Achieving and maintaining service quality is a management philosophy. It requires structure and form, which can be achieved through a service quality framework. A service quality framework is based around the higher order goals of the social security system, which include:

• Extending coverage under financial constraints;
• Ensuring sustainability of the system;
• Addressing inequality;
• Addressing fragmentation in benefit provision and service delivery;
• Addressing risk and uncertainty through earlier and forward-looking interventions;
• Investment in social security education and culture as an essential element of proactive and preventive responses;
• Responsiveness to crises – economic, social and environmental;
• Establishing a high-performance culture.

Service quality initiatives are designed to facilitate the achievement of these goals.

These goals (or principles) set the context for the service quality framework (Guideline 1) and establish a set of ground rules for all the guidelines. While some goals have a pure social policy context, the quality of social security delivery will ultimately determine how successful social policy initiatives are.

A service quality framework should establish the approach to be taken, from defining the business boundaries for the one-size-fits-all approach through to a differential response approach based on identified needs and wants.

The framework needs to take account of legal instruments that impact upon social security delivery, including service standards enshrined in social security law; privacy laws and guidelines; freedom of information principles; human rights legislation and policies; financial regulations governing investments, collection and payment distribution; electronic transaction laws; identity laws; and mutual obligations.

In establishing a framework, social security institutions must be prepared to challenge laws and policies. They should take an open-minded approach when confronted with legislation and rules which appear to inhibit service quality improvements. Workable solutions can usually be found when all angles are explored. Institutions with the highest levels of service quality have often succeeded in changing legislation or policy by vigorously addressing inappropriate or outdated laws and regulations.

A service quality framework should describe the major participants and characteristics of the relationships within the wider service system. It must clearly describe the value chain between participants, including where responsibility lies for business processes and product and service quality. What may manifest itself as a service quality issue at the frontline of service delivery may be caused by a process or product failure within a participant organization. The framework must, therefore, describe how the social security institution will manage the activities of participant organizations which impact upon its own service quality.

A service quality framework is a living document and requires regular review and revision in line with the changing business, social and economic environment. It should be reviewed at least annually at senior executive level. Major revisions should be aligned with the corporate strategic planning process (e.g. the five- or ten-year plan).