CPHQ Exam Dumps : Certified Professional in Healthcare Quality Examination

To calculate the bonus, evaluate whether each provider met the performance targets for each HEDIS indicator and multiply by the corresponding percentage of the $20,000 bonus.

Provider A:

BCS: 75% ≥ 74% → 25% of $20,000 = $5,000

CBP: 71% < 72% → $0

CIS: 63% ≥ 63% → 50% of $20,000 = $10,000

Total = $15,000

Provider B:

BCS: 77% ≥ 74% → $5,000

CBP: 69% < 72% → $0

CIS: 65% ≥ 63% → $10,000

Total = $15,000

Provider C:

BCS: 79% ≥ 74% → $5,000

CBP: 73% ≥ 72% → $5,000

CIS: 64% ≥ 63% → $10,000

Total = $20,000

Provider D:

BCS: 73% < 74% → $0

CBP: 74% ≥ 72% → $5,000

CIS: 62% < 63% → $0

Total = $5,000

Provider C earned the highest bonus at $20,000, meeting or exceeding all three performance targets. Provider D earned the lowest bonus, $5,000, meeting only the CBP target.

Organizational values are the shared beliefs, principles, andstandards that guide the behavior and decisions of an organization and its members12.

Organizational values are important for healthcare quality because they influence the culture, strategy, performance, and improvement of the organization and its services123.

A merger between two health plans is a major organizational change that requires alignment and integration of the values, goals, policies, and practices of both entities45.

A lack of buy-in of the new mission and vision is the most likely explanation for the difficulty in the transition to the new organizational values, because it indicates that the local health plan staff do not share or support the direction, purpose, and identity of the merged organization456.

A lack of buy-in can result from poor communication, insufficient involvement, inadequate training, conflicting interests, or resistance to change among the local health plan staff456.

A lack of buy-in can lead to low morale, reduced engagement, decreased productivity, increased turnover, and diminished quality of care among the local health plan staff456.

Therefore, option C is the most likely explanation for the difficulty in the transition to the new organizational values, as it reflects the psychological and behavioral aspects of the organizational change process.

Option A, incomplete data integration, is not the most likely explanation, because it is a technical issue that can be resolved with adequate resources and systems45.

Option B, staff transition program training incomplete, is not the most likely explanation, because it is a procedural issue that can be addressed with proper planning and implementation45.

Option D, continued support of both mission statements, is not the most likely explanation, because it is a structural issue that can be clarified with clear and consistent leadership45. References: 1: What are Values in Health Care 2: Quality of care - World Health Organization (WHO) 3: How organisations contribute to improving the quality of healthcare … 4: Mergers and Acquisitions in Health Care: Opportunities and Challenges 5: [The Impact of Mergers and Acquisitions on Quality of Care] 6: [Employee Buy-In: What Is It and How to Achieve It] 7: : :

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.