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Article Category: Newsroom

Wellstar Delivers PeopleCare to our Communities

Published on February 28, 2025

Last updated 01:53 PM February 28, 2025

Photo of team with balloons reading "100K"

Wellstar is committed to enhancing the health and well-being of every person we serve, every time. While our clinical teams provide expert care at our facilities, our community outreach teams meet our neighbors where they are—in the communities where we live and work. 

Wellstar Community Health and Wellstar Center for Health Equity (WCHE) bring PeopleCare everywhere, and the teams have now reached the impressive milestone of over 100,000 engagements with local households to help meet their health needs. WCHE, established in 2019, addresses social determinants of health. These are factors that affect someone’s well-being, such as access to food, housing and transportation. 

“This work is driven by Wellstar team members who see beyond Wellstar’s walls,” said Elise Lockamy-Kassim, Wellstar assistant vice president for community health and WCHE.

A patient’s ZIP code, or the area where they live, is the top determinant of their health outcomes, according to Dr. Earl Stewart, Wellstar primary care physician and the health system’s medical director of health equity.

“Do people have access to affordable healthy food options, or in their ZIP code, is it only fast food? Do they have green space where they can walk and exercise? Do they have reasonable access to sustainable employment?” Dr. Stewart said. “In their ZIP code, are we dealing with environmental justice issues where there may be a fossil fuel burning power plant just down the street and there's contamination in their water or food supply?”

WCHE works to ensure everyone can live to their fullest potential and access the care they need, no matter where they’re located.

Mobilizing to meet community needs

Shortly after the inception of WCHE, the team faced the challenge of the COVID-19 pandemic. By leveraging relationships with internal partners at Wellstar as well as external community organizations, the team expanded access to vital care and health information. 

Programs included walk-up COVID-19 family testing and vaccination, distribution of masks and safety kits to at-risk communities, and dissemination of Spanish-language educational information. Teams administered more than 10,000 COVID-19 vaccines. 

Through the Wellstar Congregational Health Network—our partnership with local faith communities—Wellstar made testing, vaccines and accurate health information more accessible to the people we serve by hosting events at places of worship and virtual town halls in collaboration with faith communities.

WCHE has continued partnerships with communities of worship to expand access to behavioral health resources. Wellstar’s Soul Support program, which also uses the Congregational Health Network, provides congregations with behavioral health education and resources like the Question, Persuade, Refer (QPR) suicide prevention workshop. This workshop trains congregation leaders and members to recognize signs of suicide and navigate mental health emergencies. Soul Support has trained more than 500 people to respond to mental health concerns. 

Addressing food insecurity

Food insecurity and poor nutrition may lead to a higher risk of developing chronic diseases like obesity, hypertension and diabetes. To address this inequity, WCHE has several initiatives to expand access to healthy foods.

“You can tell a patient, 'You have to do better with your diabetes and eat healthy,' but if they don't have access to affordable healthy food options, they're going to get what they can afford,” Dr. Stewart said.

Wellstar Mobile Markets, in partnership with Goodr, bring fresh produce, meat, shelf-stable items, milk and other beverages to partner sites in the communities Wellstar serves. At the mobile markets, a benefit specialist from Wholesome Wave Georgia, another nonprofit increasing access to healthy foods, helps connect families with additional resources.

The Food as Medicine program, a collaboration with Feeding the Valley Food Bank, is another program combating food insecurity. Primary care patients in the LaGrange area are screened for food insecurity concerns, then if needed, connected with a meal program tailored to their health needs. Participants receive 10 healthy, prepared meals each week for 90 days. They also gain access to Cooking Matters classes held at Wellstar West Georgia’s Enoch Callaway Cancer Center, where they can learn to shop for and cook healthy meals on a budget.

Connecting people with care

While Wellstar provides comprehensive care at its own facilities, we also know the power in partnership. By teaming with other community clinics and nonprofits, we can have a greater impact and reach more people across our service area. Partner clinics within the Wellstar Community Clinic Network receive a variety of benefits from Wellstar partnership, including resource advocacy, reduced-cost lab and imaging services for patients, and community benefit programs.

“We aim to connect individuals—whether they’re insured or not—with a trusted healthcare provider, which may be a community clinic that is in partnership with Wellstar,” Lockamy-Kassim said.

