Anderson Regional CEO Ray Humphreys Shares Plans, Changes

Ray Humphreys has come full circle. Born at Anderson Regional Medical Center, he was delivered by Jeff Anderson, MD, for whom the hospital is named. After spending his childhood in Neshoba County, he studied at Mississippi State University in Starkville and Mississippi College in Clinton.

He began his career at Mercy Regional in Vicksburg, relocated to Wesley Medical Center in Hattiesburg, and then to Delta Regional Medical Center in Greenville. Mississippi Medical News spoke with Humphreys about his recent move to Meridian, where he is CEO of Anderson Regional Medical Center, and the transformation of Mississippi’s healthcare landscape. 

What piqued your interest about taking the leadership post in Meridian?

Having grown up in the East Mississippi area, I’ve always heard and been fascinated with the reputation and history of Meridian’s three top acute care hospitals–Anderson, Riley and Rush—and the families that founded them. It was difficult to leave the wonderful team at Delta Regional Medical Center and the many close friends Michelle and I had learned to love.

However, when the Anderson Regional Medical Center Board of Directors and leadership team asked me to serve in the CEO role of their great hospital, I found it thrilling to become a part of a system with such rich heritage.  Meridian has an outstanding medical community, and Anderson has many opportunities to grow and make a difference in the East Mississippi/West Alabama areas. These reasons, plus the ability to be closer to family, were factors that attracted me to Anderson Regional Medical Center.

In early 2005, you engineered the $20 million deal of King’s Daughters Hospital for Delta Regional. And just before the New Year, you made a similar transaction by acquiring Riley for Anderson Regional. I know you’d said the demographics in Greenville didn’t support a two-hospital system, and merging the two facilities led to higher-quality, more cost-effective level of care and less political divisiveness. Are you seeing the same dynamics in Meridian?

One great Delta friend told me after the merger of the two Greenville hospitals, “We didn’t need two hospitals any more than we would need two regional airports.” 

Dependent on population demographics and economic conditions of any community, there’s no question that a community cannot have more hospitals, or any type business for that matter, than the market can successfully support. In our opinion, the historical performance of Riley Hospital led the decision makers of both Riley and Anderson hospitals to conclude that a merger of the two hospitals would better serve the mission of quality care for the community.

The merger with Riley was a natural fit for Anderson, especially due to the key service lines which were obtained. In addition to the medical, surgical and obstetrical services Riley offered, Anderson was able to add long-term acute care, wound and hyperbaric oxygen care, inpatient rehabilitation, and a very significant pain management center to its range of services. Meridian will continue to be a competitive medical community due to the continuation of two very strong, stable and high quality hospitals, Anderson Regional Medical Center and Rush Health Systems.

Is Anderson Regional positioning itself to form an ACO (accountable care organization) for East Mississippi/West Alabama?

Although Anderson will continue to closely scrutinize all aspects of the healthcare reform act of last year, entitled the Patient Protection and Affordable Care Act (PPACA), the section that pertains to accountable care organizations presents many challenges and a host of regulations. We’ll take our time as we carefully study this section of the PPACA.

What changes may healthcare providers in the Meridian community expect as a result of this acquisition? Where does the merger place Anderson in East Mississippi’s employment status?

With the merger of our two institutions, healthcare providers in our area can expect a more seamless experience with coordination of all services, from admissions and treatment to aftercare and finances.

Anderson is studying a number of changes that will improve the experience of patients and physicians. As decisions are made, communication with the community and all parties involved will be promptly and systematically made. Anderson’s employment force now numbers 1,750, which makes us the third largest employer in the area. East Mississippi Business Development Corporation data indicates Meridian Naval Air Station has 3,000 employees and Rush Health Systems has 2,610.

At Delta Regional, you helped establish the Heart & Vascular Center, the Delta’s first NICU, and an ER helicopter service. What plans can you share with us for Anderson Regional?

Our master planning process is underway and many possible new and exciting plans are being considered, especially since the merger of our two facilities has occurred.  Unrelated to the merger are the plans to initiate construction on new medically-based fitness center facilities, which will help Anderson to address many of the significant community health needs with which we are all familiar.

This concept will feature comprehensive physical therapy and exercise rehabilitation as well as the traditional offerings of a fitness center. As other plans become finalized, we will be happy to share them.

You’ve been one of few healthcare leaders who have said health reform is a good thing.  Can you share anticipated benefits?

The German-Prussian statesman of the 19^th century, Otto von Bismarck, was quoted as saying, “Laws are like sausages, it is better not to see them being made.” As the healthcare reform law (PPACA) was being debated and ultimately signed into law (March 2010), many said that quote could certainly be applied. Many legislators, some of which admitted they hadn’t even read the bill, were concerned about its numerous compromises. Even though many aspects of the law should or must be revised, we must seriously consider some negative ramifications if the move to repeal the entire act succeeded:

• Repealing the law would take us back to the days when big insurance companies had the power to decide what care residents of Mississippi could receive—allowing them to once again deny coverage to children with pre-existing conditions, cancel coverage when people get sick, and place limits on the amount of care people receive;
• As a result of the health reform law, young adults up to age 26 can now stay on their parents’ health plans. If the law were repealed, young adults under age 26 in America could lose their insurance coverage;
• If the law were repealed, insurance companies would once again be allowed to retroactively cut off coverage after an accident or illness by pointing to a simple mistake on an application;
• Prior to health reform, millions of Americans who suffer from costly medical conditions were in danger of seeing their health insurance coverage vanish when the costs of their treatment hit lifetime limits set by their insurers. The health reform law prohibits the use of lifetime limits, protecting millions of Americans who could find themselves vulnerable again if the healthcare law were to be repealed; and
• The health reform law passed last year was a response to widespread concern about the rising costs of healthcare. Before the law passed, insurance companies could leave patients without coverage when they needed it most, causing them to put off getting care, compromising their health and driving up the cost of care later. The health reform law is already making a difference in the lives of millions in our state and across the nation.

As Chair of the Mississippi Hospital Association Board of Governors this year, what are your top priorities, industry challenges, and overall concerns?

As we all know, national health surveys continually rank Mississippi citizens as the most unhealthy population in the United States. We tire of hearing that we lead the nation in obesity, heart disease, diabetes, hypertension, et cetera. However, unfortunately, these conditions robbing our citizens of a better quality of life do exist and we must never tire of attempting to improve them.

The need to make a positive impact on these factors is at the core of the Mississippi Hospital Association (MHA) vision, mission and strategic planning. It begins with advocacy—bringing healthcare issues to the attention of those who can affect change.

It also means providing crucial services, information, and education to our state’s hospitals and the communities they serve. It means developing relationships with elected officials in Jackson and Washington, DC, who set healthcare policy. MHA’s Board of Governors and staff are dedicated to serving the healthcare needs of Mississippi by serving our state’s hospitals and their employees.

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