Practice Name*

Does your practice have a clear agreed and documented vision (5+ years)?*

Do you think all partners are involved and in agreement with the vision for the practice?*

Yes - complete agreement and engagement from all partners in vision for the practice	Some agreement - most partners engaged in the development of the vision for the practice	Some agreement and led by a few partners	A vision for the practice is yet to be agreed	Not sure

What do you think should be the vision for the practice?*

Do you think the partnership clearly articulates its vision to all staff at the practice?*

What do you see as the 3 major challenges for your practice over the next 12-24 months? Please explain*

How confident are you that your practice can respond to or meet these challenges?*

What do you think are the 3 main priorities the practice should focus on over the next 12 months?*

As a partner, do you feel engaged in the key strategic decisions for the practice?*

If you think this could be improved, please share some suggestions

Do you have clear and agreed organisational values that guide the behaviours and hence culture of your practice?*

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 meetings	Yes we have agreed some values but they aren't really guiding the behaviours and decision making of all staff	No we don't have any agreed values but we have a positive culture at the practice	No we don't have any agreed values at the practice and this may be contributing to issues with our practice culture

Rank these descriptions of your view of the current purpose of the practice (each of the four statements need to be ranked from 4-highest to 1-lowest. Only use each number once across the four statements to provide a ranked order for the four statements)*

	4	3	2	1
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

Rank these descriptions of your view of the current purpose of the practice (each of the four statements need to be ranked from 4-highest to 1-lowest. Only use each number once across the four statements to provide a ranked order for the four statements)*

	4	3	2	1
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

Rank these descriptions of your view of the current purpose of the practice (each of the four statements need to be ranked from 4-highest to 1-lowest. Only use each number once across the four statements to provide a ranked order for the four statements)*

Regarding the layers of governance within your practice (from strategic to operational, clinical and day-to-day service delivery) how would you describe the focus of your partnership meetings?*

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 practice	The partnership meetings cover a mix of organisation direction, governance, practice performance, operational oversight and service delivery	The 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

How does the partnership approach historical performance and forward planning?*

Partnership governance combines both a review of historical performance and a look forward to the strategic direction, forecasting and planning ahead	Partnership 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

How do you oversee the performance of the practice as a partnership?*

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 resolve	We 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 knowledge	We rarely have access to or look at data/reports in partner meetings

How do you as a partnership team cover the full scope of the partnership responsibilities?*

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

How do you incorporate the agenda and expectations of the PCN in the plans and operations of the practice?

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 practice	The PCN plans and expectations are made clear to the practicebut they are not really linked or incorporated into our plans at practice level	The 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

How do you approach the annual planning of partnership meetings and governance?*

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 format	Other

If other, please explain*

The partner meeting agenda (select which option most closely matches your practice):*

Is fixed and covers clinical, strategic, financial and operational items with close to equal time spent discussing each area	Varies 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 period	The agenda and discussions predominantly focus on clinical aspects with much less time spent discussing strategic, financial or operational items	We have separate business and clinical meetings	We usually don't have an agenda for the partner meetings and issues are shared and discussed on an adhoc basis

The partner meeting agenda (select which option most closely matches your practice):*

Is developed, prepared and managed by the Practice Manager (or other admin member of staff) with partners making suggested additions as necessary	Is 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 necessary	Is developed, prepared and managed by a different partner on a rotation basis with other partners making suggested additions as necessary	I don't know who sets the agenda	We don't have an agenda set prior to the meeting

The partner meeting agenda (select which option most closely matches your practice): (copy)*

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 decision	We 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)

When do you have your partner meetings?*

In the evenings outside of sessional time	In the day during sessional time	Weekends

How often do you hold partner meetings?*

If you hold special partner meetings more infrequently, how often are they?*

Annually	Quarterly	Monthly

How long are your meetings planned for?*

More than 2 hours	2 hours	1.5 hours	1 hour

Who chairs the partner meeting?*

Always the same partner chairs the meetings	The chair rotates between partners	The practice manager (or other non-partner manager) chairs the partner meetings	Other

If other, please explain*

Do partner meetings run to time?*

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

Do you usually get through the agenda?*

We always get through the whole agenda within the time allocated for the meeting	We usually get through the agenda but sometimes have to overrun a bit	We seldom manage to get through the whole agenda but we cover the important things	We 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

If you seldom get through the agenda or often overrun, what do you think the issue could be?

How would you describe your partner meetings?*

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 decision	We 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)

How effective do you think the team of partners are in leading the practice (consider communication, governance, succession planning, performance, culture)?*

If you think the team of partners can improve leadership of the practice, what are the key areas you would like to see improve? (consider communication, governance, succession planning, performance, culture and any other factors)

How effective do you think the operations of the practice are in supporting the delivery of efficient and effective patient care?*

How would you like to see this improve?

As a team of partners, how well do you think you empower and motivate staff across the practice?*

Any comments regarding suggestions on how the partnership could improve the empowerment and motivation of all staff (if required)

As a team of partners, how well do you think you engage and communicate with the staff across the practice?*

Any comments regarding suggestions of how the partnership could improve the engagement and communication of all staff

Do you feel you have a good understanding of and access to information on how the practice is performing (clinically, financially, HR, etc)?*

Very well informed and able to manage (not just monitor) practice performance, including the ability to plan and forecast performance	Well informed, able to monitor performance, forecast and manage to some degree	Some information available on practice performance, retrospective and no forecasting	Little information shared or discussed, not used to drive practice performance forwards	No awareness of practice performance

How would you like to see this improve (if required)?

How well do you think the practice serves its patients?*

Very well	Quite well	Not well	Not at all well

How would you like to see this improve (if applicable)?

How well do you think the practice understands and responds to the needs of its patients?*

Very well	Quite well	Not well	Not at all well

How would you like to see this improve (if applicable)?

How well do you think the practice manages it's finances?*

How would you like this to improve (if applicable)? (E.g. How far do you consider using revenue beyond remuneration and estates maintenance for e.g. investment in community projects, staff incentivisation, outsourcing services, diversification of services offered, personal development beyond mandatory requirements?)

What positive outcomes have been achieved by the practice in the last 12 months that you are proud of?*

As a team of partners, what works really well (and why do you think that is)?*

As a team of partners, what do you think could be improved (and why do you think that is)?*

How well do you think your practice works with and integrates with external partners (e.g. other Partnerships/PCNs, Federation, CCG, Trusts, STP/ICS, community providers etc)?*

How would you like to see this improve?*

CAPTCHA

	4	3	2	1
To drive transformational change
To drive long-term change
To deliver incremental change
To deliver rapid change

	4	3	2	1
Freedom of thought and action
Collective wisdom, long-lasting partnerships, and relationships
Better processes and efficiency, routines
Acquire organisations, outsource selected processes

	4	3	2	1
Thoughtful experimentation, learning from mistakes
'Mentor' role as a super-practice
Conservative, cautious, logical problem solvers
Deliver results, make fast decisions, solve problems

Practice Diagnostic: Partner Questionnaire

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