Governance soc security Belgium (Russia) 2011-05

Governance of the Belgian Social Security

(Brussel,12/05/2011)

A. Governance principles of the Belgian Social Security B. Governance of the Belgian Social Security Agencies C. Governance of the providers’ networksD. Mission of the central department

A.

Governance principles of the Belgian

Social Security

Social Security

Employees

Accidents at work

Yearly Hollidays

Health care insurance Family charge Unem-

ploymentOccupational

diseases

Old age of early death of

companion

Self-Employed persons Civil Servants

1. Social protection varies according to professional category and social risks

Employees contribu-

tion24%

Employer's contribu-tions40%

State's contribu-

tion (taxes)36%

2. A shared responsability and management

High level discussion

Agencies’ management

3. A divided financial system replaced…

Contributions for health and incapacitation insurance

Contributions Insurance against Industrial accidents

Contributions Insurance against professional diseases

Contributions Unemployment benefits

Contributions Pensions system

Contributions Family charge benefits

Expenditures for health and incapacitation insurance

Expenditures for Insurance against Industrial accidents

Expenditures for Insurance against professional diseases

Expenditures for Unemployment benefits

Expenditures for Pensions system

Expenditures for Family charge benefits

IN OUT

3. …by a global financial system

Contributions for health and incapacitation insurance

Contributions Insurance against Industrial accidents

Contributions Insurance against professional diseases

Contributions Unemployment benefits

Contributions Pensions system

Contributions Family charge benefits

Expenditures for health and incpacitation insurance

Expenditures for Insurance against Industrial accidents

Expenditures for Insurance against professional diseases

Expenditures for Unemployment benefits

Expenditures for Pensions system

Expenditures for Family charge benefits

IN OUT

Social Security

Employees / civil servants

Acci

dent

s at

w

ork

Year

ly H

ollid

ays

Hea

lth c

are

insu

ranc

e

Fam

ily c

harg

e

Une

m-

ploy

men

t

Occ

upati

onal

di

seas

es

Pens

ions

Spec

ific

agen

cies

for

civi

l ser

vant

s be

nefit

s

Self-Employed persons

Specific sectors

4. Organized by sector…

Social Security


Acci

dent

s at

w

ork

Year

ly H

ollid

ays

Hea

lth c

are

insu

ranc

e

Fam

ily c

harg

e

Une

m-

ploy

men

t

Occ

upati

onal

di

seas

es

Pens

ions

Spec

ific

agen

cies

for

civi

l ser

vant

s be

nefit

s


Specific sectors

4. …with a primary network…

Social Security


Acci

dent

s at

w

ork

Year

ly H

ollid

ays

Hea

lth c

are

insu

ranc

e

Fam

ily c

harg

e

Une

m-

ploy

men

t

Occ

upati

onal

di

seas

es

Pens

ions

Spec

ific

agen

cies

for

civi

l ser

vant

s be

nefit

s


Specific sectors

4. …and secundary networks…

Social Security


Acci

dent

s at

w

ork

Year

ly H

ollid

ays

Hea

lth c

are

insu

ranc

e

Fam

ily c

harg

e

Une

m-

ploy

men

t

Occ

upati

onal

di

seas

es

Pens

ions

Spec

ific

agen

cies

for

civi

l ser

vant

s be

nefit

s


Specific sectors

4. …supported by horizontal organisations


Self employed perso

ns

Specific

sectors

Horizontal organisations

Accidents

at work

Yearly

hollidays

Helath

care insurance

Familiy

benefits

Unemploymen

t benef

its

Occupational

diseases

Pensions

(employee

s only)

Specific

civil serva

nts

Financial

Management

E-Gov

coordination

Inspection services

Policy

support

coordination

1st level

1 1 3 1 1 1 1 2 2 3 1 4 4 1

2nd level

2 4 1

2nd level

15 11 35 15 3 13

B.

Governance of the Belgian

Social Security

Agencies

Social Security


Acci

dent

s at

w

ork

Year

ly H

ollid

ays

Hea

lth c

are

insu

ranc

e

Fam

ily c

harg

e

Une

m-

ploy

men

t

Occ

upati

onal

di

seas

es

Pens

ions

Spec

ific

agen

cies

for

civi

l ser

vant

s be

nefit

s


Specific sectors

Agencies ?


Self employed perso

ns

Specific

sectors


Accidents

at work

Yearly

hollidays

Helath

care insurance

Familiy

benefits

Unemploymen

t benef

its

Occupational

diseases

Pensions

(employee

s only)

Specific

civil serva

nts

Financial

Management

E-Gov

coordination

Inspection services

Policy

support

coordination

1st level

1 1 2(1) 1 1 1 1 2 1(1) 2(1) 1 1(3) 2(2) 1

2nd level

1(1) 4 1

2nd level

15 11 35 15 3 13

policy supportCollecting

contributionsInspection e-gov coordination

Granting social rights

paying social benefits

controlling providers

Accidents at work agency X XYearly hollidays benefits agency X X X XHealth care insurance control agency

X XHealth care insurance paying agency (2nd)

