ICT and Administrative Efficiency…. A Case for NSSA Zimbabwe

1. ICT and Administrative Efficiency…. A Case for NSSA Zimbabwe Presented in Seychelles by Sibangani Gwenelo Manager ICTS

2. NSSA Strategic Planning Process Environmental Scan Objective setting Post Implementation Review Training and Implementation Performance management

3. The NSSA Project Management Cycle • Corporate Strategic Planning process done for the long,medium and short term • Follows a clear methodology (Project Life Cycle) to determine the implementation process • Strategic plans identify what needs to be done,by who and when inorder to achieve the corporate goals • Plans are translated then into measurable goals used used to measure performance • Pre-planned reviews then trigger corrective action

4. NSSA Benefit Administration.. A case for improving efficiency Issues:- • Previous system was failing to cope with increased volumes (huge backlogs) • Client records were manual,incomplete and inaccurate • Beneficiaries travelling long distances to make claims • Claim payment process taking too long • Increasing number of frauds • Bad corporate image (numerous complaints)

5. NSSA’S strategy to improve Benefits Administration • Assessed existing benefits delivery system • Identified gaps with the desired system • Consulted widely all stakeholders • Looked at options available • Selected the most appropriate option which assured quick wins and delivered best value • Sold the idea (ICT) to all interested parties • Implemented the solution with minimum disruption to existing business operations

6. Components of the proposed ICT based solution • Word processors and e-mail resulted in more efficient communications • Electronic Databases stored large data volumes and enabled efficient retrieval of client data and images at a fraction of the cost of manual systems. • Spreadsheets improved management reporting • Programatical computation and logical checking of benefit data reduced error rates to negligible levels • Reduction of fraud ( especially cheque fraud which was nearly eliminated)

7. Major changes faced by NSSA when introducing ICT • Structure changes- ICT head elevated to executive management • New ID numbers for beneficiaries required • Needed to re- align processes and procedures • Scheme administration rationalised • Decentralisation of processes became imperative • Multi-skilled benefit clerks required • Higher investment in ICT infrastructure required

8. Impact on NSSA business • Decentralisation of benefit processing which reduced turn around to within minutes for short term claims and only up to 30 days for all other benefits • Multi skilled benefit clerks who could process benefits for different schemes • Reduced queues at regions and head office • Drastically reduced stationery and postage costs • Reduced costs of encashing client benefits

9. .. Impact on NSSA business contd • Automated reconcilliation of payments • Enabled timeous payments of benefits • Enabled all users to have the same view of data and report more consistently • Timeous resolution of client queries • Enabled the redeployment of excess staff to other functions in the the organisation

10. Impact on NSSA business..contd • Decentralised operations • ICT became more visible and was also decentralised to support business operations • More technical ICT staff required to support ICT operations • Benefit administration of schemes merged • Rationalisation of benefit legislation • Better quality management information • Improved compliance rates and cash flow • Timeous production of management reports

11. Impact on NSSA business..contd • Tighter management control of organisational resources (assets,staff etc) • Reduced occupational accidents • Improved staff performance • Reduced overhead ratios • Improved public image of the organisation (the best run parastatal in the country)

12. Constraints when adopting new ICT applications • Funding (especially hard currency) • Availability of technical skills to implement and maintain applications • Resistance to change from existing systems • Perceived risk of using new technology

13. Likely future direction of ICT at NSSA Currently running projects to 2010 intended to support new business • ICT to transform from data processing to strategic management information services at end of project • Integration of voice,data,video and image- use of more value added products(VOIP,video conference etc) • Merger with telecommunications imperative ( more WiFi based products) • Large integrated databases and call centres servicing global requirements

14. Likely future direction of ICT at NSSA.. contd • Applications to be web based (e- business, e-govt, e-banking etc ) addressing global business • Enterprise wide applications to be adopted • Products and services to adhere to more common standards • Security to be a major area of focus • ICT will continue to spearhead efficient service provision,will become cheaper, simpler, more user friendly and a productivity tool to both staff and clients • There will be less reliance on internal technical staff and size of ICT department will shrink.

15. Some performance indicators..before ICT project

16. Conclusion • ICT improved the entire Social Security Administration ie Records,Collections and benefit payment • Qualitative benefits tended to be more visible to external stakeholders than internal users • Quantitative benefits could be identifiable and measurable in dollar terms and these were used by management as justification for further computerisation projects • ICT division has become a focal point in corporate planning and clearly delivers service improvements