Detailed Explanation:
The complaint rate in the current year is 6 complaints per 1,000 patients (360 complaints/60,000 patients), which is an improvement from the previous rate of 10 complaints per 1,000 but still does not meet the target of 5 per 1,000.
References:
Calculating and interpreting complaint rates per 1,000 patients helps assess quality performance, as outlined in CPHQ study materials.

A scatter diagram is a graphic representation of the relationship between two variables12. It is used to test a theory that the two variables are related and to assess the strength, trend, and shape of that relationship2.
A Pareto chart is a type of bar chart that shows the frequency or impact of different causes or problems in descending order, along with a line graph that shows the cumulative percentage of the total3. It is used to identify the most significant factors among a large number of potential causes or problems3.
A control chart is a type of line chart that shows how a process changes over time, with upper and lower limits that indicate the range of acceptable variation4. It is used to monitor and control a process and to detect special causes of variation that may indicate problems or improvement opportunities4.
A histogram is a type of bar chart that shows the frequency distribution of a single variable in a data set5.
It is used to summarize and display the shape and spread of the data and to identify outliers or gaps5.
Based on these definitions, the best tool to use for the outpatient medical clinic's purpose is a scatter diagram, as it can show whether there is a relationship between lack of available transportation and the number of times patients do not keep appointments, and how strong or weak that relationship is. The other tools are not suitable for this purpose, as they do not show the relationship between two variables.
Reference: 1: Scatter Diagram | Digital Healthcare Research 2: Scatter Plot - Clinical Excellence Commission 3: Pareto Chart | Institute for Healthcare Improvement 4: Plotting basic control charts:
tutorial notes for healthcare practitioners 5: Histogram | Institute for Healthcare Improvement

When developing objectives, it is crucial for the quality improvement council to state the end result or desired outcome. Clearly defining what success looks like ensures that all stakeholders understand the goal and can work towards it effectively. Well-defined objectives help guide the direction of the project, allow for the measurement of progress, and ensure that the team's efforts are aligned with the overarching goal.
Keep the objectives specific to the short term (A): While short-term objectives can be important, objectives should be defined based on what is necessary to achieve the overall goal, whether short-term or long-term.
Tie the objectives to the organization's financial performance (B): While financial performance is important, not all quality improvement objectives need to be directly tied to financial outcomes. The primary focus should be on the desired outcomes related to quality and performance improvement. Use the Plan-Do-Study-Act cycle of continuous improvement (C): The PDSA cycle is a method for implementing change, but the initial step in developing objectives is to clearly define the desired end result.
Reference
NAHQ Body of Knowledge: Quality Improvement Objective Setting
NAHQ CPHQ Exam Preparation Materials: Developing SMART Objectives

Effective change management includes engaging and empowering change champions or informal leaders who positively influence peers, thus facilitating smoother adoption of change (Kotter's Change Model; The Joint Commission, Leadership in Change Management, 2024). Immediate discipline or delaying change can hinder progress and morale.
References:
Kotter, J.P., Leading Change, 2019
The Joint Commission, Leadership in Change Management, 2024