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Article Category: Newsroom

Meet new Wellstar MCG Health President Ralph Turner

Published on October 25, 2023

Last updated 11:44 AM October 25, 2023

A friendly image of Ralph

Ralph Turner stepped out the front door of his new apartment in North Augusta and ran into his neighbor, who had a Wellstar MCG Health Medical Center badge.

“I work there too,” he said. “Oh, what do you do there?” she asked.

He held out his badge that read “president,” and she looked up in shock.

“There are so many medical students and Wellstar employees in my complex,” he said. “The hospital is such a large part of the community.”

Turner, who has lived out of a hotel in Augusta until last week, still considers Powder Springs his permanent base. He drives to Augusta on Sunday afternoon and back to Atlanta on Thursday night to spend Friday at Wellstar Paulding Medical Center. Saturday is his rest day to enjoy with his wife of 31 years, Ann.

The new leader started his career in 1986 with the U.S. Army, giving him the chance to live around the world—Fort Bliss, Texas; Fort Cavazos, Texas (formerly Fort Hood); Fort Belvoir, Va.; Fort Johnson, La. (formerly Fort Polk); Fitzsimons Army Medical Center in Aurora, Co.; Germany; Alaska; Washington, D.C.; and Seoul, South Korea.

From the start, he knew he wanted to work in healthcare.

“It’s rewarding to help people when they are at their most vulnerable state,” he said. “To me, there is honor in that.”

After graduating from high school in Valdosta, Ga., he joined the Army and took a job repairing hospital equipment. After eight years, he became a warrant officer—a highly respected position for subject matter experts who make up less than 3% of the Army—and began managing clinical engineering departments in hospitals.

At the same time, Turner was taking classes. He earned his bachelor’s degree in 1995, going on to earn a master’s in public administration and then a master’s in healthcare administration.

“My mindset is be all you can be,” he said.

The more senior he became, the more departments he managed. His last assignment for the Army was at the Walter Reed Army Medical Center in Washington, D.C., where he ran support services departments such as property management, environmental services and clinical engineering for facilities. After more than two decades in the Army, he retired in 2008 as a Chief Warrant Officer Four (CW4) and earned an executive position with MedStar Washington Hospital Center as an assistant vice president of facilities and support services.

Turner departed Washington, D.C., for Wisconsin to work at the University of Wisconsin Hospitals and Clinics and thought he was finished with school after three degrees. But when his oldest son began to talk about going to medical school, his competitive side came out. He returned to school at the University of Wisconsin and earned his doctorate in business administration.

“I thought, ‘He’s not going to be the first one in the family to be called a doctor,'” he said in good humor.

From there, he moved his family to Cleveland, where he joined the Cleveland Clinic for two years. He then transferred to Florida for three years for his role as chief operating officer, overseeing a merger between the Cleveland Clinic and Indian River Medical Center in Vero Beach.

Turner’s journey with Wellstar began in May 2022 when he became president of Wellstar Paulding Medical Center in Hiram, Ga. He is now the first president of Wellstar MCG Health in Augusta.

We sat down with Turner last week, and he answered some questions to help the staff and community get to know him and his vision for the future of Wellstar MCG Health.

What’s your day-to-day like right now at Wellstar MCG Health?
Right now, I’m usually at the gym between 5 and 5:30 AM, and then in the office between 7 and 7:30 AM. My day usually ends between 7 and 7:30 PM. If I am not in a meeting, my door is always open. I have an open-door policy. I usually have anywhere from 80 to 100 emails at the end of the day, and I make sure to go through all of them before I leave at night.

What made you want to go into hospital management?
I have always liked helping people, and I knew going into healthcare, you’re doing just that. In high school in Valdosta, we had the South Georgia Medical Center and my plan was to end up there. My father passed when I was 4 so my mother, my grandmother and my godmother raised me. Those three women always told me to treat people the way that I wanted to be treated, and if I got caught not doing that, they always reminded me with a stick, broom or whatever they got their hands on. Needless to say, I quickly learned the Golden Rule and apply that to every area of my life—professional and personal.

