Winter 2025
RURAL HEALTH'S RIPPLE EFFECTS
WE BELIEVE
a healthy team makes a healthier Arkansas. Scott Provencher Scott Provencher is a healthcare lawyer who assists clients in matters related to compliance with HIPAA and HITECH, the Physician Self-Referral (Stark) Law, Anti-Kickback and EKRA Statutes, and EMTALA. He also counsels hospitals, physicians, pharmacists and other healthcare providers regarding contracts, proceedings before state licensing boards, and issues related to credentialing and peer review.
Jennifer L. Smith, JD, RN, CEN Jennifer rejoins WLJ after working in house at the state’s only academic health sciences university, and she previously practiced as a registered nurse. With 18 years of health law experience, Jennifer provides a wealth of knowledge to guide clients through regulatory, administrative and compliance concerns.
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ARKANSAS HOSPITALS | WINTER 2025 1
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FEATURES
12 Arkansas Hospice Transitions to LifeTouch Health: A New Era of Comprehensive Care 14 The Current Landscape of Rural Health Care in Arkansas 33 Special Section: 2025 AHA Annual Meeting 38 Volunteer-Run Gift Shop Brings the Community Spirit to Mena Regional 46 Federal Program Helps Hospitals Reduce 30-Day Readmissions
ARKANSAS
HOSPITALS Arkansas Hospitals is published by The Arkansas Hospital Association
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BOARD OF DIRECTORS
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IN EVERY ISSUE
5 President’s Letter 7 Editor’s Letter 9 Event Calendar 10 Newsmakers 25 Leader Profile: Alan Finley 42 AHA Services Presents 43 Coach’s Playbook 48 Where We Stand: Rural Hospitals
Greg Crain, Little Rock / Chairman Michael Givens, Jonesboro / Chairman-Elect Michelle Krause, MD, Little Rock / Treasurer Larry Shackelford, Fayetteville / Past-Chairman Ryan Gehrig, Fort Smith Tommy Hobbs, Clarksville Cody Walker, North Little Rock Josh Conlee, Jonesboro Eric Pianalto, Rogers David Deaton, Clinton Brian Thomas, Pine Bluff Crystal Bohannan, Hot Springs Sammie Cribbs Roberson, Harrison Phillip Gilmore, Crossett Matt Troup, Conway Mary Catherine Propes, Heber Springs Connie Castleberry, Camden
EXECUTIVE TEAM
Robert “Bo” Ryall / President and CEO Jodiane Tritt / Executive Vice President Tina Creel / President of AHA Services, Inc. Pam Brown / Vice President of Quality and Patient Safety Lyndsey Dumas / Vice President of Education Debbie Love / CFO
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Winter 2025
DISTRIBUTION: Arkansas Hospitals is distributed quarterly to hospital executives, managers and trustees throughout the United States; to physicians, state legislators, the congressional delegation, and other friends of the hospitals of Arkansas. Arkansas Hospitals is produced quarterly by Central Arkansas Media. Periodicals postage paid at Little Rock, AR and additional mailing offices. The contents of Arkansas Hospitals are copyrighted, and material contained herein may not be copied or reproduced in any manner without the written permission of the Arkansas Hospital Association. Articles in Arkansas Hospitals should not be considered specific advice, as individual circumstances vary. Products and services advertised in the magazine are not necessarily endorsed by the Arkansas Hospital Association. To advertise, email magazine@arkhospitals.org.
ARKANSAS HOSPITALS | WINTER 2025 3
4 WINTER 2025 | ARKANSAS HOSPITALS
PRESIDENT’S MESSAGE
Our Shared Investment in Rural Health Care
D
ubbed “The Natural State,” Arkansas is known for its inviting lakes, floatable rivers, and beautiful views. Well-earned, the nickname also underscores a key demographic reality: we are a largely rural state, with over 44.5% of our population residing in nonurban areas. Unfortunately, when it comes to health care access and delivery, our rural communities face a complex web of interconnected economic, health, and infrastructure barriers. These challenges acutely strain both rural residents and their hospitals — a situation the Arkansas Hospital Association continues to monitor and actively combat. The health of our statewide ecosystem is intrinsically linked, where the strength of one hospital supports the whole. Unity and collaboration enable providers to treat patients effectively in rural areas and coordinate seamless, appropriate transfers to urban facilities for advanced specialty care when necessary. Today, we stand at a critical intersection of opportunity following the passage of the One Big Beautiful Bill Act (H.R. 1). This landmark legislation established the Rural Health Transformation Program (RHTP), dedicating $50 billion over five years to transforming rural health care nationwide. In late October, we collaborated with our membership hospitals to submit robust proposals in response to the Governor’s Office call for applications. Our proposal directly addressed the core priorities outlined in the Notice of Funding Opportunity (NOFO): prevention and chronic disease management, improved access to care, workforce development, innovative care models, and leveraging technology.
Arkansas Governor Sarah Sanders’ Office submitted the state’s final official application to the Centers for Medicaid Services (CMS) on November 5, and CMS is expected to respond by December 31. Every voice at the table matters now more than ever. While it may be tempting to diagnose rural health issues from the outside looking in, leadership serving these vulnerable populations confirms what we already know: financial stability remains the number one concern. Other critical challenges include recruitment and workforce shortages. Furthermore, the prevalent payer mix — dominated by Medicare and Medicaid — combined with high patient volume often creates an unsustainable financial environment for rural facilities. The RHTP application process acts as a new starting point, but more work remains. Achieving sustained progress in rural health delivery requires proactive
collaboration between the Arkansas Hospital Association, our member hospitals, and state policymakers. We are committed to ongoing interaction with legislators, clearly explaining the complex makeup of hospital finances and advocating for appropriations that deliver real, tangible impacts. Our collaborative focus on the long-term development and sustainability of our homegrown health care workforce includes supporting policies that expand Graduate Medical Education (GME) opportunities and ensure care remains local. Working with officials to address necessary updates to specific hospital designations, such as Critical Access, will be a key area for future legislative success, helping to reduce unnecessary regulatory burden and red tape. We cannot succeed without actively engaging our policymakers and ensuring they understand the stakes if our rural hospitals close. This is not just a local tragedy; the loss of a rural hospital sends ripple effects across our entire state’s health care system. While we have positive momentum, we must not lose pace. My message to our hospitals and their communities is this: Your services are vital. Each community, rural or urban, must actively commit to and retain its hospital as its own. When we mobilize that commitment into action — policy, financial support, and advocacy — that is when we truly succeed.
Bo Ryall
President and CEO
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6 WINTER 2025 | ARKANSAS HOSPITALS
EDITOR’S LETTER
Traveling Grandpa’s Country Roads
M
y grandfather was a Sand Lizard. I didn’t know what a “sand lizard” was until my mom presented me with a red letterman’s jacket that reminded me of “Greased Lightninʼ.” A fan of the Friday-night-lights lifestyle, my grandpa was a decent ball player back in his day. His jacket is but one way we continue to celebrate his athletic prowess. When I was younger, he used to take me to all sorts of sporting events. I would have never guessed then (and even when I was older and more gifted with my critical thinking faculties) that grandad was from the boonies. He moved to Little Rock when he was young, in his late teens, working as a door-to-door salesman.
I always wondered why he was a bit cagey about hospitals, and I’m sure there are plenty of reasons, but perhaps the main one is that they didn’t have one where he lived. My grandpa was officially born in Delaware, Arkansas, a few miles down the road from Dardanelle (and Russellville) in Yell County. According to U.S. Census estimates, Delaware likely had a population in the low hundreds when he was born. When nearby Dardanelle finally obtained a hospital in 1965, my grandfather had already moved to Little Rock. Coming full circle from my family reverie, it’s fitting that we profile Alan Finley in this issue, President of Dardanelle Regional Medical Center, which Conway Regional Health System now manages. It’s safe to say the facility has come a long way and goes above and beyond in providing quality care to Dardanelle Sand Lizards, citizens, and Yell County at large. Back to my grandad. We’ve all been guilty of endearingly teasing our elders. Young snark can’t resist an easy older target, talking about their upbringing “back in the day” ... but I think my grandfather’s experience when it came to health care is quite different than mine. I live, and have always lived, in the state’s capital and one of the biggest metropolises — Little Rock. The drive from my house to not one,
but three hospitals, is under three miles to each. On top of this, I have access to most any service line I might need. Access issues, specifically transportation, bog down rural health care. But it’s more complex than that. Service lines may or may not be available for your ailment at your nearest hospital. This hits me hard, as I’ve recently exercised my right as a patient to choose during my pregnancy journey. I have good health insurance with ample OB options in my network nearby. This means I have been able to find an OB and build a relationship with them. People who already must drive to receive that care don’t have the luxury to choose. Health care is supposed to be personal. It’s supposed to be local. This issue is dedicated to the health care workers and leaders who continue to fight the challenge of rural health care delivery. From advocacy to crossfacility collaboration and physician recruitment to retention, rural health care sustainability comes with a web of complex problems that remain unique in each situation. My hope is that this issue serves as a reminder of the immense collaboration it will take to achieve transformative change in rural health care delivery across our state. My grandfather would call teamwork like that a solid touchdown.
Becca Bona
Editor in Chief
ARKANSAS HOSPITALS | WINTER 2025 7
Senior Medicare Patrol (SMP) is here to help! We empower Medicare beneficiaries, their families, and caregivers to prevent, detect, and report healthcare fraud, errors, and abuse through education, outreach, and PERSONALIZED ASSISTANCE. SMP helps identify and correct billing errors found on Medicare Summary Notices (MSNs) and works to recover funds to Medicare. Suspected fraud is promptly referred to the U.S. Office of Inspector General for further investigation.
REPORT MEDICARE FRAUD, ERRORS, AND ABUSE. 1-866-726-2916 insurance.arkansas.gov/SMP
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Scammers are faxing provider offices requesting signatures on Durable Medical Equipment (DME) orders and asking for patients’ medical records. Some providers have mistakenly signed and returned these fraudulent faxes. Do not respond to suspicious requests. If in doubt, verify the source before responding. The AR SMP project is 100% funded by Grant #90MPPG0088 of the Administration for Community Living (ACL), U.S. Department of Health and Human Services (HHS). The contents are those of the author(s) and dot not necessarily represent the official view of, nor endorsement by, ACL/HHS, or the U.S. government.
Opening in January! Methodist Family Health will open its newest location in January 2026. Methodist Children’s Behavioral Hospital-Jonesboro will be one of only two nonprofit behavioral hospitals for children in Arkansas and will offer acute inpatient psychiatric care to children and adolescents in crisis. 8 WINTER 2025 | ARKANSAS HOSPITALS
3024 Red Wolf Blvd. Suite 1 Jonesboro, AR 72401 870-336-8800 MethodistFamily.org Many Names. One Care. We Are All Methodist Family Health.
2025 Winter Education Calendar SAVE THE DATE
AHERT 2026 Leadership Conference June 17-19
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JANUARY
January 13, Series Begins
January 26
2026 Critical Access Hospital Conditions of Participation: 5-Part Series Virtual Event, Scan QR Code for Future Dates
Women in Leadership: Without This Nothing is Possible Virtual Series
January 15, Series Begins
February 4
2026 Acute Care Conditions of Participation: 5-Part Series Virtual Event, Scan QR Code for Future Dates
SAVE THHAEAnDnAuaTl E 2026 A Meeting
October 14-1 Little Rock Mar
5
riott
FEBRUARY
AHA 2026 Healthcare Cybersecurity Alliance Virtual Event
MARCH
March 5-6
340B Quarterly Meeting Virtual Event
Responding Effectively to Cybersecurity Incidents Virtual Event
Arkansas Healthcare Human Resources Association (AHHRA) 2026 Spring Conference DoubleTree by Hilton Hot Springs, Arkansas
January 21
February 25
March 20
January 20
The Four Myths of Workplace Violence Virtual Event
February 11
Women in Leadership: The Radical Act of Being Human Virtual Series
Women in Leadership: Autonomy & Job Crafting Virtual Series
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ARKANSAS HOSPITALS | WINTER 2025 9
On November 13, 2025, CARTI celebrated the opening of its $19 million comprehensive cancer center in El Dorado, bringing full-time breast care, advanced imaging, and radiation therapy closer to patients in the region. (Photos provided)
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CARTI is advancing its mission of making trusted cancer care accessible with the completion of its $19 million comprehensive cancer center in El Dorado. The facility brings fulltime breast care, advanced imaging, radiation therapy, and, in January 2026, urologic services to the region. CARTI has been the region’s primary source of cancer care for more than two decades. In 2021, the not-for-profit provider opened the CARTI Cancer Center El Dorado at 1601 North West Avenue, offering medical oncology and PET imaging services. Last year, with support from Governor Sarah Sanders, former Speaker Matthew Shepherd, Senate President Pro Temp Bart Hester, and members of the Arkansas General Assembly, CARTI secured $7 million in funding through the American Rescue Plan Act (ARPA) to complete Phase II of the facility.
