Strategic plan A case of the National Social Insurance Fund

Transcription

1 Good Practices in Social Security Good practice in operation since: 2013 Strategic plan A case of the National Social Insurance Fund National Social Insurance Fund Cameroon Published

2 1 Summary The National Social Insurance Fund (Caisse nationale de prévoyance sociale (CNPS)) of Cameroon has put in place a five-year strategic plan for a structural change from resourcebased management to results-based management in order to position itself as a modern and sustainable institution capable of providing immediate and quality care for socially insured persons,. To do so, it has adopted seven strategic guidelines divided into 19 points: a comprehensive review of all files; optimization of organizational and operational processes; control staff numbers and develop human capital by focusing on capacity building; control and optimize revenue collection; guarantee the sustainability of the organization; significantly improve the quality of customer service; ensure the social responsibility of the CNPS of Cameroon. This plan has been structured into coherent programmes within logical frameworks that focus on actions, specific objectives and KPIs. Each programme is piloted by a structural head. Quarterly evaluations are carried out and readjustments made where applicable, to ensure an optimal implementation of the plan. CRITERIA 1 What was the issue/problem/challenge addressed by your good practice? The main challenge was to move from resources-based to results-based management. This allows long-term visibility of the real potential of the organization and the problems to be solved. CRITERIA 2 What were the main objectives and the expected outcomes? To identify, plan, organize and monitor the activities of the organization.

3 2 To have an efficient means of measuring the success of the CNPS of Cameroon's activities. To implement and develop results-based management. To have a personalized checklist allowing each structure to monitor its programmes to the letter, as defined in the logical frameworks of reference. To project measurable results. To take corrective measures in time. To emphasize team spirit since the results of any one programme are generally dependent on that of several structures. To significantly improve the performance of the organization in the most concrete manner possible. CRITERIA 3 What is the innovative approach/strategy followed to achieve the objectives? Consultation with all staff on the problems to be addressed in the short, medium and long term. To set out all the objectives in a single document, as well as the resources that could be mobilized in the short, medium and long term. To divide up the strategic plan by structure, then by agent. Organization of the implementation: monitoring committee; project managers; implementers. Periodic evaluation and potential reformulation of objectives and KPIs, as a function of the results obtained and/or new perspectives.

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 main feature of this plan is that it is a product of the organization itself. All operational departments and personnel were involved in its formulation and application under the direction of a project manager. The current state of implementation is presented monthly and any readjustment put in place immediately if necessary. To date: the activities of the organization are better identified, organized and quantified; the notion of a team spirit has been incorporated, as the results belong to everyone; the Director General monitors the project by focusing on the actions and activities of a particular department in the organization; the managers have a checklist that allows them to monitor their activities on a daily basis; the evaluation of activities has been simplified; the quality of decision-making has improved and is better documented; a fairly precise idea of the situation and image of the CNPS is already perceived and can be assessed in terms of the overall mission by all staff. No particular financial resource has been allocated to this project. CRITERIA 5 What lessons have been learned? To what extent would your good practice be appropriate for replication by other social security institutions? Lessons: A new culture of managers who better share information, resulting in improved quality in terms of seeking solutions and management.

5 4 A measurable vision of the activities of the organization and the projected results. Better collaboration between structural heads through immediate information sharing. Better use of the organization 19s internal human resources. An accurate idea of the vision and the objectives/results sought by all staff. Replication: The use of this plan could be easily replicated and used within other social security organizations. In fact, the conceptual framework-based structure makes it an efficient management tool for social security funds. To date, the National Social Security Fund (Caisse nationale de sécurité sociale (CNSS)) of the Democratic Republic of Congo has used the CNPS of Cameroon to implement this practice in its own institution.