Joyce Aquino Email and Phone Number

Serves as a strategic thought partner to assigned internal customers to assist them and their teams in developing and executing integrated project/program plans for the successful go-live of the OC Comprehensive Cancer Cancer and Specialty Hospital by 2025. Under the direction of the Orange County PMO Director, I manage schedules and mitigate against risks and issues; leverage standardized project management toolkits; coordinate and facilitate meetings with operational and executive leaders; create deliverables to support project priorities, options analysis and decision making; and ensure aligned communication across project workstreams, with internal customers, and management.

Serve as a project manager and Interim Operations Director for the Orthopedic Sports Medicine & Spine and Mental Health Clinical Institutes of the Southern California (SoCal) Region. Partner with the institutes’ Regional Executive Directors to develop strategic plans for the effective transition to new care models and expanded geographic networks that better meet the needs of the organization’s patients. Identify, implement, and monitor quantitative benefits/goals while ensuring effective communication throughout project lifecycles in order to develop and roll-out short and long-term mitigation strategies. Demonstrates proficiency in Project Management (PM) industry standards and supports the usage of PM/Lean tools, processes, and best practices. Build strong working relationships/credibility at multiple levels - including those external to the organization.

Responsible for targeting completion of projects within a specified timeframe while remaining complaint with healthcare regulations and achieving quality and cost reduction goals. Collaborated with business owners and cross-functional teams to define/quantify, execute, and sustain project benefits while monitoring progress against the overall integrated schedule, budget, and scope. Communicated strategic alignment and objectives of projects through the preparation of project status reports and conducting formal report out to both business sponsors and executive leaders.• Conducted root-cause analysis of lagging processes for several work streams and present clinical and executive leadership and project sponsors with appropriate mitigation strategies (e.g. analysis paved a way for decrease in EMS wall time by 10 mins and increase an daily EMS volume to ED by 5% within 60 days and 10% within 90 days) • Engaged with Senior Leadership (i.e. CEO, COO, Nursing Directors, etc.) at PSJHC to decrease ALOS in the Emergency Dept. by 47 mins, decrease Left-Without-Being-Seen Rate (LWBS) by 2.16%, and maintain the ED to Inpatient Admit Metric of 25% - resulting in a financial gain of $4,317,898 over the same period in 2017• Developed a communication plan and support strategies alongside for the deployment of systems such as WebEx Teams App/Cisco Spark Board which impacted 12 regional hospitals; served as Cisco Sparkboard/WebEx technical expert• Collaborated with Regional PMO Director and hospital project managers to standardize Project Intake and deploy Customer Feedback Surveys and Data Collection & Analysis Tool to ensure that appropriate resources are allocated to strategic initiatives that align with the organizational mission and values and maintain strong performance management and drive continuous improvement

Lead the Alzheimer’s Congressional Team to ensure that advocacy initiatives are strategically executed and aligned with the organizational mission to increase critical research funding, community awareness, and resources/support for those affected. Work directly with the organization’s district public policy manager to increase engagement with policymakers who may partner with us to address the disease as a pressing public health issue.• Manage the interactions with members of Congress [such as In-District Office Visits, Community Forums, Out-of-State Advocacy Forum] which contributed the passage of PCHETA in the House in July 2018 and the official passage of the BOLD Act’s authorization language on Dec. 2018• Responsible for ensuring that all local and social media communications [via Op-Eds, LTEs; Facebook, Twitter, Instagram] with congressional office align with policy priorities, strategies, and ethical standards (e.g. contributed to the 55,000 + messages sent to Congress regarding grassroots action in support of the BOLD Act) • Coordinate and execute community events to increase recruitment of new advocates (e.g. Walk to End Alzheimer’s resulted in nearly 600 new AIM members and 33,000 participants interested in learning more about Alzheimer’s Impact Movement (AIM))• Facilitate team meetings and develops status reports to monitor potential risks, upcoming actions, and underlying issues; conducts formal report out during ACT Meetings, SoCal Advocacy Forum, Monthly Ambassador Calls, etc.; presents team and sponsors with appropriate mitigation strategies• Build credibility, establishes rapport, and maintains active communication with stakeholders at multiple levels (e.g. ACT Members, Public Policy Managers, Congressional Office Staff, district constituents, etc.)

Served as a subject matter expert and process-improvement lead for telecommunications and patient scheduling systems. Supported the management of a highly-organized, smooth-functioning scheduling system for all ambulatory and inpatient venues. Utilized strong communication and problem-solving skills to conduct root-cause analysis and generate appropriate solutions to reduce waste and maximize patient and physician satisfaction. • Improved the External GI Referral Scheduling Process by pioneering an A3 project that resulted in a decrease in the process turn-around time by 5 days (baseline of 8 days, target of 3 days) and cancellation rates by 7%; developed and presented summary presentations to all levels of leadership and partnered with management and process owners to sustain results • Developed process manuals for standard work and staff training which lead to an increase in the number of patients who were fully prepped prior to GI procedures and a decrease in cancellation rates by 6%• Evaluated, recommended, and promoted approaches for applying quality improvement/lean methodologies to maintain an abandonment call rate below 8% and dept. not-ready-time of 2.5 hours• Collaborated with business and technical stakeholders (e.g. Executive Leadership, Revenue Cycle, Physician Offices, Epic/internal IT, Schedulers) to capture system requirements, identify root-causes, and execute solutions to lagging processes• Streamlined patient registration, scheduling, and insurance authorization by developing a centralized web-based site to include comprehensive toolkit for staff reference • Coached staff on new tools and processes to increase the amount of accurate, necessary patient information captured necessary for authorization and billing

Managed clinic patient flow for 5 pediatric ophthalmologists under the Pediatric Ophthalmology and Strabismus Division with the focus on decreasing patient wait times and door-to-doctor metric • Conducted 5S for the clinical supply room and patient rooms which lead to better patient safety and reduction of unnecessary movement and time looking for materials• Partnered with operational stakeholders to revise and sustain new patient discharge workflows which decreased wait times by 35 mins• Streamlined purchasing functions of the department (i.e. issuing purchase orders for materials, matching purchase orders with invoices and verifying delivery schedules) resulting in the reduction in expired inventory and maintenance of 6 inventory turns/year • Optimized the process for providing visit logistics and patient appointment times to combat same-day cancellations