Take our three minute survey to see just how well your medical business is doing against the benchmark.
For each statement below, rank your business on a scale of 1 to 5, where 1 is weak and 5 is strong.
| 1 | 2 | 3 | 4 | 5 |
| 1. | My practice has a documented clear vision. All clinicians and non medical staff understand and share a firm commitment to help achieve and deliver on the vision. | | | | | |
| 2. | My practice has clear core values, and we are recruiting, reviewing, rewarding and dismissing based on them. | | | | | |
| 3. | The core business in my practice is clear, and our clinical and administration procedures reflect that. | | | | | |
| 4. | What I want my practice to become and achieve in 3-5 years is clear and has been communicated to all clinicians and non clinical staff. | | | | | |
| 5. | The types of patients, clinicians and services that I want my practice to target are clear, and our marketing efforts are focused on it. | | | | | |
| 6. | My practise uses appropriate marketing tools/information to explain and emphasise how my practice is distinctive and a better option than other practices. | | | | | |
| 7. | My practice has proven procedures for delivering care for our patients. It has been written down, visually illustrated and all clinicians and non clinical staff are complying with our procedures. | | | | | |
| 8. | Every single employee in my practice shares core values and contributes to our culture. | | | | | |
| 9. | Our accountability chart (organisational chart of roles and responsibilities) is clear, complete, and constantly updated. | | | | | |
| 10. | All employees within the practice are doing the right job. | | | | | |
| 11. | Clinical and non clinical leaders in my practice are open and honest, and are working with a high level of trust. | | | | | |
| 12. | Everyone has time frames for targets to be met and is focused on them (three to seven priorities per quarter). | | | | | |
| 13. | Everyone is engaged in regular (at least monthly but mainly weekly) meetings. | | | | | |
| 14. | All meetings are scheduled to allow maximum participation, have consistent printed agenda, start on time and end on time. | | | | | |
| 15. | People who work in the same functional teams clearly identify, discuss, and solve key issues for the greater good and the long term. | | | | | |
| 16. | The procedures and policies in my practice are adequately documented, understood, and followed by all. | | | | | |
| 17. | My practice has a system for receiving regular patient satisfaction and employee/contractor feedback and is regularly collected and received. | | | | | |
| 18. | My practice has simple but effective procedures to keep track of weekly/monthly statistics and other important considerations that we measure to help us keep score of our progress and performance. | | | | | |
| 19. | Everyone working in the practice is able to guide themselves in their work via a meaningful summary of numbers. An example: Receptionist number = 2, "2 rings good, 5 rings bad". | | | | | |
| 20. | My practice has a budget and it is monitored regularly (e.g., monthly or quarterly). | | | | | |
