Good Practices in Social Security

Transcription

1 Good practice in operation since: 2012 Good Practices in Social Security Implementation of a fully computerized and versatile multi-scheme, multi-product organizational and technological management platform ( Usine Prévoyance ) A case of the Collective Scheme for Retirement Allowances Certificate of Merit with Special Mention, ISSA Good Practice Award Africa competition 2017 Collective Scheme for Retirement Allowances Morocco Published

2 2 Summary The Collective Scheme for Retirement Allowances (Régime collectif d allocation de retraite RCAR) has introduced a fully computerized and versatile multi-scheme, multiproduct organizational and technological management platform, consisting of a multi-channel Customer Relations Centre (agencies, a call centre, web/mobile, social networks), a multiproduct Payment Centre, and a computerized Back Office that is integrated with RCAR s partners. This platform guarantees customers the prompt payment of benefits, the effective handling of complaints, relevant information, and traceability for all transactions. Secondly, it provides sufficient capacity to ensure effective and efficient support for public policy on the development of social welfare in Morocco. In particular, the incorporation of funds that are primarily of a social nature established by the authorities, the inclusion of all internal pension funds (special schemes representing nearly 90,000 beneficiaries) and the platform s positioning as manager of the future public service sector as foreseen in the systemic pension reform project in Morocco. The issue or challenge What was the issue or challenge addressed by your good practice? Please provide a short description. The RCAR enjoys a high degree of trust among government agencies that use its services to meet the challenge of developing social welfare and reforming public sector pensions for Moroccan citizens, who have become increasingly demanding and uncompromising with regard to the quality of service of administrations. As a result, the implementation of a multischeme, multi-fund management platform has made it possible to implement several structural projects efficiently and effectively. Notable aspects include the incorporation of almost all the special schemes (90,000 beneficiaries) under the RCAR; integration thanks to the RCAR s management platform with the National Pension and Insurance Fund (Caisse Nationale de Pensions et des Assurances CNRA); the creation of several social welfare funds by the authorities, such as direct assistance to widows (with 106,550 beneficiary orphans); increases in benefits for employment accidents and occupational diseases under the labour funds and the state-owned mining operator Charbonnages du Maroc (56,000 beneficiaries), etc. Addressing the challenge What were the main objectives of the plan or strategy to resolve the issue or challenge? List and briefly describe the main elements of the plan or strategy, focusing especially on their innovative feature(s) and expected or intended effects. The RCAR strategy included supporting the government in the development of social welfare in Morocco and positioning itself as a world-class multi-fund and multi-scheme manager. The main objectives of this strategy were as follows: to help modernize and increase the flexibility of the public service for Moroccan citizens, who have become increasingly demanding and uncompromising in their expectations;

3 3 a multi-channel service that would minimize the need for citizens to make trips when dealing with administration; data computerization, removing the need for citizens to visit several public bodies to meet a single need, and ensuring traceability and total transparency for all their dealings with the RCAR (making any attempt at fraud or corruption very difficult); to provide the authorities with a flexible management platform capable of incorporating any type of pension scheme or social welfare fund in order to ensure rapid progress in the development of social security. For this purpose the project involved establishing a flexible management platform capable of incorporating any type of scheme, regardless of its structure or complexity. This was an innovative concept based on four main pillars: generic, optimized and totally paperless business processes, drawing on a catalogue of generic services applicable to all types of pension schemes and products; a flexible, service-oriented information system (SOA technology) that was configurable and scalable, ensuring a high level of organizational flexibility and operational excellence, capable of incorporating all partners (the Ministry of Education for education certificates, the Ministry of the Interior for proof of identity and ensuring the reliability of national identity cards, the General Tax Directorate for declarations, etc.); a highly effective, multi-channel customer relationship management system, providing a complete range of on-line services to our customers and partners; a technological upgrade that strengthened the intelligent and effective computerization of our services (Web 3.0, social networks, call centres, bank service desks and counters, etc.); finally, an integrated management system to measure the performance of processes, human resources, projects and the strategy. Targets to be achieved What were the quantitative and/or qualitative targets or key performance indicators that were set for the plan or strategy? Please describe briefly. Number of internal pension funds (special schemes) incorporated in the RCAR from 2012 onwards: effectiveness of support for public authorities in the field of pension reform. Number of new beneficiaries served by the new management platform (RCAR and CNRA): effectiveness of support for public authorities in the development of social welfare. Rate of increase in the on-line use of services: effectiveness of on-line and remote services (computerization). Customer satisfaction rate. Management ratios: efficiency of administrative, technical, and financial management. Number and extent of recognition by national and international entities of the different components of the platform.

