Free Practice Assessment - Qualitas Consortium UK

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Please complete these 10 simple questions to help us understand your needs. We will be in touch within 48 hours to discuss in further detail what we can do to support your Practice.

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Is the partnership well led? *

The leadership at our practice have developed a culture that ensures everyone is treated fairly and there is an environment of openness and trust. The leadership is focussed on delivering high quality care through staff engagement, motivation and teamwork, planning for the future sustainability and success of the practice for the benefit of staff and patients.	Our practice achieves its goals and delivers a good service to patients through effective management. There are pockets or occasions where politics happens, but it is not rife, the grapevine is tolerable and most of the time staff focus on the job at hand, working well together.	Our practice is not well led. Internal politics, favouritism and power games are evident in a number of places. There is low trust between staff (particularly between the different staff groups) and secrecy. There is no sense of a team working together for the good of the patients and staff.
The leadership at our practice have developed a culture that ensures everyone is treated fairly and there is an environment of openness and trust. The leadership is focussed on delivering high quality care through staff engagement, motivation and teamwork, planning for the future sustainability and success of the practice for the benefit of staff and patients.Purchase The leadership at our practice have developed a culture that ensures everyone is treated fairly and there is an environment of openness and trust. The leadership is focussed on delivering high quality care through staff engagement, motivation and teamwork, planning for the future sustainability and success of the practice for the benefit of staff and patients.	Our practice achieves its goals and delivers a good service to patients through effective management. There are pockets or occasions where politics happens, but it is not rife, the grapevine is tolerable and most of the time staff focus on the job at hand, working well together.Purchase Our practice achieves its goals and delivers a good service to patients through effective management. There are pockets or occasions where politics happens, but it is not rife, the grapevine is tolerable and most of the time staff focus on the job at hand, working well together.	Our practice is not well led. Internal politics, favouritism and power games are evident in a number of places. There is low trust between staff (particularly between the different staff groups) and secrecy. There is no sense of a team working together for the good of the patients and staff.Purchase Our practice is not well led. Internal politics, favouritism and power games are evident in a number of places. There is low trust between staff (particularly between the different staff groups) and secrecy. There is no sense of a team working together for the good of the patients and staff.

Is there a clear vision and strategy for the practice? *

Our vision is clear and understood by all staff, including their role in achieving the vision. Our strategy is annually (or more frequently) reviewed and strategic plan drives the work of the practice and is clearly and regularly discussed and communicated with all staff.	We have a vision and strategy defined and understood by the Partners and senior managers, annually refreshed, which directs the work of the practice. We regularly communicate this to staff across the practice.	We don't have a strategy or vision but have organisational targets/goals (internally and externally defined) which we work to achieve. These are communicated to staff a few times across the year.	We do not have a clear strategic direction, vision and do not have clear goals as a practice. Staff are not engaged with a coherent and future-focussed vision for the practice as it is so unclear what challenges we may be facing.
Our vision is clear and understood by all staff, including their role in achieving the vision. Our strategy is annually (or more frequently) reviewed and strategic plan drives the work of the practice and is clearly and regularly discussed and communicated with all staff.Buy from us again Our vision is clear and understood by all staff, including their role in achieving the vision. Our strategy is annually (or more frequently) reviewed and strategic plan drives the work of the practice and is clearly and regularly discussed and communicated with all staff.	We have a vision and strategy defined and understood by the Partners and senior managers, annually refreshed, which directs the work of the practice. We regularly communicate this to staff across the practice.Buy from us again We have a vision and strategy defined and understood by the Partners and senior managers, annually refreshed, which directs the work of the practice. We regularly communicate this to staff across the practice.	We don't have a strategy or vision but have organisational targets/goals (internally and externally defined) which we work to achieve. These are communicated to staff a few times across the year.Buy from us again We don't have a strategy or vision but have organisational targets/goals (internally and externally defined) which we work to achieve. These are communicated to staff a few times across the year.	We do not have a clear strategic direction, vision and do not have clear goals as a practice. Staff are not engaged with a coherent and future-focussed vision for the practice as it is so unclear what challenges we may be facing.Buy from us again We do not have a clear strategic direction, vision and do not have clear goals as a practice. Staff are not engaged with a coherent and future-focussed vision for the practice as it is so unclear what challenges we may be facing.

