Key Benefits:
I look at the Nros Laws. 20.091 and 24.629, the Nros Decrees. 558 of 24 May 1,996, 660 of 24 June 1,996, 928 of 8 August 1,996 and 1587 of 19 December 1,996 and,
CONSIDERING:
That Act No. 20.091 defines NATIONAL ASSESSMENT as an autonomous entity with functional and financial autonomy, within the jurisdiction of the then MINISTERY OF HACIENDA AND FINANCIALS, which exercises control of all the insurers.
That Decree No. 660/96 in its article 46 - Annex III provides for the performance of the NATIONAL SUPERINTENDANCE in the jurisdictional sphere of the SECRETARIAT OF ECONOMIC POLICY of the MINISTERY OF ECONOMY AND ARTWS AND PUBLIC SERVICES.
That Act No. 24,629 establishes in Chapter II the rules on improving the functioning and quality of services provided by the different jurisdictions of the National Civil Service, as well as its financing.
That the NATIONAL EXECUTIVE PODER created through articles 1 and 8 of Decree No. 558/96 the UNITY OF REFORM AND MODERNIZATION OF THE STATE within the scope of the MINISTERS GABINETE JEFTURE by establishing that the decentralized agencies of the National Civil Service should give prior intervention to the said unit in all programmes that include institutional strengthening components, whatever its source of financing.
That Decree No. 928/96 established for a group of decentralized agencies of the National Civil Service, the obligation to design a strategic plan aimed at guiding their respective functioning, formulating a transformation plan, which should be elevated for approval to the MINISTERS GABINETE JEFTURE.
That Decree No. 1587/96 in its article 1 includes the SUPERINTENDANCE OF NATIONAL FOLLOWERS in the terms of Decree No. 928/96.
That he has taken the intervention of the UNITY OF REFORM AND MODERNIZATION OF THE STATE OF THE GABINETE JEFATURA OF MINISTERS, atoning favourably.
That the present act is in exercise of the emerging powers of article 99 (1) of the National Constitution.
Therefore,
THE PRESIDENT
OF ARGENTINA NATION
RIGHT:
Article 1- Approve the Strategic Plan of the NATION SUB-ENDANCE - auto-archic entity within the jurisdiction of the SECRETARIAT OF ECONOMIC POLICY of the MINISTERY OF ECONOMIC AND ARTWS AND PUBLIC SERVICES - which as Annex I forms an integral part of this Decree. Art. 2°- Approve the functional organic structure of the SUPERINTENDENCIA DE SEGUROS DE LA NATION - autarchical entity within the jurisdiction of the SECRETARIAT OF ECONOMIC POLICY of the MINISTERIO DE ECONOMIA AND ARTWORKS AND PUBLIC SERVICES - which, as Annex II, forms an integral part of this Decree, and which will enter into force after the proposed management to which is approved. Art. 3°- In a period of SESENTA (60) working days from the publication of this Decree in the Official Gazette, the SUPERINTENDANCE OF NATIONAL AUTHORITIES - the jurisdiction of the SECRETARIAN ECONOMIC POLICY of the MINISTERY OF ECONOMY and ARTWS and SERVICES PUBLICOS - will be presented to the JEFAT DEURA Art. 4°- Please refer to the JEFE DE GABINETE DE MINISTROS to carry out the policy and budgetary adjustments to fully implement the Strategic Plan mentioned in article 1 of this Decree. Art. 5°- Until the organic structure - functional approved by article 2 of the Constitution enters into force, the Agency shall maintain the structure and distribution of posts with executive and specific functions approved by Decree No. 1587/96, the Joint Resolution of the SUPERINTENDANCE OF NATIONAL ASSESSMENTS, SECRETARIAT OF Public FUNCION and the SECRETARIAT OF HACIENDA No. 136 of 29 June 1,994 and the Resolution of the Secretariat of Public Service No. 307 of 21 July 1,994. Art. 6°- Contact, post, give to the National Directorate of the Official Register and archívase. - MENEM. - Jorge A. Rodriguez. - Roque B. Fernández.Annex I
1. OBJECTIVES OF THE
SUPERINTENDANCE OF FOLLOWERS
OF THE NATION
Conduct market control, inspection and surveying, fees collection monitoring, fines and collection of information, provided for by the agency in the legal provisions.
Collaborate in the definition of insurance market policies within the framework of the Insurance Advisory Council in accordance with existing standards.
Resolve on the relevant aspects of insurance companies and those that operate in self-insurance in accordance with the requirements of the Occupational Risks Act and its regulations.
Design and ensure the implementation of programmes that improve the quality of service, cost and speed in the processes for the insured.
2. VISION OF THE ORGANIZATION
The current organizational structure of NATIONAL ASSESSMENT and the normative universe governing its functioning have led to a concentration of its activity in the insurance entities and agents, to the detriment of the user, the last recipient of the activities that the Agency must control. This design responds to the old conception of state intervention in insurance as a market control body rather than as user protection systems.
This control scheme focused heavily on setting minimum and uniform prices and state and monopoly reassurance as pillars of the solvency of the insurers.
Regarding the user, it was understood that the previous control of the plans by the STADO guaranteed their equity. The reality is that this conception is not the one that is currently in force, nor has it demonstrated in any medium-development country that meets the objectives it claimed to have.
Within this conceptual structure, the ruin of an insurer was almost unthinkable and, therefore, no preventive intervention actions were foreseen with respect to controlled operators, a circumstance that limits the agency's ability to act to prevent critical situations from ending up affecting the insured with less negotiating capacity.
With the same logic, no greater attention was paid to the external private controls of the entities or the responsibility of the professionals involved in the designs of the policies and tariff calculations, on whom the main burden of audit should be borne, becoming otherwise state control.
That is why the Strategic Plan establishes the objectives of the Superintendence and policies for its development, in accordance with the process of transforming the STATE and administrative modernization. Thus, the goals, processes and systems must necessarily undergo a transformation in order to adapt to the objectives of the new STATE.
Therefore, the management of the NATIONAL FOLLOW-UP will be in line with the new challenges involved in state modernization, which can be summarized as follows:
1. Strategic lining in the formulation of insurance policies that guarantee the free competition of operators.
2. Policy simplification of its procedures and consolidation of its functions and competencies, delegating to the private sector activities and processes whose development by the STATE is unjustified at the level of efficiency, effectiveness and economy.
3. Management development, with the main target of the citizen/user, whose demand must be met on the basis of the principle of service according to quality standards.
4. Jerarquization of the human resources available to the Agency for the development of its functions, encouraging the staff member and committing it to the role of public servant. The goal of hierarchy is to reward excellence and productivity.
5. Orientation of the management of the Agency towards the monitoring of market operators, for the purpose of assisting companies that go through critical situations, provided that this task aims to safeguard the interests of the insured.
6. To safeguard the interests of the insured, ensuring the transparency and dissemination of the activities of the insurance companies.
3. UNITED NATIONS
The NATIONAL STATE SUPERINTENANCE is the agency of the NATIONAL STATE that exercises control of all insurance operators.
The mission of the Superintendency is defined in LEY No. 20.091, and its synthesis is as follows:
1. Exercise the functions of control authority of the entities.
2. Intervene in the establishment of insurers, the adoption of internal regulations, and increases in capital.
3. Fiscalize producers, intermediaries, experts and liquidators not dependent on the insurer.
4. To collect the annual contribution by the insurers, the uniform rate paid by the insured, fines and surcharges, and to dispose of them.
5. The Register of Insurance Entities, a personal record of those who act in the insurance activity, a register of sanctions and a register of unauthorised professionals to act with the NATIONAL ASSESSMENT.
6. To issue such general decisions as may be necessary for the implementation of the Act.
To this list, obligations arising from other rules should be added:
(a) The competition granted by the Law of the INTEGRATED SYSTEM of JUBILATIONS and PENSIONS, regarding retirement insurance and disability and death insurance.
(b) The competition conferred by the WORKING RISK LAW over occupational risk insurers and self-insurance companies.
The current Strategic Plan is part of the NATIONAL STATE II REFORM and has as its main objective the improvement in the quality of the services provided by NATIONAL PUBLIC ADMINISTRATION and its financing.
In this regard, the measures proposed tend to reaffirm the policy of the NATIONAL GOVERNMENT, in terms of producing profound structural changes, strengthening the indelible functions of the STATE, eliminating all those that can be carried out in an appropriate manner by the private sector and creating conditions of competitiveness for the latter.
The change under way began in 1989 and is aimed at converting NATIONAL ASSESSMENT into a strengthened monitoring agency that ensures the interest of the insured
This transformation points to 3 basic objectives:
I. Affirm the credibility of the insured in the system.
II. Require the business sector transparency, efficiency and solvency.
III. Consolidate the role of the STATE as a system control tool.
4. MAPA OF RESPONSIBILITIES OF THE ORGANIZATION
4.1. The following are the responsibilities of the NATIONAL ASSESSMENT under Act No. 20.091:
1. Exercise of the insurance and reinsurance activity: exclusive and exclusive control of its exercise throughout the country.
2. Insurance companies: granting authorization to this effect in relation to national and foreign companies and the authorization of agencies and branches.
3. Insurance branches: approval to operate in them.
4. Technical and contractual plans and elements: approval of them, prior to the operation in the different branches.
5. Minimum capitals: fixing their amount and the rules to be adjusted by the insurers.
6. Technical and sinister reserves: their determination, as well as their availability of investment, with a general and uniform character.
7. Administration and balance: setting of rules on accounting, corporate, account plan, etc., for controlled companies.
8. Fusion and transfer of portfolio: prior authorization of the same.
9. Revocation of authorization to operate.
10. Liquidation of insurers: control of volunteers and assumption of forcible by liquidating delegates officials of the NATIONAL ASSESSMENT.
11. Puncture powers: application of fines for breaches to insurers and to those who fail to violate the regime set by this law.
12. Insurance Assistants: control and control of their activity and punitive powers.
13. Advice: the NATIONAL EXECUTIVE POWER on insurance-related matters.
14. Registers: keep those referred to insurance entities, personal background on the conditions of responsibility and seriousness of the promoters, founders, directors, advisers, trustees, administrators, in general representatives of the controlled insurers.
4.2. These are the functions of the NATIONAL ASSESSMENT established by Act No. 24,241:
1. Technical capital required: for the purpose of the retirement for invalidity and the pension for the death of the participant in activity, it will be established according to the technical bases established jointly by the SUPERINTENDENCIA DE SEGUROS DE LA NATION y la SUPERINTENDENCIA DE ADMINISTRADORS DE FONDOS DE JUBILATIONS AND PENSIONS.
2. Collective invalidity and death insurance: setting the guidelines to which the insurance policy should be adjusted, the recruitment of which is mandatory for pension and pension fund administrators in conjunction with the SUPERINTENDANCE OF JUBILATIONS AND PENSIONS FUNDERS.
3. Temporary vitality contracts: setting the guidelines to be adjusted in conjunction with the SUPERINTENDANCE OF JUBILATIONS AND PENSIONS FUNDERS.
4. STATE Guarantees: in the event of an option for the interim vitality system, certification of the state of liquidation by insolvency or declaration of bankruptcy of the retirement insurance company together with the SUPERINTENDANCE OF ADMINISTRATORS OF JUBILATIONS AND PENSIONS, in order for the STATE to assume such payment.
5. Sanctions:
(a) The sanctioning power of insurers, in the event of non-compliance with the obligations of this law and its regulations, in accordance with the penalties and procedures provided for in Act No. 20.091.
(b) Special procedure in the face of such breaches: intimation to refrain from new contracts and to regularize their situation, order to publicly tender the total assignment of their portfolio, to subsist the circumstances that gave rise to the previous location, to monitor the procedure, etc.
6. Collective disability and death insurance: granting express authorization to the insurers of this law and Act No. 20.091.
7. Approval of plans: establishment of an automatic system to that end, defining the minimum guidelines of the technical bases and other technical - contractual elements, in conjunction with the SUPERINTENDANCE OF JUBILATIONS AND PENSIONS FUNDERS, for the collective insurance of invalidity, death and previsional income.
4.3. These are functions and competences of the NATIONAL ASSESSMENT under Act No. 24.557:
1. Authorization to operate: granting the authorization to operate as a job risk insurer together with the WORKING RISK SUPERINTENDANCE, when the solvency requirements and other precautions provided for in the Nros Acts are met. 24.557, 20.091 and regulation.
2. Other operators: occupational risk insurers may contract with their affiliates the granting of dinerary benefits provided for in the labour legislation for accidents and inculpable diseases or the coverage of financial requirements arising from accident trials or illnesses based on previous laws.
3. Fixing the requirements and procedures to be followed by insurers if they contract with their affiliates the prescribed benefits and coverages.
4. Goods intended to support the reserves of occupational risk insurers: these assets may not be affected to obligations other than those derived from Act No. 24.557, or even in the case of liquidation of the entity since they will be transferred to the Reserve Fund.
5. Schools to order the various registers of the property of recordable property the annotation of its impact on the fulfilment of the obligations arising from Law No. 24.557 and the inembargoability of foreign credits to it.
6. Reserving Fund of the Occupational Risks Act: the administration of the reserve fund formed with the resources provided for in Act No. 24.557 and with a contribution from the occupational risk insurers, the amount of which will be determined annually by the NATIONAL EXECUTIVE PODER.
7. Determination of regularization mechanisms in the event of a arrears.
8. Alicuot regimen: joint fixing with the WORK RISK SUPERINTENDANCE of the indicators that will take into account the risk insurers of the work to design the liquor regime.
9. Approval of the lawful regime.
10. Financing of the SUPERINTENDANCE OF NATIONAL ASSESSMENT AND SUPERINTENDANCE OF RISKS OF WORK: collection of the uniform rate provided for in article 81 of Act No. 20.091.
11. Amount of great invalidity, technical guidelines: setting the technical guidelines for the calculation of capital to integrate, in the case of additional payment for great invalidity.
12. Self-insurance: Ensuring employers to secure the risks of work.
13. Trust contract: receipt of the information that the trustee will send on the valuation and composition of the assets received in trust and the completion of the trust for any reason.
14. Determining the percentages and modalities for the return of trustees to the fiduciant in cases of exclusion of the employer from the self-insurance regime.
15. Fixing additional conditions not provided for in Decree No. 585/96 of the trust contract.
16. Special reserves: fixing the characteristics and conditions of the deposit to be made by the self-insured employer in a bank entity authorized to receive investments from the retirement and pension fund administrators.
17. According to the employer's activity, Decree No. 585/96 sets a percentage that, applied to the remuneration of the self-insurance, determines the deposit to be constituted and maintained.
18. Emit the Views referred to in Decree No. 585/96 in the cases and conditions there jointly established with the WORKING RISK SUPERINTENDANCE.
19. Controls: joint control with the WORKING RISK SUPERINTENDANCE of the requirements that allowed the self-insurance to access the said regime.
20. Enabling: control of compliance with the requirements of which the employer is entitled to self-assurance, in conjunction with the WORKING RISK SUPERINTENDANCE, in accordance with the competencies established for each agency.
2 1. To emit together with the WORKING RISK SUPERINTENDANCE the resolution that enables to operate the risk managers of work.
5. GESTION MODEL
The defined management model for NATION SUBMISSION is that of an autonomous entity with functional and financial autonomy, within the jurisdiction of the MINISTERY OF ECONOMY AND ARTS AND PUBLIC SERVICES.
5.1. PROCESSES AND RULES
5.1.1. Current rules.
SUPERINTENDANCE OF NATION FOLLOWS governs its actions by a set of rules that define the basic processes, which can be summarized in the following:
(a) Act No. 20.091
(b) Act No. 22,400
(c) Act No. 24,241
(d) Act No. 24.557
(e) Complementary standards inherent in the counter-reference function
(f) Orderly text of Agency resolutions and circulars
(g) Handbook for Inspection of Insurance Companies
(h) Manual of Standards for External Auditors and Actuaries (to be issued in sixty days)
(i) Procedure Manuals for Internal Control of Management Activities
(j) General regulations relating to the operation of the Agency as an autonomous entity of the National Public Sector
(k) Act No. 24.156 on Financial Administration and National Public Sector Control Systems
(l) Supplementary regulations related to the National Civil Service
5.1.2. Proposed processes and standards.
5.1.2.1. The actions of the NATION SUBMISSION will be based on the following guiding principles:
1. Guarantee free market competition.
2. The processes will be focused on the "insured" which will be regarded as a true beneficiary of the Agency's work.
3. The processes will be conducted through preventive and complementary actions, corrective action will be taken, when deemed necessary.
4. The processes to be carried out by the NATIONAL ASSESSMENT specifically concern:
(a) Definition of:
I. Minimum qualities to operate in the insurance market,
II. Equitable recruitment conditions,
III. solvency and efficiency parameters for insurance market operators; and
(b) permanent control of operators.
5. In order to achieve high standards in its performance, NATIONAL ASSESSMENT will be imposed as a rule not to assume tasks that the private sector can carry out efficiently.
6. The processes will be continually improved by pursuing the simplicity and quality of service, the cost economy and the speed of the procedures.
5.1.2.2. In this direction the substantive processes detected in the Superintendency are the following:
1. Study of the national and international insurance market.
It is intended to describe the market situation, its prospects and to infer its evolution.
2. Regulation of activity.
The NATIONAL ASSESSMENT is the authority for the application of the Insurance and Insurance Laws and their control, and the relevant part of the laws of the Integrated Pension and Labour Risk System, so it is empowered to dictate the regulations.
3. Setting minimum parameters.
The Superintendency should fix the minimum parameters to market operators that:
(a) They qualify as an operator in the insurance market, both in terms of qualitative and quantitative aspects.
(b) Garanticen solvency and operational efficiency.
(c) Ensure fair recruitment conditions.
4. Attention to users. Dissemination.
The disclosure of the conditions of recruitment and the resources available to users to assert their rights should be the main tool for the defence of their interests.
