Wellstar West Georgia Medical Center, located in LaGrange, GA, is a 276-bed facility dedicated to providing exceptional healthcare services to the West Georgia community and beyond. Our comprehensive services include emergency care, cardiology, women's health, and more, all delivered in a welcoming and supportive environment. With a recent emergency department renovation and a dedicated cardiac observation unit, we ensure efficient and patient-centered care. We are proud to be recognized for our high patient satisfaction scores and commitment to quality, offering advanced equipment and personalized attention to every patient. Visit us at 1514 Vernon Road and experience the Wellstar difference.
| Hospital Name | Wellstar West Georgia Medical Center |
|---|---|
| Facility ID | 110016 |
| Address | 1514 VERNON ROAD |
|---|---|
| City/Town | Lagrange |
| State | GA |
| ZIP Code | 30240 |
| County/Parish | TROUP |
| Health System | Wellstar Health System |
|---|---|
| Health System Website Domain | wellstar.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 9 |
|---|---|
| Health System Total Beds | 2456 |
| Health System Hospital Locations | Georgia |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Private |
| Ownership Details | Wellstar Health System |
| Emergency Services | Yes |
For more than 25 years, Coleman Foss held executive roles in healthcare, achieving high‐impact results for the hospitals he has served. He joined Wellstar West Georgia Medical Center in 2019. Before that, he was Chief Executive Officer of Tennova Healthcare in Cleveland, Tennessee, a position he held for 11 years. At Tennova he was responsible for the overall management and operations of a 351‐bed, acute‐care hospital. During his tenure, he boosted hospital star ratings through HCAHPS; improved patient, physician and employee satisfaction; reduced turnover from 37% to 9%; and initiated several successful programs, such as 24‐hour STEMI, stroke telemedicine, serious safety, and LEAN process enhancements, all while advancing financial performance. Prior to Tennova, Foss served as Chief Executive Officer of Dyersburg Regional Medical Center, Methodist Healthcare, Volunteer General Hospital, and Fort Walton Beach Medical Center. Coleman's background is rooted in healthcare as he holds a bachelor's in health administration from Auburn University and a master's degree in health administration from the University of Alabama at Birmingham. He is a member of American College of Healthcare Executives, has served on a variety of community boards including the March of Dimes, Chamber of Commerce, United Way, Caring Place, and YMCA. He is a member of the Rotary Club. Coleman and his wife, Amy reside in LaGrange.
Victoria Dune-Chari has joined Wellstar West Georgia Medical Center as the hospital's new chief operating officer. Dune-Chari, a fellow of the American College of Healthcare Executives (FACHE) and a 2020-21 Baldrige Executive fellow, is a long-time member of the Wellstar team. In her most recent role as assistant vice president of quality operations and transformational excellence, she developed and oversaw governance of quality and safety programs system wide. Dune-Chari's operational expertise at Wellstar includes ancillary and support services, medical imaging, interventional radiology, pharmacy, inpatient rehab, food and nutrition services, and outpatient departments. Outside of Wellstar, she holds positions as a senior examiner on the Malcolm Baldrige National Quality Award Examiner Board and as a master examiner for the Georgia Florida Sterling Examiner Corp. Since 2020, Dune-Chari has been an active member of the Georgia Association of Healthcare Executives (GAHE). In 2023, East Cobb City Lifestyle Magazine honored her as one of the “Women to Watch.” She earned a Bachelor of Science degree in chemistry with a focus on nuclear medicine technology from Worcester State University and a master's degree in healthcare management from Cambridge College. She's a mother of two teenage sons and is an active member of her church.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 276 |
|---|
| FTE Employees on Payroll | 1099.3 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 7268 |
| Inpatient Days (Title XIX) | 2861 |
| Total Inpatient Days | 34056 |
| Bed Count | 276 |
| Available Bed Days | 100740 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1597 |
| Discharges (Title XIX) | 583 |
| Total Discharges | 8344 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 6738 |
| Inpatient Days (Title XIX; Adults & Peds) | 2304 |
| Total Inpatient Days (Adults & Peds) | 29688 |