How do you meet your organisational goals? *

Our governance structure includes a Board of Directors (where each Partner leads on a different aspect, e.g. clinical governance or finance), feeding through plans and into staff roles and responsibilities. All staff understand how their actions support organisational goals. These drive prioritisation of activities and we almost always achieve our goals. We are constantly scanning for and identifying organisational challenges, opportunities and risks which the leadership team discusses, translating these into plans as required.	We discuss progress against organisational goals at least quarterly as a senior team/with the partners and usually achieve deadlines. Staff are clear about their roles and responsibilities and how these feed into the organisational goals. Most goals are short to medium term (a few months to 3 years).	We struggle to achieve organisational goals. Staff are too busy to complete actions or are unclear on what is expected of them. The expectations of the practice keeps changing so we find it very challenging to set and stick to medium-term goals (1+ year goals).	We do not have clear organisational goals to manage against. We work towards externally-set targets only (e.g. QOF, CQC).
Our governance structure includes a Board of Directors (where each Partner leads on a different aspect, e.g. clinical governance or finance), feeding through plans and into staff roles and responsibilities. All staff understand how their actions support organisational goals. These drive prioritisation of activities and we almost always achieve our goals. We are constantly scanning for and identifying organisational challenges, opportunities and risks which the leadership team discusses, translating these into plans as required.Buy from us again Our governance structure includes a Board of Directors (where each Partner leads on a different aspect, e.g. clinical governance or finance), feeding through plans and into staff roles and responsibilities. All staff understand how their actions support organisational goals. These drive prioritisation of activities and we almost always achieve our goals. We are constantly scanning for and identifying organisational challenges, opportunities and risks which the leadership team discusses, translating these into plans as required.	We discuss progress against organisational goals at least quarterly as a senior team/with the partners and usually achieve deadlines. Staff are clear about their roles and responsibilities and how these feed into the organisational goals. Most goals are short to medium term (a few months to 3 years).Buy from us again We discuss progress against organisational goals at least quarterly as a senior team/with the partners and usually achieve deadlines. Staff are clear about their roles and responsibilities and how these feed into the organisational goals. Most goals are short to medium term (a few months to 3 years).	We struggle to achieve organisational goals. Staff are too busy to complete actions or are unclear on what is expected of them. The expectations of the practice keeps changing so we find it very challenging to set and stick to medium-term goals (1+ year goals).Buy from us again We struggle to achieve organisational goals. Staff are too busy to complete actions or are unclear on what is expected of them. The expectations of the practice keeps changing so we find it very challenging to set and stick to medium-term goals (1+ year goals).	We do not have clear organisational goals to manage against. We work towards externally-set targets only (e.g. QOF, CQC).Buy from us again We do not have clear organisational goals to manage against. We work towards externally-set targets only (e.g. QOF, CQC).

Is there effective engagement with all staff? *

Staff communication is at the heart of how we work: we engage all staff (regardless of clinical/admin and grade) in how their contribution supports the long-term business sustainability and communication is a two way process. All staff feel engaged and heard and feel they are contributing to the shaping of the practice for the future.	Staff communication is good and cascaded through frequent (at least monthly) all-staff (clinical and admin) meetings. Staff feel engaged with the practice and that their voice is heard.	We have a staff newsletter and regular team-specific meetings. All staff are communicated to regarding the organisation goals and performance.	We have in-frequent (less than once a month) meetings and these are usually discussions of operational detail. There is little or no full-team engagement (e.g. mixing clinical and admin staff of all levels) and we do not communicate goals and performance to all staff.
Staff communication is at the heart of how we work: we engage all staff (regardless of clinical/admin and grade) in how their contribution supports the long-term business sustainability and communication is a two way process. All staff feel engaged and heard and feel they are contributing to the shaping of the practice for the future.Buy from us again Staff communication is at the heart of how we work: we engage all staff (regardless of clinical/admin and grade) in how their contribution supports the long-term business sustainability and communication is a two way process. All staff feel engaged and heard and feel they are contributing to the shaping of the practice for the future.	Staff communication is good and cascaded through frequent (at least monthly) all-staff (clinical and admin) meetings. Staff feel engaged with the practice and that their voice is heard.Buy from us again Staff communication is good and cascaded through frequent (at least monthly) all-staff (clinical and admin) meetings. Staff feel engaged with the practice and that their voice is heard.	We have a staff newsletter and regular team-specific meetings. All staff are communicated to regarding the organisation goals and performance.Buy from us again We have a staff newsletter and regular team-specific meetings. All staff are communicated to regarding the organisation goals and performance.	We have in-frequent (less than once a month) meetings and these are usually discussions of operational detail. There is little or no full-team engagement (e.g. mixing clinical and admin staff of all levels) and we do not communicate goals and performance to all staff.Buy from us again We have in-frequent (less than once a month) meetings and these are usually discussions of operational detail. There is little or no full-team engagement (e.g. mixing clinical and admin staff of all levels) and we do not communicate goals and performance to all staff.

