2. Annex B - Organizational Structure 3. Annex C - Staffing Pattern. 4. Annex D - Functional Statements. 1. Annex A - Reorganization Plan

Transcription

1 MEMORANDUM ORDER NO REORGANIZATION OF THE BRANCH OPERATIONS SECTOR AND MEDTCAL SERVTCES DTV STON OF THE SOCTAL SECURTTy SYSTEM (SSS) WHEREAS, the Governance Commission for GOCCs (GCG), pursuant to Republic Act (R.A.) No , is mandated to "evaluale the performance and determine the relevance of the GOCC, to ascertain whether such GOCC should be reorganized, merged, streamlined, abolished or privatized"; WHEREAS, the Social Security Commission (SSC) approved the Reorganization Plan of SSS, which includes the reorganization of the Branch Operations Sector and Medical Services Division, under Resolution No.78 dated 15 January 2014 and Resolution No. 733 dated 28 August 2014; WHEREAS, the SSC seeks the approval of its proposed Reorganization Plan to the GCG on 28 August 2014 and a supplemental submission on 11 November 2014; WHEREAS, the GCG has determined that it is in the best interest of the State to approve the reorganization of the Branch Operations Sector and Medical Services Division of the SSS; WHEREAS, the reorganization of the Branch Operations Sector of SSS is expected to improve service delivery, particularly in the areas of membership coverage, collections, accessibility of services, and processing time of frontline services; NOW, BE IT - RESOLVED, the Reorganization of the Bmrcu OpERAfloNS SEcroR and MEDTcAL Seavrces DrvrsroN of SSS is hereby APPROVED, as reflected in the documents below, which form an integral part of this Memorandum Order (M.O.), to wit: 1. Annex A - Reorganization Plan 2. Annex B - Organizational Structure 3. Annex C - Staffing Pattern 4. Annex D - Functional Statements RESOLVED FURTHER, that the reorganization shall yield the following service delivery improvements, as embodied in a S-Year Roadmap:

2 Registered Members Paying Members No. of Registered Number of Retirement SS Funeral SS Disability Sickness l\ilaternity EC Funeral Loans Granting RESOLVED FURTHER, the SSS Governing Board's authority to implement the Branch Staffing and Service Office (SO) Models in Annex C shall be subject to the following conditions: 1. Branches shall be classified according to size based on the following parameters: (a) No. of Transactions; (b) Amount of Collections; and (c) No. of Employer Accounts. The Governing Board through Management shall update the classification parameters for Branches to take into consideration webbased/on-line transactions and other developments towards ensuring that the staffing models adequately meet the demand side of service delivery; 2. New branches or service offices shall always be initially categorized as a Small and follow the corresponding staffing pattern and maximum workforce level; r 2018 and 20'19 Processing time for all claims are ARTA Compliant

3 The staffing of existing branches may be upgraded to "Medium" or "Large' as the case may be following the classification parameters in Annex C, to wit: Meqa Branch Larqe Branch Maximum Workforce Level Medium Branch 64 Small Branch 44 Larqe SO 4. There shall be no upgrading of Large Branches to Mega Branches without prior GCG approval, and the authority herein is only for operational flexibility in the staffing of the four existing Mega Branches in Diliman, Cebu, Davao and Makati-Gil Puyat; 5. The creation or upgrading of branches shall be approved by the SSS Governing Board through Management, and the projected operational expenditures of filling up all projected positions shall observe the SSS Charter Limit on total administrative costs; 6. Operational flexibility in determining the number of positions shall apply for frontline positions wherein the number has not been fixed under the Branch Staffing Model under Annex C; Position Titles with Flexibility for Certain Branch Sizes Number of Positions is Determined by Max Workforce Level of the Branch/SO Branch Head (l-lll) Assistant Branch Head Junior Admin. Assistant Junior Exec. Assistant Corp. Exec. Officer (l-ll) (Section Head) Senior Admin. Assistant Junior Admin. Assistant 7. The stafiing of all Service Offices shall be fixed as reflected in Annex C: 8. The classification parameters for Service Offices shall be approved by Management and ratified by the Governing Board, a copy of which shall be furnished to the Governance Commission prior to implementation; Social Security Officer (ll-lll) Senior Clerk Junior & Senior Member Service Rep. Junior & Senior Analyst Cashier

