Skip to content
Qualitas Area

Practice Diagnostic: Partner Questionnaire

Yes - Very clear vision, documented and agreedYes - Quite clear vision but not sure its documentedNot clearNot sureWe have not yet agreed a vision

Yes - complete agreement and engagement from all partners in vision for the practiceSome agreement - most partners engaged in the development of the vision for the practiceSome agreement and led by a few partnersA vision for the practice is yet to be agreedNot sure

Yes - all staff clear on the vision for the practiceSome awareness, not consistentNot at allWe don't yet have an agreed vision to shareNot sure

Very confidentConfidentNot sureNot confidentNot at all confident

Strongly disagreeYes absolutelyYes to some extentNot reallyNot at all

Yes we have a short list of values that are clear to all staff and are embedded explicitly through e.g. recruitment, appraisals, 1-2-1s, team meetingsYes we have agreed some values but they aren't really guiding the behaviours and decision making of all staffNo we don't have any agreed values but we have a positive culture at the practiceNo we don't have any agreed values at the practice and this may be contributing to issues with our practice culture

4321
Do new things: create, innovate, envision the future
Do things together: build teams, people matter, human development
Do things right: eliminate errors, increase consistency and reliability
Do things fast: compete

4321
To drive transformational change
To drive long-term change
To deliver incremental change
To deliver rapid change

4321
Handle discontinuity, change, and risk, not afraid of uncertainty
Commitment, empowerment, cohesion, engagement, wary of conflict
Attention to details, careful decisions, precise analysis
Speed: results-right-now, getting things done, achieving goals

4321
Freedom of thought and action
Collective wisdom, long-lasting partnerships, and relationships
Better processes and efficiency, routines
Acquire organisations, outsource selected processes

4321
Thoughtful experimentation, learning from mistakes
'Mentor' role as a super-practice
Conservative, cautious, logical problem solvers
Deliver results, make fast decisions, solve problems

The partnership meetings focus predominantly on organisation direction, governance and practice performance. Operational oversight and service delivery is managed in separate meetings by others in the practiceThe partnership meetings cover a mix of organisation direction, governance, practice performance, operational oversight and service deliveryThe partnership meetings predominantly focus on the operational oversight and service delivery and we rarely spend much time on organisation direction setting, strategy, 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

The PCN plans and expectations are made clear to the practice through partner and practicemanager representation on the PCN board. We incorporate these requirements and funding into our planning at the practiceThe PCN plans and expectations are made clear to the practicebut they are not really linked or incorporated into our plans at practice levelThe PCN plans and expectations are not made very clear to us at practice level and have limited influence on what we do at practice level I am not aware of what the PCN plans and expectations are. We work quite separately from other practices in the PCN and the PCN has little influence on our practice

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

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 hour

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

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)

Very effectiveEffectiveOkNot effectiveNot at all effective

Very effectiveEffectiveOkNot effectiveNot at all effective

Very wellQuite wellNot sureNot wellNot at all well

Very wellQuite wellNot sureNot wellNot at all well

Very well informed and able to manage (not just monitor) practice performance, including the ability to plan and forecast performanceWell informed, able to monitor performance, forecast and manage to some degreeSome information available on practice performance, retrospective and no forecastingLittle information shared or discussed, not used to drive practice performance forwardsNo awareness of practice performance

Very wellQuite wellNot wellNot at all well

Very wellQuite wellNot wellNot at all well

Very wellQuite wellNot wellNot at all wellNot sure

Very well engaged and integratedQuite well engagedNot sureNot well engagedNot at all well engaged


Consent Form