{"id":22143,"date":"2024-05-30T16:28:12","date_gmt":"2024-05-30T14:28:12","guid":{"rendered":"https:\/\/www.digdash.com\/?p=22143"},"modified":"2024-11-12T16:00:26","modified_gmt":"2024-11-12T15:00:26","slug":"le-tableau-de-bord-pour-le-management-des-etablissements-medico-sociaux","status":"publish","type":"post","link":"https:\/\/www.digdash.com\/fr\/news-articles\/business-intelligence\/le-tableau-de-bord-pour-le-management-des-etablissements-medico-sociaux\/","title":{"rendered":"Le tableau de bord : un outil essentiel pour le management des \u00e9tablissements m\u00e9dico-sociaux"},"content":{"rendered":"<p><b>Am\u00e9liorer la qualit\u00e9 des soins et de l&rsquo;accompagnement, tout en renfor\u00e7ant l&rsquo;efficacit\u00e9 op\u00e9rationnelle\u00a0: c&rsquo;est le double d\u00e9fi auquel sont confront\u00e9s les \u00e9tablissements m\u00e9dico-sociaux. Heureusement, des outils de pilotage sp\u00e9cifiques peuvent les aider \u00e0 surmonter ce challenge. Comment mesurer l&rsquo;efficacit\u00e9 des actions d&rsquo;accompagnement dans le secteur m\u00e9dico-social\u00a0? Quels indicateurs suivre\u00a0? Voici toutes les r\u00e9ponses.<\/b><\/p>\n<h2><b>Les enjeux du management en m\u00e9dico-social<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">Dans un contexte d\u2019augmentation de l\u2019espe\u0301rance de vie et du nombre de personnes a\u0302ge\u0301es, l\u2019offre des <\/span><b>\u00e9tablissements et services me\u0301dico-sociaux (ESMS)<\/b><span style=\"font-weight: 400;\"> doit s\u2019adapter \u00e0 l&rsquo;\u00e9mergence de nouveaux besoins au sein des populations fragiles.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">En outre, ces structures ont connu des transformations profondes en mati\u00e8re de contractualisation, d&rsquo;autorisation ou encore d&rsquo;\u00e9valuation au cours des derni\u00e8res ann\u00e9es. Du fait des r\u00e9formes, <\/span><b>la description des prestations offertes et des ressources mobilis\u00e9es est aujourd&rsquo;hui incontournable<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Plus pr\u00e9cis\u00e9ment, les \u00e9tablissements m\u00e9dico-sociaux doivent \u00eatre en mesure de d\u00e9crire\u00a0:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Leurs missions, leurs objectifs et les modalit\u00e9s de suivi de ces objectifs.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Les prestations effectu\u00e9es, les personnes prises en charge ou accompagn\u00e9es, les activit\u00e9s produites.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Les modalit\u00e9s de mobilisation de leurs ressources financi\u00e8res, humaines et mat\u00e9rielles.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">L\u2019inscription de leur intervention dans un territoire.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Par ailleurs, la r\u00e9gulation croissante du secteur m\u00e9dico-social s&rsquo;accompagne d&rsquo;une \u00e9volution des modalit\u00e9s de financement, donnant naissance \u00e0 de nouvelles logiques de gestion. Pour se les approprier, <\/span><b>les \u00e9tablissements et services doivent donc renforcer leur pilotage interne<\/b><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">D&rsquo;o\u00f9 l&rsquo;importance de s&rsquo;appuyer sur des outils de pilotage efficaces. Les <\/span><a href=\"https:\/\/www.digdash.com\/fr\/news-articles\/conseils-et-astuces\/reussir-tableau-de-bord-gestion\/\"><span style=\"font-weight: 400;\">tableaux de bord<\/span><\/a><span style=\"font-weight: 400;\">, en particulier, permettent aux ESMS de produire automatiquement des indicateurs fiables, de les suivre au fil du temps, mais aussi de les comparer avec ceux d&rsquo;autres organisations, que ce soit au niveau r\u00e9gional ou national.<\/span><\/p>\n<h2><b>Quel est l&rsquo;int\u00e9r\u00eat d&rsquo;un tableau de bord pour un \u00e9tablissement m\u00e9dico-social\u00a0?<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">Le tableau de bord est avant tout un <\/span><b>outil de pilotage interne<\/b><span style=\"font-weight: 400;\"> pour les structures m\u00e9dico-sociales. En effet, il vise \u00e0 <\/span><a href=\"https:\/\/www.digdash.com\/fr\/news-articles\/business-intelligence\/comment-ameliorer-la-performance-dans-le-domaine-de-la-sante\/\"><span style=\"font-weight: 400;\">am\u00e9liorer la performance des \u00e9tablissements et services<\/span><\/a><span style=\"font-weight: 400;\">, tout en les aidant \u00e0 mettre en place et \u00e0 hi\u00e9rarchiser leurs actions d\u2019am\u00e9lioration.