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’
networks
D. Mission of the central
department
A.
Governance
principles of
the Belgian
Social Security
1. Social protection varies according to
professional category and social risks
Social Security
Accidents at
work
Yearly
Hollidays
Health care
insurance
Employees
Self-Employed
persons
Civil Servants
Family charge
Unemployment
Occupational
diseases
Old age of
early death of
companion
2. A shared responsability and management
High level discussion
State's
contribution
(taxes)
36%
Employees
contribution
24%
Employer's
contribution
s
40%
Agencies’ management
3. A divided financial system replaced…
Contributions for health and
incapacitation insurance
Expenditures for health and
incapacitation insurance
Contributions Insurance
against Industrial accidents
Expenditures for Insurance
against Industrial accidents
Contributions Insurance
against professional diseases
Expenditures for Insurance
against professional diseases
Contributions Unemployment
benefits
Expenditures for
Unemployment benefits
Contributions Pensions
system
Expenditures for Pensions
system
Contributions Family charge
benefits
Expenditures for Family
charge benefits
3. …by a global financial system
Contributions for health and
incapacitation insurance
Expenditures for health and
incpacitation insurance
Contributions Insurance
against Industrial accidents
Expenditures for Insurance
against Industrial accidents
Contributions Insurance
against professional diseases
Expenditures for Insurance
against professional diseases
Contributions Unemployment
benefits
Expenditures for
Unemployment benefits
Contributions Pensions
system
Expenditures for Pensions
system
Contributions Family charge
benefits
Expenditures for Family
charge benefits
Specific
agencies for
civil servants
benefits
Pensions
Occupational
diseases
Unemployment
Family charge
Health care
insurance
Yearly Hollidays
Accidents at
work
4. Organized by sector…
Social
Security
Employees / civil
servants
SelfEmployed
persons
Specific
sectors
Specific
agencies for
civil servants
benefits
Pensions
Occupational
diseases
Unemployment
Family charge
Health care
insurance
Yearly Hollidays
Accidents at
work
4. …with a primary network…
Social
Security
Employees / civil
servants
SelfEmployed
persons
Specific
sectors
Specific
agencies for
civil servants
benefits
Pensions
Occupational
diseases
Unemployment
Family charge
Health care
insurance
Yearly Hollidays
Accidents at
work
4. …and secundary networks…
Social
Security
Employees / civil
servants
SelfEmployed
persons
Specific
sectors
Specific
agencies for
civil servants
benefits
Pensions
Occupational
diseases
Unemployment
Family charge
Health care
insurance
Yearly Hollidays
Accidents at
work
4. …supported by horizontal organisations
Social
Security
Employees / civil
servants
SelfEmployed
persons
Specific
sectors
Familiy
benefits
Unemployment
benefits
Occupational
diseases
Pensions
(employees
only)
Specific civil
servants
1
3
1
1
1
1
2
2
4
1
15 11 35 15 3
2nd
level
2nd
level
13
Inspection
services
Policy support
coordination
3
E-Gov
coordination
2
Financial
Management
Specific sectors
Helath care
insurance
1
Self employed persons
Yearly hollidays
1st
level
Accidents at
work
Employees / civil servants
Horizontal organisations
1
4
4
1
B.
Governance of
the Belgian
Social Security
Agencies
Specific
agencies for
civil servants
benefits
Pensions
Occupational
diseases
Unemployment
Family charge
Health care
insurance
Yearly Hollidays
Accidents at
work
Agencies ?
