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Governance of the Belgian Social Security <br />(Brussel,12/05/2011)<br />Presentation by <br />Amaury Legrain (@amauryleg...
A.Governanceprinciples of the Belgian Social Security <br />B. Governance of the Belgian Social Security Agencies<br />C. ...
A. <br />Governanceprinciples of the Belgian Social Security <br />
1. Social protection varies according to professionalcategory and social risks<br />
2. A sharedresponsability and management<br />High level discussion<br />Agencies’ management<br />
3. A dividedfinancial system replaced… <br /> IN <br />out<br />Expenditures for health and incapacitationinsurance<br...
3. …by a global financial system <br /> IN <br />out<br />Expenditures for health and incpacitationinsurance<br />Cont...
4. Organized by sector…<br />
4. …with a primary network…<br />
4. …and secundary networks…<br />
4. …supported by horizontal organisations<br />
B. <br />Governance of the Belgian Social Security Agencies<br />
Agencies ?<br />
Inside the agencies<br />
CEO & <br />deputy<br />Management Board<br />Board of directors<br />
BelgianGovernment<br />Trade Unions<br />representatives<br />(State’scommissionars)<br />Management Board<br />Neutral<br...
BelgianGovernment<br />Trade Unions<br />representatives<br />(State’scommissionars)<br />CEO & <br />deputy<br />Manageme...
Trade Unions<br />representatives<br />(State’scommissionars)<br />CEO & <br />deputy<br />Management Board<br />Neutral<b...
BelgianGovernment<br />Trade Unions<br />representatives<br />(State’scommissionars)<br />CEO & <br />deputy<br />Manageme...
Betweeneachagency and the State<br />
BelgianGovernment<br />Performance agreement<br />CEO & <br />deputy<br />Management Board<br />
A performance agreement is an agreement between the State and the agency. <br />SMART outputs<br />Pluriannual budgets<br ...
For the State<br /><ul><li>The Policy Minister(s)
The Minister for Budget
The Minister for Civil Service</li></ul>For the agency<br /><ul><li>The CEO
The Deputy CEO
Member of Management Board : highrepresentativesfrom Trade Unions and EmployersOrganizations</li></li></ul><li>The deal<br />
Performance agreements in numbers: <br /> 16 agencies / agreements<br /> 12.000employees concerned<br /> Operating budg...
1. Definition of SMART outputs for 3 years<br />
Examples objectives : grantingrights & paymentbenefits<br />Max 10 paymentspayedwith more tahn 1 money transfers<br />Deci...
Examples objectives : respons to individualdemands<br />85% in 30 d<br />80% in 45 d<br />100% in 40 d<br />85% in 15 d / ...
2. Results for 3 yearsneeds…<br />
2. …budgets for 3 years<br />
Budgets stability<br />
3. Heavy changes canoccur<br />
3. Changes<br />Imposed<br />new missions<br />
3. Changes<br />Imposed<br />budget <br />cuts<br />
3. Changes<br />… are not<br />to bequestionned<br />or negotiated! <br />
but wemust<br />talk<br />about <br />the <br />consequences<br />to maintain the balance between input and output<br />
4. Objectives…<br />For the politicalauthoritytoo !  <br />
4. Objectives…<br />For the politicalauthoritytoo !  <br />Information & discussion<br />Respect for budgets & adaptations...
4. Objectives…<br />For the politicalauthoritytoo !  <br />
5. Autonomy<br />Operationalautonomy<br />Global budgets<br />Autonomous HRM / facility mgt<br />Definitionoperational obj...
5. Autonomy<br />Operationalautonomy<br />Global budgets<br />Autonomous HRM / facility mgt<br />Definitionoperational obj...
6.Steering on results : new processes<br />Year cycle<br />
6. Steering on results : new processes<br />Negotiation of new agreements, coordinated by central department<br />Pluriann...
6. Steering on results : new processes<br />Negotiation of new agreements, coordinated by central department<br />Agency<b...
C. <br />Governance of the providers’ networks<br />
Secundary networks<br />
Permanent discussion<br />
BelgianGovernment<br />Trade Unions<br />representatives<br />(State’scommissionars)<br />Management Board<br />Neutral<br...
