Expansion of multi-distribution channels to all workers A case of the National Social Security Administering Body for Employment

Transcription

1 Good Practices in Social Security Good practice in operation since: 2014 Expansion of multi-distribution channels to all workers A case of the National Social Security Administering Body for Employment National Social Security Administering Body for Employment Indonesia Published

2 1 Summary As part of the social security reform processes in Indonesia as mandated by the 2004 Law concerning the National Social Security System, BPJS Ketenagakerjaan must cover all workers in Indonesia, in both formal and informal sectors, totalling 120 million workers distributed in 17,000 islands. Before 2014, members (or workers) could only access BPJS Ketenagakerjaan (previously Jamsostek) through branch offices (121 branches nationwide). The new mandatory coverage was a compelling situation for BPJS Ketenagakerjaan to expand its coverage to all workers in Indonesia. Since 2012, BPJS Ketenagakerjaan started to expand its access through institutional collaboration with public institutions and industry; and also e-services using the advance of technological development. To date, all of the new channels have reached the number of 206,000 points for all workers nationwide. These initiatives significantly simplify the business processes to guarantee an easy, cheap and friendly service to increase the coverage, which now totals 19 million and achieved 91% on the customer satisfaction index. In addition, the expansion of these different types of accesses has reduced operational expenses by about USD 10 million per year. CRITERIA 1 What was the issue/problem/challenge addressed by your good practice? BPJS Ketenagakerjaan is challenged to provide excellent service to all of our members. This excellent service could be created from the simplification of service procedures supported by a multi-channel platform. There are some challenges, facts and issues which should be minimized, as follows: Growth of employers, contributors and beneficiaries. Expansion in new geographical areas. Proactive approach to improve quality of service and avoid any service deterioration due to growth: lengthy lines, poor response time, process delays, cumbersome and inductive errors caused by dramatic increase in the volume of work. Pursuing the world class vision to provide superior customer service through new innovative approaches, efficient, effective and value-adding innovations for all workers (anytime, anyhow, anywhere).

3 2 CRITERIA 2 What were the main objectives and the expected outcomes? The objectives were: Expand the coverage of social security for workers. Improve customers' service level: offering flexible, personalized and efficient service. Develop strong and more effective relationships between BPJS Ketenagakerjaan and stakeholders. Reduce administrative and transactional costs. More accurate, reliable and timely information. Protect the rights of the insured and minimize fraud (in case there is any). Eliminate bureaucracy by relying on technology. The expected outcomes of this multi-distribution channel focus on the needs of the members. The first, customer-centric services are easily accessible for all segments of members and offer flexibility in terms of how, when and where they are accessed. The second is to make the service processes more efficient and effective. CRITERIA 3 What is the innovative approach/strategy followed to achieve the objectives? BPJS Ketenagakerjaan declared its commitment to expand its distribution channels to make sure that all workers have access to BPJS Ketenagakerjaan ANYWHERE, ANYHOW, ANYTIME without delay and error, through: 1. Physical channels 1.1. Expansion of branch offices from 121 to 324 branch offices, located in every district in Indonesia Expansion through collaboration with local government (One Stop Business Permit Service) to 72 local governments out of 512 local governments nationwide.

4 Expansion through collaboration with the banking industry (Service Point Offices - currently numbering 1,120), in which a bank's branch can deliver registration, contribution payment and claim services, as well as ATM and all internet banking access Expansion through mobile services (cars) in every branch office to reach any potential location Expansion through smart kiosks which are provided in each branch office. 2. E-services 2.1 E- reporting An information system was built to simplify monthly reporting. The company can directly ensure the dues that they receive are equal to the numbers of registered workers. 2.2 E-Registration An online system that enables potential members, either from the formal or informal sector, to register easily to BPJS Ketenagakerjaan's social security programmes. 2.3 E-payment Through the Electronic Payment System, members can electronically inquire about their dues and pay them through ATMs and internet. Benefits are also electronically deposited in beneficiaries' bank accounts. 2.4 E-claim As fast claim process has become a standard expectation from the society nowadays, BPJS Ketenagakerjaan build a fast track system, combining web technologies, document management, and queue system to fulfill that needs. 2.5 E-information BPJS Ketenagakerjaan, as mandated by law, has to inform its members about their current provident fund's balance information. Couple years ago, these information was delivered in paper form to workers. Today, as information technology developed, the balance information is delivered through the Internet, via application named E-Saldo. 3. Web portal An online portal to connect members and all the service provide BPJS Ketenagakerjaan. 4. Mobile applications such as BPJSTK Mobile and BPSTK SMS Service 5. Social media like Facebook, Twitter, and YouTube.

5 4 CRITERIA 4 Have the resources and inputs been used in an optimal way to achieve the set objectives and the expected outcomes? Please specify what internal or external evaluations of the practice have taken place and what impact/results have been identified/achieved so far. The resources and inputs have been used in an optimal way to implement the practice. BPJS Ketenagakerjaan has gained a lot of skills in software development and commissioning new services. The physical expansion by opening 324 branch offices spread awareness about BPJS Ketenagakerjaan's services. Branch offices of BPJS Ketenagkerjaan also provide a pocket book containing information about products, benefits, services, registration procedures, and claim procedures. A self-service Kios-K is also provided in each branch office. Kios-K features services consisting of registration, information, balance enquiries, and claim status. This feature can be executed by tapping in the members' ID Card. On the other hand, the impact of the e-service strategy was on multiple fronts: The volume of transactions has grown 85 per cent between 2013 and Customer Service: e-service offers easy, friendly, cost-effective, time efficient (in terms of transaction and commuting time), complete geographical coverage and 24/7 service for clients. Time: the number of transactions going through offices decreased by 67 per cent, which led to a 75 per cent decrease in average transaction time. Taking the volume of e-services into the equation makes the average a lot more appealing. The average time for each transaction has dropped by 96 per cent because e-service consumes zero time. Economic: As with any electronic service, the intangible savings are enormous for BPJS Ketenagakerjaan and stakeholders. Better service, less overheads, time savings and convenience for clients, more productivity and efficiency in the economy by saving time and cost, and finally, less traffic and purer air for society. E-Channel E-Reporting by SIPP Online E-Payment by Results companies companies Electronic Payment System E-Registration new companies

6 5 E-Claim E-Information by E-Saldo Mobile Apps by BPJSTK Mobile claims sent by Android: users IOS: users Blackberry: users Mobile Service by BPJSTK SMS Service services In addition, customer satisfaction through a national survey shows continuous improvement rising from 78% in 2013 to over 91% in CRITERIA 5 What lessons have been learned? To what extent would your good practice be appropriate for replication by other social security institutions? Through this experience, BPJS Ketenagakerjaan has learned many lessons. Some important lessons were: Due to the geographical issues for an archipelago country like Indonesia, Multi- Distribution Channel is an excellent infrastructure to start innovative approaches in social security services. It can be implemented to break through the borders that become obstacles. The initiatives have a direct financial impact from the shifting of paper work in all processes by reducing paper forms (registration, collection, information and claim). The improvement of service by the designed multi-distribution channels had a strongcorrelation with customer satisfaction.