Images courtesy of CARTI
HOSPITAL NEWSMAKERS
Students in Arkansas can anticipate expanded resources for maternal and reproductive health, with a new initiative launching in 2026. The University of Arkansas for Medical Sciences (UAMS) College of Nursing has established the state’s first nurse-midwifery program. The program received pre-accreditation status from the Accreditation Commission of Midwifery Education in fall 2025, which allows the College of Nursing to actively seek students. Offered as a two-year master-level degree, the program will combine virtual coursework with required in-person skill development sessions held each semester. These sessions will take place at either the main UAMS campus in Little Rock or the UAMS Northwest Regional Campus in Fayetteville. The program aims to prepare future midwives to provide high-quality, evidence-based care and to increase access to these services in both urban and rural communities — a step forward in the statewide effort to improve Arkansas’s maternal outcomes.
UAMS received a federal grant for nearly $4 million to reduce maternity-associated health problems and deaths in Ashley and Union counties in south Arkansas. The U.S. Department of Health and Human Services’ Health Resources and Services Administration (HRSA) grant will fund a rural maternity and obstetrics management program called HEART Moms, which stands for Helping Expand Access to Rural Maternal Health Care Transformation for Moms. The federal agency offered the grants to address urgent gaps in access to obstetric care and perinatal behavioral health in HRSA-designated rural and medically underserved areas affected by hospital closures, a shortage of providers, long travel distances to receive care, and a propensity for chronic conditions that increase pregnancy risks, including hypertension, diabetes, and obesity. Ashley and Union Counties fit that bill, in part because Ashley County Medical Center in Crossett recently closed its labor and delivery unit, leaving women in the region with limited local access to obstetric care. The network includes UAMS, South Arkansas Women’s Health Clinic in El Dorado, the UAMS Family Medicine Clinic in El Dorado, South Arkansas Regional Hospital in El Dorado, Ashley County Medical Center in Crossett, the Arkansas Department of Health, and the Arkansas Department of Human Services’ Medicaid Division. The project is expected to begin in 2026, following an onboarding and planning phase this fall.
Arkansas Children’s Northwest (ACNW) recently shared updates on its anticipated 2026 expansion in Springdale. The $82.7 million project includes the construction of 50,000 square feet of new finished space and the renovation of 23,300 square feet. Key enhancements include: • Redesigning and expanding the lab, pharmacy, and sterile processing areas to improve efficiency and support future growth. • Expanding several outpatient specialties, including neurology, cardiology, and pulmonary, within the Children’s Center for Health and Wellness through 16,500 new square feet of space. • Adding an endoscopy suite for GI services, growing infusion spaces, and increasing the number of operating rooms. • Relocating the lab draw area to the main entry for easier access and a better patient experience. ACHNW plans to open the building’s doors to overnight patients in the fall of 2026. Magnolia Regional Medical Center signed a Letter of Intent with Baptist Health in late October to explore a potential partnership. The MMRC Board of Directors noted that the LOI highlights efforts to ensure the hospital’s strength and stability and to enhance services to patients, employees, and the community. The LOI is not a final agreement but marks the beginning of a collaborative process in which both entities will conduct due diligence to assess the viability of a collaboration.
Effective Dec. 1, 2025, Washington Regional Medical Center entered into an agreement to assume operations of Physicians Specialty Hospital in Fayetteville. The facility will be renamed to Washington Regional Physicians’ Specialty Hospital and will expand Washington Regional’s services. Physicians’ Specialty Hospital, located at 3873 Parkview Drive, has been part of the Northwest Health system since 2016. The 20-bed facility houses five operating rooms, a procedure room, an imaging suite, a laboratory, and emergency care services. This expansion will enable Washington Regional to grow its surgical capacity to provide additional same-day surgical procedures and those that require overnight hospitalization. The new facility will specialize in orthopedic, spine, and other outpatient elective surgeries, as well as emergency care. ARKANSAS HOSPITALS | WINTER 2025 11
Images courtesy of LifeTouch
Left: LifeTouch Health President and CEO, Dr. Brian Bell, announces that Arkansas Hospice is becoming LifeTouch Health at a monument sign unveiling on October 1, 2025. Right: LifeTouch Health Personal Care can provide non-medical assistance at home after hospital discharge.
Arkansas Hospice Transitions to LifeTouch Health: A New Era of Comprehensive Care From the LifeTouch Health Communications Team
F
or decades, Arkansas Hospice has been a trusted name in end-of-life care, serving as the state’s largest nonprofit hospice provider. With an average daily census of more than 700 patients, the organization has been a vital resource for individuals and families when time may be limited. As the health care landscape has evolved to address the growing needs of patients with serious illnesses and the aging population, Arkansas Hospice has continually expanded its range of care offerings. This transformation has culminated in the organization’s new name — LifeTouch Health. “Our name is evolving to reflect better that we are touching more lives in more ways,” explained Brian Bell, M.D., FAAHPM, LifeTouch Health President and CEO. “We will certainly continue to offer end-of-life care, but now we can offer so much more to help our fellow Arkansans live better lives while dealing with serious illness or the natural effects of aging.” In addition to hospice care, LifeTouch Health offers: • Palliative care for support at any stage of serious illness. This service was previously named Arkansas Palliative Care.
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• Primary care for seniors, where they live, previously known as Arkansas Advanced Care. • Personal care to provide in-home, non-medical support in Central Arkansas. This service was previously named First Choice Senior Care. This seamless approach to managing health conditions across various stages of life makes LifeTouch Health a key ally for hospitals and health care systems throughout Arkansas.
A PARTNER FOR HOSPITALS
Hospitals and health care providers face increasing pressure to ensure quality care while managing costs and improving patient outcomes. LifeTouch Health’s expanded services are designed to address these challenges. Palliative care, for example, offers relief to patients experiencing serious and chronic illnesses. By assessing symptoms and coordinating care with patients’ existing treatment plans, palliative care helps prevent unnecessary hospital readmissions and enhances overall patient satisfaction. For hospitals, this partnership presents a significant benefit. Collaborating with a palliative care program like LifeTouch Health Palliative Care can reduce the strain on
hospital resources, as patients are better supported in their own homes or communities. LifeTouch Health Hospice Care will continue to provide general inpatient care (GIP) to patients in contracted hospitals, as it has traditionally done under the Arkansas Hospice name, as well as inpatient hospice services at the Ottenheimer Inpatient Center, located at CHI St. Vincent in Little Rock. The organization’s well-known volunteer and grief support services will also continue to be available for its hospice patients and families.
EXPANDING SERVICES FOR SENIORS
LifeTouch Health Primary Care services are another step toward addressing unmet health care needs. Seniors living in communities or at home often face challenges in accessing traditional primary care, particularly if they have mobility difficulties or complex health conditions. LifeTouch Health brings care directly to these patients, providing in-home visits that include everything from wellness exams to diagnostic tests like X-rays and lab work. This approach not only increases access to care but also fosters a stronger patient-provider relationship. Seniors can maintain continuity of care without the added stress of traveling to a clinic or hospital. By focusing on preventive care and early intervention, this service can help patients stay healthier and avoid complications that could lead to hospitalization.
as Vice President and Chief Clinical Officer; and Jim Holloway as Vice President of Business Development. Kathy Jones is continuing her role as Vice President and Chief Financial Officer, and Kim Kirkman, Ed.D., is continuing to serve as Vice President and Chief Philanthropy Officer. Additionally, Neal Wyatt, D.O., HEC-C, FAAHPM, is now Medical Director for Hospice Services, and Daniel Cartaya, M.D., is Medical Director for Palliative and Primary Care Services. This dynamic team is positioned to guide LifeTouch Health into its next chapter, building on its legacy while forging new partnerships and opportunities.
LOOKING AHEAD
As LifeTouch Health embarks on the next phase of its transition from Arkansas Hospice, the organization remains committed to serving Arkansans with the same compassion and dedication that defined its work for 33 years. For hospitals, this evolution represents an opportunity to collaborate with a trusted partner that understands the unique needs of patients and their families. By offering a continuum of care that addresses patients’ physical, emotional, spiritual, and practical needs, LifeTouch Health is redefining what holistic, patient-centered health care means. With its expanded services, innovative leadership, and unwavering commitment to quality, LifeTouch Health is poised to make a lasting impact on health care throughout Arkansas.
PERSONALIZED SUPPORT THROUGH PERSONAL CARE
For Central Arkansas residents requiring day-to-day assistance, LifeTouch Health Personal Care services fill a significant gap. Options for assistance include companionship, meal preparation, light housekeeping, medication reminders, and transportation for errands or medical appointments. Such support is especially crucial for seniors who may be aging in place or who lack family nearby to help with daily needs, or for younger patients who, upon hospital discharge, may require additional assistance at home while recovering. This service allows clients to maintain their independence while receiving the support they need to stay safe and healthy. Families also benefit, knowing that their loved ones are in caring hands.
LEADERSHIP FOR A NEW ERA
LifeTouch Health’s transformation extends beyond its services; it also includes restructuring its leadership team to support its ambitious goals. Dr. Brian Bell, previously Arkansas Hospice’s Vice President and Chief Medical Officer, stepped into his new role as President and CEO on March 10, succeeding longtime leader Judy Wooten, who retired earlier this year. Dr. Bell brings a wealth of experience in hospice and palliative care, ensuring that the organization continues to lead with expertise and compassion. Other additions on the executive team are Jessica K. Ellis, Ph.D., MBA, MA, ELC, as Vice President and Chief Operating Officer; Nikki Taylor, MSN, APRN, FNP-C, HEC-C, CADDCT,
For more information about LifeTouch Health and its services, visit www.lifetouchhealth.org or call (877) 713-2348.
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Leigh Trail/Shutterstock.com
The Current Landscape of Rural Health Care in Arkansas
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he Rural Health Transformation Program (RHTP), a multi-billion-dollar initiative, presents a critical opportunity for a state as rural as Arkansas to secure funds focused on prevention, access, workforce, and technology. This special section of Arkansas Hospitals offers a deeper dive into what that commitment signifies for our state's hospitals, moving from a strategic overview of the program to an in-depth exploration of specific, crucial areas for improvement: behavioral health, infrastructure, and the recruitment and retention of the clinical workforce. One policymaker’s perspective opens the section, focusing on the importance of Graduate Medical Education (GME) in rural areas. The article details GME's proven ability to yield long-term dividends for community development, underscoring the essential role of strategic investment in our workforce pipeline. The following pages detail how health systems are leveraging existing knowledge about behavioral health to improve service delivery. An urgent assessment of behavioral health services is provided through a featured question-and-answer piece. A closer look at St. Bernards also showcases a comprehensive, trauma-informed continuum of care — from immediate crisis intervention to advanced outpatient treatments — essential for managing acuity and reducing reliance on hospital emergency rooms. Analysis of the state's decades-long foundation in connected care concludes the section. Successful programs led by the UAMS Institute for Digital Health & Innovation inform the policy and infrastructure required to transform telehealth into a high-quality, statewide system. Collaboration is essential to reshaping rural health care for Arkansans, and future efforts must maintain this sustained commitment to effect big, structural change.
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Rural Health Transformation Program: An Overview AUTHORIZATION
• The $50 billion fund was included in H.R. 1 (P.L. 11921, known as the One Big Beautiful Bill (OB3) or the Working Families Tax Cuts legislation that was signed into law July 4, 2025). • Congressional testimony and talking points described the program as an opportunity to fund rural hospitals, but the program — when announced by CMS — is open to more provider types than rural hospitals. • The Notice of Funding Opportunity (NOFO) came out on September 15, 2025, and was reframed to align with the administration’s Make America Healthy Again agenda, which purports to focus on prevention and chronic disease management, access to care, workforce development, innovative care models, and fostering the use of technology. • Per OB3, states must commit to investing in at least three priority areas, such as prevention and chronic disease initiatives, expanded use of technologies that promote access and efficiency in rural settings, or clinical workforce recruitment and retention, and submit a RHT strategic plan outlining their vision and goals for rural health transformation. Applications were due November 5, with CMS required by statute to make awards by December 31.
FUNDING
• Funding will be distributed over five years, beginning in 2026, with $25 billion allocated equally across all states with approved applications (baseline funding) and $25 billion distributed to at least 17 states (with no requirement for all 50 to receive funding) based on: 1. State rurality factors identified by CMS, 2. A qualitative assessment of state initiatives included in the application, 3. State adoption of or commitment to specific policy actions prioritized by CMS, and 4. Other CMS identified priorities (this discretionary portion is referred to as “workload funding”). • All 50 states submitted an application on or before November 5, 2025. • Arkansas expects to receive its baseline funding and unknown portions of the workload funding.
