This week, Newman Regional Health’s Board of Trustees discussed a move from fee-for-service care to what it is calling value-based care. Following the monthly meeting, KVOE News asked for more information. These are the responses from Executive Director for Strategy and Business Partnerships Steven Bazan.
Question: Have you already started taking steps toward value‑based care?
Answer: Yes, we have. While healthcare has traditionally been paid based on the volume of services provided, we’ve been building programs, partnerships, and services that focus more on outcomes, prevention, access, and coordination of care. That includes strengthening teamwork across our primary care clinics and hospital services, improving care management for patients with chronic conditions, using data to identify health risks earlier, and working more closely with providers across the continuum of care.
These efforts are part of broader initiatives…including participation in state and national rural health programs and specialty program enhancements…that reflect our mission to improve community health through access and growth.
Q: How will this affect patient care?
A: For patients, the goal is better health outcomes and a better overall experience. Value‑based care encourages providers to focus not only on treating illness but also on preventing it. Patients can expect more coordinated care, greater emphasis on preventive services, improved follow‑up after hospital visits, and more support in managing chronic conditions.
Q: Will this be a full transition?
Not immediately. Healthcare currently operates in both fee‑for‑service and value‑based models, and we expect that to continue. The transition will be gradual. Our responsibility is to be prepared for both environments while continuing to provide excellent care. The work we’re doing…(expanding telehealth, strengthening behavioral health, participating in rural health programs, investing in technology, and building partnerships) positions us well regardless of how reimbursement models change. What matters is our focus remains on improving community health and delivering and bringing high‑quality access and care close to home.
Q: How long will it take to reach your goals?
A: This is a long‑term journey rather than a short‑term project. We expect meaningful progress over the next several years, but transforming healthcare delivery takes time. Success will be measured by improved patient outcomes, stronger community health indicators, better patient experiences, expanded access to care, and responsible healthcare cost management. Initiatives like the telehealth expansion and behavioral health enhancements are designed to create lasting improvements that benefit our community well into the future. We are committed to steady progress while continuing to meet the needs of our region today.
Q: What has already happened or is happening in this regard?
*Telehealth Endocrinology Addition of Dr. Daniel Tilden as a telehealth endocrinologist expanded specialty access for patients with diabetes and other endocrine disorders. Chronic disease management is one of the most important pillars of value-based care because it improves long-term outcomes and helps prevent avoidable complications and hospitalizations.
*Behavioral Health Expansion Addition of two psychiatric-trained Family Nurse Practitioners increased access to behavioral health services. Behavioral health integration is increasingly recognized as a critical component of whole-person care and population health management.
*Telehealth for Rural Health Equity Grant The Patterson Family Foundation grant supporting telehealth expansion may be one of the strongest examples of value-based care in action. The project expands specialty access, improves care coordination, reduces travel barriers, and increases access to behavioral health, cardiology, infectious disease, endocrinology, and maternal care.
*Kansas Rural Health Transformation / Anchor Hospital Designation Being designated as a Kansas Anchor Hospital demonstrates a commitment to regional collaboration, innovation, workforce development, remote patient monitoring, and care delivery transformation. These efforts align closely with value-based care principles focused on improving outcomes across populations rather than simply increasing service volume.
*Rural Hospital Stabilization Program Participation in this national program shows proactive work around sustainability, operational excellence, community health needs, and strategic service delivery. Value-based organizations must be financially stable and operationally efficient in order to invest in prevention and population health.
*Cardiac Care Accreditation Maintaining advanced cardiac services and achieving reaccreditation for PCI services demonstrates a commitment to quality outcomes and evidence-based care. Value-based care rewards quality and outcomes rather than volume alone.
*Strategic Affiliation with The University of Kansas Health System and LMH Health This affiliation expanded access to expertise, resources, clinical integration, and specialty services. Value-based care depends heavily on partnerships that improve care coordination across the continuum.
*Community Health Needs Assessment Any press releases discussing the Community Health Needs Assessment are highly relevant. Value-based care starts with understanding the health needs of the population and aligning services to address those needs.
