Transcript Document

ICT for new challenges in social security
ISSA Technical Commission
on
Information & Communication Technology
(Triennium Project 2005 - 2007)
Meeting of the ISSA ICT Advisory Board
Marrakech
23 & 24 May 2006
Introduction
• ISSA asked social security organizations to provide information on ICT
issues under three main headings:–
Part 1: E-government/e-administration in social security
–
Part 2: Project management and managing consultancy
–
Part 3: Service delivery transformation
• The questionnaire also attempted to identify major differences between the
issues faced by countries at different phases of economic development
• The responses can assist ISSA identify areas for further study that will
assist social security organisations cope better with future ICT challenges
• This draft report aims to
May 2006
•
summarise the responses
•
initiate the process of deciding which issues are most relevant
•
begin to identify which case studies and other material provided will offer most
assistance to social security organizations considering similar issues.
Initial Analysis of Responses to Questionnaire
2
Introduction
-
Points to Note
Points to Note
– Some social security organizations did not respond to each section and
within sections that were answered some organizations did not provide
answers to specific questions and a few answers were ambiguous.
• Accordingly references to numbers and percentages of respondents means
respondents that replied to the issues referred to in each case.
– The findings are not intended to be statistically precise
but they do provide clear indications of trends
– Additional interpretation of the responses will be undertaken
and the various Case Studies suggested as well as
“Lesson Learned” will also be reviewed in more detail.
– It is evident that considerable work went into completing the responses
and the overall result will hopefully provide considerable guidance,
particularly to organizations planning to undertake ICT projects in the
years ahead.
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Initial Analysis of Responses to Questionnaire
3
Social Security – Why ask the questions
• Working patterns are changing radically
• Retirement and working are not neatly compartmentalised
• Family structures are more volatile
• Demographic changes mean new concepts for financing pensions
• Social Security fraud is increasing
• People want easier access to and co-ordination of their needs & entitlements.
• Greater linkages with income taxation systems are emerging,
• to combat fraud
• to introduce easier and more effective targeting of resources to greatest need
• to reduce administration (including burdens on employers)
• ICT Projects are still high risk
• ICT is also changing
• New architectures
• 31% projects reviewed in 2001 were cancelled
before completion.
• Cheaper (?) but more complex
• 53% had significant cost over-runs – many
were double the initial estimate
• Enabler rather than response to change
• Only 16% completed on budget and on time
Source: CHAOS study by Standish Group
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Initial Analysis of Responses to Questionnaire
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Replies – first phase analysis
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Initial Analysis of Responses to Questionnaire
5
Descriptions of Respondents – Benefits & Services
Replies by 70 institutions analysed. These represent a good cross-sample:
• The major benefits & functions these social security organizations manage include
–
–
–
–
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Retirement Benefits
Survivors
Work Injuries and diseases
Labour Market and Benefits
Health benefits & services
(60% of social security organizations)
(40% of social security organizations)
(33% of social security organizations)
(25% of social security organizations)
(21% of social security organizations)
• Most social security organizations administer several or many benefits
– Some collect contributions
• A few are regulatory bodies, Ministries or research bodies.
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Initial Analysis of Responses to Questionnaire
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Descriptions of Respondents – Status & Admin Budgets
• Almost all social security organizations are established by Law
– 80% are regarded as public sector organizations with the typical constraints on
recruitment, purchasing, wage levels etc.
• They vary in size considerably – the largest has 88,000 staff with the
average size being 9,000. The smallest has just 19 employees.
– Most have a network of offices.
• The proportion of annual budgets spent on administration varies
considerably:
• The typical annual administration budget for social security organizations paying
benefits is about 3.3% of total spending.
– ICT spending varies as a proportion of administration spending with the average
agency spending about one-fifth of the administrative budget on ICT
– a regulatory body might spend all its budget on administration.