4 9. Once approved by the SSS Governing Board, SSS shall notify the Governance Commission of its plan to create new branches or upgrade existing branches at least thirty (30) calendar days prior to the implementation; 10. During the said period, SSS may enter into such contracts as may be necessary towards ensuring the immediate implementation of the creation of new branches after the said period in the absence of any notice from the Governance Commission; 1 1. SSS shall include in its annual submission to GCG under the Performance Evaluation System (PES) a comprehensive and concise branch-by-branch performance and workforce analysis reflecting transaction volumes, queuing times, and other relevant information as may be prescribed by GCG; 12. The pertinent civil service, budgetary, accounting, auditing and other relevant laws, rules and regulations shall be complied with; RESOLVED FINALLY, any further modification/s on the GCG-Approved Organizational Structure and Staffing Paftern (OSSP) beyond the authority herein is prohibited unless approved by the GCG. DONE, in Makati City, this 31st day of July, Two Thousand and Fifteen. Chairman DBM Secretary

5 Annex A SSS BRANCH OPERATIONS SECTOR AND MEDICAL SERVICES DIVISION GCG-Approved Reorganization CY SSC Approval and Submissio n of Proposed Reorganization. - The Social Security Commission (SSC) approved the Reorganization Plan of SSS, which includes the reorganization of the Branch Operations Sector and Medical Services Division, under Resolution No. 78 dated 15 January 2014 and Resolution No. 733 dated 28 August The SSS submitted the Reorganization Plan to the GCG on 28 August 2014 and a supplemental submission on 11 November Purpose of the Branch Operations Sector and Medical Services Division Reorganization CY The purpose of the reorganization of the Branch Operations Sector of the SSS is to improve service delivery, particularly in the areas of membership coverage, collections, accessibility of services, and processing time of frontline services. 3. SSS Roadmap The reorganization of SSS is expected to result in the following service delivery targets, as embodied in a S-year roadmap submitted by the SSS Governing Board: Registered Members Members Number of Branches Retirement EC Disability Sickness Maternity t 2018 and 2019 Processing time for all claims are ARTA Compliant

6 Annex A SS Funeral EC Funeral Loans Granting Based on this roadmap, the following are expected outcomes of the reorganization:. lncrease in the number of registered members by 6.65 million from CY 2014 to 2019, or an improvemenl of 24. lncrease in number of paying members by 3.8 million from CY 2014 lo CY 2019, or an improvemenl ol 32o/o. lncrease in number of registered employers by 47,539 from CY 2014 to 2019, or an improvement of 5%. lncrease in number of branches by 50 from CY 2014 to 20'19, or an improvement of 31%. Significant reduction in processing time of frontline services from a maximum of 62 days to a maximum of 10 working days Branch Reorganization as Strategy for fhe SSS Roadmap fhe SSS Roadmap can only be implemented through the reorganization of the Branch Operations Sector and Medical Services Division, with the following major structural changes:. Creation of the Central Processing Group (CPG). - The processing of service requests from SSS members will be taken out from the branches and centralized in the CPG. The processing time of services is directly related to the number of processors in the CPG. The reduction of processing times to a maximum of 10 working days and a minimum of 1 working day is due largely to the creation of additional processor positions. c Conditional Operational Flexibility in Branch Staffing. - The Social Security Commission is given operational flexibility to determine the following: (1) the classification and size of branches, (2) staffing requirements per branch, and (3) authority to create additional branches and their corresponding plantilla positions without requiring prior approval. Branch Model Concept. - The branch model has the following features:. Provision for a classification of branches and a uniform staffing pattern for each classification;. Operational flexibility for the GOCC to determine when to create a new branch or to upgrade an existing one;