Does the practice understand and meet patient needs effectively? *

We separate patients into groups based on needs and deliver services differently. Patients are actively engaged to design services in a number of ways (including questionnaires, meetings, suggestion boxes etc). There is an active and effective idea-generating PPG and these are acted on, driving patient-led change. We sometimes include patient representatives in practice management meetings, as appropriate.	We have a PPG that meets regularly (at least monthly) and some suggestions are implemented. We categorise patients based on QOF and deliver some tailored services to groups with different long term conditions.	We have a PPG that meets regularly but it seldom generates ideas for the practice. We shape our services around the expectations of external bodies (e.g. CQC, CCG, NHSE).	We do not have a PPG or it meets less than 11 times per year and we shape our services around the expectations of external bodies (e.g. CQC, CCG, NHSE) rather than balancing with the local patient view.
We separate patients into groups based on needs and deliver services differently. Patients are actively engaged to design services in a number of ways (including questionnaires, meetings, suggestion boxes etc). There is an active and effective idea-generating PPG and these are acted on, driving patient-led change. We sometimes include patient representatives in practice management meetings, as appropriate.Buy from us again We separate patients into groups based on needs and deliver services differently. Patients are actively engaged to design services in a number of ways (including questionnaires, meetings, suggestion boxes etc). There is an active and effective idea-generating PPG and these are acted on, driving patient-led change. We sometimes include patient representatives in practice management meetings, as appropriate.	We have a PPG that meets regularly (at least monthly) and some suggestions are implemented. We categorise patients based on QOF and deliver some tailored services to groups with different long term conditions.Buy from us again We have a PPG that meets regularly (at least monthly) and some suggestions are implemented. We categorise patients based on QOF and deliver some tailored services to groups with different long term conditions.	We have a PPG that meets regularly but it seldom generates ideas for the practice. We shape our services around the expectations of external bodies (e.g. CQC, CCG, NHSE).Buy from us again We have a PPG that meets regularly but it seldom generates ideas for the practice. We shape our services around the expectations of external bodies (e.g. CQC, CCG, NHSE).	We do not have a PPG or it meets less than 11 times per year and we shape our services around the expectations of external bodies (e.g. CQC, CCG, NHSE) rather than balancing with the local patient view.Buy from us again We do not have a PPG or it meets less than 11 times per year and we shape our services around the expectations of external bodies (e.g. CQC, CCG, NHSE) rather than balancing with the local patient view.

Are internal operations optimised to meet patient needs? *

We combine a focus on documented and adhered-to processes with an engaged team of staff who are clear on their responsibilities with maximised use of technology to be efficient and effective. We monitor and report on performance across clinical and admin internally-developed indicators and manage performance through a structure of effective meetings; identifying, escalating and resolving issues promptly.	We have documented processes that are followed in the main. Staff have clarity on their responsibilities, usually ensuring duplication or gaps are minimised. We have some systems in place but there is the potential for increasing the use of technology to support our operations.	We have few or no documented processes and staff work in different ways to get the job done. We manually complete a lot of tasks and there is sometimes confusion, overlap and mistakes. We have some meetings to look at managing the operations but these feel ineffective and seldom discuss or mitigate risks.
We combine a focus on documented and adhered-to processes with an engaged team of staff who are clear on their responsibilities with maximised use of technology to be efficient and effective. We monitor and report on performance across clinical and admin internally-developed indicators and manage performance through a structure of effective meetings; identifying, escalating and resolving issues promptly.Buy from us again We combine a focus on documented and adhered-to processes with an engaged team of staff who are clear on their responsibilities with maximised use of technology to be efficient and effective. We monitor and report on performance across clinical and admin internally-developed indicators and manage performance through a structure of effective meetings; identifying, escalating and resolving issues promptly.	We have documented processes that are followed in the main. Staff have clarity on their responsibilities, usually ensuring duplication or gaps are minimised. We have some systems in place but there is the potential for increasing the use of technology to support our operations.Buy from us again We have documented processes that are followed in the main. Staff have clarity on their responsibilities, usually ensuring duplication or gaps are minimised. We have some systems in place but there is the potential for increasing the use of technology to support our operations.	We have few or no documented processes and staff work in different ways to get the job done. We manually complete a lot of tasks and there is sometimes confusion, overlap and mistakes. We have some meetings to look at managing the operations but these feel ineffective and seldom discuss or mitigate risks.Buy from us again We have few or no documented processes and staff work in different ways to get the job done. We manually complete a lot of tasks and there is sometimes confusion, overlap and mistakes. We have some meetings to look at managing the operations but these feel ineffective and seldom discuss or mitigate risks.