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Initial Analysis of Responses to Questionnaire
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Descriptions of Respondents – Major Challenges
• Almost all social security organizations face significant administrative
challenges in the immediate future
– Almost all believe that ICT will be an important part of the solution to these
challenges
– Administrative cost reduction, Improved service delivery and better ways of
managing financial risks such as benefit fraud are clear priorities.
– Improving ‘presence’ or visibility and public perception are almost as important.
– About half the social security organizations expect that transnational collaboration
in social security is a challenge.
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Initial Analysis of Responses to Questionnaire
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A comment – Migration may be accelerating
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Initial Analysis of Responses to Questionnaire
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Migrants - NY State – Food Stamp Form – English & Chinese
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Initial Analysis of Responses to Questionnaire
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New York
Migrants - Screen Shots - multi-languages
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Initial Analysis of Responses to Questionnaire
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Descriptions of Respondents – Challenges in less developed regions
• One third of respondents offered views on special challenges facing
developing countries and countries undergoing other transitions.
• These challenges include:
– Communications Infrastructure
– Absence of reliable national or other extensive ID systems to help with
verifying identities of insured workers and claimants
– When asked to classify their countries by development stage,
• about half of those that replied to the section stated they are making good
development progress
•
7% classified themselves as undeveloped at present and
• 17% expect to be considered developed within 5-10 years.
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Initial Analysis of Responses to Questionnaire
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Descriptions of Respondents – Possible areas for future research
– Respondents were asked to indicate possible areas of future ISSA research.
– They were also asked to suggest technology issues that might become relevant in the
medium term but which they have not yet embraced.
– Many answers did not provide clear differentiation between items that ISSA might
consider in the near-to-medium term for research to assist members and issues that
might become more relevant in the future.
– Accordingly, the suggestions have been analysed as all potentially relevant for early
research by ISSA and the main topics suggested by respondents are:
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•
•
•
•
•
•
•
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eServices (including ePayments, eClaims etc)
Identity Management (including eSignatures and Biometric issues)
Web Services
Document Management (including Scanning, OCR, eMails etc)
Smart or Chip Cards
PKI
Database (including data integrity and clean-up operations)
Wireless and RFID technologies
Initial Analysis of Responses to Questionnaire
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Section 1
eGovernment & eAdministration in Social Security
Section 1 of Questionnaire
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Initial Analysis of Responses to Questionnaire
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Section 1
eGovernment & eAdministration in Social Security
- Legal & Political Environment
– On the Framework environment for eGovernment most responses indicate that
there are good reasons for expecting progress to continue and extend:
•
•
•
•
•
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eTransactions are acceptable in evidence
Political commitments on e Govt are published
Resources committed
Government gives proactive support
Earlier targets met
Targets monitored
65%
85%
79%
68%
45%
74%
– However, the fact that many earlier targets were not met should be a warning on the need
to set expectations more cautiously.
– On the question of paperless offices,
only one third of all social security organizations in the survey feel confident that the
paperless office can be achieved in the near future (2-3 years)
– Looking at PKI, only 13% of replies say that PKI is not used or planned. With a quarter
saying they already use PKI extensively
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Initial Analysis of Responses to Questionnaire
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Section 1
eGovernment & eAdministration in Social Security
- Integration issues
– About 60% of respondents indicate that they have implemented some degree of integration of
services with other social security organizations as part of their eServices initiatives.
• 13% report significant integration achievements
– About 40% say that there has been no integration of services with other organizations
• However, most social security organizations expect that
eServices, eGovernment, Portals, Interchange of Data
(with other social security organizations, other sectors and internationally)
will feature in their future scenarios.
• Similarly, in the Section dealing with business challenges relevant to Project management
and managing consultancy
– 83% of respondents list Collaboration and cooperation with other organisations
– 61% list Sharing of information, processes and technologies
– 91% of respondents listed one or both of these challenges as relevant to them.
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Initial Analysis of Responses to Questionnaire
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Section 1
eGovernment & eAdministration in Social Security
- Internet Phase
– Almost 30% of respondents classified their Internet Services as Phase 1,
ie general information and perhaps limited services.