ARKANSAS’S PROPOSAL
• Arkansas launched a portal on October 1, 2025, for stakeholders to submit ideas for our state’s proposal with a deadline of October 10, 2025, to respond. • The state’s $996.8 million application (reserving $25 million in administrative costs) focuses on four overarching initiatives: º Healthy Eating, Active Recreation, and Transformation (HEART), a program focused on improving health outcomes and access to preventative care by creating a coordinated, community-driven approach to nutrition, physical activity, and chronic disease management. ($150.5 million) º Promoting Access Coordination and Transformation (PACT), which integrates specialty care, preventative screenings, telehealth, and trauma-ready services into rural communities while fostering locally driven clinically integrated networks to improve efficiency, data sharing, and regional collaboration. ($393 million) º Recruitment Innovation Skills and Education for Arkansas (RISE AR), which strengthens the rural health care workforce through expanded physician residencies and other clinical training programs, provides incentives to recruit and retain health care professionals in rural Arkansas, and provides training to ensure leaders and board members of local hospitals and clinics are prepared for the transformation required in rural health care. ($161.55 million) º Telehealth Health Monitoring and Response Innovation for Vital Expansion (THRIVE), which will leverage AI to provide coordinated patient records across delivery systems and fund telehealth platforms, technology-enabled monitoring for chronic diseases, such as diabetes and high blood pressure, and the modernization of emergency medical transport and services. ($266.75 million)
AHA’S TAKE
While AHA is disappointed that the NOFO strictly prohibits funding to offset losses from reimbursements that do not cover the cost of care, for ongoing operating expenses, or deferred maintenance, the state’s proposal has promising investments for health care workforce (specifically physician GME and upscaling existing professionals), technology, collaboration, and disease prevention.
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A Family’s Story: How investing in one family transformed rural health care and communities. By Missy Irvin, Arkansas Senate, District 24 Senator Missy Irvin, Arkansas Senate, District 24 Senator
A
rkansas is a state that is worth investment; Arkansans are worth more. While I grew up in Little Rock, my father, who was an orthopedic surgeon, never forgot the place that built him: Batesville, Arkansas. As a very poor, son of a gunsmith, sometimes migrant farm worker, he graduated from Batesville High School in a class of only 18. After medical school at the University of Arkansas for Medical Sciences (UAMS), serving in the US Navy and in the Vietnam War, he came back to Arkansas. I would accompany him on his monthly trips to Batesville’s Gray’s Hospital, where he held clinics and did many surgeries. The banks and community leaders invested in him while he was in medical school, and he never forgot them. I suppose those years of stomping the halls at old Gray’s Hospital and seeing how proud my grandparents were of him serving his community stuck with me. After marrying my husband while he was in medical school, I was on board with the choice of residency by default. There were visionaries at UAMS who believed a rural residency program in Mountain View would be transformative and needed for our state. At 26, my husband became the first resident as we launched the rural residency program. Funding was needed. So, we took Sims Bar-B-Que to a Capitol Hill lunch meeting. With bipartisan champions, Democratic Senator Paul Miller and Republican Senator Shawn Womack, funding was secured. This became my first legislative win. Our commitment was clear: securing the rural residency program meant transforming a personal dream into a critical, strategic investment for our state’s health care workforce. UAMS made the initial investment, and today, that program stands as a proven model. My family is a living testament to that success. We didn’t just move to a rural community; we invested in it, opened a successful clinic, recruited more doctors, helped keep two hospitals afloat — Stone County Medical Center and Izard County Memorial in Calico Rock — recruited specialty clinics such as the Arkansas Heart Hospital, and my husband served as the physician at the North Central Unit for the Department of Corrections. Personally, we planted
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roots, started a farm, and raised four children who graduated from Mountain View. I have heard firsthand about the health care battles of my neighbors and constituents, and I recognize that the Rural Health Transformation Program (RHTP) presents an opportunity too critical to ignore. My work for the past 15 years and today is centered on ensuring that public dollars are allocated based on long-term impact, not political visibility. I know we can make transformative changes to our state’s rural health care system, but only if we operate with unwavering transparency and policy discipline. We should reject the impulse to pursue popular, short-term fixes and instead aim our funding at scalable, measurable strategies and goals. First, we need to redefine what investment in our local workforce truly means. We cannot continue to support medical students only to see them leave the state — that’s why I firmly support targeted Graduate Medical Education (GME) and residency programs for our rural physicians. If medical students were a commodity, we would have a ridiculous trade deficit to other states as we are exporting them after spending literally hundreds of thousands of dollars educating them. We recruit champions for our state football team. Should we not approach recruiting our health care providers with the same vigor, if not more so? We must complete the continuum and retain our health care providers. Additionally, many rural hospitals were initially built with taxpayer dollars, so it only makes economic sense to invest heavily in the workforce pipeline that generates these vital health care jobs. When considering statewide changes, we should emulate the successes previously made in areas like stroke and pregnancy, focusing on the system-wide collaboration and programmatic funding that made them work. We’ve also seen demonstrable results from collaborations between large health systems and small rural hospitals. For example, the partnership between Baxter Regional Health Care and Fulton County Hospital can serve as a blueprint for replication. My focus is on funding mechanisms that encourage collaboration,
offering an avenue to reimagine and maximize existing infrastructure. An unused hospital wing can be converted into vital space for necessary ambulatory services — a smart, cost-effective policy decision. Rural Arkansas is not what the national media makes it out to be. It’s a fabulous place to raise a family. But for a young family to move here, they need two anchors: good health care and good schools. This principle is absolutely key to sustaining our communities. Recognizing that the education pipeline starts at the beginning, the LEARNS Act, under Governor Sanders’ leadership, is one of the smartest economic policies for growing our state. I made passing Act 919 a priority this past year — it allows rural schools to form special districts and keep their doors open. The payoff is clear: if you count the doctors who come back to invest in their rural hometowns, chances are they are graduates of those same local school districts. My dad did. A rural community operates as its own ecosystem, where education and health care, when properly funded and structured, nourish the families and businesses that reside there. This commitment to evidence-based policy has come full circle for me. Our small, local hospital grew into a 25-bed facility now supported by two orthopedic surgeons, nine family practice physicians, and countless primary care nurse practitioners, along with specialty clinics and physicians. The direct link between targeted health care investment and community development is an undeniable policy truth. All four of our children graduated from Mountain View High School. The returns pay it forward: my daughter became a veterinarian and opened her own clinic right here in Mountain View, while my sons, one an orthodontist and the other soon-to-become an orthodontist, plan to open their practice in North Central Arkansas. A truly successful policy outcome that began with a vision from UAMS, a father who gave back to his community, and a young couple who took a chance and trusted God. These are the kinds of long-term dividends that can come from a commitment to investing in Arkansans whose communities and state have invested in them.
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Q& A
WHERE WE STAND NOW IN BEHAVIORAL HEALTH
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ehavioral health and substance use disorder treatment are essential, integrated components of overall well-being for Arkansas families. Observing the current operational landscape directly supports the identification of key opportunities for improvement, supplementing the state's Rural Health Transformation Program (RHTP) application and its mission to expand and improve behavioral health services throughout Arkansas. To uncover such insights, the Arkansas Hospitalsʼ editorial team spoke with Shane Frazier, Regional Vice President for Universal Health Services, Inc. (UHS). Mr. Frazier brings nearly three decades of direct, on-the-ground experience in the field, including 14 years with UHS. Today, he oversees operations for multiple key Arkansas facilities, including The Bridgeway, Rivendell Behavioral Health Services of Arkansas, Springwoods Behavioral Health in Fayetteville, and The Pointe Outpatient Behavioral Health Services, while maintaining a close working relationship with Pinnacle Pointe Hospital. His extensive operational knowledge provides a look at the current state of behavioral health and identifies areas where coordinated effort can deliver transformative results across Arkansas. Arkansas Hospitals (AH): The RHTP application highlights that over 60% of adults with mental illness in Arkansas receive no treatment, and this burden often falls on emergency services. As a major provider of inpatient acute and longerterm services, where do your facilities see the greatest need for resources to be deployed in rural communities to prevent the need for acute care admissions? Shane Frazier (SF): We see the greatest need for resources around expanding early intervention and outpatient services throughout the state. Preventing acute care admissions hinges on accessible, community and school-based mental health supports, mobile crisis teams, and comprehensive outpatient programs. These services can reduce the burden on emergency departments and inpatient units by addressing issues before they escalate. Further, in rural areas where we simply may not have a qualified resource, the utilization of expertise from more urban areas is essential to support patients affected by illness. AH: Given that your facilities serve a broad region, how do the severe rural health challenges — like transportation barriers and sparse population density — specifically complicate the admission, follow-up, and continuity of care for patients coming from the state's most remote counties? SF: Serving a broad region that includes many remote counties, the rural health challenges of transportation and low population density undeniably complicate admissions and continuity of care. Patients often face lengthy travel times, which can impede timely admission, follow-up appointments, and medication management. These barriers can disrupt care continuity and increase the risk of relapse. Providers in Arkansas seek to partner with local community organizations
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to create a more seamless referral and follow-up process to mitigate the challenges. We do have concerns regarding the RHTP “reach” since many resources for our state are in urban areas, thereby placing the burden of solving the problem of rural access to care on providers who may or may not be included in the provisions of the plan. AH: Arkansas’s high rate of 71.5 opioid prescriptions per 100 residents demonstrates a clear need for integrated treatment. How does your organization’s model of care address co-occurring mental health and substance use disorders, particularly for the rural population? SF: Arkansas’s elevated opioid prescription rates play a role in the intersection of mental health and substance use disorders we encounter daily. Our organization utilizes integrated care models that focus on co-occurring disorders by providing comprehensive assessments and concurrent treatment plans that address both mental health and substance use simultaneously. This may include medication-assisted treatment (MAT), counseling, and strong care coordination, especially tailored for rural populations who often face limited access to specialized addiction services. AH: What is the most critical piece that you think will help you better coordinate care after a patient is discharged back to their rural primary care provider? (e.g., Data sharing, reliable follow-up appointments, medication management access … or even something not mentioned.) SF: One critical component to enhancing care coordination post-discharge is robust data sharing between inpatient providers and rural primary care or other provider teams. Having real-time access to patient records, treatment plans,
and medication lists helps ensure continuity and prevents gaps. Additionally, reliable follow-up appointments with local providers and improving access to medication management are essential. Expanding telehealth and dedicated care coordinators can also support ongoing communication between all parties. Unfortunately, when meaningful use funds were distributed to enhance data sharing via Electronic Medical Records (EMR) years ago, behavioral health providers were not included (and still have not received supportive funding to date). Due to these technology challenges, many behavioral health providers are at a disadvantage to better manage care coordination efforts that could sustain better outcomes for patients. AH: From your perspective in a major facility, what roles are the most difficult to fill and retain in the current rural climate (psychiatrists, counselors, or mental health technicians)? Do you have any thoughts on how to best approach/improve this? SF: Psychiatrists, nurses, therapists, and mental health technicians are all quite difficult to recruit and retain. To address this, incentivizing rural practice through loan repayment, ongoing professional development, and creating supportive work environments are key strategies for success. Collaborating with academic institutions to create pipeline programs for rural behavioral health providers is also vital to the provision of quality healthcare throughout the state. We also invest a lot of resources in employee engagement activities to ensure our employees feel valued, and we strive to create a culture where employees thrive and want to remain a part of the mission. AH: Telehealth is an excellent solution for rural areas. How do your facilities currently use telehealth to support rural patients? Are there major successes here? Challenges? SF: Telehealth has been transformative for supporting patients throughout the state of Arkansas — whether challenged by rural location or other barriers to care such as transportation or provider specialization. We may utilize telehealth for assessments, follow-up care, and medication management, which significantly helps reduce geographic barriers. Successes include increased appointment adherence and quicker access to specialty care. Challenges remain around ensuring patient broadband access and technology literacy, which we are continuing to address through partnerships and patient education. Advocacy is another piece of work important to further the development of telehealth programs and access to ensure parity at all levels. The state and insurers still have some work to do to ensure programs are patient centric for services that may not fit into a certain “box” regarding parity in telehealth services. AH: The RHTP needs to build out the state’s crisis response. From your perspective what elements are needed to improve that 24/7 critical care for patients with mental/behavioral health problems? SF: Improving Arkansas’s 24/7 crisis response requires developing comprehensive mobile crisis teams equipped
to intervene in real-time within the community, alongside more extensive crisis stabilization units to prevent emergency department overcrowding. Additionally, centralized crisis call centers with trained specialists and clear protocols for rapid triage and referral are essential components. Integrating these elements with law enforcement and social services can also improve outcomes. We are fortunate to have 24/7 crisis coverage at each of our four hospitals in Arkansas to assist individuals who may find themselves in need of mental health support. AH: Whether in the lens of RHTP funds, or just considering improving the continuum of care throughout your organizations, what are the metrics you focus on to track success? For example, are you focused on reduced length of stay, lower readmission rates, or increased capacity to serve patients (or something else not mentioned)? SF: We track several key metrics to gauge success. Primarily, we focus on the utilization of standardized outcome measures for conditions like depression or suicidality, to ensure we prioritize the safety and well-being of those we serve. We also focus on a number of other supportive and safety measures to ensure our patients are moving in a positive direction toward better outcomes. We track and trend capacity measures such as patient volume and wait times to ensure we are serving patients and stakeholders in a timely manner, while also focusing on customer centric measures such as patient satisfaction and functional outcomes, to help us assess the effectiveness and accessibility of our services. The monitoring of safe and appropriate inpatient length of stay management, decreased readmission rates, and increased outpatient engagement post-discharge are indicators utilized in our partnership with managed care and case management services to ensure the appropriate alignment between provider and payor. All of these metrics align well with RHTP goals to enhance the continuum of care. AH: Ultimately, the RHTP aims to reduce the percentage of Arkansans who go untreated. What would you like to see the RHTP prioritize most aggressively over the next five years to connect those 60% of untreated adults with local, accessible care? SF: In efforts to address the reported 60% of untreated adults, the RHTP should prioritize expanding locally accessible outpatient and community-based services aggressively, while concurrently supporting inpatient facilities and systems of care to expand their reach into rural communities that may a lack expertise or services altogether. Rural communities rely on the strength of urban systems of care for many levels of care, especially mental health care. Investing in education and stigma reduction campaigns, strengthening primary care integration, and broadening telehealth reach are crucial to connecting individuals with care early. Additionally, developing supportive housing and employment programs linked to mental health treatment could enhance long-term recovery and community reintegration. ARKANSAS HOSPITALS | WINTER 2025 19
The St. Bernards Behavioral Health Center, located at 2717 E Johnson Ave, serves as the main facility for comprehensive, compassionate care. (Photos provided)
‘Preservation of Life’ Drives Care at St. Bernards Behavioral Health By Mitchell Nail
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ynthia Hinkle smoothed her skirt, prepping for backto-back TV interviews. Arkansas’s July humidity crept into the morning air despite a steady breeze blowing over the bank beside Craighead Forest Lake. Hinkle, a mother of two, had just witnessed her son catch his first fish at St. Bernards Healthcare’s “O’Fishally Sober” celebration. This event, part of a partnership between St. Bernards Behavioral Health (SBBH) and Craighead County STAR Court, honored Hinkle and other participants who had gone through a 16-month journey of intense rehabilitation. Through services like counseling, peer support and therapy, St. Bernards had helped them overcome substance abuse and avoid jail. Now on the cusp of sobriety graduation, Hinkle reminisced about her progress, Joshua 1:9 inked on her right forearm, reminding her to be “strong and courageous.” “In the beginning it was hard and I really wasn't all in it,” Hinkle said. “But as I continued, I realized that there’s people that care about me and my journey and my sobriety.” Kevin Byron, Assistant Vice President for St. Bernards Behavioral Health Services says Hinkle’s story mirrors so many patients who St. Bernards helps year round through its comprehensive behavioral and mental healthcare.