7 Annex A No prior approval of the plantilla of a newly created branch or an upgraded branch, since the new plantilla will only be an iteration of a previously approved uniform branch staffing pattern; To temper this flexibilig, the following conditions are to be provided: 1. Approval by the GCG of the uniform branch staffing pattern, which includes a complete list of position titles per branch classification; 2. Provision for a fixed range of allowable plantilla items per position title. Where no range is provided, the plantilla title is construed to be of fixed number; 3. Projected operational expenditures of filling up all vacant positions must not exceed the SSS Charter Limit on total administrative cost; 4. Approval by the GCG of the parameters for classification of branches; day notice to the GCG prior to effecting a new branch classification or creation; 6. Regulatory intervention by the GCG within the 30-day notice, if warranted: 7. Regulatory intervention by the GCG at any time, in case of violation of any of these conditions; 8. Promulgation by the SSC of guidelines for the implementation of the Branch Model, which must address the following concerns: (1) allowable ratio of supervisors and rank-and-file in each branch, (2) formulas for determining the appropriate manpower requirements of each branch, taking into account the volume of transactions, the number of transacting members or employers, real estate capacity, capacity of frontline personnel, among other factors, (3) financial impact of a new branch upgrade or creation, and (4) branch hiring guidelines. 9. Prior approval of the CEO in and ratification by the SSC; the creation and upgrade of branches, 10. Submission of annual report to the GCG on branch-by-branch performance and workforce analysis; and, 11. Establishment of a system for the monitoring of queuing times in all frontline services.

8 Annex A Financial Cost within Charter Limit. - Operating expenses are expected to increase by a minimum of 5% to a maximum of 5.6%. Total expenditures are expected to increase by a minimum of 6.8% to a maximum of 6.9% annually. This translates to estimated Phpl 19.9 billion total expenditures by CY 2015 and is expected to gradually increase up to Php156.2B by CY Operating expenses are pro.lected to remain between 62ok lo 70o/o of the Charter Limit even with the filling-up of all created positions. Existing Organizational Structure. - The current SSS Branch Operations Sector organizational structure is as follows:

9 Annex A Pu..lo Pr.nc..r, Pdre.n El.. Cru. 3rd Jor. Occrd.ni.l L.pu.l.IU CalD.rc!!.io Crty tf J6., A.uqa l.i. Xrlbo. ArLn 9urn.tu.r. ior.! 3.!.y C.iry.n d. O,o aurv.^ c.m,tu,n G'.pol ll'!n Crty 3una.o Otoql,.l. T$d.g O.v.o C.n..rl t.,rot City!'tl! CoLb.lo C'ly Oifp. Xo,on..Ll Xrd.r.w..r Ircu.oo! kt. z.ii!..nr. 3t.Iar Oapolog Cli, ldil

10 Annex A 8. Existing Plantilla. - At present, the SSS Branch Operations Sector has 5,408 plantilla positions while the other Medical Services related departments has a total of 49 plantilla positions, broken down as follows: Branch Support Services Department Branch Evaluation Department Medical Operations Department NCR Operations Group Divisions (North, South and Central) Branches Luzon Operations Group Divisions (North, South, Central and Bicol) Branches Vlsayas and Mindanao Operations Group Divisions (Central Visayas, Northern Mindanao, Western Visayas, Southern Mindanao and Western Mindanao) Branches Foreign and Online Group Online Services Support Department lnternational Affairs Department Foreign Branch Expansion & Monitoring Department Medical Program Management Department Health Care Department 9. Changes in Organizational Structure. - The proposed organizational structure of the Branch Operations Sector Services Division are as follows: changes in the and the Medical Branch Operations Sector None Decrease from 6 to 5. Retain: 5 positions. Scrap for 27 new branches (approved): 1 posataon Branch Support Services Department Transfer from Branch Operations Sector (BOS) to the General Services Division which is under the Coroorate Services Sector Transfer out from BOS: 10 positions 2 Total No. of Proposed Plantilla Positions = (Existing - Scrap - Transfer Out) + (Transfer ln +Build + Create)