– 45% described their systems as Phase 2, meaning comprehensive websites,
some electronic applications and disjointed services and information.
– Just over a quarter regard their systems as offering good services in an integrated
fashion (ie Phase 3).
– An aspect that emerges is a relatively slow rate of improvement with many social
security organizations classified as Phase 1 or Phase 2.
• A third of respondents indicate that they have not improved Phases in more than 2 years.
• Given the pace of technical change and obsolescence in this arena, the delay in progress
suggests that Internet services may not be viewed as a real priority and enabler of
strategic change in some social security organizations.
• However, quite a few social security organizations regard themselves as leaders in public
sector and some are also leaders compared to the private sector.
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Initial Analysis of Responses to Questionnaire
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Section 1
eGovernment & eAdministration in Social Security
- views of the ‘customer’
• A majority of replies (68%) suggest that most clients think the present
access arrangements are about right for clients.
• A contradictory finding is that two thirds of social security organizations
do not have concrete information on how their clients access Internet
services.
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Initial Analysis of Responses to Questionnaire
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Section 1
eGovernment & eAdministration in Social Security
- Case Studies
• About half of respondents offered Case Study material
– The studies cover a broad variety of issues, including:
• Simplified administration by linkages or interchanges of data to decide benefits
• Transaction Mart, including access to forms that currently need to be printed from the Internet
• Multi-channel service environment (web services) for different groups of clients
• Online pension application service
• Digitalisation of entitlement documents
• Data sharing with the Tax agency
• Filling and sending monthly statement through internet.
• Multifunction declarations by Employers
• Contributions paid by EDI
• Authenticate users with third-party credential before allowing users change their account information
• Five services allowing Employers & Insured Persons manage their Social Security status
• Two-way electronic exchange with contributors
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Initial Analysis of Responses to Questionnaire
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Project Management & Consultancy
Section 2 of Questionnaire
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Initial Analysis of Responses to Questionnaire
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Section 2
Project Management & Consultancy
- Objectives for using consultants
– The major reason (36%) for using consultancy is for assistance with new ICT, ie
to gain access to expertise and experience in new technology.
•
This is consistent with the business objective of collaboration which typically means
new types of technology challenge
•
Similarly, new approaches to controlling fraud and increasing compliance may also
require new approaches to data mining etc.
– The next most most significant reason is to cope with a
temporary increase in workloads (28%).
– Other reasons include
•
Increase prospect of keeping projects within budget
15%
•
Adherence with Government Policy to outsource
15%
– Few (6%) feel that consultants are used because the
IT staff are considered too old to acquire the latest skills
– Only 57% say that Consultancy Projects provide adequate
Knowledge Transfer to the employing agency.
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•
Almost one in three did not provide answers to this question
•
The balance (15%) say that there are problems with Knowledge Transfer.
Initial Analysis of Responses to Questionnaire
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Section 2
Project Management & Consultancy
- Major Business Challenges when considering consultancy
Business Challenges
– New Scheme
41%
– Collect Contributions
57%
– Fraud
65%
– Service Improvement (faster/ more accurate)
67%
– More secure payments
33%
– Collaboration
83% *
– More balanced service for all
41%
– Share information, process etc
61% *
– Accountability
39%
– Culture change
41%
– Privacy
41%
– Client Confidence
52%
– Manage and enhance large data volumes
4%
Average Number of challenges
6
* 91% list collaboration and/or sharing as Business Challenges
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Initial Analysis of Responses to Questionnaire
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Section 2
Project Management & Consultancy
- Risks in using consultants
– Social security organizations were asked to list up to 5 major risks they perceived
with the use of consultants.
–
More than 40 specific risk issues were listed with most social security organizations listing
several issues.
– To facilitate analysis, different issues were grouped under a number of headings: • 25% of all the issues mentioned relate to matters that social security organizations could
control better with tighter contracts, purchasing processes and project control.