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“The most important thing that we do is preservation of life in all its capacities, because it’s safety for the patients above all else,” Byron says. “We want our patients to go out of our facility better than when they came in or sought our help.” For many people, their journey starts with a single phone call. The St. Bernards Behavioral Health Informational Call Center, reachable at 870.207.0440, ensures that confidential answers and essential resources are available 24 hours a day, seven days a week from a dedicated mental health professional. Meanwhile, if a crisis involves immediate risk or danger, St. Bernards steps in to protect loved ones and community members. In these moments, calling 911, 988 or presenting to the emergency department is the critical first step. If needed, the patient will recover in a secure behavioral health center for several days where daily therapy, medical care and vital peer encouragement help develop coping skills and secure resources for ongoing support post-discharge. For individuals aged 18 and older who experience distress but not immediate danger, the Craighead County Regional Crisis Stabilization Unit (CSU) offers a lifeline. This 24/7 facility, owned by Craighead County and staffed by SBBH, provides a safe, supportive place to stay while individuals navigate mental
health crises or cope with traumatic events. Here, patients can selfadmit, and following a nurse evaluation, may stay a night or up to a few nights. If they need additional help, they may receive a referral to SBBH or the Emergency Department, depending on their needs. At the CSU, the emphasis is always on empowering the patient, who is free to leave when ready to continue with outpatient care. Still, recognizing that not every challenge requires hospitalization, St. Bernards Counseling Centers partner with individuals to navigate daily issues that affect mood, abilities, family, career or relationships. Patients find support through flexible services, including appointment options for in-person or virtual consultation, all offered by dedicated mental health professionals. Core services available through the center include individual therapy, psychiatric medication management, psychological evaluations, the Employee Assistance Program (EAP) and specialized treatment services for a wide range of issues. Furthermore, St. Bernards stands on the leading edge of treating persistent depression. Transcranial Magnetic Stimulation (TMS) Therapy is a noninvasive, outpatient procedure using mild magnetic pulses to stimulate brain regions and improve mood. Treatment involves just 36 daily, 20-minute sessions over five days a week and has proven highly effective, with a study showing 83 percent of patients felt improvement and 62 percent achieved full remission from depression. Another advanced option is Spravato Nasal Spray, which, when combined with oral medications, can begin improving mood in as little as one or two days. For those requiring an intensive step down from inpatient care, or an option to prevent hospitalization altogether, St. Bernards offers a robust Partial Hospitalization Program (PHP). This program provides daily, physician-managed intensive support, including the use of evidence-based therapies like Cognitive Behavioral Therapy (CBT), Dialectical Behavior Therapy (DBT) and Motivational Interviewing to promote symptom reduction and sustained recovery. The Partial Hospitalization Program, available Monday through Thursday from 8 a.m. to 1 p.m. with breakfast and lunch provided, is built upon the following full array of essential support components: • Physician Managed Care • Medication Assisted Treatment (MAT) • Recovery Groups • Individual Counseling • Peer Recovery Support Services • Psychoeducation Groups • Relapse Prevention • Aftercare Planning and Support • Compliance Monitoring From the deepest despair requiring emergency intervention to the daily struggles managed through outpatient sessions and intensive programs like the PHP, St. Bernards Behavioral Health delivers comprehensive, compassionate care tailored to the individual. This approach ensures a holistic continuum of care, equipping patients with the strength and confidence necessary to live better and more integrated within their communities. As Hinkle puts it: “My children will have memories of their mother trying to be sober and have a better life, and seeing that they can be part of a community too, maybe in the future, that helps other people.”
(Top) The Craighead County Regional Crisis Stabilization Unit (CSU), owned by the county and staffed by SBBH, provides 24/7 support for mental health crises. (Middle) Leadership Jonesboro tours the facility to understand the local continuum of care. (Bottom) Kevin Byron, Assistant Vice President for St. Bernards Behavioral Health Services, emphasizes that the core mission is the "preservation of life."
Mitchell Nail serves as the Media Relations Manager for St. Bernards Healthcare. ARKANSAS HOSPITALS | WINTER 2025 21
Chay_Tee/Shutterstock.com
The Foundation for Change:
Harnessing Arkansas’s Telehealth Experience to Meet Rural Health Goals By Becca Bona
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he Arkansas Rural Health Transformation Program (RHTP) application to the Centers for Medicare & Medicaid Services (CMS) is built upon four key initiatives, including Promoting Access Coordination and Transformation (PACT). PACT seeks to integrate specialty care, preventative screenings, telehealth, and trauma-ready services into rural communities while fostering locally driven clinically integrated networks. While this initiative is new, the foundational work of tackling these precise issues is not. The University of Arkansas for Medical Sciences (UAMS) Institute for Digital Health & Innovation (IDHI), previously known as the Center for Distance Health, has operated statewide telehealth programs since 2003, providing a decades-long foundation of practical insights. When the COVID-19 pandemic effectively jump-started the rapid, widespread adoption of telemedicine, IDHI’s existing network and expertise proved essential to the state’s response. Dr. Joseph Sanford, director of the IDHI, UAMS’ chief clinical informatics officer, and an associate professor in the College of Medicine, is a key figure who can shed light on the current landscape of telemedicine, offering a valuable perspective on the road ahead for rural health stakeholders in Arkansas.
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INSIDE IDHI: CONSIDERING SUCCESSES FROM COVID
IDHI houses many programs; however, two in particular illustrate key successes that can be replicated — the Stroke Program and the High-Risk Pregnancy Program. “The building of these systems and how they interrelate and support each other and support the patient’s care needs [...] are examples of the pinnacle of what IDHI has accomplished,” Dr. Sanford said. The IDHI Stroke Program employs a telehealth network to instantly connect potential stroke patients in over 60 Arkansas emergency departments with neurological specialists for immediate diagnosis and treatment. The High-Risk Pregnancy Program is the sole service of its kind nationally, established through a collaboration with the Arkansas Department of Human Services and the Arkansas Medical Society. Designed to serve as a support network, the High-Risk Pregnancy Program ensures that all high-risk obstetric patients and their providers across Arkansas have access to specialized services regardless of location. Telemedicine, at its most basic level, aims to provide a connection — be it through network, audio, video, or a
combination thereof — through which a patient and provider can meet, regardless of geographical location. Developing the logistical networks and systems that ensure smooth, seamless telemedicine communication is a complex undertaking. “The whole chain matters; we have to pay attention to the whole data stream,” Dr. Sanford said. Specifically, this requires creating a user experience that carefully considers the needs of both the patient and the provider. “We owe it to our providers that their end of the software also has a good user interface and user experience,” Dr. Sandford said. “For patients, it should be as easy as a FaceTime call to your doctor.” While telemedicine was in use before COVID, the pandemic turned necessity into an innovative catalyst for widespread adoption. “It went from something that had to be thought of, specialty by specialty, use case by use case, and deployed with a team of specialists on the technical side, into something that we just do,” Dr. Sanford said. Beyond the initial necessity imposed by social distancing, end-user adoption of telemedicine proved to be relatively strong. “If our Baby Boomer generation just simply didn’t want to do it and refused to participate, then it wouldn’t have been adopted,” Dr. Sanford said. “Everybody wants to use this when it makes sense for them, when it’s convenient for them, and when it’s appropriate.”
INFRASTRUCTURE, POLICY, AND THE FUTURE OF CONNECTED CARE
Telemedicine is already changing the face of care. In a state as rural as Arkansas, that change can be incredibly impactful. “The opportunity to build a system and to architect something that gets to work for our Arkansas families, wherever they are in the state, is incredibly rewarding,” Dr. Sanford said. However, improving policy and infrastructure development is integral to making telemedicine’s next strides successful. For instance, certainty in the policy space would make a world of difference: “You don’t invest in things that may not be there in six months,” Dr. Sanford said. Although progress has been made, particularly in the behavioral and mental health space, Dr. Sanford thinks there’s room to expand telehealth service lines further.
“We need the policy and then we need the network to be able to connect the two of us together,” he added. Dr. Sanford is quick to note that the state has invested in expanding broadband access over the past five to seven years. However, there are multiple infrastructure elements to consider when specifically building telehealth systems. Effective telehealth connectivity demands a shift in the user’s role, transforming the passive consumer into an active participant, requiring a businessgrade network connection for both the doctor and the patient. “You need symmetrical, fast, upload and download,” Dr. Sanford explained, which is necessary to avoid lag and audio hiccups. Looking ahead, Dr. Sanford thinks health care delivery is on the cusp of possibilities. “I think the future of brick and mortar health care cannot look anything like it did from 1950 to 2000,” he said. For Dr. Sanford, it’s all about collaboration and a techheavy re-envisioning. In the lens of the RHTP, infrastructure is key. “The best creativity from the RHTP is going to come from asking ourselves how we build infrastructure and networks that then help sustain a patient in any town, Arkansas?” For Dr. Sanford, that includes leveraging local resources with those clustered elsewhere in the state. “That patient in any town, Arkansas, would have the ability to see a health care provider with whom they have a high trust relationship, who is very well-known in their local area, and have simultaneous access to specialist care,” he said. That big-picture question creates smaller, but more actionoriented ones. What tech is needed, and how are partnerships designed to maintain a level of service in the rural community while escalating appropriately to the correct specialty care and intervention, as in the Stroke and High-Risk Pregnancy programs? “That’s my best idea for implementing modern care, where I can see any patient in any bed. I can know, from a data standpoint, everything that the doctor at the bedside knows,” Sanford said. “I can have a high-quality, secure communication pathway to that provider at the bedside, and I can get them expert advice that is supported by the best evidence in the literature with additional enterprise guarantees behind it.” With two decades of operational experience and a proven track record, IDHI offers a foundational blueprint for the state as funds from the RHTP are distributed. Dr. Sanford’s insights provide valuable on-the-ground context regarding the challenges and successes of connected care today. As Arkansas moves forward with the PACT initiative, the central question is how to leverage this existing expertise, specifically by securing the necessary policy and infrastructure, to transform IDHI’s successful network models into elements informing a permanent, statewide system of truly connected, high-quality care, improving rural health in Arkansas.