What’s the biggest area of improvement you’re working on here?
First, ensuring people are paid fairly. Our Human Resources at the main campus is focused on putting together a comprehensive plan that will start to bring our caregivers to a market-compatible salary. You must make sure you do the right thing for your staff, because that’s the most important resource you have. Second, ensuring that our facility looks like it’s a place of healing. Third, ensuring physicians are supported and strengthening our medical services lines in the market. Smart and efficient growth of our physician staff and service lines lead to market domination, which leads to a stronger training center at our medical school. Fourth, community initiatives—getting out into the community and meeting community leaders to let them know we are here to support them. Fifth, ensuring a good relationship with leadership at Augusta University. And, lastly, protecting our assets. When I say our assets, this includes students in their didactic phase of learning and students in their residency or fellowship. We want to be our students’ first choice when it comes to choosing an employer. We want them to stay with Wellstar, be it here in Augusta or in the Atlanta area. We have a lot of students who come from other universities in and out of the state. My thought is, let’s feed ourselves first and go to outside resources for talent second.

Can you talk more about what improvements you’re planning in regard to facilities?
In our Wellstar Children’s Hospital of Georgia lobby, the only realistic lobby entrance we have, there are a few issues to address. There’s an old water fountain that hasn’t had water in it in 15 years; there’s furniture that was supposed to be antimicrobial and is no longer antimicrobial; there are cracks in the floors near the Chick-fil-A; windows haven’t been washed in eight years; and the bottom is coming off the reception station. It’s not that the team didn’t want to address the issues; it’s that they just didn’t have the capital. Our facility professionals managed a budget of $250,000 to take care of a 2.9-million-gross-square-foot facility. If you have one HVAC go out, there goes all of it. So it’s empowering people. People want to do their job, but they’ve been handcuffed with a budget. I told them, “Just do it.”

What’s the biggest threat to the industry?
A lack of human resources and the cost of healthcare. We have to figure out how to close the gap between the amount that healthcare organizations pay to provide care versus what we get reimbursed for providing the care because we pass a lot of that cost onto the patient.

How is the difficult labor market impacting Wellstar?
Certain hospitals are better than others. I think across our system, our vacancy rate for nurses is about 18%, but at Wellstar Paulding Medical Center, our vacancy rate is about 7.8%. At some of our other hospitals, I think they average anywhere from 18% to 24% vacancy.

What do you anticipate being the biggest challenge of Wellstar partnering with an academic medical center?
Academia focuses on the teaching mission, which may lack the urgency to maximize volumes in our ambulatory clinics, which could lead to low volumes/clinic appointments on a daily basis, in comparison to the amount of staff and available exam rooms. I need to ensure academia understands our mission, “To enhance the health and well-being of every person we serve.” This means we must ensure we are utilizing every opportunity to maximize our ability to see patients by filling schedules and ensuring we have enough support and operational staff to facilitate safe and efficient operations of our inpatient units and ambulatory clinics. We want to earn as much revenue as possible so we can reinvest it back into our organization by providing better salaries, improving our equipment and improving our facilities.

Where is Wellstar MCG Health now and where do you want it to be?
According to U.S. News & World Report, the Medical College of Georgia ranks 79th nationally in the best medical schools for research. I want us to be ranked in the top 50 in five years, and the top 15 in 10 years. I want to make sure that we become the premier medical school not only in the state of Georgia but also in the U.S. I want us to be able to compete with medical schools like Duke and Emory. I want us to be in the top two to three schools in our region.

What are our strengths and weaknesses? I think one of our biggest strengths is our people. Our team members have true care and concern for people. This is demonstrated daily. A weakness would be the time we have to invest to become fully integrated into Wellstar. It’s a weakness because we can’t come out of the starting blocks moving at a fast speed, driving changes immediately. We are looking at three to five years before we are fully integrated into Wellstar. It takes time to implement the new IT programs and systems that will tie us into Wellstar, which will provide us the opportunity to be more nimble and agile in implementing changes.