BelgianGovernment<br />Trade Unions<br />representatives<br />(State’scommissionars)<br />Management Board<br />Neutral<br...
Responsabilizing the providers… <br />
Fromprimary control…<br />Checking<br />the individual files<br />
… to secundary control<br />
Full reimbursement of real expenditures for social benefits<br />No serious planning<br />
Risk analysis for budget planning<br />Negativedifferencebetween planning and real expenditures, to besupported by provide...
Part of operating budget received on according to performance achievement<br />Operating budget <br />based on workload, f...
C. <br />Governance of the providers’ networks<br />D. <br />Mission of the central department<br />
Central department ?<br />
Department’s mission ?<br />
Policy support<br />The agency<br />Department <br />with the agency<br />One agency<br />More agencies<br />Department <b...
Policy support<br />The agency<br />Department <br />with the agency<br />One agency<br />More agencies<br />Department <b...
Policy support<br />The agency<br />Department <br />with the agency<br />One agency<br />More agencies<br />Department <b...
Policy support<br />The agency<br />One agency<br />Multilateral relations<br />More agencies<br />Department <br />with t...
Policy support<br />The agency<br />Department <br />with the agency<br />One agency<br />More agencies<br />Department <b...
Policy support<br />The agency<br />Department <br />with the agency<br />One agency<br />More agencies<br />Governance<br...
Soon…<br />A performance agreement for the department<br />
Conclusions<br />
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Governance of social security in Belgium

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Transcript of "Governance of social security in Belgium"

  1. 1. Governance of the Belgian Social Security <br />(Brussel,12/05/2011)<br />Presentation by <br />Amaury Legrain (@amaurylegrain) and <br />Tom Auwers (@tauwers)<br />
  2. 2. A.Governanceprinciples of the Belgian Social Security <br />B. Governance of the Belgian Social Security Agencies<br />C. Governance of the providers’ networks<br />D. Mission of the central department<br />
  3. 3. A. <br />Governanceprinciples of the Belgian Social Security <br />
  4. 4. 1. Social protection varies according to professionalcategory and social risks<br />
  5. 5. 2. A sharedresponsability and management<br />High level discussion<br />Agencies’ management<br />
  6. 6. 3. A dividedfinancial system replaced… <br /> IN <br />out<br />Expenditures for health and incapacitationinsurance<br />Contributions for health and incapacitationinsurance<br />Expenditures for InsuranceagainstIndustrial accidents<br />Contributions InsuranceagainstIndustrial accidents<br />Expenditures for Insuranceagainstprofessionaldiseases<br />Contributions Insuranceagainstprofessionaldiseases<br />Expenditures for Unemploymentbenefits<br />Contributions Unemploymentbenefits<br />Expenditures for Pensions system<br />Contributions Pensions system<br />Contributions Family charge benefits<br />Expenditures for Family charge benefits<br />
  7. 7. 3. …by a global financial system <br /> IN <br />out<br />Expenditures for health and incpacitationinsurance<br />Contributions for health and incapacitationinsurance<br />Expenditures for InsuranceagainstIndustrial accidents<br />Contributions InsuranceagainstIndustrial accidents<br />Expenditures for Insuranceagainstprofessionaldiseases<br />Contributions Insuranceagainstprofessionaldiseases<br />Expenditures for Unemploymentbenefits<br />Contributions Unemploymentbenefits<br />Expenditures for Pensions system<br />Contributions Pensions system<br />Contributions Family charge benefits<br />Expenditures for Family charge benefits<br />
  8. 8. 4. Organized by sector…<br />
  9. 9. 4. …with a primary network…<br />
  10. 10. 4. …and secundary networks…<br />
  11. 11. 4. …supported by horizontal organisations<br />
  12. 12.
  13. 13. B. <br />Governance of the Belgian Social Security Agencies<br />
  14. 14. Agencies ?<br />
  15. 15.
  16. 16.
