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A Road Map To Improving Social Security Schemes Administrative Capacity

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David Lambert Tumwesigye
David Lambert Tumwesigye

The document discusses strategies used by NSSF Uganda to improve its administrative capacity. It outlines NSSF's strategic management process including defining vision/mission, planning to achieve goals, communicating objectives, and translating plans into action. Key initiatives at NSSF included strategic management, enterprise risk management, and an integrated management information system. The presentation shares NSSF's experience with strategic management and practical steps to improve capacity for developing and executing plans.

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A Road-map to Improving Schemes Administrative capacity: The case of NSSF Uganda David Lambert Tumwesigye Performance Intelligence Manager Thursday, June 3, 2010 ECASSA SOCIAL PROTECTION ADMINISTRATION WORKSHOP FOR SENIOR MANAGERS: 22 ND -26 TH MARCH 2010, KAMPALA UGANDA
Key Initiatives aimed at improving administrative capacity at NSSF ,[object Object],[object Object],[object Object],Thursday, June 3, 2010
Objective of the presentation ,[object Object],Thursday, June 3, 2010
Outline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
Strategic Management ,[object Object],[object Object],Thursday, June 3, 2010
Thursday, June 3, 2010 NSSF’s approach to strategic Management What is desired? What is possible? Adapted from Pierce & Robinson, Strategic Management, 2005 Company Mission Company Profile External Environment- Strategic analysis and choice Grand strategy Long term objectives Operating strategies Annual objectives Policies Institutionalisation of strategy Control and evaluation Feedback Feedback Legend Major impact Minor impact
Critical Stages of Strategic Management ,[object Object],[object Object],[object Object]
Critical Stages of Strategic Management ,[object Object],[object Object],[object Object]
Critical stages of Strategic Management ,[object Object],[object Object],[object Object]
Thursday, June 3, 2010
The NSSF Strategy Formulation process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
The NSSF Strategy Formulation process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
What drives us? ,[object Object],[object Object],Thursday, June 3, 2010
Our VISION ,[object Object],Thursday, June 3, 2010
Our MISSION ,[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
Our Values ,[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
Key NSSF Stats Thursday, June 3, 2010
KEY STATISTICS ,[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010 1$=Ug SHS 2140
Thursday, June 3, 2010
Thursday, June 3, 2010
Thursday, June 3, 2010
Thursday, June 3, 2010
Thursday, June 3, 2010
NSSF Long-term Objectives-2012 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
NSSF SWOT Analysis, Mar 2007 Thursday, June 3, 2010
Why SWOT analysis?
Thursday, June 3, 2010
Long-term Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010 Long-term Objectives Thursday, June 3, 2010
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010 Critical Success factors
Thursday, June 3, 2010
Annual objectives ,[object Object],[object Object],[object Object],Thursday, June 3, 2010
NSSF Annual objectives and Targets 2009/10 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
NSSF Annual objectives and Targets 2009/10 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
NSSF Annual objectives and Targets 2009/10 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
NSSF Annual objectives and Targets 2009/10 ,[object Object],Thursday, June 3, 2010
NSSF Annual objectives and Targets 2009/10 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
Institutionalizing the strategy ,[object Object],[object Object],[object Object]
Annual/Functional Strategies ,[object Object],[object Object],[object Object],Thursday, June 3, 2010
Institutionalizing the strategy ,[object Object],[object Object],[object Object],[object Object],[object Object]
Institutionalising the strategy-from plans to action ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010 Thursday, June 3, 2010
Monitoring and Control ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
Monitoring and Control ,[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
Why review the strategy? ,[object Object],[object Object],[object Object],Thursday, June 3, 2010
NSSF’s Performance Management System Thursday, June 3, 2010
Performance Management ,[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
What is Performance Measurement ,[object Object],[object Object],[object Object],[object Object]
The fundamental dimensions of performance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Therefore: ,[object Object],[object Object],[object Object],[object Object]
Why measure? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Development and deployment of a performance measurement system Design Plan & Build Implement & Operate Refresh ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The four fundamental processes Source: Andy Neely et al (2002):The Performance Prism: The scorecard for measuring and managing business success
Process 1 DESIGN ,[object Object],[object Object]
Measures definition ,[object Object],[object Object],[object Object],[object Object],[object Object]
Measures/indicator definition template Measure/indicator: Purpose Relates to: Metric/Formula: Target Level(s): Frequency: Source of data: Who measures: Who acts on the data: What they do: Notes/Comments:
Have you designed a good measure? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Process 2 PLAN & BUILD ,[object Object],[object Object]
Plan and Build ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Plan and Build ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Plan and Build ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Process 3 IMPLEMENT & OPERATE ,[object Object],[object Object]
Implement and Operate ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implement and Operate ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Data to Decisions cycle Data & Information Analysis & Interpretation Insights & Judgement Decisions & Actions Cause-and-effect understanding ‘ Double- loop’ learning Performance Management Process Performance Management Process Knowledge Capital
Process 4 REFRESH ,[object Object],[object Object]
Managing and Refreshing System ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing and Refreshing System ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The diagnostic audit framework Business Performance Are the right things being measured? Are they being measured the right way? Quality of measurement practices Are the data captured and analysed? Are the data acted upon? Quality of Management practices
Challenges ,[object Object],[object Object],[object Object],Thursday, June 3, 2010
Key Successes ,[object Object],[object Object],[object Object],Thursday, June 3, 2010
Conclusion ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Thursday, June 3, 2010
THANK YOU Thursday, June 3, 2010

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A Road Map To Improving Social Security Schemes Administrative Capacity

  • 1. A Road-map to Improving Schemes Administrative capacity: The case of NSSF Uganda David Lambert Tumwesigye Performance Intelligence Manager Thursday, June 3, 2010 ECASSA SOCIAL PROTECTION ADMINISTRATION WORKSHOP FOR SENIOR MANAGERS: 22 ND -26 TH MARCH 2010, KAMPALA UGANDA
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  • 6. Thursday, June 3, 2010 NSSF’s approach to strategic Management What is desired? What is possible? Adapted from Pierce & Robinson, Strategic Management, 2005 Company Mission Company Profile External Environment- Strategic analysis and choice Grand strategy Long term objectives Operating strategies Annual objectives Policies Institutionalisation of strategy Control and evaluation Feedback Feedback Legend Major impact Minor impact
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  • 17. Key NSSF Stats Thursday, June 3, 2010
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  • 25. NSSF SWOT Analysis, Mar 2007 Thursday, June 3, 2010
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  • 45. NSSF’s Performance Management System Thursday, June 3, 2010
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  • 54. Measures/indicator definition template Measure/indicator: Purpose Relates to: Metric/Formula: Target Level(s): Frequency: Source of data: Who measures: Who acts on the data: What they do: Notes/Comments:
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  • 63. The Data to Decisions cycle Data & Information Analysis & Interpretation Insights & Judgement Decisions & Actions Cause-and-effect understanding ‘ Double- loop’ learning Performance Management Process Performance Management Process Knowledge Capital
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  • 67. The diagnostic audit framework Business Performance Are the right things being measured? Are they being measured the right way? Quality of measurement practices Are the data captured and analysed? Are the data acted upon? Quality of Management practices
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  • 71. THANK YOU Thursday, June 3, 2010