Is there anything you want the work-family to know? We feel the most important resource we have is our human resources. I want every leader we have to engage with their staff and to understand what they need to do their job because I will ask every leader. As president, it’s my job to make sure our team members come to work in an environment that’s safe, free from coercion and free from harassment. It’s also my job to make sure they have what they need to do their job, so they don’t feel like they’re handicapped. And if anyone ever feels like they don’t have what they need to do their job or that they are being coerced, harassed or feel unsafe, please let me know directly. Remember, I have an open-door policy. Final thought: Always put the patient first. That’s what we’re here for, to take care of people who cannot take care of themselves at a specific moment in time. If our team members are making decisions with the mindset of putting the patient first, I always have their back.

Do you have a quote you live by? Just do it (Nike). Eighty percent solution is better than 100% analysis paralysis at any time. When you have 80% of the solution figured out, go ahead and start moving the needle. Just do it.

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CLEAR and Wellstar Health System Modernize the Patient Experience Using CLEAR1’s Digital Check-In

NEW YORK and ATLANTA, Oct. 21, 2025 – CLEAR (NYSE: YOU), the secure identity company, and Wellstar Health System (“Wellstar”), are dramatically improving the patient experience and saving hundreds of staff hours through a partnership that leverages CLEAR’s identity platform, CLEAR1. Findings from a joint case study released today highlight how health systems nationwide can use technology to make the patient experience faster and easier by reimagining one of the most visible pain points in the care journey: Patient Check In.

Despite widespread investment in digital tools, many check-ins still depend on manual lookups, paper forms, and repetitive data entry—creating friction for both patients and staff. Wellstar has been at the forefront of innovation as the first health system to launch CLEAR1 for check-in, which is integrated with Epic Welcome to enable seamless deployment. With this industry-leading solution, patients can quickly and easily check in for their appointments with a quick selfie at a kiosk or on a handheld tablet.

Since the initial launch at Avalon Health Park in May 2024, Wellstar has seen a dramatic and measurable impact on both experience and operational efficiency, with plans to expand to more than 150 locations across its system. The integration is live at Wellstar North Fulton Medical Center, the first hospital in the U.S. to leverage CLEAR1 for patient check-ins, and at five Wellstar outpatient facilities. Wellstar plans to roll out additional use cases with CLEAR1, including patient MyChart account creation and recovery, workforce account recovery, and online scheduling.

“CLEAR’s focus is on making everyday experiences both safer and easier, and our work with Wellstar is helping pave the way for the future of modern patient experiences," said Caryn Seidman Becker, CEO of CLEAR. “We are excited about the growth opportunities ahead and the many ways we can support health systems to improve patient and staff experiences and create a more integrated healthcare future.”

“The results of the study speak for themselves. By leveraging CLEAR1’s technology we introduced a modern, digital check-in experience that saves patients and team members time, reduces administrative costs, and streamlines the check-in process for everyone,” said Dr. Hank Capps, EVP and Chief Information and Digital Officer for Wellstar Health System and President of Catalyst by Wellstar. “Wellstar partnered with CLEAR because we are ommitted to investing in technologies that elevate the patient experience, alleviate the stress on staff, and reduce friction across every part of the patient journey.”

Key outcomes achieved since launching CLEAR1 for check-in include:

  • Improved Patient Experience – Digital check-in adoption increased from 2 to 10 percent, with strong engagement among patients 45 and older. 73 percent of patients who used CLEAR1’s digital check-in technology reported that they would use it again.
  • Operational Efficiency – In just six months, CLEAR1-enabled check-ins freed up more than 1,500 hours of staff time, allowing teams to focus on higher-value tasks such as assisting patients with complex problems.
  • Reduction in Duplicate Records & Cost Savings – By linking appointments to a verified identity, Wellstar has been able to uncover and resolve duplicate patient records before visits, reducing costly administrative rework and minimizing claim complications. Collectively, these improvements are projected to deliver $2 million in savings for every 25,000 patients verified through CLEAR1.