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">De plus, il facilite les \u00e9changes avec les <\/span><b>agences re\u0301gionales de sante\u0301<\/b><span style=\"font-weight: 400;\"> (dans le cadre des contrats pluriannuels d\u2019objectifs et de moyens) et les <\/span><b>conseils d\u00e9partementaux<\/b><span style=\"font-weight: 400;\"> (dans le cadre des conventions tripartites). Gr\u00e2ce \u00e0 cet outil, <\/span><b>les diff\u00e9rents acteurs partagent une vue d\u2019ensemble de la structure<\/b><span style=\"font-weight: 400;\"> qui va bien au-del\u00e0 des seuls aspects financiers, par exemple dans le cadre d\u2019une d\u00e9marche de contractualisation.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Pour un ESMS, le tableau de bord est aussi un levier pour d\u00e9velopper des strat\u00e9gies de rapprochement avec d&rsquo;autres structures. Sans oublier que les restitutions de donn\u00e9es et d&rsquo;indicateurs lui permettent de <\/span><b>comparer ses ratios avec ceux observ\u00e9es dans des \u00e9tablissements comparables<\/b><span style=\"font-weight: 400;\">, sur l&rsquo;ensemble du territoire.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Ainsi, le pilotage de la performance \u00e0 l&rsquo;aide d&rsquo;un tableau de bord combine des <\/span><b>objectifs de qualite\u0301 des organisations et du service aux personnes<\/b><span style=\"font-weight: 400;\">, mais aussi des <\/span><b>objectifs d\u2019efficience dans le management des structures<\/b><span style=\"font-weight: 400;\">. Cet outil favorise \u00e9galement la diffusion d\u2019une culture du pilotage, de la mesure et de l&rsquo;analyse dans les \u00e9tablissements.<\/span><\/p>\n<h2><b>Quels sont les indicateurs cl\u00e9s de performance pour les \u00e9tablissements m\u00e9dico-sociaux\u00a0?<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">On peut distinguer 4 grandes cat\u00e9gories d&rsquo;indicateurs cl\u00e9s de performance (KPI) \u00e0 suivre dans le secteur m\u00e9dico-social.<\/span><\/p>\n<h3><b>Les prestations de soins et d\u2019accompagnement<\/b><\/h3>\n<p><span style=\"font-weight: 400;\">Exemples\u00a0:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Taux de personnes en d\u00e9rogation ou hors autorisation<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">R\u00e9partition des personnes accompagn\u00e9es sorties d\u00e9finitivement sur l&rsquo;ann\u00e9e (ventil\u00e9e par motif ou par destination)<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Taux d&rsquo;occupation des lits ou places autoris\u00e9s<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Taux de rotation des lits ou places autoris\u00e9s<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Profil des personnes accompagn\u00e9es (adultes\/enfants, degr\u00e9 d\u2019autonomie, d\u00e9ficiences observ\u00e9es)<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Dur\u00e9e moyenne de s\u00e9jour ou de prise en charge<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Part des personnes b\u00e9n\u00e9ficiant d&rsquo;une mesure de protection<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Nombre moyen de journ\u00e9es d&rsquo;absence des personnes accompagn\u00e9es<\/span><\/li>\n<\/ul>\n<h3><b>Les ressources humaines et mat\u00e9rielles<\/b><\/h3>\n<p><span style=\"font-weight: 400;\">Exemples\u00a0:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Taux d\u2019\u00e9quivalent temps plein (ETP) vacants<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Taux de prestations externes<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Taux de personnels occupant une fonction de management ou de gestion d&rsquo;\u00e9quipe<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Taux d&rsquo;absent\u00e9isme<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Taux de rotation du personnel<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Pyramide des \u00e2ges du personnel<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Volume des comptes \u00e9pargne-temps<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Poids du recours \u00e0 l&rsquo;int\u00e9rim<\/span><\/li>\n<\/ul>\n<h3><b>L\u2019\u00e9quilibre financier et budg\u00e9taire<\/b><\/h3>\n<p><span style=\"font-weight: 400;\">Exemples\u00a0:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Taux d&rsquo;atteinte des pr\u00e9visions de recettes<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Taux d&rsquo;atteinte des pr\u00e9visions de d\u00e9penses<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Capacit\u00e9 d&rsquo;autofinancement (CAF)<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Taux de v\u00e9tust\u00e9 des constructions<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Taux d&rsquo;ind\u00e9pendance financi\u00e8re<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Taux de couverture du besoin en fonds de roulement<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">R\u00e9partition des recettes et des charges<\/span><\/li>\n<\/ul>\n<h3><b>Les objectifs de l&rsquo;\u00e9tablissement<\/b><\/h3>\n<p><span style=\"font-weight: 400;\">Exemples\u00a0:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Maturit\u00e9 de la d\u00e9marche d&rsquo;am\u00e9lioration de la qualit\u00e9<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Niveau de maturit\u00e9 du syst\u00e8me d&rsquo;information<\/span><\/li>\n<\/ul>\n<h2><b>Comment construire un tableau de bord pour le m\u00e9dico-social\u00a0?