Guide to Understanding Florida's FQHCs and 330 Expansion ...

What is FACHC’s Statewide Strategic Plan (SSP)
In early 2003, FACHC, in conjunction with Florida’s FQHCs, initiated the first phase of a
Statewide Strategic Planning (SSP) process with the goal of planning for the provision of primary
healthcare services to more underserved Floridians. Phase I addressed the expansion plans of
existing 330-funded grantees. Phase II, initiated in 2004, focused on expanding care into new
areas where there were currently no existing FQHC. Almost 90% of the state’s FQHCs in 2003,
including FACHC members as well as non-members, participated in the planning process that was
guided by a national consultant in partnership with HRSA. Each participating FQHC took part in
three face-to-face meetings designed to increase FACHC’s understanding of anticipated growth
activities planned by Florida FQHCs as well as their concerns for the future and strategies being
employed to address emerging issues. The data gathered through the statewide strategic planning
process was compiled into a draft report that was then reviewed by FQHCS, edited based on their
feedback and re-edited, resulting finally in a blueprint for the strategic growth of FQHCs in Florida.
What Are the Strategies for Growing Florida’s FQHCs
The Three main methods for achieving access to primary healthcare were identified through
FACHC’s SSP are:
1. Existing FQHCs opening new sites in previously unserved or underserved areas,
2. Existing FQHCs increasing medical capacity at existing sites by extending hours,
increasing clinical staff or expanding the types of services offered, and
3. New organizations in unserved or underserved areas opening new FQHCs.
There are significant costs involved with starting a new FQHC as opposed to expanding existing
organizations that have key staff, expertise and systems in place that can be spread to cover new
sites relatively easily. For this reason, HRSA encourages existing FQHCs to expand into new areas
whenever feasible and when expansion can be accomplished without compromising the communitybased
orientation that is the hallmark of FQHCS. One factor an organization considers is whether
the proposed new site is within a reasonable distance of the existing organization. HRSA wants to
maximize their investment, so the agency is careful to fund strategic new sites in high need areas
that are not being served (or potentially could be served) by an existing FQHC. Competitive
applications for new 330 funding must include letters of support from the nearest FQHC and from
the state PCA. These requirements apply to “Look Alikes” as well as federally funded FQHCs.
Table 21 provides a summary of expansion efforts that were planned by Florida FQHCs in 2003 as
well as projected expansions for new communities and the resources required to accomplish them.
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