11 Annex A Branch Evaluation Department Medical Operations Department NCR Operations Group Rename to Branch Expansion and Management Services Department Transfer from BOS to Medical Services Division lncrease ftom 6 to 21, or an increase by 15. Retain: 6 positions. Create: 15 Dositions Transfer out from 8OS: 7 positions Branches Luzon Operations Group Divisions (Luzon Norlh, Luzon Central, Luzon South. Bicol) Branches Visayas and Mindanao Op rations Group Divisions (Central Msayas, Western Msayas. Northern Mindanao, Southem Mindanao, Western Mindanao). Shift to Branch lrodel scheme Existing no. of positions: Groups - 12 Divisions Branches - 4,731. Representative Office Total = 5,392 lndicative increase by CY 2019:. Groups Divisions Branches - 5,525. Service Offices - 2'16. Total = 6,033 The indicative increase is derived from SSS' submission of the branches' proposed plantilla. Branches Notes:. BOS proposed flexible plantilla positions not yet included.. No need for Pool of Positions due to Branch Model SchemeElexibility. Foreign and Online Group Online Services Support Department lnternational Atfairs Department Foreign Branch Expansion and Monitoring Department Rename to lnternational Operations Group and transfer directly under the Office of the President and CEO Merge with Service Delivery Program Management Department to become Member Electronic Services Department, and transfer to Member SerYices and SuDDort Grouo Rename to Bilateral Agreements Department under lntemational Operations Group Rename to Foreign Operations Support Services Oepartment under lnternational Ooerations Grouo Transfer from BOS to lntemational Operations Group Transfer out from BOS: 4 positions Transfer out from gos: 4 positions Scrap: 1 position Scrapped for 27 new branches (addroved): 4 Dositions Transfer out from BOS: 6 positions Scrap: 2 positions Transfer out from BOS: 8 posations Scrao: 1 Dosition Transfer out from BOS: '18 positaons Scrao: 1 Dosition

12 Annex A Foreign Representative Offices Transfer from BOS to lntemational Operations Group Create Branch Systems and Procedures Department Scrapped for 27 new branches (apdroved): 2 Dositions Transfer out from BOS: 22 positions Scrap: 7 positions Scrapped for 27 new branches (adoroved): 16 Dositions lncrease from 0 to 18. Transfer in: 1 position. Create: 17 positions lncrease from 0 to 10 Create Regional Processing Divisions (NCR, Luzon, and Visayas and Mindanao). Create: 4 positions. Build: 6 positions lncrease from 0 to 9. Create g positions lncrease from 0 to 860 Create: 288 positions Build: 311 positions. Transfer in: 261 positions Create Medical Services Division lncrease from 0 to I positions. Create: 6 positions. Build: 2 positions Transfer Medical Program iranagement Department from Program iilanagement Group and rename to Medical Program Department Transfer Medical Operations Department from Branch Operations Sector Transfer Health Care Oeparlment from Corporate Services S ctor lncrease from 11 to 13, or an increase by 2. Retain: 10 positions. Create: I position. Transfer in: 2 positions. Scrap: 1 position lncrease from 7 to 366, or an increase by 359. Retain: 7 positions. Create: 45 positions. Build: 98 positions. Transfer in: 216 positions Reduce from 38 to 36, or a decrease by 2.. Retain: 33 positions. Build: 3 oositions

13 Annex A. Scrap: 3 positions. Transfer out: 2 positions

14 Annex A 10. Proposed Organizational Structure. - Both the Branch Operations Sector and the Medical Services Division shall directly report to the PCEO. The proposed organizational structure is as follows:

15 Medical Program Oepartment Medical Operations Department Health Care Oepartment Annex A

16 Annex A 11. Proposed Plantilla. - The plantilla positions in the proposed Branch Operations Sector and Medical Services Division are as follows: Branch ODerations Sector Branch Expansion and Management Services Department Branch Systems and Procedures Department Central Processino Grouo Divisions (NCR, Luzon, Visavas and lvlindanao) o Processing Centers (Diliman, Pasig, Makati, La Union, Tarlac, San Pablo, Cebu, lloilo, CDO, Davao) 860 NCR Ooerations Group Divisions (North, East, South and West) Branches Luzon Ooerations Group Divisions (North 1, North 2, Central 1, Central 2, South 1, South 2, Luzon Bicol) Branches Branch Model (Annex C) Visayas Operations Group Branches Mindanao Ooerations Group Divisions (Mindanao North, Mindanao South 1, Mindanao South 2, Mindanao West) Branches Medical Services Division 8 Medical Program Department Medical Operations Department Jbt) Health Care Oepartment 36 Medical Servrces Pool of Positions 1Z.Branch Model. - The branch models will be limited by the following range of plantilla positions: Actual Range of Positions Proposed Range of Positions Minimum Maximum Minimum Maximum Mega Branch Larqe Branch b5 Medium Branch

