Introduction. The article presents the experience of participation of medical organizations of the Omsk region in the pilot project of the Ministry of Health of the Russian Federation “Formation of models for organizing primary care based on the principles of value-based healthcare.” Information was obtained on the dynamics of key indicators of nine processes in medical organizations and ways to solve problems were identified. Purpose of the study. The goal of the project is to share the experience of participating in a pilot project to develop models for organizing primary care based on the principles of value-based healthcare (hereinafter referred to as VHC). Materials and methods. In accordance with the development decree of the Russian Federation dated 01.06.2021 No. 847 “On the implementation of a pilot project in accordance with the requirements for the remuneration system of state, state and municipal healthcare institutions”, the Omsk region was included in the number of participants in the pilot project “Formation of first-line organization models based” on the principles of value-based healthcare." To achieve this goal, a team of experts was formed, consisting of employees of the Federal State Budgetary Institution "TsNIIOIZ", the Federal State Budgetary Institution "NMITs TPM", the State Corporation "Rosatom" and employees of the Educational and Methodological Centers for Lean Technologies. Omsk and Perm. According to the regulatory framework of the project, the conditions for including medical organizations in the program were determined, criteria (KPI) and their value component for specialists of various groups of positions were presented. Before starting work, a list of lean manufacturing tools was approved (mapping, “5 Whys”, relationship graph, problem pyramid and solution library), as well as a list of process indicators. Limitations of the study - the study materials are limited to the period February - June 2022. Results. As a result of the work carried out, the problems of each process were revealed and the achievement of target indicators was assessed. The identified process difficulties that arise at the level of a medical organization were comprehensively studied by experts and agreed upon with the management of medical organizations and state executive authorities of the region. Discussions. The problem of dialing a clinic as a factor in the population’s dissatisfaction with medical care was registered not only in the study conducted by the authors, but also in other territories [5,11]. Patients of medical organizations in the Omsk region and other regions also experience difficulties with making an appointment with a doctor [12,14]. KPI “The share of patients who were prescribed medication from among those eligible to receive free medications and who suffered a cardiovascular event,” which did not reach indicator values in a rural hospital, is due to the fact that the patient was given a certain supply of necessary medications upon discharge from the hospital medicines. The functional responsibilities of nursing staff have been expanded in terms of processing primary medical documentation not only in the work carried out by the authors, but also in the study of S.Yu. Soboleva [15]. In the study by Sochkova L.V. et al. [16] noted that inviting patients for medical examination increased the proportion of people who underwent this examination. Conclusions. The article presents the experience of participation of public organizations in the Omsk region in the pilot project “Formation of first-line organizational models based on the principles of value-based healthcare.” During the implementation of the program, adhere to priority areas, key performance indicators, study and preservation of 8 processes. Based on the analysis, it was concluded that the transition to value-based healthcare will improve the quality of medical care. Key words: value-based healthcare, quality of medical care, medical service