How well do you plan capacity around patient demand? *

We have excellent data on patient demand which we actively manage. We are in control of delivering required capacity against the bulk of the workload we can control (e.g. long term conditions) and have an annual plan to spread this demand across the year, with additional capacity provided for on the day appointment demand. We have a multi-disciplinary clinical team and actively manage our patient demand across the team.	We have some historical information on daily patient activity which we use to plan required capacity. This seems to be effective most of the time and most patients are seen close to when they need to be. In addition to the GPs, we have a few other clinical staff providing clinics and signpost patients to the appropriate clinician.	We have some historical information on daily patient activity which we use to plan required capacity however we are always turning patients away. We mainly provide capacity through GP clinics (either virtual or face to face).	We do not analyse or forecast demand or use activity to identify required clinic capacity.
We have excellent data on patient demand which we actively manage. We are in control of delivering required capacity against the bulk of the workload we can control (e.g. long term conditions) and have an annual plan to spread this demand across the year, with additional capacity provided for on the day appointment demand. We have a multi-disciplinary clinical team and actively manage our patient demand across the team.Buy from us again We have excellent data on patient demand which we actively manage. We are in control of delivering required capacity against the bulk of the workload we can control (e.g. long term conditions) and have an annual plan to spread this demand across the year, with additional capacity provided for on the day appointment demand. We have a multi-disciplinary clinical team and actively manage our patient demand across the team.	We have some historical information on daily patient activity which we use to plan required capacity. This seems to be effective most of the time and most patients are seen close to when they need to be. In addition to the GPs, we have a few other clinical staff providing clinics and signpost patients to the appropriate clinician.Buy from us again We have some historical information on daily patient activity which we use to plan required capacity. This seems to be effective most of the time and most patients are seen close to when they need to be. In addition to the GPs, we have a few other clinical staff providing clinics and signpost patients to the appropriate clinician.	We have some historical information on daily patient activity which we use to plan required capacity however we are always turning patients away. We mainly provide capacity through GP clinics (either virtual or face to face).Buy from us again We have some historical information on daily patient activity which we use to plan required capacity however we are always turning patients away. We mainly provide capacity through GP clinics (either virtual or face to face).	We do not analyse or forecast demand or use activity to identify required clinic capacity.Buy from us again We do not analyse or forecast demand or use activity to identify required clinic capacity.

How well do you think the practice manages its finances? *

We have a GP Partner responsible for financial performance. Performance is driven by the partnership and not our accountants. Financial forecasts are created and managed by senior leaders and we have KPI's relating to accuracy of key financial metrics. All projects are managed to budgets. We have clear accountability and regular (at least monthly) meetings to manage the financial performance of the practice, including forecasting, budgeting and cost control.	Our Practice Manager is responsible for managing the financial position of the practice, sharing the summary position with partners (who challenge and test the numbers) regularly at senior meetings (approx. monthly). We plan and forecast our financial position in-year and review our P&L at least monthly. We have processes and accountability to control costs and budgets.	We do monthly reconciliation of accounts and have some cost control processes in place but we do limited or no regular budgeting or forecasting. Financial position is on the agenda of a monthly meeting but we do not always get time to discuss at the right level of detail to ensure appropriate financial health of the practice.	Our accountants review our accounts annually but these are not often regularly reviewed internally during the year (quarterly or less).
We have a GP Partner responsible for financial performance. Performance is driven by the partnership and not our accountants. Financial forecasts are created and managed by senior leaders and we have KPI's relating to accuracy of key financial metrics. All projects are managed to budgets. We have clear accountability and regular (at least monthly) meetings to manage the financial performance of the practice, including forecasting, budgeting and cost control.Buy from us again We have a GP Partner responsible for financial performance. Performance is driven by the partnership and not our accountants. Financial forecasts are created and managed by senior leaders and we have KPI's relating to accuracy of key financial metrics. All projects are managed to budgets. We have clear accountability and regular (at least monthly) meetings to manage the financial performance of the practice, including forecasting, budgeting and cost control.	Our Practice Manager is responsible for managing the financial position of the practice, sharing the summary position with partners (who challenge and test the numbers) regularly at senior meetings (approx. monthly). We plan and forecast our financial position in-year and review our P&L at least monthly. We have processes and accountability to control costs and budgets.Buy from us again Our Practice Manager is responsible for managing the financial position of the practice, sharing the summary position with partners (who challenge and test the numbers) regularly at senior meetings (approx. monthly). We plan and forecast our financial position in-year and review our P&L at least monthly. We have processes and accountability to control costs and budgets.	We do monthly reconciliation of accounts and have some cost control processes in place but we do limited or no regular budgeting or forecasting. Financial position is on the agenda of a monthly meeting but we do not always get time to discuss at the right level of detail to ensure appropriate financial health of the practice.Buy from us again We do monthly reconciliation of accounts and have some cost control processes in place but we do limited or no regular budgeting or forecasting. Financial position is on the agenda of a monthly meeting but we do not always get time to discuss at the right level of detail to ensure appropriate financial health of the practice.	Our accountants review our accounts annually but these are not often regularly reviewed internally during the year (quarterly or less).Buy from us again Our accountants review our accounts annually but these are not often regularly reviewed internally during the year (quarterly or less).

