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ZUS
Management by objectives in the social security administration Social Insurance Institution (ZUS) Vilnius, 3-4 October 2013 Plan of the Presentation 1. ZUS’s scope of operation 2. Reasons for MBO implementation in ZUS 3. Two levels of MBO in ZUS 4. Results of MBO implementation in ZUS 2 1. ZUS’s scope of operation Social Insurance Institution (ZUS) is one of the largest public institutions in Poland as far as: • the scope of performed assignments, • the size of committed public funds are concerned. SŁUPSK GDAŃSK 1 Headquarters 43 branches 214 inspectorates 68 local offices OLSZTYN KOSZALIN SZCZECIN BYDGOSZCZ BIAŁYSTOK TORUŃ PIŁA PŁOCK GORZÓW WLKP. POZNAŃ I WARSZAWA II II POZNAŃ SIEDLCE WARSZAWA I ŁÓDŹ I WARSZAWA III ZIELONA OSTRÓWWLKP. GÓRA RADOM LUBLIN ŁÓDŹ II w Zduńskiej WROCŁAW LEGNICA TOMASZÓW Woli MAZ. KIELCE LEGENDA BIŁGORAJ CZĘSTOCHOWA WAŁBRZYCH OPOLE Obszar terytorialnego działania oddziału ZABRZE SOSNOWIEC CHORZÓW RZESZÓW KRAKÓW Oddział TARNÓW CHRZANÓW RYBNIK Inspektorat BIELSKO Biuro Terenowe JASŁO -BIAŁA NOWY SĄCZ ZUS’s structure ELBLĄG ZUS employs over 45 thousand persons 3 1. ZUS’s scope of operation ZUS provides services for: 14.5 million insured. It inter alia: • keeps accounts recording individual insurance history for each person • collects contributions transfers a part of the old-age pension contributions to Open Pension Funds (OPFs) • collects, accounts for and transfers to the National Health Fund (NHF) contributions to health insurance • certifies incapacity for work mainly for pension purposes 7.5 million beneficiaries, for whom ZUS establishes pension entitlements, assesses pension amount, makes calculations and pays pensions 1.7 million contribution payers. It inter alia conducts monthly contribution settlement, transferring contributions to funds separated from the Social Insurance Fund, i.e. the old-age pension fund, the disability pension fund, the accident and sickness fund. 4 2. Reasons for MBO implementation in ZUS ZUS’s ambition to ensure o high standards of customer service o timely and reliable execution of additional tasks assigned to ZUS to increase customer satisfaction to improve ZUS’s image and reputation 5 2. Reasons for MBO implementation in ZUS ZUS’s ambition ZUS’s scope of operation MANAGEMENT BY OBJECTIVES CUSTOMER SATISFACTION ZUS’s readiness to perform additional tasks 6 3. Two levels of MBO in ZUS MBO implemented on two levels OPERATIONAL STRATEGIC •ZUS’s strategy for the years 2010-2012 •ZUS’s strategy for the years 2013-2015 •Comprehensive measurement system of ZUS’s branches performance •Internal benchmarking (cost, resources) 7 3. Two levels of MBO in ZUS MBO APPROACH ON STRATEGIC LEVEL (1/3) ZUS transformation Strategy for years 2010-2012 • In 2010-2012 ZUS realized its Transformation Strategy which ultimate goal was to increase customer satisfaction by: - digitization of delivered services, - introduction of process management, - reorganization towards achievement of a front/back office model, - supervision of resources allocation and funds’ management. • These four overall objectives were cascaded to specific goals within eight area policies (functional strategies). • Both overall and specific objectives were aimed to improve the efficiency, quality and financial performance of services provided by ZUS, so as to achieve customer contentment and improve ZUS’s image. 8 3. Two levels of MBO in ZUS MBO APPROACH ON STRATEGIC LEVEL (2/3) ZUS development Strategy for years 2013-2015 • The improvement both of customer satisfaction and ZUS image confirmed that the customer satisfaction-building mechanism accepted in the Strategy for 2010-2012 proved to be effective. • Thus changes initiated in 2010-2012 will be continued in the next strategic planning period, i.e. in 2013-2015. 9 3. Two levels of MBO in ZUS MBO APPROACH ON STRATEGIC LEVEL (3/3) Balanced Scorecard • In the process of formulating ZUS Strategy (both for 2010-2012 and 2013-2015) the Balanced Scorecard structure was adopted. • BSC has been used for many years in business, but it is also increasingly being applied in the public sector (e.g. in local governments, health care). • In the commercial sector, the hierarchy of perspectives emphasizes the importance of finance as a guarantor of business success. For ZUS the BSC model has been adapted by exposing the role of the customer, while finance becomes a tool for effectiveness control. 10 3. Two levels of MBO in ZUS MBO APPROACH ON OPERATIONAL LEVEL (1/2) Comprehensive measurement system of ZUS’s branches performance • To ensure the smooth implementation of the Strategy at the operational level, a complex quarterly task performance measurement system has been introduced. • The system: • - recognizes the wide spectrum of ZUS activities, - provides a multidimensional assessment of various kinds of activities. Seven areas of assessment have been identified: - customer service, - keeping insured persons’ accounts, - running contribution payers’ accounts, - contribution payers’ control, - payment of long-term benefits, - payment of short-term benefits, - medical certification. 11 3. Two levels of MBO in ZUS MBO APPROACH ON OPERATIONAL LEVEL (2/2) • Each area is measured in three dimensions: - task effectiveness (timeliness of claims/applications’ handling and percentage of handled cases), - quality (error scale and claims/applications’ lead time), - efficiency (labor productivity indicators and unit costs’ indicators). • In order to balance the role of individual assessment areas and to prioritize specific actions a weighing system has been introduced. • The evaluation system clearly resulted in focusing ZUS branches’ operations on areas significant for customer service, thus contributing to the establishment and adoption of customer service standards common for the entire Institution. As a result it played a key role in the process of task standardization in branch offices, and thus in the improvement of the performance level and increase of ZUS’s customer satisfaction. 12 4. Results of MBO implementation in ZUS EFFECTS OF MBO APPROACH IN ZUS BUILDING CUSTOMER SATISFACTION: IMPROVEMENTS IN ZUS’S FUNCTIONING: • • introduction of process management, • changes in ZUS’ organizational structure, particularly in terms of the structural unification of organizational units and integration of some of the tasks in common service centers, • reorganization of resources for their more effective use and adjustment to process management, • standardization of costs that ensures task performance in accordance with the principles of economy, with respect for public funds and transparency of costs. the Electronic Services Platform (means of customer contact and support), • uniform customer service rules at ZUS’s customer service halls, • enhanced catalogue of matters possible to be settled "on the spot" at customer service halls, • improved timeliness of processing applications and issuing decisions, • shorter time of handling cases, • pro-customer approach. 13 4. Results of MBO implementation in ZUS RESULTS OF MBO IMPLEMENTATION IN ZUS • Customer satisfaction level has increased from 3.76 to 3.92 (on a five-point scale) between the fourth quarter of 2010 and the fourth quarter of 2012. • The level of social acceptance for ZUS’s operation has increased from 20% to 32% over 2009-2012. 14 Dziękuje za uwagę IMIĘ I NAZWISKO AUTORA/AUTORÓW PREZENTACJI Ms. Katarzyna DEJER Director of the Controlling Department (ZUS) 15
