SSNIT Software Not $66 million- Documents Reveal

The Social Security and National Insurance Trust seems to be going through a media turbulence on recent publications of alleged financial malfeasance by previous directors and managers of the state owned institution.

In what looks like a calculated attempt to throw dust into the eyes of unsuspecting public and cause disaffection for the opposition National Democratic Congress, almost all government appointees who served during the era have being apportioned one blame or the other.

The SSNIT software According to Ghanapoliticsonline.com costs less than $10million and not the millions that the NPP government is pushing down the throats of Ghanaians.

Below are some facts of the SSNIT Brouhaha:

The whole project goes beyond deployment of a software.

The project was varied and with the APPROVAL OF PPA as stated in the contract as GHANGE ORDERS to include digitization of 40million hard copy records of all registered members of the SSNIT.

This took almost 2 yrs, needed more equipment and staff who worked on 24 hrs shift.

The initial contract provided for only 40,000 cards but today almost 2 million SSNIT contributors have been through the biometric process. This means more cards were purchased but at the same agreed price. These cards have security features and are imported.

SSNIT has 51 branches now networked to these softwares and the contract was varied but at the same price per terminal to purchase over 40 more terminals. The original contract provided for only 5 terminals.

Through this project, machines have now been installed on the walls of each branch across the country and contributors insert their biometric cards to benefit from all manner of services.

*It is not true that hardware bought initially have been discarded. No equipment is lying idle. All servers are being used by SSNIT*

1.1 Background
In November 2012, the Social Security and National Insurance Trust (SSNIT) awarded contract to Messrs. Perfect Business Systems (Ghana) / Silverlake (Malaysia) Consortium for the development and implementation of a new software solution known as the Operational Business Suite (OBS) as an outsourced project at a contract sum of US$34,011,914.21. The project was to automate all the core processes in the administration of pension. The contract duration was for a period of eighteen (18) months and it covered the head office, area and branch offices which summed up to fifty five (55) sites. The complete solutions included various components such as supply, installation and commissioning of the hardware, application software, data conversion, data migration and system integration of all the components.

1.2 Challenges with the Existing System Prior to OBS Implementation
1.2.1 Application Program and Database
The following outlined the challenges with the application system and database that was in used necessitating the implementation of the OBS:
SSNIT was using decentralized systems at the branches known as the EBOS which was used for initiation of registration, processing and payment of social security contribution and compliance enforcement.
The EBOS had FoxPro as both its application development tool and database management system.
The version of FoxPro that was used for the development of the EBOS was not licensed therefore the applications running at each branch was not the executable versions.
The lack of the executable versions at the branches allowed programmers and others to have access to the programs at any point in time.
The lack of the executable versions of the programs allowed programmers to edit or modify the programs for whatever reason.
Additionally, any programmer or any person who had knowledge of the FoxPro was able to remove, modify or insert records into the database without going through any approval process.
For example, an employer record could be modified to show that the employer had paid the contribution even though such employer had not actually paid.
The systems were not integrated (linked) to each other. For example, data that sits at a branch was not available to another branch.
There was no centralized database in place leading to data inconsistencies and affecting data integrity
The system made fraud thrive.

1.2.2 Challenges with Processes Prior to Implementation of OBS
The challenges of the existing system prior to the implementation of the OBS have been summarized below:
Duplication of functions at both the Branch and the Records Department. For example captured data is quality assured at the Branch and quality assured again at the Record Department for the purpose of social security number generation.
Process for determination of multiple enrolment is weak (changes in the parameters for validation results in undesired outcome) and therefore allowed an applicant to have another number even though registered already.
Lack of alternative channels for the submission of social security contribution data (the process then in place required an employer to trek to a SSNIT office to submit data)
Lack of alternative channels for the payment of social security contribution (the process then in place required an employer to trek to a SSNIT office to pay for social security deductions)
Transactions processed at a particular branch is not immediately available to other offices
Lack of systems to effectively monitor transactions especially exceptions (reversals)
Inadequate systems to detect invalid contributions (e.g. Pensioners)
Inconsistencies in data between the branch and Head Office
Inability to declare accurate indebtedness acceptable both employer and SSNIT
Inadequate feedback on transactions processing to employers
Payments made by employers in other offices do not reflect in employers accounts
SSNIT officials have control in resetting employer balances resulting in errors and data inconsistencies
Weak control systems allowing SSNIT officials to reverse transactions without effective audit trails.
Negotiated Arrears processes are not automated therefore affecting employer account information
Prosecution processes are not automated leading to ineffective tracking and monitoring of the prosecution activities.
The identification / verification of a member prior to benefits processing was manual and centralized at the Records Department. This was affecting the prompt processing of benefits leading to delays.
The benefits process was only automated partially at the Head Office and was characterized by over dependency on paper documents
Inadequate integration of systems
Weak security and control systems which could be manipulated
Process required that the paper folders of the member is received at the head office prior to benefits processing
Payment multiple benefits to the same person on different social security numbers resulting from multiple registrations

