Start-ups, small and medium enterprises, public sector organizations, large cooperatives: Marie-Julie Turcot has a varied experience as a business analyst and project manager. Having arrived at the head of the Coopérative Santé de Saint-Boniface four months ago, she is still discovering this new challenge, but shares a few observations.
The cooperative is a small business, with a very limited budget, but with enormous needs. The members are interested in the coop because it can give them access to a family doctor, but like everywhere, we have a waiting list. We are still working to diversify our service offering to best meet the needs of our members.
Funding. Members pay their social share once and afterwards, we suggest that they make an annual voluntary contribution. This sum that we receive from our members is very important because it helps the cooperative to pay its various costs related to the building, such as electricity. This is our most important income, along with the rents we charge to the doctors and health professionals who practice with us.
On the other hand, it is difficult financially at the moment for families with inflation which has greatly increased the cost of living. And the fact remains that people are interested in the co-op insofar as they receive the health care they need there. If they are on the waiting list for a family doctor, it is more difficult to get them to pay the annual fee. We have to do a lot of awareness and keep their interest by diversifying the services we offer to show them that they have other advantages to being a member. For example, the blood collection center at preferential rates. And it is certain that we want to add services, but at the same time, our premises are occupied to the maximum of their capacity.
The administrative support we provide to practitioners is complex, because they are self-employed. They each have their own way of working, for example for the duration of each consultation. We must try to standardize certain things to facilitate the work of the two co-op employees in administrative support, but at the same time, preserving the autonomy of the practitioners.
Listening. There is a great human aspect in my work. I have to fully understand everyone’s reality in order to then properly bridge the gap between the administrative support employees and the practitioners. I must also have an excellent sense of organization to ensure the smooth running of the coop. I can’t change everything all at once. The human adapts gradually and we must move forward with respect for everyone.
