Technical Commissions

Technical Commission on Organization, Management and Innovation

How a social security programme is administered largely reflects the country's particular political, social, economic and cultural history. There is common recognition, however, that the goal is to deliver the promised benefits and services to the right person at the right time and to ensure that what is delivered is responsive to the evolving needs of the individual and society.

The administration of social security programmes mainly involves:

  1. implementing the programme mandate on coverage, contribution, benefits and services;
  2. ensuring the financial sustainability of the programme;
  3. managing the investment of programme reserves;
  4. managing the associated human resources and information and communication technologies (ICT) resources.

The recent global financial crisis has reaffirmed social security as a powerful economic and social stabilizer that supports the well-being of citizens. Even so, many programmes face serious fiscal constraints which could threaten if not limit their capacities to maintain or, more significantly, improve the delivery and performance of social security services. Social security administrators are seeking ways and means to do more with less and to create new values and efficiencies by being innovative with policies, rules, systems and processes. The principles of transparency, accountability, predictability, participation and dynamism are increasingly brought to bear on all aspects of programme administration so that institutions can better respond to higher public expectations and closer public scrutiny.

Developments in management practices and advances in ICT and social media are creating new opportunities to simplify processes, increase efficiencies, cut costs and improve overall performance. Implementation of new ideas introduces new organizational and management issues, particularly when greater interdependence among processes and activities is involved. Well-drawn strategies and plans must anticipate the requisite human resource capabilities and ICT support and associated risks, and the requisite organizational structure, including systems of control, incentives and check-and-balance mechanisms. Success is measurable only by results achieved. Consolidating, disseminating and sharing information and knowledge is a key success factor.

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