1.3 OBS Project Objectives
The objectives of the OBS Project could be summarized as:
Provide superior services to our customer through the implementation of multiple service delivery channels.
Implement an integrated operational suite to increase flexibility and improve information management.
Reduce the member enrolment cycle through the implementation of e-Forms and Workflow processes.
Minimize multiple member registration through a highly secured Biometric System
Plug out identified processes that are susceptible to abuse and fraud
Achieve real-time processing of Contribution Report and Billing. Contribution Report submissions will be enhanced through the provision of multiple access channels such SSNIT Portal and Self Service points.
Reduce member transaction processing time by Issuing smartcards with features that will allow online and offline verification of members.
Reduce benefits processing time by providing regular feedback to members on their personal and financial update information.
Provide an effective reporting solution to support decision-making
Enable effective collaboration between SSNIT and Business Partners such as NPRA, BANKS, NIA, NHIA, SLTF etc.
Ensure operational transparency across the Departments by providing real time information about the status and results of various operations, processes, and transactions.

1.4 OBS Project Scope
The project scope covered the following areas;
Employer and Member Registration
Employer and Member Re-enrollment
Employer and Member Record Update
Contribution and Receipts Management
Compliance Enforcement
Benefits Administration
Identity Management – Smartcard & Biometric system
Web Portal System
Reporting & Analysis tools (Business Intelligent)
Document Imaging System (Workflow & Form capture)
Self Service Information Kiosk
Contact Centre
Interface to Internal Systems (Financial, HR, Fund transfer, etc.)
Interface to External Entities (e.g. NHIA, Banks, NIA, etc.)

1.5 Tendering Process
The OBS project was advertised as an International Competitive Tender in selected national newspapers and other international magazine using the guidelines and procedures as outlined in the Public Procurement Act (Act 663).

The following table provides the information on the tender advert:

No.
Newspaper / Magazine
Date Advertised
Remarks
1
Ghanaian Times
August 1, 2011
Main OBS Tender Advert
2
Daily Graphic
August 3, 2011
Main OBS Tender Advert
3
Daily Graphic
August 16, 2011
Main OBS Tender Advert
4
Daily Graphic
August 19, 2011
Main OBS Tender Advert
5
The Economist
August 13, 2011
Main OBS Tender Advert
6
The Economist
August 27, 2011
Main OBS Tender Advert
7
Ghanaian Times
October 3, 2011
Addendum to OBS Tender Advert
8
Ghanaian Times
October 5, 2011
Addendum to OBS Tender Advert
9
Daily Graphic
October 10, 2011
Addendum to OBS Tender Advert

The following companies and joint venture responded to the tender as per the submission deadline of 10:00am October 19, 2011.
No.
Tenderer
Tender Price
1
BSystems / Face Technologies /Systech
USD31,908,441.59
2
Cedar Information System
USD23,873,930.00
3
Computer Information System
USD36,509,543.78
4
KPMG
USD32,168,621.35
5
KRANE International
USD27,897,298.89
6
Perfect Business Systems & Silverlake Consortium
USD27,610,791.00
7
Persol Systems
GHC17,401,846.00
8
Provision Consultants
USD20,648,678.86
9
Sambus Company Limited
USD9,891,732.69
10
Superlock Technologies Limited
USD35,990,850.00

On March 5, 2012 SSNIT through the General Services Manager, informing Perfect Business Systems and Silverlake Consortium of arithmetic errors that have been identified in the Perfect Business Systems and Silverlake consortium. This resulted in an evaluated tender price of USD34, 011,914.21 including 15% VAT. Arithmetic correction is an approved practice in tender evaluation as per the guidelines of the Public Procurement Authority. Thereafter, undertook a reference site visit in Ghana and Malaysia as part of their due diligence.