Dr. Joseph Sandford serves as the director of the IDHI, chief clinical informatics officer, and associate professor in the College of Medicine at UAMS. Photo provided. ARKANSAS HOSPITALS | WINTER 2025 23
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LEADER PROFILE
Dardanelle Regional Medical Center’s Alan Finley Keeps Teamwork at Forefront By Becca Bona Alan Finley, FACHE, currently serves as President of Dardanelle Regional Medical Center. (Photos provided)
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s a child, Alan Finley, President of Dardanelle Regional Medical Center, dreamed of becoming a doctor one day. “I had an interest in medicine and health care as a kid, and I thought about being a doctor along the way. However, after a few science courses my freshman year in college, I realized that I wasn’t ready to study that hard at that stage of my life,” he said, smiling. Finley’s professional journey eventually led him to the medical field, but not in the way he had contemplated from childhood. A minister’s son, he spent his youth moving across Texas with his family, where he graduated from Pine Tree High School in Longview. His journey to Arkansas, however, would be another unexpected step toward a career in health care.
THE FORMATIVE YEARS: FROM FARMING TO YOGURT TO HEALTH CARE
Finley chose to study business for his undergraduate degree, first attending a private faith-based school called Florida College in Tampa, where he met his future wife, Julie, before completing his bachelor’s degree at Stephen F. Austin State
University in Nacogdoches, Texas. Alan and Julie married while he was at SFA, and not long after, they moved to her childhood home of Bradley, Arkansas. At that point, Finley became a farmer, working with his father-in-law for almost five years. He grew to respect farming as a profession, but after a few years knew it wasn’t something he wanted to do for the rest of his life. He had a small, growing family then, and was careful to consider his next career move. “That was a development time for me, trying to figure out what I wanted to do for a career. During those years, we spent a lot of time in the hospital with complicated pregnancies,” he recounted. Navigating the hospital came with both positive and negative experiences, but it was enough to spark Finley back toward his original interest in health care. “During that time, I began seriously investigating hospital administration.” He realized he would need a master’s degree to break into hospital administration, so he and Julie packed up and moved their young family to Little Rock, where he attended the University of Arkansas at Little Rock to pursue his Master of Health Services Administration. At that point in his life, Finley put his full energy into the program while Julie took care of the ARKANSAS HOSPITALS | WINTER 2025 25
Throughout my time at Conway Regional, working with bosses that were professional and had a heart for what they were doing — that had a dramatic impact on me.
homefront: “There’s something about having a wife and three kids that will mature you and get you more focused,” he said. Thus, he had much more academic success at this point in his life. While in Little Rock he worked as a staff accountant at TCBY’s corporate office. “It was incredibly valuable to help me understand financial statements,” he said. “But I also realized that I had no health care experience other than being the spouse of a patient.” Thus, his first foray into the health care field landed him at Conway Regional, where he completed a year of residency. “Jim Summersett was the CEO at that time … that was a very valuable experience for me, and I really enjoyed it.”
of the health system, a role he held for 13 years. His time in that role helped prepare him to take on his next challenge — as the President of Dardanelle Regional Medical Center, which Conway Regional began operating in June of 2019. Through the past 32 years, Finley didn’t stray from Conway Regional because the health system continued to provide him with ample job opportunities while allowing him to do the thing he loved most from a professional standpoint: working on a community-based mission. “Conway Regional Health System is a not-for-profit organization that is very much community-based and community-led,” he explained. “I really felt like God was taking care of my family and me, as He has
FINDING A NICHE AT CONWAY REGIONAL HEALTH SYSTEM
Upon completing his one-year administrative residency, Finley landed his first hospital administration job at what is now called Ozark Health in Clinton, with which Conway Regional had a management agreement at the time. “The hospital was struggling with finances and medical staff relations when we got there,” he remembered. “We were able to get things back on track and heading in the right direction.” He spent three years as the administrator there, gaining valuable experiences and lessons all the while in a rural setting. Hungry to learn more, Finley returned to Conway Regional as VP of General and Diversified Services, a title that combined support and some clinical services. A few years later, a CEO change at Conway Regional created an opportunity for Finley to become COO
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When not working, Finley enjoys spending time with his four children and ten grandchildren who reside in Alabama, Tennesee, and Kentucky.
throughout our lives, and that He put us in a place where I could have a job with people that I’ve enjoyed.” Finley also credits Conway Regional’s leadership as a standout element that permeates the system’s culture. “I have been very fortunate with the bosses that I’ve had,” he said. “Matt Troup is an excellent leader, and I really appreciate him as a person. Throughout my time at Conway Regional, working with bosses that were professional and had a heart for what they were doing — that had a dramatic impact on me.”
THE RURAL SETTING: INSIDE DARDANELLE REGIONAL MEDICAL CENTER
As the President of Dardanelle Regional Medical Center, Finley has experienced many challenging opportunities. When he first arrived at the facility, the hospital was struggling in many ways. His decision to take on the role at Dardanelle was not one he took lightly, and he did so knowing he had the support of the Conway Regional Health System Board and Conway Regional Executive Leadership Team (ELT), which had committed to Dardanelle. “It was rough when we started here; there was a large investment of money and energy needed just to get the organization back on its feet again,” Finley said. However, the vision to keep health care local drives him to pursue success, a sentiment echoed by his boss. “Matt is very much a believer that health care is local, and you need to be doing everything you can do well at the local level.” Beyond the system’s support, the providers and employees of Dardanelle Regional have rallied around the hospital, and this, Finley says, makes all the difference. “We’ve got really good people working in Dardanelle that stuck it out during those hard times before we got here and then stayed with us and really worked hard and have taken pride in what we’re doing here at their local hospital,” he explained. Finley can also see this change among the staff. “It’s been rewarding to me to see their attitude about the organization really grow, and their pride in where they work and what they’re doing here.” And while there is always room for growth, Finley notes that it’s a collective energy propelling them forward. “There are a lot of people working together to make this happen, and, together, we’ve made a lot of progress.” Because of his time back on the farm in the ‘80s, Finley holds a special place in his heart for rural health care. “Bradley, Arkansas is about 550 people,” he said. “We lived in that small rural setting before I began working in rural health care.” During those early years, he saw firsthand the impact a hospital closure had not only on residents but also on the community at large. Lafayette County’s hospital closed in the mid-80s, and it had a dramatic impact on the surrounding communities: “I learned about the importance of a hospital for both health care and the economic well-being of a community.”
Q&A
WITH ALAN FINLEY
What’s on your music playlist? I have interest in a wide range of music – Accapella bands like Voctave, Home Free & VoicePlay and a host of religious accapella recordings, some modern classical like Gabriel’s Oboe and Band of Brothers, ‘70s and ‘80s rock and powerful horn lines like Carolina Crown, as well as some bluegrass. I love great vocal and instrumental harmonies. What would you be doing if you weren’t in health care? I’d probably be a preacher. Who knows, I may still be a preacher when I grow up. What do you like to do in your down time? Julie and I love to deer hunt together with our older kids in southwest Arkansas. I also enjoy woodworking, building furniture and turning bowls on a lathe. What’s on your desk right now? Dark chocolate (unless someone else ate it all). What are you reading? The Bible, Bonhoeffer by Eric Metaxas. I’m into biographies from the 1930s and ‘40s. Where would you travel, if you could go anywhere? I would like to trace the WWII Allied armies from England to Berlin. I’ve always been fascinated by that history. Maybe after we retire. What’s a life-changing lesson COVID-19 has taught you? You’ve always got to be flexible in life, but you really have to be flexible when things get crazy. We accomplished remarkable things as an organization (good and creative things) that we would never have dreamed of before COVID.
Finley with his wife of 42 years, Julie.
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Arkansas Arkansas Senior Senior Health Insurance Health Insurance Information Information Program Program (AR (AR SHIIP) SHIIP)
AR SHIIP offers Arkansans AR SHIIP offerson Arkansans assistance any assistance on anyhave questions they may questions they may have regarding Medicare. regarding Medicare. We have certified counselors We who havecan certified counselors provide free, who can provide free, unbiased, confidential and unbiased, confidential and educational information. educational information.
From transportation challenges to low income and lack of health education, Finley witnessed the complexities of rural health care access while farming and spending time with the lower income families in their community. “I would be in their homes occasionally, and it was very evident that poverty, their lifestyle and the things that their kids were experiencing growing up were having a dramatic negative impact on their overall wellbeing,” he said. “It was very informative for me.” “Dardanelle and Yell County are somewhat unique in that you’ve got more urban or rural depending on which direction you drive,” Finley explained. If you drive to the west, you’ve got very rural Arkansas. If you drive across the river to the east, you’ve got Russellville.” Plus, Dardanelle is close to quite a few of the Natural State’s outdoor draws. “If you’re into nature — hiking, biking, hunting, fishing, and boating — we’ve got a lot of it very close by,” he added. Beyond making strides at Dardanelle Regional, Finley is especially excited about the Conway Regional Residency program, which is now in its fifth year. “We were able, almost three years ago, to bring a Family
Through the years of my hospital career I’ve been blessed to work with good people, whether it’s at Arkansas Senior Dardanelle, Conway or Clinton — Arkansas Senior Health Insurance Health Insurance everything we’ve accomplished has Information been a team effort. Information Program Program
Arkansas (AR SHIIP) kansas Senior Arkansas Senior (AR SHIIP) Senior kansas Senior Health Insurance Call 1-800-224-6330 alth Health Insurance Call 1-800-224-6330 alth Insurance Insurance Medicine Rural Training Track to Dardanelle,” he said. Working with the to reach your state-authorizedProgram Information to reach your state-authorized mation Program leadership in Conway and the physician leadership in Dardanelle on the Medicare department. Information Program mation Program Medicare department. residency tract has been very rewarding for Finley. “This program has great SHIIP) JANUARY(AR 1 - MARCH 31
AR SHIIP offers Arkansans assistance on any AR SHIIP offers Arkansans assistance on any questions they may have regarding Medicare. questions they may have regarding Medicare. We have certified counselors who can provide free, We have certified counselors who can provide free, unbiased, confidential and educational information. unbiased, confidential and educational information.
(AR promise for the future,” he said. SHIIP) JANUARY(AR 1 - MARCH 31 CallSHIIP) 1-800-224-6330 (AR CallSHIIP) 1-800-224-6330 Recruiting physicians to rural communities is a challenging task that
This is for individuals who are already This is forinindividuals are already enrolled a Medicarewho Advantage (MA) they Advantage may have regarding Medicare. enrolled in aare Medicare plan.questions If you unhappy or want to(MA) dramatically impacts rural health care delivery. Thanks to a grant from HRSA questions they have regarding O sales pitch here, just helpful information that empowerMedicare. plan. Ifayou are unhappy to or want make change NOW ismay the time towill O sales pitch here, helpfulNOW information that makejust a change is the time towill empower obtained through the efforts of Conway Regional leaders, the residency program change. unbiased, confidential and educational information. nfidential and educational information. change. was able to expand to Dardanelle, for which Finley feels very grateful. “If you You Can: unbiased, confidential and educational information. nfidential and educational information. You Can: Switch to a different MA plan, can bring physician residents here and spend three years with them, it’s like a to aMA different MAgo plan, Switch Drop your plan and back to three-year job interview, for them and for us,” he said. Drop your MA plan to will to reach your state-authorized Medicare department. Original Medicare. Ifand yougo doback this you state-authorized Medicare department. to reach your state-authorized Medicare department. Original Medicare. If you do this you will need to join a standalone Part D The bonding that occurs during the residency is significant, and he state-authorized Medicare department. NO sales pitch here, just helpful will empower need to join a standalone Part D information that considers prescription drug plan. here, ere, just helpful information that will empower the program a boon for the area. “It really bodes well for this you to make the right decisions for your healthcare NO sales pitch here, just helpful information that willcoverage. empower prescription drug plan. You CANNOT, switch from Original just helpful information that will empower eere, right decisions for your healthcare coverage. you to make right decisions your healthcare coverage.and what will happen in the future,” he said. “This residency community You CANNOT, switch Original Medicare tohealthcare athe MA planfrom during thisfor time. e right decisions for your coverage. Medicare to a MA plan during this time. program is going to have a huge impact on health care in Dardanelle, Yell
Call 1-800-224-6330 ll 1-800-224-6330 Call 1-800-224-6330 1-800-224-6330 This publication publication is is supported supported by by the the Administration Administration for for Community Community Living Living (ACL), (ACL), U.S. U.S. Department Department of of This Health and and Human Human Services Services (HHS) (HHS) as as part part of of a a financial financial assistance assistance award award 2402ARMISH 2402ARMISH with with 100 100 percent percent Health This publication is supported by the Administration for Community Living (ACL), U.S. Department of funding by by ACL/HHS. ACL/HHS. The The contents contents are are those those of of the the author author and and do do not not necessarily necessarily represent represent the the official official funding Health and Human Services (HHS) as part of a financial assistance award 2402ARMISH with 100 percent views of, of, nor nor an an endorsement, endorsement, by by ACL/HHS, ACL/HHS, or or the the U.S. U.S. Government. Government. views funding by ACL/HHS. The contents are those of the author and do not necessarily represent the official views of, nor an endorsement, by ACL/HHS, or the U.S. Government.
