Christopher York

Class of 1987

2020 Hall of Fame

       

Christopher York

Chris York was a 1987 Goshen High School Graduate. Chris graduated from East Tennessee State University with a Bachelor of Business Administration in 1992 and a Masters of Business Administration in 1995.  Chris currently serves as the Senior Vice President-President at the BaylorScott&White Medical Center - Grapevine in Dallas Texas. Chris has accumulated an impressive resume in the healthcare industry.  We are proud of his accomplishments and his continued work in the healthcare industry.

 

Summary of Qualifications

          Over 28 years of healthcare experience marked by increased patient satisfaction, improved bottom line performance and clinical excellence; driven by a zealous focus on organizational culture, servant leadership, stewardship of resources and meticulous execution of strategic plans. Particularly adept in the areas of leadership and inspiration, negotiations and financial results, physician relations and recruitment, clinical outcomes, strategic and operational planning, project management and performance improvement.

Experience

2007 BaylorScott&White Health, Dallas, TX.

to Present SVP – President, BaylorScott&White Medical Center Grapevine (08/18 to present)

Responsibilities: Driving excellence through the strategic imperatives of alignment, health, experience, affordability and growth; ensuring execution of local market strategies compliment system initiatives. Scope includes $830M in gross revenue, $212M in total operating expenses and 1,200 team members. Key services include level 2 trauma, neurology, neurosurgery, general/bariatric surgery, interventional cardiology, orthopedics, gastroenterology, ENT, oral maxillofacial, OBGYN.

Accomplishments:
    • Fostered a culture to support the organizational mission, focusing on:
      • Loving one another (team members, patient, families, community)
      • Welcoming feedback and leading change
    • In 18 months our team:
      • Restructured leadership to improve team member engagement. System ranking improved from 21st of 22 hospitals to 5th in one year.
      • Improved multiple metrics to be honored as a Centers for Medicare/Medicaid 5 Star facility.
      • Improved patient experience "likelihood to recommend" from the 48th percentile to the 90th percentile.
      • Grew Operating Income by $25M over two years, representing an improvement of 53%.
      • Decreased Direct Expense per Case Weight Adjusted Discharge by 6.6%.
      • Decreased Hospital Acquired Infection score to 0.462, one of the best results in the system.
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      • Improved the efficiency of care by decreasing length of stay, observed versus expected, by 16%.
      • Decreased 30-day readmission rate to best in the system for non-specialty hospitals.

SVP – President, Baylor Scott &White Medical Center Waxahachie (08/14 to 12/18)

Responsibilities: Driving excellence in the key pillars of people, quality, service and finance; ensuring execution of local market strategies compliment system initiatives. Scope includes $600M in gross revenue, $140M in total operating expenses and 850 team members. Key services included level 4 trauma, neurology, general/bariatric surgery, cardiovascular, orthopedics, gastroenterology, ENT, OBGYN.

Accomplishments:
    • Led the team that opened a replacement facility, transitioning all hospital operations to a new campus.
    • Fostered a culture to support the organizational mission, focusing on:
      • Loving one another (team members, patient, families, community)
      • Welcoming feedback and leading change
    • Improved multiple metrics to be honored as a Centers for Medicare/Medicaid 5 Star facility.
    • Grew gross patient revenues from $335M to $600M.
    • Grew operating income from $24K to $14M; operating margin increased from 0.2% to 9.2%.
    • Exceeded operating income budget by $37.3M during FY ‘15 – ‘18.
    • Decreased team member turnover from 21% to 9%, best acute care hospital in BSWH.
    • Generated team member engagement scores consistently above the 90th percentile.
    • Decreased controllable expenses per case weight adjusted discharge from $5,917 to $4,354, lowest in the North Texas division of BSWH.
    • Implemented various patient experience initiatives which increased Inpatient HCAHPS scores from 75.7 to 80.9; outpatient surgery scores improved resulting in a consecutive Press Ganey: Guardian of Excellence Award.
    • Achieved a length of stay expected to actual ratio of 0.73.
    • Operated at an inpatient bed occupancy rate, Monday–Friday, of 98.5% during FY ’17.
    • Led two expansion projects focused on perioperative services and an additional patient care unit, totaling $15M.

