Skip to main content

Table 2 Factors for effective auditing and their ranking

From: Important factors for effective patient safety governance auditing: a questionnaire survey

Theme Factor Rank order Agree % Item score (mean, 95% CI)
Positioning Audit as an improvement tool as well as a control tool 1 100 5.80 (5.75–5.86)
Culture Learning culture at department 2 100 5.40 (5.31–5.48)
Organisation Department is aware of audit purpose 3 99 5.60 (5.52–5.69)
Positioning Follow-up on auditing results by head of department 4 99 5.40 (5.30–5.49)
Organisation Audit also focusses on healthcare pathways 5 98 5.37 (5.26–5.47)
Positioning Audit results are embedded in the planning and control cycle of a hospital 6 98 5.32 (5.21–5.42)
Auditors Quality of the auditors 7 98 5.17 (5.06–5.29)
Positioning Dissemination of audit results to all personnel 8 97 5.27 (5.15–5.39)
Organisation Audit is adjusted fit to individual departments 9 95 5.08 (4.95–5.20)
Culture Staff feel that audit contributes to patient safety 10 95 4.96 (4.84–5.07)
Auditors Evaluation of individual auditors 11 95 4.96 (4.83–5.09)
Positioning Spreading the purpose and value of audit by board of directors 12 93 5.26 (5.12–5.39)
Auditors Multidisciplinary audit team 13 93 4.99 (4.85–5.14)
Auditors Auditors coming from other hospitals taking part in the audit team 14 93 4.83 (4.69–4.97)
Culture Availability of head of department on audit day 15 92 4.89 (4.75–5.02)
Positioning Board of directors addresses departments when follow-up on auditing result is not going according to plan 16 91 4.92 (4.79–5.06)
Positioning Departments receive support during improvement actions after audit 17 88 4.72 (4.58–4.86)
Organisation Auditors get tunnel vision on a department because of selective information during preparations 18 87 4.45 (4.30–4.60)
Organisation There is room for soft signals, not only facts, in the audit report 19 86 4.71 (4.55–4.87)
Organisation Patients as an information source in auditing 20 85 4.68 (4.51–4.84)
Culture Time investment as a barrier 21 82 4.41 (4.24–4.57)
Organisation Audit also focusses on care provided by healthcare professionals and adverse events 22 81 4.65 (4.43–4.86)
Auditors Medical specialist on the auditteam 23 79 4.50 (4.32–4.68)
Culture Staff sees added value of audit 24 78 4.34 (4.18–4.50)
Organisation Department knows that the audit team is coming 25 75 4.43 (4.24–4.62)
Culture Quality is ‘part of the job’ 26 75 4.35 (4.15–4.54)
Culture Importance of audit outcomes compared to importance of outcomes of other visitations and instruments 27 66 3.94 (3.78–4.10)
Auditors Patients as auditors 28 64 3.83 (3.64–4.01)
Organisation An extensive and detailed audit report 29 59 3.81 (3.62–4.01)
Auditors Chairman of the audit team is a high profile employee 30 56 3.57 (3.39–3.75)
Auditors Only employees with a (para)medical education should be auditors 31 37 3.05 (2.84–3.25)
Auditors The department to be audited influences the composition of the audit team 32 26 2.75 (2.75–2.91)
  1. Abbreviation: Positioning board positioning of audits, Culture cultural factors and attitudes towards auditing, Organisation organisation and content of audits, Auditors competences and composition of audit team