Extract
[...] The decree therefore reinforces the strategic dimension of these contracts, involving a more rigorous follow-up. Although the decree focuses on contractualization, CPOM are often linked to the allocation of financial resources. The ARS therefore has significant decision-making power over the financing of structures, in line with the objectives defined in the CPOM. This is also the case in terms of the ppilotage of the regional health policy just as powers of control over the establishments and services, or even sanctions, in the event of non-compliance with the terms of the CPOM or current regulations. [...]
[...] For a FAM, this means registering in a global territorial vision of care for people with disabilities and contributing to regional public health objectives. Similarly, this new policy allows for acentring on management objectives since the'idea is to make CPOM a true strategic management tool, focused on expected results and relevant follow-up indicators. For the FAM, this means defining objectives that have a direct impact on the quality of life of residents, the efficiency of the organization, and the overall performance of the structure. [...]
[...] For a FAM, this is concretely translated by a search for optimization of the use of financial, human, and material resources, in order to ensure a quality care while ensuring the sustainability of the structure. Finally, we must not forget to mention thedevelopment of partnerships with other sectors. Competences and powers of institutional actors Next, within the framework of our reflection, let us try to account for the skills and powers of the institutional actors concerned by the decree, just like the users, accompanied people, etc. First of all, let us start with the Regional Health Agencies (Camberlein, 2019). [...]
[...] The CPOM cannot derogate from these rights and must on the contrary favor their implementation. Constraints and Paradoxes However, this is not without crystallizing constraints or even paradoxes in terms of application. Notably in terms of limiting the number of objectives in the sense that the limitation to a maximum of ten strategic objectives can be constraining for a FAM that must juggle with a multitude of issues such as the quality of accompaniment of residents with complex needs for example. [...]
[...] The logic here is to concentrate efforts on a limited number of clear and measurable priorities, avoiding dispersion and promoting more effective implementation. For a FAM, this means identifying major axes of improvement for resident care and structure management (Carrière, 2018). Then, we can account for the aimplementation of formal prescriptions since theThe decree aims to simplify and harmonize procedures related to CPOM. The rationality is to reduce the administrative burden for establishments and ARS, allowing more time and resources to be devoted to achieving concrete objectives rather than complex formalities. [...]