The case study is available here.

About CLEAR
CLEAR's mission is to strengthen security and create frictionless experiences. With over 33 million Members and a growing network of partners across the world, CLEAR's secure identity platform is transforming the way people live, work, and travel. Whether you are traveling, at the stadium, or on your phone, CLEAR connects you to the things that make you, you—making everyday experiences easier, more secure, and friction-free. CLEAR is committed to privacy done right. Members are always in control of their own information, and we do not sell biometric or sensitive personal data. For more information, visit clearme.com.

About Wellstar Health System
Wellstar personalizes the patient experience. We call it PeopleCare and it's only possible thanks to our 33,000 team members who provide expert compassionate care for every stage of life. PeopleCare also means we serve our communities as a non-profit health system, providing more than $1 billion annually in charity care and community programs, and operating the largest integrated trauma network in the State of Georgia. We embrace innovation and technology, nurture early-stage companies through our venture firm Catalyst by Wellstar, and train future generations of caregivers with academic institutions including the Medical College of Georgia. Wellstar honors every voice and is one of the Fortune 100 Best Companies to Work For. To learn more, visit Wellstar.org.

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Wellstar Children’s Hospital of Georgia dedicates new lobby to pioneering Pediatric Surgeon Dr. Charles Howell

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Wellstar Children’s Hospital of Georgia dedicates new lobby to pioneering Pediatric Surgeon Dr. Charles Howell

AUGUSTA, Ga. (Oct. 13, 2025) – Wellstar Children’s Hospital of Georgia officially cut the ribbon on its updated lobby Monday with a ceremony attended by donors, dignitaries from Wellstar, Wellstar MCG Health Medical Center, Augusta University and the city of Augusta.

There was also a very special guest in attendance, Dr. Charles Howell, who throughout his career has been one of Wellstar Children’s Hospital of Georgia’s biggest advocates. From the stage, he watched, visibly touched, as a giant purple curtain fell, revealing the words “Dr. Charles G. Howell Jr Lobby” stretching across the lobby wall, greeting guests as they enter.

“I’m a little embarrassed,” Dr. Howell said as he took the podium.

He went on to say that many times over the years, patient families told him they didn’t know where to go for care, and now any patient who walks through the door of Wellstar Children’s Hospital of Georgia will find physicians who are board-certified in many specialties.

“You get the best care without saying anything, and for that I am very proud,” he said.

The moment had been kept top-secret, even from many event organizers. Planners knew they were organizing a special recognition, but the identity and exact nature of the surprise was revealed to leaders on a need-to-know basis to avoid spoiling the surprise. Leaders who knew, agreed that this was just as it should be. After all, Wellstar Children’s Hospital of Georgia would not exist without Dr. Howell’s steadfast advocacy.

There’s a well-known story that Dr. Howell offhandedly mentioned the need for a children’s hospital to a patient’s father—a spark that would lead to securing the necessary funding only a few years later. Dr. Howell did not know the comment was made to the chief aide to Rep. Tom Murphy, then Speaker of the Georgia House of Representatives. Ten years later, the children’s hospital was a reality.

Dr. Howell was also instrumental in designing the hospital, involving children and families in the process to ensure their needs were met. Children’s Medical Center, now Wellstar Children’s Hospital of Georgia, opened in 1998 and expanded pediatric inpatient capacity from 32 to 154 beds. Dr. Howell is one of Georgia’s greatest advocates for children’s healthcare.

As part of the celebration, Augusta Mayor Garnett Johnson read a proclamation declaring Oct. 13 “Dr. Charles Howell Day,” and presented him with a plaque.

Wellstar MCG Health President Ralph Turner also thanked Dr. Howell for his dedication and service to Georgia’s children.