5. Enabling operators.
The control of the operators of the insurance market begins before they begin to operate, intervening in the constitution of the insurance and reinsurance companies and in the approval of the social statutes, at which time they must establish personal history and requirements of property order. Even capital increases and the authorization of each branch in which they will negotiate should be handled on a prior basis.
Likewise in the registration of producers - insurance advisers must be credited the competence for the exercise of intermediation.
6. Controller of operators.
Complying with the a priori controls, the permanent control process begins, which is driven by (3) tools:
(a) Compilation of the information routinely provided by the operators and their confrontation with the required solvency and efficiency parameters, in order to detect deviations that should be remediated.
(b) Inspections to operators.
(c) Receipt and processing of complaints and complaints by users.
7. Monitoring of operators in crisis.
The Superintendency should assist the insurers and reassurers who go through a situation of economic or financial crisis, through:
(a) Approval and follow-up of regularization plans.
(b) The designation of viewers, co-administrators or interventors for a specified period of time to remedy the situation.
8. Liquidation of operators:
In cases where operators have been revoked administratively or judicially for the authorization to operate, the Superintendency must comply with all the procedures that the Competition and Bankruptcy Act entrusts to the syndicate.
9. Accountability of its action to the community.
The Financial Administration and National Public Sector Control Systems Act establishes the rules and procedures for the administration of public finance and the form of accountability. Decree No. 928/96 provides for the publication of an annual report and the convening of a public hearing to publicize the results of the management.
5.1.2.3. It is noted that this management model entails an adjustment to the current legislation, which is why in the next item on Organizational Architecture, only the substantive functions that currently fall within the competence of the Superintendency are taken into account and functions are envisaged to motorize the suggested modifications.
The minimum adjustments required are as follows:
1. To exempt the Superintendency from the duty of prior approval of the coverage plans.
2. Suppress the Superintendency's obligation to set minimum and uniform premiums on insurance contracts and to establish minimum and maximum fees for the exercise of brokering.
3. To empower the Superintendent to intervene in periods of financial economic crisis in insurance companies prior to the cessation of payments, as long as possible to remedy such a situation.
4. To grant powers to the Superintendency to regulate the pre-qualification of the future operators of the insurance market, both in property order and in personal history.
5.2. ORGANIZATIONAL ARQUITECTURA
5.2.1. The organizational architecture of the Superintendency will be based on the following canons:
1. Management in relation to the projected strategic vision.
Whatever the Agency ' s staff position, its work will always be in line with the strategies defined by the governing body.
2. Exclusive and exclusive responsibilities.
The delegation of responsibilities will operate hierarchically so that each action has a sole executive responsibility.
3. Task specialization.
The division of tasks will attend to the specialization, in order to achieve degrees of excellence in the knowledge of the disciplines that are applied in the daily work.
4. Systematicity.
All predictable and recurring tasks should be systematized, so that available resources are efficiently utilized and the discretion of those involved is minimized.
5. Management.
Interdisciplinary activities will be encouraged for the resolution of matters relevant to the Agency.
Transitory structures will be designed to solve fallacies or enhance functions, so as not to overload the Superintendency with organic units that once they have completed their task should be dismantled.
6. Internal control.
In the design of organizational structures and systemic routines, control devices should be provided to safeguard the interests of the public finances and to ensure the legality and transparency of the acts.
5.2.2. Based on the current regulations, the described processes and the canons set forth, the following architecture was designed:
1. Leadership level.
The Superintendency is headed by an official with the title of Superintendent of National Insurance designated by the NATIONAL EXECUTIVE POWER.
2. Executive level.
The Superintendence will carry out the actions that fall within it through the different managements.
In this order 3 layers have been plotted:
(a) General management.
It will be responsible for the coordination of the activities of the substantive management, will be responsible for the relationships with users, the implementation of human resources and computer policies and the promotion of the transformation plan.
(b) Substantive management
They will be responsible for fulfilling the missions entrusted to the Agency by the current regulations.
The proposed substantive management is as follows:
Legal management: controls the legality and legality of the acts emanated from the Superintendence, advises on legal matters, exercises the legal representation of the Agency and administers the liquidations of the insurers.
Research management: conducts the economic, financial and statistical studies of the insurance companies, and investigates the behavior of the national and international insurance market.
Technical Management: Authorizes the operation of insurance and reinsurance entities, enables the exercise of intermediation and evaluates the technical - contractual elements of the coverage plans.
Inspection management: performs on-site checks and evaluates the financial-economic situation of insurance, reinsurance and producers.
General Management - Beneficiary Care Unit: runs the relationship policy with users.
(c) Support areas
They are responsible for supporting and providing diverse services to the rest of the organization.
Support areas will be:
Management Subsidiary: involved in the acquisition of goods and services and is responsible for the fulfilment of the obligations imposed on administrative services by the Financial Administration and National Public Sector Control Systems Act.
Information Resource Unit: assists the General Management in the coordination of computer equipment and in the efficient use of them.
Human Resources Unit: assists the General Management in the design and implementation of human resources policy.
(d) Internal Audit Unit.
It evaluates the activities of the Superintendency under the Financial Administration and National Public Sector Control Systems Act.
(e) Institutional advice.
The Superintendent is assisted by a Insurance Advisory Council, whose functions are:
I. To give your opinion on draft laws and general resolutions to be enforced by insurers, rules for the determination of net assets, accounting systems, balance sheets and statistics, general policies, tariffs and tariffs, amount of annual quota and standard rate.
II. To consider the Superintendent initiatives to promote the improvement of insurance in its various aspects.
III. To give an opinion on matters of general order that are raised and on which it is appropriate, to the Superintendent's Judgment, to know its criterion.
5.3. HUMAN RESOURCES MANAGEMENT POLICY
5.3.1. The human resources policy to be successful should be based on three (3) pillars:
1. The Agency ' s needs.
2. The needs of individuals.
3. Working relationships framed in a management model for competencies and results.
5.3.2. The staff flow is a dynamic variable that requires the following processes to be designed:
1. Occupation profile.
Each position within the structure of the organization must have defined a profile that covers the personal competencies (knowledge, skills and skills) required for that position.
2. Selection.
The selection of applicants will be preferred to verify a better alignment with the occupation profile, either by internal promotion procedures or by open selection of applicants.
3. 1. Induction.
Once a applicant is selected to enter the organization, it is convenient to train him in the knowledge of the organization and in the particularities of teamwork.
3.2. Training
It is essential to plan the training of staff, both to focus on the expertise of relevant application in the Agency, and to raise awareness of the values that are preferred.
4. Evaluation.
A permanent staff performance rating system should be established to differentiate attitudes and results in line with organizational objectives.
5. Withdrawal.
The Agency ' s removal should be planned so as not to place the staff in uncertainty.
5.3.3. Proposed human resources management for competencies, objectives and results.
The proposed system previously implies the definition of the competencies required by the organization, both knowledge and skills, as well as accurately, for each occupation.
This action allows the rank of the organization ' s posts and the establishment of a linked pay system.
In this scheme, the Agency will promote the conduct of contracts for results at the entire executive level (general manager, managers, internal auditor, assistants and senior coordinators).
5.4. TECHNOLOGY
5.4.1. In the area of management technologies, the Agency develops a process of transformation in which the main actions in progress can be summarized as follows:
1. Implementing controls.
In this regard, progress is made in the conduct of process, product and quality audits for the implementation of policies and targets within the framework of the internal and external control system established under the Financial Administration Act. In this context, annual monitoring planning and follow-up on conclusions and recommendations are undertaken.
2. Evaluation of the quality of the master files.
In this regard, the Agency has launched a critical assessment process of existing computer files in order to optimize its content and potential for use. To this end, accompanied by a relay of the existing core files, the processing systems and subsystems available in the Agency have been identified for further relay. A particular case is the subsystems for the entry and transfer of key information from the initial registration centres (e.g., the entry table), to the different management units. The results of this review will be used to feed the information subsystems, so that proposals abode the transformation plan.
3. Skill alignment.
The agency works to adapt the skills of its human resources and to provide all the physical means necessary for a smooth fulfillment of the functions that are timely delegated. In the area of human resources training, in addition to that carried out within the framework of the SINAPA, the SUPERINTENDANCE OF NATIONAL FOLLOWERS undertakes a continuous investment in training activities in its technical and professional categories, including those that took place in institutions specialized in insurance of the United States of AMERICA, seminars and courses with the participation of recognized foreign teachers, ongoing legal training in actuarial, inspection and inspection techniques. However, and with the strong conviction of the way forward, the Agency will conduct a training programme to strengthen and increase the capacities and skills of its human resources, which is included in the Transformation Plan.
With regard to the strengthening of the physical infrastructure for the proper fulfilment of the functions of the Institution, the Institute has carried out a complete refitting of the areas of work in order to provide them with the working comforts that the new job techniques require. As relevant works already carried out can be mentioned:
(a) Adequacy of furniture, painting and physical spaces in the working environments.
(b) Installation of a data network and strengthening of Agency computer systems
(c) Modernization of communications systems.
(d) Improved building basic services infrastructure
The remaining tasks facing the Transformation Plan can be mentioned:
I. Improved security systems (incendation and electricity).
II. New adjustment work in the basic services infrastructure.
III. Access systems for the disabled.
IV. Additional enhancement and optimization tasks in the Agency ' s internal and external communications.
4. Minimal functional lifting and operation to break with existing barriers in processes.
They can be cited as concrete actions of the NATIONAL SUBMISSION, the awareness of the need to make a substantial modification in its strategic orientation as a counter-lor body, taking the initiative to make substantial changes in all the relevant aspects of its work, adopting the decision to frame it in a medium-term strategic plan that allows it to overcome the structural rigidities that it currently exhibits.
To that end, the Superintendence decided to improve its leadership as a task force for transition and change, redefined its contextual relationships with the media by making its innovative proposal known in business cameras and industry authorities. Partners and adherents were identified in the insurance sector that support the change process. In addition, the agency made an institutional and organizational diagnosis to determine the strengths and weaknesses in its relationships with the environment, carrying out benchmarking activities in order to identify the best practices used in the environment to remove the conflictive and inefficient aspects of the organization.
Measurements were made through indicators and a Contingency Structure was adopted --Decree No. 1587/96-for the transition cycle and a migration plan is being developed.
5. Control of outstanding projects coordinated with a restructuring of activities.
The agency, once identified the relevant topics of its management, internally promoted medium-term planning (three years) in which they are included and quantified, in addition to the rigour tasks inherent in its counter-lor activity, the set of substantive topics necessary to fill the Strategic Plan.
6. Systems plan.
The SUPERINTENDENCE OF NATION FOLLOWERS has developed an active system policy in the recent past, whose main milestones were: access to personal computers for a growing number of users, the development of software for relevant applications, the training of staff in the use of generalized utilities. and More recently installing a data network to share software and applications in the organization. This development is still incomplete and must therefore be improved and updated to the new techniques in the field, hence the proposal that in the field of systems is made in the Transformation Plan.
5.4.2. The technological modernization process aims to meet three basic objectives:1. Autonomy
Applied technology should maximize the operational capacity of the individual, so that its performance is not affected by the action of others.
2. Integration
Technology must reduce distances and promote the integration of processes.
Technology must prioritize the interaction that produces the rooting of the related parts.
3. Conceptual tools.
Technology must allow the application of cutting-edge conceptual tools.
This premise is essential to exercise control over the administered subjects and to assist in the design of sector policies.
5.4.3. Applicable technology planning and awareness of alert status in the search for new technological advances is essential.The technology development and development plan should include provisions on:
1. Use of communication systems.
2. Use of computer systems.
3. Development of tools:
(a) Econometric models
(b) Financial institutions
(c) Actuary
(d) Statistics
(e) Legal - Contractuals
4. Use of management technology.
5.5. CLIENTSThe SUPERINTENDANCE OF NATION FOLLOWERS performs a critical evaluation of its traditional clienteles, shifting the focus that it traditionally carried out in the insurance sector (companies, operators and intermediaries) by giving it personería v existence in its action plans to the insured: in short this must be the primary user and client of the Agency since its counter-lor function.
With this modification in its strategic position. The Superintendence aspires to occupy an increasingly active place in the process of queries, complaints and prominence of the user either individually or through cameras and associations of users and insured persons.
To this end, a public service office has already been established, in which user and general public consultations are handled and channeled, and complaints, company solvency assessments, policy advice, consultations with respect to companies in the process of liquidation and other technical services to the user are derived to the specialized technical areas. The proposal is refined through the specific projects set out in the Transformation Plan.
5.6. BENCHMARKINGThe Agency sets out its policies and action plans by undertaking a continuing assessment of the experiences that are developed in related institutions.
As a generic reference, the evaluations carried out in the control systems of the insurance sector of the ORIENTAL REPUBLIC of URUGUAY and the CHILE REPUBLIC, as well as the evaluations that, in the area of indicators of the insurance sector and the inspection processes, are carried out in the SUPERINTENDENCIA DE SEGUROS DE NUEVA YORK and in the Association of Controllers of Secure Activity.
At the local level, assessments have also been carried out on aspects related to issues of asset management used by the BANCO CENTRAL of the ARGENTINA REPUBLIC, training and continuous improvement systems developed in areas of the national public sector.
5.7. ESTABLISHMENT OF COUNTRIES FOR DEVELOPMENT OF OBJECTIVES AND RESULT INDICATORS. By GERENCES AND NIVELES 5.7.1. Global objective: 5.7.1.1. Role change of the organism: The SUPERINTENDANCE OF NATIONAL ASSESSMENT has been very especially raised in the context of the modernization of the State, which are:1. Affirm the credibility of the insured in the system.
2. Require the business sector transparency, efficiency and solvency.
3. Consolidate the role of the State as a tool for monitoring and regulating the system.
5.7.1.2. Service orientation change: The SUPERINTENDANCE OF NATION SECUROS has decided as a user of the benefits produced to the universe of the insured and secure, and to the third parties affected by the insured. This redirection in its activity involves the supply and demand of new products, which the agency is not currently in a position to lend. 5.7.1.3. Change in control system: SUPERINTENDANCE OF NATION FOLLOWS will focus the control of its management through two complementary cost units:1. By product: identifying the resources planned and consumed by each project undertaken.
2. By centres of responsibility: identifying the resources planned and constituted by each project executing unit, assigning degrees of group and individual responsibility.
In the event that significant deviations are recorded between the planned and consumed resources, the "product" cost unit will evidence the effects caused and the "responsibility center" cost unit will induce the analysis of the causes.
5.7.2. Requirements: 5.7.2.1. Change in agency management: The NATIONAL SUPERINTENANCE has decided that its management will be supported by achieving objectives and results.Such objectives will be the fruit of political definitions coordinated with the Ministry of Economy and Public Works and Services. These policies will address the profile of operators, regarding the supply and protection of users, in terms of demand.
5.7.2.2. Change in functional organization: The SUPERINTENDANCE OF NATION FOLLOWERS has defined a functional structure according to the following characteristics:1. Leadership: the designation of a General Manager, who will play the role of CEO (Chief Executive Officer) is planned and will be responsible for promoting the migration project of the NATIONAL SUBMISSION.
2. Operational decentralization: a gradual increase in delegation of operational responsibilities is planned for executive officers. so that decision-making is expedited and, in turn, for the management level to deconcentrate operational functions and can be dedicated to the political leadership of the agency.
3. Horizontal participation: the formation of groups headed by coordinators is privileged, so that the distance between the leadership of the body and the base endowment is shortened. The proposed scaling has decreased the number of hierarchical levels tending to polyvalence, and the resulting improvement in the use of human resources.
4. Interdisciplinary work: it is planned to encourage the integration of interdisciplinary groups for the resolution of matters relevant to the agency, tending to the cooperation and complementation of the various professional specialties.
5.7.2.3. Change in the attitude of the public official: The NATIONAL SUPERINTENANCE has decided that in defining the profile of each of the positions to be covered, the ability of the professionals to conduct projects should be considered as indispensable. This should be added to the decision to raise awareness and train the current strength in this regard. 5.7.:2.4. Change in the allocation of budgetary resources: A transformation plan will be carried out by the NATIONAL SUPERINTENDENCE that will reach a functional situation where the operating routines are framed in productive processes, whose scope and development corresponds to be defined within the plan. Once the new production processes are designed and implemented, resources will be allocated by objectives. 5.7.2.5. Redefining staff policy: The NATIONAL SUPERINTENANCE has defined human resources management policy based on meeting the needs of the agency and the needs of individuals within the framework of the above-mentioned management system.The staff flow will require the agency to design competency and results management mechanisms: development and management of the competencies directory, selection process, induction, training, evaluation and delinking.
5.7.2.6. Change in attitude towards the beneficiary: The SUPERINTENDENCE OF NATION FOLLOWERS has defined its customers as the spectrum of:1. users, insured and secure, who represent the demand of the market,
2. insurance market operators: insurance companies and their intermediaries, representing the offer of this market, and
3. the third parties affected by the insured, who require the protection of the State because their property interests are affected by the conditions of solvency and efficiency of the insurance companies, which they have no choice.
Under this spectrum of beneficiaries of its activity, the level of satisfaction achieved will be assessed on a regular basis.
5.7.2.7. Avoid overlap: The legislation in force confers exclusive and exclusive competition on the insurance market operators to SUPERINTENDANCE OF NATIONAL ASSESSMENT, so there is no overlap of functions with other agencies. Although there are some responsibilities shared with the Superintendence of Trust and Pension Fund Managers and the Superintendence of Labour Risks expressly provided by the current regulations. 5.7.3. Identification of guidelines for the development of management goals and indicators.As clarified in the item Change in the allocation of budgetary resources, the NATIONAL SUPERINTENDANCE is committed to carrying out a transformation plan to migrate from the current situation to the management model proposed in the strategic plan. This transformation plan includes actions that require a series of projects for their materialization.
