Where are the care networks? Fruits of individual and local initiatives in the 80s, formalized as an experiment from 1996, this new way of organizing care are sentencing. Recently Dr. Menard, president of the CNR (National Coordination Network), castigated a dual discourse on the part of institutional actors. In this particular context that URML-IDF published its guide to health care networks and information systems for use by private physicians. In partnership with the firm Alain Bensoussan and the French Federation of micro-medical informatics, it proposes to establish a comprehensive legal framework on care networks. All questions that may arise liberal doctors on the ground have been taken into account by a very practical approach.
[...] Through the establishment of home care to gerontology, we are fully prepared to work on a new remuneration of professionals in these projects. Finally, we wish to actively participate in work on quality of care: that means the improvement of "quality care" at the heart of the mission recently established by the government? The definition is given now is that professionals apply best practice recommendations (in terms of care and education). For us it lacks a crucial dimension: how the professional tailors there these best practice recommendations based on the person he has in front of him? [...]
[...] We decided in 1999 to help the networks to shift from "care system" to "network health": the network is designed as a tool to improve population health rather than improving the functioning supply of care. However, this should address a much broader scale; we call medical psycho-social care as strictly. Networks for 15 years have shown their effectiveness in these dimensions, although they had originally been designed as networks on specific diseases: it is an evolution that took place naturally. [...]
[...] Kaplan and Norton have identified four basic steps in the selection and implementation of the BSC: Formalizing the business strategy The definition of indicators (global descriptors and to visualize the key points of the strategy), The calculation of indicators, The establishment of a management strategy around the PTB. Formalizing the business strategy The first step in the development of a scorecard is to formalize the business strategy. L It is important in a second time to detail the means of implementation by translating the strategy into operational objectives. [...]
[...] The mandate was given to the CNR there 2 years include: Project Intranet networks under way with France Telecom, dissemination of information, representation of the position of the networks to institutions methodological support, the organization's national convention that allows network members to meet and share experiences, the organization of regional clusters: today regions are organized in France, adhering to the NRC. We shall see if other terms are fixed in the next Congress, mandates debated quite democratic. What are the ways of the CNR to disseminate information? [...]
[...] Indicators over financial policy must also be taken into account, such as: The growth and diversification of revenue, a marker of winning new customers Improved productivity The strategy for using the asset and investment (reducing the need for working capital, optimizing cash flow). Axis client At the Consumer Relationship Management the axis of the BSC enables customers to define a strategy for it, and construct markers highlighting developments in market segments where the firm wishes to position. Performance indicators are then determined; loyalty, market share, satisfaction, retention, profitability. [...]
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