ssn delivery systems & the challenges of scaling up...

SSN DELIVERY SYSTEMS &

THE CHALLENGES OF SCALING UP OF PROGRAMS

AND THE INTEGRATION OF SYSTEMS

Kathy Lindert, Global Lead for Delivery Systems for Social Protection & Labor, The World Bank

Social Safety Nets Core Course

April-May 2016

With Feedback and Inputs from numerous colleagues,, including: Tina George, Hideki Mori, Amr Moubarak, Yasuhiko Matsuda, Sara

Giannozzi, Alex Kamurase, Karen Pfeffley, Margaret Grosh, Ruslan Yemtsov, Pip O’Keefe, Claudia Baddini, Mark Dorfman as well as those

in our Working Group on SPL Information Systems: Phillippe Leite, Polly Jones, Changqing Sun, Tina George, Oleksiy Sluchynskyy, Veronica

Silva, Laura Rawlings, Setareh Razmara, and Robert Palacios

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OBJECTIVES OF THIS SESSION

To provide an overview of the Framework for SSN Delivery Systems

Focus is on DELIVERY (not DESIGN)

To discuss how that framework can apply to the key challenges of:

Scaling Up to Expand Coverage of Programs: Nuts & Bolts Overview

Shifting from Fragmentation of Programs to Integrated Systems

To set the stage for subsequent sessions where we will “dive deeper” into the discussion of specific aspects of SSN Delivery Systems:

Social Registry Information Systems – Thursday morning with Phillippe

Intermediation Systems – Thursday afternoon with Veronica

Payment Systems – Friday morning with Carlo & Laura

Oversight and Controls – Friday afternoon with Emil

Communications – Next Tuesday morning with Kathy (me) and Arief

Institutions and Governance – Next Tuesday afternoon with Yasuhiko and Sara

Adaptive SSN Systems – Next Friday May 6 With Giuseppe, Ugo, Matt & Hideki 2

“In my current (or past) job, I have been engaged

in working on:”

Your Answers:

A. The design of a social benefit or service

B. The delivery (implementation) of a social benefit or service

C. Both of the above

D. None of the above 3

CLICKER QUESTION:

DESIGN OR DELIVERY

“IN MY CURRENT (OR PAST) JOB, I HAVE

BEEN ENGAGED IN WORKING ON:”

A. The design of a social benefit

or service

B. The delivery (implementation)

of a social benefit or service

C. Both of the above

D. None of the above

4

A. The d

esign o

f a so

cia...

B. The d

elivery

(im

plem

...

C. Both

of t

he above

D. None o

f the above

8%14%

48%

30%

With reference to the social program that I work on (or know best), the coverage* of the program:

A. Started as a pilot and has remained small

B. Started small and then scaled up rapidly for large-scale inclusion

C. Started off with large-scale inclusion right from the beginning

D. “None of the above”

*Coverage in terms of numbers of people, families, or communities – as % of the poor or of the target population 5

CLICKER QUESTION:

SCALING UP OF COVERAGE

WITH REFERENCE TO THE SOCIAL PROGRAM

THAT I WORK ON (OR KNOW BEST), THE

COVERAGE* OF THE PROGRAM:

A. Started as a pilot and has

remained small

B. Started small and then scaled

up rapidly for large-scale

inclusion

C. Started off with large-scale

inclusion right from the beginning

D. “None of the above”

6

A. Sta

rted a

s a p

ilot a

nd...

B. Sta

rted sm

all and th

e...

C. Sta

rted o

ff w

ith la

rge-..

.

D. “N

one of t

he above”

18%

6%6%

69%

In Social Policy, “Integration” is a term that is used to mean:

A. Linking people to multiple benefits and services via referrals, common applications, and/or single windows / one-stop-shops

B. Unifying systems such that multiple programs use a common system (such as a Unified Social Registry)

C. Linking of independent information systems such that they can communicate with each other by sharing information (interoperability)

D. Coordinating delivery of multiple social programs across numerous agencies at central and local levels

E. All of the above

7

CLICKER QUESTION:

“INTEGRATION”

IN SOCIAL POLICY, “INTEGRATION” IS A

TERM THAT IS USED TO MEAN:

A. Linking people to multiple benefits and services via referrals, common applications, and/or single windows / one-stop-shops

B. Unifying systems such that multiple programs use a common system (such as a Unified Social Registry)

C. Linking of independent information systems such that they can communicate with each other by sharing information (interoperability)

D. Coordinating delivery of multiple social programs across numerous agencies at central and local levels

E. All of the above

8

A. Lin

king p

eople to

mul..