Such projects involve a set of productive processes, which as an initial step should be defined on the basis of the background to be compiled and the Agency ' s missions.
While the NATIONAL SUBMISSION is not in an inaugural state, since it has sixty years of trajectory, it is currently making a great effort in its transformation and modernization, which limits the validity of the parameters with which it momentarily counts.
The results of the re-engineering undertaken will include the necessary parameters and indicators to verify the achievement of targets.
Under the above limitations, it was considered that it would be illustrative for the purposes, to list and quantify the out-puts of the NATIONAL SUBMISSION during 1996:
1. Financial-state inspections of required and sinister commitments were carried out to pay to 183 insurance companies.
2. The balance-verification of the estate situation of 200 insurers was inspected.
3. A total of 332 checks were carried out in various insurers, banks and other public and private entities, the purpose of which was to determine, inter alia, the veracity or not of the Dominican titles leased by the supervised entities and the supporting titles in general, the realization of the capital contributions that were made to cover the deficits that the Agency determines in technical relations, etc.
4. 341 proceedings were carried out on the basis of complaints of irregularities or abnormal exercise of the insurance activity, resulting in the conduct of so many other inspections for this purpose.
5. A total of 416 inspections were carried out for insurance producers, in order to verify their binding accounting registrations.
6. 38 precautionary measures were decreed - Section 86 of Act No. 20.091, referred to in article 155 of Act No. 24.241, which individually includes:
(a) 23 policy prohibitions:
(b) 35 prohibitions on investment;
(c) 33 bans on the administration of funds of the National Institute for Insurance (in liquidation):
(d) 4 prohibitions to enter into real estate and mutual leases that are taxable to the entity without prior authorization from the Agency:
(e) 1 social headquarters embargo
7. A total of 21 insurance entities were revoked
(a) For not adjusting to technical relations (5)
(b) By irregular or abnormal exercise of the insurance activity (4)
(c) By fusion, after being absorbed (2):
(d) By self-liquidation (10)
(e) Conversion of volunteers into forcible (3)
8. 38 insurers were sanctioned with:
(a) 11 calls for attention:
(b) 9 perceptions:
(c) 3 suspensions;
(d) 15 fines.
9. A total of 45 insurers have been registered
(a) 3 exclusively authorized to operate in retirement insurance;
(b) 18 insurers to operate only at work risks;
(c) 6 entities were authorized to operate exclusively in life, health and sepellium insurance;
(d) 2 were authorized to operate only in credit insurance;
(e) 4 were authorized to operate in health insurance:
(f) 4 to operate in sepellium insurance;
(g) 1 was authorized to operate exclusively in life and health insurance:
(h) 1 was authorized to operate only in life and sepellium:
(i) 6 insurers were authorized to operate exclusively in life insurance.
10. 24 foreign reassurers and 7 reinsurance brokers were authorized to operate
11. Approved new patterns and plans:
(a) 182 insurance plans were automatically approved. and 409 others expressly authorized by the agency;
(b) 80 new bouquets and 45 liquid regimens were authorized at work risk;
(c) 5 registrations were recorded to operate massively and 6 to operate in life insurance
mandatory.
12. Producers. In this category:
(a) 2,300 persons were registered to operate as insurance producers;
(b) 47 companies were registered to engage in insurance production;
(c) The deregistration of 61 companies and 3,500 persons for non-payment of registration, resignation or death;
(d) 20 producers were punished with the cancellation of registration;
(e) 58 producers were temporarily disqualified
(f) 2,300 persons were released as producers, of which 258 were rewritten or registered to operate in urban radios of no more than 200,000 inhabitants:
(g) 2,048 persons were registered for the examination of producers; 1,553 persons were registered for the registration of patrimonials and life and 495 persons for life only. They approved 1,039.
13. General resolutions. A total of 37 resolutions were issued:
(a) Solvency (technical relations, minimum capital): 5;
(b) Ramos, plans and other contractual technical aspects: 5;
(c) Accounting recording: 4;
(d) Registration of affiliations: 2;
(e) Labour Risk Insurance Regulatory Framework: 3;
(f) Self-insurance job risk requirements: 1;
(g) Established solvency guidelines for Labour Risk Assurers: 5;
(h) Together with the Superintendence of Labour Risks: 4;
(i) Together with the Superintendence of Trust and Pension Fund Managers: 3;
(j) Re-assurance: 2:
(k) Regulation of the activity of producers insurance advisers: 1;
(1) Prepaid legal defence: 1;
(m) Internal administrative rules: 1.
14. A total of 208 circulars were turned to the market with general information (producing premiums and status), statistical data and various requirements. It was circulated:
(a) The insurance market situation for quarterly periods;
(b) Monthly insurance production;
(c) Quarterly production;
(d) The performance of the investment witness package in retirement insurance;
(e) Statistical information on retirement insurance (counter accounts);
(f) Information on trials;
(g) Statistical information on the amount of paid policies and sinisters;
(h) Statistical information on the geographical distribution of production during the financial period;
(i) Information on insurance market staff;
(j) Annual production information;
(k) Information on portfolio structure; and
(1) All resolutions of general scope issued by the Superintendency.
15. Miscellaneous inquiries and requirements made to the Agency.
(a) At the public service stand and at the entrance table, approximately 300 consultations and presentations are made on the best positioned entities and their financial economic situation, the way to file a complaint against an insurer, the requirements to register as insurance advisors, the regulations in force regarding the insurance contract, the approved plans, the policies, and the most varied conflicts that tend to arise in the wake of the insurance activity.
(b) Consultations and requirements answered by the other Agency ' s technical units entering, either by fax or by judicial offices, or by notes or simply by telephone or by 1700 of them.
16. Related activities. Work was actively and in conjunction with the Undersecretariat of Banks and Insurance, the National Institute of Insurance (in liquidation), the Superintendence of Trust and Pension Fund Managers, the Superintendence of Labour Risks, the National Institute of Statistics and Censuses (INDEC), the business chambers of the sector and other institutions in the collection of information, data exchange, compendium and development of standards;
The SUPERINTENDANCE OF NATIONAL FOLLOWERS has defined that for the fulfilment of their missions they will use cutting-edge administrative technologies:
1. For the measurement of allocated resources and efficiency, administrative devices will be used to accumulate erogations and units produced according to programmes or projects.
2. The accumulation of costs will take as a unit of cost the processes, for this will be used the administrative model ABC (Activity Basic Costing). This model requires the definition of cost inducers (drivers), which should be associated with each cost centre.
3. Efficiency assessment and the level of achievement of targets will be carried out through an integrated system, which meets the budget by centre of responsibility with its corresponding costs, which will respect a similar degree of analysis.
4. The policies raised at the management level of the agency will result in the quantification of targets, which will be supervised by means of suitable instruments such as the command board, where the behavior of the relevant variables of the market, the main insurance branches and the operators can be accessed.
5. This device will facilitate the control and adjustment of plans, as it will show the deviations regarding targets and point out those responsible for defective programs.
5.8. IDENTIFICATION OF IDEAL MODEL / VISION SHARED. BRECHAS AND BRAZILSSUPERINTENDANCE OF NATION FOLLOWS based on the vision and missions that were defined has carried out a study of the products and processes that are currently being carried out, and has compared them to the proposed processes and products, and deduced the deficit that should be covered in order to achieve the missions.
Thus, from this analysis, the substantive aspects inherent in the nature of the body and the proposed missions that require the implementation of new processes and, in some cases, the adjustment of existing processes emerged.
The vision of the organism was taken into account, since all those visions of a negative sign should be reversed and the positive ones promoted as a result of the planned migration.
The other key factor for analysis has been the relevance of existing processes with defined missions. The diagnosis aims to align all processes with the achievement of defined missions.
5.9. MIGRATION PLAN.The transit of the current situation to the system of work that the Superintendency is proposed as objective will take place within three years according to the schedule of actions, subactions and projects that are included in the Appendix to the chapter of the Transformation Plan.
It can be seen that migration from one state to the other is a continuous process that has already begun in many cases, and will be enhanced by the actual beginning of the development of the projects, whose beneficial results will be shown a few months later at the end of the early stages of the initial activities, so that the "technical" times defined by the logical deployment of the tasks, do not collide with the "political" times. See table below.
5.10. IMPACTS ON COSTSIt is estimated that the existing package plus those to be implemented in the future will have a positive impact on the organization.
Aspects such as the modernization of the work scheme of the SUPERINTENDENCIA DE LA NACION, the systematization of the procedures, the gradual cultural transformation with a progressive accent on the client, user or insured, the deregulation of activities with a growing transfer of functions to intervening actors in the insurance business and the continuing work in pursuit of a normative simplification moving towards modern concepts of regulatory frameworks, will translate into a short-term decrease
However, the transition from one situation to the other may have a timely increase in some of the parameters of the Agency ' s budget, an aspect that will be made explicit in its appropriate magnitude and development over time.
The set of actions to be undertaken are inscribed in the Strategic Plan developed by the Agency, an initiative that was authorized in due course through Decree No. 1587 of 19 December 1996.
The program is long-term and involves completing several stages.
The first, which will begin in 1997, contemplates carrying out actions contained in the planning, in a timely manner programmed and launching a package of context measures aimed at improving management capacity.
The Agency will maintain its human resources, consisting of the Permanent and Temporary Staff Plants approved by Decree No. 1587/96 - 274 posts - to which
will be added to the staff contracted by different concepts and that approximately 20 more charges.
| 6. DIAGNOSTICO |
A study of the products and processes currently being carried out has been carried out by the NATIONAL SUPERINTENANCE, based on the vision and missions defined, and compared them to the proposed processes and products, and deduced the shortfalls it should cover to achieve the missions.
Thus, this analysis lists in the first instance all those substantive aspects inherent in the nature of the body and the proposed missions that require the implementation of non-existent processes and, in some cases, the adjustment of existing processes.
Secondly as a synthesis, such defects are grouped and summarized and presented in the form of a picture of strengths and weaknesses of the organism.
In carrying out the analysis, the vision of the organism was taken into account, since all those visions of a negative sign should be reversed and the positive ones promoted as a result of the planned migration.
The other key factor for analysis has been the relevance of existing processes with defined missions. The diagnosis aims to straighten all processes into achieving defined missions.
6.1.1. PREVENTIVE CONTROLS.Preventive controls on entities must be consistent with new free market rules. This adequacy involves two aspects:
1. Lack of effectiveness of private controls - External Auditories: In studies carried out by the Superintendence it has been proved that in the last 6 years the revocation of the authorization was ordered to function of more than 60 insurers, and that in more than 85% of the cases the fallacies were not detected by the external auditors of those insurers, but the enforcement authority was the one who had to discover the deficiencies. This aspect must be addressed.
In this regard, the standardization of external audit tasks should be made in a manner similar to that carried out by the BANCO CENTRAL DE LA REPUBLIC ARGENTINA.
2. Insufficiency of state controls - Authority of Application: The legal framework of performance of the Superintendence is determining in its mode of operation. The current legislation stems from the hypothesis of a heavily regulated market and with little agility in product variation. This scheme means:
(a) Uniform prices, fixed from the state or by business chambers.
(b) Uniform products, approved by the State and for compulsory use.
(c) Monopoly state insurance.
(d) Fixing minimum or maximum percentages of brokering commissions.
This scheme allowed us to maintain a reasonable situation of solvency of the market but in the user's waste that, for example, came to pay the highest rates of fire insurance in the world. This system is incompatible with the current design of the Argentine economy.
In short, the current legal scheme is based on a state that has controlled all the variables of the insurance business and virtually neutralizes the business risk.
Since 1989 with the dictation of Laws No. 23.696 and 23.697, a number of modifications to the old regime began to be operated on the insurance market:
I. By Resolution No. 412/89 of the then MINISTERY of ECONOMY, the partial demonopolization of the NATIONAL INSTITUT OF REASEGUROS (INdeR) is provided.
II. By Decree No. 2284/91, restrictions on the supply of goods and services are invalid.
III. Decree No. 171/92 provides for the liquidation of INdeR.
IV. By Resolution No. 21.523/92, the NATION SUBMISSION issued the new regulations of the insurance activity.
With new rules of play for the insurance market, the entities were exposed to strong competition and simultaneously reappeared the business risk. Consequently, the legal tools that support the exercise of the counter-lor by the enforcement authority are insufficient.
This implies the need to rethink the mission of the implementing authority by placing special emphasis on preventive control processes not only to detect anomalies, irregularities and deviations in respect of the parameters of solvency and ephthalty, but also to enable the Superintendence to assist the insurers in those cases in which they go through a patriotic and economic crisis.
Despite the substantial improvement that has occurred in recent years, the procedures and tools available for early diagnosis of the financial, economic and property situation of the insurers are not sufficient, based on the information required periodically. The areas responsible for the control should have a battery of solvency and efficiency indicators that will allow the situation of insurance companies to be able to act in a timely manner.
In turn, the only figure where the intervention of the Superintendency is regulated is in cases of bankruptcy, but in the preliminary situations, when it could still be overcome, is not contemplated any remedy. Under the same circumstances other regulatory entities have the power to have the presence of a vehicle, a co-administrator until temporary intervention, which monitor or lead the entity to regularization, with the corresponding benefit for users.
6.1.2. ADMINISTRATIVE TAKING FOR THE ORGANIZATION.Article 23 of Law No. 20.091 states that "The insurance plans as well as their technical and contractual elements must be approved by the supervisory authority prior to their application."
The procedure for the approval of the insurance plans implies that the insurance companies present the elements set forth in article 24 of Law No. 20.091, which must be analyzed in the Technical Management of Superintendence. Within 30 days of the entry of the documentation, the corresponding observations should be made or the plan adopted. If the period in question has elapsed, the Superintendency is not issued, the technical-contractual elements presented by the insurance company shall be deemed tacitly approved. In this case, the Superintendency reserves the right to make the relevant observations at the time it deems appropriate.
This mode of operation converts the approval procedure into a very extensive procedure, with the consequent insecurity for insurers and insured persons, whose contractual link may be subject to observations during the period of coverage.
In turn, due to the high number of insurers in the market, the large development that some branches of insurance have had in recent years and the continued development of new coverage, the number of plans that enter for approval is highly significant. The current mechanism of control of plans, while appropriate in the recent past, presents difficulties in adapting to reality and being an effective tool.
6.1.3. SCASA PARTICIPATION OF THE USER.The Superintendence concentrates its actions on the intermediary entities and agents authorized to operate in the insurance activity under the Nros Laws. 20.091 and 22.400. However, the final recipient of its activities must be the citizen who employs the services provided by the insurance activity and which is generically called "user".
If we forged the question: what are the current actions towards the user?, we would get as a response that the largest volume of Superintendency activities are made in direct contact with the insurance companies and producers through specific control procedures set out in the current rules.
The processes that relate to the care of the insured are currently confined to:
1. Consultation on contractual, technical and solvency aspects of insurance companies.
2. Attention to complaints of insurance companies and producers.
3. Attention to judicial requirements emanating from different national and provincial jurisdictions.
4. Attention to queries of affected users in the various liquidating processes under way.
In order to better illustrate this section, it is worth mentioning the few daily consultations received by the Legal Administration from the insured, an average of 9 days. In turn, the average number of daily complaints received in the Superintendency has increased from 4 in 1993 to 5 between 1994 and 1995 and since 1996 has risen to 7.
These measurements show the limited linking of the control body with the beneficiaries of its actions.
6.1.4. EQUIPMENT OF INFORMATION RESOURCES.The SUPERINTENDANCE OF NATIONAL FOLLOWERS was later incorporated into the use of computer resources for the registration, processing and recovery of the large amount of information of various kinds that it collects since its inception.
In the early 1980s, a timid addition of computer equipment began, especially dedicated to the processing of statistical information received from insurers. This equipment also gradually incorporated some word-processing systems, electronic grids, databases, etc., through which some modernization was made possible in the archive of administrative, accounting, legal and statistical documentation processed by the Agency.
Given the usefulness demonstrated by the sectors that sporadicly incorporated equipment into their heritage, at the beginning of the 1990s the purchase of equipment was generalized, without criteria that homogenized the acquisition of "hardware" or "software" that used the various dependencies.
At the end of 1992, a Computer Unit was created depending directly on the Superintendent. A centralized approach was sought.
The first activity of the Unit was the creation of the Financial Economic Information System (SIEF), aimed at the dissemination of the financial-economic information received in the Superintendency.
Other activities were aimed at setting guidelines for the incorporation of new equipment and software, although they did not have a major impact on the activities of each management, which already had own systems for the processing of the information they collected.
Throughout this period, a number of flaws were revealed that adversely affected the optimal use of the information available to the Agency.
Some of the most relevant drawbacks are:
I. Existence in the different management systems of registration of the documentation entered and exit of the unit.
2. Incompatibility of processing systems. even within the same management, which causes the duplication of tasks in cases that a unit must retake obstacles initially developed in others.
3. Superposition of files with few design differences, but with a number of different records in the various dependencies, which produces insecurity in the quality and comparability of the data contained.
4. Existence of equipment with unnecessary characteristics or insufficiency to perform tasks common to several units.
5. Inequitable distribution of equipment.
6.1.5. INADECUADA GESTION DE LIQUIDATION DE EX-COMPAINS ASEGURADORES.Act No. 20.091 imposes on NATION FOLLOW-UP that assumes, through delegates, the liquidating function of those insurers whom they were revoked the authorization to operate in insurance, either by administrative or judicial decision.
Decree No. 1066/92, which approved the previous organizational structure, created the Liquidation Management as an independent body in charge of the management mentioned.
Since 1979, the year in which the first liquidation process was opened, and until 1992, the time of the approval of the previous structure, the number of forced liquidations in process amounted to 42. Since 1992, however, 41 new liquidating processes have been opened, with the task of management doubled.
This should be added to the control exercised over voluntary liquidations.
