Tobechi Eheduru Email & Phone Number

Atlanta, Georgia, United States

Responsible for creation of QI strategy for GA market; conduct quality improvement analysis / reporting and manage QI projects that impact over 1,000,000 Medicaid, Medicare and Ambetter members in the GA market• For 2019 and 2020, wrote the report: Quality Assessment Performance Improvement (QAPI), the QI strategy for the GA market; product received praise from the state regulator, the Department of Community Health, and is used to set priorities for interventions and activities • Perform data analysis and compose reports to meet GA market obligations to NCQA (National Committee for Quality Assurance) for plan accreditation and the Department of Community Health• Spearheaded collaboration with Community Relations department and created database that transformed workflow of 10 team members; final product reduced time spent performing administrative functions by 60% and optimized data collection • Created process efficiencies to lead team of 7 nurse reviewers to complete medical record audit (AMRR) 6 weeks ahead of schedule, outperforming teams nationally throughout the enterprise• Population Health Management: refined analysis to help care management and community engagement teams better manage members of disparate populations (with asthma or recurrent depressive disorder) whom have high utilization of ED / inpatient care o Results led to creation of additional community resources in areas where disparate populations reside (6 counties in GA market: Hall, Floyd, Camden, Fulton, DeKalb and Clayton) • Highly regarded influencer throughout the enterprise: lead education campaigns throughout the enterprise to create and drive strategy; produced positive member perception results that consistently exceeded the 90th percentile in CAHPS (Consumer Assessment of Healthcare Providers and Systems) for Medicare, Medicaid and Ambetter lines of business

Atlanta, Ga

Drive strategic planning, perform quality improvement analysis and engage in process improvement efforts for a managed care plan serving about 600,00 GA Medicaid members • Create and report to state stakeholders (Department of Community Health) data analysis to reflect QI metric performance and intervention progress • Led development and execution of strategic plans to drive business priorities for Medicare and Medicaid lines of business • Engaged in academic literature research to support adoption of best practices in QI health plan management• Trained staff to proficiently use data analysis software programs• Developed process to engage health plan in chronic disease population managemento Leading analysis and reporting efforts to support long-term population health management of members non-compliant in disease management

Leading transformation of physician practices into National Committee for Quality Assurance (NCQA)-recognized patient-centered medical homes (PCMH); Provide managerial support to optimize operational effectiveness • Led transformation of 14 primary care practices to Level 3 PCMH Recognition with NCQA, which is a testament of the quality of primary care practices to the highest level possible with NCQAo Created strategic plan for Mercy Regional Medical Center - Lorain which was awarded $175,000 from Catholic Health Partners to support execution of plano Led collaboration with consultant group, Primary Care Development Corporation, to ensure practices self-sustain PCMH model long-term o Streamlined project plan to achieve 90% cost savings for budget of $100,000 • Facilitated training of staff and physicians in adoption of electronic health record, EPIC • Coached executives, physicians and practice staff in advocacy of value-based, patient-centered care; assisted clinical staff in creation of EPIC smartphrases and workflows to meet documentation requirements for PCMH recognition• Led training of clinical staff in adoption of continuous quality improvement principleso Coordinate and execute Plan-Do-Study-Act (PDSAs) sessions with practices and analyze data to drive action planning for quality improvement activities o Presented results of continuous quality / process initiatives to physicians and executives at system-wide venue, Carepath (Epic) Collaborative in January 2013• Developed reports and processes to engage practices in population management for preventive care and chronic disease services; identify patient care opportunities• Provide analytical support to optimize care coordination and utilization of practice resources• Fully trained and very familiar with software platforms Anodyne Analytics (financial metrics) and Explorys (quality metrics)

Engaged in a hands-on learning experience that focuses on hospital operations, lean management and business development• Participated in revitalization of Human Resources Selection Process: recommended adoption of Watson-Glaser critical thinking assessment tool that improved best fit candidate selection by 10% • Completed GE Change Acceleration Process training and Lean Leader training• Completed financial analysis of regional consolidation of Imaging facilities to generate $1.2M in revenue o Performed SWOT and found obsolete imaging equipment reduced patient throughput by 15% • Led process improvement in Pharmacy to decrease technician travel time by 12% • Led New Life Hospice process improvement to increase 3-day timeframe for RN validation of physician orders from 58% to 81% (23% improvement)

• Participated in the 2009 Brain Tumor and Neuro-Oncology Center (BTNO) strategic planning projecto Created surveys to critique operations and conducted interviews with neurosurgeons and staffo Culminated research in report submitted to Vice President of Neurological Institute• Designed technology grid to compare clinical device suite of BTNO to other competitors nationwideo Found that technology BTNO utilizes for brain tumor diagnosis and treatment offers no competitive advantage when compared to rival brain tumor centers • Completed SWOT analysis of BTNO and found that organizational issues exist in which volume outstrips capacityo Recommended recruitment of clinical staff and finer orchestration of scheduling to meet patient demand and fully optimize physical capital

• Conducted benchmarking of Cleveland Clinic Foundation disclosures and federal research expenditures to peer hospitals and research institutions nationwide• Performed feasibility and equity analyses of developing medical diagnostics and technologieso Completed research study evaluating best therapies to manage Autism; yielded 100% satisfaction from superiorso Completed research study of nasal endoscopy technology; successfully determined that patented technology would not be marketable, saving time and resources in product developmento Determined Cleveland Clinic Foundation’s 30% stake in $2.5 million start-up company to be unattractive venture • Performed sensitivity analysis of invention evaluation scorecard; determined futility or resourcefulness of parameters in measuring commercial strength of new technologies

Master Of Business Administration, Health Care Administration

Activities and Societies: Healthcare Executives Association of Northeast Ohio

Bachelor Of Science, Nutrition

Activities and Societies: Delta Gamma Fraternity, co-Founder, Theta Beta Chapter 2004