.

B. Unify

ing s

ystem

s such

...

C. Lin

king o

f independen...

D. Coord

inatin

g deliv

ery ..

E. All

of the a

bove

4%

21%

49%

19%

7%

9

Two key challenges facing SSN Programs

& Delivery Systems:

1. Scaling Up of Programs

2. Integration of Systems

10

Poverty

& Vulnerability

Low wages,

Low quality jobs,

Informality

Unemployment,

Under-employment,

Inactivity

Limited

Productive

Assets

Low Skills

& Education

Disability,

Aging

Teen

Pregnancy

Health Shocks,

Illness, Injury

Malnutrition

Family

Challenges

Substance

Abuse

Violence,

Crime,

Conflict

Legal

Troubles

Limited

Access to Finance

Disasters,

Shocks

Remoteness,

Distance

Slums,

Poor Quality

Housing

Lack of

Basic

Services

The poor & vulnerable often face multiple constraints, risks, barriers.

These constraints differ by context, family, and life-cycle.

Aspirations,

State of Mind

Youth

Conditional Cash Transfers (CCTs)

In-Work

Benefits

Social

Pensions

Unempl.

Assistance

Birth, Child AllowancesUCTs Scholarships

Unempl.

Insurance

Disability

Assistance

Disability

Insurance

Food

Stamps

Nutrition

Supplements

Maternity

Benefits Survivor &

Death

Benefits

Sickness & Injury

School Feeding,

Supplies, Transport

Food Stamps

Contributory

Pensions

Utility

SubsidiesUtility Subsidies

Care-Giver

Allowance

Public Works

Housing

Subsidies

Families

Pregnancy

& ECD ChildhoodActive-Age

Adults Elderly Disabled

11

Family

Services

ALMP / Activation Services

Parenting Services

ECD &

Nutrition

Child Care Services

Services for

At-Risk Youth

Child Protective ServicesSocial & Long-Term

Care Services

Financial & Productive

Inclusion Services

Active

Aging

Services

Training & Skills

Disaster

Services

Transport Subsidies

Transport

Subsidies

Legal services

Intermediation, Counseling, Psycho-Social Support Services

As such, many countries offer a range of social benefits &

services to these common “target groups”

3.6

6.6

8.7

11.1 11.1 11.1

12.4 12.9

13.4 13.7

14.1 14.0 13.7

14.0

-

2.0

4.0

6.0

8.0

10.0

12.0

14.0

16.0

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Scaling Up of the Bolsa Familia Program

billion US$ million families

1. The Challenge of Scaling Up:

How to expand coverage rapidly?

12

Rapid Expansion

For Initial Targets

Global Crisis

Economic

Downturn

How did they

scale up so fast?

And How to Scale Up

with (Inevitably) Imperfect Systems?

13

Do you go big, fast? But with

imperfect systems?

Or try small pilot first?

“The Scaling Up Dilemma”

Central Questions for the Scaling Up Challenge

14

What are the core nuts and bolts for delivering the program?

What is the starting point for existing program or systems?

What’s “Good Enough?”

What is the “Road Map” for building capacity and making improvements over time?

Capacity

Challenges

Another aspect of the scaling up challenge:

Strategic Choices for the Expansion Path

Some Factors to Consider:

Prioritize the Poorest? families or

regions? (but these are hardest to

serve; may reduce poverty gap but not

headcount index)

Prioritize Reform “Losers?” Those

likely to be hit by other reforms (e.g.,

subsidy reforms?

Delivery Capacity? prioritize

expansion in regions already covered

by program (saturation method)?

National Inclusion? expand to cover

all regions to develop an inclusive

program at national level

3

6

12

15

-

2

4

6

8

10

12

14

16

1 2 3 4

Mill

ions

How to prioritize expansion path?

What’s the

strategy for

deciding who

gets in first?

