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
a set of decisions and actions resulting in formulation and implementation of strategies designed to achieve the objectives of an organisation.
It involves attention to no less than 9 critical areas:
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
“ To be the Region’s leading social security provider, delivering a wide range of quality products and services and a real return to our members, while driving economic development and sustaining a competitive advantage in a free market.”
Are we moving in the right direction? Are key things falling into place? Are our assumptions about major trends and changes correct? Are the critical things we need to do being done? Do we need to adjust or abort this strategy?
How are we performing? Are we meeting objectives and schedules? How are costs, revenues and cash flows matching projections? Do we need to make operational changes?
Thursday, June 3, 2010
NSSF’s Performance Management System Thursday, June 3, 2010
Who is going to act on the measure once the data becomes available?
What do they then do with the benefit of this knowledge?
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:
But this shouldn’t happen too early. Wait till system is up and running and data is clean
Watch out for incentive effects
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
Conduct regular measures and Management practice Audits
Are there changes in stakeholders wants and needs
Are strategies working effectively
Challenge status quo-
are the right things still being measured,
are they measured the right way
Refer to measures definition template and review
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