Latest PDF of NAB-NHA: Certified Nursing Home Administrator

Certified Nursing Home Administrator Practice Test

NAB-NHA test Format | Course Contents | Course Outline | test Syllabus | test Objectives

Required Activity Areas:
The AIT Program should be based on the five domains of practice, which are covered in the various departments found in a long term care facility. The tool presents
the departments as modules and rotations; it is through these departments/modules
that the program should be designed, so that the individual AIT can meet an appropriate and tailored amount of time in each of the domains as appropriate. These modules include:
• Administration
• Human Resources
• Nursing
• Business Office/Financial Management
• Diet
• Rehabilitation
• Medical Records
• Activities
• Social Services/Admissions
• Housekeeping/Laundry
• Environmental Management/ Maintenance

A. Quality of Care/Nursing
1. Develop a rounding sheet with the administrator and director of nursing that is
resident- centered; initiate implementation.
2. Observe nurse peer review on administration of medications.
3. With director of nursing, ensure medications are not expired.
4. Develop resident satisfaction surveys and make recommendations for implementation as necessary.
B. Rehabilitation
1. Organize and implement a follow-up program for discharged residents
to the community.
2. Develop audit for equipment inventory and complete audit; report.
C. Medical/Resident Records
1. Conduct admission audit of current in-house resident population, analyze data
and report. Assist with recommendations, as needed.
2. Conduct audit of flu vaccination response variables, analyze data and report.
Assist with recommendations, as needed.
3. Conduct audit of admission and annual required vaccines, analyze data and
report. Assist with recommendations, as needed.
4. Conduct medical records audit with appropriate staff.
D. Activities
1. Develop and implement a volunteer program
2. Develop/enhance Life Enrichment/Person Centered Care program
a.Interview residents and families and analyze information to ensure that
desired activities are planned and implemented as necessary
b.Working with Directors of Activities and other personnel as needed, help
develop in-service for Life Enrichment/Person Centered Care; assist appropriate staff with delivering in-services.
E. Social Services/Admission
1. Conduct an audit of admissions documents (per regulations and organization
policy), analyze and report.
2. Complete an audit of resident preferences, such as time to eat, rise and retire,
bath/showers, time of therapy, etc. Make recommendations as necessary
3. Develop and implement an outreach program that communicates regularly with
residents and/or families post discharge.
F. Dietary
1. Develop a questionnaire for residents related to dietary satisfaction including
variables such as taste, temperature, timeliness, presentation, etc; implement,
analyze and report; make recommendations.
2. Meet with the dietician and dietary manager to learn how menus are developed,
followed, and implemented; conduct an audit to confirm residents are receiving
correct foods, drinks and adaptive devices.
3. Understand nutritionally compromised concerns and how weights are monitored.
4. Audit purchasing and storage of dietary supplies and food; report to dietary
manager and administrator.
5. Audit to ensure foods are served and maintained at proper temperatures and in
accordance with the Food Code.
G. Housekeeping/Laundry
1. Conduct weekly audits, evaluating such variables as dust, floors, toilet, showers
of designated public areas; track, trend and report accordingly.
2. Audit resident rooms for housekeeping variables;track, trend and report
accordingly.
3. Audit residents to determine if laundry is clean and received promptly.
4. Audit infection control, safety and cross contamination procedures and make
recommendations as necessary.
5. Follow the linen distribution system from soiled to clean and report accordingly.
6. Observe resident clothing management

II. Possible Activities/Assignments related to Domain 20: Human Resources
A. Conduct an employee file audit per regulations and organizational policy.
B. Collect annual turnover rates for last few years, and develop a strategic plan
with activities, timeframes, etc. for identified changes.
C. Develop an employee satisfaction questionnaire, administer it and analyze
data;develop a subsequent plan.
D. Develop, organize and implement several employee activities.
E. Track absentee information, such as shift, day of week, reason, frequency;
analyze and report the findings.
F. Audit external health care providers (e.g., physicians, dentists, podiatrists)
to determine current licenses, liability insurance, etc.; analyze and report the
findings.
G. Study and analyze recruiting plans/staffing patterns and offer ideas to
improve current processes to ensure that the needs of the residents cared
for are met.
H. Review and understand the facilitys employee handbook to ensure accuracy
and that all federal/state guidelines are followed and make recommendations
as necessary.
I. Review and evaluate payroll plans, compensation plans, and benefit packages
J. Participate in a complete employee hiring and orientation process ( interview,
background check, etc.).
K. Conduct a staff meeting and an in-service training program.
L. Participate in a disciplinary/grievance procedure and an employee
counseling session.
M. Understand and have knowledge of National Labor Relations Board (NRLB)
as it relates to the facility.
N. Review and evaluate the unemployment compensation record of the facility
and attend an unemployment compensation hearing as necessary.
O. Review and report on ways to encourage and support professional development of team members.

III.Possible Activities/Assignments related to Domain 30: Finance
A. Assist the administrator with all budget (capital, cash, operating, etc.) development and submission.
B. Understand and assist with accounts payable processing.
C. Analyze and understand how aged accounts work.
D. Understand the facilitys bad debt and write-off policy; determine avenues
for improvement.
E. Understand triple-check systems for private pay and all third party payors.
F. Describe and review regularly produced financial reports to determine if fiscal
issues have arisen and make recommendations as necessary
G. Review and describe the chart of accounts, bookkeeping procedures,
income and expense statements and balance sheets; make
recommendations as necessary.
H. Understand the financial audit process utilized by third party payors to ensure
billings are in accordance with services provided.
I. Analyze and understand third party payor cost reporting systems.