X XE-Gov agency for health care X XFamily benefits agency X X X XUnemployment control agency X X X XUnemployment paying agency (2nd)

XOccupational diseases agency X X X

Pensions agency X X XGeneral financial agency X X XGeneral e-gov agency X XSpecific agency for Self-employed persons

X XSpecific agency for local administrations

X X X XSpecific agency for Belgians outside EU

X X XSpecific agency for sailors X X

Inside the agencies

CEO & deputy

Management Board

Board of directors

Trade Unionsrepresentatives

Management Board

Neutral president

Employers’ organizations

representatives

(State’s commissionars)

Belgian Government

Appointment of the MB members

http://vbo-feb.be/en/

CEO & deputy

Management Board


Neutral president


representatives


Belgian Government

Appointment of the first management level

CEO & deputy

Management Board

Board of directors


Neutral president


representatives


Appointment of the secundary levels

CEO & deputy


Management Board

Neutral president


representatives


Board of directors

Belgian Government

Accountability / reporting mechanisms

Between each agency and the

State

CEO & deputy

Management Board

Belgian Government

Performance agreement

Performance agreements for agencies

A performance agreement is an agreement between the State and the agency.

SMART outputs

Pluriannual budgets

adaptation

Commitments for the State

Reporting

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 : high representatives from Trade Unions and Employers Organizations

Accountability Autonomy More quality and efficiency

The deal

Performance agreements in numbers:

16 agencies / agreements

12.000 employees 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

Executing effectively the Social security missions

Optimizing the internal management

Others

0

100

200

300

400

500

600

Num

ber o

f obj

ecti

ves

2006

-200

91. Definition of SMART outputs for 3 years

Social Security


Acci

dent

s at

w

ork

Year

ly H

ollid

ays

Hea

lth c

are

insu

ranc

e

Fam

ily c

harg

e

Une

m-

ploy

men

t

Occ

upati

onal

di

seas

es

Pens

ions

Spec

ific

agen

cies

for

civi

l ser

vant

s be

nefit

s


Specific sectors

Examples objectives : granting rights & payment benefits

Max 10 payments payed with more tahn 1 money

transfers

reimboursement 75-85% in 5-7 d / in 60 d

1er payment 65% in 30 d/ 85% in 90 d – nexts: 95% in

time95% decisions in 17 d

75% payments in 5 d

Decision : 40 -50% in180 d 55-70% in 240 d

decision : 90% in 60 d

Social Security


Acci

dent

s at

w

ork

Year

ly H

ollid

ays

Hea

lth c

are

insu

ranc

e

Fam

ily c

harg

e

Une

m-

ploy

men

t

Occ

upati

onal

di

seas

es

Pens

ions

Spec

ific

agen

cies

for

civi

l ser

vant

s be

nefit

s


Specific sectors

Examples objectives : respons to individual demands

85%

in 1

5 d

/ 100

% in

30

d

90%

in 3

0 d

85%

in 3

0 d

80%

in 4

5 d

80%

in 1

4 d

/ 95%

in 2

1 d

100%

in 4

0 d

Management targets set by the Government for 2010-2012

Green (EMAS) certification for at least your central building

Optmalizing the tools for analyzing the social fraud

Buidling up internal audit & control and efficiency measures

Seeking collaboration with other organisations for common managements problems

HRM : plan for reimplacement of the aging workforce living the organization (pension)

HRM : improve the attractivity of your organization four young potentials

HRM : improve the delivering of HR data to central databanks

Social security missions

Client orientation

Internal management

Policy advice

Others

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Fully realized objectivesPartially realized objectivesNot realized objectives

Does agentification bring expected results ?

Goal achievements after two years (2006-2007)

2. Results for 3 years needs…

2. …budgets for 3 years

Unemploym

ent c

ontrol a

gency

Genera

l finan

cial a

gency

Pensio

ns age

ncy

Health

care

insuran

ce co

ntrol a

gency

Family

benefi

ts co

ntrol a

gency

Speci

fic age

ncy for S

elf-em

ployed pers

ons

Unemploym

ent p

aying a

gency

Speci

fic age

ncy for lo

cal ad

ministrati

ons

Occupati

onal dise

ases a

gency

Yearl

y hollid

ays b

enefi

ts co

ntrol a

gency

Health

care

insuran

ce pay

ing age

ncy

Acciden

ts at

work co

ntrol a

gency

Genera

l e-go

v age

ncy

Speci

fic age

ncy for B

elgian

s outsi

de EU

E-Gov a

gency

for hea

lth ca

re

Speci

fic age

ncy for s

ailors

0

50,000,000

100,000,000

150,000,000

200,000,000

250,000,000

300,000,000

Operating budgets 2009

1

2

3

4

5

6

7

8

9

10

11

12

90.00% 92.00% 94.00% 96.00% 98.00% 100.00% 102.00%

Real budget 2008 / promised budget 2008Real budget 2007 / promised budget 2007

Budgets stability

3. Heavy changes can occur

Imposednew

missions

3. Changes

Imposedbudget

cuts

3. Changes

… are not to be questionned

3. Changes

or negotiated!

to maintain the balance between input and output

but we mustabout

the consequences

talk

For the political authority too !

