1. FPS Social Security DG Strategy & Research
Performance agreements in the Belgian social security network
July 2009

2. 1
Context
 Performance agreements (PA) in the Federal state of Belgium
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3. Governance framework at the federal level
Central ministries
Executive bodies : Federal Law of 16 March 1954 on the control on public institutions of general interest A B C D 1
1993 : Autonomous State’s owned enterprises / public anonymous corporation (PA)
’90 : privatization 2
: Public institutions from social security
PA, ops autonomy, ind responsibility for CEO 3
: Copernicus Reform
Matrix structure, reorganisation in Federal Public services (FPS)
Individual responsibility for CEO’s 4
2008 : Policy plan Minister for Civil Service
PA / operational autonomy for FPS and remaining A & B bodies
To ex post control
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4. Governance framework within the Regions and Communities
General ministries
Executive bodies : Federal Law of 16 March 1954 for the control on public institutions of general interest A B C
1993 : Autonomous State’s owned enterprises / public anonymous corporation (PA)
Outside
Within & developed
Within & unchanged
Flemish Community
Wallon Region
French Community
Brussels Capital Region
: For a Better Management Policy Reform
Reorganisation in policy fields, agencies, CEO-mandate, PA for agencies
2004 : Management decrees
for executive institutions : control, PA, CEO responsibility
2007 : Plan Marcourt (Walloon Region) reorganisation in departments, CEO-mandate
2007 : PA for departments
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5. Performance agreements in the Kingdom of Belgium
Flemish Community
56 executive agencies
13 central departments
Brussels Capital Region
5 executive bodies or public enterprises
French Community
6 executive bodies or public enterprises
Walloon Region
27 executive bodies or public enterprises
Federal authority
11 State’s owned enterprises
15 executive institutions from social security
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6. Contractmanagement within the Belgian Social Security network2
Contractmanagement within the Belgian Social Security network
 Actual situation  Contracting parties  Options taken in the implementation of the PA
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7. Performance agreements within the Belgian social security network
Performance agreements in 15 Social Security Public Institutions (SSPI) :
 Between the Federal State and each SSPI
 employees concerned
 Operational budget +/- 1billions €/year
 Three years period + prolongation
 1ste generation ( ) – second generation ( )
Need for a well performing social security network because of external threats
Greater demands from citizen for a qualitative service
Why ?
More and more budgetary constraints
Need for adequate policy support
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8. Who ? A PA between Social partners, CEO & Ministers
System of public social insurance covering social risks
Direct contributions
Appointed CEO
Employers’ organisations
Trade unions
Governance of the public institutions
Performance agreements
Belgian State
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9. The contracting pandemonium
Ministre de Tuelle
Commissionar
Policy Minister
Support to the political level
Control, following-up concertation
Support
Minister for Budget
Commissionar Minister for Budget
FPS Budget
Concertation en task division
Intercabinet working groups
Minister for Civil Service
Social Security Public Institution
Belgian government
FPS Empl
FPS Soc
Mgt-board
CEO
SSPI’s College
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10. Effectiveness : policy implementation
Content : the PA will cover the operational performance of the institutions
Effectiveness : policy implementation
Performance : execution daily activities
Efficiency : Value for Money
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11. Output objectives
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12. Fraud & Error inside the PA
High topic for the 3d generation ( )
Not only fraud but also errors
Analyzing actual measurement system en developing new ones if necessary
Policy targets
for tackling
fraud & error
(april 2009)
Report on fraud/error mechanisms inside your policy sector
Making a risk analyse for your policy sector
Updating the actual action plans against social fraud / error
Cooperating with others Belgian departments or executive bodies
Participating to the execution of international / bilateral agreements
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13. A new relationship between Agency and the State
We are equal partners
L’Etat, c’est moi
Reaching a compromise
Primacy of politics
Operational autonomy
Reporting
Contractual obligations
Remaining control
Performance agreements
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14. 3 The contractualisation process in brief
 Negotiation  Yearly implementation cycle  First evaluation
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15. Step 5 : 2nd round of negotiation Step 2 – 1st round of negotiation
Negotiation process
June X-1
June-July X-1
August – October X-1
November-december X-1
Step 5 : 2nd round of negotiation
Step 4 – Political discussions
Meeting Inst – Policy & Budget Ministers
Step 6
Budgetary planning Year X
GOV decision
Approbation, signing & publication
Financial way
Step 1
Preparation
Step 2 – 1st round of negotiation
Political / budgetary discussions
Final approval of the budgets
Meeting Inst – Policy & Budget Ministers
Step 3
Budget 1st year – Budgets 2 next Years
1st project PA
2nd project contract
3d project contract
State’s expectations
Strategic way
Meeting Institution – Policy Minister
Meeting Inst-Policy Minister
Meeting Inst – Policy Minister
Communication to Policy Ministers
Approval Social Pertners
Technical way
Quality check-up
Quality check-up
Quality check-up
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Preparation
Negotiation
Conclusion

16. Implementation : yearly cycle
Negociation of new agreements
Pluriannual
Cycle
Year
Cycle
Global & pluriannual evaluation by dpt
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17. Evaluation 1st generation : goal attainment
1193 (I) /1204 (II) operational outputs
978 (I) /1136 (II) SMART enough to be evaluated
Evaluation 1st generation : goal attainment
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18. Observed problems with the information quality inside PA and reports
Weak points of PA
Observed problems with the information quality inside PA and reports
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19. 4 Open questions about the system’s future
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20. First question : how to maintain the innovative nature of PA ?
Effectiveness : policy implementation
Performance : execution daily activities
Efficiency : Value for Money
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21. Preaching for pluri-annual performance en budget planning
Second question : how to match the pluri-annual PA with yearly budgetary constraints ?
Preaching for pluri-annual performance en budget planning
Respect for the (yearly) techniques of budgetary orthodoxy
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22. Changes in policy / political / budgetary cycles
Third question : how to guarantee the partnership and the primacy of politics at the same time?
Changes in policy / political / budgetary cycles
L’Etat, c’est moi
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23. Fourth question : how to translate PA into individual performance ?
Individual targets
Organizational performances
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24. Fifth question : How to transfer the system to central departments ?
Covering production chain
Covering study & policy departments
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25. For further informations
Amaury Legrain
Tom Auwers
FPS Social Security – DGStrat
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