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    • Abstract: 01/10/2009. 8. 2. Balanced Scorecards. within the FPS Social Security ... 01/10/2009. 10. 10. History of BSC at the FPS Social Security. 01/10/2009. 11. 11. Project ...

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Federal Public Service Social Security FPS Social Security Jean-Claude HEIRMAN Federal Public Service BSCs BSCs and Cockpit within the Federal Public Service
Social Security
01/10/2009 1
Agenda
1. Introduction
2. BSCs in FPS Social Security
3. Implementation of a Cockpit (Social Inspection)
01/10/2009 2
1. Introduction
Jean-Claude HEIRMAN,
Director General
01/10/2009 3
I. Who are we ?
Federal Public Service
Social Security
O.N.A.F.T.S. I.N.A.M.I. O.N.V.A. O.N.S.S. O.N.P. F.M.P. F.A.T.
R.K.W. R.I.Z.I.V. R.J.V. R.S.Z. R.V.P F.B.Z. F.A.O.
Social Policy
F.P.S. Strategic Support
Conservation of the system
01/10/2009 4
II. Why implement a BSC in our FPS?
Our FPS sees itself as a dynamic and eager to learn
Organization, oriented towards a constantly changing
environment.
Our Values:
- Respect;
- Confidence;
- Solidarity;
- Personal Development;
- Orientation towards results.
BSC = management tool
- “To measure is to know”
- “To know makes it possible to take action wisely”
01/10/2009 5
III. Measuring what?
Measuring what?
Targets + recurrent tasks in all FPS’s departments
(Management, Conception, Execution)
The measuring can involve (e.g.):
- Quality of the services rendered to the Citizen;
- Productivity and (human) resources allocated at output level;
- Project fulfillment (innovation).
01/10/2009 6
IV. How to measure?
How to measure?
Example : development of activity indicators:
Effectivity
Targets KPI Activities Output Measures
Efficiency Environmental
Factors
01/10/2009 7
2. Balanced Scorecards
within the FPS Social Security
(viewpoint B&B - Budget & Management control)
01/10/2009 8
History of BSC at the FPS Social Security
2003: New management due to Copernic reforms.
⇒ BSC as an instrument to deliver management-information
2004: Internal training BSC
Developing BSCs following an action plan
At that point: BSCs are developed in several different
applications
2005: Decision to render all BSC’s through one single
application.
01/10/2009 9
History of BSC at the FPS Social Security
01/10/2009 10
Project structure
development of the BSC in each organisational unit:
BSC-coordinator in each department
Internal support by the B&B department
External support by consultants
=> Basic philosophy: the BSC is an application to support the management of a
DG/department. B&B and external consultants offer support but the
decisions are made by the department’s management.
01/10/2009 11
Project structure:
implementation of the BSC in SAS:
BSC-coordinator and B&B service: offering detailed sheets
with definitions of the source information (manual vs
automated)
Implementation of the information by ICT: 1 programmer
(100%) en 1 project coordinator (20%).
Shift from external to internal development
Step 1: Implementation of a pilot by UNISYS/SAS
Step 2: Internal development with support and coaching by
SAS consultants
Step 3: Internal development with remote support from SAS
01/10/2009 12
Characteristics Balanced Scorecard FPS Social Security
- BSC for every department/DG
- 4 Perspectives: innovation, processes, results and
clients
01/10/2009 13
Characteristics Balanced Scorecard FOD social security
- Determine of the critical success factors to determine
the department’s target
- Determine the measurable indicators to reach the
critical success factors:
=> KPI : Key Performance Indicator
- Relationship between targets and success factors
shown in a ‘Strategy Map’
01/10/2009 14
Presentation SAS SPM
(the content of all presented data is fictional)
1-10-2009 01/10/2009 15
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01/10/2009 21
Critical Success Factors project BSC
Each DG/department has its own mission. A uniform methodology is
therefore not reachable and not needed.
Existence of operational data sources makes it easier to use a BSC
Element ‘monitoring’ : assure acceptability by the personnel (avoid Big
Brother)
01/10/2009
1-10-2009 22
3. Cockpit @ FPS SS | Social Inspection
“Cockpit” Management inside Directorate General
Social Inspection
01/10/2009 23
Agenda?
Social Inspection (FPS SS | SI) ?
Evolution of Data Analysis @FPS SS | SI
Data Architecture @FPS SS | SI
Cockpit Methodology
Cockpit Demo
Questions ?
