In 2016, France had 900 multidisciplinary health centers. In 2026, there are more than 2,600. This rapid growth is not a passing trend: it is the most concrete response to the problem of medical deserts.
And for the healthcare professionals carrying these projects, it is also an ambitious entrepreneurial venture.
What exactly is a multidisciplinary health center?
A multidisciplinary health center brings together at minimum:
- 2 general practitioners
- 1 paramedical professional (nurse, physiotherapist, etc.)
But in practice, successful health centers integrate 8 to 15 professionals: general practitioners, nurses, physiotherapists, speech therapists, midwives, psychologists, dietitians, sometimes a dentist or pharmacist nearby.
The distinguishing feature that sets the health center apart from a simple group practice: the health project. This is a document that formalizes common objectives, coordination protocols, and prevention actions. Without a health project validated by the Regional Health Agency, there is no health center.
Why it works better than an isolated practice
For patients
- Coordinated care pathway (the doctor sees what the physiotherapist does, the nurse knows what the doctor prescribed)
- Extended hours (each professional has their own hours, the center is open 8am-8pm)
- Improved access in under-equipped areas (the attraction effect draws new professionals)
For professionals
- End of isolation (the curse of the rural doctor alone in their practice)
- Shared costs (secretarial, premises, common equipment)
- Peer exchange (informal consultations, shared protocols)
- Supplementary compensation through new payment models
New payment models: the financial game changer
Health centers with a health project validated by the Regional Health Agency access the interprofessional conventional agreement. This agreement provides the center with an annual allocation of 70,000 to 100,000 euros per year, based on indicators:
- Access to care (walk-in availability, extended hours)
- Teamwork (multidisciplinary protocols, coordination meetings)
- Shared information system
- Prevention and screening actions
This allocation funds the secretarial services, common software, the coordinator, and allows for dedicated medical time.
Project setup: key steps
Phase 1: the founding core (6-12 months)
Bring together 3 to 5 motivated professionals around the project. You don't need to be fully staffed from the start — the center will attract other professionals once launched.
Draft a preliminary health project together:
- Territorial assessment (population needs, existing services)
- Public health objectives (diabetes prevention, pregnancy monitoring, etc.)
- Coordination organization
Phase 2: political and real estate support (12-18 months)
The health center needs premises. Three options:
- New construction (carried out by the local authority) — most common in rural areas. The town hall or intercommunal authority builds and rents to professionals.
- Rehabilitation of an existing building — disused school, former shop, presbytery. Lower cost, shorter timelines.
- Private investment — professionals build or purchase themselves. Rarer, but possible through a property company.
Involve the town hall and intercommunal authority from the start. Local elected officials strongly support health center projects — it's a powerful political argument in rural areas.
Phase 3: funding (6-12 months)
| Source | Possible amount |
|---|---|
| Regional Health Agency (startup assistance) | 50,000 - 100,000 € |
| DETR (rural territory equipment allocation) | 30,000 - 200,000 € |
| Region | 50,000 - 150,000 € |
| Europe (ERDF) | Variable |
| Bank loan (if private investment) | According to project |
Total available public assistance: 100,000 to 500,000 euros depending on the project and area.
Phase 4: governance (ongoing)
The health center is structured legally as a SISA (Interprofessional Ambulatory Care Company). This is the structure that receives new payment models, employs shared staff (secretary, coordinator), and manages common expenses.
Critical governance points:
- Sharing of common costs (pro-rata revenue, time spent, or equal shares)
- Decision-making process (unanimity, qualified majority)
- Conditions for entry and exit of partners
- Internal regulations (hours, cleaning, use of common spaces)
Success failure factors
The project imposed by the town hall — a health center that exists because the mayor wanted it, without real commitment from professionals, does not work. The project must be carried by healthcare providers, supported by elected officials. Not the other way around.
The authoritarian doctor leader — a health center is a collective. If a doctor runs it like "their" practice by imposing their rules, others will eventually leave.
Lack of a coordinator — beyond 5 professionals, someone must manage day-to-day operations (scheduling, accounting, meetings). This coordinator position, funded by new payment models, is often the key factor between a health center that works and one that gets bogged down in logistical conflicts.
The multidisciplinary health center is not just a response to medical deserts. It is a practice model that improves the quality of care, the quality of life of professionals, and the attractiveness of the territory.