WCHE is also expanding access to telehealth services so people can get care wherever they are. A partnership between Wellstar, Family Life Restoration Center in Mableton and Giving Health, a Georgia-based telemedicine provider, provides 24/7 access to primary care clinicians and mental health counselors. Over one year as a participant in Wellstar’s Community Transformation Program, Giving Health enrolled over 600 new patients, conducted over 850 telehealth visits and addressed over 250 social determinants of health needs through referrals. More than 450 patients reported accessing care they would have simply gone without had a telehealth option not been available.  

WCHE has also facilitated more than 2,500 community-based cancer screenings. One example of these efforts is the ColoCare Connect Program, which aims to improve access to colorectal cancer education and screenings by providing fecal immunochemical tests to community clinics serving high-risk populations.

Through additional partnerships with Wellstar Cancer Care and Wellstar Gastroenterology, WCHE also presented the Nourish to Flourish series to further educate community members about screenings. Participants walked away with educational resources, fresh groceries and a slow cooker to promote healthy eating habits at home.

Serving as a national model

Live to the Beat. Powered by Wellstar. is an initiative of WCHE and Wellstar’s cardiovascular care team, in collaboration with the American Heart Association, the CDC Foundation and Million Hearts. Participants meet monthly with a Wellstar Community Health team member to have their blood pressure checked and discuss ways to keep their heart healthy, such as proper nutrition, exercise and caring for mental health.

Wellstar’s partners in the initiative are now looking at ways to bring the program to other communities nationwide to expand access to heart care and education.

“We want WCHE to be not only a beacon for health equity done right in the areas Wellstar serves in the state of Georgia,” Lockamy-Kassim said. “We want our work to be modeled across the U.S. as a way to ensure all people have access to the care they need to live their best life.”

How to get involved or find help

If your organization or congregation is interested in partnering with Wellstar Community Health or WCHE, email [email protected] or [email protected]. 

To get connected with no-cost or low-cost resources, including food, housing and transit needs, visit wellstar.findhelp.com. 

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Prostate Cancer Screening in Black Men

Screening for prostate cancer is crucial for early detection and to help provide the best possible outcome. It is especially important for Black men to be vigilant about screening, as they are disproportionately impacted by this cancer.

About 1 in 6 Black men will be diagnosed with prostate cancer in their lifetime, compared to 1 in 8 white men, according to a report from the American Cancer Society. Prostate cancer is the second leading cause of cancer death in Black men.

The American Cancer Society recommends that men at an average risk of developing prostate cancer begin screening when they are 50, but Black men should start earlier—at age 45 if they have no family history of prostate cancer, and at age 40 if any of their male relatives have had prostate cancer. Wellstar takes a personalized approach to cancer screenings, with clinicians discussing benefits versus risks of screening and helping patients evaluate their risk.

“Despite many physicians being aware of this and following this practice, Black men continue to be diagnosed with and die from metastatic prostate cancer. This is a trend that desperately needs to be reversed,” said Wellstar Primary Care Physician Dr. Earl Stewart. “We have adequate screening tools that do not even require a digital rectal examination.”

The Prostate-Specific Antigen (PSA) blood test is more accurate than the digital rectal examination in helping to detect prostate cancer, according to Dr. Stewart. Patients should also discuss family history with their relatives. “Patients knowing their family history is so crucial in having those discussions with primary care physicians to determine the best age at which to start screening,” Dr. Stewart said.

Screening for prostate cancer is as simple as making a preventive appointment with your primary care physician, discussing your family history with him or her, and having a PSA blood test. This test may be performed during an annual physical or wellness visit. Shared decision making between physician and patient is important to discuss your risk, your need for testing and next steps to take if your PSA level is elevated and concerning. Knowing your risk can save your life.

“I know many personally who are near and dear to me who had the disease and who unfortunately died from complications of metastatic prostate cancer,” Dr. Stewart said. “I know many more who lived because they had the conversation and dared to move forward with appropriate screening at the appropriate age.”

Learn more about prostate cancer care at Wellstar.

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Newsroom

Proposed Wellstar Hospital in Acworth Would Strengthen Access to Care, Create Jobs

MARIETTA, Ga., (June 23, 2025) – Wellstar Health System has filed its Certificate of Need (CON) application to build a 230-bed medical center that will address a critical need for hospital beds and emergency services in Acworth and nearby counties. The proposed Wellstar Kennestone Regional Medical Center at Acworth would be conveniently located across from Wellstar’s busiest health park and would significantly reduce travel time for patients requiring emergency care.

