Description Governance structure of Belgian Social Security for a Russian delegation

1. Governance of the Belgian Social Security (Brussel,12/05/2011)

2. 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

3. A. Governanceprinciples of the Belgian Social Security

4. 1. Social protection varies according to professionalcategory and social risks

5. 2. A sharedresponsability and management High level discussion Agencies’ management

6. 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

7. 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

8. 4. Organized by sector…

9. 4. …with a primary network…

10. 4. …and secundary networks…

11. 4. …supported by horizontal organisations

13. B. Governance of the Belgian Social Security Agencies

14. Agencies ?

17. Inside the agencies

18. CEO & deputy Management Board Board of directors

19. BelgianGovernment Trade Unions representatives (State’scommissionars) Management Board Neutral president Employers’ organizations representatives Appointment of the MB members

20. BelgianGovernment Trade Unions representatives (State’scommissionars) CEO & deputy Management Board Neutral president Employers’ organizations representatives Appointment of the first management level

21. Trade Unions representatives (State’scommissionars) CEO & deputy Management Board Neutral president Employers’ organizations representatives Board of directors Appointment of the secundarylevels

22. BelgianGovernment Trade Unions representatives (State’scommissionars) CEO & deputy Management Board Neutral president Employers’ organizations representatives Board of directors Accountability / reportingmechanisms

23. Betweeneachagency and the State

24. BelgianGovernment Performance agreement CEO & deputy Management Board

25. 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

27. The Minister for Budget

29. The Deputy CEO

31. 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

32. 1. Definition of SMART outputs for 3 years

33. 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

34. 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

37. 2. Results for 3 yearsneeds…

38. 2. …budgets for 3 years

40. Budgets stability

41. 3. Heavy changes canoccur

42. 3. Changes Imposed new missions

43. 3. Changes Imposed budget cuts

44. 3. Changes … are not to bequestionned or negotiated!

45. but wemust talk about the consequences to maintain the balance between input and output

46. 4. Objectives… For the politicalauthoritytoo !

47. 4. Objectives… For the politicalauthoritytoo ! Information & discussion Respect for budgets & adaptations duties Follow up & evaluation

48. 4. Objectives… For the politicalauthoritytoo !

49. 5. Autonomy Operationalautonomy Global budgets Autonomous HRM / facility mgt Definitionoperational objectives Internal Management

50. 5. Autonomy Operationalautonomy Global budgets Autonomous HRM / facility mgt Definitionoperational objectives Internal Management Legal control Internal control & audit External audit Reporting on results

51. 6.Steering on results : new processes Year cycle

52. 6. Steering on results : new processes Negotiation of new agreements, coordinated by central department Pluriannual cycle Global & pluriannualevaluation by central department Year cycle

53. 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

54. C. Governance of the providers’ networks

55. Secundary networks

58. Permanent discussion

59. BelgianGovernment Trade Unions representatives (State’scommissionars) Management Board Neutral president Employers’ organizations representatives

60. BelgianGovernment Trade Unions representatives (State’scommissionars) Management Board Neutral president Employers’ organizations representatives Representativesfrom providers

61. Responsabilizing the providers…

62. Fromprimary control… Checking the individual files

63. … to secundary control

64. Full reimbursement of real expenditures for social benefits No serious planning

65. 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

66. Part of operating budget received on according to performance achievement Operating budget based on workload, financed by control agency

67. C. Governance of the providers’ networks D. Mission of the central department

68. Central department ?

69. Department’s mission ?

71. Policy support The agency Department with the agency One agency More agencies Department with the agencies Department with the agencies

72. Policy support The agency Department with the agency One agency More agencies Department with the agencies Department with the agencies

73. Policy support The agency Department with the agency One agency More agencies Department with the agencies Department with the agencies

74. Policy support The agency One agency Multilateral relations More agencies Department with the agencies Bilateralagreements

75. Policy support The agency Department with the agency One agency More agencies Department with the agencies Department with the agencies

76. Policy support The agency Department with the agency One agency More agencies Governance Social indicators Tackling social fraud Evolution of social protection

77. Soon… A performance agreement for the department

78. Conclusions

81. In a few wordsTRUST & coordinates yourorganizations

82. …and followthem on theirRESULTS and on the PROCESSES

83. 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