2. The Challenge of Fragmentation

and the Shift Towards Integrated Systems

16

Many separate social programs Integrated Systems

Connecting,

Linking,

Bundling

Coordinating?

Collaborating?

Consolidating?

Unifying?

Harmonizing?

Converging?

Articulating?

What do we mean by “Integration?”

• The poor and vulnerable have multiple needs

& vicious circles require joint actions

• Synergies from “bundling” or coordinating

benefits & services – with fewer duplications

of programs

• Improved service delivery, responsiveness

• More equitable access via common

“gateway” for eligibility based on objective

information

• Lower burden to applicants of navigating

complex processes

• Lower burden to staff & agencies from

duplication of business processes and

redundancy in information (less

paperwork!)

• Promote coordination

• More transparency and accountability;

facilitate oversight, monitoring, detection &

prevention of fraud and double-dipping

• More effective for emergency response

For EffectivenessOf Programs

From Programs to Systems:

Why Integrate?

18

For EfficienciesIn Processes

& Service Delivery

19

SSN Delivery Systems Framework

How?

The delivery of Social Benefits and Services involves:

Your Answers:

A. Implementation phases such as: outreach, intake, registration, assessment of needs and conditions, transactions, case management, and grievance redress.

B. The front office, for interfacing with citizens (people)

C. The back office, for managing information

D. Institutions, Financing, and Governance

E. All of the Above 20

CLICKER QUESTION

THE DELIVERY OF SOCIAL BENEFITS AND

SERVICES INVOLVES:

A. Implementation phases such as: outreach, intake, registration, assessment of needs and conditions, transactions, case management, and grievance redress.

B. The front office, for interfacing with citizens (people)

C. The back office, for managing information

D. Institutions, Financing, and Governance

E. All of the Above

21

A. Im

plem

entatio

n phas

e...

B. The fr

ont offi

ce, f

or in...

C. The b

ack o

ffice

, for m

...

D. In

stitu

tions,

Financin

g...

E. All

of the A

bove

9%3%

83%

4%1%

Govern

ImplementDecideAssess

OutreachAssessment

of needs

& conditions

Personal

Identification

Information (ID)

Grievance Redress

Program

Case

Management

Service

Transaction

& Payments

Socio-Economic

Information

Other Information

on needs &

conditions

Intake &

Registration

Business Processes for Determining Eligibility

(Population = all clients / potential beneficiaries)Business Processes for Program Delivery

(Population = beneficiaries)

Enrolment

Decision &

Notification

Determine

Benefits &

Service

Package

Oversight & Controls

Monitoring of Processes &

Outcomes

Delivery Chain: Most social programs pass through

similar implementation phases or “business processes”

DELIVERY

CHAIN

DecideImplement

AssessGovern

Several core systems interact all along the delivery chain:

Citizen interface, Information Systems, Institutions-financing-governance,

Ideally with an approach that puts people at the center

These Systems evolve over time; the process is imperfect;

and the starting point matters

24

Complexity,

Capabilities

Time“Starting Point”

25

Applying the SPL Delivery Systems Framework to the

Challenges of Scaling Up of Programs

& Integration of Systems:

Implementation Processes Along the Delivery Chain

DELIVERY

CHAIN

DecideImplement

AssessGovern

1. How to handle the “Scaling Up”

Challenge along the Delivery Chain?

These implementation phases are all key for effective delivery of social programs

With limited capacity + pressures for rapid scale up, which processes take precedent in

the immediate short-term? Which processes take more time to develop? What’s good

enough? And what’s the road map for reforms?

What about the importance of “end-to-end planning” for delivering benefits and

services?26

Outreach

Assessment

Of needs

& conditions

Personal

Identification

Information (ID)

Grievance Redress

Program

Case Management

Service

Transaction

& Payments

Socio-Economic

Information

Other Information on needs

& conditions

Monitor

OutcomesIntake &

Registration

Enrolment

Decision

Determine

Benefits &

Service

Package

• Complex exit / graduation strategies such as

activation, productive inclusion

• Updating & Recertification

• Follow-up impact evaluation survey

Scaling Up Challenge: Example Sequencing of Capacity

Development for Core Business Processes Over Time

(example of cash transfers)