County, and in this region around us. We can already see that happening.” Another area of major focus is employee engagement modeled after Matt Troup’s focus and that of the ELT at Conway. Finley is particularly fond of reminding everyone, “Let’s take care of each other — that’s really the first thing we do — take care of each other. Leadership is This publication is supported by the Administration for Community This publication publication is is supported supported by by the the Administration Administration for for Community Community Living Living (ACL), (ACL), U.S. U.S. Department Department of of This Living (ACL), U.S.Human of Health and Human Services as pported by the the Administration Administration for Community Community Living (ACL), U.S. Department of(HHS) This publication supported by(ACL), the Administration Community ThisHealth publication isisDepartment supported by the Administration Community ported by for Living U.S. Department of Health and Human Services (HHS) as part part offor a for financial assistance award award 2402ARMISH 2402ARMISH with 100 100 percent percent everybody taking care of everybody else, and then we take care of our and Services (HHS) as of a financial assistance with This is supported by thewith Administration for Community Living (ACL), U.S. Department of vices (HHS) (HHS) as as part part of of a a financial financial assistance award 2402ARMISH with 100with percent vices assistance award 2402ARMISH 100 percent part of(ACL), a publication financial assistance award 2402ARMISH 100 percent funding by ACL/HHS. The contents are those of the the author and do do not not necessarily necessarily represent represent the the official official Living U.S. Department of(ACL), Health and Human Services Living (ACL), U.S. Department of Health and Human Services (HHS) asand funding by ACL/HHS. The contents are those of ported by the Administration for Community Living U.S. Department ofauthor Health and Human Services (HHS) as part of a financial assistance award 2402ARMISH with 100 percent The contents are those of the author and do not necessarily represent the official The contents are those of the author and doendorsement, not necessarily represent the official views of, nor an endorsement, bythose ACL/HHS, or the U.S. Government. views of, nor by ACL/HHS, or the U.S. Government. vices (HHS) as part of a financial award 2402ARMISH with 100 percent neighbors, those are our patients. Underlying all of that, we must also funding byassistance ACL/HHS. The contents are of the author and do notand do not necessarily (HHS) part of ACL/HHS. a an financial assistance award 2502ARMISH with part ofasaGovernment. financial assistance award 2402ARMISH with 100 percent funding by The contents are those of the author represent the official ement, by by ACL/HHS, ACL/HHS, or or the the U.S. Government. ement, U.S. The contents are those of the author and an doendorsement, not necessarily represent official views nor bythose ACL/HHS, or the U.S. 100U.S. percent funding byThe ACL/HHS. The contents are those ofandtheGovernment. necessarily represent the official views of, nor anthe endorsement, by funding byof, ACL/HHS. contents are of the author do not ement, by ACL/HHS, or the Government. take care of ourselves. Health care is hard, so you have to take care of author andordo necessarily represent of, nor anby ACL/HHS, thenotU.S. Government. necessarily represent the official views the of, official nor anviews endorsement, endorsement, by ACL/HHS, or the U.S. Government. yourself to be effective over time.” ACL/HHS, or the U.S. Government. 28 WINTER 2025 | ARKANSAS HOSPITALS
Taking care of each other has been incredibly valuable for staff and the facility’s culture. “Our engagement has grown significantly through the years,” he said. “Most recently, in our Press Ganey survey for employee engagement, we were in the 96th percentile.” Beyond taking care of the staff and our neighbors, the community stays front and center. From high school football tailgating to Christmas parades and other community events, Dardanelle Regional works to remain entrenched and involved in the community. “Particularly in a rural setting, staying involved is huge,” Finley said. “When the people who work here interact with their neighbors and their community, it makes it much more personal.” Dardanelle is a community of people intertwined, and the hospital remains an anchor for several reasons. “We know these people. We go to church with them. Our kids are in school together. [..] You see them at the grocery store, it’s all those things that are just part of everybody’s life together.” Health care delivery continues to grow more complex, and as Finley looks back over his decades-long career, he pinpoints navigating financial challenges as a major driving force behind many of the industry’s changes. “One of the things I think is beneficial is being part of a larger system,” he said. Even though Conway Regional is not a huge system, it provides valuable peer connections for the leaders at Dardanelle Regional. “We have people with expertise in different areas that we can draw on,” he said. From his many years at Conway Regional, Finley has cultivated relationships that help him lead at Dardanelle. Should anyone at the Dardanelle need a counterpart to discuss an issue, he likely knows who to help them contact. “You need your people to interact with their peers, and it might be back at Conway, or might be peers at other entities, so that you can learn what you want to do and what you don’t want to do from those interactions.” Along these lines, Finley sees opportunities with the Arkansas Hospital Association (AHA) as very important for staying up to date and learning to navigate the ever-changing health care landscape. “Our staff particularly benefit from AHA
Finley consistently notes that Dardanelle Regional’s achievements are directly rooted in the team’s dedication and hard work, supported by the strategic direction of Conway Regional Health System leadership.
meetings focused on rural hospitals. I also serve on the Board of the Arkansas Hospital Association Workers’ Compensation Self-Insured Trust. Learning from those relationships is very valuable,” he said. When not working, Finley loves to travel with his wife of 42 years and spend time with their four children, their spouses and their ten grandchildren, who live in Alabama, Tennessee, and Kentucky. He also enjoys deer hunting with his wife. “She’s a huge deer hunter, which I would have never guessed when we married,” he said with a chuckle. Finley and his family also spend a great deal of time with the Highway 65 Church of Christ in Conway, where they’ve found a faith family for the past 32 years. “It’s been a huge part of our life, really the center of our life,” he said. Finley will continue striving for lasting impact. For him, it has always been — and always will be — a team effort. “The relationships I’ve had with people really have had a huge impact on me,” he said. “And, through the years of my hospital career I’ve been blessed to work with good people, whether it’s at Dardanelle, Conway or Clinton — everything we’ve accomplished has been a team effort.” ARKANSAS HOSPITALS | WINTER 2025 29
2025 AHA ANNUAL MEETING
Command Sergeant Major Gretchen Evans delivers the Keynote Address. (Photos by Nelson Chenault)
2025 AHA Annual Meeting T
he 2025 Arkansas Hospital Association Annual Meeting was held October 15-16 at the Little Rock Marriott. Hospital leaders gathered to advance their skills, network with colleagues and peers, and reconnect with the sense of purpose that guides their work. The AHA would like to thank everyone who attended the event, as well as our amazing sponsors – without whom these annual meetings would not be possible. The AHA Annual Meeting delivered two days of focused leadership development and critical health care discussions. Day one kicked off with a Leadership Workshop titled "Be Happy. Work Happy. Because Happy People Make Good Things Happen," led by Kim Hodous, which focused on a "Happiness Habit" to boost productivity and success. The day concluded with an AHA Board Meeting and a Membership Reception. Day two began with the Keynote Address, "The Game-Changing Power of Your Rope Team," featuring Command Sergeant Major Gretchen Evans, who shared her powerful story of injury, reclaiming her life with the support of her "Rope Team," and serving others by founding Team UNBROKEN. The event closed with the ACHE In-Person Panel and Keynote, "Leading a Culture of Safety – When Seconds Change Lives," which featured an impactful session with advocate RaDonda Vaught and a reaction panel of health care leaders to discuss cultivating a culture of safety following medical errors. Planning for next year’s meeting is already underway; it will be held October 14-15 at the Little Rock Marriott. RaDonda Vaught
30 WINTER 2025 | ARKANSAS HOSPITALS
2025 AHA ANNUAL MEETING AUXILIARY HONORS ADMINISTRATORS
Thursday morning, hospital volunteers joined the annual meeting schedule for the keynote session. As they geared up to celebrate and reflect on the year, the Rodney Block Collective played tunes amidst a hearty breakfast. The volunteers always elevate the energy in the room. The Arkansas Hospital Auxiliary Association ensured it was standing room only as they presented an award to the administrator they recognized as going above and beyond not only for staff, patients, and their families, but also for volunteers. This year, LaDonna Johnston, MSN, RN of Unity Health received Administrator of the Year for over 100 Beds.
YEARS OF MEMBERSHIP
• U.S. Air Force Clinic Little Rock, Jacksonville • Baptist Health-Van Buren
YEARS OF MEMBERSHIP • Washington Regional Medical System, Fayetteville • North Arkansas Regional Medical Center, Harrison • Arkansas Methodist Medical Center, Paragould • John L. McClellan Memorial Veteran’s Hospital, Little Rock
Above, LaDonna Johnston, MSN, RN of Unity Health received Administrator of the Year for over 100 Beds. Below, volunteers from Siloam Springs, National Park Medical Center, and Baxter Health take in all the action on Thursday morning.
ARKANSAS HOSPITALS | WINTER 2025 31
2025 AHA ANNUAL MEETING
2025 AWARD WINNERS A. Allen Weintraub Memorial Award Ron Peterson, Baxter Health, Mountain Home C.E. Melville Young Administrator of the Year Carter Dodd, Conway Regional Health System, Conway ACHE Regents Award: Senior-Level Career Executive Alan Finley, FACHE, Dardanelle Regional Medical Center, Dardanelle ACHE Regents Award: Early Career Healthcare Executive Jody Carter, Baptist Health, Little Rock Distinguished Service Award Steven Wright, MD, Pine Bluff
32 WINTER 2025 | ARKANSAS HOSPITALS
2025 AHA ANNUAL MEETING
(Top left) Matt Troup and Danna Taylor present Alan Finley with the ACHE Regents Senior-Level Career Executive award for 2025. (Top middle) Greg Crain and Danna Taylor present Jody Carter with the ACHE Regents Early Career Healthcare Executive award for 2025. (Top right) Matt Troup honors Carter Dodd with the C.E. Melville Young Administrator of the Year award. (Bottom left) AHA Board President Larry Shackelford and Brian Thomas, CEO, Jefferson Regional, present Steven Wright, MD, with the Distinguished Service Award. (Middle) AHA President Larry Shackelford (left), and Barney Larry, former VP of Business Development and Executive Director of the Baxter Health Foundation in Mountain Home, award Ron Peterson (center) CEO, Baxter Health, with AHA's most distinguished award, the 2025 A. Allen Weintraub Memorial Award, that each year honors a hospital administrator for contributions to their hospitals and communities. (Bottom) Larry Shackelford, CEO, Washington Regional (left) and outgoing AHA Board Chairman, receives a gavel and gift from incoming AHA Board Chairman, Greg Crain, President, Central Region, Baptist Health. ARKANSAS HOSPITALS | WINTER 2025 33
2025 AHA ANNUAL MEETING
2025 DIAMOND AWARDS
CONWAY REGIONAL HEALTH SYSTEM, CONWAY
Recipients of the Arkansas Hospital Association’s 2025 category, per division (bed size), who displayed outDiamond Awards were honored during this year’s AHA standing marketing and public relations expertise in acAnnual Meeting Awards Luncheon on October 16. cordance with the criteria prescribed for each category. The competition, co-sponsored by the Arkansas SoJudging was based on how effectively each entry demciety for Healthcare Marketing and Public Relations, is onstrated their objectives and goals using marketing designed to recognize excellence in and to encourage principles, creativity, and a high standard of quality. improvement of the quality, efficacy, and impact of health care marketTHE DIAMOND AWARD-WINNING ing and public relations endeavors HOSPITALS FOR 2025 ARE: in the state of Arkansas. ARKANSAS HOSPICE, NORTH LITTLE ROCK Diamond Awards and Certificates of Excellence were possible in five ARKANSAS METHODIST MEDICAL CENTER, PARAGOULD divisions (rural emergency hospitals, BAPTIST HEALTH, LITTLE ROCK hospitals with 0-25 beds, hospitals BAXTER HEALTH, MOUNTAIN HOME with 26-99 beds, hospitals with 100CARTI, LITTLE ROCK 249 beds and hospitals with 250 or CHI ST. VINCENT, LITTLE ROCK more beds) in 10 categories. This year’s competition drew 86 entries. CONWAY REGIONAL HEALTH SYSTEM, CONWAY This prestigious honor was JEFFERSON REGIONAL, PINE BLUFF awarded to only one hospital per MENA REGIONAL HEALTH SYSTEM, MENA NORTH ARKANSAS REGIONAL MEDICAL CENTER, HARRISON OZARK HEALTH MEDICAL CENTER, CLINTON ST. BERNARDS FIVE RIVERS, POCAHONTAS UAMS MEDICAL CENTER, LITTLE ROCK WHITE RIVER HEALTH, BATESVILLE
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2025 DIAMOND AWARDS
ARKANSAS HOSPICE, NORTH LITTLE ROCK
CHI ST. VINCENT, LITTLE ROCK
ARKANSAS METHODIST MEDICAL CENTER, PARAGOULD
NORTH ARKANSAS REGIONAL MEDICAL CENTER, HARRISON
JEFFERSON REGIONAL, PINE BLUFF
MENA REGIONAL HEALTH SYSTEM, MENA
BAXTER HEALTH, MOUNTAIN HOME
CARTI, LITTLE ROCK
BAPTIST HEALTH, LITTLE ROCK
OZARK HEALTH MEDICAL CENTER, CLINTON
WHITE RIVER HEALTH, BATESVILLE
ST. BERNARDS FIVE RIVERS, POCAHONTAS
UAMS MEDICAL CENTER, LITTLE ROCK ARKANSAS HOSPITALS | WINTER 2025 35
2025 AHA ANNUAL MEETING
We are grateful to our sponsors for their generous support of the AHA’s Annual Meeting. Many representatives from these valued organizations joined us, which led to high-value, direct conversations with hospital leaders. This crucial, face-to-face exchange provided them with the insights needed to refine their valuable services and address the evolving challenges facing our member hospitals. We deeply appreciate their continued partnership and look forward to a collaborative year ahead. This year’s sponsors, supporters, and contributors include:
ELITE LEVEL
AHA Services, Inc. Gallagher Qualivis
DIAMOND LEVEL
AblePay Arkansas BlueCross BlueShield Nabholz
PLATINUM LEVEL
ChartSpan Clark Contractors, LLC FORVIS Mazars, LLP Friday, Eldredge & Clark, LLP Prime Capital Financial SunRx Vizient, Inc.