4. Objectives…

Information & discussion

Respect for budgets & adaptations duties

Follow up & evaluation

4. Objectives…


4. Objectives…


Fully respected

47,7 %

Partialy respected

31,6 %

Not respected

20,7 %

Operational autonomyOperational autonomy

Global budgetsGlobal budgets

Autonomous HRM / facility mgt


Definition operational objectives


Internal ManagementInternal Management

5. Autonomy

Operational autonomyOperational autonomy

Global budgetsGlobal budgets





Internal ManagementInternal Management

5. Autonomy

Legal controlLegal control

Internal control & auditInternal control & audit

External auditExternal audit

Reporting on resultsReporting on results

Yearly ops plan

6 month report

Year report

State’s commissionar

report

Follow up discussion

Adaptation

YEAR CYCLE

6.Steering on results : new processes

6. Steering on results : new

processes

Yearly ops plan

6 month report

Year report


report


Adaptation

YEAR CYCLE

Global & pluriannual evaluation by central

department

Negotiation of new agreements,

coordinated by central department

PLURIANNUAL CYCLE

Yearly ops plan

6 month report

Year report


report


Adaptation

YEAR CYCLE

Global & pluriannual evaluation by central

department

Negotiation of new agreements,

coordinated by central department

PLURIANNUAL CYCLE

Evaluation of CEO / deputy CEO

Agencyrewards ?

6. Steering on results : new

processes

C.

Governance of the

providers’ networks

Social Security


Acci

dent

s at

w

ork

Year

ly H

ollid

ays

Hea

lth c

are

insu

ranc

e

Fam

ily c

harg

e

Une

m-

ploy

men

t

Occ

upati

onal

di

seas

es

Pens

ions

Spec

ific

agen

cies

for

civi

l ser

vant

s be

nefit

s


Specific sectors

Secundary networks


Self employed perso

ns

Specific

sectors


Accidents

at work

Yearly

hollidays

Helath

care insurance

Familiy

benefits

Unemploymen

t benef

its

Occupational

diseases

Pensions

(employee

s only)

Specific

civil serva

nts

Financial

manageme

nt

E-Gov

coordinatio

n

Inspection services

Policy

support

coordinatio

n

1st level

1 1 3 1 1 1 1 2 2 3 1 4 4 1

2nd level

2 4 1

2nd level

15 11 35 15 3 13


Self employed perso

ns

Specific

sectors


Accidents

at work

Yearly

hollidays

Helath

care insurance

Familiy

benefits

Unemploymen

t benef

its

Occupational

diseases

Pensions

(employee

s only)

Specific

civil serva

nts

Financial

Management

E-Gov

coordinatio

n

Inspection services

Policy

support

coordinatio

n1st

level contr

ol Yes Yes Yes Yes Yes X X X Yes X

1st level

as provider ?

No Yes No Yes No Yes Yes Yes Yes Yes

2nd level granti

ng Yes Yes Yes Yes No X X X Yes X

2nd level payment Yes Yes Yes Yes Yes X X X No X

Permanent discussion


Management Board

Neutral president


representatives


Belgian Government



Management Board

Neutral president


representatives


Belgian Government

Representatives from providers


On the quality of their business proces

On the quality of their financial planning

On their management’s and business results

Responsabilizing the providers…

From primary control…

Checking

the individual files

… to secundary control

Full reimbursement of real expenditures for

social benefits

No serious planning

Full reimbursement of real expenditures for

social benefits

No serious planning

Risk analysis for budget planning

Negative difference between planning and

real expenditures, to be supported by provider

Operating budget based on workload, financed by control

agency

Part of operating budget received on according to

performance achievement

C.

Governance of the

providers’ networks

D.

Mission of the

central departme

nt

Social Security


Acci

dent

s at

w

ork

Year

ly H

ollid

ays

Hea

lth c

are

insu

ranc

e

Fam

ily c

harg

e

Une

m-

ploy

men

t

Occ

upati

onal

di

seas

es

Pens

ions

Spec

ific

agen

cies

for

civi

l ser

vant

s be

nefit

s


Specific sectors

Central department ?

Department’s mission ?

Granting somes anti-poverty benefits

Supporting social policy making

Fighting social fraud

More agencies

One agency The agencyThe agencyDepartment

with the agency

Department with the agency

Department with the agencies




Policy support

More agencies

One agency The agencyThe agency



Bilateral agreements

Multilateral relations

Policy support

More agencies


with the agency






Policy support

More agencies


with the agency


Tackling social fraud

Social indicators

GovernanceEvolution of social protection

Policy support

A performance agreement for the department

Soon…

Conclusions

In a few words TRUST& coordinates your organizations

…and follow them on their RESULTS

and on the PROCESSES

Amaury LegrainTom AuwersFPS Social Security – DG Strategy & [email protected] [email protected]

http://www.socialsecurity.fgov.be

mailto:[email protected]

mailto:[email protected]

http://www.socialsecurity.fgov.be/

Governance soc security Belgium (Russia) 2011-05

Business

Transcript of Governance soc security Belgium (Russia) 2011-05