SageWest Health Care, located at 2100 W Sunset Dr in Riverton, WY, offers a wide range of inpatient and outpatient healthcare services to Riverton and surrounding communities. As a designated Community Trauma Hospital by the Wyoming Trauma Program, SageWest is equipped with surgical services and a 24/7 emergency room, ready to provide compassionate care when you need it most. The hospital has also been nationally recognized as a Chest Pain Center, utilizing best practices in heart care. Additionally, SageWest provides full-service laboratory and occupational health services.
| Hospital Name | SageWest Health Care |
|---|---|
| Facility ID | 530008 |
| Address | 2100 W SUNSET DR |
|---|---|
| City/Town | Riverton |
| State | WY |
| ZIP Code | 82501 |
| County/Parish | FREMONT |
| Health System | ScionHealth |
|---|---|
| Health System Website Domain | scionhealth.com |
| Recently Joined Health System (Past 4 Years) | Yes |
| Health System Total Hospitals | 14 |
|---|---|
| Health System Total Beds | 1669 |
| Health System Hospital Locations | Alabama, Idaho, Mississippi, Ohio, Oklahoma, South Carolina, Tennessee, Texas, Wisconsin, West Virginia and Wyoming |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Proprietary |
| Ownership Details | ScionHealth |
| Emergency Services | Yes |
John Whiteside has been named chief executive officer (CEO) of SageWest Health Care, effective December 6, 2021. [8] He previously served as CEO of Los Alamos Medical Center (LAMC) and held leadership roles at Mercy Regional Medical Center and Putnam Community Medical Center. [8] He started his healthcare leadership career at Tampa General Hospital and served 10 years in the United States Marine Corps. [8]
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Dr. Mylissa K. Hess was recognized as one of Today's Nurse 2025 Top Chief Nursing Officers. [6] She joined SageWest in 2024 and has over 15 years in healthcare. [6] She is also a Nursing Consultant and Preceptor for Western Governor's University and Chamberlain University, and a Lieutenant Commander in the U.S. Navy Reserve with 10 years of critical care nursing experience. [6]
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 146 |
|---|
| FTE Employees on Payroll | 227.61 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 2780 |
| Inpatient Days (Title XIX) | 1335 |
| Total Inpatient Days | 6587 |
| Bed Count | 133 |
| Available Bed Days | 48545 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 712 |
| Discharges (Title XIX) | 470 |
| Total Discharges | 1963 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 2402 |
| Inpatient Days (Title XIX; Adults & Peds) | 740 |
| Total Inpatient Days (Adults & Peds) | 4542 |
| Bed Count (Adults & Peds) | 121 |
| Available Bed Days (Adults & Peds) | 44165 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 712 |
| Discharges (Title XIX; Adults & Peds) | 470 |
| Total Discharges (Adults & Peds) | 1963 |
| Care Quality Stengths | The hospital is average in every measured mortality rate Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients reported challenges with communication about thei discharge and follow up instructions. Patients report challenges the cleanliness of the hospital. Hospital struggles with high infection rates |
| Nurse Communication – Star Rating | |
|---|---|
| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 44% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | No Different Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | No Different Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | No Different Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 140 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 2.9 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 8.3 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 16.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.3 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.4 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 19.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.2 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 13.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.8 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Average Days per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | Not Available |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | N/A |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 3.091 |
| SSI SIR (Standardized Infection Ratio) | N/A |
| CDI SIR (Standardized Infection Ratio) | 1.253 |
| MRSA SIR (Standardized Infection Ratio) | N/A |
| Fiscal Year Begin | Jan 01, 2022 |
|---|---|
| Fiscal Year End | Dec 31, 2022 |
| Charity Care Cost | $1,726 |
|---|---|
| Bad Debt Expense | $13,330 |
| Uncompensated Care Cost | $4,451 |
| Total Uncompensated Care | $8,699 |
| Total Salaries | $17,123 |
|---|---|
| Overhead Expenses (Non-Salary) | $55,966 |
| Depreciation Expense | $3,710 |
| Total Operating Costs | $57,927 |
| Inpatient Charges | $100,423 |
|---|---|
| Outpatient Charges | $189,149 |
| Total Patient Charges | $289,572 |
| Core Wage Costs | $4,003 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $17,123 |
| Contract Labor (Patient Care) | $16,881 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $36 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $10,493 |
| Allowance for Doubtful Accounts | |
| Inventory | $1,681 |
| Prepaid Expenses | $906 |
| Other Current Assets | |
| Total Current Assets | $13,187 |
| Land Value | $373 |
|---|---|
| Land Improvements Value | $326 |
| Building Value | $32,978 |
| Leasehold Improvements | $1,293 |
| Fixed Equipment Value | $1,819 |
| Major Movable Equipment | $11,289 |
| Minor Depreciable Equipment | $2,791 |
| Health IT Assets | |
| Total Fixed Assets | $36,270 |
| Long-Term Investments | |
|---|---|
| Other Assets | $1,388 |
| Total Other Assets | $1,388 |
| Total Assets | $50,845 |
| Accounts Payable | $3,967 |
|---|---|
| Salaries & Wages Payable | $1,288 |
| Payroll Taxes Payable | $30 |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $2,162 |
| Total Current Liabilities | $7,448 |
| Mortgage Debt | $-118,821 |
|---|---|
| Long-Term Notes Payable | $-66,264 |
| Unsecured Loans | |
| Other Long-Term Liabilities | |
| Total Long-Term Liabilities | $-185,085 |
| Total Liabilities | $-177,637 |
| General Fund Balance | $228,482 |
|---|---|
| Total Fund Balances | $228,482 |
| Total Liabilities & Equity | $50,845 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $5,045 |
| DRG (Post-Oct 1) | $1,243 |
| Outlier Payments | |
| DSH Adjustment | $189 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $100,423 |
|---|---|
| Outpatient Revenue | $193,370 |
| Total Patient Revenue | $293,793 |
| Contractual Allowances & Discounts | $225,471 |
| Net Patient Revenue | $68,323 |
| Total Operating Expenses | $72,251 |
| Net Service Income | $-3,929 |
| Other Income | $777 |
| Total Income | $-3,152 |
| Other Expenses | |
| Net Income | $-3,152 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $5,745 |
| Medicaid Charges | $54,585 |
| Net CHIP Revenue | |
| CHIP Charges |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |