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

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.

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

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  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

  12. B. Governance of the Belgian Social Security Agencies

  13. Agencies ?

  14. Inside the agencies

  15. CEO & deputy Management Board Board of directors

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

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

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

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

  20. Betweeneachagency and the State

  21. BelgianGovernment Performance agreement CEO & deputy Management Board

  22. 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

  23. 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

  24. The deal

  25. 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

  26. 1. Definition of SMART outputs for 3 years

  27. 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

  28. 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

  29. 2. Results for 3 yearsneeds…

  30. 2. …budgets for 3 years

  31. Budgets stability

  32. 3. Heavy changes canoccur

  33. 3. Changes Imposed new missions

  34. 3. Changes Imposed budget cuts

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

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

  37. 4. Objectives… For the politicalauthoritytoo !

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

  39. 4. Objectives… For the politicalauthoritytoo !

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

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

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

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

  44. 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

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