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Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
Governance of social security in Belgium
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Governance of social security in Belgium

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  • 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. 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. A. <br />Governanceprinciples of the Belgian Social Security <br />
  • 4. 1. Social protection varies according to professionalcategory and social risks<br />
  • 5. 2. A sharedresponsability and management<br />High level discussion<br />Agencies’ management<br />
  • 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. 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. 4. Organized by sector…<br />
  • 9. 4. …with a primary network…<br />
  • 10. 4. …and secundary networks…<br />
  • 11. 4. …supported by horizontal organisations<br />
  • 12.
  • 13. B. <br />Governance of the Belgian Social Security Agencies<br />
  • 14. Agencies ?<br />
  • 15.
  • 16.
  • 17. Inside the agencies<br />
  • 18. CEO & <br />deputy<br />Management Board<br />Board of directors<br />
  • 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. 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. 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. 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. Betweeneachagency and the State<br />
  • 24. BelgianGovernment<br />Performance agreement<br />CEO & <br />deputy<br />Management Board<br />
  • 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. For the State<br /><ul><li>The Policy Minister(s)
  • 27. The Minister for Budget
  • 28. The Minister for Civil Service</li></ul>For the agency<br /><ul><li>The CEO
  • 29. The Deputy CEO
  • 30. Member of Management Board : highrepresentativesfrom Trade Unions and EmployersOrganizations</li></li></ul><li>The deal<br />
  • 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. 1. Definition of SMART outputs for 3 years<br />
  • 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. 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.
  • 36.
  • 37. 2. Results for 3 yearsneeds…<br />
  • 38. 2. …budgets for 3 years<br />
  • 39.
  • 40. Budgets stability<br />
  • 41. 3. Heavy changes canoccur<br />
  • 42. 3. Changes<br />Imposed<br />new missions<br />
  • 43. 3. Changes<br />Imposed<br />budget <br />cuts<br />
  • 44. 3. Changes<br />… are not<br />to bequestionned<br />or negotiated! <br />
  • 45. but wemust<br />talk<br />about <br />the <br />consequences<br />to maintain the balance between input and output<br />
  • 46. 4. Objectives…<br />For the politicalauthoritytoo ! <br />
  • 47. 4. Objectives…<br />For the politicalauthoritytoo ! <br />Information & discussion<br />Respect for budgets & adaptations duties<br />Follow up & evaluation<br />
  • 48. 4. Objectives…<br />For the politicalauthoritytoo ! <br />
  • 49. 5. Autonomy<br />Operationalautonomy<br />Global budgets<br />Autonomous HRM / facility mgt<br />Definitionoperational objectives<br />Internal Management<br />
  • 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. 6.Steering on results : new processes<br />Year cycle<br />
  • 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. 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. C. <br />Governance of the providers’ networks<br />
  • 55. Secundary networks<br />
  • 56.
  • 57.
  • 58. Permanent discussion<br />
  • 59. BelgianGovernment<br />Trade Unions<br />representatives<br />(State’scommissionars)<br />Management Board<br />Neutral<br />president<br />Employers’ organizations<br />representatives<br />
  • 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. Responsabilizing the providers… <br />
  • 62. Fromprimary control…<br />Checking<br />the individual files<br />
  • 63. … to secundary control<br />
  • 64. Full reimbursement of real expenditures for social benefits<br />No serious planning<br />
  • 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. Part of operating budget received on according to performance achievement<br />Operating budget <br />based on workload, financed by control agency<br />
  • 67. C. <br />Governance of the providers’ networks<br />D. <br />Mission of the central department<br />
  • 68. Central department ?<br />
  • 69. Department’s mission ?<br />
  • 70.
  • 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. 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. 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. Policy support<br />The agency<br />One agency<br />Multilateral relations<br />More agencies<br />Department <br />with the agencies<br />Bilateralagreements<br />
  • 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. 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. Soon…<br />A performance agreement for the department<br />
  • 78. Conclusions<br />
  • 79.
  • 80.
  • 81. In a few wordsTRUST<br />& coordinates<br />yourorganizations<br />
  • 82. …and followthem<br />on theirRESULTS<br />and on the PROCESSES<br />
  • 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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