• 68% relate to consultancy suppliers clearly not living up to their promises
» 22% relate to failure to understand customers needs, communications
failures and inability to cope with cultural and language barriers.
» 18% relate to knowledge transfer and ongoing ability by customers to
maintain the systems after the consultancy assignment is finished
» 28% relate to poor skills, substitution of less qualified staff,
excessive technology focus etc.
• 7% relate to fears about consultants getting access to sensitive information.
» Developed countries do not see this as an issue, perhaps because they have
easier access to major international companies that emphasise their ability to
preserve confidentiality and who place a premium on their international reputations
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Initial Analysis of Responses to Questionnaire
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Section 2
Project Management & Consultancy
-Frequently mentioned issues
The most frequently mentioned issues were
–
Issues that social security organizations could control better with tighter contracts.
– Higher Costs & Over-runs
– Loose contracts
– Inflexible expenditure commitments
– Consultants get priority over users
–
Failure to understand customers needs, communications failures and
inability to cope with cultural and language barriers.
– Language & National Cultural issues were mentioned by only one agency in six, strongly implying that
consultancy companies need to adapt their own internal business cultures to the specific needs of the
Public Sector and to Social Security.
–
18% relate to knowledge transfer to, and the ongoing ability of, customers to
maintain the systems after the consultancy assignment is finished
– Basic transfer of knowledge was the major issue
– A few social security organizations suggested that consultants were actively try to build
in ongoing dependence.
» The implication is that consultants do not make adequate provision for the effort involved in
knowledge transfer, which in turn may reflect weak contracts or purchasing arrangements.
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Initial Analysis of Responses to Questionnaire
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Section 2
Project Management & Consultancy
- Issues for Consultants
Issues that consultants need to consider include:– Poor skills of staff they deploy (including CV promises etc not delivered)
– Supplier rigidity
– Focus on Technology rather than business needs
– Conflicts of Interest (including key staff drawn away to other projects)
– Contract terms not adhered to
– Financial stability of consultants
– Underestimation of effort and other requirements
– Proposing wrong technology & inadequate localization
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Initial Analysis of Responses to Questionnaire
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Section 2
Project Management & Consultancy
- Reducing the risks
• Many organizations suggested measures to reduce risks in ICT projects.
– The most frequent suggestions were: –
–
–
–
–
–
–
–
–
Have a complete Complete (and detailed) Plan
Identify & prioritise risks & mitigation strategies
Use a good Project Management Methodology
Monitor & Manage progress
Ensure effective user & stakeholder involvement
Pay real attention to internal ICT Capacity Building
Use Proof of Concept approach
Maintain Internal control of project
Senior Management buy-in/support
– Issues listed as the single most important issue to reduce risk of failure included:–
–
–
–
–
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Policy of developing reusable modules
Detailed analysis of systems interfaces
Recruit own Project Management
Consider aligning internal ICT staff pay rates closer to market rates
Ensure good documentation is generated and provided
Initial Analysis of Responses to Questionnaire
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Section 2
Project Management & Consultancy
- Specific Risks in less developed regions
– Respondents were asked to consider specific risks that developing countries
face. The categories suggested were:
•
Not enough suppliers to generate real competition
34%
•
Few equivalent installations in their own country
24%
•
Import risks (complexity & delays)
10%
•
Import costs (exchange rate differentials)
31%
– As previously indicated in this presentation, developing countries also face
other ICT challenges such as
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•
Poor Telecommunications Infrastructure
•
Absence of reliable national or other extensive ID systems
to help with verifying identities of insured workers and claimants
•
They also report concerns about ensuring that personal data
and other sensitive information is not abused by consultants.
Initial Analysis of Responses to Questionnaire
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Section 2
Project Management & Consultancy
- Case Studies
• About a third of respondents have offered Case Study material that
illustrate consultancy issues
– The studies cover a broad variety of issues, including:
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•
Create new Internet Site that is easier to maintain
•
Multi Channel Virtual Front Office
•
Unification of the desktop platforms,
•
PKI system & chip cards (2005/06),
•
Access Portal for central admin of users & application access
•
Replaced legacy system (1980’s) with CRM suite.