27

• Conditionalities Monitoring

• Enhanced oversight, controls, grievance

redress, monitoring, reporting

• Registration, Eligibility

Systems to Determine

Enrolment

• Payments

• Basic oversight, controls,

grievances & follow up

• Implementation planning

• Baseline impact evaluation

EXAMPLE OF MONITORING OF EDUCATION

CONDITIONALITIES – IMPROVEMENTS OVER TIME

28

Challenges in the

transition (2003-04)

Source: MDS/SICON; wwp.org.br; Mostafa & Satyro (2014)

Of/Which:

Warning = 2.5%

Blocking = 0.9%

Suspension = 0.6%

And health monitoring

is even harder

Number & percentage of students with school attendance information

(Brazil Bolsa Familia Program)

Oct Dec Jan Feb March

Field

Work

Paper

work

Field

Work

Field

Work

Nov

Receive

PWork

Receive

P Work

Receive

P WorkC C C

Payments

Final

Check

Facilitator

Data Entry Operator

Sub-District Operator

Paper

work

Paper

work

(Illustration – would need to map out end-to-end planning for all business processes)

The Importance of End-to-End Planning

for Delivery Cycle (illustrative CCT example)

Dec Jan Feb MarchNov

Facilitator monitors families,

checks on school attendance

Data entry,

verification,

Final closingPayments

X X X X

School attendance by kids

X X X X X X X X

Why

delayed?

2. Challenge of fragmentation & parallel processes:

Opportunities for Integration along the Delivery chain

Program 1

Program 2

Program 3

30

Outreach

Assessment

Of needs

& conditions

Personal

Identification

Information (ID)

Grievance Redress

Program

Case Management

Service

Transaction

& Payments

Socio-Economic

Information


& conditions

Monitor

OutcomesIntake &

Registration

Enrolment

Decision

Determine

Benefits &

Service

Package

Outreach

Assessment

Of needs

& conditions

Personal

Identification

Information (ID)

Grievance Redress

Program

Case Management

Service

Transaction

& Payments

Socio-Economic

Information


& conditions

Monitor

OutcomesIntake &

Registration

Enrolment

Decision

Determine

Benefits &

Service

Package

Outreach

Assessment

Of needs

& conditions

Personal

Identification

Information (ID)

Grievance Redress

Program

Case Management

Service

Transaction

& Payments

Socio-Economic

Information


& conditions

Monitor

OutcomesIntake &

Registration

Enrolment

Decision

Determine

Benefits &

Service

Package

31

Applying the SPL Delivery Systems

Framework to the Challenges

Of Scaling Up of Programs


Citizen Interface (the “Front Office”)

Citizen interface:

What does the “front line” look like (front office)?

Modalities

Social workers

Mobile teams

Community focal points

Local offices, service centers / one-

stop shops

Call Centers / Hotlines

Digital Interface: Online service

centers & digital tools

Principles of User Experience

Accessibility: I know where & how to apply for benefits and services

Simplicity: Applying is straightforward, without unnecessary bureaucratic hurdles

Service standards: I will receive a prompt and quick response to my applications, updates, queries, grievances

Culture: People-centered and service-oriented approach

Communications: Strategic, Operational & Participatory

32

33

The Challenge of Scaling Up:

Leveraging Inputs at Local Level for Citizen Interfacemillion families

covered

million families

covered

Inputs for Program:

• Human resources (facilitators,

social workers, managers, IT staff,

call center operators, etc.)

• Physical Infrastructure (offices,

kiosks, vehicles, materials, mobile

phones, etc.)

• Digital Infrastructure (computers,

bandwith, apps, etc)

• Communications

3 5 15

?

X 5 Inputs for Program• Recruit 5x more staff

• Construct 5x more offices

• Procure 5x more Digital

Infrastructure

• Communications

OR Leverage Existing Local

Infrastructure• E.g., agreements with local

governments

• Existing service centers

• Facilitators from other programs

• Incentives, Performance

Monitoring

• Training, specialized inputs

The Challenge of Scaling Up:

Leveraging Inputs for Citizen Interface at Local Level

Families must

apply for each

program

separately

Families can

apply for many

programs with

common

application form

– and receive

services at single

window

Citizen

Service

Window

Before:

Multiple unconnected

channels

After:

Integrated channel

Integration & Citizen Interface Common Application Forms, One-Stop Shops, Single Service Windows, Integrated Service Centers, Online Platforms, etc.