IV. Possible Activities/Assignments related to Domain 40: Environment
A. Audit preventative maintenance logs per regulations and company policy;track
and trend such variables as time of day, season, staff member, etc.
B. Audit resident rooms, utilizing audit tools to evaluate such items as electrical
outlet plates, call bells, water temperatures and beds; track, trend and report
accordingly.
C. Review emergency generator and life safety regulatory requirements according
to state, local, and federal laws specific to your building(s) and prepare a compliance report.Conduct audit of past year of the log; develop/revise preventative
maintenance log with maintenance supervisor.
D. Conduct an audit of the past years log; develop and/or revise preventative
maintenance logs with the maintenance supervisor.
E. Assist the administrator and maintenance supervisor with developing and
implementing an emergency plan.
F. Develop a rounding sheet with the administrator and maintenance supervisor
that is environmental and safety centered; initiate its implementation.
G. Audit Log Out/Tag Out procedures to ensure compliance.

V. Possible Activities/Assignments related to Domain 50: Management
& Leadership
A. Review policy and procedure manuals to determine if they are appropriate
and timely, per regulations and organization policy and make recommendations for change as necessary.
B. Develop and assist the administrator with an annual strategic planning
meeting.
C. Review current internal and external contracts and agreements for accuracy,
efficiency and timeliness; organize and make recommendations as necessary.
D. Review and become comfortable with federal regulations and state specific
regulations; assist with educating department leaders, if needed.
E. Assist with writing a Plan of Correction and/or identified regulatory violations.
F. Review and update the facilitys organizational chart and job descriptions.
G. Review short-term and long-term goals of the organization for appropriateness.
H. Study the bylaws/mission statement/vision of the governing body and how
decisions and policies are made within the organization. Analyze the authority
throughout the facility.
I. Plan and attend internal and external meetings and prepare reports for the
organization, as necessary.
J. Review the facility marketing plan and make recommendations for change as
necessary based upon facility dynamics and community needs.
K. Review and understand the facilitys media publicity efforts, including (but not
limited to) writing news releases, facility publications, newsletters, etc.
L. Organize and write a report to include competitive information, such as
description of services and amenities, survey history, CMS 5-Star rating and
community involvement.
M. Review the facilitys corporate compliance program to ensure all appropriate
rules and regulations are followed.
N. Review and describe how the facilitys risk management program minimizes
legal liability.
O. Review and analyze facilitys information management system, including
technology, to ensure safeguards are in place to provide resident confidentiality, data security, social media, cell phones, etc.
P. Review and analyze the facilitys quality improvement programs.
Q. Review the facilitys customer satisfaction program, including resident relations initiatives, reception/concierge duties and resident/family surveys.
R. Transitional Care: understanding the various regional lines of service and how
they relate, as well as initiatives to ensure continuous delivery of safe and
quality care as consumers transition between the different lines of service.

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Nursing
NAB-NHA
NAB Certified Nursing Home Administrator 2025
https://killexams.com/pass4sure/exam-detail/NAB-NHA
Full Version Contains :
Section: 1. 250 QAs
Section: 2. 71 QAs
Section: 3. 16 QAs
Section: 4. 35 QAs
Section: 5. 50 QAs
Section: 6. 23 QAs
Section: 7. 60 QAs
Section: 8. 64 QAs
Section: 9. 32 QAs
Section: 10. 100 QAs
Section: 11. 134 QAs
Question: 124
The absence of any written system for evaluation of long-term performanceexposes the individual more nearly to
.
1. good judgment of current managers
2. evaluation on present work
3. higher appraisals
4. the whim of managers
Answer: D
Question: 125
Employees, it has been observed, normally .
1. outperform their self-image
2. do not outperform their self-image
3. are self-starting, for the most part
4. require little supervision in the traditional nursing facility setting
Answer: B
Question: 126
An evaluator checking off the extent to which an employee meets a trait orrequirement is using a/an .
1. outmoded model
2. performance scale
3. rating scale
4. global rating
Answer: C
Question: 127
Department heads who consistently deliver high ratings to avoid confl ictillustrate the .
1. abuse of global ratings
2. leniency error
3. error of central tendency
4. halo effect
Answer: B
Question: 128
The supervisor is impressed by the fact that the employee never misseda day and was never late, so rated the employee highly overall. This isa/an .
1. abuse of global ratings
2. leniency error
3. error of central tendency
4. halo effect
Answer: D
Question: 129
Transfer, promotion, demotion, and layoff are possible outcomes of .
1. poor work attitudes
2. a performance appraisal
3. good rating scales at work
4. global ratings for some managers
Answer: B
Question: 130
Workers expecting an exchange in which their wages and benefi ts are equalto their work effort when compared to similarly situated employees illustratethe .
1. resiliency of worker expectation
2. fair exchange theory
3. compensation theory
4. equity theory
Answer: D
Question: 131
Giving an across-the-board wage increase based on the Consumer PriceIndex is giving a/an .
1. well-deserved raise to the staff
2. boost in staff pay levels
3. cost of living increase
4. indexed wage increase
Answer: C
Question: 132
In the nursing facility, the key job against which many staff measure theirwages is compensation of the .
1. administrator
2. medical director
3. owner
4. director of nursing
Answer: D
Question: 133
Unless the facility can convincingly illustrate that it had a �just cause� forfi ring an employee, that employee will likely .
1. be rehired
2. remain on the facility payroll
3. collect unemployment
4. complain to the state
Answer: C
Question: 134
Grievance procedures offer a needed .
1. source of discipline
2. safety valve
3. protection to the management
4. reciprocity relationship
Answer: B

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Certified Nursing Home Administrator Practice Test

NAB-NHA test Format | Course Contents | Course Outline | test Syllabus | test Objectives

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