17 Annex A Small Branch New Branch (Small) Service Office 13. Fixed and Flexible Plantilla Positions. - The Branch Model also identifies the positions which are fixed and flexible. Flexibility in the frontline positions indicated below should not exceed the maximum number of positions for each classification shown in the Branch Model: Assistant Branch Head J unior Administrative Assistant J unior Executive Assistant Section Head Senior Administrative Assistant Junior Administrative Assistant Senior Clerk Section Head Social Security Offlcer lll From 0 to Minimum of 2 Team Head Dependinq on the number of subordinates Senior Member Service Minimum = 5 Reoresentative 3 - For newly created Branch Junior Member Service Representative Senior Clerk Minimum = 1 Social Security Officer lll From 0 to Minimum of 2 Oependinq on the number of subordinates Senior Analyst lvlinimum = 2 Junior Analvst Senior Clerk Minimum = '1, 0 - For newlv created Branch Team Head Section Head From 0 to Minimum of 2 Team Head 3 Applicable to the four (4) current mega branches only (Diliman, Cebu, Davao and Makati-Gil Puyat)

18 Annex A DeDendinq on the number of subordinates Cashier 3NM Minimum = 2 Senior Clerk 2NM Minimum = 1 (a) For positions with the minimum number of plantilla items indicated, additional plantilla items may be created provided the total number of plantilla positions of the Branch shall not exceed the maximum for the relevant branch category as provided in the Branch Model. (b) For the SERVICE OFFICE (SO), the plantilla positions shall be as follows, which shall be in addition to the total number of plantilla positions: Assistant Branch Head Corporale Executive Officer ll 6 NM Social Securlty Officer lll 5 NM 2 Senior Member Service Representative 4 NM Junior Member SerVice 3 NM Representative Senior Analvst 4 NM Junior AnalVSt 3NM Junior Administrative Assistant 3 NM Senior Clerk 2NM i Parameters for the Classification of Branches. - The branches were categorized as Sma//, Medium ot Large branch based on the following Standards and Hurdles4: Standards Used 1. No. of Transactions 1.1. Claims (sent to PC) - 25Yo 1.2. Payments - 10Yo 1.3. lssuance of SS # / E6-5% 1.4. Data Amendments - $Yo - 50Yo 1.5. Salary Loans - 2o/o 2. Amount of Collections (Net of Large Accounts) - 25Yo 3. No. of ER Accounts (Net of Large Accounts) - 25o/o 4 Score based point system for branch classification: '1. Mean for each parameters (Transactions, Collections & Branch Accounts) = Sum of the Data Set / Number of Branches 2. Point branci = Data of Eranch / Mean of the Data Set x 10 (where 10 is constant) 3. Score o.ano, = Point o.ancr' x Weight (%) of Data Set

19 Annex A Hurdles Large Branch Total Score = 20 and Above Medium Branch Total Score = Below 20 but not Lower than 10 Small Branch - Total Score = Less than 10 Method 128 Branches were ranked from highest to lowest based on their total scores on the standards used. (Excluded are the 28 Branches crealed in which were categorized as SMALL, and the 4 MEGA branches with outlier scores, namely, Diliman, Cebu, Davao and Makati-Gil Puyat.) All newly created Branches shall always be initially categorized as a Small Branch. As may be approved by Management, the Standards above-cited may be revised, to include web-based/ on-line transactions. A Service Office (SO) is an extension of the branch. An SO shall also be categorized as Sma//, Medium or Large subject to the guidelines that may be approved by Management. l5.medical Servrces Pool of Posifions. - ln addition to the proposed plantilla positions for the three (3) departments under the Medical Services Division, a Pool of Positions will be created to be distributed within the next five (5) years for the creation of branches and Physical Evaluation (PE) Centers. The table below summarizes the Pool of Position for the Medical Services Division:- Level Pool of Position 6NM Senior Clerk 2NM

20 GCG-Approved Annex B

21 Annex B Medical Services Division Gcc-Approved Organizational Structure CY 2015 Medical Program Department Medical Operations Oepartment Health Care Oepartment

22 Annex B SUMMARY of ExtsflNc AND GCG RECoMMENDED ORGANtzATtoxat Sraucrune Existing l8ased o, SSC Approved Rationalization Plan) TWG Agreement Sector Group Department Branch Operations Sector BOS Branch Operations Sector BOS NCR Operations Group NCR Operations Group BOS Luzon Operations Group Luzon Operations Group Visayas and Mindanao BOS BOS Visayas Operations Group Operations Group Mindanao Operations Group (Rename to I nternational Operations Group and Foreign and Online Group transfer directly under the Office of the President and ceo) BOS Central Processing Group BOS BOS 5 Branch Systems and BOS Procedures Department Branch Support Services (Transfer to General Department Servlces Division) Branch Expansion and Branch Evaluation BOS Management Services Department Department Online Services Support Department BOS BOS lnternational Affairs Department Foreign Branch Expansion and Monitoring Department (Merge with Service Delivery Program Management Depaftment to become Member Electronic Serylces Depaftment and transfer to Member Services and Suppoft Group) (Rename to Bilateral Agreement Depaftment and transfer to I nternational Operations Group) (Rename to Foreign Operations Supporl Services Department and transfer to I nternational Operations Group)