•
Redevelop & extend of legacy system
•
Some of the case studies mentioned earlier also illustrate Consultancy
Project issues
Initial Analysis of Responses to Questionnaire
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Service Delivery Transformation
Section 3 of Questionnaire
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Initial Analysis of Responses to Questionnaire
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Section 3
Service Delivery Transformation
- Business Challenges
Social security organizations were asked to consider the challenges
they face under the heading of Service Delivery Transformation.
•
Unsurprisingly, the answers reflect the overall perception of
general business challenges provided when describing their organisation.
•
Service Delivery Transformation challenge are:% of respondents
•
•
•
•
•
•
•
•
•
Reduce administration costs
Reduce time required to process claims
Collaboration & cooperation with other social security organizations
Efficient use of data across schemes & social security organizations
New Services & Benefits
Share information, processes & technology
More balanced service for all
Increase take-up of existing services
Other
86%
82%
78%
76%
61%
59%
53%
37%
4%
* Most agencies listed a number of challenges
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Initial Analysis of Responses to Questionnaire
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Transformation
Increase Take-up – 37%
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Initial Analysis of Responses to Questionnaire
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Section 3
Service Delivery Transformation
- Recent Project Objectives
Recent ICT project objectives
Development of service oriented-architectures
51%
Implement basic integrated and/or e-government service options
53%
Improve service & quantify the improvements
in terms of efficiency and effectiveness
63%
Offer additional channels to citizens and other customers
55%
Integrated or seamless view of legacy data in several legacy databases
35%
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Initial Analysis of Responses to Questionnaire
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Section 3
Service Delivery Transformation
- Channels
• Service delivery channels are still predominantly the
traditional methods of Personal Callers to Offices, Post and Telephone.
•
However, Internet and Email are already strongly evident with
•
50% saying that Internet is available for at least 10% of clients
•
40% offer eMail access.
•
76% of respondents have a multi-channel service delivery strategy
with the majority of these (61%) involving back-office re-engineering
to permit/exploit the benefits of multi-channel approaches.
•
Recent projects included technologies that facilitate multi-channel offerings
•
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•
Internet, Java, CRM, Call centres,Workflow Mgt
46%
•
eForms, Document Imaging, eSignatures etc
19%
•
Telecommunications Technology Projects
14%
Case studies talk about the difficulties in migrating from traditional methods
and the need for an integrated PR campaign supporting the change.
Initial Analysis of Responses to Questionnaire
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Section 3
Service Delivery Transformation
- Cases Studies
• About 40% of respondents have offered Case Study material that illustrate
service delivery issues
• IVR callers enter knowledge-based information or a password to access application
• Difficulties in abandoning traditional methods
• Strategies encouraging use of the least expensive channels
• Electronic service must be supported by a concerted promotion campaign
• Re-engineer collection process, i.e. employer/employee registration and
contributions collection
• Declarations by employers when a worker leaves
- channels include phone, Internet, file transfer. New channel via GSM/SMS developed
• eMail notification of significant updates to insurance record
• Portals
• Parents’ contacts (10 types family benefits & services) with different institutions
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Initial Analysis of Responses to Questionnaire
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Preliminary Thoughts
The following comments are preliminary personal views
They may not represent the views of the Working Group when the analysis of the
questionnaires is completed
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Initial Analysis of Responses to Questionnaire
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Preliminary Thoughts
- General
– Countries in all regions face similar business challenges,
including pressures on budgets and a need to be more service oriented.
– eService and eGovernment
are very definitely part of the future delivery arrangements for Social Security.
– Interchange of data and a sharing processes and infrastructure with sister social
security organizations will be a common feature of future systems.
– Some degree of integration with private organizations, for example banks,
will also become more prevalent.