This clearly shows that the organization in force was designed for a context of the insurance market other than the current one, signified by a strong deficit of solvency and the consequent and progressive increase of companies in forced liquidation.
The quantitative picture described was aggravated by the increase in the duties of the union, as a result of the sanction of Act No. 24.522 in July 1995, which replaced the previous regime of competitions and bankruptcies established by Act No. 19.551.
The new legal system left behind the figure of bankruptcy as a "universal attraction of trials", and added to the attention of the procedural stages of the liquidation the intervention of the union in all the trials in which the insurer was quoted as a guarantee, whatever the jurisdiction in which it deals, resulting in a significant increase in tasks.
The increased functions of the union, combined with the progressive increase in the number of liquidations, adversely affect effective and efficient development, forcing the diversion of human resources to the detriment of those tasks necessary for the fulfilment of the objective of the enforcement authority, i.e. the defence of the insured, which would be achieved from a rapid and efficient realization of the assets of ex-assurers.
Therefore, it is impossible to take measures to modify the current internal organization of the NATIONAL SUPERINTENDANCE in this field.
6.1.6. IMPLEMENTATION OF RESOURCES 6.1.6.1. Human resources.The SUPERINTENDANCE OF NATION FOLLOWERS was incorporated into a proposal for organizational strengthening within the framework of STATE 1 REFORM. Following this initiative, he reorganised his internal functions, re-examined his plantel and approved its organizational structure through Decree No. 1.066/92 and complementary standards, reaching a total strength of 359 positions.
Following the successive freezes and restructurings and following the implementation of the proposed reductions for the 1997 Exercise in the framework of the STATE II REFORM, the Agency ' s overall strength dropped to 274 posts, which imports an effective reduction of 23 per cent over the original plant.
The existing human resources management system, characterized by its rigidity for the coverage of charges, the modification of functions and the establishment of wage stimuli to agents who deserve it for their capacity, responsibility or training characteristics, makes the action of the Superintendence complex.
This competition requires highly specialized professionals who are, in turn, sued by both the private sector and other public sector agencies. In the face of both the Agency ' s salary scale is significantly lower.
Thus we have to: comparing with the SUPERINTENDANCE OF ADMINISTRADORS OF JUBILATIONS AND PENSIONS and with the SUPERINTENDANCE OF RISKS OF WORK, the salaries of this Agency represent for the high and professional categories of hierarchy 30% of those paid by the first and 40% of those paid by the second.
But the contradiction is greater if it is considered that the 3 agencies have important approximations in their purpose: For the RISK LEY of WORK all the control of solvency has the SUPERINTENDENCIA DE SEGUROS DE LA NATION while, for the INTEGRATED SYSTEM OF JUBILATIONS AND PENSIONS is this Agency who controls the solvency of the entities that cover the risk of death of the
In short, the State has an organism with a very good salary scale for the control of the accumulation of funds, but for the stage where the benefcilaire will enjoy the benefits, the criterion is changed and the one who performs the control, receives salaries of the order of the third of the previous ones, with the aggravating that both entities require the same type of professionals for their tasks, leading to the best trained passing from one to the other for wage reasons.
The same appreciation can be made with respect to the RISK SUPERINTENDANCE OF WORK and with this the coincidence is still greater because they participate in the same source of financing (Tasa) that is collected by the SUPERINTENDENCE OF NATION FOLLOWERS.
Compared to the Agency ' s current salary scale with the fees provided for in DECRETO No. 92/95 or other Regulatory Entities, the differences disrespect Superintendency agents.
This is summarized in an Agency with:
1. Technical capacity in their human resources but without the appropriate instruments to retain and project them in their career plans.
2. Growing delegated functions in quantity and specialization.
3. Scale and salary rigidity for a policy of incentives similar to the remaining Control Agencies.
4. Systematic loss in the time of their best trained cadres.
5. Budget restrictions to complete the control activity.
6.1.6.2. On functional organization.The organizational structure approved by Decree No. 1.066/92 offered the following disadvantages:
I. Focus on the same level of political leadership and internal coordination.
The Superintendent should not only comply with the actions required by the Agency ' s political leadership, but also be responsible for the coordination of the Agency ' s internal activity, basically in inter-agency tasks.
Thus, the Superintendent must divert his time on organizational matters to the detriment of the expected performance as a representative of the Agency and formulate and advise the NATIONAL EXECUTIVE PODER of policies applicable to the regulated sector.
2. Excessive number of managers reporting to a single responsible.
The current profusion of management makes it difficult to concentrate on aspects of relevance to become a routine business manager.
6.1.6.3. Financial resources.NATIONAL ASSESSMENT has its own resources derived from rates and contributions it receives for the exercise of its control activity. The projected figure for 1997 exceeds $33,400,000, and has authorized expenditure for only 40% of that figure.
That is to say, it transfers most of its resources to purposes that differ from the object marked by Law No. 20.091 and that legitimizes its perception,
The State ' s policy with other counter-terrorism agencies should be emphasized in this regard.
The Comptroller ' s bodies established by the National Government in the last five years have an allocation of their resources more in line with modern criteria in control activities. In this regard, mention should be made of the SUPERINTENDANCE OF JUBILATIONS AND PENSIONS FUNDERS, the SUPERINTENDANCE OF RISKS OF WORK and the different areas of control of privatized public services (ENARGAS, ENRE, CNRT)
It is appropriate to analyse the functions of a joint counter-lor between the RISK SUPERINTENDANCE OF WORK and the SUPERINTENDANCE OF JUBILATIONS AND PENSIONS FUNDERS.
These agencies share functions of police power with responsibilities, the less equivalent, but, paradoxically, the comparison of the powers that such entities possess for the exercise of their competence, the management of the assets and the remuneration of the staff accuse important differences, in disproportion of the SUPERINTENDENCE OF NATION FOLLOWERS.
In order to illustrate this section, it is useful to review the trends that avoid some figures for the period 1989-1996:
1. In relation to the taxed subjects:As shown in the table below, the number of insurers decreased between 1989 and 1992 but increased between 1992 and 1996.
AS AT 30 June
| ENTITIES | 1989 | 1992 | 1996 |
| TOTAL | 246 | 239 | 306 |
| Retirement Insurance | 21 | 32 | 34 |
| Life Insurance | 18 | 17 | 56 |
| Elementary Insurance | 81 | 67 | 64 |
| Joint insurance | 126 | 123 | 111 |
| A.R.T. | - | - | 41 |
While absolute values show a decrease between 1989 and 1992 and an increase in 1996, these figures must be broken down into the movements involved in order to give a complete idea of volume and work accordingly. During the reporting period, there were 145 high and 85 casualties. Both figures have an impact on a greater number of managed subjects, the high ones are new companies to be checked and the berries are liquidation processes to be substantial.
The composition by bouquets was also changed, and the share of property and mixed bouquets was reduced proportionally, with 84 per cent in 1989, 80 per cent in 1992 and 62 per cent in 1996, as a result of the increased participation of retirement and life insurance, and the advent of job risk insurers.
It should be noted that the entity ' s orientation towards the exploitation of life and retirement insurance requires the Superintendence to be committed to specializing and training, which requires additional resources. This appreciation is reinforced by the view that:
1. The number of current liquidation entities is 98 in 1996 with the corresponding need for resource implementation.
2. The number of reinsurance companies is 77. Before 1989 there was none.
3. The number of producers - advisors of 29.021 in 1989, 20,369 in 1992 and 17,788 in 1996.
While the number of intermediaries dropped. In view of the fact that 14,067 producers were released in 1992, 5,415 were also registered. The same is true for 1996 when 2,208 producers were dropped and 2,834 were high.
The above figures show a strong increase in the universe subject to grief by the SUPERINTENDANCE OF NATIONAL FOLLOWERS.
2. Applied resources:Table I shows the evolution of some concepts that represent the main sources of resources and their application in the Superintendence:
TABLE I| CONCEPT | Unit of measure | VALORES | % | ||||
| . | . | 1989 | 1992 | 1996 | 1992-1989 | 1996-1992 | 1996-1989 |
| Global collection | $1,000* | 6.985 | 37.273 | 50.172 | 434% | 35% | 618% |
| Uniform rate | $1,000* | 6.390 | 23.467 | 28.065 | 26 per cent | 20% | 339% |
| Trust. Budget | $1,000* | 6.257 | 24.961 | 16.077 | 299% | -36% | 157% |
| Occupied personnel | c/u | 206 | 317 | 274 | 54% | -14°% | 33% |
| Staff costs | $1,000* | 1.558 | 13.102 | 9.281 | 740% | - 29% | 495% |
♪ In constant currency as at 31/12/96, an increase of 0.2% was estimated at the rate of wholesale prices - General level by December 1996.
The overall collection of the Superintendency increased significantly during the period considered and the uniform rate, which is its main component also did. On the other hand, the provision of such funds, which is produced through budgetary credits, was not the same as after the growth shown between 1989 and 1992 a strong decline was recorded between 1992 and 1996. This data is supplemented by adding that in 1989 the budget credit represented 89.5 per cent of the global collection, in 1992 67 per cent and in 1996 only 32 per cent.
In the field of human resources, 206 agents were transferred in 1989 to 317 in 1992, when the organizational structure was approved by Decree No. 1.066/92 and 274 in December 1996, after the reduction motivated by the Second State Reform. While staff costs increased between 1989 and 1992, and decreased between 1992 and 1996.
Table II shows the evolution of 2 very illustrative indicators of the situation under review; on the one hand, the relationship between budgetary credit and the number of companies subject to grief, and on the other the ratio between staff spending and the number of companies, between 1989 and 1992 had a significant increase, but between 1992 and 1996 the decrease is significant. This last trend is necessary to reverse it.
TABLE II| CONCEPT | Unit of measure | VALORES | % | ||||
| . | . | 1989 | 1992 | 1996 | 1992-1989 | 1996-1992 | 1996-1989 |
| Cr. Budgeter/non-company | $1,000* | 25.4 | 104.4 | 52.5 | 31 per cent | - 50% | 107% |
| Personal/non-company costs | $1,000* | 6.3 | 54.8 | 30.3 | 766% | - 45% | 379% |
As noted above, the increase in workload was not accompanied by a proportional allocation of increased resources, resulting in a weakening of the Agency ' s regulatory and control capacity.
Table III below shows the comparison between the volumes of operation and the financial resources of the NATIONAL SUPERINTENANCE with those of the New York SUBMISSION, at the annual values of 1995.
TABLE III| Concepts | SS New York | SSN RA |
| SS Global Income | $126.4 million | $ 47.5 million |
| SS expenditure | $ 74.3 million | $ 18.3 million |
| SS personnel, excluding liquidations | 881 employees | 236 employees |
| SS liquidation personnel | 500 employees | 67 employees |
| Current settlements in the SS | 78 companies | 89 companies |
| Companies operating in your jurisdiction | 399 companies | 252 companies |
As can be seen in the Superintendence of New York by each controlled company there are 2.2 average employees, and in the Superintendency of Argentina the figure is reduced to 0.9 average employees; for the liquidations in New York there are 6.4 agents available and in Argentina 0.75 agents only. The level of expenditure also has unfavourable behavior for Argentina, since if we calculate the average annual expenditure per enabled company, the Superintendence of New York gives 0.18 million dollars and Argentina 0.07 million pesos.
6.2. SINTESISThe following is summarized in a scheme of weaknesses and strengths of the organization.
6.2.1. Weaknesses: 6.2.1.1. Regarding the Institutional Environment.1. Disappointment of the current regulations: Law No. 20.091 conceived the Superintendency within a regulated market scheme with State intervention. From the deregulation operated in the insurance market it is appropriate to review the legal norm because the powers and operating guidelines required by the regulatory body in the new scheme are different from the content in the current law.
2. Growing delegated functions: The Law of the INTEGRATED SYSTEM of JUBILATIONS and PENSIONS has entrusted to the SUPERINTENDANCE OF NATION FOLLOWS the control of death and invalidity insurance and retirement insurance. The law of RISKS DELTRABAJO involved it as the authority of application of the risk insurers of the work and of the universe of signatures that opted for self-insurance in this area.
3. Definancing: Act No. 20.091 provides for the source of resources to finance the entire operation of the Superintendence with the Imposition of two tax charges: The annual contribution, by the insurance companies and the uniform rate of the insured. This letter was reversed when these items were incorporated into the NATIONAL BUDGET, and the collecting agency went on to rely on the same, subject to the budgetary reductions that are made in CENTRAL ADMINISTRATION. Thus, a significant proportion of the funds collected do not have the statutory target of approximately 55 per cent of them is the National Treasury, consequently the Agency does not have the resources it requires to finance its activity.
6.2.1.2. In relation to administered subjects.1. Insufficiency of preventive controls: The effectiveness of the private controls of the entities must be improved and, in turn, mechanisms established to allow for an early detection of the probability of bankruptcy of an insurer.
2. Overload of administrative functions: The Superintendence was conceived as a tool to regulate the Secure Market with very strong state investment. In this context there was the proliferation of bureaucratic procedures. The present moment justifies a strong and progressive administrative simplification.
3. Disengagement in the relationship with the insured: The Superintendence did not focus its action on the insured, but the direction always to the regulated Entities. This approach led to the privileged attention of the insurers in the detriment of the insured.
6.2.1.3. Regarding the Agency ' s internal management.
1. Rigidity in labour relations: The current employment system for the Agency (SINAPA) does not meet the needs of the Agency.
2. Inadequate organizational structure to promote change: The existing organizational structure favors the administrative role, and the ex-post counter-lor of the NATION FOLLOW-UP, while the new definition of Agency missions should prioritize prevention work.
3. Incipient development of computer resources: The Superintendence is carrying out an important computer resource equipment plan. The development of the systematic architecture that meets the Agency ' s new direction is pending.
6.2.2. Fortresses: 6.2.2.1. In relation to the context:1. The reform: The State Reform process in 1989 that led to the privatization of public services inscribed in the awareness of citizenship the need for the State to organize the regulatory entities that care for the relationship between lenders and users.
2. In this sense, the NATION SUBMISSION is the authority to apply the FOLLOW-UP LAW and the ASSISTERS and, by definition, it is enlarged into the list of regulatory entities.
3. Capital market development: Another activity that the Government undertook in 1989 was the development of the capital market. The companies subject to the regulation of the Superintendence are actors of the market, in the process of expansion and whose development must be enhanced.
6.2.2.2. In relation to the administered universe:1. Composition of the administered subjects: The Argentine insurance market has the following particularity:
The offer is composed of 306 lenders or insurers, which show a high degree of atomization.
The demand is made up of insured and secure that make up the universe of the country's population. To have an idea of volume during 1995, 6,500,000 insurance contracts were made and 49,000.000 collective life insurance certificates were issued.
These particularities make the free market game minimize the pressure of monopoly groups and that the regulatory exercise shop to be more efficient.
2. Profusion of new products: Concurrent factors have contributed to the emergence of new coverage plans in the market, such as the deregulation of the sector initiated in 1991, the sanction of private retirement and labour risks and the development of new life insurance coverage. In turn, the "securitization" of the financial market will give a new impetus to the sector.
6.2.2.3. Regarding its own structure:1. Antiquity in the square: The Superintendence has a 60-year trajectory since its creation in 1937. This, in addition to its tradition of highly specialized technical agency, confluencing a brand recognition by its administrators.
2. Professional board: The staff of the NATION SUBMISSION is composed in large proportion by young people, with great experience and sufficiently trained. This is how 80% of its plantel is up to 45 years old, 52% are over 5 years old in the Agency and 60% have university degrees.
7. TRANSFORMATION PLANThe Agency ' s ongoing actions or plans to begin in the near future are described below in order to provide it with the elements and instruments that are in line with the challenges it faces.
ACTION 1. REFORE THE PREVENTIVE CONTROL ON FISCALIZED ENTITIES Subaction 1.1. Perform and develop tools to monitor the market and its components.The Superintendence processes will be directed towards preventive control, so that the insured are protected by the enforcement authority. In this area, indicator batteries will be developed to measure the main financial parameters of the insurance companies, and this will be added to the comparative analysis with the entire insurance sector, and of this with the performance of other markets.
Below are some of the most significant guidelines that will be taken into account to monitor insurance companies:
1. Stability in operations and variations in the volumes of premiums emitted.
2. Patrimonial Solvency.
3. Grade of dependency on insurance companies with respect to reassurers.
4. Global profitability and bouquets.
5. Financial situation: liquidity, indebtedness and coverage against financial commitments.
6. Investment portfolio quality.
7. Sufficiency of reservations.
Under these guidelines, relevant indicators will be developed that will aim to diagnose the individual situation of each insurance company and that of the market globally, in such a way that they will allow the Superintendence to act immediately that significant deviations are detected.
The determination of the parameters for which comparisons will be made will be critical in this development.
In this regard, macro-economic measurements of the sector in which the following variables will be considered:
(a) Total production of premiums.
(b) System sinisterness.
(c) Investment performance.
(d) Adding figures from the accounting states by legal nature relating to asset structure, liability structure, asset evolution, liability and net assets, overall managerial figures per branch of activity and evolution of passive reassurance.
(e) Existing judgments in the insurance market and the structure of the portfolio of Judgments by branch.
(f) Information about job risk insurers regarding the number of insured companies, the number of insured workers, the wage mass involved, the average salary and the workers per company.
(g) Report on retirement insurance entities on the structure of assets, liabilities and net assets, investment structure, results structure, mathematical reserves, technical structure, financial structure and portfolio status.
(h) Company ranking.
The monitoring of the insurance companies that will exercise the Superintendency will be permanent, for which it will significantly increase the frequency with which the insurance companies will be required to supply the information, which is why the technological equipment with which it will be equipped will have to foresee the communication needs and will require the Agency to regulate the use of the transmission channels by the controlled entities.
The activities of this Subaction will be carried out through Project 1.1. 1.: Improvement of the System of Indicators for the Evaluation of the Situation and Evolution of the Insurer Sector (See Appendix).