“When someone dedicates their lives to taking care of our children and only makes one profound statement that grows into an entire facility—and he dedicates 40 years of his life taking care of children—this, today, just feels right,” Turner said.

As a pediatric surgeon, Dr. Howell has performed more than 16,000 procedures. He graduated from Medical College of Georgia in 1973 and, following a pediatric surgery residency at a children’s hospital in Philadelphia, returned to Augusta to practice.

In addition to operating on nearly 400 children each year, Dr. Howell started a pediatric ECMO program and a pediatric trauma program. He also served as capital campaign co-chair to assist in bringing Ronald McDonald House to its current location—only steps from Wellstar Children's Hospital of Georgia.

In 2018, following his 40-year surgical career, Dr. Howell retired as surgeon-in-chief of the children's hospital and chief of the department of surgery for Wellstar MCG Health. He returned to the health system in 2019 as the head of the hospital’s physician practice group.

The lobby of Wellstar Children’s Hospital of Georgia was the first large renovation project at the children’s hospital since it was built in 1998. The renovation includes new flooring, removal of an old fountain and updated furniture. A donor wall has also been installed to recognize the generous donors who help the hospital fulfill its mission of providing patient- and family-centered care for every family who seeks care at Wellstar Children’s Hospital of Georgia.

Wellstar Children’s Hospital of Georgia dedicates new lobby to pioneering Pediatric Surgeon Dr. Charles Howell
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Panelists speaking at Health Connect South 2025

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Catalyst by Wellstar Joins Health Connect South to Drive Healthcare Innovation

ATLANTA – Healthcare leaders from across the Southeast convened at the Georgia Aquarium in Atlanta Wednesday for the 12th annual Health Connect South summit, a high-energy gathering that showcased the region’s brightest minds and boldest ideas in health innovation.

The summit drew hundreds of professionals from across the healthcare spectrum—from hospital systems and research institutions to startups and government agencies—all united by a shared mission: to advance health through collaboration.

One of the day’s standout sessions was the panel “Innovation and the Changing Face of Healthcare Delivery,” which brought together a dynamic mix of voices leading change in the industry. The panel featured Moses Ike, venture principal at Catalyst by Wellstar; Jesse Goodwin, PhD, chief innovation officer at the Medical University of South Carolina; and Chris Lee, chairman, CEO and co-founder of Huxley Medical. The discussion was moderated by Greg Jungles, HealthTech catalyst at Georgia Tech’s Advanced Technology Development Center (ATDC).

The conversation tackled some of the most pressing questions in healthcare today: How do we deliver care more efficiently? How can startups and health systems work together to scale innovation? And what role does venture capital play in shaping the next generation of health solutions?

“Innovation isn’t just about the latest app or device—it’s about reimagining how we care for people,” said Ike. “It’s about building systems that are smarter, faster and more compassionate.” 

As principal of venture at Catalyst by Wellstar, Ike is at the forefront of healthcare investment strategy. He leads efforts to identify and support early-stage startups that are tackling real-world challenges in health-tech, healthcare services and business efficiency, including Rheaply, CalmWave and Gabbi.

“We’re not just investing in companies—we’re investing in the future of care,” Ike added. 

Catalyst by Wellstar, launched by Wellstar Health System, manages a $100 million venture fund, making it one of the largest early-stage, multi-sector healthcare corporate venture funds in the country. The fund is designed to fuel cross-industry solutions that can transform how care is delivered, accessed and experienced.

Throughout the panel, speakers emphasized the Southeast’s growing role as a hub for health innovation. From Atlanta’s thriving startup ecosystem to Charleston’s research-driven medical community, the region is increasingly seen as fertile ground for bold ideas and scalable solutions.

“This panel showcased the incredible momentum in our region—from academic institutions to venture-backed startups—all working together to transform healthcare,” said Jungles.

Known as the largest healthcare gathering in the Southeast, Health Connect South has built a reputation as a launchpad for new partnerships and transformative conversations. This year’s theme centered on breaking down silos and building bridges across disciplines to shape the future of care.

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