1.6 Contract Award
On October 1, 2012, Perfect Business Systems and Silverlake Consortium received a notification letter from SSNIT (signed by the then Procurement Manager) informing the team of the contract award. Perfect Business Systems and Silverlake Consortium responded to this letter on October 2, 2012 informing SSNIT of the team’s acceptance of the contract award. The acceptance of the contract award led to a contract negotiation meeting between SSNIT and Perfect Business Systems and Silverlake consortium. Several meetings were held between SSNIT and Perfect Business Systems and Silverlake consortium on the contract negotiation of which the final meeting was held on November 8, 2012 of which SSNIT (minutes of the meeting has been attached as appendix 1).

The formal contract for the OBS project was signed on November 15, 2012 between SSNIT and Perfect Business Systems and Silverlake consortium (the signature page of the contract has been attached as appendix 2).

2.0 Project Structures
2.1 Project Phases

The project as advertised was one complete project to be implemented in one phase. Based upon SSNIT request, the project was re-structured into two phases. This was realised as a potential risk as there was going to be information overload and will intend affect the project implementation. Therefore, it was agreed with the vendors to structure the project into phases in order to mitigate the risk and guarantee its success. The two phases of the project have been outlined below:

2.1.1 Phase One
Employer and member registration
Employer and member re-enrolment
Employer and member update
Biometric system and smartcards production
Contact Centre implementation
Document management

2.1.2 Phase Two
Contribution and Receipts Management
Compliance Enforcement
Benefits Administration
Identity Management – Smartcard & Biometric system
Web Portal System
Reporting & Analysis tools (Business Intelligent)
Document Imaging System (Workflow & Form capture)
Self Service Information Kiosk
Interface to Internal Systems (Financial, HR, Fund transfer, etc.)
Interface to External Entities (e.g. NHIA, Banks, NIA, etc.)

2.2 Project Governance
A project governance structure was put in place to manage the overall project. The governance structure included the Project Sponsor, Project Steering Committee, Project Manager and Project Implementation Team. This structure was followed throughout the entire project.

2.3 Project Implementation Team
The overall project implementation was structured into teams based on the broader functionality of the system and main activities to be performed. The leaders of the various teams from both SSNIT and Perfect Business Systems & Silverlake consortium constituted the Project Implementation Team. The SSNIT team was selected from various business units and the technical team. The composition of the Project Implementation team has been outlined below:
Areas
PBS-SILVERLAKE
SSNIT
Registration and Biometrics
Ahmad Zaed / Zurainah / Mat Resat
Philip Senyah
Contribution
Ahmad Zaed
Joseph Appiah Mensah
Benefits and Claims
Tham Yew Cheng
Beatrice Osafo
RCM / Kiosk / Contact Center
Elvin Chan / Subramaniam
Erasmus Akyeampong-Mensah / Ruby Ofori-Som (Mrs) / Rachael Joel – Pappoe
Enforcement
Koay Bee Luon
Emmanuel Kofi Sackey
Card Management System
Zurainah Ahmad
Stella Addai-Nimoh (Mrs)
BI and DW
Loong Siew Kuan
Mark Akudugu
Portal
Selamat Ahmed
Erasmus Akyeampong-Mensah
Document Imaging System, Form Processing, Work Flow
Haithem Bakr
John Hagan Mensah / Martin Benjamin Addy
Data Conversion and Migration
David Lim
Harold Brookman-Amissah / Joseph Appiah Mensah / Osei Kwadwo
Infrastructure Team
JS Choo / Subramaniam / Haithem Bakr / Loong Siew Kuan
John Hagan Mensah / Salawu Kabiru / Erasmus Akeampong- Mensah
Communication Team

Rosemary Sackey (Mrs.)
User Acceptance Testing Team

Theophilus Afenya

3.0 PROJECT APPROACH AND METHODOLOGY
The project adopted the under-listed approach and methodology:

3.1 Planning Stage
The preliminary activities that were performed by the Project team included:
Initiated the project management structure and process,
Planned and conducted a project kick-off meeting, and prepared the project team facilities (e.g. working space, phones, internet connectivity, printers, etc.)

3.2 Walk through and Gap Analysis and Requirement gathering
The base software of the modules were reviewed in relation to the SSNIT requirements for conformance. The review process identified gaps between the base software and the target requirement and documented as the functional change document (FCD) also known functional specification document (FSD). The review process was through a walkthrough of the various software modules. The documented functional specifications were used as the detailed project scope.