– Interchange of data with institutions in other countries
is likely to be more important in the future.
– The use of consultancy will remain important and for many institutions it may be the
most practical way to deliver new service methods using newer technology
– However, the consultancy business has not made sufficient efforts
to understand the needs of social security
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Initial Analysis of Responses to Questionnaire
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Preliminary Thoughts
- Consultancy
–
–
Less developed countries generally have similar expectations and needs
from consultants but local support appears to be a major constraint due to
the size of the consultancy market and limited opportunities for the local
consultants to acquire the skills needed.
•
The use of packages (CRM etc) may assist in this area but the pricing of
packages may need to be looked at by the suppliers.
•
The risks arising from import restrictions and processes and currency issues
may be a major impediment for some countries.
A number of countries express significant worries about protecting sensitive
data. The more developed countries do not find this a issue.
•
–
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There may be a value in examining how the more developed countries tackled
this issue.
All regions have concerns about knowledge transfer from consultants.
Some further analysis on how this is managed successfully may be helpful.
Initial Analysis of Responses to Questionnaire
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Preliminary Thoughts
- Biometrics
–
There are widespread concerns about the robustness of technologies to support
identity verification (eg, see British Computer Society Magazine – January 2006, p.31)
–
Biometrics raise particular concerns
– Hundreds of countries will tend to award their systems to the lowest bidder.
– This raises issues of compatibility as people move across borders
– If you have just eaten potato chips your finger print might fail
– If you are a surgeon – constant washing will erode fingerprint features.
Consider also the case of certain manual workers such as bricklayers.
–
The early indications from Chip and Pin technology
on Visa and ATM (bank teller machine) cards are not comforting.
–
How does a machine read the iris of a blind person
–
How are cards controlled – project in Colombia
found that control of blanks might be an issue
–
How reliable will be the underlying identification process used to issue cards ?
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Initial Analysis of Responses to Questionnaire
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Partnerships with Suppliers - views of Accenture
Global Survey of CIOs by Accenture
(surveyed 300 organisations globally using 33 indicators)
IT Investing for High Performance
(by Bob Suh, Chief Technology Strategist, Accenture, July 2005)
Enterprises that regard their IT Departments as only cost-centres
tend to take a similar view of external IT suppliers.
• Suppliers are selected on an ad-hoc basis
• Contracts may be financially adversarial
By Contrast
Successful organisations build collaborative partnerships with suppliers with shared incentives
Such organisations select suppliers using more holistic approaches,
that include attention to technical, philosophical and financial compatibility.
COMMENT:
There are obvious difficulties for public sector organisations in taking a more holistic approach.
However, it would be interesting to establish whether any organisations have succeeded in
taking this more commercial type of approach and, if so, how they got agreement
and whether the results expected were achieved.
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Initial Analysis of Responses to Questionnaire
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Packages & Frameworks
Accenture Survey Report - 2005
Global Survey of CIOs by Accenture
(surveyed 300 organisations globally using 33 indicators)
IT Investing for High Performance
(by Bob Suh, Chief Technology Strategist, Accenture, July 2005)
High performing organisations spend less time maintaining systems
and more time building new systems.
• We must rethink the production methods of the business services factory.
• Organisations must adopt the lessons learned from manufacturing to drive IT value.
• PC manufacturing shows how this might be done – crushing cycle times & costs.
• There is a need to consider business process applications development
using holistic networked combinations of global resources.
Some other quotes
• 95% of heart transplants are successful but only 29% of IT projects merit that word !
• Average cost over-run is 56%
• Average time delay is 84% of initial time-plan.
