BTS SP3S cheat sheet

In France, the health system is organized around public hospitals (établissements publics de santé), private clinics, and primary care, with the State (Ministry of Health) setting national policy and ARS (Agences Régionales de Santé) implementing it regionally.

Social action is structured by the Code de l'action sociale et des familles (CASF), which defines categories of social establishments and services (e.g., for children, disabled, elderly) and their authorization and funding rules.

The loi du 2 janvier 2002 rénovant l'action sociale et médico-sociale introduced key rights for users: individualized project, contract of support, access to file, and external evaluation.

The loi HPST (Hôpital, Patients, Santé et Territoires) of 2009 created the ARS and reorganized hospital governance, introducing the directeur and the conseil de surveillance.

The loi du 26 janvier 2016 de modernisation de notre système de santé created the GHT (Groupements Hospitaliers de Territoire) and reinforced rights of patients (e.g., droit à l'oubli, tiers payant).

The loi du 24 juillet 2019 relative à l'organisation et à la transformation du système de santé (Ma santé 2022) focused on reorganizing care pathways, digital health, and removing numerus clausus.

Public health and social establishments are subject to the Code des marchés publics (or ordonnance 2015-899) for procurement, and to the Code général de la fonction publique for staff.

The ARS (Agence Régionale de Santé) is responsible for authorizing health and social care facilities, allocating resources, and coordinating regional health policy under the national framework.

The departmental council (conseil départemental) is the lead authority for social action and social assistance (aide sociale à l'enfance, RSA, APA) since the decentralization laws of 1982-83 and 2004.

Public health policy in France is defined by the Code de la santé publique (CSP), which sets objectives for health promotion, prevention, and access to care.

The Stratégie Nationale de Santé (SNS) fixes national priorities (e.g., reducing social inequalities in health, chronic diseases, mental health) and is declined in regional plans (PRS).

Social policies include family policy (CNAF), employment policy (France Travail), housing policy (aide au logement), and policies for vulnerable groups (elderly, disabled, children at risk).

The loi du 11 février 2005 pour l'égalité des droits et des chances des personnes handicapées introduced the MDPH (Maison Départementale des Personnes Handicapées) and the PCH (Prestation de Compensation du Handicap).

The RSA (Revenu de Solidarité Active) is a social minimum managed by departments, with rights and duties including integration contract (contrat d'engagement réciproque).

The loi du 7 mars 2016 (loi santé) and the loi du 2 août 2021 (bioethics) address access to care, digital health, and reproductive rights.

The plan national de santé publique (PNSP) and the plan national de prévention (PNP) are key instruments for implementing prevention and health promotion.

The notion of 'parcours de santé' (care pathway) aims to coordinate care across hospital, ambulatory, and social sectors, reducing hospital readmissions.

Evaluation of public policies uses indicators (e.g., ESPT, IRDES) and is mandatory for social and health establishments under the loi 2002-2 via the HAS (Haute Autorité de Santé).

Needs analysis can use Maslow's hierarchy (physiological, safety, belonging, esteem, self-actualization) to classify individual needs and prioritize interventions.

Bradshaw's taxonomy of social need: normative (expert-defined), felt (subjective), expressed (demand), comparative (benchmarking) – useful for diagnosing gaps.

The diagnostic de territoire (territorial diagnosis) collects quantitative data (INSEE, CAF, ARS) and qualitative data (interviews, focus groups) to identify local needs.

Target groups in social intervention include: children at risk, elderly (APA), disabled (MDPH), precarious populations (RSA), and young people (missions locales).

Social intervention methods include: accompaniment (accompagnement social), casework (travail social individual), group work, community development (développement social local).

The non-recours aux droits (non-take-up of rights) is a key concept: measuring it requires identifying barriers (information, administrative complexity, stigma).

Empowerment (autonomisation) is a goal of social intervention: enabling users to act on their own situation, used in many social work practices.

The approche centrée sur la personne (Rogers) and the plan d'aide personnalisé are tools to co-construct intervention with the user.

Evaluation of social intervention uses indicators (e.g., taux d'insertion, satisfaction) and methods (before-after, control group) to measure effectiveness.

Project management cycle: initiation, planning, execution, monitoring/control, closure (PMBOK). Each phase produces deliverables (charter, schedule, budget, report).

The cahier des charges (specifications) defines functional and technical requirements for a service or product; it is used for procurement and contract.

The Gantt chart (diagramme de Gantt) visualizes tasks over time, dependencies, and milestones; the PERT chart shows task sequencing and critical path.

SMART objectives: Specific, Measurable, Achievable, Realistic, Time-bound – used to define project goals.

The logigramme (flowchart) and the QQOQCCP (Qui, Quoi, Où, Quand, Comment, Combien, Pourquoi) are tools for problem definition and process mapping.