Program 1

Program 2

Program 3

Program 1

Program 2

Program 3

34

With reference to the social program that I work on (or know best):

A. People can apply for benefits or services at any time (on-demand)

B. People can apply for benefits or services only at specific times, but at least during one open enrollment period each year

C. People can only be considered to be included for benefits or services once every few years (e.g., when survey teams come around for interviews)

D. Other

*Coverage in terms of numbers of people, families, or communities – as % of the poor or of the target population 35

CLICKER QUESTION:

STATIC OR DYNAMIC SYSTEMS?

WITH REFERENCE TO THE SOCIAL PROGRAM

THAT I WORK ON (OR KNOW BEST):

A. People can apply for benefits or services at any time (on-demand)

B. People can apply for benefits or services only at specific times, but at least during one open enrollment period each year

C. People can only be considered to be included for benefits or services once every few years (e.g., when survey teams come around for interviews)

D. Other

36

A. People

can apply

for .

..

B. People

can ap

ply fo

r ...

C. People

can o

nly b

e co...

D. Oth

er

30%

9%

30%30%

But Scaling Up is not a Static Event:

Towards More Dynamic Systems

The Challenge of Static programs:

Eligibility based on a static “list” of beneficiaries – often for many years

Potential new beneficiaries can’t apply for benefits

Lack of mechanisms for grievances and appeals

Inadequate mechanisms to monitor and exclude ineligibles and make room for newly eligible

Not agile to respond to changing circumstances (adaptability)

Developing Dynamic Systems:

Principle of continuous access for dynamic inclusion

Tools for on-demand entry with active outreach

Protocols and tools for active updating and regular recertification

Capabilities and protocols for appeals, grievances

Strengthened tools for oversight, controls, and monitoring

Agile to respond to crises (adaptability)37

38





Information Systems: the “Back Office”

True or False: Social Registries are the same as

Beneficiary Registries, and both contain

information on all beneficiaries of a specific

program.

A. True

B. False39

CLICKER QUESTION:

SOCIAL INFORMATION SYSTEMS

TRUE OR FALSE: SOCIAL REGISTRIES ARE THE

SAME AS BENEFICIARY REGISTRIES, AND BOTH

CONTAIN INFORMATION ON ALL

BENEFICIARIES OF A SPECIFIC PROGRAM.

A. True

B. False

40

A. Tru

e

B. False

72%

28%

Information Systems

To Support

Implementation &

Case Management

Beneficiary RegistrySocial Registry

Information System

(SRIS)

41

Information Systems support key Business Processes

all along the Delivery Chain for Social Programs

Data Analytics,

Monitoring, Reporting

Objectives:

Intake, eligibility, coordination, monitoring

Population

= all applicants

Objectives:

Track beneficiaries & benefits Support payments,

Monitoring,

Coordination to detect duplications, gaps;

NOT for eligibility determination

Population = beneficiaries of specific programs

Objectives:

Payments

Conditionalities monitoring

Case Management

Population

= beneficiaries, depending on level of complexity

Scaling Up While Improving Systems Over Time:

Example of Brazil’s Cadastro Unico (Social Registry)

42

- -5.5 7.1 9.1

14.3 15.8 16.7 18.0 18.7 20.2 22.1 23.0 24.8 27.2

80.6

-

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Coverage of the Cadastro Unico

million families million people

Established by

LawInitial Design

Merger of

registries with

“data quality

challenges”

Nationwide Updating

Large-scale legislative &

normative review +

Process audits

Online V7 of CadUnico All municipalities have

migrated to V7

Cross-checks

for

investigative

purposes

regulated

Initiate cross-checks with

pension system

Version 6.0 of Data Entry

New IT System Designed

Cross-Checks against

tax-payer registry (CPF)

New Intake

Questionnaire Form

Data Updated Every Two Years (responsibility of registrants)

First External

Cross-Checks

with Labor

Info System

Municipal

agreements &

financial

incentives

The Integration Challenge in Information Systems:

Three examples

43

Example Purposes Type of integration /

interoperability

1. Unified Social

Registry Information

Systems

Common Gateway for

Registration and

Eligibility

Fully shared, common systems

for use by multiple programs &

agencies (unified, shared)

