Faced with the disparity and geographical decentralization of its members and poor medical coverage, the General Mutual Fund for Civil Service Employees (Mutuelle générale du personnel des administrations publiques – MGPAP) has developed its local activities through two projects:

1. Local medical programmes.
2. Expansion of geographical presence through partnerships with the local authorities and government.
    

In 2012, as part of its paperless strategy, Morocco’s Interprofessional Retirement Fund (Caisse interprofessionnelle marocaine de retraite – CIMR) launched an e-signature application entitled “E-parapheur”. This electronic signature system was established with a view to securing the payment process through the creation of a paperless workflow for signing bank transfer orders for the payment of retirement benefits and purchases.

The Collective Scheme for Retirement Allowances (Régime collectif d’allocation de retraite – RCAR) has introduced a fully computerized and versatile multi-scheme, multiproduct organizational and technological management platform, consisting of a multi-channel Customer Relations Centre (agencies, a call centre, web/mobile, social networks), a multiproduct Payment Centre, and a computerized Back Office that is integrated with RCAR’s partners.

Good governance on Fund financing requires a set of regular checks including proof of life.

In this context and in anticipation of a national and computerized civil register allowing death investigations, the Pension Fund of Morocco (Caisse marocaine des retraites (CMR)) has adopted an innovative practice based on pension provision control in the beneficiary's bank branch. Thus, targeted pensioners simply go to their usual bank branch to get their pensions by e-mandate. This release is therefore treated as a proof of life.

The Pension Fund of Morocco (Caisse marocaine des retraites (CMR)) ensures the financial equilibrium of the pension schemes it manages by preparing actuarial balance sheets that are presented annually to its Board of Directors. The balance sheet results help decision-makers assess the scheme's financial sustainability and take decisions on steering the system or adjusting the parameters.

The Pension Fund of Morocco (Caisse marocaine des retraites – CMR) is managed by a tripartite Board of Directors. In 2001, a Permanent Committee was put in place to prepare Board sessions and monitor the implementation of decisions and resolutions of the Board. In addition, the Board created two support committees in 2011 to strengthen the governance of the Fund: the Asset Allocation Committee and the Audit Committee.

Financial performance certification is a commitment by the Pension Fund of Morocco (Caisse marocaine des retraites (CMR)) since 2009 concerning its governing bodies. This practice is part of the management reserve fund's modernization (FDR: fonds de réserve) scheme.

In fact, the CMR opted, without regulatory constraint, for the performance certification of the various pension plan portfolios it manages. It is an annual total portfolio and asset class financial performance audit by an independent expert.

The Collective Scheme for Retirement Allowances of Morocco (Régime collectif d'allocation de retraite (RCAR)) launched a vast modernization undertaking in 2004 named the "Excellence Programme". The corruption prevention device was one of the bases for this endeavor. Since then, the RCAR has made considerable efforts to establish transparency and to develop services with high added value.

The Directorate of Workers 19 Social Protection (Direction de la Protection Sociale des Travailleurs (DAPS)) developed the ATLAS software as part of the reflection on and reform of pension schemes in Morocco. It is designed to respond to the specificities of Moroccan pension schemes. It can be used to develop projections that will assist in piloting these schemes by producing:

It opted for total quality management. The American BALDRIGE system, ISO 9001 and FDX 50-176 were chosen as reference models, together with COBIT, ITIL, CMMI and PMBOK.

The scoreboard is a management tool designed to assist decision-making. It groups performance indicators concerning the financial and demographic status of a pension scheme as well as equity and intra- and inter-generational solidarity, in the form of a structured and synthetic report. It enables decision-makers to keep track of the evolution of the system they are managing, to detect possible threats and take the necessary decisions at the appropriate time.

Thanks to its ambitious strategic plan and its Excellence Programme, the Collective Scheme for Retirement Allowances of Morocco (Régime collectif d'allocation de retraite (RCAR)) implemented a fully flexible multichannel customer relationship system, to anticipate and meet the expectations of the government, its customers and its partners.

Since its reorganisation in 1996, the Pension Fund of Morocco (Caisse marocaine des retraites (CMR)) has managed civil service pension schemes and services on behalf of third parties. The CMR follows a multi-annual strategic planning process, characterized by a multidimensional, balanced distribution of its objectives into five areas of focus: governance, finance, process, resources and clients.

Within this framework, the Collective Scheme for Retirement Allowances (Régime collectif d'allocation de retraite (RCAR)) has clarified its mission and defined its vision in order to play a major role in the nationwide project to modernize the national economy and to participate actively in the modernization of the pension sector in particular.

The RCAR set up a link between its IT corporate system and its institutional site in 2003. This enabled its employer clientele to consult their financial records, its members to visualise their status and its pensioners to find out their payment status. Today, the RCAR sees the WEB as a particularly effective channel for communication and distribution. The RCAR has recently restructured its site completely, changing the graphics and functions in order to make it more user-friendly, richer and more robust.

The conditions under which pensioners collected their pensions in Moroccan post offices and over the counter of the Royal Moroccan Treasury offices were felt to be very difficult, so the CMR launched a programme to dematerialise payment operations through the introduction of protocols governing the use of EDI platforms in banks, the Moroccan Post Office and the Treasury.

The increase in the number of transactions carried out via the Fund's web site is proof of the demand for these services. It rose from 310 in 2003 and 878 in 2004 to 60,220 in 2005 and 227,495 in 2006. In 2007 and the 1st semester of 2008 it rose to 92,980 and 63,564, respectively.

Our aim was to stimulate and enhance the value of the capital of knowledge and skills within the organization, not just sharing information but also ensuring that the right information was in the right hands at the right moment for more effective decision-making. This type of knowledge management was greatly facilitated by Net-based progress in terms of the collective management of documents and team working.

The main objective is to align its plans of action and projects with its profession based strategy in order to create added value for actors involved in the scheme. Two main levers have been chosen in order to achieve this, organisational quality and control of administrative costs.

These levers have been introduced within the framework of a total quality management (TQM) system.

This portal, which has been in service since 2003, enables enterprises which are members of the CNSS to submit their salary declarations and pay their social contributions online under well established secure conditions.

The new service offers the following advantages: transparent and reliable data, protection of salaried workers' rights, and fewer complaints and disputes.

Since reforms of its scheme were implemented in 2003, the Interprofessional Retirement Fund (Caisse interprofessionnelle marocaine de retraite – CIMR) of Morocco has created its steering committee, composed of managers and senior members of the institution, which is aimed mainly at proposing to the Administrative Council all necessary measures to maintain the sustainability of the Fund over the long term, on the basis of updated financial and actuarial projections.

CDG Prévoyance, a branch of Morocco’s Deposit and Management Fund (Caisse de dépôt et de gestion – CDG), is responsible for managing two institutions: the National Pension and Insurance Fund (Caisse nationale de retraites et d’assurances – CNRA) and the Collective Pension Scheme (Régime collectif d’allocation de retraite – RCAR). Its primary mission is to ensure the management of pension schemes and solidarity funds, while contributing to the country’s economic, social and human development.

As part of its social mission, Morocco’s CDG Prévoyance manages, by way of the National Pension and Insurance Fund (Caisse nationale de retraite et d’assurances – CNRA), a public institution guaranteed by the State, a multitude of schemes and solidarity funds covering various categories of beneficiary. As such, the CNRA is responsible for collecting the constituent capital, which is calculated according to rates imposed by legislation.