Subaction 1.2. Redesign controls over entities.
In order to improve existing systems, the Superintendency will implement the implementation of integral inspections of the entities, encompassing a broad thematic spectrum of the entities, when circumstances warrant it.
In order to achieve greater efficiency in control, the Superintendence works on processes aimed at improving and specializing its inspection cycles towards insurers and producers, and in the development of audit software to quickly detect, inconsistencies in the technical relations of the balances during the inspection processes.
For the development of this Subaction 1.2, it is planned to be carried out through two Projects (see Appendix details):
Project 1.2.1: Design of a System for the realization of Integral Inspections.
Project 1.2.2: Design of a System of Monitoring and Evaluation of Insurance Market Operators.
Subaction 1.3. Redesign Third Party Controls on Market Operators.In order to improve existing systems, the Superintendency will implement the following activities:
l. Dictation of operating rules for the external auditors and actuaries of the insurers, establishing a record of performance and eventual exclusion of them if the circumstances advise. The operational rules to be issued will be in line with the opinion on accounting states, coverage plans and regularization and sanitation plans, among others.
2. Such standards shall be mandatory for the intervening professionals and shall generate responsibilities for them and for the managers of the dictated companies, in case of falsehoods or other unlawful conduct.
3. Step-by-step and mandatory instrumentation of an insurers assessment system through risk qualifiers. The Superintendency should regulate the risk rating methodology, for which the following will be taken into account among other indicators:
(a) Raw production ranking (i.e., position of each entity in total production and market shares).
(b) Cost control and management efficiency.
(c) Sufficiency of reservations to meet obligations.
(d) Sufficiency of resources to cover unusual sinisters.
(e) Investment portfolio status.
The implementation of this Subaction 1.3 has been planned through the development of two projects (See Appendix):
Project 1.3.1. Rules of the Performance and Dictation of Operational Rules for External Auditors and Actuaries. Project 1.3.2. Gradual Instrumentation of a Insurance Market Operators Assessment System through Risk Qualifiers. ACTION 2. TRANSPARATION OF CRECIENTY TO GESTION PROCESS. Subaction 2.1. Deregulate the procedures for approval of plans and technical - contractual elements.As part of a growing policy of deregulation of the sector that began with the release of tariffs and eliminated the monopoly of the state reinsurance (INdeR), the Agency continues its action by encouraging the study of the deletion of the modality of prior approval of the insurance companies' plans by Superintendence, performing instead a selective and thorough subsequent control of them, which should be properly certified by authorized professionals, auditors.
This initiative is based on provisions adopted by the EUROPEAN ECONOMIC COMMUNITY, which stated that "Member States shall not establish provisions requiring prior approval or systematic communication of the general and special conditions of insurance policies, fees, and questionnaires or other forms that the company intends to use.
The details of the planned activities are included in:
Project 2.1.1. Development of Standards on the Simplification of Procedures for Approval of Insurance Plans and Technical - Contractual Elements (See Appendix). Subaction 2.2. Decentralize the examinations for obtaining the registration of Producer - Insurance Advisor.The objective of this project is to concentrate the Agency ' s activity on the control of the registration of agents acting in the brokering of insurance in their various branches, monitoring the activity and exercising the sanctioning powers.
To this end, the training process of applicants and the examination of admission will be delegates to university institutions of recognized capacity and trajectory.
The Superintendency will participate in the design of the contents of the curriculum, the minimum requirements for the approval of the exam, and will perform the academic audit.
The certification of having approved the examination, extended by any of the authorized centres, will be the enabling document to enrol in the activity.
To carry out this Subaction is designed:
Project 2.2.1: Design of the Curriculum and selection of Educational Centers for the dictation of Courses for the extension of the Matricula de Productor - Asesor de Seguros (See Appendix). Subaction 2.3. Homogenize the regulations applied by the Superintendence.In order to avoid overlapping of contradictory norms and with the aim of facilitating to the market the knowledge of the applicable regulations, it is envisaged the implementation of a computerized Digest that operates as a system of compilation of Resolutions and Circulars in force, with such an architecture that admits its update in a simple way.
This will promote transparency of the regulatory framework of the activity, for which the realization of (See appendix) is proposed:
Project: 2.3.1.: Elaboration of a Normative Digest. Project 2.3.2: Development of a system for the permanent updating of the Standard Digest and direct and agile consultation of its content. Subaction 2.4. Publicity of their acts.With regard to measures aimed at ensuring transparency of internal processes, the Agency works within the framework of the systems and procedures provided for the control bodies in Act No. 24,156 of FINANCIAL ADMINISTRATION AND CONTROL SYSTEMS of the NATIONAL PUBLIC SECTOR.
Within this context, and tending to make management processes more transparent, and specifically to publicize its activities, it must be borne in mind that:
1. The Superintendency publishes and publishes an Annual Report by completing the provisions of Act No. 20.091.
2. In accounting matters, the Superintendency is in line with the rules of the General CONTADURIA of NATION and performs periodic and annual balances for the funds allocated to the Agency and for those funds in which the SUPINTENDANCE OF NATION FOLLOWERS is an administrative body.
3. In turn, as provided for in article 6 of Decree No. 928/96, it shall be obliged to convene a public hearing, at least once a year, in order to publicize the results of the Agency ' s financial management and to outline the outstanding aspects of the Annual Report.
Having to do this, the objectives of the Subaction were embodied in two Projects for whose details can be seen the Appendix:
Project 2.4.1. Development of a System that allows the semi-automatic elaboration of the Annual Report and its dissemination through computer support. Project 2.4.2. Development of a Superintendency and Insurance Sector Advertising and Dissemination Program. ACTION 3. _The Superintendence is aimed at providing solutions to improve its action in a process of increasing the quality of the service, for which a Continuous Improvement Procedure (PMC) will be developed.
The PMC model can be illustrated as shown in Table 1.
TABLE 1| PMC | ||
| SELECTION | 1. Determine key requirements for main customers | 2. Decide the process to improve |
| ANALIZAR | 3. Document the process as it is | 4. Establish the necessary measures in the process |
| MEDIR | 5. Collect baseline data on process results | 6. Identify the deficiencies of the results of the process |
| BETTER | 7. Set the goals of improving the process | 8. Develop and implement improvements on a test basis |
| EVALUAR | 9. Determine the impact of the improvements in the process. | 10. Standardize the process and verify the ongoing improvement |
E1 PMC is a systematic approach that is used to achieve increasing and significant improvements in processes that provide products and services to customers. The end result is a faster, better, more efficient and effective way to produce a service or product.
The PMC starts with a customer recognition, both Internal and external, with the definition of products to offer them, depending on their needs and expectations. The process is designed, the activities are carried out, the tasks that add value are identified and those that do not add it are removed.
Since the PMC is customer-oriented, it is important to communicate with them to check whether the requirements are being met. It is necessary that this dialogue be continuous, in order to judge with "criterio de éxito" the improvement in customer satisfaction.
As this process can be seen, it requires a deep commitment on the part of all the actors of the organization, without which there is no chance of success, which is why it should be promoted through awareness-raising workshops and then, once awareness-raising has been produced, group work will be carried out in continuous improvement workshops.
In the particular case of the NATIONAL ASSESSMENT, the staff must be instructed to recognize as the main external customers to the insured (whose interests are defended), the third parties for them affected, the insurance companies, the reassurers and the intermediaries.
Based on this premise, a set of products should be designed to ensure the immediate resolution of their claims and the effective and timely conduct of complaints.
While these products will have a high positive impact on the image of the SUPERINTENDENCIA DE SEGUROS DE LA NATION y del Estado en general, we will have to distribute products that strengthen the role of the Superintendence enforcement authority and that revert to the transparency of the market, efficiency in the benefits to the insured, the proper coverage of the insured goods, heritage and liquidity of the insurance companies, and reassurance
In the past, a number of surveys have been conducted for the general public and for the insured in particular, to determine their vision for the Agency and it is planned to deepen this action by:
1. Batteries of surveys targeted by strata of populations, activity and geographical location, aimed at determining the strengths and weaknesses, of the Superintendence as a control agency, from the view of the users. The surveys should progressively cover different aspects so that the relationship with the insured will gradually serve to reveal the efficiency shelves achieved by the insurers and by the producers - advisers.
2. Coordinated system of user care from the Superintendency in order to provide personal, telephone and other communication systems, in accordance with their requirements. In that regard, reversing paylines should be available to care for the insured, register their claims and proceed to their prompt diligence. This resource must be addressed with the scope of a federal network for the care of the insured, so that they can contact the Superintendency from any point in the country.
3. Campaign to disseminate the procedures available to the insured to exercise their rights to the Superintendency. To this end, agreements will be held with consumer representative organizations, which will provide for a joint action plan, which will enhance the technical capacity of the Superintendency and the outreach capacity of these entities.
4. Conscientization actions at different levels of the organization aimed at displaying appropriate customer service procedures.
5. Technical and policy procedures aimed at guaranteeing the rights and guarantees of insured persons to insurance companies and insurance products to a greater extent.
This set of activities has been developed in two Subactions and five Projects (detailed in the Appendix), identified as:
Subaction 3.1. Optimize the User Care Process Project: 3.1. 1. Development of a Detection and Characterization System of the various types of Users and the most common problems they face. Project: 3.1.2. Development of a Coordinated and Informed User Care System. Project: 3.1.3. Implementation of a Continuous Improvement Process (PMC). Project: 3.1.4. Development of User Connection Campaigns and Dissemination of Superintendence Functions. Subaction 3.2. Design of User Opinion Surveys of various types according to Project 3.2.1. Battery Design of Opinion Surveys. ACTION 4. INTEGRATED INFORMATION SYSTEM.In order to achieve the proposed achievements in information technology, the following Subactions and Projects will take action:
Subaction 4.1. Development of a Guideline Information Systems Plan. Project 4.1.1. Development of the Policy and Direct Plan of Information Systems.The Direct Plan of Information Systems of the NATION SUBMISSION will be the document that sets the standards and guidelines for the development of the agency in the coming years.
This plan will be the monitoring tool for the Agency ' s managerial and executive levels and will guide actions leading to computerization.
The basic premises of such computerization shall be:
1. Formulate a plan to achieve excellence in management.
2. Contemplate Interconnection and exchange of information with related agencies and institutions.
3. Modernize Superintendence through the proper use of information technologies.
4. Facilitate technical - administrative management.
5. Set up a decision support system based on modern computer technologies.
6. To adapt the structures to this new technological environment and to achieve the professionalization of the human resources of the Institution.
Subaction 4.2. Development of the Integrated Information System. Project 4.2.1. Development of a System that coordinates the various existing computer subsystems and/or develops in the agency.The master objective to achieve will be to define, develop and implement an Integrated Information System that, based on indicators generated internally by the Superintendency or obtained from the external environment, facilitates the management of it. This system will be governed by the principles of "Information Engineering".
The Integrated Information System will provide the Agency ' s managerial and executive decision support system.
The Integrated Information System will follow the guidelines and standards of the "distributed process" and "customer/server" architectures that, based on the formation of a network with state-of-the-art technology, will facilitate internal and external communication between the different applications that will form the Integrated Information System.
In playing an increasingly leading role in the critical processes of organizations, information technologies will be protected with the safeguards necessary to ensure the confidentiality of information and data, an aspect that is one of the most important of any organization.
The Security System to install will ensure that only those users (persons or processes) properly authorized, can access each information element, to read, create, modify or delete them.
Subaction 4.3. Equipment and other computer resources. Project 4.3.1. Survey of equipment resources and service development required to provide the agency with the elements required for the operation of the Integrated Information System.To provide appropriate technology support to both information systems, cutting-edge technologies will be selected and installed in terms of "hardware", "software", communications and connectivity.
These technologies will respect the strategies of systems distributed with open operating systems; the use of databases for transaction processing and for analytical processing of information; the use of graphical user interfaces; the decentralization of processing power and the implementation of computer networks.
The use of these technologies will enable the automation of offices, leading to efficiency and effectiveness in management.
Subaction 4.4. Set up a Decision Support System. Project 4.4.1. Development of an Information System for Decision-making.In order to create an integrated architecture in line with the "state of art" and information technologies of the 1990s, a Decision Support System will be designed and implemented. This will be a system based on the use of personal computers, where critical information for management, will be accessed, manipulated, summarized, graphic, consolidated and sent, in time and form, to the Superintendence officials, as support to their decision-making and management control processes.
ACTION 5. IMPROVING THE LIQUIDATION MANAGEMENT OF ASSESSING ENTITIES.At the time, the decision to concentrate human resources solely on procedures leading to the realization of assets proved to be an effective tool to give greater speed to the Agency ' s management of entity liquidations. In fact, 92 properties were auctioned during the period from June to September 1996.
In accordance with what has already been stated in this proposal, the NATION SEGURCS SUPERINTENDANCE in its capacity as a liquidating agency of ex-insurers must represent these in the trials in which the NATION SUBPERINTENDANCE has been or is cited in warranty or assumes the character of an actor or respondent in proceedings of any kind. Similarly, there are contingencies of any liquidating process, such as the case of eviction, concussial revocation, etc., which should also be handled by liquidating delegates.
As of September 1996, the approximate universe of trials treated as a result of the current liquidations was as follows:
| TOTAL | 3.225 |
| Qualifications | 2.451 |
| Labour proceedings | 573 |
| Judgements as an actor / defendant | 125 |
| Miscellaneous judgments (evictions, etc.) | 76 |
Accordingly, it is envisaged that the attention of trials will be privatized, thereby enabling a process of reorganization of human resources to be addressed, pointing to the objectives of enhancing efficiency and effectiveness in the substantive activities of this function will be taken as a step forward, to the depuration of the database with respect to the universe. Once a certainty has been obtained about this universe, the basis and conditions of the call for legal studies will be determined for the attention of the causes.
To achieve the proposals set out in this Action, two Subactions have been defined, each with a Project.
Subaction 5.1: Development of a Master Management Plan Project 5.1.1: Development and implementation of a Master Plan for the Management of Assurance Settlements and a Manual for Liquidation Procedures. Subaction 5.2.: Management before Liquidation Judgments. Project 5.2.1: Third Judgment in which the Liquidated Entity is a party. ACTION 6: IMPROVING THE RESOURCES MANAGEMENT. Subaction 6.1.: Optimizing the Financial Resources Management of the Agency.The NATIONAL SUPERINTENANCE has its own resources to meet operating costs.
It follows from article 81 of Act No. 20.091, which provides for the origin of such remedies. Among them, there is a Uniform Rate that must fix the NAGIONAL EXECUTIVE PODER and that cannot exceed SEIS POR MIL (6 ì) the amount of the premiums that the insured pay.
For their collection, the insurers function as retention agents. Its settlement is quarterly and applies on direct insurance, deducted the cancellations.
Table 2 shows a preliminary estimate of expenditures and resources raised by the NATIONAL ASSESSMENT for the period 1997.
TABLE 2: PRELIMINARY STIMATION OF EXPENDITURE AND RESOURCES FOR THE 1997 EXERCISE
| RESOURCES | $ |
| TOTAL | 33.666,000. |
| Uniform rate | 30,000. - |
| Producers | 2.549.990. |
| Recargo and Punitory Interests Uniform rate | 175,000. |
| Not specified | 42,000. - |
| EXPENDITURE | $ |
| TOTAL | 13.276.201. |
| Staff costs | 8.889.061. - |
| Consumer Goods | 191,800. |
| Non-Personal Services | 3.903.340. |
| Computer equipment | 292,000. |
In the item, "Resources" the amount corresponding to the uniform rate, belongs to the indicated liquid.
In the item "Gastos", the SUPERINTENDANCE OF NATION FOLLOWERS carried out a 10% reduction on the amount set out in the Table, in the section corresponding to staff costs, in the light of the process of the II STATE REFORM.
In fact, at present, and as the diagnosis of the current situation is made, and as shown in TABLE 2 above, the specific impact of the collection from the uniform rate is only partially met. This is the case, since the Superintendency has authorized expenditure significantly lower than it actually collects for such a rate, thus transferring over 60 per cent of the amounts collected under this heading to NATIONAL TESORO:
This clearly demonstrates that there are sufficient funds to address a policy of strengthening the Superintendence, fulfilling the objectives of the Strategic Plan.
While the legal basis of the tax and the rate is the same, and it is in the tax power of the STATE, the truth is that unlike the one, whose application to natural or legal persons depends on being in the most varied factual and/or legal situations (as prescribed by the norm of creation), the rate constitutes "a pecuniary benefit established for the realization by the STATE of a specific activity, which affects especially the obligation to pay".
A study should therefore be undertaken to take measures to correct and adapt the use of the rate uniform to its legal nature, which in the particular case of the Superintendency is distorted.
With the aim of improving the management of financial resources (as discussed in this Subaction 6.1.), two projects are proposed, which are detailed in Appendix 7:
Project 6.1.1: Reform the Agency's Budget Equations Project 6.1.2: Study of financing alternatives compatible with the legal framework of the agency. Subaction 6.2. Efficient labour relations.The proposal in this area is to keep the staff of the NATION SECUROS SUPERINTENDANCE within the BASICO JURIDIC REGIMEN OF PUBLICA FUNCION, applying a scheme of competencies, objectives and results in line with modern human resources management, as is intended to be developed by the Agency.
It is undoubted that linked to this change, a staff training programme must be implemented at all levels, in accordance with the management objectives defined for the agency, and in accordance with the deficits or areas of cows detected in previous studies.
In addition, in order to achieve the effective functioning of the IT strategy defined in the Direct Plan of Systems of SUPERINTENDANCE OF NATION FOLLOWERS, the aspect of training and support to end-users (such as managerial, executive or operational levels) will be one of the most important activities to be carried out.
The objective will thus be to ensure efficient management of the Agency ' s information resources.
These elements form an integrated process that must be continuous (such as a "quality circle"), where improvement is not a goal to achieve but a means to achieve efficiency in management.