01/10/2009 24
Social Inspection (FPS SS | SI) ?
Control Social Legislation
Response to Complains
Inform and Warn Authorities
01/10/2009 25
Social Inspection (FPS SS | SI) ?
DIRECTORATE GENERAL SOCIAL INSPECTION
Mr. J.-C. Heirman
Secrétariat
Directeur Soutien Administratif
Coordinateur
Budget et
Personnel et Informatique et
contrôle de Logistique Communication
organisation Statistiques Cellule Contrôle Cellule
gestion
stratégique administratif Legistique
En collaboration avec les fonctions d’encadrement du SPF Sécurité Sociale
Namur,
West- Oost- Brussel BXL
Antwerpen Limburg Hainaut Luxemboug Liège
Vlaanderen Vlaanderen Hoofdstad Capitale
BW
Cellule Cellule Cellule TEH Cellule grandes Cellule Cellule
D’UNE REGION
COMPOSITION
transport transfrontaliers
EXEMPLE DE
généraliste 1 généraliste 2 entreprises
Inspecteur Inspecteur Inspecteur Inspecteur Inspecteur Inspecteur
social social social social social social
Contrôleurs Contrôleurs Contrôleurs Contrôleurs Contrôleurs Contrôleurs
sociaux sociaux sociaux sociaux sociaux sociaux
01/10/2009 26
Meten van resultaten
Management Plan DG
Goals
- Seminar
- Evaluation of Former Results
- SMART Target Definition
- Regional Action Plan
- Team and Individual Targets
Results
- “Real-Time”
- On different Levels
- Cockpit: Global view
01/10/2009 27
Evolution of Data Analysis @FPS SS | SI
1999 2005 2009
On-demand On-demand On-demand
Reporting Reporting Reporting
BSC
Fixed Reports
BSC Dashboard
Fixed Reports Cockpit
01/10/2009 28
Data Architecture @FPS SS | SI
Cockpit SAS
des tableaux de bord
Staff meeting
Organisation
Définition des accès
des visuels
Création
Dashboard DWH IS Reporting
des données
Gestion
Pégasis
Sources de
Web
données
Data entry
ONSS BCE OASIS GINAA Excel
01/10/2009 29
Cockpit Methodology
Consulting 2 IS ICT
Cockpit 0
0 Data Sheet Analysis
Philosophy 2
9
M
o
n
DWH t
h
s
Users’ Tests
OK
01/10/2009 30
Cockpit Work Team
IS ICT
Customer ICT DWH
Manager supervisor
5 Customers
Analyst (10%)
ETL Dev. (15%) SAS Dev. (100%)
01/10/2009 31
Cockpit philosophy
Team Work Enhancement
Information Structuring
Presentation by Questions / Answers
Information Presentation According to Logically
Layered Visuals
Help to Decision Process
01/10/2009 32
Cockpit philosophy
Short-Term Priorities Terme Long-Term Priorities
Operational Performance
Objectifs Majeurs Projets Majeurs
Élaboration
L’Inspection Oasis & suivi d’un plan
Sociale atteint-elle d’action
Nos régions sont- ses objectifs? Sommes-nous en Redéfinition
elles
danger ? Intranet des
performantes?
processus
Facteurs externes Instauration d’un
E-PV
audit interne
Quel est l’Impact des
Répondons-nous de facteurs macro- Cockpit
manière satisfaisante économiques et de la 5 Projets majeurs
-
aux demandes? législation sur les résultats des régions
BSC
de l’IS?
Amélioration
continue de
Facteurs internes – Collaborateurs & Processus Pégasis
Nos collaborateurs Le partage de
sont-ils l’information, la Nos processus
performants et communication et internes sont-ils
suffisamment la formation sont efficaces?
engagés? elles optimales?
01/10/2009 33
Cockpit Wall – All in One
01/10/2009 34
Cockpit Wall – All in One
Question’s Total
Average DG Minimum DG
01/10/2009 35
KPI 1 – Regularisation Amount
01/10/2009 36
KPI 1 – Regularisation Amount
01/10/2009 37
KPI 2 – Custom Graph
01/10/2009 38
KPI 3 – Time Response
01/10/2009 39
KPI 3 – Time Response By Region
01/10/2009 40
KPI 8 – Work Force – Point of View
01/10/2009 41
KPI 8 – Multi Filters Graph
01/10/2009 42
Questions ???
???
01/10/2009 43


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