  17. 17. Inside the agencies<br />
  18. 18. CEO & <br />deputy<br />Management Board<br />Board of directors<br />
  19. 19. BelgianGovernment<br />Trade Unions<br />representatives<br />(State’scommissionars)<br />Management Board<br />Neutral<br />president<br />Employers’ organizations<br />representatives<br />Appointment of the MB members<br />
  20. 20. BelgianGovernment<br />Trade Unions<br />representatives<br />(State’scommissionars)<br />CEO & <br />deputy<br />Management Board<br />Neutral<br />president<br />Employers’ organizations<br />representatives<br />Appointment of the first management level<br />
  21. 21. Trade Unions<br />representatives<br />(State’scommissionars)<br />CEO & <br />deputy<br />Management Board<br />Neutral<br />president<br />Employers’ organizations<br />representatives<br />Board of directors<br />Appointment of the secundarylevels<br />
  22. 22. BelgianGovernment<br />Trade Unions<br />representatives<br />(State’scommissionars)<br />CEO & <br />deputy<br />Management Board<br />Neutral<br />president<br />Employers’ organizations<br />representatives<br />Board of directors<br />Accountability / reportingmechanisms<br />
  23. 23. Betweeneachagency and the State<br />
  24. 24. BelgianGovernment<br />Performance agreement<br />CEO & <br />deputy<br />Management Board<br />
  25. 25. A performance agreement is an agreement between the State and the agency. <br />SMART outputs<br />Pluriannual budgets<br />adaptation<br />Commitments for the State <br />Reporting<br />Performance agreements for agencies<br />
  26. 26. For the State<br /><ul><li>The Policy Minister(s)
  27. 27. The Minister for Budget
  28. 28. The Minister for Civil Service</li></ul>For the agency<br /><ul><li>The CEO
  29. 29. The Deputy CEO
  30. 30. Member of Management Board : highrepresentativesfrom Trade Unions and EmployersOrganizations</li></li></ul><li>The deal<br />
  31. 31. Performance agreements in numbers: <br /> 16 agencies / agreements<br /> 12.000employees concerned<br /> Operating budget 1.000.000.000 €/year<br /> 3 to 5 years period<br /> 1.200 outputs to be reached<br /> 32 reports / year<br /> 80 meetings needed to negotiate them<br />
  32. 32. 1. Definition of SMART outputs for 3 years<br />
  33. 33. Examples objectives : grantingrights & paymentbenefits<br />Max 10 paymentspayedwith more tahn 1 money transfers<br />Decision: 40 -50% in180 d 55-70% in 240 d<br />reimboursement 75-85% in 5-7 d / in 60 d<br />75% payments in 5 d<br />decision: 90% in 60 d<br />1er payment 65% in 30 d/ 85% in 90 d – nexts: 95% in time<br />95% decisions in 17 d<br />
  34. 34. Examples objectives : respons to individualdemands<br />85% in 30 d<br />80% in 45 d<br />100% in 40 d<br />85% in 15 d / 100% in 30 d<br /> 90% in 30 d<br />80% in 14 d / 95% in 21 d <br />
  35. 35.
  36. 36.
  37. 37. 2. Results for 3 yearsneeds…<br />
  38. 38. 2. …budgets for 3 years<br />
  39. 39.