Social
Security
Employees / civil
servants
SelfEmployed
persons
Specific
sectors
2nd
level
15
1 2(1) 1
1
1
1
1(1)
4
1
35
15
3
11
13
2 1(1) 2(1) 1 1(3) 2(2)
Policy support
coordination
Inspection
services
E-Gov
coordination
Financial
Management
Specific sectors
Self employed persons
Specific civil
servants
Familiy
benefits
Helath care
insurance
Pensions
(employees
only)
2nd
level
Occupational
diseases
1st
level
Unemployment
benefits
1
Yearly hollidays
Accidents at
work
Employees / civil servants
Horizontal organisations
1
policy support
Collecting
contributions
Inspection
e-gov coordination
Granting social
rights
paying social
benefits
Accidents at work
agency
X
Yearly hollidays
benefits agency
Health care
insurance control
agency
Health care
insurance paying
agency (2nd)
E-Gov agency for
health care
X
Family benefits
agency
X
Unemployment
control agency
Unemployment
paying agency
(2nd)
Occupational
diseases agency
X
X
X
X
Pensions agency
X
X
X
General financial
agency
X
General e-gov
agency
Specific agency
for Self-employed
persons
Specific agency
for local
administrations
Specific agency
for Belgians
outside EU
Specific agency
for sailors
X
controlling
providers
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Inside the agencies
CEO &
deputy
Management
Board
Board of
directors
Belgian Government
Trade Unions
representatives
(State’s
commissionars)
Management
Board
Neutral
president
Employers’
organizations
representatives
Appointment of the MB
members
Belgian Government
Trade Unions
representatives
(State’s
commissionars)
CEO &
deputy
Management
Board
Neutral
president
Employers’
organizations
representatives
Appointment of the first
management level
Trade Unions
representatives
(State’s
commissionars)
CEO &
deputy
Management
Board
Board of
directors
Neutral
president
Employers’
organizations
representatives
Appointment of the secundary
levels
Belgian Government
Trade Unions
representatives
(State’s
commissionars)
CEO &
deputy
Management
Board
Board of
directors
Neutral
president
Employers’
organizations
representatives
Accountability / reporting
mechanisms
Between each agency
and the State
Belgian Government
Performance
agreement
CEO &
deputy
Management
Board
A performance agreement is an
agreement between the State
and the agency.
SMART outputs
Pluriannual budgets
adaptation
Performance
agreements for
agencies
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
The deal
Accountability
Autonomy
More quality
and efficiency
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
1. Definition of SMART outputs for 3 years
600
Number of objectives 2006-2009
500
400
300
200
100
0
Executing effectively
Offering a client
the Social security
orientated service
missions
Optimizing the
internal
management
Offering a qualitative
policy advice
Others
Examples objectives : granting rights & payment
benefits
Social
Security
SelfEmployed
persons
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
time
Specific
sectors
Specific
agencies for
civil servants
benefits
Pensions
Occupational
diseases
Unemployment
Family charge
Health care
insurance
Yearly Hollidays
Accidents at
work
Employees / civil
servants
Decision : 40 -50% in180 d
55-70% in 240 d
75% payments in 5 d
95% decisions in 17 d
decision : 90% in 60 d
Health care
insurance
85% in 30 d
Occupational
diseases
100% in 40 d
Specific
agencies for
civil servants
benefits
Pensions
Unemployment
80% in 14 d / 95% in 21 d
Family charge
Yearly Hollidays
90% in 30 d
80% in 45 d
Accidents at
work
85% in 15 d / 100% in 30 d
Examples objectives : respons to individual
demands
Social
Security
Employees / civil
servants
SelfEmployed
persons
Specific
sectors
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
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Does agentification bring
expected results ?
Social security missions
Goal achievements after
two years (2006-2007)
Client orientation
Fully realized objectives
Partially realized objectives
Internal management
Policy advice
Others
Not realized objectives
2. Results for 3 years needs…
2. …budgets for 3 years
Operating budgets 2009
300,000,000
250,000,000
200,000,000
150,000,000
100,000,000
50,000,000
0
Budgets stability
1
2
3
4
5
6
7
Real budget 2007 / promised budget 2007
8
Real budget 2008 / promised budget 2008
9
10
11
12
13
14
15
90.00%
92.00%
94.00%
96.00%
98.00%
100.00%
102.00%
3. Heavy changes can occur
3. Changes
Imposed
new
missions
3. Changes
Imposed
budget
cuts
3. Changes
not
… are
to be questionned
or negotiated!
must
but we talk
about
the
consequences
to maintain the balance
between input and output
4. Objectives…
For the political
authority too !
4. Objectives…
For the political
authority too !
