FQHCs: Undervalued, Misunderstood—and Essential
In this episode of The Dish on Health IT, Tony Schueth and Rob Dribbon are joined by Neikisha Charles Director of Quality Improvement and Risk Management of Bedford Stuyvesant Family Health Center (Bed-Stuy), a federally qualified health center (FQHC) in Brooklyn, NY. Together, they dig into common misconceptions about FQHCs and shine a spotlight on the opportunities they present for strategic engagement across the healthcare ecosystem—especially for health IT and life sciences organizations.
Neikisha opens with her personal journey: starting as a data analyst at Bed-Stuy in 2021 and quickly rising into her current leadership role because of her knack for using data to drive quality improvement. Her story illustrates the increasing sophistication of FQHCs and sets the tone for a broader conversation about how these organizations are evolving.
To help orient listeners who may not fully understand the role of FQHCs, Neikisha provides a clear definition: FQHCs are federally funded community-based providers mandated to offer care to all residents in underserved areas, regardless of insurance status. They are deeply attuned to social determinants of health and committed to removing access barriers for vulnerable populations.
Rob adds context from his years in pharma, highlighting the unique value proposition of FQHCs—namely, their holistic and integrated approach to care. He urges listeners not to overlook these organizations simply because they’ve historically focused on commercial health systems.
Neikisha then debunks a major myth: that FQHCs only serve uninsured or homeless patients. In fact, Bed-Stuy primarily serves Medicaid-managed populations, but also sees commercially insured and uninsured individuals, offering services on a sliding scale. Services range from primary care and mental health to dental, podiatry, and optometry, along with extensive care coordination and social support services.
When asked what health IT vendors and life sciences companies may be missing, Neikisha makes it clear: FQHCs are not tech or data-poor. Bed-Stuy uses a robust EHR (eClinicalWorks), the Azara DRVS population health platform, and Artera for two-way patient communication. These tools aren’t just window dressing—they are integrated into care delivery to close gaps, improve compliance, and monitor population health in real time.
She offers a compelling case study: When colorectal cancer screening rates began to drop, Neikisha led a data-driven campaign using Azara to identify noncompliant patients, Artera to send targeted outreach texts, and a partnership with Exact Sciences to offer Cologuard kits to patients by mail. The result? A 12.3% increase in screening compliance over 18 months.
Rob underscores the significance of this approach—not just the smart use of technology, but also the community-level relationships and the trust that make this kind of intervention effective.
The discussion then shifts to interoperability. Neikisha notes the complexities of data exchange and the importance of dedicated roles like a Director of Health Integration to manage relationships and reporting. Bed-Stuy is connected to a regional health information organization (RHIO), uses platforms like Azara to track transitions of care, and maintains read-only EMR access with key partners to streamline care coordination. While true vendor-agnostic interoperability remains elusive, FQHCs are actively working with what’s available.
Tony brings the conversation back to the bigger picture: What gaps do vendors and life sciences partners need to close? Neikisha points to the need for better education about what FQHCs actually do and who they serve. She challenges companies to co-create solutions with FQHCs—offering tools that reflect real-world workflows and support sustainable partnerships rather than transactional engagements.
The episode wraps with both Rob and Neikisha emphasizing the untapped potential of FQHCs. With over 30 million Americans relying on them for care, these organizations are not fringe players—they are essential infrastructure. And as Neikisha puts it, they’re “here to stay.” To partner successfully, the first step is simple: reach out, learn what’s needed, and build something meaningful together.