How well do you think the partnership works with and integrates with external stakeholders? *

The links and relationships with key stakeholders are managed proactively and effectively. These relationships are prioritised, linking into the practice objectives. We map stakeholder relationships and are involved and influence the local health and social care landscape through effective external relationships.	We are active participants of our PCN and engage frequently with other local organisations to provide improved services to our patients.	We belong to a PCN and attend meetings whenever possible. We engage with the CCG, ICS/STP as required.
The links and relationships with key stakeholders are managed proactively and effectively. These relationships are prioritised, linking into the practice objectives. We map stakeholder relationships and are involved and influence the local health and social care landscape through effective external relationships.Buy from us again The links and relationships with key stakeholders are managed proactively and effectively. These relationships are prioritised, linking into the practice objectives. We map stakeholder relationships and are involved and influence the local health and social care landscape through effective external relationships.	We are active participants of our PCN and engage frequently with other local organisations to provide improved services to our patients.Buy from us again We are active participants of our PCN and engage frequently with other local organisations to provide improved services to our patients.	We belong to a PCN and attend meetings whenever possible. We engage with the CCG, ICS/STP as required.Buy from us again We belong to a PCN and attend meetings whenever possible. We engage with the CCG, ICS/STP as required.

How well has the practice designed and implemented new processes during the Covid-19 period? *

We run the practice proactively and were prepared for the impact covid-19 has had on the way we need to provide our services. We quickly implemented new roles to lead on the covid response (e.g. digesting and sharing daily NHSE guidance) and new process that have been documented and embedded leading to the smooth running of the practice despite the challenges.	We have implemented some new processes and practices at-pace - trouble shooting as we go. These do need work to fully embed going forwards, including documenting and training all staff. It has been challenging at times but on the whole we have coped well.	It has been a really challenging time. We have found it hard to react quickly to the changing needs of NHSE, our commissioners and our patients. We are getting there but still have a sense of being overwhelmed.
We run the practice proactively and were prepared for the impact covid-19 has had on the way we need to provide our services. We quickly implemented new roles to lead on the covid response (e.g. digesting and sharing daily NHSE guidance) and new process that have been documented and embedded leading to the smooth running of the practice despite the challenges.Buy from us again We run the practice proactively and were prepared for the impact covid-19 has had on the way we need to provide our services. We quickly implemented new roles to lead on the covid response (e.g. digesting and sharing daily NHSE guidance) and new process that have been documented and embedded leading to the smooth running of the practice despite the challenges.	We have implemented some new processes and practices at-pace - trouble shooting as we go. These do need work to fully embed going forwards, including documenting and training all staff. It has been challenging at times but on the whole we have coped well.Buy from us again We have implemented some new processes and practices at-pace - trouble shooting as we go. These do need work to fully embed going forwards, including documenting and training all staff. It has been challenging at times but on the whole we have coped well.	It has been a really challenging time. We have found it hard to react quickly to the changing needs of NHSE, our commissioners and our patients. We are getting there but still have a sense of being overwhelmed.Buy from us again It has been a really challenging time. We have found it hard to react quickly to the changing needs of NHSE, our commissioners and our patients. We are getting there but still have a sense of being overwhelmed.

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