The review teams for the various modules were selected from the various divisions including Benefits, Operations, Finance, MIS, General Counsel, Office of the Chief Actuary, Internal Audit Department, Corporate Affairs and the Identifiable Bodies. The members of the review teams have been provided in Appendix 2.

3.3 Application Customization and Development
All configuration and customization work (e.g. configuration of parameters, workflow routings, programming, customization of reports/processes, etc.) using the functional specification document (FSD) were done and unit tested in preparation for User Acceptance testing. In addition, security profiles were built and tested at this stage. The application customization and development were undertaken by the PBS-Silverlake Consortium.

3.4 Testing Cycle
Staff selected from the operational and technical areas were selected to undertake a user acceptance testing. The UAT were conducted in two cycles for the phase 1 and phase 2 modules. The cycle 1 focused on the presence of the functionality whereas cycle 2 focused on testing the functionalities with data.
The user acceptance testing was conducted by a team selected from the divisions including Benefits, Operations, Finance, MIS, General Counsel, Office of the Chief Actuary, Internal Audit Department, Corporate Affairs. The Team was led by the Mr. Theophilus Afenya the Risk and Quality Manager. The report of the UAT was submitted to the Steering Committee.

3.5 Training
The project adopted the train-the-trainer concepts where the members of the user acceptance testing (UAT) team were trained as trainers. The team in turn trained the rest of the SSNIT team.

Users from all the functional areas were trained for a minimum period of five (5) days and a maximum of ten (10) days. The training programmes were held at two centres namely the Mfanstiman Training Institute for the southern sector and the Kwame Nkrumah University of Science and Technology for the Northern sector. The participants included the Area Managers, Branch Managers, Benefits Division Managers, Contact Centre Staff, Corporate Affairs Staff, IT Help Desk Staff and Benefits Officers. Others included Data Management Officers, MIS Coordinators, Prosecutors, Accountants, Compliance Officers, Customer Care Officers, Operations Monitoring Managers and staff of the Internal Audit Department.

In order to ensure a smooth a team of selected staff from the branches was created and trained as support team providing assistance to staff. The training in all cases was hands on and hands holding training.

3.6 Data Migration and Conversion
The OBS solution is a centralized solution and based on a centralized database. The OBS solution has replaced the EBOS, Benefits, Head Office Contribution Management System and parts of the Records Systems which were all decentralized application based on localized databases. Therefore it was important that all the pockets (localized) of the SSNIT databases were migrated into a single and centralized database.

The consolidation, cleansing and migration of the databases were achieved through the Data Conversion and Migration. At the end of the exercise the following pockets of data were migrated into the OBS environment.
Benefits Data 887,824 records
Registration Data (Employer and Members) 4,422,769 records
Members Financial Data 316,716,306 records
Employers Financial Data 21,865,572 records
Over 2 million Invalid Contribution Transactions were corrected and the members financial credited

The datasets as described above were consolidated, cleansed and converted into a format requested by the OBS Vendor for migration into the related data structures of the OBS System.

3.6.1 Methodology Used for the Data Conversion and Migration Exercise
As part of the processes undertaken for the data conversion and migration included the following:
Agreed with vendors on the data structures to be use by the OBS system.
Developed Data Mapping Requirement Document (DMR) as a base document for the data Conversion and migration exercise.
Created a staging area to store the relevant tables needed from the EBOS, Pensions Systems, Record management and Benefit Processing and Payroll System.
Designed and developed scripts for the data extraction.
Designed conversion and report programs.
Conducted conversion test runs.
Conducted actual Data Conversion.

3.6.2 Issues / Challenges
During the data extraction and conversion exercise a number of issues concerning the legacy data were raised. The details are as follows;

Some of the data required could not be mapped and thus was set to the default values. This was because the Trust’s systems did not have the data as required by the OBS system.

Inconsistencies in the field names of the various tables in the legacy environment made it difficult for the design of the conversion and report programs which resulted in the team not meeting the agreed timelines.

A total of 22,955 members with valid social security numbers and financial information but did not exist in the legacy Member Personal Master and were converted and migrated into the OBS environment.

3.7 Implementation Stage
The technical infrastructure for the site was prepared, applications were installed, end users were trained, and data conversion was executed and transitioned to a ‘live processing’ state.

