RNCP Director of Health Establishments

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Which RNCP title for a Director of Health Care Facilities?

Professional certification issued
and blocks of competencies

Title of ” Director of Health Establishments ” level 7 (EU) registered in the RNCP (Répertoire National des Certifications Professionnelles) under the code NSF 331p. Order of December 8, 2017 published in the Journal Officiel of December 21, 2017.

Find the blocks of skills associated with this RNCP title.

THE VALIDATION OF THE RNCP TITLE IS DONE BY CAPITALIZATION OF ALL THE BLOCKS OF COMPETENCES.

Presentation of the RNCP title Director of Health Establishments

The Director of Health Care Facilities holds management and supervisory positions in health, social and medico-social facilities.
He/she manages a health, social or medico-social structure in its financial, human, administrative, logistical and specific dimensions (quality, hygiene, risk management, security, public relations, etc.).
It must coordinate all the activities of an establishment in order to guarantee the best possible care for users (patients, residents or elderly people, disabled people, people in social difficulties…). To this end, it organizes and manages the services.
It defines an institutional project that is consistent with the strategic and political orientations of the institution and the decision-making bodies.
Finally, he/she guarantees the proper functioning of his/her establishment and optimizes the service provided to users.

To fulfill its mission, it must:

  • manage human resources by developing employees’ skills,
  • control and justify its operating budget,
  • improve the quality of services and manage the risks of the establishment,
  • take into account all regulatory and environmental constraints.

What jobs can you do with this RNCP title?

The following is a non-exhaustive list of the various functions that can be performed by holders of the “Director of Health Care Facilities” certification:

  • Director of a health establishment, EHPAD, senior residence
  • Assistant Director
  • Health executive associated with the management of a health care facility
  • Operations Manager

“In response to business needs

In the field of health care management, there is a very strong demand for personnel with technical and operational skills but also able to respond to recent changes in the health care sector and the care of the elderly. We must take the measure of technological revolutions but also of the evolution of public expectations.

It is important to train professionals who will be able to respond to the new situation marked by longer life expectancy and the increase in chronic diseases.

What are the skills developed?

At the end of the training, students will have acquired the following blocks of competencies:

  • Designing and supporting organizational and managerial change processes in a health care facility while respecting the environmental and regulatory specificities of the sector
  • Manage the accounting and financial management of the establishment
  • Managing human resources in a health care facility
  • Organize and monitor the development of the establishment’s activity
  • Implementing a quality approach and an effective risk management policy within a health care institution
  • This certification is accessible by capitalizing on all the blocks of skills.

This certification is accessible by capitalization of these blocks of skills.

Example of a course

MANAGEMENT DES ÉQUIPES ET ACCOMPAGNEMENT INDIVIDUALISÉ 

  • Implementation of a forward-looking management of jobs and skills (GPEC).
  • Construction of quantitative and qualitative databases of employees.
  • Implementation of the training plan.
  • Construction of simplified job descriptions and evaluation criteria for the objectives achieved.
  • Establishment of individualized objective contracts.
  • Carrying out annual assessment interviews.
  • Identification and valorisation of staff skills. Identification and valorisation of good practices.

ÉTATS FINANCIERS ET DIAGNOSTIC 

  • Analysis of financial, economic and regulatory information that may impact the current and probable situation of a healthcare facility.
  • Identification of the causes of present or future difficulties in an institution.
  • Study, identification of risks and proposal of solutions.

CONTRÔLE DE GESTION DES ACTIVITÉS DE SERVICE À LA PERSONNE  

  • Understanding of the “enterprise” system as a whole and modeling for control purposes.
  • Calculation of costs, prices and margins in order to make financial trade-offs.
  • Organization of the production and exploitation of management information.
  • Construction of budgets.Follow-up of the realization of the forecasts.Calculation, analysis and correction of variances between forecasts and actuals.

GESTION GLOBALE D’UN ÉTABLISSEMENT MÉDICO-SOCIAL 

  • Key factors for the successful opening of a medical-social establishment.
  • Typology of medico-social establishments in the field of disability.
  • Elaboration and structuring of a provisional budget for a medico-social establishment. Monthly budget monitoring table.

DÉMARCHE QUALITÉ ET CERTIFICATION DANS LES ÉTABLISSEMENTS SANITAIRES  

  • Planning, implementation and evaluation of the quality process.
  • Supervision and support for certification in health care institutions.
  • Valuation of the quality approach in the context of the certification of health care institutions.
  • Implementation of professional practice evaluations.
  • Development of a dashboard of quality indicators.

GESTION DES PROTOCOLES D’HYGIÈNE ET DES RISQUES BIOLOGIQUES  

  • Analysis of hazards related to biological agents.
  • Control of biological agents.
  • Knowledge of the various risks associated with health care facilities.
  • Use of the HACCP system.
  • Management of a collective food poisoning.Management of a nosocomial infection.Management of a legionellosis. Management of care activity waste.

ÉCONOMIE DE LA SANTÉ ET RÉFORMES DU SYSTÈME DE SANTÉ  

  • Analysis of health care systems and the growth of health care spending.
  • Understanding of the different ways in which health care spending is regulated.
  • Comparison with experiences implemented abroad.

ÉLABORATION DES PLANNINGS DES PERSONNELS DES ÉTABLISSEMENTS DE SANTÉ   

  • Stakes and interests of the management of the schedules.
  • Implications for employees and the social climate.
  • Elements for creating schedules: legal rules, collective agreements and tripartite agreements.
  • Process of creating schedules with the creation of the cycle and the working hours.
  • Basic rules to be respected monthly average, weekly duration, working amplitude, rest.
  • Replacement of an employee.

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Updated 28 April 2022