The institution maintains and constantly improves a service delivery network that accommodates the special needs of difficult-to-cover people.
Guideline code
EXT_02600
Mechanism
Mechanism
- The management should adopt measures to attract, train and retain an adequate number of qualified front-line staff who can handle most of the administrative procedures in an integrated manner.
- The management should create knowledge management tools and processes for use by front-line staff to disseminate operational procedures, capture institutional knowledge and pursue continued learning.
- The management should consider creating an expert centre by consolidating expertize in selected locations and establishing strong technical support units that can deal online with complex requests for benefits. This could free up front-line staff time, enabling better service to those who want personally delivered service.
- The management may develop and enhance the telephone and video service delivery of the institution’s field network to help those who live in remote areas and need personally delivered service. For that purpose it should make full use of the latest communications tools, including online free-of-charge chat services provided by social media, as they provide a reliable and cost-effective method to serve people in remote areas who might have to travel a long distance to reach a field office. Only non-confidential information should be exchanged on these open platforms.
- In sparsely populated areas with limited infrastructure, the management may consider establishing mobile offices in order to reach out to the target groups.
- In areas with a high density of population, the management may consider setting up integrated multi-agency front-line services to bundle services in locations that are easily accessible to the target groups (such as malls or offices in proximity to the places where the targeted people live or work).
- Where appropriate, the management should also establish its own training institution (which could be a “virtual” one) or join an existing training network for the purpose of maintaining and upgrading the capacities of staff.
- The institution may consider using “social security service circles”, which enable people to reach, on foot or by public transportation within a specified time frame, a service centre, which may or may not be operated by the institution. Time limits should be imposed for certain services to be provided and these limits should be constantly updated. The performance evaluation of the front-line agency’s staff should be closely associated with the constant feedback from customers. Users should be encouraged to use online self-service tools. By adequately combining the physical infrastructure with online service, free telephone helplines and partners’ networks, it is increasingly feasible to reach out to difficult-to-cover groups and accommodate their changing needs in social security services.
Structure
Structure
- The management should clearly delineate functions to be performed internally and functions that would best be performed by partners’ staff, with a view to maximizing efficiency and impact, based on competitive advantage and subsidiarity principles.
- The management should put in place a well-organized service structure with its partners that takes into account geographical, demographic, cultural and linguistic factors, as well as ICT support.
Title HTML
Guideline 20. Maintaining an adequate network for personally delivered/virtual services
Type
Guideline_1
Weight
28