Melinda R. Moe

• Lead administrative direction for clinical operations, overseeing 100+ staff for two large primary care and wellness centers in the maunfacturing sector, driving over $20 million in annual revenue
• Develop and manage high-performing teams, driving employee engagement through talent acquisition, development, relations, training, and performance management.
• Orchestrate cross-departmental collaborations to address client needs, from concept to implementation, demonstrating thought leadership and driving strategic initiatives.
• Facilitate communication between functional departments, medical leadership, and external clients, partnering to establish service line goals and program plans.
• Formulate quantitative and qualitative metrics, enhancing company efficiency and effectiveness, while identifying areas for improvement and driving continuous organizational enhancement.
• Evaluate business procedures, aligning operations with industry trends and client expectations to meet patient engagement, health outcome, and ROI expectations.
• Utilize strong project management skills to champion innovation across the team, while fostering relationships as a trusted advisor and communicator to support both QuadMed and client success.
• Demonstrate deep understanding of healthcare industry and trends, aligning with QuadMed's core competencies, and maintain a focus on diversity and inclusion in all operational aspects.

OB/GYN, Maternal Fetal Medicine, Fertility Services

• Operations management oversight for three outpatient specialties -OB/GYN (6 locations) -Maternal Fetal Medicine (5 locations) -Fertility Services (2 locations)
• Leadership and development of more than 100 staff across multiple physical locations, including multiple supervisors, advanced practice clinicians, certified nurse midwives, perinatal sonographers, reproductive endocrinologists, nurses, laboratory technicians, medical assistants, patient service representatives and surgery schedulers
• Responsibility for provider and staff recruitment, orientation, training, goal planning, and performance reviews
• Project management experience leading conversion of Fertility Services from ambulatory outpatient department to a hospital outpatient department to obtain 340B eligibility status
• Collaborated with perinatologists and advanced practice clinicians in Maternal Fetal Medicine on programs such as MARC (Maternal Addiction Recovery Care), care-coordination conferences, and social support programs for our most socially diverse patient population
• Implemented new software systems to improve and automate the on-call scheduling processes for OB/GYN providers
• Developed and implemented imaging protocols alongside providers and imaging leadership in MFM to streamline patient scheduling and follow-up, thus improving clinical care and outcomes
• Established telehealth consultation within all clinical areas, proving particularly efficient and beneficial in consulting and managing patients with gestational diabetes population allowing more frequent interaction with patients at outreach locations within the system

Critical Care Services, Level II NICU Nurse Practitioners, Anesthesia

• Operations management oversight for three inpatient specialties -Aurora Critical Care Services (3 locations) -Neonatal Nurse Practitioners (4 locations) -Anesthesia (Quaternary Care location) -Leadership and development of more than 50 staff across multiple physical locations, including an operations supervisor, advanced practice clinicians, certified anesthesiology assistants, and administrative support personnel
• Operations support for more than 60 physician providers
• Responsibility for provider and staff recruitment, orientation, training, goal planning, and performance reviews
• Successfully transitioned a long-standing contracted private anesthesiology group to Aurora Medical Group employed at Aurora St. Luke's Medical Center
• Established a singular reporting structure for Level II Neonatal Nurse Practitioners, providing an opportunity for streamlining clinical operations, unifying clinical practice standards across four clinical sites, and establishing an annual clinical quality goal for the Level II NICUs across the Aurora system
• Ongoing efforts in establishing dashboard metrics for monthly reporting for Critical Care and Anesthesia specialties to include staffing efficiency for physicians and APCs, Length of Stay metrics, and Operating Room efficiency

Divisions of Nephrology and Infectious Diseases

• Management of the day to day administration of each division's clinical, educational and research programs across multiple site locations
• Scope of management included:
• 28 faculty.staff comprised of research staff, advanced practice providers and administrative support staff
• Collaboration with Transformation Facilitator in identifying and executing process and quality improvement projects within the clinics and the divisions; specific projects include access improvement, template optimization, and communication of lab results
• Responsibility for faculty and staff recruitment, orientation, training, goal planning, and performance reviews
• Development and reporting of annual budget, quarterly projections, and monthly financial reports for each division
• Collaboration with the Clinical Program Coordinator for Service Quality in reporting on CGCAHPS metrics for providers, provider shadowing, AIDET training and other service initiatives.

• Managerial oversight for three specialty practices for Aurora Medical Group
• AMG Surgical Specialists
• AMG Pulmonary Medicine (3 locations)
• AMG Intensivists (hospital based)
• Leadership and development of 25 staff across five physical locations, including clinic supervisors, advanced practice providers, registered nurses, medical assistants, pulmonary function technologists, customer service representatives, surgery schedulers and medical records personnel
• Planning and implementation of the Epic SmartChart electronic medical record, and the EpicCare Ambulatory software application
• Revenue Cycle Ambulatory Super User
• Hours of SmartChart training for both clinical and revenue cycle applications
• Active participation in physician and advanced practice provider recruitment activities
• Accountability for establishing and managing staffing and operating budgets for all areas of responsibility
• Facilitation of monthly staff and physician meetings to monitor budget, patient satisfaction, physician and staff satisfaction, process improvement, physician billing, productivity data and other relevant reports
• Development and analysis of physician productivity reports, financial reports, patient satisfaction reports and other ad hoc reports as required on a monthly basis, or as requested.

• Managerial oversight of the Child Life program, Art Therapy and the Welcome Centers
• Day to day management of staff, systems operations and budget responsibilities
• Leadership and development of 28 staff across a variety of educational and skill levels through performance evaluations and educational opportunities
• Creation of a 5-year strategic plan for the Child Life program to align with the system wide strategic planning process
• Elevation of a work group from a Tier III (lowest level) on the Employee Opinion Survey to a Tier I (highest level) over the course of one survey year
• Expansion of the Art Therapy program as part of a grant proposal and partnership opportunity with Ronald McDonald House.