GOLD LEVEL
CareSource PASSE AHA Connectivity Consortium/ Federal Funding Group Hyve Health Jackson Physician Search MCAG Mitchell Williams Law Firm State Health Alliance for Records Exchange (SHARE) Southern Legacy of Life (ARORA)
SILVER LEVEL
AFMC CorroHealth, PARA Revenue Cromwell Architects Engineers, Inc. Empower Healthcare Solutions Engelkes Felts and Barnhard, LTD HFG Architecture Psychiatric Medical Care, LLC PYA, P.C.
SUPPORTERS
ACHE of Arkansas Alchemy Cigna Healthcare Forefront Culinary & Support Services Meditech Pafford Medical Services Premier Anesthesia
CONTRIBUTORS
Arkansas Association of Hospital Trustees AHA Workersʼ Compensation Self-Insured Trust 36 WINTER 2025 | ARKANSAS HOSPITALS
A FAMILY PHYSICIAN’S CANCER FIGHT
Why Proton Therapy Was the Right Choice When Dr. Mahlon Maris, a retired family physician, was diagnosed with stage 3 larynx cancer, his treatment options came with serious risks. Surgery would have cost him his voice. Standard X-ray radiation risked permanent nerve damage and difficulty swallowing. To avoid those risks, Dr. Maris chose the Proton Center of Arkansas, where cutting-edge proton therapy successfully treated his cancer while protecting surrounding critical structures.
Mahlon Maris, M.D. Past President, Arkansas Academy of Family Physicians
The Proton Center of Arkansas is the state’s first and only proton therapy center and a collaboration of UAMS Health, Baptist Health, Arkansas Children’s and Proton International. Refer your patients today. Visit ProtonCenterofArkansas.com | 501-664-4568 Radiation oncologist Dr. Santanu Samanta visits with patient Dr. Mahlon Maris.
ARKANSAS HOSPITALS | WINTER 2025 37
Representing the organization at the Arkansas Hospital Association 2025 Annual Meeting, Mena Regional Health System Auxiliary volunteers Sheila Green, Linda Johnson, and Marilyn Davenport posed with CEO Michael Givens.
Volunteer-Run Gift Shop Brings the Community Spirit to Mena Regional By Becca Bona
S
ettled at the base of the Ouachita Mountains and a short distance from the Louisiana and Texas borders, Mena — a municipality of just under 6,000 people — boasts a tight-knit community. With origins tied to railroads, Mena is known for scenic byways, forest trails, and small-town charm. A cornerstone of the area’s health care fabric, Mena Regional Health System is a critical access hospital deeply ingrained in the town on both economic and health fronts. Linda Johnson, a Mena native who graduated from Mena High School, currently serves as president of the Mena Regional Health System Auxiliary and can attest to the hospital’s necessity. “We need our hospital here; there are so many people who rely on it,” she said. “Without it, people have to travel one to two hours to get to a big city hospital. We’re halfway between Fort Smith and Texarkana, so it’s very, very important to our community to have a hospital here.” The Mena Regional Auxiliary was initially founded to support the hospital. In carrying out its mission, the auxiliary raises funds, collaborates with the Arkansas Hospital Auxiliary Association (AHAA), and
38 WINTER 2025 | ARKANSAS HOSPITALS
operates the hospital’s gift shop. The current make-up of the auxiliary is a little over 20 members, with a few doubling as full-time hospital staff. “We meet once a month, and we are also open in the gift shop five days a week. Everyone who works in the gift shop is a volunteer,” Johnson explained. Since its inception, the Mena Regional Gift Shop has always been volunteer-run, and over the years, it has seen tremendous growth. Johnson credits her own involvement with the auxiliary to a few members of her close circle. “My mother-in-law worked in the gift shop back in the ‘70s,” she said. “And so she got me involved in it.” Johnson, of course, hasn’t been involved since the ‘70s, but after retiring from teaching, she and a fellow retired co-teacher decided to go in and volunteer together. “We retired the same year, and she started working at the gift shop and talked me into it,” she said. Johnson detailed the early stages of the gift shop as a relatively small counter right inside the hospital’s front door. However, when Mena Regional remodeled in 2005, leadership had the foresight to add an entirely new roomy space for the shop right off the lobby. “Anyone who comes in by the front will walk by it,” Johnson explained. “It’s easy to see.” While volunteer-run, the gift shop is able to operate with support from hospital employees as well. Both groups believe a strong gift shop benefits patients, something that is especially important to Johnson. “That’s the bottom line, how can we help the patients — they’re already stressed by
Mena Regional Auxilians demonstrate their dedication by helping patients and staff (like handing out treats or stocking the gift shop), raising funds through events, and meeting regularly to plan support for the hospital, including scholarships and equipment purchases. (Photos provided by Marilyn Davenport and Sharon Jewell) ARKANSAS HOSPITALS | WINTER 2025 39
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40 WINTER 2025 | ARKANSAS HOSPITALS
being here, how can we make it easier for them?” Johnson also brings this line of thinking over to include employees who have worked long shifts. “Sometimes we make popcorn for them, and we’ve made hot chocolate in the past,” she said. “It’s the little things.” The hospital staff and the volunteers have found synergy, Johnson said. “The employees help us with keeping our money and help us with things like that,” she said. “If we need some things for the gift shop, they’re very helpful in that area too. We really have a great group to work with.” As far as stocking the gift shop, Johnson says that the goal is to anticipate community and patient needs as best as possible while also staying relevant. “We try to keep up with the trends and just kind of go by what everyone else is doing,” she said. “We try to see where the needs are and what people like as gifts. Our main focus is baby items, for newborn babies — we have many items for the babies.” Mena Regional offers women’s health and OB services, something that is becoming rarer in rural parts of Arkansas, as only 33 hospitals currently deliver. Sometimes running the gift shop can be hard, especially when it feels like days go by and no one stops in. However, Johnson and her team try to remain optimistic. “We do try to move things around and try to be seasonal with our offerings,” Johnson said. “After the pandemic, it was really hard on the gift shop as far as making very much money, and we lost a lot of volunteers during that time, but I feel like we’re finally moving back up.” When patients or staff step into the gift shop, they’re going to find more than simply something to buy. They’re likely to get an upbeat conversation from the volunteer staffing the desk, and even more likely to leave with a smile. In fact, the volunteers at Mena Regional are beyond ecstatic not only to have the chance to brighten someone’s day, but also to work towards enriching the hospital and the community alike. The auxiliary chapter there gives out scholarships to further health care education.
We need our hospital here; there are so many people
who rely on it. Without it, people have to travel one to two hours to get to a big city hospital.
“Being able to provide scholarships to our local people who are going to college to work to become part of the medical field is one of the great things we do as an auxiliary. We really are happy and proud to be able to do that,” said Johnson. So far this year, the auxiliary has given out six scholarships, a direct investment that benefits not only the burgeoning workforce but also the local community. In addition to scholarships, the auxiliary also supports the hospital financially, when possible, through department requests. Most recently, the auxiliary purchased a high/low table for the rehab center, and, indeed, over the years, the contributions have been significant. “Things we can do within the hospital to help it run more efficiently and make it more enjoyable for the people that work there, we’re happy to do so,” Johnson said. “We put in the salad bar at the cafeteria and ice machines at several departments. We’ve purchased equipment for several departments that helps them accommodate patients better.” For now, Johnson and her team are planning their big Christmas fundraiser: an open house in which the gift shop stays open longer for two days. They also host a Christmas breakfast in conjunction with the hospital cafeteria. In 2024, they raised over $5,000 — the most they’ve raised at that event thus far. For Johnson and her fellow volunteers, the legacy continues. “The bottom line is how we can make it easier for everyone in the hospital. That’s what counts.”
Proceeds from Auxilian fundraisers, including their successful Christmas open house (bottom), allow the group to fulfill department requests, such as purchasing equipment shown here in the hospital kitchen (top), to help the hospital run more efficiently.
ARKANSAS HOSPITALS | WINTER 2025 41
AHA SERVICES PRESENTS
Benchmarking Analysis of Arkansas Hospitals
A
t the request of the Arkansas Hospital Association, PYA, a national healthcare consultancy, performed a benchmarking analysis comparing rural Arkansas hospitals’ financial performance to national averages. PYA utilized the most reliable data presently available derived from all U.S. hospitals’ 2023 Medicare cost reports to provide the most accurate picture of the challenges rural Arkansas hospitals face. PYA’s analysis demonstrates that the state’s rural prospective payment system (PPS) and critical access hospitals (CAH) face greater financial distress and higher systemic risk than most peers, underscoring the urgent need to identify and implement solutions to sustain rural healthcare for rural Arkansas communities. Arkansas rural PPS hospitals’ average operating margins (negative 20%) and total margins (negative 4%) are well below national averages for rural PPS hospitals, negative 6% and 2%, respectively. The same is true for Arkansas CAHs, with average operating margins of negative 17% and total margins of 0.7%, compared to the national averages for CAHs, negative 7% and 3.8%, respectively. To quantify systemic risk, PYA evaluated each rural hospitals’ financial metrics to assign an overall risk score. In addition to operating and total margins, these metrics include return on equity, revenue cycle performance, liquidity, equity financing ratio, cash flow to total liabilities, average age of plant, and occupancy rate. Each hospital was then assigned to one of four risk classifications: limited risk, low risk, medium risk, and high risk. Eighty-four percent of Arkansas rural PPS hospitals were classified as medium or higher risk, underscoring elevated financial vulnerability and persistent performance pressures across the state’s rural hospital sector. For CAHs, the results were less dramatic but still concerning: 55% of Arkansas CAHs were classified as medium or higher risk.
42 WINTER 2025 | ARKANSAS HOSPITALS
PYA’s analysis showed Arkansas rural PPS hospitals face persistent losses and weak margin recovery since the COVID-19 pandemic, with most facilities in lower quartiles. This underscores broad operational distress and limited earnings capacity post-pandemic. Leverage increased while liquidity improved modestly, indicating strained balance sheets and reduced reinvestment flexibility. Financial recovery remains fragile and heavily dependent on external support. Most rural Arkansas hospitals are operating with older infrastructure and low occupancy, reflecting underutilized capacity and potential inefficiencies. Deferred maintenance and aging assets contribute to long-term cost and performance challenges. While Arkansas CAHs have fared better than rural PPS hospitals, profitability remains fragile, with narrow operating margins and sensitivity to reimbursement volatility. Thin cash reserves mean these CAHs have limited operating cushion. According to recent reports, the average U.S. hospital enjoyed an operating margin of approximately 5% and a total margin exceeding 6% over the past two years. However, this is not the experience of rural Arkansas hospitals, based on the most reliable data currently available. Hospitals need to communicate with their local communities as well as state and federal policy makers concerning the financial challenges and risks they face, rather than letting national averages speak for them. PYA was honored to assist the Arkansas Hospital Association in its advocacy efforts by performing this important analysis. With expertise in helping hospitals manage and overcome financial challenges, PYA stands ready to assist your organization and the community you serve.