The phase 1 was cutover to production on May 7, 2014 with the following modules / components:
Employer and member registration
Employer and member re-registration
Employer and member update
Biometric system and smartcards production
Contact Centre implementation
Document management

The phase 2 was cutover to production on July 27, 2015 with the following modules / Components:
Contribution and Receipts Management
Compliance Enforcement
Benefits Administration
Identity Management – Smartcard & Biometric system
Web Portal System
Reporting & Analysis tools (Business Intelligent)
Document Imaging System (Workflow & Form capture)
Self Service Information Kiosk
Interface to Internal Systems (Financial, HR, Fund transfer, etc.)
Interface to External Entities (e.g. NHIA, Banks, NIA, etc.)

4.0 Contract Variation
In the cause of the project implementation, it became necessary to vary the OBS contract to handle the provision of the following:
Date
Change Order
Purpose
Reason
September 24, 2013
1
Supply and installation of 2 HP DL 385 Gen 8 Servers for Contact Centre Implementation
SSNIT realised that servers for the implementation of the contact centre were not enough. Therefore, the Perfect Business Systems and Silverlake consortium were requested to supply through a letter received from the Procurement Manager.
October 17, 2013
2
Provision of Specified hardware and upgrade of servers for OBS Implementation
In the tender, SSNIT indicated that there were some servers at the Data Centre and the specifications were included in the tender for tenderers to review. The quantity of the servers at the data centre were not made known in the tender or the addendum issued thereafter.
Perfect Business Systems and Silverlake consortium indicated the specification of the servers required for the OBS solution in the tender. During the technical discussion with SSNIT, it was observed that the number of servers at the SSNIT Data Centre were not adequate to implement the OBS solution. This is especially so when the required solution had failover and redundancy in order to achieve business resilience.
SSNIT felt that the faster way to acquire the required number of servers without impacting on the project timelines was to undertake a contract variation. Therefore, Perfect Business Systems and Silverlake consortium were requested to supply additional servers and to upgrade some of the existing servers through a letter received from the SSNIT Procurement Manager.
Perfect Business Systems and Silverlake consortium decided to top up at its own cost supply new servers instead of the requirement to upgrade the existing servers. Even though Perfect Business Systems and Silverlake consortium should have taken custody of the old servers since it had supplied new servers instead of upgrade, the consortium in the spirit of goodwill decided to leave the old servers to SSNIT at no cost.
Also included were low end scanners for the branches.
November 14, 2013
3
Hardware, software and other logistics for digitization of critical legacy documents
SSNIT had attempted a tender for document imaging project to scan all the forty (40) million document at the Records Department without success.
The OBS solution had a document management software as a component of the solution. The scanning of the documents was to serve as a backup to the paper documents and also to make the documents available to the users through the network in order to speed up the processing of benefits.
SSNIT therefore decided to take advantage of the document management solution component of the OBS in order to scan all the forty (40) million documents.
The OBS project was varied to increase the license for the document management software from 50 to 100. In addition, the contract was varied to provide additional storage, high end scanners, computers, network routers, UPS, photocopier and local area network construction at the project site.
January 27, 2014
4
Supply and Installation of Avaya Headsets for Contact Centre Implementation
The OBS contract was varied to provide Avaya Headsets for the contact centre staff in order to facilitate their work.
June 10, 2014
5
Hardware for Re-enrolment of existing members
In the original OBS tender, SSNIT requested for the tenderers to quote as a line item the price for renting forty (40) mobile biometric units (MBU) for a period of six (6) months for the re-enrolment exercise.
Additionally, SSNIT requested all tenderers to quote for the price for outsource printing and personalization of one million (1M) cards including the supply of the cards for the re-enrolment exercise.
The original OBS contract made provision for fifty (50) MBUs and four hundred thousand (400K) smart cards.
SSNIT needed additional MBUs in order to ensure that the re-enrolment exercise is completed within the 2years timeframe. In addition, SSNIT realised that it was overwhelmed by the number of cards being printed at the SSNIT card production unit and could not cope with the increasing numbers.
The OBS contract was varied to enable Perfect Business Systems and Silverlake consortium to supply 50 additional MBUs, printing consumables and also to handle the cards supply and personalization of 1.3M smartcards with SSNIT card production unit handling the personalization of the new applicants’ smartcards.
January 19, 2015
6
Supply of Edisecure XID 9330 card printers
As the new registration picked up the number of newly registered members increased. Therefore, SSNIT decided to purchase three (3) additional card printers to support the effort of the card production team.
December 15, 2015
7
Supply of hardware to revamp the OBS infrastructure
In September 2015, SSNIT engaged IBM to conduct performance assessment of the core pension system environment. The report concluded that SSNIT will need to invest in new hardware in order to revamp the OBS hardware infrastructure towards increasing the user performance.
The OBS contract was varied for the supply for two (2) E870 machine with IBMi as the operating system. Two (2) V9000 flash storage with 34.5TB capacity each and one (1) V9000 flash storage 2.2TB storage.