Wellstar today shared new details on the proposed hospital, which would be an eight-story, 675,000-square-foot facility with 70 emergency department bays and 8 operating rooms. Wellstar’s filing included extensive information on the critical need for a new hospital in the area, and why Wellstar is uniquely able to provide that care.

The community response since the proposed hospital was first announced last month has been highly positive, with dozens of business and community leaders throughout Cobb, Paulding, Cherokee and Bartow counties expressing their support through letters. Wellstar will partner with community members throughout the application and development process and engage a community advisory council.

“Caring for the communities we serve is always our top priority when we look for opportunities to grow,” said Candice L. Saunders, president and CEO of Wellstar Health System. “Over the past few years, we have been able to increase access to healthcare across Georgia and into our rural communities by partnering with local leaders, businesses and organizations to identify and meet the rapidly expanding needs of our patients and their families.”

If approved, the proposed Acworth hospital would provide several benefits for the health and well-being of the region:

  • Easier access to emergency care. The proposed $1 billion hospital’s primary service area has more than 340,000 residents today and is expected to grow to 365,000 by 2030. The area’s population over 65 is projected to grow even more rapidly, which is significant because the need for inpatient and emergency services increases with age.
  • Expanded access to care for patients regardless of their ability to pay. The proposed hospital, like all Wellstar facilities, would care for all who need help regardless of their ability to pay. It is estimated that 50% of patients served by the hospital would use Medicare, Medicaid or lack insurance. The Wellstar system as a whole provides more than $1 billion annually in charity care and other community benefits.
  • Enhanced healthcare throughout the region. The proposed hospital would relieve pressure on Wellstar Kennestone, which currently has an occupancy rate of 98.5%. It would improve Wellstar Kennestone’s capacity to treat the most critical patients and accept transfers with fewer delays by allowing less serious patients to be cared for at Acworth.
  • Jobs and economic development. The proposed hospital would create more than 1,500 healthcare and related jobs with competitive wages that would help bolster the economy in surrounding areas. Wellstar is listed among the Fortune 100 Best Companies to Work For.
  • Provide broader access to Wellstar’s integrated care network. This includes Georgia’s largest integrated trauma network, urgent care sites, specialists and primary care physicians, imaging, pharmacy and lab services.

“Wellstar has a proven history of delivering exceptional care with long-term benefits for Georgia families, and this new hospital will bring greater access to trusted, exceptional, quality care close to home,” said Sharon Mason, president and CEO, Cobb Chamber of Commerce. 

The proposed hospital at Acworth is one of many ways Wellstar is improving access to care for communities across Georgia. The health system is expanding Wellstar Kennestone with a new 192-bed tower for additional specialty care; expanding Wellstar Paulding Medical Center with a new 56-bed tower and parking deck to meet growing community need; adding a new oncology center to Wellstar Spalding Medical Center to help keep cancer care local; upgrading and expanding facilities in the Augusta area, including building a new 100-bed hospital and medical office building in Columbia County; and, in affiliation with Augusta University’s Medical College of Georgia, providing a Digital Care Network that supports rural hospitals across Georgia.

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 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 other community benefits, 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, earning Newsweek's recognition as one of America’s Greatest Workplaces for Diversity, and one of Fortune's 100 Best Companies to Work For. To learn more, visit Wellstar.org.

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Wellstar team member accesses patient supplies

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Supply Chain Keeps Care Moving with WellBin

Behind every successful patient interaction is a supply chain that works quietly but powerfully in the background. The Wellstar supply chain team uncovered critical gaps in our supply room processes—from expired products and unused inventory to time-consuming manual counts and inconsistent practices across departments. These challenges not only impacted efficiency and cost, but also posed risks to patient safety and regulatory compliance if left unaddressed.

The WellBin story

Managing medical supplies across a health system the size of Wellstar is a complex task. Led by Michael McCullough, senior vice president of supply chain at Wellstar, the supply chain team completed an internal analysis revealing that inefficiencies drove up labor and distribution costs due to rush orders, excess handling and overall waste. These challenges increased the risk of stockouts and overstocking, frustrated clinicians who had to compensate for supply gaps and raised the potential for canceled surgical cases.

One major issue was expired products caused by poor inventory rotation, which posed risks to both compliance and patient care. The team also found that 30% of items in supply rooms were “no-move”—sitting unused on shelves and resulting in wasted space and unnecessary costs.