4 4 Evaluating the results Has there been an evaluation of the good practice? Please provide data on the impact and outcomes of the good practice by comparing targets vs actual performance, before-and-after indicators, and/or other types of statistics or measurements. Over the period , following the implementation of the new Usine Prévoyance platform, the various quantitative and qualitative objectives were broadly achieved. These objectives were evaluated by the internal steering and governance mechanisms, such as the audit committee, the steering committee and the management committees. They were also evaluated by external auditors for certification such as ISO 9001 and OHSAS. In terms of support for public authorities in the development of social welfare: 15 new internal pension funds (special schemes), representing a total of 80,000 new customers, have joined the RCAR bringing in more than one billion euros, with no delays in payment or complaints by public authorities. more than 200,000 new beneficiaries used the new management platform between 2012 and Concerning the modernization and flexibility of the public service: the number of on-line service users increased ten-fold during the period, while agency visits remained stable; in 2016 the use of such services increased by 44 per cent compared to beneficiaries satisfaction rate is 80 per cent, despite the growth in and the diversity and complexity of the funds managed. changes in the management ratios shows the level of efficiency of the RCAR: o administrative: from 0.11 per cent in 2012 to 0.09 per cent in 2016; o financial: from 0.25 per cent in 2012 to 0.15 per cent in 2016; o global: from 0.37 per cent in 2012 to 0.24 per cent in In addition to the quantitative targets, the RCAR has been the subject of several evaluations by national and international organizations. During the period : 2016: the RCAR obtained, without any non-conformity or weakness, dual certification under ISO 9001 v2015 for its quality management system for all its products and services, and OHSAS v2007 for its occupational health and safety system; this dual certification underlined the relevance of our strategy and governance system, the flexibility of our information systems, and the strong customer orientation in the welfare sector. 2015: the E-mtiaz Prize (Moroccan national award): First Excellence Award in the Econtent and Call Centres categories. 2014: ISSA Good Practice in Social Security Award for Africa for its multi-channel and flexible customer relations system. 2013: United Nations Public Service First Award for its anti-corruption initiative. 2012: United Nations Public Service Second Award in the Africa category for the paperless initiative.

5 5 Lessons learned Based on the organization s experience, name up to three factors which you consider as indispensable to replicate this good practice. Name up to three risks that arose/could arise in implementing this good practice. Please explain these factors and/or risks briefly. Three key lessons learned from the implementation of a highly computerized, flexible, and multi-channel management platform: 1. An implementation approach sponsored by top management: part of a programme of excellence based on the Total Quality Management model and a culture of excellence and institutionalized flexibility. Entrepreneurial leadership, project-style management and collective commitment on the part of all personnel made possible the successful completion of the programme. 2. Aligning technology with strategy and business needs and the use of state-of-the-art technology to ensure the required level of flexibility, traceability and processing speed (SOA, GED/Workflow, Web, mobile, call centres, coupling with business information systems). 3. Change management: the Usine Prévoyance management platform implementation project was supported by a wide-ranging programme of specific and adapted change management. This ensured the support of all actors (front office, middle office, back office). The implementation model can be fully replicated, since it is independent of the organization and its specific business characteristics. The good practice can therefore be replicated by any social security institution anywhere in the world.