5.0 Benefits of the OBS Implementation

5.1 Enrolment Module:
Provides upfront detection and management of multiple member registrations.
Provides re-enrolment facilities for existing members
Provides valued added Member Registration Card with biometric and other personal details; and approved for use as identity verification in other national business transactions.
Provides standardized and mnemonic 13 character registration numbers for all members.
Provides standardized 11 character registration numbers for all employers;
Provides Mobile and Fixed registration facilities to ease member registration.
Use of Biometric Smartcards for online and offline verification of Members.
Collection of adequate personal information on members and employers
Digitized documents for enterprise wide information sharing.
Improved customer service with online Initiation of member registration and member record update from the Portal.
Improved customer service with online Initiation of Employer registration/Record Update from the Portal
Facilitates prosecution of employers failing to register using the Pre-employer registration function and referral o prosecution.
SSNIT biometric system is used to clean the government payroll at CAGD.

5.2 Contribution Management Module:
Provides streamlined and single data entry functions and screens across enterprise to enforce standard procedures for contribution processing.
Provides exception processing for payment error, employer and member posting error
Provides reconciliation on accounting entries for all financial transactions performed to employer’s account posting and member’s account posting. (Please verify)
Improved customer service for Submission and Processing of Contribution Reports and Billing anywhere and across Branches.
Payment made at branch or bank can be accessed by all branches
Improved customer service by providing multiple access channels for processing Contribution Report and Bills through Portal and Self Service points.
Improved customer service with multiple access channels for Payment of Contribution anywhere and across Branches and through Agent Banks.

5.3 Compliance Module:
Equips Compliance Officers with adequate information (alert notification) on non-compliance activities of employers for effective enforcement of compliance
Provides daily penalty computation on unpaid contributions due.
Allows Compliance Officer to plan their inspectorate activities through scheduling, calls, and booking among others
Provides information on all employers due for inspections through alert notification to Compliance Officer and Branch Manager.
Allows flexibility in the management of employers due for inspections through re-assignment of inspection for a specified period.
Allows Compliance Officers to refer non-compliant employer cases to the Prosecutor.
Provides for planned Negotiated Settlement of Arrears and issuing of Payment Plan and Slips.

5.4 Prosecution Module:
Provides Prosecutor information on expired Demand Letter through alert notification to enforce compliance.
Provides for effective collaboration between Compliance Officers and Prosecutors through referral and management of cases.
Provide case classifications to aid evaluation of cases by Prosecutor
Assists the Prosecutor to effectively monitor employer non-compliance activities referred from Compliance.
Assists the Prosecutor to effectively monitor court cases and procedure.

5.5 Benefits Module:
Decentralization of member identification and benefits processing to Branches
Decentralization of Beneficiary Release to Branches
Processes Benefits application from existing turn-around time has increased tremendously. Benefits could be paid in days.
Since the implementation of OBS, average benefits processing time has reduced from 51 to 36 days and working to reduce further
Provides for effective collaboration between Branches and Head Office Departments in benefits processing.
Provides for effective monitoring of benefits application processing stages and activities across enterprise via work flow solution
Provides for use of Memo function to provide additional information on benefit applications
Automation of benefit calculation and pension amount
Digitized documents for enterprise wide information sharing.
Straight through processing for Pension Payment via Ghana Central Bank

5.6 Business Intelligence and Reporting Solution
Provides enterprise wide data for assessing operational performance.
Provides dash boards to aid evaluation of the performance of key operational activities.
Provides for customization of reports on Area and Branch operational activities.
Provides information on SSNIT transactions

5.7 Customer Relationship Management:
Provides for integration of all channels of communication (Call, Fax etc) and Social Media to manage customer expectations.
Provides multiple channels for logging and managing customer complaints; compliments etc.
Provides for sharing of customer information across enterprise.
Allows for management of customer complaints through referral to supporting offices.
Members can access statement s of accounts through the SSNIT Portal and the Biometric
Terminal (Information Kiosk).

5.8 Centralized Database:
Provides secured, current and online centralized database that provides same and single view of data and information.
Provides Centralized database to aid effective reporting and exception management.
Provides one point of data entry and one source of information.

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