To achieve this, the development of two projects is proposed:
Project 6.2.1: Human Resources Management Programme for Competitions and Results. Project 6.2.2. Human Resources Training and Development Programme.Annex I
ACTION 1: REFORE THE PREVENTIVE CONTROL ON FISCALIZED ENTITIES SUBACCION 1-1: PERFECT AND DISARMAMENT HERRAMIENTS PERMITTING MERCATE AND YOUR COMPONENTS. PROJECT 1-1: Improvement of the system of indicators of assessment of the situation and evolution of the insurance sector.OBJECTIVE: Get Indicators that allow for preventive control of the market as a whole, of the main branches and of the entities that make it up, evaluating various aspects of its situation and evolution over time.
PROCEDURES: The Indicators to use shall cover the entire spectrum of the information corresponding to that market, the branches to which it is divided and the entities that integrate it, basically tending to the protection of the insured. In the definition of indicators:
1. The experience of the agency, the insurance market of other countries and other markets of the country (or foreign markets) will be taken into account.
2. Reference parameters for each Indicator will be determined.
3. Actions to be developed in cases where significant deviations are detected on reference values.
For the refinement of existing indicators and/or the development of new ones, the conventional sources of information already existing in the Superintendency will be used, and other new ones will be implemented that adapt to the requirements of the Indicators, both in the detail of their figures and in the periodicity with which they are available.
In the assessment of the situation and evolution in the continuous monitoring of the insurance sector as a whole, of each of its branches and of its entities, the following measurement guidelines will be taken into account: Solvencia Patrimonial, Liquidity, Rentability, Endeudamiento, Cobertura de Compromisos, Reservas de Siniestros Earrings y Mathematics, Retention / Cession of Investments, Quality / Evolution through the time of the above topics, both for the total market and for the main branches and for each of the insurance companies, will be considered especially.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 1-1-1: Improvement of the system of indicators of assessment of the situation and evolution of the insurance sector.| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I. Analysis of the current system of indicators, each subject, processing system, forms of dissemination, disadvantages that arise from the receipt of data to the output of the information. | 7 | 9 | Studies | Technical inspection | Subsecretariat of Banks and Insurance | 1440 | 2 computers | BIRF | |||
| II. Comparative analysis of indicators in other sectors and/or countries. Identification of their components and sources of data collection to build them. Identification of the data to be requested. Processing system design. Analysis of the scheme for disclosure of indicators. Normisation of the circuits and steps to be taken by the data from the insurer until they are processed and published (reporting forms, delivery times, etc.) Analysis of other forms of dissemination (disk, CD, Internet.) Definition of fields of variability, reasonable values and critical values. | 10 | 15 | Studies | Technical inspection | Subsecretariat of Banks and Insurance | 2880 | Phase 1 | BIRF | |||
| III. Test the results. Application of Indicators to various moments of the market. Ramos and Entities. Meetings with the market to publicize the project guidelines, request suggestions, make corrections. Definition of the implementation and dissemination strategy. | 16 | 18 | Studies | Technical inspection | Subsecretariat of Banks and Insurance | 1440 | Phase 1 | Yes | |||
OBJECTIVE To have an appropriate instrument to fulfil the agency's substantive responsibilities for inspections to entities, producers, brokers and operators of insurance and reassurance.
PROCEDURES Design of a policy that will be embodied in the master plan of inspections, dictates of inspection procedures manuals for each type of operators and internal control standards.
For the realization of the proposed objective, it will be drawn from the current inspection scheme, critically assessing its advantages and disadvantages. The targets will then be set, and the Inspection Rules will be reformulated in line with those objectives. Finally the new system will be tested and the necessary changes will be made for further implementation. The Project includes the necessary computer support for the application of the inspection system.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 1-2-1: Design of a system for the realization of comprehensive inspections| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I. Compilation of backgrounds in the agency, in other parts of the country and abroad. | 7 | 9 | Inspection | . | Yes | 1440 | 1 computer | BIRF | |||
| II. Existing background assessment. Design of the methodology to be used. Definition of applicable audit guidelines. Setting goals and action plans. Reforming Inspection Standards. Computer support design and programming. | 10 | 12 | Inspection | . | NO | 4320 | Idem Step 1 | BIRF | |||
| III. Implementation of programmed mechanisms and procedures. Training of Inspection staff. Pilot test and ongoing test of the system. | 13 | 18 | Inspection | . | NO | 1200 | Idem Step 1 | Yes | |||
OBJECTIVE: Develop an internal system of background tracking and actions related to market operators, by which the most significant information of each one is synthesized.
PROCEDURES: The system must allow to capture information of various kinds (internal or external to the SSN), process it and place it in a systematized way such that the situation and evolution of the operator is avoided from its reading. Information from:
1. Balances.
2. Administrative and judicial actions.
3. Statistical data.
4. Journalistic information and other sources.
It should be borne in mind that this system is not a mere database with information about market operators, but it must summarize in accessible form the status and probable future evolution of each market operator. In order to achieve this objective, the existing backgrounds in other similar organisms in function of the Superintendency will be analysed, subsequently defining the content of the system, and proceeding to develop the processing system necessary for the proposed purposes. After a test and adjustment phase of the system, all necessary information will be uploaded for its effective start.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 1-2-2: Design of a system of monitoring and evaluation of insurance market operators| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I Background collection in other parts of the country or abroad. User ID. Definition of the content of the database to be built and of the sources of information. Definition of the products to be obtained. | 19 | 21 | General | All | . | 960 | 1 computer. Technical Assistance Travel | Yes | |||
| II. Development of the processing system. Definition of safety levels in the consultation. Charge of information to the system. | 22 | 27 | General | All | . | 2880 | 1 computer | Yes | |||
| III. System pilot and adjustment. User training. Get going. | 28 | 30 | General | All | . | 1440 | Phase 2 | Yes | |||
OBJECTIVE: To regulate the performance and create a Register of External Auditors and Actuaries, in order to standardize the rules applicable in technical opinions and reports and make controls more efficient.
PROCEDURES: On the basis of the Resolution of the NATIONAL SUPERINTENDANCE No. 25,238 of 19 June 1997 "Normas para Auditors Externos, Actuaries and Professional Reports" the administrative devices necessary to materialize their requirements as regards:
1. Enabling the Registers of Auditors and Actuaries.
2. The assembly of a consultative system on the subject.
3. Effective implementation of the regulations developed.
Subsequently, the operation of the system and its compliance by the companies and the professionals involved will be evaluated.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 1-3-1: Rules of performance and dictation of pure operating standards External Auditors and Actuaries| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I. Implementation of a system of consultation and dissemination of the new regulations. Organization of the Register of Enabling a system of dissemination and consultation. | 1 | 12 | Inspection | . | NO | 1920 | NO | NO | |||
| II. Verification of compliance with the regulations. Results analysis. | 13 | 18 | Inspection | . | NO | 1920 | 1 computer | NO | |||
OBJECTIVE: Establish a system of evaluation of market operators through Private Entities Risk Qualifiers.
PROCEDURES: Regulatory standards and aspects will be analysed and established, with a view to achieving qualifications of the Secure Entities and other market operators, consistent with those existing in other economic sectors of the country, comparable to those in the insurance sector of other countries, and allowing the general public to know a summary concept (the rating) of the companies that are being held in the market.
In order to achieve this objective, the background of the Risk Qualifiers being carried out in the country in other economic sectors will be collected, and the experiences of other countries will also be analysed. These elements raise the standards and rules to be met by the Qualifiers participating in the system, also defining the methodological requirements to be met.
After a period of diffusion of the system (between operators and users of the market), it will be put into effect gradually, with a process of re-feeding and evaluation of the system from the first experiences, until its completion and full validity.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 1-3-2:- Gradually instructing an insurance market operator evaluation system through Risk Qualifying Entities.| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I. Background meeting on Qualifiers, their qualification methods. Check with recognized Qualifiers and Market Operators' Associations. Compilation of experience from other national regulatory bodies in other sectors. | 19 | 21 | General | All | Undersecretary of Banks and Insurance | 960 | . | Yes | |||
| II. Determination of regulations to be met by Risk Qualifiers to be admitted: Definition of generic methodological guidelines: Design of a Register of Qualifiers and Qualifications | 22 | 24 | General | All | Undersecretary of Banks and Insurance | 1440 | 1 computer | Yes | |||
| III. The system is in force. Dissemination of the same in the market. Evaluation of its application. | 25 | 30 | General | All | Undersecretary of Banks and Insurance | 960 | 2 computers | BIRF | |||
OBJECTIVE: Establish rules that promote the simplification and transparency of the procedures for approval of plans and other contractual elements.
PROCEDURES: In order to meet the proposed objective, the experience gained in the application of the different authorization systems used in the Superintendency should be analysed.
1. Adoption of a general nature.
2. Adoption of a particular express character.
3. Tacit approval.
4. Accessions.
Comparison with systems used in other markets will be made and the necessary reforms will be promoted to the existing regulations.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 2-1-1: Elaboration of rules concerning the simplification of procedures for approval of insurance plans and technical-contractual elements| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I. Review of procedures for approval of plans and technical-contractual elements and their results in the light of the experience gained. Analysis of international experience and practice in the field. Comparative study on the rules of approval of other accession contracts in our country (IGJ). | 19 | 22 | Technical | Legal | I.G.J. | 1280 | - | NO | |||
| II. Development of alternative proposals to the current regime. Analysis of feasibility of the same. Choosing the strategies and methodologies necessary for their implementation. | 23 | 28 | Technical | Legal | - | 2880 | - | NO | |||
| III. Development and processing of the proposed policy change that is most appropriate. | 29 | 31 | Technical | Legal | - | 960 | - | NO | |||
| IV. In effect or implementation (if the SSN has the powers or powers for regulatory modification). | 32 | 36 | Technical | Legal | - | 4800 | - | NO | |||
OBJECTIVE: Modify the existing procedure for obtaining the Producer Matrix - Insurance Advisor, decentralizing training and evaluation.
PROCEDURES On the basis of the proposals submitted by universities on the request of the Superintendency, in relation to:
1. Study plans
2. Time extension
3. Evaluation systems
4. Analysis, evaluation and evaluation of those considered favourably.
5. Teaching school.
Conduct the analysis, evaluation and evaluation of proposals that are considered favourable.
The academic audit of the activity carried out by the centres will be carried out.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 2-2-1: Design of the Curriculum and selection you Educational centers for the dictation of Courses for the extension of the Producer's Matrix - Insurance Advisor| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I. Background collection in other parts of the country or abroad. User ID. Definition of the content of the database to be built and of the sources of information. Definition of the products to be obtained. | 19 | 21 | General | All | - | 960 | 1 computer Technical Assistance Trip | Yes | |||
| II. Development of the processing system. Definition of safety levels in the consultation. Charge of information to the system. | 22 | 27 | General | All | - | 2880 | 1 computer | Yes | |||
| III. System pilot and adjustment. User training. Get going. | 28 | 30 | General | All | - | 1440 | Phase 2 | Yes | |||
OBJECTIVE: Ensure the transparency of the regulatory framework of the insurance activity, through the development of a Digest that concentrates all the existing legal norms, and facilitates its consultation and application.
PROCEDURES: In order to avoid overlaps of contradictory rules between itself and to facilitate the market knowledge of the applicable regulations, the elaboration of a Policy Digest has begun. Prior meetings have been held between the areas involved with the objectives of the Digest, with an analysis of the resources and times planned for completion. Work is currently under way on setting targets, sorting tasks according to thematic issues, including the development and management of Act No. 17.418. Act No. 22,400, Insurance, etc.
Under this project, activities are proposed in two major areas:
1. Completion of the analysis and compatibility of the issues that still remain to be addressed, with a comprehensive review of the whole Digest foreseeing its completion.
2. Analysis of the various alternative or complementary forms to make the Digest known or disseminated.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 2-3-1: Elaboration of a Standard Digest| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I. Implementation of a system of attention to the new regulations. Organization of the Register of Enabling a system of dissemination and consultation. | 1 | 12 | Inspection | - | NO | 1920 | NO | NO | |||
| II. Verification of compliance with the regulations. Results analysis. | 13 | 18 | Inspection | - | NO | 1920 | 1 computer | NO | |||
To this end, the existing backgrounds will be compiled in other agencies with functions similar to the NSS, and the Digest will be categorized thematically in order to be able to deal with their computerization.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 2-3-2:Development of a system for the permanent updating of the Digest Regulations and the quick consultation of its content| Home Months | Involved management | ||||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |
| I Definition of the products to be obtained and of the system to be used | 14 | 16 | Studies | All | NO | 1440 | NO | NO | |
| II Definition of responsibilities in updating the Digest Normative and determination of the recourse to use. Identification of internal communication mechanisms to keep the Digest Policy permanently updated. Background studies and experiences in the agency and other entities. Definition of the adopted option and development of the systems to be used. | 17 | 20 | Studies | All | NO | 1280 | 1 Computer | NO | |
| III System test designed. Definition of the media to use and how the modifications that are incorporated in the future will be communicated to users. | 21 | 24 | General | All | NO | 1280 | Phase 2 | NO | |
Initially conducting a background analysis in other agencies, the necessary decisions will be taken to meet the proposed objective.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 2 - 4 - 1: Development of a system that allows the semiautomatic elaboration of the annual report and its diffusion by means of informatic supports| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I Compilation and analysis of existing backgrounds in agencies and other entities and companies. Particular consideration of the experience of other regulatory bodies in the country and abroad | 7 | 8 | Studies | All | NO | 640 | 1 Computer | Yes | |||
| II Content design of the new Annual Report incorporating a chapter for the SSN, Computer System Design from which it will be edited. Analysis of the feasibility of presenting Quarterly Memories. | 9 | 12 | Studies | All | NO | 1920 | Phase 1 | Yes | |||
| III Dissemination of the new version of the Annual Report. Analysis of the experience and achievements of dissemination for the review of the procedure. | 13 | 18 | Studies | All | NO | 1920 | Phase 1 | Yes | |||
PROCEDURES: By Article No. 6 of Decree No. 928/96, the Superintendence of National Insurance is obliged to convene a public hearing, at least once a year, in order to publicize the results of economic-financial management and to outline the outstanding aspects of the Annual Report. The outline of the balance sheets and the account of the report should be analysed, so that it is interpreted by all users. At the same time, the different alternative forms of diffusion and advertising of all aspects considered to be of importance were analyzed for the insurance market.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 2-4-2: Elaboration of a program of dissemination and advertising of the Superintendency and the Secure Sector| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I Analysis of the background in the body and experiences carried out by other entities with control, regulation and monitoring. Identification of recipients. | 14 | 16 | Studies | All | Press and Dissemination Secretariat | 720 | NO | Yes | |||
| II Setting criteria for determining the facts and acts to be disseminated and the internal units responsible for doing so. Evaluation and analysis through which the events of interest will be made known. Determining the dissemination of periodic activities (monthly, quarterly, yearly, etc. | 17 | 19 | Studies | All | Press and Dissemination Secretariat | 960 | 1 Computer | Yes | |||
| III Proof period of dissemination and advertising policy. Evaluation of their results at various target levels | 20 | 24 | Studies | All | Press and Dissemination Secretary | 1200 | Phase 2 | Yes | |||
1 Systematization of the data of those users who arrive, call or communicate in some way with the Superintendence Register of cases that use other legal or formal ways of reporting or communicating insurance issues (Consumer Associations). Ombudsman, national, provincial or municipal entities of commerce, etc.)
2. Direct consultation with real or potential users of the Superintendency (insured individuals or companies) Within a comprehensive interlocking programme combining several projects, it is proposed:
(b) Definition of users.
(c) Definition of the methods of obtaining the information (Registration plants, Forms, etc.)
(d) Design of user needs surveys.
(e) Design of the required computer systems for the entry, processing and recovery of information.
(f) Start the system.
(g) Definition and characterization of the different types of users and the problems they face.
(h) Segmentation of user care according to the characteristics of each group.
1) Evaluation of its results
PROGRAMME OF ACTIVITIES AND RESOURCES 3 - 1 - 1: Development of a detection and characterization system of the various types of user and the most frequent problems they face| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I Analysis of the background and experiences of the country and abroad. Definition of supposed potential users. Analysis of the reasons for which they establish or not counted. Definition of the methods of obtaining the information (Registration plants, Forms, etc.) | 14 | 17 | General | All | INAP | 960 | 1 Computer | NO | |||
| II Test the methods designed. Systems Design Information . | 18 | 20 | General | Studies | NO | 960 | Idem Step 1 | NO | |||
| III Start and update the system. Definition and characterization of the different types of users and the problems they face. Segmentation of user care according to the characteristics of each group and setting priorities for its resolution. | 21 | 25 | General | All | NO | 2400 | Idem Step 1 | NO | |||
Within a comprehensive interlocking programme, it is proposed:
1. Background collection in other entities of the country and abroad.
2. Evaluate existing technological alternatives for the implementation of activities and the determination of implementation costs.
3. Organization of working groups to resolve complaints and complaints immediately.
4. Prepare an agile system of reception and communication with users explaining the different ways in which you can access the consultations of the various products offered by the SSN.