  40. 40. Budgets stability<br />
  41. 41. 3. Heavy changes canoccur<br />
  42. 42. 3. Changes<br />Imposed<br />new missions<br />
  43. 43. 3. Changes<br />Imposed<br />budget <br />cuts<br />
  44. 44. 3. Changes<br />… are not<br />to bequestionned<br />or negotiated! <br />
  45. 45. but wemust<br />talk<br />about <br />the <br />consequences<br />to maintain the balance between input and output<br />
  46. 46. 4. Objectives…<br />For the politicalauthoritytoo ! <br />
  47. 47. 4. Objectives…<br />For the politicalauthoritytoo ! <br />Information & discussion<br />Respect for budgets & adaptations duties<br />Follow up & evaluation<br />
  48. 48. 4. Objectives…<br />For the politicalauthoritytoo ! <br />
  49. 49. 5. Autonomy<br />Operationalautonomy<br />Global budgets<br />Autonomous HRM / facility mgt<br />Definitionoperational objectives<br />Internal Management<br />
  50. 50. 5. Autonomy<br />Operationalautonomy<br />Global budgets<br />Autonomous HRM / facility mgt<br />Definitionoperational objectives<br />Internal Management<br />Legal control<br />Internal control & audit<br />External audit<br />Reporting on results<br />
  51. 51. 6.Steering on results : new processes<br />Year cycle<br />
  52. 52. 6. Steering on results : new processes<br />Negotiation of new agreements, coordinated by central department<br />Pluriannual<br /> cycle<br />Global & pluriannualevaluation by central department<br />Year cycle<br />
  53. 53. 6. Steering on results : new processes<br />Negotiation of new agreements, coordinated by central department<br />Agency<br />rewards ?<br />Pluriannual<br /> cycle<br />Global & pluriannualevaluation by central department<br />Year cycle<br />Evaluation of CEO / deputy CEO<br />
  54. 54. C. <br />Governance of the providers’ networks<br />
  55. 55. Secundary networks<br />
  56. 56.
  57. 57.
  58. 58. Permanent discussion<br />
  59. 59. BelgianGovernment<br />Trade Unions<br />representatives<br />(State’scommissionars)<br />Management Board<br />Neutral<br />president<br />Employers’ organizations<br />representatives<br />
  60. 60. BelgianGovernment<br />Trade Unions<br />representatives<br />(State’scommissionars)<br />Management Board<br />Neutral<br />president<br />Employers’ organizations<br />representatives<br />Representativesfrom providers<br />
  61. 61. Responsabilizing the providers… <br />
  62. 62. Fromprimary control…<br />Checking<br />the individual files<br />
  63. 63. … to secundary control<br />
  64. 64. Full reimbursement of real expenditures for social benefits<br />No serious planning<br />
  65. 65. Risk analysis for budget planning<br />Negativedifferencebetween planning and real expenditures, to besupported by provider<br />Full reimbursement of real expenditures for social benefits<br />No serious planning<br />
  66. 66. Part of operating budget received on according to performance achievement<br />Operating budget <br />based on workload, financed by control agency<br />
  67. 67. C. <br />Governance of the providers’ networks<br />D. <br />Mission of the central department<br />
  68. 68. Central department ?<br />
  69. 69. Department’s mission ?<br />
  70. 70.
  71. 71. Policy support<br />The agency<br />Department <br />with the agency<br />One agency<br />More agencies<br />Department <br />with the agencies<br />Department <br />with the agencies<br />
  72. 72. Policy support<br />The agency<br />Department <br />with the agency<br />One agency<br />More agencies<br />Department <br />with the agencies<br />Department <br />with the agencies<br />
  73. 73. Policy support<br />The agency<br />Department <br />with the agency<br />One agency<br />More agencies<br />Department <br />with the agencies<br />Department <br />with the agencies<br />
  74. 74. Policy support<br />The agency<br />One agency<br />Multilateral relations<br />More agencies<br />Department <br />with the agencies<br />Bilateralagreements<br />
  75. 75. Policy support<br />The agency<br />Department <br />with the agency<br />One agency<br />More agencies<br />Department <br />with the agencies<br />Department <br />with the agencies<br />
  76. 76. Policy support<br />The agency<br />Department <br />with the agency<br />One agency<br />More agencies<br />Governance<br />Social <br />indicators<br />Tackling social fraud<br />Evolution of social protection<br />
  77. 77. Soon…<br />A performance agreement for the department<br />
  78. 78. Conclusions<br />
  79. 79.
  80. 80.
  81. 81. In a few wordsTRUST<br />& coordinates<br />yourorganizations<br />
  82. 82. …and followthem<br />on theirRESULTS<br />and on the PROCESSES<br />
  83. 83. Amaury Legrain<br />Tom Auwers<br />FPS Social Security – DG Strategy & Research<br />amaury.legrain@minsoc.fed.be<br />tom.auwers@minsoc.fed.be<br />http://www.socialsecurity.fgov.be<br />

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