2. “Integrated”

Beneficiary Registries

Coordination, detection

of duplications across

programs

Linked information systems

(interoperability)

3. Data exchange with

other information

systems

(interoperability)

Authentication,

Data quality,

Dynamic updating

Analytics, Coordination

Links between separate

information systems (cross-

checks, data exchange)

44

Example 1: Unified Social Registries as

a common “gateway” for multiple programs

Social Registry

Database

Registration

& Data

collection

Information processing modules:

• Collection, curation,

• Consolidation,

• Data Quality & Validation,

• Transformation => processed

data

Unified Social Registry Information

System (U-SRIS)

(Population = all potential beneficiaries)

Program Management

Information SystemDATA

Program Management


Program Management


Program Management


Program Management


Program Management


Single Window

for Client

Access

Are visited by

mobile teams

Or apply at

local offices

Or apply

online

45

Basic Social

Assistance

Services

(SUAS)

Bolsa Verde

Housing

Program

Minha Casa,

MinhaVida

Program for

Eradication of

Child Labor

(PETI)

Training

PRONATEC

Brasil

Alfabetizado

(Literacy

Program)

Productive

Inclusion –

Rural Areass

Social Tariff

for

Electricity

Municipal

Programs

Example 1: The “Cadastro Unico” Social Registry = Core

Gateway Information System for BFP & 30+ Programs

Low Income Families

Poor Families

Extreme

Poor

State

Programs

Example 2: Countries also “link” beneficiary registries

across programs for the purposes of coordination

Linking “back-office” administrative information on beneficiaries and benefits across programs (and agencies)

This facilitates coordination, monitoring, and tracking of receipt of multiple benefits and services across programs

This type of Interoperability requires:

Linking via unique identifier (unique ID or alternate identifiers)

IT systems that can communicate with each other

Data sharing protocols between agencies

Need a “culture of sharing” … but also principle of sharing “minimal” information across programs – intersection only and with consent

46

“Integrated”

Beneficiary

Information

System

BR for

Program

1

BR for

Program

6

BR for

Program

5

BR for

Program

4

BR for

Program

3

BR for

Program

2

Beneficiary

Registry

Program 3

Example 3: interoperability of social information systems with

other information systems

(data exchange ~ linking information systems)

Unified Social

Registry Information

System Beneficiary

Registry

Program 2

Beneficiary

Registry

Program 1

Tax System

Integration layer – via ID

Social Security

Contributions

& Benefits

Labor &

Unemployment

Info Systems

Property &

Vehicle

Ownership

Health

Insurance

Civil &

Population

Registries

47

This facilitates:

Authentication (ID)

Quality of information (cross-checks, verification)

Data sourcing … and reducing the amount of information that

must be provided by applicants

Analytics, coordination, broader policy view

This type of Interoperability requires:

Linking via unique identifier (unique ID or alternate identifiers)

IT systems that can communicate with each other

Data sharing protocols between agencies

Need a “culture of sharing” …but also principle of sharing

“minimal” information across systems – intersection only

and with consent

Etc.

48





Institutions, Financing, & Governance

In the country where I work, the most important institutional constraints to scaling up and integration of social programs include:

A. Inadequate financing and fiscal space

B. Lack of delivery capacity throughout the country

C. Lack of formalized coordination agreements, roles and responsibilities for partner agencies

D. Lack of political will

E. All of the above49

CLICKER QUESTION:

INSTITUTIONS-FINANCING-GOVERNANCE

IN THE COUNTRY WHERE I WORK, THE MOST

IMPORTANT INSTITUTIONAL CONSTRAINTS

TO SCALING UP AND INTEGRATION OF

SOCIAL PROGRAMS INCLUDE:

A. Inadequate financing and fiscal

space

B. Lack of delivery capacity

throughout the country

C. Lack of formalized

coordination agreements, roles

and responsibilities for partner

agencies

D. Lack of political will

E. All of the above 50

A. Inadequate

financin

g...

B. Lack

of d

elivery

capac

i..

C. La

ck o

f form

alized co

...