5. Specific training of staff who will serve users, in the techniques to be used.
6. Evaluation of your results.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 3 - 1 - 2: Development of a coordinated and computerized system of user care| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| II Definition of the means and products to be disposed for the tension of users. Analysis of existing technological alternatives for computerized user care (according to a background in the country and/or abroad), considering: telephony, plant computers, Internet, editions (on paper, diskette, CD, etc.) | 23 | 23 | General | All | INAP | 960 | NO | Yes | |||
| II Selection of technological systems to be used. Design of the required computer systems. Preparation of areas of public care. Design of query and claim care systems. Staff training on new technologies to be used to provide information and serve users. | 26 | 32 | General | All | NO | 4480 | 1 Computer | Yes | |||
| III Launch and test of systems | 33 | 34 | General | All | NO | 640 | 2 Computers | Yes | |||
Within a comprehensive programme of work, it is proposed:
1. Background collection in other entities of the country and abroad.
2. Products offered by the SSN. Plan within the SSN the objectives and scope of the PMC.
3. Make the SSN staff aware of the reasons and virtues of the new dissemination plan.
4. Launch training courses.
5. Receive suggestions and discuss projects within Action 3.
6. Prepare the staff who will be in charge of the outreach campaign.
7. Determine the ways in which the functions of the SSN and the means to be used are published.
8. Organization of working groups to resolve complaints and complaints immediately.
9. Prepare leaflets and other forms of communication with users.
10. Dissemination and start of campaigns.
11. Evaluation of your results.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 3-1-3: Implementation of a Continuous Improvement Process (PMC )| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I Internal planing of the objectives and scope of the PMC. Programme activities and resources to be used. Definition of the roles of each Management. Fixing a strategy for the diffusion / internal awareness of the PMC. Detection of Training Centres and/or User Care Advice. | 16 | 21 | General | All | INAP | 2880 | NO | Yes | |||
| II Preparation of Staff Training Programs, according to categories and type of user care. Organization of Internal Workshops to publicize the courses ( objectives, contents, etc.). Reception of suggestions and discussion of the project. | 22 | 25 | General | All | INAP and Private Training Centres | 2400 | NO | Yes | |||
| III Implementation of programmed mechanisms and procedures. Conduct of training. Results assessment. | 26 | 32 | General | All | INAP and Private Training Centres | 2880 | NO | Yes | |||
Within a comprehensive interlocking program:
1. Detect media
2. Defining aspects to disseminate
3. Connection with Consumer Defense Associations, NGOs, Public Trade Organization, Educational Entities at different levels.
4. Campaign Instrumentation.
5. Plan within the SSN the objectives and scope of the PMC.
6. Define a timeline and resources for all Action 3 projects.
7. Define the role to be played by each of the Managements in each project.
8. Background collection in other entities of the country and abroad.
9. Prepare the staff who will be in charge of the outreach campaign.
10. Determine the ways in which the functions of the SSN and the means to be used will be published.
I. Evaluate existing alternatives for the start-up of activities, and determination of implementation costs.
12. Definition of alternatives to adopt. :
13. Prepare pamphlets and other forms of communication with users explaining the different ways in which consultations of the various, products offered by the SSN can be accessed.
14. Make the SSN staff aware of the reasons and virtues of the new dissemination plan.
15. Dissemination and start of campaigns.
16. Results assessment.
| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I Collection of Backgrounds of other entities in the country and abroad. Detect media to use. Definition of aspects to disseminate | 18 | 20 | General | All | Consumers League, Ombudsman | 720 | - | Yes | |||
| II Connecting with users and disseminating the functions of the Superintendence. | 21 | 24 | General | - | Consumers League, Ombudsman | 960 | - | Yes | |||
| III Increase in the measures considered for the campaign. Evaluation of your results. | 25 | 32 | General | Studies | Consumers League, Ombudsman | 1920 | - | Yes | |||
1. Collection and evaluation of precedences in the agency and other entities of the country and abroad (INDEC etc.)
2. Definition of a priority order of surveys to be carried out according to needs, setting a timetable for each survey.
3. Worked on the survey plan.
4. Determination of population strata to surveys (ages, activity. geographical location etc.)
5. Definition of the characteristics of the polls to be performed (sample size, precision and confidence levels, sample design type).
6. Performing sample designs of each type of survey defined.
7. Projection of the resources and costs required by the survey programme.
8. Analysis of the staff with which each survey was conducted (plant staff, external consultants, in agreement with other entities, etc.)
9. Training of a working group to follow up on the Project through regular meetings to analyse progress.
10. Design of loading, processing and information recovery systems.
11. Definition of the content of statistical reports to be made.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 3-2-1: Design of batteries of opinion polls.| . | Home Months | Involved management | . | . | . | |||
| Stages/Activities | Initiation | Termi-nation | Respect for primary health | Participation | Other Entities | Amount Hours/Man | Technical resources | External Counseling |
| I. Background collection in the agency, in other entities of the country and abroad. Definition of a polling schedule. Projection of resources and costs required by the survey programme to individuals and companies | 13 | 14 | Studies | All | INDEC etc. | 960 | - | Yes |
| II. Determination of population strata (for people), and activities (for businesses), geographical distribution of the population and/or companies to survey, etc. Definition of the polls to be performed (sample size, precision and confidence levels, sample design type). System design of loading, processing, recovery and statistical calculations. Conduct of the survey plan and sample designs of each type of survey. | 15 | 20 | Studies | All | INDEC etc. | 2880 | 1 Computer | Yes |
| III. Results assessment. | 21 | 30 | Studies | All | INDEC etc. | 12800 | Phase 2 | Yes |
1. Targets and policies
2. Functionality and internal organization of the administration of computer resources.
3. Processes involved.
4. Chronogram / Development in time.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 4-1-1: Development of the Policy and Direct Plan of Information System| . | Home Months | Involved management | . | . | . | |||
| Stages/Activities | Initiation | Termi-nation | Respect for primary health | Participation | Other Entities | Amount Hours/Man | Technical resources | External Counseling |
| I. Evaluation of the Agency ' s background and compilation of experiences in other similar institutions. Definition of guidelines and criteria to be followed at the strategic level of the SSN. | 9 | 15 | Studies | All | NO | 960 | NO | Yes |
| II. Policy design and Information Systems Direct Plan. | 16 | 19 | Studies | All | NO | 1280 | NO | Yes |
1. It will take as its starting point the existing Network in the Superintendence, proposing the gradual changes and improvements to be made.
2. The IBS will follow the guidelines and standards of "distributed processing" and "client/server" computing systems.
Based on a Network with state-of-the-art technology will facilitate internal and external communication.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 4-2-1: Development of a system that coordinates the various existing computer subsystems and/or develops in the Agency.| . | Home Months | Involved management | . | . | . | |||
| Stages/Activities | Initiation | Termi-nation | Respect for primary health | Participation | Other Entities | Amount Hours/Man | Technical resources | External Counseling |
| I. Existing background compilation regarding the Network in use of the Superintendency. | 12 | 15 | General | All | NO | 2560 | 2 Computers | BIRF |
| II. Design of the general guidelines that will govern the development of IBS. Compilation of existing Subsystems in the organism (methods, structures and languages used, magnitude of the files and bases they use, etc.). Compatibility of the classifications included in them. Establishment of access and security levels among users. Expectations about new Subsystems to be available in the future by area. | 16 | 23 | General | All | NO | 7680 | 1 Computer | Yes |
| III. IBS development, and subsystems per area | 24 | 39 | General | All | NO | 25600 | Phase 1 | Yes |
1. Consider the resources in existing equipment in the Superintendence and the processing systems acquired or developed.
2. Conduct a study on the most modern technologies that are available in the next three years.
3. Propose a program and equipment service according to the Direct Plan.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 4-3-1: Study of resources in equipment ("hardware") and development of services ("software"), necessary to provide the body with the elements required for the operation of the Integrated Information System| . | Home Months | Involved management | . | . | . | |||
| Stages/Activities | Initiation | Termi-nation | Respect for primary health | Participation | Other Entities | Amount Hours/Man | Technical resources | External Counseling |
| I. Compilation of existing backgrounds relating to equipment in use in the agency. Internal analysis to determine the needs of new equipment or modifications to existing ones. | 19 | 20 | General | All | SIGEN Secretariat Public service | 640 | NO | Yes |
| II. Propose a program of equipment and technological update. | 21 | 27 | General | All | SIGEN Secretariat Public service | 2240 | 1 Computer | Yes |
| III. Implementation of the procurement plan. | 28 | 39 | General | All | SIGEN Secretariat Public service | 3840 | Phase 1 | Yes |
| . | Home Months | Involved management | . | . | . | |||
| Stages/Activities | Initiation | Termi-nation | Respect for primary health | Participation | Other Entities | Amount Hours/Man | Technical resources | External Counseling |
| I. Consultations and analysis of similar systems existing in the country and abroad. | 21 | 24 | General | All | NO | 1280 | - | Yes |
| II. Definition of the decisional model, variables, participants, relationships, critical values, etc. Development of computer support for model management. | 25 | 30 | General | All | NO | 2880 | - | Yes |
| III. Getting a "Table Command" for decision-making. System test. Evaluation and adjustment. | 31 | 36 | General | All | NO | 2880 | - | Yes |
For the realization of the proposed objective, the liquidation scheme currently in force will be departing, critically assessing its advantages and disadvantages. The targets will then be set, and the Liquidation Rules will be reformulated in line with those objectives. Finally the new system will be tested and the necessary changes will be made for further implementation. The Project includes the necessary computer support for the application of the liquidation system.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 5-1-1: Development and implementation of a Master Plan for the Management of Settlements of Secured Entities and a Manual of Liquidation Procedures.| . | Home Months | Involved management | . | . | . | |||
| Stages/Activities | Initiation | Termi-nation | Respect for primary health | Participation | Other Entities | Amount Hours/Man | Technical resources | External Counseling |
| I. Relevant current status of liquidated entities. Definition of objectives. | 10 | 13 | Legal | Inspection | Judiciary | 1280 | 1 Computer | Yes |
| II. Design, projections and quantification of targets and resources. Preparation of the Master Plan. | 14 | 18 | Legal | Inspection | Judiciary | 2400 | Idem stage 1 | Yes |
| III. Analysis and homogenization of internal procedures to systematize. Preparation of the Procedures Manual. | 19 | 22 | Legal | Inspection | Judiciary | 1920 | Idem stage 1 | Yes |
| . | Home Months | Involved management | . | . | . | |||
| Stages/Activities | Initiation | Termi-nation | Respect for primary health | Participation | Other Entities | Amount Hours/Man | Technical resources | External Counseling |
| I. Relevance of the universe of judgments. Determination of the types of court cases to third. | 14 | 18 | Legal | - | - | 1200 | 1 Computer | Yes |
| II. Design of controls to exercise on the causes of legal studies. Audit. | 19 | 21 | Legal | Internal audit | - | 960 | Idem stage 1 | Yes |
| III. Determination of bases and conditions of the call for legal studies for the care of cases. Called for a contest. Definition. | 22 | 25 | Legal | General Audit | - | 1280 | Idem stage 1 | Yes |
1. The financial status of the agency.
2. The Transformation Plan, which will achieve the defined management model.
The costs of transformational actions and the establishment of the agency will be assessed in order to streamline the allocation of resources.
PROGRAMME OF ACTIVITIES AND RESOURCES PROJECT 6-1-1: Reform the agency's budget equations.| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Initiation | Termi-nation | Respect for primary health | Participation | Other Entities | Amount Hours/Man | Technical resources | External Counseling | |||
| I. Analysis of the allocation of current budgetary resources. Replantation of the project. | 11 | 15 | General | Administrative | Chief of Cabinet of Ministers Ministry of Finance | 1600 | 1 Computer | - | |||
| II. Valuation of processes within the framework of the Transformation Plan. Definition of alternative / complementary sources of funding. | 16 | 18 | General | Administrative | Chief of Cabinet of Ministers Ministry of Finance | 960 | Idem stage 1 | - | |||
| III. Valuation of routine processes within the definitive management model. Definition of complementary sources of resources. | 19 | 24 | General | Administrative | Chief of Cabinet of Ministers Ministry of Finance | 1920 | Idem stage 1 | - | |||
| Stages/Activities | Initiation | Termi-nation | Respect for primary health | Participation | Other Entities | Amount Hours/Man | Technical resources | External Counseling |
| I. National and international background collection. Definition of resource management guidelines. | 7 | 12 | General | Legal Administrative | Chief of Cabinet of Ministers Ministry of Finance | 1920 | - | BIRF |
| II. Draft rule. Preparation of the necessary and conventional legal material. | 13 | 15 | General | Legal Administrative | Chief of Cabinet of Ministers Ministry of Finance | 960 | - | Yes |
| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I. Definition of management indicators for transformation and substantive transition. I.b. Definition of the Directory of Staff Competitions, in line with the proposed management model. | 1 | 3 | General | Administrative | Chief of Cabinet of Ministers Ministry of Finance | 1668 | 1 Computer | Yes | |||
| II. Development of the human resources management proposal. | 4 | 5 | General | Administrative | Chief of Cabinet of Ministers Ministry of Finance | 1120 | Idem Step 1 | Yes | |||
| III. Current system migration plan to the proposed and implemented | 6 | 8 | General | Administrative | Chief of Cabinet of Ministers Ministry of Finance | 1668 | Idem Step I | Yes | |||
| . | Home Months | Involved management | . | . | . | ||||||
| Stages/Activities | Start tion | Finish tion | Primary responsibility | Participation | Other Entities | Amount Hours/Man | Technical resources | External advice | |||
| I. Detection of staff educational deficit and potential | 9 | 12 | General | All | Secretariat Public Service Universities | 1280 | - | Yes | |||
| II. Detection of needs in the subject to training. Render map identification | 13 | 14 | General | All | Secretariat Public Service Universities | 640 | - | Yes | |||
| III. Definition of training programmes and conditions. Programme implementation. Academic audit. | 15 | 38 | General | All | Secretariat Public Service Universities | 23040 | - | Yes | |||
Annex II-a
Annex II-b
PRIMARY RESPONSIBILITY AND ACTIONS
GENERALPRIMARY RESPONSIBILITY
To exercise the overall management of the Agency in all the functions assigned to it by the laws in force.
ACTION
1. Collaborate in the implementation of the strategic planning of the organization, informing the National Insurance Superintendent about the strategic decisions and performance of the organization as a whole.
2. Coordinate and evaluate the activities of the management areas in respect of the fulfilment of the tasks of these areas and in accordance with the recommendations of the control bodies provided for in Act No. 24.156.
3. Coordinate the resources necessary to achieve the objectives set, assisting the National Insurance Superintendent in the design of the Agency ' s budget policy.
4. Centralize and maintain aquatized information on the progress of management of the Agency.
5. Supervising improvement programs in the quality of care to the insured.
6. To propose and implement the Agency ' s public and institutional relations and outreach programmes.
7. Understand the Agency ' s computer resources, coordinating its equipment, maintenance and employment in accordance with the standards established by the competent agencies of the National Public Sector.
8. Collaborate in the definition and supervise the economic accounting plan - financial, heritage of the distribution.
9. To propose and implement the Agency ' s human resources policy, in response to its training and development.
10. Assist in the administration of the reserve fund of the Labour Risks Act in accordance with article 34, paragraph II, of the said Act and design the investment plan thereof.
11. To act in replacement of the Superintendent of Insurance of the Nation by assuming the responsibilities inherent in the position, in the face of a temporary absence or a vacation of the latter.
12. Coordinate the activities of care to the beneficiary, monitoring the implementation of measures that tend to improve the care of the user, and all that goes on to receive complaints and complaints.
SUBGERENCE OF ADMINISTRATIONACTION
1. Collaborate in the preparation of the proposed budget, its programming and implementation control.
2. To effect registrations provided by the Financial Administration and National Public Sector Control Systems Act.
3. Collaborate in the administration and control of resources linked to the Agency ' s economic, financial and property management.
4. Intervene in the implementation of labour regimes relevant to the staff of the Organization, selection of staff, training and evaluation of performance.
5. Diligence the documentation that enters and egresses the Superintendency, protocolizing and archiving the administrative acts that it generates.
6. To have the checks corresponding to the Uniform Rate and the Collective Insurance of Obligatory Life.
7. Collaborate in the administration of the Reserve Fund of the Labour Risks Act in accordance with article 34, paragraph 11 of the Act and implement the investment plan of the Act.
8. Intervene in procedures for the sale of goods, location of services or works and property control.
UNITY OF ATTENTION TO THE BENEFITSACTION
1. Address the inquiries made by insurance users regarding the situation of insurance companies in relation to solvency, results, property, sinisterness, etc.
2. Attend and derive specific consultations on technical insurance topics (legal, methodological aspects, etc.).
3. Organize information dissemination systems to users, both through mass media and through direct contacts.
4. Keep up-to-date the usual consultation information on the part of the general public, sector entities, media, etc.
5. Receive complaints and complaints from users and the general public. regarding both the management of the agency and the services provided by the operators of the insurance sector (entities. producers, etc.).
6. Collect the data that characterizes those who consult, make claims or communicate with the Superintendency for any reason whatsoever.
7. To conclude agreements with representative entities of consumers, in those aspects linked to the insurer.
8. To advise the General Manager on all aspects of existing consumer protection legislation.
PRIMARY RESPONSIBLE AND ACTIONS
INTISRNA AUDITORYRESPONSABIUDAD PRIMARIA
Assess the activities carried out in the NATIONAL FOLLOW-UP within the framework of the provisions contained in Act No. 24.156 and complementary standards, using the integrated and integrated approach to ensure the continued optimization of the levels of efficiency, efficiency and economy in the management of the Agency.
ACTION
1. Develop the Annual Plan of Auditory and refer it to the General SINDICATURA OF NATION for discussion and approval.
2. To assess the reasonable compliance of the policies, plans and procedures established by the High Authority.
3. Review and fully evaluate the actions and implementation of operational, accounting, financial and legal controls.
4. Verify whether the operations are carried out and the income is received in accordance with applicable legal and accounting standards and the corresponding budgetary levels.
5. Produce audit reports on the activities developed and, where appropriate, make appropriate observations and recommendations.
6. To advise on the determination of the rules and procedures of the internal control system.
7. Precise the reasonableness of the asset registration and the safeguard measures adopted for their protection.
8. Follow up on recommendations and observations made.
9. Remit a copy of the audit reports to the General SINDICATURA OF NATION.
PRIMARY RESPONSIBILITY AND ACTIONS
JURIDIC GERENCEPRIMARY RESPONSIBILITY
Dictamine the issues that are taken up in the Agency in order to bring them into line with the existing regulations, exercising the control of Juridicity of the administrative acts of a particular and general nature that the Agency issues, as well as the legal advice and representation and legal sponsorship of the NATIONAL ASSESSMENT to the judicial courts.