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Initial Analysis of Responses to Questionnaire
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Packages & Frameworks
– some examples
Front Office/Call Centre             Back Office/Accounting
CRM Packages
Social Security Specific Frameworks
Financial Mgt Packages
•
Packages may be relevant
• More choice now
•
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Early adopters faced many challenges
• Cost
• Time taken
• Examples include
• Technology still evolving
•Siebel/Oracle
• Too rigid
•Curam Software
• Not modular enough
•SAP
Issues include
• Cost of package & cost of customising
• hardware & software environment
• local support
• where you want to start
Initial Analysis of Responses to Questionnaire
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Assessing suitability of packages & frameworks
The following slide illustrates just one approach to assessing packages.
There are other proven methods
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Initial Analysis of Responses to Questionnaire
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Business Model
- typical functionality
Version 2
October 1, 2004
© IBM Corp. 2004
Policy
and
Strategic
Planning
Social
Marketplace
Policy
Analysis
Customer
Segmentation
Community
Engagement
Strategy
Outcome
Evaluation
Oversight
and
Accountability
Social Program
Development
Legislation
Support and
Management
This is a version of a model used by IBM
– other companies have their own proven methods
Outreach
Relationship
Management
Collections
Strategy
Service Delivery Strategy
Loans
& Debt
Strategy
Discovery
Account
Management
Product
Design
Service
Provider
Management
Product
Administration
Case
Supervision
Case Account
Management
Funds
Management
Outcome
Management
Campaign
Administration
Performance
Management
Collections
Campaign
Planning
Policy
Interpretation
Program
Planning
Case
Management
Reporting
Appeals
Monitoring
Records
Management
Compliance
and Integrity
Risk
Management
Framework
Business
Service
Financial
Strategy
Privacy
Strategy
HR Strategy
Audit Strategy
IT Strategy
Risk Trend
Analysis
Financial
Management
Privacy
Management
HR
Management
Audit Control
IT
Management
Reconciliation
Activity Management
Market
Research
Product
Implementation
Prospect
Identification
Intake
Marketing and
Advertising
Service
Delivery
Provider/Client/
Employer
Registration
Screening
Referral
Community
Building
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Capacity
Building
External
Campaign
Execution
Change of
Circumstance
Assessment
Validation
Service Plan /
Corrective
Action Plan
Benefit &
Service
Eligibility
Determination
Collections
Quality
Assurance
Risk
Assessment
Financial
Delivery
Disaster
Response
Risk
Prevention
HR Delivery
Accruals
Benefit &
Service
Delivery
Recertification
Notifications
Liability
Calculations
Risk Detection
Remediation
Allocation
Payment
Instruction
Initial Analysis of Responses to Questionnaire
IT Delivery
Audit Delivery
43
Preliminary Thoughts
- Too many challenges
– Many social security organizations have identified a broad spectrum of priorities.
– However, it also appears that having many parallel projects is a risk factor.
– There will be obvious difficulties in deciding which challenge is to get most
priority but failure to break the projects down to more manageable chunks will
•
increase reliance on expensive consultancy,
•
diminish the opportunities for effective knowledge transfer
•
increase the impact of various risks, eg
• legislative change affecting deliverables
• loss of key personnel
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•
make project definition more complex
•
reduce internal project control effectiveness.
Initial Analysis of Responses to Questionnaire
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Preliminary Thoughts
- Internet & eService
May 2006
•
About a third of respondents indicate that they have not improved Phases in
more than 2 years.
•
In many countries Internet and eService will remain of limited use
for some time until communications technology offers affordable
wireless access in remote and undeveloped areas.
•
However, it seems clear that
Internet style services will become much more established.
•
It also seems probable that international co-operation in social security will
extend into the ICT area and that national systems will have to be able to
interoperate transnationally for the exchange of data to ensure that their citizens
get good service when they apply for benefits in other countries.
•
There may be advantages for developed and less developed regions to share
ideas on how future interchanges of data might assist migrants and indeed
tourists get efficient access to services.
Initial Analysis of Responses to Questionnaire
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Final Thoughts
•
Maintain Control
• be more assertive
• you know as much (or more)
than consultants know about your business !
• And …
you may also know as much or more about ICT
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Initial Analysis of Responses to Questionnaire
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