23 Annex B Medical Program Management Department Medical Operations Department Health Care Department Luzon South Division Processing TWG Agreement Medical Program Departmenl Medical Operations Department Health Care Department Visayas and Mindanao Regional Processing Division Luzon North Division Luzon Central Division Central Visayas Division Western Visayas Division Northern Mindanao Division Southern Mindanao Division Western M indanao Division Luzon North 1 Division Luzon Central 1 Division Luzon Central 2 Division Luzon South 1 Division Luzon South 2 Division Luzon Bicol Division Visayas Central 1 Division Visayas Central 2 Division Visayas West 1 Division Visayas West 2 Division Mindanao North Division Mindanao West Division Medical Services Division Diliman Processing Center

24 Annex B Center Foreign Representative Offices Kuwait Singapore Hong Kong Taipei, Taiwan Brunei Darussalam Doha, Qatar Rome, ltaly TWG Agreement Pasig Processing Center Makati Processing Center La Union Processing Center Tarlac Processing Center San Pablo Processing Center Cebu Processing Center lloilo Processing Center Cagayan de Oro Processino Center Davao Processing Center (Transfer to I nternation al Operations Group)

25

26 Annex C 6NM 5NM 5NM 5NM 5NM 4NM 4NM 4NM 3NM 3NM 2NM 2NM 2NM

27 Annex C 4NM

28 Annex C 2NM 2NM

29 Annex C

30 Annex C

31 Annex C

32 Annex C

33 Annex C

34 Annex C

35 Annex C

36 Annex C

37 Annex C

38 Annex C Standard Manning Requirements For Branches Actual Range of Positions Proposed Range of Positions Min imum Maximum Minimum Maximum Meqa Branch Laroe Branch Medium Branch Small Branch New Branch (Small) Service Office For positions with only the minimum number of plantilla items indicated, additional plantilla items may be created provided that the total number of plantilla posations of the Branch shall not exceed the maximum for the branch category to which the Branch falls. Assistant Branch Head Junior Administrative Assistant Junior Executive Assistant Corporate Executive Section Officer I Head Senior Administrative Assistant Junior Administrative Assistant Senior Clerk Section Head From 0 to Minimum of 2 Team DeDendinq on the number of subordinates Head Senior Member Service Representative Junior Member Service Representative Minimum = For narly created Branch I Applicable to the four (4) current mega branches only (Diliman, Cebu, Davao and Makati-Gil Puyat)

39 Annex C Senior Clerk Minimum = 1 Corporate Executive Section Officer ll Head Social Security Officer lll From 0 to Minimum of 2 DeDendino on the number of subordinates Senior Analvst Minimum = 2 J unior Analyst Senior Clerk Minimum = 'l; 0 - For newly created Branch Section Head Social Security Officer ll From 0 to Minimum of 2 Team Deoendino on the number of subordinates Head Cashier Minimum = 2 Senior Clerk Minimum = 1 Standard Manning Requirements for Service Offices Assistant Branch Head Corporate Executive Officer ll Senior Member Service Representative Junior Member Service Representative Senior Analyst Junior Analvst Junior Administrative Assistant Senior Clerk Parameters for the Classification of Branches. - The branches were categorized as Sma//, Medium ot Large branch based on the following Standards and Hurdles2: 2 Score based point system for branch classification: 1. Mean for each parameters (Transactions, Collections & Branch Accounts) = Sum of the Data Set / Number of Branches 2. Point orancn = Data of Branch / Mean of the Data Set x 10 (where 10 is constant) 3. Score branch = Point bra.ch x Weight (%) of Data Set

