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Pathway to Partnership Governance Questionnaire

Please select the answers that most closely reflect the current approach or situation in your partnership

Less than 3,0003,000 - 6,0006,000 - 9,0009,000 - 12,000More than 12,000

1-23-45-67-89 or more

The partnership focuses predominantly on the top 2 sections (organisation direction and governance and practice performance) and operational oversight and service delivery is managed in separate meetings by others in the practiceThe partnership covers a mix across the top four layers of the triangle (organisation direction and governance, practice performance, operational oversight and service delivery)The partnership predominantly focusses on the middle layers of the triangle (operational oversight and service delivery) and we rarely spend much time on organisation direction setting, governance and practice performance

Partnership governance combines both a review of historical performance and a look forward to the strategic direction, forecasting and planning aheadPartnership governance mainly focuses on the future: developing the strategic direction, forecasting and planning ahead (12+ months)Partnership governance mainly focuses on past performance and short term future planning

We have reports aligned to our practice objectives and targets which are reviewed at partner meetings allowing us to easily identify areas of concern and quickly determine actions to resolveWe have data on some aspects of practice performance but this does not cover the whole suite of partnership responsibilities and we sometimes have to rely on intuition/gut feel from our clinical knowledgeWe rarely have access to or look at data/reports in partner meetings

We split the partnership responsibilities (e.g. including Strategy; Financial Performance; Quality and Assurance; Operations etc) into different 'portfolios' and a partner leads on eachWe all equally cover the scope of partnership responsibilities as a team - we don't have particular roles or portfolios at the momentOne or two senior partners oversee/manage the scope of partnership responsibilities and any other partners have input at the partner meetingsThere are no formal partnership responsibilities, we allocate tasks on an ad hoc basis

We have a rolling 12 month plan of partnership meetings with expected focus for different meetings (e.g. quarterly reviews; strategic meetings etc)We meet regularly but don't have a 12 month plan with a different emphasis for different partner meetings, most meetings follow a similar formatOther

Is fixed and covers clinical, strategic, financial and operational items with close to equal time spent discussing each areaVaries from meeting to meeting and covers elements of clinical, strategic, financial and operational items with close to equal time spent discussing each area across a 12 month periodThe agenda and discussions predominantly focus on clinical aspects with much less time spent discussing strategic, financial or operational itemsWe have separate business and clinical meetingsWe usually don't have an agenda for the partner meetings and issues are shared and discussed on an adhoc basis

Is developed, prepared and managed by the Practice Manager (or other admin member of staff) with partners making suggested additions as necessaryIs developed, prepared and managed by the partner (this could be with admin support) who is also the meeting chair with partners making suggested additions as necessaryIs developed, prepared and managed by a different partner on a rotation basis with other partners making suggested additions as necessaryI don't know who sets the agendaWe don't have an agenda set prior to the meeting

We have summarised information (e.g. performance reports, business cases) shared with us ahead of the partnership meetings so we can come prepared with questions to move quickly to decision makingWe have lots of information shared with us ahead of the partnership meetings. It is sometimes too much to digest ahead of the meeting and doesn't really support the meeting to be effectiveWe seldom have information shared ahead of the partner meeting and look at what we need to during the meetingWe don't have access to information/reports so feel the meetings aren't as effective as we can't easily review practice performance or properly understand or appraise new initiatives/projects

Effective decision making forums where we have all the information we need and rarely do we push things onto the agenda for the next meeting for a decisionWe spend some time discussing agenda items and are sometimes missing the information/reports/data required to make decisions or to really have a good handle on all aspects of the practice (clinical and non-clinical)We struggle to get through the agenda. Clinical matters dominate and there is little time available to discuss other aspects (e.g. strategy, finances, health & safety, cyber security etc)

In the evenings outside of sessional timeIn the day during sessional timeWeekends

Less than once per monthMonthlyEvery 2 weeksOnce per weekMore than once per week

AnnuallyQuarterlyMonthly

More than 2 hours2 hours1.5 hours1 hourLess than 1 hourOther

Always the same partner chairs the meetingsThe chair rotates between partnersThe practice manager (or other non-partner manager) chairs the partner meetingsOther

Partner meetings always overrun by half an hour or morePartner meetings sometimes overrun but never by more than half an hourPartner meetings occasionally overrun, but only by less than half an hourPartner meetings occasionally overrun, but only by less than half an hourPartner meetings always run to time

We always get through the whole agenda within the time allocated for the meetingWe usually get through the agenda but sometimes have to overrun a bitWe seldom manage to get through the whole agenda but we cover the important thingsWe seldom manage to get through the whole agenda as it is usually diverted by external events (e.g. NHSE directive) or by partners changing the focus