Jeff Taylor, CEO, MedCura Health, Inc.

Jeff Taylor, CEO of MedCura Health, sat down with Focus: to discuss the organization’s strategic expansion, evolving patient needs, funding challenges, and the growing role of community health centers in delivering accessible, comprehensive care. “Given the current political climate, which appears to be shifting toward reduced government subsidies for medical services, the role of Federally Qualified Health Centers (FQHCs) is becoming even more critical. Many people simply don’t know where to turn for care, and that’s where we step in,” Taylor said.

What have been the most significant changes at MedCura Health over the past year, and how have those shifts impacted your patients and your organization?

We’ve spent a great deal of time and effort expanding our services to the community, whether that means opening new locations or adding new offerings. It’s interesting because our organization includes multiple specialties. From the outside, that looks impressive, but managing those specialties and new sites as they come online has been one of our biggest adjustments over the past year. We’ve also been focused on keeping pace with the constant changes in healthcare. That includes evolving quality measures, shifting government policies that affect funding, and changes in reimbursement structures for health centers. These have been key areas of attention for us as we work to stay aligned with our mission and vision.

What trends are emerging in patient needs across your service areas, especially in terms of access, chronic conditions, and preventive care?

I recently spoke with one of our doctors about patient access, not only to the services we provide but also to resources beyond our scope. Often, patients come to us with needs outside our offerings and don’t know where to turn. We have an enabling services department and referral sources to help guide them, but the greatest need we’ve seen lately is in behavioral health. People are dealing with a lot, whether it’s searching for a job or simply coping with daily life. We’re also seeing many patients who are deeply immersed in social media, where they often receive medical “advice.” That presents a challenge for our doctors, who must navigate those influences during appointments. It’s a wide range of issues, and with healthcare evolving so rapidly, our organization is continually working to adapt. Our goal is to ensure we’re providing effective referral resources and support systems that meet patients where they are.

How are demographic and population health shifts shaping the way you plan and prioritize care delivery?

While the elderly population continues to grow, we’re also seeing a decline in pediatric practices. As a result, many families whose providers have closed or relocated are now turning to us for care. Pediatrics remains a significant portion of our patient base, and that hasn’t changed much over the years. Even with the increase in older patients, our younger population is also expanding, and we’re continuing to meet the needs of both groups.

How do you view the evolving role of community health centers in the broader healthcare landscape?

Community health centers across the country serve 33 million patients annually, making us the largest primary care system in the United States, larger than any other provider network nationwide. At MedCura, we care for about 35,000 patients each year, and we expect that number to grow. Given the current political climate, which appears to be shifting toward reduced government subsidies for medical services, the role of Federally Qualified Health Centers (FQHCs) is becoming even more critical. Many people simply don’t know where to turn for care, and that’s where we step in.

One of our priorities is to monitor patients who are visiting emergency rooms for primary care needs. Those individuals can be better served by a health center instead, and we’re working closely with hospitals to ensure patients are aware of the services we offer so they can receive the right care in the right setting.

What are you seeing in terms of competition from private urgent care and retail clinics, and how does MedCura position itself as a trusted provider in that environment?

We recently expanded our hours to better meet the needs of the community. Previously, we were open from 8 a.m. to 5 p.m. during the week and four hours on Saturdays. Now, we operate from 8 a.m. to 8 p.m. on weekdays and 8 a.m. to 5 p.m. on Saturdays. While urgent care facilities serve an important role, our philosophy is centered on providing a medical home. Unlike urgent care or minute clinics, which focus on immediate, short-term needs, in addition to those services, we aim to support patients with chronic conditions, preventive care, and long-term wellness. Our niche is more holistic. We want to be the place where patients enter a system of care that helps them get and stay healthy. Our vision is leading people to exceptional health, and by offering comprehensive services and a true medical home, we believe we’re making that vision a reality.

How are you thinking about long-term workforce sustainability, especially given the challenges in recruiting and retaining clinical talent?

If I can figure that out, I might be able to do a whole lot of good for everyone. We’re connected to the Department of Health and Human Services through the Health Resources and Services Administration. Increasing funding to help retain providers would be helpful. Recruitment and retention require serious conversations around work-life balance for medical professionals. We’re also focused on monitoring our turnover rate and making sure we’re performing at least slightly better, ideally much better, than national averages.

Another priority is building stronger ties with medical schools, positioning ourselves as a training site for students. That way, when they graduate and enter the workforce, they’re already familiar with our organization. Many students don’t even know what community health centers are, and that’s where federal funding plays a key role, especially with loan repayment programs for doctors who choose to work in facilities like ours. Continuing to promote these opportunities to schools and providers will be essential to our long-term success.

Are there any signs that virtual care or digital tools are meaningfully improving access or outcomes for your patient base?

We believe these efforts are valuable because they give us more touchpoints with our patients, especially those facing transportation challenges. It’s easy for many of us to jump in a car, but for patients without family support, relying on public transportation can mean spending two hours getting here and another two hours getting home. That’s a significant burden. We need to stay mindful of these realities and make sure we’re addressing them consistently in our daily interactions with patients.

What partnerships or community collaborations have been most instrumental in extending your impact or expanding your reach?

Through our partnership with Emory Healthcare and DeKalb County schools, we’ve established school-based health centers in several locations, each staffed with a provider five days a week. These centers function as small, onsite doctor’s offices and have proven to be incredibly meaningful for families. One major benefit is our video visit capability, which allows parents to join appointments remotely. Instead of taking four hours off work to transport their child to and from a doctor’s office, they can take just 30 minutes for the visit and return to work, saving valuable time and income. This partnership has enabled us to be onsite and accessible, streamlining care for students and making the entire system more efficient for families and schools alike.

What are the most promising shifts you’re seeing at the intersection of public health and primary care, especially in high-need urban areas?

It’s tough to keep those conversations going. We often get caught up in our day-to-day operations, working in silos, and before we know it, significant time has passed since we last connected with a community partner. Keeping the dialogue open is essential. The Atlanta Regional Commission for Healthcare Institutes (ARCHI) plays a key role in bringing healthcare leaders together so we can have meaningful conversations. We need to do more of that because there are definitely linkages in the system that aren’t as smooth as they should be.

As you look ahead to the next three to five years, what are your top strategic priorities?

One of our biggest priorities is staying present in the community and creating more access points for our patients. The closer we are to them, the better care they can receive. We’re constantly exploring opportunities for strategic consolidation within the healthcare community to strengthen our reach and impact. Continued expansion, whether through new locations or extended hours, is essential. These are the kinds of steps we must take to ensure we’re meeting the evolving needs of the people we serve.