019/20 Forecast

2020/21 Forecast

54020 Maintenance of office equipment 55,000 40,000 65,000 65,000 65,000 65,000 65,000

54100 Photocopy machine rental 150,000 125,000 200,000 240,000 240,000 240,000 240,000

OFFICE SUPPLIES 205,000 165,000 265,000 305,000 305,000 305,000 305,000 Notes:

In Table 2, the budget for maintenance and equipment is held by DCCS Print Services.

6.2 Funding arrangements

55. Funding levels set out in Tables 1 and 2 for 2015/16 have been agreed as part of departmental bilateral discussions. Funding for work which is being undertaken as part of the Parliamentary Business Programme has been agreed. Funding for activities in future years will be discussed through the normal House financial planning arrangements. 6.3 Affordability

56. The programme will result in substantial savings (averaging £3.68m a year between 2015/16 and 2020/21, based on forecast expenditure in 2014/15). An element of these savings is likely to be needed for digital services. Should it become necessary to extend the current contract, the estimated savings would be reduced


of 33

7. Management case

7.1 Programme management arrangements

57. The HOC Clerk of the Journals will be the Senior Responsible Owner for this programme. 58. Programme management will be carried out by the Deliverer of the Vote. The Programme Board will be the Printing and Publishing Management Group, which comprises senior managers in the main business areas affected by the programme. 7.2 Programme milestones

59. The main milestones for the programme are as follows:

February/March 2015 – key proposals put to Procedure and Administration Committees

March 2015 -- Strategic Outline Programme approval

April 2015 – requirements for new printing contract agreed

May 2015 – reduction in types of items printed externally

July 2015 – Gateway review

September 2015 – confirmation notice required to end current printing and publishing contract

December 2015 – new digital/hosting services in place

April 2016 – new printing contract begins 7.3 Programme assurance

60. The programme will be subject to Gateway reviews.

House of Commons Printing and Publishing · The focus of the House of Commons Printing and...

Documents

Transcript of House of Commons Printing and Publishing · The focus of the House of Commons Printing and...