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NAHQ CPHQ Exam Syllabus Topics:

Section	Weight	Objectives
Population Health and Care Transitions	8–10%	- Care transition improvement - Health management strategies
Health Data Analytics	18–20%	- Measurement, analysis and interpretation - Data design and management
Quality Review and Accountability	11–13%	- Patient experience and quality standards - Clinical practice guidelines and documentation
Performance and Process Improvement	22–24%	- Identify improvement opportunities - Implement and evaluate improvement methods
Quality Leadership and Integration	14–16%	- Strategic planning and governance - Stakeholder engagement and teamwork
Regulatory and Accreditation	6–8%	- Accreditation and certification requirements - Compliance monitoring and improvement
Patient Safety	12–14%	- Safety assessment and planning - Implementation and evaluation of safety initiatives

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NAHQ Certified Professional in Healthcare Quality Examination Sample Questions (Q804-Q809):

NEW QUESTION # 804
Basically an operational definition is a description in quantifiable terms, of what to measure and the specific steps
needed to measure it constantly. A good operational definition:

A. Is no doubt clear but somewhat ambiguous
B. Gives communicable meaning to a concept or an idea
C. Enables consistently in data collection
D. Is a decision-making criteria

Answer: B,C

NEW QUESTION # 805
Strong disagreement do arise, among the five parties' definitions (i.e. the clinician's, the patient's the payers, the manager's and the society's), even outside the realm of cost effectiveness.
Conflicts typically arise when:

A. The facility receives top marks from a team of expert clinicians whose primary focus is on technical performance
B. Each group emphasizes a particular aspect of care
C. One party holds that a particular practitioner or clinic is a high quality provider by virtue of having high ratings on single aspect of care
D. Practitioners who are highly skilled in trauma and other emergency care

Answer: B

NEW QUESTION # 806
Patients hospitalized for congestive heart failure should be able to walk farther, have more energy, and experience less shortness of breath following hospital treatment. Patients who undergo total knee replacements should have less knee pain when they talk; have a good range of joint motion; and be able to perform activities of daily living such as walking, doing yard work, and performing normal household chores.
This example shows that:

A. There should be full engagement at the management and staff level
B. Treatment is a very sensitive process
C. Patient treatment results are regularly reviewed
D. The purpose of medical treatment and hospital procedures is to improve patients' functional status or quality of life

Answer: D

NEW QUESTION # 807
A skilled nursing facility has implemented a process to address delays in diagnostic test result availability to the ordering provider. Which of the following measurements will best document improvement in this process?

A. lost specimen rate
B. provider satisfaction
C. turnaround time
D. average length of stay

Answer: C

Explanation:
The best measurement to document improvement in the process of addressing delays in diagnostic test result availability is turnaround time. Turnaround time measures the total time from when a diagnostic test is ordered to when the results are available to the ordering provider. This directly reflects the efficiency of the process and the impact of any improvements made to reduce delays.
* Lost specimen rate (A): This measures a different aspect of the process (specimen handling), not the speed of result availability.
* Average length of stay (C): This is a broader measure that may be influenced by many factors beyond diagnostic test turnaround time.
* Provider satisfaction (D): While important, it is a subjective measure and may not directly reflect process efficiency improvements.
References
* NAHQ Body of Knowledge: Measuring and Improving Turnaround Time in Healthcare Processes
* NAHQ CPHQ Exam Preparation Materials: Metrics for Process Improvement
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NEW QUESTION # 808
Many assume they understand how to fix the problem and do not probe beneath the surface of complaints and use
survey responses. Organizations should not be surprised by negative reports. Complaints about unhelpful office staff
could stem from many sources. For instance:

A. Patients were not able to get an appointment when they needed one
B. Employees did not provide clear directions to patients on how to get the practice
C. All of these
D. Employees put patients on hold in the middle of medical emergencies

Answer: C

NEW QUESTION # 809
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