Explanation: Decreased hospital admission rates (D) best define success for a diabetic management program, reflecting effective disease control. Missed appointments (A), satisfaction (B), and follow-up compliance (C) are secondary. NAHQ prioritizes clinical outcomes.
NAHQ CPHQ Study Guide, Population Health and Care Transitions Section, "Outcome Measures for Chronic Disease Management"; NAHQ CPHQ Practice Exam, Diabetes Program Evaluation.

A process improvement champion is an individual who advocates for and leads quality improvement initiatives within an organization. Their primary role is to enhance staff buy-in by effectively communicating the benefits of proposed changes, addressing concerns, and motivating team members to engage in the improvement process. By fostering a culture of collaboration and shared purpose, champions help ensure the successful implementation of process improvements.
While facilitating group dynamics (Option B), promoting timely completion of project milestones (Option C), and gaining trust of management (Option D) are important aspects of process improvement, the central focus of a champion is to secure staff commitment and participation in change initiatives.
References:
* NAHQ's Healthcare Quality Competency Framework outlines the role of quality leadership in advancing organizational commitment to healthcare quality through collaboration and communication, aligning with the responsibilities of a process improvement champion.
nahq.org

Incident reporting systems are tools to collect and analyze data onpatient safety incidents, such as medication errors, falls, infections, and adverse events12.
Incident reporting systems can help identify patterns, trends, and areas of improvement for patient safety and quality of care123.
The graph shows the incident rates for one facility compared to similar facilities in four categories:
medication, falls, infection, and adverse events. The graph indicates that the facility has a higher incident rate for falls than the average of similar facilities, while the other categories are comparable or lower4.
Therefore, the first step after reviewing the graph should be to perform additional analysis on falls data, such as the types, causes, consequences, and contributing factors of falls incidents, and compare them with the best practices and standards for falls prevention and management567.
This will help the facility to understand the root causes of the high falls incident rate, and to develop and implement appropriate interventions to reduce the risk and harm of falls for patients567.
Reviewing medication processes, researching best practices, and sharing data with the governing body are also important steps, but they should be done after the additional analysis on falls data, as they are more general and less specific to the problem identified by the graph4. References: 1: Patient Safety Incident Reporting and Learning Systems | WHO 2: Incident Reporting: Key to Successful Healthcare Organizations | SafeQual 3: Report a patient safety incident | NHS England 4: Data from an Incident reporting system compares Incident rates for one facility to similar facilities | User-uploaded image 5: Falls Prevention and Management | NAHQ 6: Preventing Falls in Hospitals | Agency for Healthcare Research and Quality 7: Falls Prevention and Management | Institute for Healthcare Improvement

A rapid process improvement event (e.g., Kaizen) focuses on quick, targeted interventions to improve a specific process, such as reducing central line-associated bloodstream infections (CLABSIs).
Option A (Design indicators for hospital-wide data collection plan): Designing indicators is a long-term strategy, not suited for a rapid event, which focuses on immediate process changes.
Option B (Search the United States Preventive Services Taskforce for recommendations): USPSTF provides preventive care guidelines, not specific hospital infection control strategies like CLABSIs.
Option C (Review the Agency for Healthcare Research and Quality for relevant resources): This is the correct answer. The NAHQ CPHQ study guide states, "AHRQ provides evidence-based resources, such as toolkits for reducing CLABSIs, that are practical for rapid improvement events" (Domain 4). AHRQ's CLABSI toolkit offers actionable protocols for rapid implementation.
Option D (Conduct a systematic review of studies in intensive care units): Systematic reviews are time- intensive and not feasible for a rapid event, which prioritizes quick action over exhaustive research.
CPHQ Objective Reference: Domain 4: Performance and Process Improvement, Objective 4.4, "Use evidence- based resources for improvement initiatives," highlights AHRQ as a key sourcefor practical tools. The NAHQ study guide notes, "AHRQ toolkits are ideal for rapid process improvement events due to their evidence- based, ready-to-use protocols" (Domain 4).
Rationale: AHRQ's CLABSI resources provide immediate, evidence-based strategies for a rapid improvement event, aligning with CPHQ's focus on actionable interventions.
Reference: NAHQ CPHQ Study Guide, Domain 4: Performance and Process Improvement, Objective 4.4.

Detailed Explanation:
A needs assessment survey systematically identifies community health needs, helping prioritize interventions based on specific gaps and requirements.
Option B: Needs assessment survey
A needs assessment is a structured approach to determine priorities by collecting input from community members, ensuring interventions are relevant.
Options A, C, and D:
Focus groups provide insights but may lack comprehensive coverage.
Windshield surveys and census reviews offer observational data but do not capture specific needs.
References:
CPHQ study materials recommend needs assessments for understanding community health priorities comprehensively.