Service quality A case of the National Pensions Fund

Transcription

1 Good Practices in Social Security Good practice in operation since: 2009 Service quality A case of the National Pensions Fund National Pensions Fund Sudan Published

2 Summary Evolution of the achievement rate based on the time required for the completion of the transaction of the average time of treatment (10-15) days. Target rate of accomplishment increased from 70 to 98% ( ) after analysing the reasons for the transaction delays (support by workers (manpower)/adopt new mechanisms to deal with the Ministry of Finance). Reduce the frequency rate (by directly communicating with clients). Preparation and special paper key performance indicators for social security institutions. Execute the plan through a version of the Balanced Scorecard containing performance indicators for each objective of targets (Standards the main outputs): rates have risen in the general evaluation of targets achieved during the period ( ) to 77%. Set goals that need corrective action and further analysis of strengths and weaknesses, identify opportunities. Training of five employees in the National Pensions Fund (NPF) as assessors of the quality system in accordance with the institutional EFQM Excellence Model. Training of 28 employees in NPF as internal auditors working under the requirements of standard ISO: 9001: CRITERIA 1: What was the issue/problem/challenge addressed by your good practice? Please provide a short description. 1. Continue building a strong financial position according to actuarial studies results. 2. Promote the culture of excellence among the staff. 3. Develop more performance indicators. 4. Make use of good practice and experience. 5. The NPF has 16 branches, each in a State with different circumstances which require extending the scope of excellence step by step.

3 2 CRITERIA 2: What were the main objectives and the expected outcomes? 1. Reduce the cycle time of the services provided. 2. Fulfil customer satisfaction at all branches. CRITERIA 3: What is the innovative approach/strategy followed to achieve the objectives? The strategic goal of the NPF: Ability to mobilize the nation's intellectual and financial capacity to build an effective, comprehensive and unified social security scheme. Vision: Fund to become a leading institution between social security institutions in the Arab and African world, balanced benefits to have financial capability which allows it to be sustainable in the long run as well as gain the satisfaction of the internal and external clients. Mission: The NPF is looking to become a reference for social security institutions in the Sudan, developing through methods and tools through the staff and the application of International Standard such as ISO: 9001: 2008 and following the curricula of the overall quality and excellence in customer service in an effort to bridge the gap between pension and wages lost due to retirement. Values: Fund fee is based on its visions and future on a set of core values that represent the institutional culture of the Fund and is characterized by the values highlighted in: interest service recipients; teamwork and cooperation; leadership and excellence and perfection and precision; knowledge sharing; transparency and honesty; justice in providing services. Objectives: Unify the social security scheme in Sudan. Strengthen cooperation in the fields of training with the International Labor Organization (ILO) and sharing the activities of ISSA (excellence, good practice, bench marking). Improve NPF performance according to 2013 EFQM model requirement. Expansion of the scope of ISO certificate to (Elgazira and River Nile branches).

4 3 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: 1. Employees: communication; care and regard; staff results; the importance of the views of the staff unit has been established for statistics and analysis of the results of the questionnaires analysis during the period ( ). Absenteeism rate: Turnover rate: 2. Operations: Standard Average Years 1% 0.01% % 0.01% % 0.03% 2013 Standard Average Years 1.5% 0.06% % 0.05% % 0.05% 2013 process; general framework of the standard operations; systems operations management. 3. Feedback from the clients views and learning: The results: Questionnaires The NPF is defining a set of performance indicators and outcomes for the purpose of evaluating the success of the strategy and supporting policies (targeted 23,542 pensioners in 2013).

5 Results of the customer satisfaction rates in some states: 4 State Year Target % Khartoum 63% 81% 80% River Nile 82% 91% 92% Kassala 92% 81% 82% Red Sea 70% 86% 86% South Darfur 80% 84% 90% Sennar 88% 96% 92% The graph below shows the satisfaction rates for some pensioners in certain states during the period ( ): 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Khartoum River Nile Kassala Red Sea South Darfur Sennar Complaints Documented under the approved forms of standard ISO: 9001: 2008 and followed up until the closing stage is implemented corrective and preventive actions, general trend in the number ranges (13). Ratio of 100% closure, deal with complaints and clients suggestions and analyse the types of error files. Table below explains the response rate of complaints: Rate Response The number of complaints Year 100% % % Performance indicators: collection of contributions is 88% as the average of the period ( ); the rate of the administrative expenses does not exceed 5% of the income of the fund;

6 5 the time of transaction is days. 6. The evaluation Externally: 1. Board of Directors control. 2. National auditor advice. 3. Actuarial consultants. 4. Third party of ISO BSI Egypt. 5. The council of quality and excellence under supervision of the award presidential office. Internally: 1. Internal audit control: Internal auditor according to ISO 9001:2008 requirement. CRITERIA 5: What lessons have been learned? To what extent would your good practice be appropriate for replication by other social security institutions? Please explain briefly. NPF is first social security organization of the Arab Region to apply the quality management system (ISO: 9001: 2008) and its requirements from (certificate No. FS from expiry up to ) with rare minor non-conformities, under the scope of 27 major documented processes. This is the good practice that leads to improved NPF performance. Lessons that have been learned: correct design and delivery of services are important; design and develop new services to provide added value; staff training before applying specific operations; look for creative ways to improve operations; management needs to strengthen the dialogue with clients through customer service centres and evaluate the effectiveness of services through direct contact with clients; need to monitor performance against targets.