Additionally, supplies ordered in bulk arrived in boxes, causing overstocks and failing to meet the Joint Commission’s guidelines for avoiding corrugated cardboard on patient floors. Manual supply counting consumed hours of team member time, often leading to inaccuracies and delays. The lack of standardized processes across departments created imbalanced stock levels, while reliance on “tribal knowledge” made it difficult to consistently manage supplies and train new team members. Addressing these pain points became a critical priority for the team as they looked to improve supply chain management across the system.

Display of carefully organized medical supplies in bins on shelves


Streamlining supplies with WellBin

To tackle these problems, Wellstar rolled out an innovative medical supply system called WellBin—Wellstar’s version of the BlueBin system—which was tailored to our supply chain workflows and patient care standards. This two-bin Kanban system is customized and designed around our clinicians’ needs, ensuring they have the right amount of supplies, exactly when they need them. To achieve this, clinicians follow three simple steps:

  1. Pull supplies from the front bin.
  2. Pull the full bin from the back to the front when the front bin is empty.
  3. Put the empty bin in the designated area on top of the rack.

By following this simple process every time, our supply rooms remain organized, efficient and consistently stocked with everything clinicians need. Supplies rarely expire, stockouts are uncommon and waste is significantly reduced.

Wellstar and BlueBin worked hand-in-hand to tailor WellBin with key customizations that support the unique needs of our teams. These include:

Optimized inventory levels

While BlueBin recommends three to five days of inventory, Wellstar increased on-hand stock levels to eight days. This ensures clinical teams always have what they need and reduces costs related to frequent reordering.

Silver cart supply delivery

Supplies from our Consolidated Service Center (CSC) are grouped by supply room and delivered on carts rather than pallets. This eliminates the need for team members to spend up to 90 minutes per day breaking down pallets and reduces cardboard waste on patient floors—supporting Joint Commission compliance.

In-room staging

Instead of using a centralized staging area for replenishment, Wellstar processes replenishment directly within supply rooms—reducing lost bins, excess handling and space constraints.

Dedicated implementation team

Rather than relying on external teams for setup, Wellstar worked with BlueBin to train our own teams to manage builds and maintenance. This approach ensures long-term sustainability, enables faster issue resolution and cuts implementation costs by 50%.

“WellBin transformed our supply chain from a reactive, inefficient process to a proactive and clinician-friendly system,” said Jeremy Stewart, supply chain lean manager at Wellstar.

Team member at work delivering medical supplies


WellBin makes a difference

Since implementing the WellBin system, Wellstar has seen significant improvements across the supply chain. Expired products have been reduced significantly, boosting patient safety and ensuring better compliance. The system has eliminated time-consuming manual counts, freeing up team member hours and increasing overall efficiency. By standardizing processes across departments, WellBin has minimized reliance on tribal knowledge. This makes it easier for contract and float nurses to find the supplies they need quickly.

Clinician satisfaction has improved, and fewer stockouts mean smoother patient care without interruptions. The reduction in waste has also led to cost savings and stronger regulatory compliance.

“Before WellBin, we were constantly scrambling for supplies,” said Kori Rippet, radiology manager at Wellstar North Fulton Medical Center. “Now, everything is where it should be, and our team can focus on patient care instead of inventory.”

Lessons learned

Implementing WellBin has taught us valuable lessons about improving supply chain management at Wellstar. Clinician involvement proved critical to the smooth adoption of new processes. Customizing BlueBin’s system into WellBin allowed us to better meet Wellstar’s unique needs and boosted team member engagement. Using actionable data and analytics helped the team make informed adjustments and drive continuous improvement. Ongoing training for on-site teams has supported compliance and proper system use. Proactive Gemba walks—on-site observations of workflow in action—by the supply chain team have enabled real-time problem solving right where it matters most.

"WellBin didn’t just optimize our inventory—it empowered our teams to deliver better care,” said Wellstar CSC Executive Director Adam Flood. “By reducing waste, improving efficiency and enhancing team member satisfaction, WellBin has become a cornerstone of Wellstar’s operational excellence.”

WellBin has been installed at Wellstar Kennestone, Wellstar Cobb, Wellstar Paulding, Wellstar Douglas, Wellstar Spalding and Wellstar Sylvan Grove Medical Centers. Installation is underway at Wellstar North Fulton Medical Center, Wellstar Roosevelt, Wellstar MCG Health Medical Center, Wellstar Children’s Hospital of Georgia and Wellstar Windy Hill. Wellstar Health Parks are slated for WellBin in 2026.

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