Speaker Bios

Christopher Roker, M.B.A. 
Chief Executive Officer of NYC Health + Hospitals/Queens

Christopher Roker, MBA, a native son of Saint Albans, Queens with more than twenty years of healthcare experience, was appointed Chief Executive Officer of NYC Health + Hospitals/Queens in September of 2016.  Chris was chosen to lead the Queens facility, which is a member of the New York City Health and Hospitals system, based on his extensive background in operations, maximizing revenue, enhancing patient services, and increasing profitability and performance, skills that were demonstrated in previous positions in the healthcare field.

Chris’s leadership style can best be described as one that fosters teamwork and motivates staff, combining an approachable and winning demeanor with a steely resolve to get things done.  His experiences in managing healthcare organizations include his 3.5-year tenure with MetroHealth Systems in Cleveland, Ohio, where he served as

Senior Vice President and Chief Hospital Administrative Officer, as well as at Saint Barnabas Hospital in The Bronx, Beth Israel Medical Center in Manhattan, and The Parkway Hospital in Queens.

His formative years in healthcare were spent at Jacobi Hospital, where he began as a healthcare investigator.  Observing firsthand what was happening in the operating rooms, he was exposed to the nuts-and-bolts and daily occurrences at a major city hospital, and became hooked.  “I knew that no matter what, I wanted to remain working in healthcare,” he has said.

He then switched gears and began selling supplies to operating rooms, and was soon managing the operations of surgical suites and operating rooms at Parkway Hospital, followed by Beth Israel Medical Center.  “I moved up the ranks and learned an enormous amount about finance and the inner workings of an academic medical center,” he recalls.  “In time I learned how to be part of a larger healthcare system and the importance of system executives working as a team with the facility leaders in order to achieve maximum results.”

When he relocated to Cleveland, Chris was charged with taking over a struggling environmental services group.  Patient satisfaction was down, employee engagement was poor, and overall cleanliness was substandard.  He then instituted monthly meetings to gather ideas from his staff about what needed to be done in order to improve.  “I knew I had something to learn – and so did they,” he says.  Three months later, satisfaction and cleanliness were significantly enhanced.

Chris benefited greatly from his Cleveland experience, which ultimately bolstered his career strengths.  “Cleveland was one of the first major U.S. cities to champion population health; its healthcare system emphasized patient-centered care before it became a buzzword,” he asserts.  Coming home to New York and leading a major Queens healthcare facility presented yet another challenge for him, but one he is confident in tackling.

Since Chris arrived at NYC Health + Hospitals/Queens, the hospital has been consistently recognized for its achievements in various fields of endeavor throughout all hospital disciplines.  Most noteworthy among them are Queens’ consistently receiving the highest scores within the system on the HCAHPS patient satisfaction survey, and now performing above the national HCAHPS median; Queens receiving a “Most Improved Performance Award” from The Northeast Business Group on Health (NEBGH), a prestigious healthcare coalition; Queens being recognized by Healthfirst healthcare plan for “Most Improved Hospital in New York City”; Queens being recognized as a high performer in the treatment of heart failure patients by U.S. News and World Report; Queens receiving National Center Quality Assurance (NCQA) Level 3 Patient-Centered Medical Home Designation; and Queens again attaining Joint Commission certification after completing a four-day survey in February 2017.

Chris has also introduced what he calls the organization’s “Five Strategic Pillars” designed to create healthier communities.  They include improving quality and safety to eliminate hospital-acquired infections and increase health outcomes for patients; improving day-to-day operations leading to efficiencies and optimum delivery of care to patients; emphasizing patient experience by always anticipating, meeting and exceeding the needs of patients; improving staff engagement by making employees feel valued and appreciated; and accentuating financial responsibility by investing in technology, such as the new electronic medical record, while adhering to cost constraints.

Chris holds a BA from the State University of New York at Oswego, an MBA from Pace University, Certificate – Healthcare Leadership Advancement from Cornell University, and has completed Lean Six Sigma Green Belt for Healthcare.