<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">Sur le mod\u00e8le du <\/span><a href=\"https:\/\/www.ars.sante.fr\/le-pilotage-de-la-performance-dans-les-etablissements-medico-sociaux-0\"><span style=\"font-weight: 400;\">tableau de bord de pilotage<\/span><\/a><span style=\"font-weight: 400;\"> con\u00e7u par l\u2019agence nationale pour l\u2019appui \u00e0 la performance des \u00e9tablissements de sant\u00e9 et m\u00e9dico-sociaux (Anap), il est pertinent d&rsquo;opter pour une architecture en trois niveaux\u00a0:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Le premier niveau contient des KPI visant \u00e0 <\/span><b>structurer le dialogue entre l&rsquo;ESMS et les autorit\u00e9s de tarification et de contr\u00f4le<\/b><span style=\"font-weight: 400;\">, notamment les agences r\u00e9gionales de sant\u00e9 et les conseils d\u00e9partementaux.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Le deuxi\u00e8me niveau d&rsquo;indicateurs a pour but <\/span><b>d&rsquo;\u00e9clairer le pilotage interne de l&rsquo;\u00e9tablissement<\/b><span style=\"font-weight: 400;\">.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Le troisi\u00e8me niveau n\u2019est pas constitu\u00e9 d\u2019indicateurs \u00e0 proprement parler, mais de donn\u00e9es brutes (appel\u00e9es \u201cdonn\u00e9es de caract\u00e9risation\u201d), <\/span><b>qui servent \u00e0 d\u00e9crire la structure et \u00e0 calculer certains KPI<\/b><span style=\"font-weight: 400;\">. Ces donn\u00e9es sont \u00e0 la base de la constitution de groupes homog\u00e8nes, gr\u00e2ce auxquels les \u00e9tablissements peuvent se comparer avec des structures semblables.<\/span><\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<p><b><i>Plus que jamais, le tableau de bord s&rsquo;impose comme un outil incontournable pour les directions d&rsquo;\u00e9tablissements m\u00e9dico-sociaux, les responsables qualit\u00e9 et les gestionnaires de projets. Gr\u00e2ce \u00e0 lui, les ESMS ont les moyens de piloter efficacement leur activit\u00e9, tout en faisant face aux d\u00e9fis d\u00e9mographiques et r\u00e9glementaires actuels.<\/i><\/b><\/p>\n<p><a href=\"https:\/\/content.digdash.com\/fr-demande-de-demo\"><img fetchpriority=\"high\" decoding=\"async\" class=\"wp-image-18696 aligncenter entered lazyloaded\" src=\"https:\/\/www.digdash.com\/wp-content\/uploads\/2023\/03\/cta-telecharger-1-300x100.png\" sizes=\"(max-width: 594px) 100vw, 594px\" srcset=\"https:\/\/www.digdash.com\/wp-content\/uploads\/2023\/03\/cta-telecharger-1-300x100.png 300w, https:\/\/www.digdash.com\/wp-content\/uploads\/2023\/03\/cta-telecharger-1.png 600w\" alt=\"\" width=\"594\" height=\"198\" data-lazy-srcset=\"https:\/\/www.digdash.com\/wp-content\/uploads\/2023\/03\/cta-telecharger-1-300x100.png 300w, https:\/\/www.digdash.com\/wp-content\/uploads\/2023\/03\/cta-telecharger-1.png 600w\" data-lazy-sizes=\"(max-width: 594px) 100vw, 594px\" data-lazy-src=\"https:\/\/www.digdash.com\/wp-content\/uploads\/2023\/03\/cta-telecharger-1-300x100.png\" data-ll-status=\"loaded\" \/><\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Am\u00e9liorer la qualit\u00e9 des soins et de l&rsquo;accompagnement, tout en renfor\u00e7ant l&rsquo;efficacit\u00e9 op\u00e9rationnelle\u00a0: c&rsquo;est le double d\u00e9fi auquel sont confront\u00e9s les \u00e9tablissements m\u00e9dico-sociaux. Heureusement, des outils de pilotage sp\u00e9cifiques peuvent les aider \u00e0 surmonter ce challenge. Comment mesurer l&rsquo;efficacit\u00e9 des actions d&rsquo;accompagnement dans le secteur m\u00e9dico-social\u00a0? Quels indicateurs suivre\u00a0? Voici toutes les r\u00e9ponses. Les enjeux &#8230; <a title=\"Le tableau de bord : un outil essentiel pour le management des \u00e9tablissements m\u00e9dico-sociaux\" class=\"read-more\" href=\"https:\/\/www.digdash.com\/fr\/news-articles\/business-intelligence\/le-tableau-de-bord-pour-le-management-des-etablissements-medico-sociaux\/\" aria-label=\"En savoir plus sur Le tableau de bord : un outil essentiel pour le management des \u00e9tablissements m\u00e9dico-sociaux\">Lire plus<\/a><\/p>\n","protected":false},"author":22,"featured_media":22144,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[10],"tags":[],"class_list":["post-22143","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-intelligence"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Management en 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