Since transformation of PT Askes (Persero) to BPJS Kesehatan in 2014, the interest of the people participate in JKN KIS (National Health Social Security) has grown.The excellent service in Branch Offices is far from perfect due to the long queues and a lack of uniformity of the service counters in the Branch Offices. In June 2016, BPJS Kesehatan made a new innovation in the form of the CSTI (Customer Service Time Index) Application as a service and wait time measure and the SUPEL (Customer Voice) application as a measurement for excellent service performance of frontliner.

This good practice allows employer, contributor, & the General Organization for Social Insurance to save effort & cost by completing the inspection's cycle electronically in a timely manner. In fact, we understand the importance role of inspection in enlightening the employers in applying the system, and regulations correctly in their entities. A new system RASED was integrated with the General Organization for Social Insurance "GOSI" main system to fetch all inspection data.

One of the most important strategic objective in the General Organization for Social Insurance “GOSI’s” strategy is to improve customer satisfaction. We realized that if we aim to improve our customers satisfaction, then we have to measure it. In this context, GOSI identified the need to understand its customers and their interaction with the provided benefit and services in addition to outlining specific actions required to enhance the overall customer experience.

The Public Authority for Social Insurance (PASI) began its journey into strategic planning in 2008. Since then, the PASI has been searching for a systematic methodology to integrate strategic planning with performance management to align all operations into this vision so that all employees would work in the right direction, focused on the intended strategic results. To achieve this goal, the PASI has implemented the balanced scorecard (BSC) methodology as a tool for the integration of strategic planning with performance management.

The Fiji National Provident Fund (FNPF) is a defined contribution fund that provides superannuation services to its members. With the Vision Securing Your Future, the FNPF strives to understand its customers, offer quality services and ensure sustainable returns for a meaningful retirement. The membership base of the FNPF is 417, 886 which accounts for 47% of the population of Fiji.

GOSI's e-services have been introduced gradually and improved upon with the passing of time as well as branched out into more and more advanced frontiers. These services were necessary to face the following challenges: • Growth of establishments, contributors and beneficiaries • Expansion in new geographical areas to offer services for expanding businesses. • Service deterioration due to growth: lengthy lines, crowded parking lots, poor response time, process delays, cumbersome and inductive errors due to large volume.

The Social Security Strategic Plan for the year 2017-2019 gave great attention to the distinguished services and that obivious in its Forth strategic objective « Enhance mental image of the corporation that contribute to extend the umbrella of social protection». and one of the most important value of SSC is the excellence service which is the basis of building all the policies, strategies and plans that have been developed to exceed the customer expectation.

After a year of Indonesia’s national health security program (Jaminan Kesehatan Nasional or abbreviated as JKN), in 2015 BPJS Kesehatan instituted Pay for Performance (P4P) scheme in the capitation system for primary care providers. P4P in Indonesia is named Kapitasi Berbasis Komitmen Pelayanan (KBK) or Commitment-Based capitation, as means to designate commitment of primary care providers to deliver primary care services comprehensively. Unfortunately, resistance from primary care providers hindered its full execution.

Health Facilities Information System (HFIS) is a platform developed by BPJS Health of Indonesia to improve contracting accountability and referral system efficiency. Before HFIS, contracting mechanism was done and monitored manually which did not only time consuming but also sparked dissatisfaction from providers. Referral from a health facility to another was also not based on sufficient information about the availability of medical specialist or facilities of the referral hospitals.

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