| Bed Count (Adults & Peds) | 256 |
| Available Bed Days (Adults & Peds) | 93440 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1597 |
| Discharges (Title XIX; Adults & Peds) | 583 |
| Total Discharges (Adults & Peds) | 8344 |
| Care Quality Stengths | High overall patient satisfaction. Patients report that nurse communication is excellent. 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 |
| 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 | 69% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| 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) | 142 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -2.1 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 14.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 19.2 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 13.3 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.5 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.2 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.3 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.9 |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 17.2 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.2 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.7 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.2 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| 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 | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| 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 | No Different Than the National Rate |
| 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 | Number of Cases Too Small |
| 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) | 0.817 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.952 |
| SSI SIR (Standardized Infection Ratio) | 1.935 |
| CDI SIR (Standardized Infection Ratio) | 0.188 |
| MRSA SIR (Standardized Infection Ratio) | 3.457 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $21,513 |
|---|---|
| Bad Debt Expense | $21,154 |
| Uncompensated Care Cost | $25,145 |
| Total Uncompensated Care | $29,398 |
| Total Salaries | $96,224 |
|---|---|
| Overhead Expenses (Non-Salary) | $166,992 |
| Depreciation Expense | $18,878 |
| Total Operating Costs | $236,374 |
| Inpatient Charges | $598,310 |
|---|---|
| Outpatient Charges | $860,220 |
| Total Patient Charges | $1,458,530 |
| Core Wage Costs | $25,112 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $96,224 |
| Contract Labor (Patient Care) | $1,368 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $3,387 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $123,784 |
| Allowance for Doubtful Accounts | $-88,725 |
| Inventory | $4,532 |
| Prepaid Expenses | $675 |
| Other Current Assets | |
| Total Current Assets | $43,653 |
| Land Value | $2,336 |
|---|---|
| Land Improvements Value | $4,618 |
| Building Value | $78,514 |
| Leasehold Improvements | |
| Fixed Equipment Value | $8,412 |
| Major Movable Equipment | $34,160 |
| Minor Depreciable Equipment | $32,562 |
| Health IT Assets | |
| Total Fixed Assets | $88,711 |
| Long-Term Investments | $106,628 |
|---|---|
| Other Assets | $2,838 |
| Total Other Assets | $109,466 |
| Total Assets | $241,829 |
| Accounts Payable | $3,148 |
|---|---|
| Salaries & Wages Payable | $-31 |
| Payroll Taxes Payable | |
| Short-Term Debt | $1,390 |
| Deferred Revenue | |
| Other Current Liabilities | $3,868 |
| Total Current Liabilities | $8,375 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | $110,162 |
| Unsecured Loans | |
| Other Long-Term Liabilities | $27,439 |
| Total Long-Term Liabilities | $137,601 |
| Total Liabilities | $145,977 |
| General Fund Balance | $95,852 |
|---|---|
| Total Fund Balances | $95,852 |
| Total Liabilities & Equity | $241,829 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $3,846 |
| DRG (Post-Oct 1) | $11,504 |
| Outlier Payments | |
| DSH Adjustment | $593 |
| Eligible DSH % | $0 |
| Simulated MC Payments | |
| Total IME Payments |
| Inpatient Revenue | $606,942 |
|---|---|
| Outpatient Revenue | $860,278 |
| Total Patient Revenue | $1,467,219 |
| Contractual Allowances & Discounts | $1,203,398 |
| Net Patient Revenue | $263,822 |
| Total Operating Expenses | $263,215 |
| Net Service Income | $606 |
| Other Income | $19,352 |
| Total Income | $19,959 |
| Other Expenses | $-0 |
| Net Income | $19,959 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $19,992 |
| Medicaid Charges | $198,039 |
| Net CHIP Revenue | $520 |
| CHIP Charges | $4,626 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | No |
| ERP | Workday |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |