NAHQ Updated CPHQ Exam Questions and Answers by montgomery

SMART goals are Specific, Measurable, Achievable, Relevant, and Time-bound. For a goal to meet this framework, it must clearly define the target, include a quantifiable metric, be realistic, align with organizational priorities, and have a deadline.

Option A (Decrease nosocomial infections by 40% in patient care areas): This goal is specific (nosocomial infections), measurable (40%), and relevant, but it lacks a time frame, making it incomplete under the SMART framework.

Option B (Decrease readmission rates to the general medicine floors by the end of the fourth quarter): This goal is specific (readmission rates, general medicine floors) and time-bound (end of Q4), but it lacks a measurable target (e.g., percentage reduction), making it vague and not fully SMART.

Option C (Decrease negative survey results in the radiology department by 20% by the end of the second quarter): This goal is specific, measurable, and time-bound, but “negative survey results” is ambiguous (e.g., patient or staff surveys?), and achievability is unclear without context, making it less precise.

Option D (Decrease falls with injury in the ICU by 15% by the end of the second quarter): This is the correct answer, as it meets all SMART criteria: specific (falls with injury in the ICU), measurable (15% reduction), achievable (depending on baseline data), relevant (patient safety priority), and time-bound (end of Q2). NAHQ CPHQ study materials emphasize SMART goals as a foundation for effective quality planning.

Detailed Explanation:

Primary prevention focuses on preventing diseases or conditions before they occur, often by reducing risk factors or increasing health resilience in populations.

Option A: Providing free flu vaccinations at the local community center

This is an example of a primary prevention strategy, as flu vaccinations help prevent the onset of influenza in the population. It is directly aimed at reducing the risk of the disease itself rather than managing it after occurrence.

Option B: Reducing time from stroke diagnosis to inpatient admission

This addresses secondary or tertiary prevention. It focuses on reducing the progression or severity of disease following diagnosis (secondary) or on improving health outcomes after disease onset (tertiary).

Option C: Assessing rehabilitation utilization rates for total hip replacement patients

This represents tertiary prevention. The focus is on managing and improving quality of life andfunctionality for patients who have already undergone surgery, rather than preventing the need for the surgery.

Option D: Setting parameters for non-compliant diabetic patients needing nutrition referrals

This can be considered secondary or tertiary, as it addresses patients who already have diabetes and focuses on managing health behaviors rather than preventing the onset of diabetes.

Conclusion:

The best example of primary prevention is Option A, as it directly prevents the onset of disease in the community through proactive health measures, consistent with CPHQ materials and principles of preventive healthcare.

Developing a patient safety program requires a comprehensive understanding of the organization’s risks, priorities, and strategic direction to ensure the plan is aligned and effective.

Option A (Infection control data and accreditation results): While infection control data is relevant to safety, it is already partially covered by incident reports and performance indicators. Accreditation results provide compliance insights but are not foundational for planning.

Option B (Staff satisfaction and root cause analysis (RCA) data): Staff satisfaction is indirectly related to safety culture, and RCA data may be included in incident reports. Neither is the most critical missing piece for planning a broad safety program.

Option C (The facility risk assessment and strategic goals): This is the correct answer. NAHQ CPHQ study materials emphasize that a facility risk assessment (e.g., identifying high-risk processes like medication errors) and strategic goals (e.g., reducing harm events) are essential for developing a patient safety plan, as they provide context for prioritizing interventions and aligning with organizational objectives.

Option D (Physician satisfaction and financial goals): Physician satisfaction and financial goals are not directly tied to patient safety planning, which focuses on clinical and operational risks rather than provider morale or finances.