Chief Operating Officer, Baylor Scott &White Medical Center Grapevine (06/11 to 7/14)

Responsibilities: Day-to-day oversight of hospital operations, to include, but not limited to: medical staff and employee relations, patient care quality and satisfaction, growth and stewardship. Scope includes $615M in gross revenue and $191M in total operating expenses. Key services included neurology, neurosurgery, general/bariatric surgery, interventional cardiology, cardiac surgery, orthopedics, gastroenterology, ENT, OBGYN.

Accomplishments:
    • Implemented various patient experience initiatives; improved HCAHPS scores from 73.4% during FY ’11 to 75.1% in FY ’12, and 76.1% FY ‘13.
    • Instituted stronger expense management practices resulting in a $12M improvement in Total Operating Expenses per Adjusted Patient Day from FY ’12 to FY ’13.
    • Led the hospital committee with oversight for the construction of the $100M bed tower expansion.
    • Served as the administrative liaison for the People, Service and Finance board of director sub-committees.

Vice President of Surgical Services, Baylor University Medical Center (12/07 to 05/11)

Responsibilities: Perioperative Service Line. Scope of position includes: 48 operating suites, 24K annual cases, 15K GI procedures, $655M in gross revenue, $123M in expenses and over 550 FTEs. Also served as the system administrative liaison for the BHCS Operating Room Council and BHCS Bariatric Operations Council. Key services included level 1 trauma, multiple surgical specialties including but not limited to transplant, cardiothoracic, vascular, neuro, orthopedics, general/bariatrics, ENT, urology, gynecology ophthalmic, and oral maxillofacial.

Accomplishments:
    • Worked on the team that implemented a sole source anesthesia contract, generating a savings of $18.5M over the four-year life of the contract.
    • Improved patient safety by reducing flash sterilization practice by 65%.
    • Increased Surgical Care Improvement Project compliance to 99+%.
    • Introduced lean concepts throughout the service line to improve:
      • Supply and labor expense consumption by $8.2M.
      • Instrument turnaround time by 23%
      • First case on-time starts by 34%
      • Room turnaround times by 32%
      •
    • Improved charge capture accuracy by 11.2%, or $38M gross revenue at BUMC. BHCS impact exceeded $119M.
    • Collaborated with surgeons to negotiate a $1.2M reduction in cardiovascular supplies.

2006 WellStar Health System, Marietta, GA.

to 2007 (WHS is a 1,311 bed/5 hospital health system serving West and Northwest Atlanta)

Vice President of Hospital Operations, WellStar Cobb Hospital

Responsibilities: Day-to-day oversight of hospital operations, to include: medical staff and employee relations, patient care quality and satisfaction, growth and stewardship. Scope of position included: $314M in gross revenue, $85M in expenses and 720 FTEs.

Accomplishments:
    • Improved Ambulatory Surgery Patient satisfaction from the 8th percentile in the Press Ganey database to the 85th percentile resulting in a Press Ganey Compass Award.
    • Recruited new surgeons from the immediate market resulting in a net income impact of $2M. Grew overall surgical volume by 9%.
    • Implemented communication strategies aimed at improving employee morale and decreasing turnover. Employees with positive job satisfaction increased 35%.

2002 Mountain States Health Alliance, Johnson City, TN.

to 2006 (MSHA is a 1,199 bed/10 hospital health system serving TN, KY, VA and NC)

Assistant Vice President, (07/02 to 05/06)

Responsibilities: System-wide accountability for Perioperative, Endoscopy Laboratory, Medical Imaging, Physician Relations and Management Engineering services, which included a Level One Trauma Center at the flagship facility, $210M in gross revenue, $62M in expenses and 570 FTEs.

