These guidelines are part of the ISSA project on Coverage Extension and Compliance and Contribution Collection. One of the goals of the project is to address the complexities of implementing an effective and efficient contribution collection and compliance system with a view to identifying solutions and sharing the lessons learnt. The aim of these guidelines is to provide a high-level reference point for the management of contribution collection and compliance activities in institutions that carry out social security functions.

Contribution collection and compliance constitutes a core function within social security systems. It plays a key role in attaining the financial sustainability of the overall system. The timely and full payment of contributions by and on behalf of insured persons is necessary if they are to achieve the benefits to which they are legally entitled. The sustainability of social security is more than a simple issue of financial sustainability, however, and involves ensuring its social and political sustainability.

The ISSA Guidelines for Social Security Administration were prepared by the ISSA General Secretariat with the ISSA technical commissions.

The institution uses communication as a strategic tool to develop a social security culture based on rights and responsibilities.

The institution proactively develops and maintains a professional relationship with the media and the press.

Social security programmes are often very complex. It is highly desirable that the media understand the programmes so that they can fully play their part in providing accurate information to the public.

The institution provides accurate and easy to understand information on its programmes and services, through various channels.

Effective external communication with the client, the most important stakeholder, is essential, as is dialogue with external groups and individuals.

The specific guidelines in this section are:

• Informing the citizen/client about benefits and services
• Relations with the media and the press
• Developing a social security culture

Communication is a strategic tool in change management. Information is provided on what the change is, why it is necessary, what will be the benefits, and how and when it will be implemented. Good communications allow for issues to be quickly identified and addressed while maintaining momentum and building acceptance for the change.

Internal communication can be used as a tool to develop and strengthen the corporate identity and culture of an institution. It does so by promoting values central to this identity such as a culture of teamwork, collaboration and performance excellence by enhancing employees’ sense of belonging, their engagement and their commitment to service excellence.

Internal communication is a powerful tool to create a shared understanding of the mission and objectives of the institution, and to improve cohesion, loyalty and engagement resulting in a collaborative environment across the institution.

The specific guidelines in this section are:

• Purpose of internal communication
• Change management and communication