40 Annex C Standards Used Hurd les 1. No. of Transactions 1.1. Claims (sent to PC) 1.2. Payments 1.4. Data Amendments 1.5. Salary Loans - 25Yo -,loo/o 5% - 8o/o -2% 2. Amount of Collections (Net of Large Accounts) 3. No. of ER Accounts (Net of Large Accounts) 50Yo Large Branch Medium Branch Small Branch Total Score = 20 and Above Total Score = Below 20 but not Lower than 10 Total Score = Less than 10 Method The 128 Branches were ranked from highest to lowest based on their total scores on the standards used. (Excluded are the 28 Branches created in which were automatically categorized as SMALL. Four branches-diliman, Cebu, Davao and Makati-Gil Puyat-with outlier scores were automatically categorized as LARGE (also referred to as MEGA BRANCHES). All newly created Branches shall always be initially categorized as a Small Branch. As may be approved by Management, the Standards above-cited may be revised, to include web-based/ on-line transactions. A Service Office (SO) is an extension of the branch. An SO shall also be categorized as Sma//, Medium or Large subject to the guidelines that may be approved by Management.

41 Annex C Pool of Level Position 6NM Senior Clerk 130

42 Annex D BRANCH OPERATIONS SECTOR AND MEDICAL SERVICES DIVISION GCG-Approved Functional Statements CY 2015 BRANCH OPERATIONS SECTOR Oversees the management and coordination of activities relating to branch operations and ensures uniform and consistent application of policies, guidelines and systems. BRANCH EXPANSION AND MANAGEMENT SERVICES DEPARTMENT Directs the formulation and updating of policies, procedures, guidelines and standard criteria for lot acquisition, sile selection, and creation, lease, relocation and space expansion of branch offices. BRANCH SYSTEMS AND PROCEDURES DEPARTMENT Coordinates with organizational units on the conceptualization, evaluation and implementation of systems, policies and procedures relevant to branch operations and ensures that these are consistent and aligned with relevant issuances, laws, rules and regulations. CENTRAL PROCESSING GROUP Oversees the management of the Group's operations to ensure timely and accurate processing of benefit applications. REGIONAL PROCESSING DIVISIONS o NCR Regional Processing Division. Luzon Regional Processing Division. Visayas and Mindanao Regional Processing Division Directs and ensures efficient and seamless operations of Processing Centers for timely and accurate processing and transmission of benefit applications to concerned units. PROCESSING CENTERS. Diliman, Pasig, Makati, La Union, Tarlac, San Pablo, Cebu, lloilo, CDO and Davao Processing Centers Evaluates requests and effects updates and adjustments of records of membership including self-employed and voluntary member records, and contribution and loan repayments, processes and pays sickness, maternity,

43 Annex D Employees' Compensation medical benefits, death, disability and retirement benefits, and effects updates and adjustments of member claim records. OPERATIONS GROUPS. NCR Operations Group. Luzon Operations Group. Visayas Operations Group. Mindanao Operations Group Oversees the management of the Group's operations to ensure delivery of services to SSS members, beneficiaries and other stakeholders. DIVISIONS. NCR North, East, South, West Divisions. Luzon North 1, North 2, Central 1, Central 2, South 1, South 2, Bicol Divisions. Visayas Central 1, Central 2, West 1, West 2 Divisions o Mindanao North, South 1, South 2, West Divisions Directs and manages branch operations to ensure effective and efficient delivery of services to members, beneficiaries and other stakeholders. BRANCHES Provides frontline services to members, their beneficiaries and other stakeholders and ensures timely transmission of documents to appropriate units. MEDICAL SERVICES DIVISION Directs the activities of the Division and formulates medical policies, strategies, systems, programs and procedures in support of organizational strategies. MEDICAL PROGRAM DEPARTMENT Develops, enhances and updates medical benefits program policies, systems and programs, monitors implementation, and ensures compliance with program procedures and guidelines; and conducts quality assurance. MEDICAL OPERATIONS DEPARTMENT Evaluates and renders opinion on medical claims and resolves cases referred for consideration: conducts branch monitoring visits and monitors activities of Physical Examination Centers (PEC) systemwide; provides Medical Program

44 Annex D Department with inputs and feedback for enhancement of program policies, systems and procedures. HEALTH CARE DEPARTMENT Performs medical, dental, confirmatory laboratory and diagnostic examination services for employees, their dependents and members; and monitors and audits medical benefits utilization of SSS employees and their dependents.