Information &
discussion
Respect for budgets &
adaptations duties
Follow up & evaluation
4. Objectives…
For the political
authority too !
Fully
respected
47,7 %
Partialy
respected
31,6 %
Not
respected
20,7 %
5. Autonomy
Operational autonomy
Global budgets
Autonomous HRM / facility
mgt
Definition operational
objectives
Internal Management
5. Autonomy
Operational autonomy
Global budgets
Autonomous HRM / facility
mgt
Definition operational
objectives
Internal Management
Legal control
Internal control & audit
External audit
Reporting on results
6.Steering on results : new
processes
Negotiation of new
agreements,
coordinated by
central department
Global & pluriannual
evaluation by central
department
6. Steering on results :
new processes
Agency
rewards ?
Global & pluriannual
evaluation by central
department
Evaluation of CEO /
deputy CEO
Negotiation of new
agreements,
coordinated by
central department
6. Steering on results :
new processes
C.
Governance
of the
providers’
networks
Specific
agencies for
civil servants
benefits
Pensions
Occupational
diseases
Unemployment
Family charge
Health care
insurance
Yearly Hollidays
Accidents at
work
Secundary networks
Social
Security
Employees / civil
servants
SelfEmployed
persons
Specific
sectors
Familiy benefits
Unemployment
benefits
Occupational
diseases
Pensions
(employees only)
Specific civil
servants
1
3
1
1
1
1
2
2
4
1
15 11 35 15 3
2nd
level
2nd
level
13
Inspection
services
Policy support
coordination
3
E-Gov
coordination
2
Financial
management
Specific sectors
Helath care
insurance
1
Self employed persons
Yearly hollidays
1st
level
Accidents at
work
Employees / civil servants
Horizontal
organisations
1
4
4
1
Yearly
hollidays
Helath care
insurance
Familiy
benefits
Unemployme
nt benefits
Occupational
diseases
Pensions
(employees
only)
Specific civil
servants
Self employed persons
Specific sectors
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
granting
Yes
Yes
Yes
Yes
No
X
X
X
Yes
X
Yes
Yes
Yes
Yes
Yes
X
X
X
No
X
Policy
support
coordination
Inspection
services
E-Gov
coordination
Financial
Management
Accidents at
work
1st level
control
Yes
2nd level
payment
Employees / civil servants
Horizontal
organisations
Permanent discussion
Belgian Government
Trade Unions
representatives
(State’s
commissionars)
Management
Board
Neutral
president
Employers’
organizations
representatives
Belgian Government
Trade Unions
representatives
(State’s
commissionars)
Management
Board
Neutral
president
Representatives
from providers
Employers’
organizations
representatives
Responsabilizing the providers…
On the quality of their
business proces
On the quality of their
financial planning
On their management’s
and business results
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
D.
C.
Mission of
the central
department
Governance
of the
providers’
networks
Specific
agencies for
civil servants
benefits
Pensions
Occupational
diseases
Unemployment
Family charge
Health care
insurance
Yearly Hollidays
Accidents at
work
Central department ?
Social
Security
Employees / civil
servants
SelfEmployed
persons
Specific
sectors
Department’s mission ?
Granting somes antipoverty benefits
Supporting social
policy making
Fighting social fraud
Policy
support
One agency
More agencies
The agency
Department
with the
agency
Department
with the
agencies
Department
with the
agencies
Policy
support
One agency
More agencies
The agency
Department
with the
agency
Department
with the
agencies
Department
with the
agencies
Policy
support
One agency
More agencies
The agency
Department
with the
agency
Department
with the
agencies
Department
with the
agencies
Policy
support
One agency
More agencies
The agency
Multilateral
relations
Department
with the
agencies
Bilateral agreements
Policy
support
One agency
More agencies
The agency
Department
with the
agency
Department
with the
agencies
Department
with the
agencies
Policy
support
One agency
Department
with the
agency
The agency
More agencies
Evolution of
social protection
Tackling social
fraud
Social
indicators
Governance
Soon…
A performance agreement
for the department
Conclusions
TRUST
& coordinates
In a few words
your organizations
…and follow them
on their
RESULTS
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