Accomplishments:
    • Implemented numerous initiatives to improve the patient and family experience that increased Press Ganey patient satisfaction outcomes by 46 percentiles.
    • Led a system-wide PACS selection and implementation team.
    • Redesigned processes to improve prophylactic antibiotics administration by 133%, or top decile in the CMS Demonstration Project.
      •
    • Negotiated Anesthesia and Perfusion provider contracts saving more than $10.2M over the life of the contracts.
    • Worked with physicians and led the system-wide initiatives to reduce supply expenses by $5.5M.
    • Implemented a block scheduling methodology that increased OR utilization from 53% to 87%.
    • Worked with physicians and various support services to establish a Bariatric Center of Excellence. Grew volume 160%.
    • Improved Diagnostics Imaging scheduling processes thereby reducing backlogs 70%.
    • Implemented processes that reduced Perioperative inventory 28%, or $1.2M.
    • Reduced employee turnover from 21% to 13.3% through quality-work-life initiatives.
    • Increased surgical capacity by more than 60% through redesign efforts.

1996 VHA Performance Consulting, Charlotte, NC.

to 2002 (VHA Performance Consulting is the management consulting division of VHA serving member hospitals across the United States)

Business Director, Baptist Health System of Nashville, (12/99 to 01/02)

(Baptist Hospital is a 600-bed tertiary care facility serving middle TN.)

Responsibilities: Served as on-site consultant to Baptist Hospital with fiscal and operational responsibility for Perioperative services consisting of 41 operating suites, 25K annual cases, and 300 team members.

Accomplishments:
    • Recruited new surgeons from the greater Nashville area accounting for 10K cases annually. New volume resulted in a net income increase of $7.2M.
    • Created a Nephrology Vascular Access Lab resulting in a $2.1M net revenue increase.
    • Negotiated a new pricing model for cosmetic surgery resulting in a $1.3M net income impact.
    • Decreased surgical staffing by 34 FTEs (10% reduction) and management by three FTEs (25% reduction) while maintaining quality and volume, resulting in a total cost reduction of $1.6M. All reductions were done through attrition.
    • Implemented a new process that increased pre-admission screenings by 127%.

Operations Consulting Practice Manager, (05/96 to 11/99)

Responsibilities: Directed large-scale projects from the sales cycle through implementation of recommendations. Identified and developed business opportunities for future revenue streams.

Accomplishments:
    • Developed a balanced scorecard assessment and subsequent service line to identify strategic and operational opportunities for VHA members. This division generated more than $3.5M in revenue annually.
    • Facilitated the integration of an acquired software firm into VHA.
    • Directed projects, which provided savings and revenue enhancements of more than $40M to VHA organizations. These benefits were derived through strategic and operational planning, using creative approaches to cost reduction, capacity expansion, and revenue enhancement.
    • Managed over 35 engagements with various VHA hospitals and health systems across the United States generating an overall customer satisfaction rating of 4.7 out of a possible 5.0.

1992 Mountain States Health Alliance, Johnson City, TN.

to 1996 (MSHA is a 1,199 bed/10 hospital health system serving TN, KY, VA and NC)

Reengineering Manager, (02/92 to 05/96)

Responsibilities: Leading process improvement teams focused on work redesign. Coaching clinical teams in operational and financial performance improvement.

Accomplishments:
    • Facilitated a work redesign effort of more than 40 teams, resulting in a net expense reduction of $22M.

Education

  • MBA – Healthcare Administration, East Tennessee State University, 1995
  • BBA – Business Administration, East Tennessee State University, 1992

Professional and Civic Affiliations

  • Various community and chamber boards
  • Baylor/SMU – Executive Development and Growth Experience, Fellow
  • American College of Healthcare Executives, Fellow, Certified Healthcare Executive
  • The Advisory Board Company/Harvard University, Healthcare Executive Fellow

Personal

Married to Dr. Jackie York (Neonatologist), May 30, 1992; one son, Jack. Served in various church leadership roles; ordained to the ministry on February 20, 2000. Enjoys coaching, fishing and hunting.

 The Goshen High School Alumni Association is proud to induct Chris York into the 2020 GHS Hall of Fame.

Chris was nominated by Deborah Rise Gray Class of 2001

 
 
 
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