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COACH'S PLAYBOOK
Addressing the Challenges of Healthcare in Rural America By Kay Kendall
I
f you work in a hospital in rural America, I don’t have to tell you about the challenges. And they seem to be getting harder and harder. Increasing capitation. Difficulty in recruiting physicians and nurses. Limited access to specialists. And aging populations with increasing comorbidities. And the challenges in rural settings extend beyond healthcare: rising costs for groceries, gasoline, and other common needs. Declining performance across the education system. Erosion of a once-stable foundation to ensure a high quality of life. So many reflected in the social determinants of health. Each of these challenges is daunting in and of itself, but in combination may seem to be overwhelming. Compounding the issues is the tendency to try to address them in a vacuum, as though they have no relationship to each other when, in fact, they are frequently interrelated. What if there were a holistic framework that brings together key partners in improving multiple facets at once? This can often be summed up in the saying, “A rising tide lifts all boats.” And is there irrefutable evidence that such a framework exists and has provided untold results to the
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communities that use it? There is such a model that applies to inner cities and rural areas both. It’s based on the Baldrige Performance Excellence Framework, and it’s called, Communities of Resilience and Excellence® 2026. Since 2015, more than 35 communities across the country have engaged in Communities of Excellence (its original name until 2025 when it became Communities of Resilience and Excellence). Together, they’re building a movement for resilient, equitable, high-performing communities.
This model brings multiple community partners to the table in areas key to the quality of life and assesses progress via a Common Community Scorecard with the measures shown below.
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Are these measures of importance to you and your rural community? Would you like to explore options of how you could use the resources available through Communities of Resilience and Excellence® 2026. The Impact Pathway is a guided journey designed to help cross-sector community teams make measurable progress on shared priorities. Rooted in systems thinking and built on the Baldrige-inspired C.O.R.E. Guide (formerly the Communities of Excellence Framework), the pathway provides the structure, tools, and support your team needs to align people, data, strategy, and action — step by step. The pathway guides communities through five proven milestones rooted in systems thinking and data-driven collaboration.
Learn more about this Baldrige-based framework adapted specifically to apply to communities rather than a single, stand-alone organization. And learn how it could help your community in improving healthcare, education, infrastructure, and more. Scan the QR code to visit communitiesofexcellence2026.org/what-we-do/impact-pathway/ impact-pathway-interest-form.html
The team at BaldrigeCoach would be glad to help guide your hospital’s quest for process improvement. As CEO and Principal of BaldrigeCoach, Kay Kendall coaches organizations on their paths to performance excellence using the Malcolm Baldrige National Quality Award Criteria as a framework. Her team, working with health care and other organizations, has mentored 25 National Quality Award recipients. In each edition of Arkansas Hospitals, Kay offers readers quality improvement tips from her coaching playbook. Contact Kay at 972.489.3611 or Kay@Baldrige-Coach.com.
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Federal Program Helps Hospitals Reduce 30-Day Readmissions
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or more than 40 years, the Centers for Medicare & Medicaid Services (CMS) has led the Quality Improvement Organization Program, which is one of the largest federal programs focused on improving health care quality for people who receive Medicare. This year, CMS awarded TMF Health Quality Institute a new, five-year Quality Innovation Network-Quality Improvement Organization (QIN-QIO) contract as part of this program. With this latest contract award, CMS has designated TMF to work with health care organizations and providers in Arkansas, New Mexico, Louisiana, Oklahoma, and Texas. CMS has named this region the Southcentral CMS QIN-QIO (Region 5). The Arkansas Foundation for Medical Care, Inc. (AFMC) is part of the TMF team to provide local quality improvement expertise to health care providers across all care settings and community stakeholders in Arkansas.
WHICH HOSPITALS WILL BENEFIT?
CMS has identified 62 acute care hospitals in Arkansas, including five rural emergency hospitals and 25 critical access hospitals, as being eligible to participate in this
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initiative. Health care quality improvement consultants with the Southcentral CMS QIN-QIO (Region 5) are in the process of contacting these eligible hospitals to engage and provide free, expert technical assistance to strengthen the quality of health care for Medicare beneficiaries in Arkansas. In addition to hospitals, the Southcentral CMS QIN-QIO (Region 5) supports several nursing homes and primary care outpatient clinical practices in the state.
WHAT CAN HOSPITALS THAT PARTICIPATE IN THE QIN-QIO CONTRACT EXPECT?
Hospitals and other CMS-identified health care providers who agree to participate and work with the Southcentral CMS QIN-QIO (Region 5) receive free technical assistance. Since hospitals risk losing reimbursement for failure to achieve quality goals, such as reduced readmissions, harm prevention, and adherence to evidence-based best practices, this contract is designed to help hospitals develop processes, improve performance on designated measures, and collaborate with peer facilities to share and receive knowledge that can help them avoid costly penalties.
HOW WILL THE SOUTHCENTRAL CMS QIN-QIO (REGION 5) DETERMINE MY HOSPITAL’S NEEDS?
Our health care quality improvement consultants will work with you to review your hospital’s data to help guide your improvement efforts over the course of this five-year program. Our team consists of clinicians, quality improvement experts, and industry leaders who can guide and facilitate discussions, assessments, evaluations, and implementations of quality improvement interventions. Hospitals that work with the Southcentral CMS QIN-QIO (Region 5) will work toward achieving measurable change in CMS-identified priority focus areas, as illustrated in Figure 1 below.
To this end, the Southcentral CMS QIN-QIO (Region 5) team in Arkansas will offer the following services to the eligible hospitals who participate in the QIN-QIO contract: • One-on-one technical assistance • Interventions tailored to care settings and providers, along with tools and resources • CMS data dashboards and customized reports • Free quality improvement webinars and online training In addition to AFMC, the Southcentral CMS QIN-QIO has partnered with other organizations to offer specialized quality improvement assistance for health care providers. One such partner is the Institute for Healthcare Improvement (IHI). Health care providers that participate in the QIN-QIO contract will have access to the IHI Open School courses on basic quality improvement skills, management, and leadership development topics, including access to a course for the Certified Professional in Patient Safety exam. The Southcentral CMS QIN-QIO (Region 5) has more than 40 years of experience supporting hospitals in large-scale quality improvement efforts, particularly in rural communities. Our consultants have worked with hundreds of hospitals to achieve and sustain each of the goals associated with different federal and state initiatives and have many years of experience with CMS quality and safety initiatives. The Southcentral CMS QIN-QIO is in the process of identifying additional hospitals in the state that could be recommended to CMS for eligibility approval. Please download the hospital fact sheet (PDF) or scan the QR code found below. You may also visit the program website southcentralqinqio.org for more information and to download free resources. If you are interested to know more about your hospital’s eligibility to participate in the program, please email hospitals@tmf.org. Scan the following QR code to download the hospital fact sheet.
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RuralRural hospitals Rural hospitals hospitals are those are are those not those located not not located located within within within a metropolitan a metropolitan a metropolitan areaarea asarea designated asas designated designated by the byby U.S. the the U.S. Office U.S. Office Office of Management of of Management Management and Budget and and Budget Budget and the and and Census the the Census Census Bureau. Bureau. Bureau. Community Community Community hospitals hospitals hospitals are nonfederal, are are nonfederal, nonfederal, acuteacute care acute care hospitals care hospitals hospitals openopen to open the togeneral to the the general general public. public. public. For alternate For For alternate alternate ruralrural definitions, rural definitions, definitions, see ruralhealthinfo.org/am-i-rural. see see ruralhealthinfo.org/am-i-rural. ruralhealthinfo.org/am-i-rural.
Rural Rural Rural hospitals hospitals hospitals account account account forfor about forabout about one-third one-third one-third of of all ofall all community community community hospitals hospitals hospitals nationwide. nationwide. nationwide. EMPLOYMENT EMPLOYMENT EMPLOYMENT – Rural – Rural –hospitals Rural hospitals hospitals provide provide provide jobs jobs for jobs health forfor health health care care professionals care professionals professionals as asas well well aswell support asas support support staff,staff, such staff, such assuch food asas food service food service service and janitorial and and janitorial janitorial workers. workers. workers. PURCHASING PURCHASING PURCHASING – Rural – Rural –hospitals Rural hospitals hospitals buy goods buy buy goods goods and services and and services services fromfrom local from local businesses. local businesses. businesses. TAX REVENUE TAX TAX REVENUE REVENUE – Rural – Rural –hospitals Rural hospitals hospitals generate generate generate locallocal and local state and and state tax state income. taxtax income. income.
Mapping Mapping Mapping U.S.U.S. Hospital U.S. Hospital Hospital Coverage: Coverage: Coverage: Proportion Proportion Proportion of Rural ofof Rural Rural Hospitals Hospitals Hospitals vs. Total vs. vs. Total Total Hospitals Hospitals Hospitals by State byby State State
RURAL RURAL RURAL HOSPITALS HOSPITALS HOSPITALS AREARE ALREADY AREALREADY ALREADY STRUGGLING STRUGGLING STRUGGLING of rural ofof rural hospitals rural hospitals hospitals 108 Rural 108 108 Rural hospitals Rural hospitals hospitals havehave closed have closed closed theirtheir doors their doors or doors been oror been unable been unable unable to to to havehave 50 have beds 5050 beds or beds fewer oror fewer fewer continue continue continue providing providing providing inpatient inpatient inpatient services services services sincesince 2015. since 2015. 2015. Source: Source: AHA Source: analysis AHA AHA analysis of analysis dataoffrom data of data Cecil from from G. Cecil Sheps Cecil G. Sheps G. Center Sheps Center for Center Health for for Health Services Health Services Services Research Research Research
2023 US Rural USUS Rural Community Rural Community Community Hospitals Hospitals Hospitals 2023 2023 by Staffed by by Staffed Staffed Bed Size Bed Bed Range Size Size Range Range # # # % %% Up toUp 24Up to Beds to 24 24 Beds Beds 476 47647626
26 26
25-4925-49 beds 25-49 beds beds 713 71371340
40 40
50-9950-99 beds 50-99 beds beds 334 33433419
19 19
100 or100 more 100 or or more beds more beds beds 273 27327315
15 15
One One inOne 7 Americans in in 7 Americans 7 Americans live in live live rural in in rural areas rural areas and areas rely and and on rely rely rural onon rural rural hospitals hospitals hospitals and health and and health health systems systems systems for the forfor health the the health health and well-being and and well-being well-being of of of theirtheir communities. their communities. communities. Individuals Individuals Individuals who who live who in live live these in in these communities these communities communities face face greater face greater greater challenges challenges challenges in accessing in in accessing accessing health health health care care due care to due due to to factors factors factors like alike lack like a lack of a lack affordable of of affordable affordable coverage coverage coverage options, options, options, geographic geographic geographic isolation isolation isolation and a and shortage and a shortage a shortage of health of of health health care care providers. care providers. providers. Source: Source: Medicaid Source: Medicaid Medicaid Coverage Coverage Coverage Supports Supports Supports Rural Patients, Rural Rural Patients, Patients, Hospitals, Hospitals, Hospitals, and Communities andand Communities Communities
Total Total Total 1796 1796 1796 100 100100 ©2025©2025 American ©2025 American American Hospital Hospital Hospital Association Association Association
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aha.org aha.org aha.org
What does it mean to be taken care of? At Arkansas Blue Cross and Blue Shield, it means providing peace of mind. We’ve been taking care of Arkansans for over 75 years, providing affordable, reliable health insurance … to keep Arkansans healthy and help them heal. We’re investing in communities to keep this diverse and wonderful state strong. We’re committed to a whole person approach to health, including physical and behavioral well-being. And we recognize that total health is influenced by many factors, including medical history, genetics, lifestyle, environment, nutrition, safety and physical activity. We also realize that it will take all healthcare providers working together to ensure future generations of Arkansans can live their best life their whole life long. Let’s take good care, Arkansas.
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WE BUILD places for healing For over 75 years, Nabholz has upheld our purpose: Grow our people. Serve our clients. Build our communities. Our extensive work on healthcare facility projects aligns with just that by giving medical professionals and the surrounding communities the tools they need to succeed.
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