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

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Governance of social security in Belgium Governance of social security in Belgium Presentation Transcript

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