ACTION
1. To exercise the legal advice and to assume the legal representation and sponsorship of the SUPERINTENDENCIA DE SEGUROS DE LA NATION, and to intervene in the evaluation, improvement and precision of the legal structure - regulations of the insurance and reassurance activity.
2. Dictamine legal issues in the Agency.
3. Act as a whistleblower and/or a plaintiff when the commission of acts that may constitute offences is verified, represent the Agency as an actor or when it is sued or cited in any character before the judicial courts, and understand in the orders of search warrants and precautionary measures in accordance with the relevant legal rules.
4. Intervene in the process of constitution and authorization to operate new entities or insurers and/or reassurers.
5. To exercise the legal control of the insurance and/or reinsurance activity, producer regime - insurance advisors, reinsurance and intermediaries in reassurances, making the substance of all acts to which it took place.
6. Intervene in the proceedings to give rise to the observations and/or challenges made by the NATIONAL SUPERINTENDANCE, prior to the final resolution, by substantiating the application of the sanction regime established by the respective laws, and making the relevant registrations.
7. To carry the Registers of Insurance and Insurance Entities, Register of Producers, Register of Shareholders, Register of Personal Backgrounds of Management Organs. Control and Representatives and Officials of the Insurance and Insurance Entities; Registry of External Auditors and Actuaries of Insurance Entities: Register of Sanctions to Insurance, Insurance and Producers Entities, Register of Professionals deauthorized to act before the SUPERINTENDENCE OF NATION FOLLOWERS; Registration of Insurance and Insurance Entities.
8. Designate the technical consultants in the judicial cases in which the NATIONAL ASSESSMENT should be intervened.
9. Instruction of summary proceedings to Agency staff.
10. Evacuate consultations on the adequacy of producer company contracts to the provisions of the respective legal regime.
11. To assume the liquidation of the Secure Entities in cases where the existing legislation provides for it and to carry out the control of voluntary liquidations of the Secured Entities.
12. Participate jointly with the Technical Management in the design of the contents of the curriculum contents and the minimum requirements for training of future producers - insurance advisors.
SUBGERENCE OF LEGAL CONTROL OF ASSISTERS AND PRODUCTORSACTION
1. To exercise the legal control of the insurance activity in terms of the operation and of the insurance insurance insurance and producers, in particular in the aspects related to the minimum capitals and economic capacity - financial of the company, promoting the actions verified for the non-compliance of the current regulations and instructing in their case the relevant administrative summaries and promoting the corrective, precautionary and disciplinary measures to be taken.
2. Dictamine and perform the legal framework of the operations carried out by the insurance companies, in accordance with the legal and regulatory requirements.
3. To exercise legal control over the performance of the functions of the producers - insurance advisers, as well as of the organizations and companies of producers - insurance advisers, and to instruct administrative summaries in the alleged breaches of the applicable regulations, as well as in respect of natural and/or legal persons who exercise as producers - insurance advisers without being registered.
4. Intervene in the proceedings relating to the constitutive acts and approval of social statutes of the insurers, conformity of statutory reforms and approval of increase of capital, transfer of portfolio; authorization to merge or excision of existing insurers, and authorization or closure of branches and agencies in the country or abroad.
5. Fiscalize the documentation that implements the holding of the assemblies of the insurance companies.
6. Study and dictate the legal aspects of insurance contracts when required by the Technical Management.
SUBJECT OF CONTENCERN, SUMARIES AND REGISTRATION
ACTION
1. Representing and sponsoring the Agency in the cases and prosecutions in which it must intervene, articulating the relevant criminal complaints.
2. Dictamine the legal issues that correspond to the Basic Legal Regime of the Public and Internal Function of the Agency, promoting, where appropriate, the judicial and/or administrative proceedings to be promoted.
3. Understand the claims made by the insured against the non-observance of contractual obligations by the insurers.
4. Attend and evacuate proceedings by judicial offices and cédules and deal with proceedings that are promoted for violation of the advertising regime.
5. Diligence of embargoes and inhibitions of property to relevant registries and public or private institutions. and make requests for reports to such institutions.
6. To compile, analyse and classify in matter the opinions of management and jurisprudence, judicial and administrative in the branches of the law of insurance, corporate and administrative, and to develop and update the computer database - legal of management in order to the legislation, jurisprudence, doctrine and opinions of the PROCURATION OF THE TESORO OF NATION.
7. Carrying the Agency's Judgment Register, informing them through magnetic support to the NATIONAL THIRD PROCURATION.
8. Carry out the registers of insurance and reassurance entities; of producers; of shareholders; of personal background of Organs of Administration, Control and Representatives and Officials of the Insurance and Insurance Entities, of External Auditors and Actuaries of Insurance Entities; of sanctions to Entities of Insurance, Insurance and Producers; of unauthorised professionals to act with the Agency; of domiciles.
SUBGERENCE OF LIQUIDATIONSACTION
1. To assume the forcible judicial liquidation of the insurers when the revocation by the control authority had acquired firmness, or the competent ordinary judge. at the request of the creditor, it had declared it, in accordance with the law No. 20.091 and the rules of commercial bankruptcy.
2. Form a database of doctrine and case law applicable to liquidating processes.
3. Unify the application of criteria for similar cases in liquidating processes.
4. Address consultations and complaints concerning liquidated entities.
5. Provide technical support to the members of the liquidating commissions through the development of internal procedures standards.
6. Regularly require the liquidating commissions to report on the progress of the liquidating process, in order to carry out the analysis and control of the liquidating processes.
7. Take the intervention that rewards him with respect to the judicial offices and cédullas entered the Subgerence.
8. Fiscalize voluntary liquidations by applying the corresponding control rules.
9. Participate in the development of technical standards related to the liquidating process.
10. Requiring, where appropriate, the conversion of a voluntary liquidation into forced liquidation before the judicial authorities.
11. Request, where appropriate, advances of expenditures necessary to meet the erogations of liquidating processes and to account for such funds.
PRIMARY RESPONSIBILITY AND ACTIONS
STUDIENCERESPONSABIUDAD PRIMARIA
To carry out the economic, financial and statistical studies of the Entities, requiring them the necessary information to describe the situation of the market and the characteristics of its evolution, processing the data and disseminating the results.
ACTION
1. Requiring from insurers statistical, economic and financial information aimed at generating and updating a database for general use of NATIONAL ASSESSMENT.
2. Process the information collected, developing results to describe the situation of the insurer market, calculate indicators of its status and prospects, and perform inferences on its possible evolution.
3. Intervene in the development of the technical standards for the assessment of the economic - financial situation of the Secure Entities.
4. Regularly carry out the economic - financial and statistical evaluation of the processed information, describing indicators relating to the sinisterness, solvency, profitability, level of expenditure. assignment and other relevant aspects of the management of entities aimed at the realization of preventive controls.
5. Link the statistical information generated in the insurance market, with that from other economic and social sectors.
6. To request other managements, when it deems appropriate, to verify the information presented by the entities.
7. Collaborate in the dissemination of studies and analyses, and the Information processed in descriptive, inferential form or through indicators.
8. Conduct periodic reports and publications with the information processed by the Agency and develop special studies and surveys on topics of interest.
9. Design the Agency ' s bibliotech documentation policy, coordinating the acquisition, classification, systematization, recovery and dissemination of insurance-related documents and publications and related topics.
10. To represent the Agency within the National Statistical System (S.E.N.) that coordinates the NATIONAL INSTITUTE OF STATISTICS AND CENSES (I.N.D.E.C.) according to Law No. 17.622 and its amendment.
EVALUATION SUBGERENCE AND ECONOMIC STUDIESACTION
1. Coordinate the economic assessment - finance and statistics to be carried out periodically by the Management, defining and calculating indicators regarding sinisterness. solvency, profitability, expenditure level, assignment and other relevant aspects of the management of the entities.
2. Propose and coordinate the conduct of special or timely studies on the insurance market and related sectors.
3. Collaborate in the dissemination of the studies and analyses carried out, in the evaluation of the quality of the content of the publications, and specifically in the preparation and publication of the annual report of the NATIONAL SUBMISSION.
4. Assist the Manager in the development of the technical standards for the evaluation of the economic - financial situation of the Secure Entities.
5. Perform the analysis of the balance sheet information sent by the Secure Entities, developing the corresponding economic - financial indicators.
6. Participate in the development of technical norms related to the modalities of exposure and presentation of balances in Secure Entities.
7. Provide the necessary accounting and statistical information for the development of the Entities and insurance agents inspection plan.
SUBMISSION OF INFORMATION AND STATISTIC STATISTIC STUDIESACTION
1. Supervising compliance by the Entities for the provision of statistical, economic and financial information required by the Management.
2. Coordinate the processing of the collected information, the development of results and the calculation of the defined indicators to measure the state and evolution of the insurance market.
3. Control compliance with the deadlines for the dissemination of the periodicals generated by the Management.
4. Collaborate on activities related to the Agency ' s area of literature documentation.
5. Participate in the development of technical standards to be used for the collection of information and evaluation of Entities.
6. Coordinate the conduct of special studies and surveys on components of the insurance market.
PRIMARY RESPONSIBILITY AND ACTIONS
TECHNICAL GERENCEPRIMARY RESPONSIBILITY
Authorize the entities provided for in the current legislation to operate in insurance and reassurance and in the different branches and plans and in the evaluation of technical and contractual elements. Carry out the Records of Corridors of Reassurances and Authorizations of Branches, Plans, Clauses and Technical Elements.
ACTION
1. Project the authorization rule to operate in insurance and reassurance in the different branches plans as well as in the evaluation of technical contractual elements, monitoring their "in situ" verification and requesting, where necessary, the collaboration of the Inspection Management.
2. Supervising the Register of Reassurance Corridors and Authorizations.
3. Develop general rules in the technical - contractual, tariff and reinsurance regimens.
4. Verify that the full and retention limits respond to the technically established parameters in the regulations, evaluating their relationship with exposure and catastrophic risks per entity.
5. Supervising tasks related to actuarial technique (financial, statistical and biometric).
6 Analyze or reject the sufficiency of the premiums of each Secure Entity.
7. Monitoring the acquisition of risk rates and other technical indicators.
8. To take the relevant action with regard to the evacuation of consultations, complaints and judicial offices.
9. Participate jointly with the Legal Management in the design of the contents of the curriculum and the minimum requirements for training of future producers - insurance advisors.
10. Verify the adjustment to existing standards in the work of the actuaries that produce opinions in Entities, informing the Legal Administration of non-compliance.
TECHNICAL-PERSONAL SUBGERANCEACTION
1. Project the regulation of authorization to operate from new insurance companies.
2. To study the different technical - contractual elements of the personal bouquets in their charge that submit to the authorization of the Agency, analyzing "in situ" the observance of the approved elements to each entity, requesting, when necessary, the elaboration of the inspection management.
3. Evaluate and dictate in the study for the determination of the full, retention limits and its calculation method for the personal bouquets.
4. Implement tasks related to actuarial technique, financial calculation. statistics and the calculation of probability in their application to personal insurance operations.
5. Develop and propose rules on the calculation of pure premiums, constitution and calculation of mathematical reserves, guaranteed values and loans to insured persons.
6. Evaluate and dictate about the tax sufficiency of the entities in the branches in their charge.
7 Intervene in the processing of portfolio assignments for insurance.
8. Conduct studies that demand the diligence of consultations and complaints made by the insurers, Official and Private Agencies, the insurers and insurers, in relation to the performance of the technical - contractual conditions authorized.
9. Carrying out the registration of the Collective Obligatory Life Insurance (Decree No. 1567 of 20 November 1974 - Resolution of the SUPERINTENDENCE OF NATIONAL ASSESSMENT No. 11.945 of 20 December 1974).
l0. Intervene meetings of the technical commissions on the branches in their office by assessing the technical feasibility of the electors of the establishment of new coverages or modification of the existing ones.
11. Analyze and project general rules in the technical order - contractual, tariff and reserve and investment regimes.
TECHNICAL SUBGERANCE PATRIMONIAL AND REASEGURSACTION
1. Project the authorization rule for the operation of new insurance companies, in property insurance.
2. To study the various technical - contractual elements of the property branches in your office, requesting when necessary the collaboration of the Inspectorate.
3. Dictamine the sufficiency rate it by entity of all the patrimony branches in its charge, in order to propose its authorization or rejection.
4. Analyze and project general rules in the technical order - contractual, tariff and reserve regimes.
5. Verify "in situ" compliance by the Secure Entities, the technical - contractual elements and tariffs approved by the Agency, requesting when necessary the collaboration of the Inspection Management.
6. Intervene in meetings of the technical commissions on the branches in their office by assessing the technical feasibility for the purpose of establishing new coverages or modification of existing ones.
7. Carrying the Authorization Registry, d Special Registry of Commercial Insurance massively.
8. Conduct studies that demand the diligence of consultations and complaints made by the insurers, Official and Private Agencies, the insurers and insurers, in relation to the fulfilment of the technical - contractual conditions authorized and the insurance coverage.
9. Analyze and dictate on the constituent elements of the Reasure Entities whose authorization to operate is requested.
10. Project the authorization rule to operate, of reinsurance entities and reinsurance corridors.
11. Dictamine on the retention and structure of regressions by entity and perform the "on-site" verification, requesting the collaboration of the Inspection Management as necessary.
12. Carry out the Reassurance Corridor Register.
13. Analyze and project general rules regarding reinsurance.
14. Study and dictate about exposure to catastrophic risks and their relationship with the retention of each entity.
15. Relevant and process statistical data on property insurance in order to develop portfolio and sinister profiles.
16. Verify "in situ" the consistency and accuracy of the information sent by the insurers, requesting when necessary the collaboration of the Inspectorate.
17. Develop benchmarks and other indicators for publication purposes.
PRIMARY RESPONSIBILITY AND ACTIONS
GERENCE OF INSPECTIONPRIMARY RESPONSIBILITY
To carry out the tasks of "in situ" control and evaluation of the economic situation - financial of the Entities Insurance and Re-insurers and verification of the operator of producers - insurance advisors.
ACTION
1. Completely carry out the inspections carried out by the controlled entities, carrying out the analysis of the economic, property and financial situation that register them.
2. Supervising the compliance of the technical relations required to the Entities of Insurance and Insurance and the obligations of the intermediaries, such control will extend to the conduct of producers, institutory agents, experts and liquidators not dependent on the insurer.
3. Supervising the analysis of the plans for the regulation of property and financial resources presented by the entities, proposing their rejection or approval. Supervising your cash compliance.
4. Intervening in the proceedings aimed at establishing whether a particular form or operative modality can be defined as an insurer.
5. To take the intervention that competes him, regarding the evacuation of the consultations, complaints and judicial offices.
6. Intervene in the study and development of draft accounting standards applicable to the Entities, as well as those relating to the recording of operations and periodic information publications.
7. Intervene in the study and development of technical standards on minimum capitals, solvency margin, technical reserves and investments, as well as on plans for regularization and sanitation.
8. Collaborate with other arks of the NATION FOLLOW-UP with the aim of bringing together the systems and computer supports to which the Secure Entities will be held.
SUBMISSION OF: INSPECTION PATRIMONIALACTION
l. To audit the accounting states and determine the economic and financial situation of the insurers operating in the area of their competence, in order to safeguard their solvency, economic, financial and property.
2. Fiscalize compliance with the Entity Investment Regime. in particular regarding its safety, profitability and liquidity, as well as compliance with the provisions in force in terms of maximum and minimum investment.
3. Fiscalize at the headquarters of the companies the compliance with the current prohibition regime, as well as analyze the compliance of their fiscal and social obligations.
4. Analyze the viability of the state-of-the-art and financial regularization schemes submitted by the entities and verify, if approved, their compliance by assessing compliance with the existing minimum capital provisions for all Insurance and Insurance Entities, as well as their operation and the valuation of technical insurance and reinsurance commitments.
5. Fiscalize "in situ" the conduct of producers, intermediary agents in the area of their competition.
6. Conduct inspections requested by other Agency units in the area of their competence
7. Verify the adjustment to existing standards in the work of the External Auditors of Entities of Insurance, enabling the Legal Administration to be informed of non-compliance.
8. Analyze and propose to the superior any regulations and/or modification necessary for the completion of its functions.
9. Collaborate in the execution of tasks of the Inspectorate - Personals when the Area Manager demands it.
SUBGERENCE OF INSPECTION - PERSONSACTION
1. To audit the accounting states and determine the economic and financial situation of the insurance companies operating in the area of their competence, in order to safeguard the economic, financial and property solvency of them.
2. Fiscalize compliance with the Investment Regime of such entities, especially with regard to the level of risk, its profitability and liquidity, as well as compliance with the provisions in force regarding maximum and minimum investment.
3. Fiscalize at the headquarters of the companies the compliance with the current prohibition regime, as well as analyze the compliance of their tax and corporate obligations.
4. Analyze the viability of the financial and state-of-the-art regularization schemes submitted by the entities and verify, if approved, their compliance by assessing compliance with the existing minimum capital provisions for all Insurance and Insurance Entities, as well as their approval and valuation of the technical commitments for insurance and reassurance.
5. Fiscalize "in situ" the conduct of producers and intermediary agents in the area of their competence.
6. Conduct inspections that other Agency coffers request in the field of their competence.
7. Verify the adjustment to existing standards in the work of the External Auditors of Entities of Insurance, enabling the Legal Administration to be informed of non-compliance.
8. Analyze and propose to the superior any regulations and/or modification necessary for the completion of its functions.
9 Collaborate in the execution of tasks of the Inspectorate - Patrimonial. when the Area Manager demands it.