D. La

ck o

f polit

ical w

ill

E. All o

f the above

27%

7%

32%

14%

20%

Institutional, Financing & Governance Aspects

Institutional Aspects

Legal foundations &

Framework

Institutional Structures,

Clarity of Roles,

Responsibilities

Horizontal & Vertical

Coordination

Human Resources,

Digital Resources, etc.

Communications

Financing

Financial Resources

(contributions, general

taxation)

Governance

Oversight & Controls

Monitoring & Evaluation

Citizen Engagement,

Grievance Redress &

Accountability (also links

to “front office”)

Information policies

(sharing, security, etc) 51

Fiscal space and budgeting

Funds Flows

Expenditures

Numerous actors can be involved

in delivering benefits and services

Examples of Actors

Central Level Agencies:

Social Ministries

Other Line Ministries (e.g., education, health)

Ministries of Finance, Planning, Treasury, etc.

Specialized Delivery Agencies:

Payments agencies (e.g., post, banking system, etc.)

Oversight Agencies

Supreme Audit Agencies

Court System

Contracted independent auditors

Local Level Actors

Local Governments or Agencies

Communities

NGOs or other local delivery agents

Modalities

“In House”

Via Partnerships at central

or local levels (agreements,

MOUs, etc.)

Outsourced to third parties,

often with performance-

based contracts

52

Example of Institutional Arrangements

53

Ministry of Social

Development

(MDS)

Caixa Economica

Federal

(Federal Bank)

Ministry of

Education

(MEC)

Ministry of

Health

(MS)

Municipalities

(5570)

INSTITUTIONS – FINANCING – GOVERNANCE

ASPECTS OF SCALING UP

54

Issue: Scaling up is often a political decision. How can we ensure that institutional

capacity can support this decision? Assuming that we are currently managing at

existing scale, then expanding of the program usually requires more:

1. Money 2. Institutional Capacity 3. Governance

• Are budget allocations

adequate, given targets

for expansion path?

• Can we guarantee

predictability of flows?

• If not, what are the

institutional bottlenecks?

• What adjustments need to be

made to institutional

arrangements, roles, and

responsibilities for scaling up?

• If expanding in coverage, do all

additional local actors have the

required capacity?

• What are additional coordination/

implementation costs involved in

mobilizing more bureaucracy?

• Are the systems prepared

to handle additional

grievances and follow up?

• Are the roles &

accountabilities clear?

• What about monitoring

and reporting?

INSTITUTIONS – FINANCING – GOVERNANCE

ASPECTS OF INTEGRATION

55

Issue: Coordination and integration require political will + clear rules of the game +

concrete tools + financing. What are some key considerations for institutional

aspects?

1. Institutional 2. Financing 3. Governance

• What are the roles and

responsibilities of partner

agencies and local actors?

• What partnership

agreements are needed?

• What are the reporting

arrangements for social

workers or facilitators who

serve multiple programs?

• Who bears cost of

integrated systems?

Or joint local citizen

service centers?

• Efficiency gains may

occur in agencies not

bearing the costs

• What are the Data sharing

protocols between partner

agencies?

• What are the Information security

& confidentiality policies?

• What about client consent for

information sharing?

• Audits and oversight?

• Monitoring & reporting

arrangements for partner agencies?

Summary Remarks

Most social programs pass through key

implementation phases along the Delivery Chain:

This Delivery Chain is supported by several

Core Systems:

Programs & Delivery Systems evolve over time:

Delivery Systems evolve to meet key challenges:

And the key question for Delivery Systems is:

Outreach, Registration, Eligibility

Enrolment & Benefits Decisions

Implementation Cycle

Citizen Interface

Information Systems

Institutions, Financing, Governance

Starting Points Matter

Process is imperfect

Build capacity over time

Scaling up of Programs

Integration of Systems to Reduce

Fragmentation

How?

For discussion…

57

• How does this framework for

SSN Delivery Systems

resonate with the programs &

systems you work on?

• What do you see as key

challenges for Scaling Up of

programs, given imperfect

systems and capacity

constraints?

• What do you see as key

opportunities for Integrating

across social programs and

systems?

DELIVERY

CHAIN

DecideImplement

AssessGovern

THANK YOU!

58

CONTACT: KATHY LINDERT, [email protected]

ssn delivery systems & the challenges of scaling up...

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