The business model canvas (BMC) and the social business model canvas help design social services, covering value proposition, beneficiaries, partners, costs, and revenues.

Risk management in projects: identify, assess (probability/impact matrix), plan responses (avoid, reduce, transfer, accept), and monitor.

The cycle de vie d'un service includes design, implementation, evaluation, and revision; user participation is required by loi 2002-2 (conseil de la vie sociale).

Quality approach in social services: référentiels, certification (ISO 9001), and évaluation externe (HAS) are used to improve service provision.

Organizational structures: functional (by function), divisional (by product/region), matrix (dual reporting), and network; each has advantages and coordination challenges.

HR management in social sector includes recruitment, training plan (plan de formation), evaluation (entretien professionnel), and career management under the Code général de la fonction publique.

Teamwork models: Tuckman's stages (forming, storming, norming, performing, adjourning) describe group development.

Conflict resolution methods: negotiation (win-win), mediation, arbitration; in social teams, supervision (analyse de pratiques) is used to manage emotional load.

The management cycle: plan, organize, lead, control (Fayol); in social organizations, participatory management and empowerment of staff are emphasized.

Staff representation: CSE (Comité Social et Économique) for private sector, CAP (Commission Administrative Paritaire) for public sector, and délégués du personnel.

Key HR indicators: turnover rate, absenteeism rate, training hours per employee, and staff satisfaction surveys.

The projet d'établissement (institutional project) defines objectives and means, and requires staff involvement; it is mandatory for social and health establishments.

Leadership styles: autocratic, democratic, laissez-faire, transformational; situational leadership adapts to team maturity.

Public finance principles: annuality, unity, universality, specification, and equilibrium; the LOLF (loi organique relative aux lois de finances) organizes state budget by missions and programs.

Social security financing: PLFSS (projet de loi de financement de la sécurité sociale) sets annual spending targets (ONDAM) for health insurance.

Budget construction: forecast revenues and expenses, break down by category (personnel, operating, investment), and monitor variances (budget vs actual).

Cost analysis: fixed vs variable costs, direct vs indirect costs, and full cost method (méthode des coûts complets) for pricing services.

Financing of social establishments: price per day (prix de journée), global budget (dotation globale), and specific funding (e.g., PCH, APA) depending on the activity.

Financial indicators: taux d'occupation (occupancy rate), coût par usager (cost per user), and ratio de structure (staff costs/total costs).

Procurement rules: seuils (thresholds) for public procurement (e.g., 40,000 € for simplified procedure), and principles of free access, equal treatment, and transparency.

Internal control and audit: separation of duties, authorization, and documentation to prevent fraud and errors.

The compte administratif (administrative account) and compte de gestion (management account) are annual financial reports for public establishments.

Information system (IS) components: hardware, software, data, procedures, people, and networks; the IS supports decision-making and operational processes.

Data protection: RGPD (GDPR) requires lawful basis, data minimization, storage limitation, and rights of access, rectification, erasure, and portability.

The CNIL (Commission Nationale de l'Informatique et des Libertés) enforces data protection; declarations and impact assessments (AIPD) are required for high-risk processing.

Health data are sensitive under RGPD and the Code de la santé publique; the HDS (Hébergeur de Données de Santé) certification is mandatory for hosting health data.

Digital communication tools: intranet, extranet, social media, email, and collaborative platforms; each has specific uses and security risks.

Data quality dimensions: accuracy, completeness, consistency, timeliness, and validity; data governance ensures these are maintained.

Business intelligence (BI) and dashboards (tableaux de bord) use key performance indicators (KPIs) to monitor activity and support management.

Interoperability standards in health: HL7, FHIR, and the DMP (Dossier Médical Partagé) enable data exchange between systems.

Cybersecurity basics: strong passwords, multi-factor authentication, regular backups, and awareness of phishing; the ANSSI provides guidelines.

Professional writing principles: clarity, conciseness, accuracy, and appropriate tone; use structured formats (e.g., email with subject, greeting, body, closing).

The communication model: sender, receiver, message, channel, feedback, noise; effective communication requires active listening and feedback.

Oral presentation structure: introduction (hook, purpose), body (3 key points), conclusion (summary, call to action); use visual aids sparingly.

The professional project (projet professionnel) includes self-assessment, exploration of careers, and an action plan (objectives, steps, timeline).

The portfolio de compétences (skills portfolio) documents experiences, skills acquired, and evidence; useful for validation of acquired experience (VAE).

Networking and personal branding: LinkedIn profile, professional associations, and informational interviews to build professional network.

Meeting management: agenda, roles (facilitator, timekeeper, note-taker), minutes (compte rendu), and action items with deadlines.

Conflict communication: use 'I' statements, separate facts from interpretations, and focus on interests rather than positions (Fisher & Ury).

Written reports in social sector: structure with context, objectives, methods, results, analysis, and recommendations; cite sources properly.