I much appreciate the regular opportunity afforded me as Speaker of contributing this introduction to the Commission's annual report, its Twenty-Seventh Annual Report and the fifth such report since I took over the chair of the Commission. The report sets out the remarkable range and diversity of services which have to be provided in a twenty-first century democratic legislature, and provided swiftly, economically and to a consistently high standard. Each Member has an individual approach to the job, just as each political party represented in the House has its own agenda; and the House administration has to recognise that. 2004/05 was a year which made considerable demands of the House service.

Recent years have seen historically high levels of activity levels in most areas of the House's business, including oral and written parliamentary questions, and in many areas of standing and select committee work. The report sets out a number of the recent technological developments which have made it possible to absorb these increased demands. Now the Parliamentary Information Management Services (PIMS) project is going live, intended to provide radically improved access to the mass of information which the House holds or processes. Without changes of this nature the House would not be able to function as a modern legislature.

2004/05 was the first full year of the new sitting hours introduced in January 2003. The effects on House staff have required careful management. The September sitting fortnight had an impact on planning and implementation of major works and maintenance projects. The House's decision in January 2005 to return to later starts and finishes on Tuesdays presents a further challenge to the administration.

The Commission continues to pursue a policy of "modest growth" in expenditure, principally to fund improvements in information and communications technology, and to meet unforeseen requirements, of which there were several in 2004/05, particularly those arising from the recommendations of the review of security on the parliamentary estate carried out by the Metropolitan Police and the security services. Despite these additional commitments, cash outturn in 2004/05, at £143.7 million, was 2.6 per cent below estimate. Our plans for future years will be adapted to take account of additional security-related expenditure, and the growing maintenance requirements of the historic estate for which the House is responsible.

I described in my introduction to last year's annual report the results of the June 2003 survey of services, which indicated that most Members found the House a good or excellent place to work. Responding to comments in the survey, an official group was established to improve the flow of information to Members about the services available. This group was largely responsible for the enhanced arrangements for new Members elected at the recent general election, which were generally much appreciated.

The Commission has devoted considerable time to the issue of improving the way in which the House connects with the public outside. In response to a wide-ranging report from the Modernisation Committee published in June 2004, the Commission has set in train a number of initiatives, including an extension of the Education Unit's student visits programme to run year-round, and commissioning a new voters' guide. The numbers of visitors continues to rise, both on paying tours in the summer and during sitting weeks, despite the constraints of the new sitting hours. Plans are now well advanced for the new visitor reception building at the north west corner of Westminster Hall and for the associated staff who will be able to make visitors to Westminster feel truly welcome. Options for a visitor centre are also being closely examined. And all this has to be planned and implemented in an environment which ensures the safety and security of all who use or visit the House.

For the vast majority of people who cannot reach Westminster the parliamentary website continues to offer an alternative means of seeing and hearing for themselves something of the work of the House. There were over 29 million hits on the website in 2004/05, an increase of sixteen per cent over the previous year. The Commission acknowledges that the website needs further development; a number of improvements have already been made and planning for a more radical redevelopment has begun.

The staff of the House of Commons are its principal resource. It is as ever a pleasure for me to record the Commission's thanks to the 1,700 men and women of the House of Commons Service who give such consistently excellent support. It is invidious to single out any particular group, but in a year where the security of the House and those who work in and around it has been so much in the news, I pay tribute to the work of all those whose job it is to protect the House. I also acknowledge the achievement of the Refreshment Department in meeting the demanding target we set for reducing the net cost of its operations, while still meeting the needs of the House. And I am personally delighted with the progress being made in offering young people apprenticeships, with twelve new apprentices due to start in the autumn. The House Service is also working hard to ensure that its Investors in People accreditation achieved in 2003 is confirmed in 2006.

This annual report is a welcome opportunity to explain to all those at Westminster and beyond how the work of the House of Commons is supported; to report on what has been achieved in the past year; and to set out some of the challenges ahead. In December 2004, for the first time, the Commission's annual report was the subject of a three-hour debate in Westminster Hall. This is intended to be an annual event. I welcome it as an opportunity to demonstrate that the Commission is indeed accountable to the House for its activities, as set out in this report.

Michael J. Martin MP

Michael J. Martin MP

Chairman of the House of Commons Commission