Scarborough Medical Group

On this page

• Overview
• Learning culture
• Safe systems, pathways and transitions
• Safeguarding
• Involving people to manage risks
• Safe environments
• Safe and effective staffing
• Infection prevention and control
• Medicines optimisation

We looked for evidence that staff protected people from avoidable harm and made sure care was delivered from environments that were clean and well maintained. At our last assessment, we rated this key question as good. At this assessment, the rating remains the same.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Learning culture during this assessment. The score for this quality statement is based on the previous rating for Safe.

We did not look at Safe systems, pathways and transitions during this assessment. The score for this quality statement is based on the previous rating for Safe.

We did not look at Safeguarding during this assessment. The score for this quality statement is based on the previous rating for Safe.

We did not look at Involving people to manage risks during this assessment. The score for this quality statement is based on the previous rating for Safe.

The practice detected and controlled potential risks in the care environment. They made sure equipment, facilities and technology supported the delivery of safe care.

Leaders used an external company to complete regular health and safety assessments on each of their premises to identify any risks. We found some required actions from risk assessments still needed to be completed. However, the provider put plans in place to resolve these as quickly as possible. Where any risks could not be fully removed, leaders were working to mitigate the risks and ensure patient safety.

The practice faced obstacles in maintaining their premises. However, leaders were proactively collaborating with partner organisations to try and resolve these and to ensure the long-term sustainability of the practice and the delivery of safe patient care.

The practice had a comprehensive business continuity risk assessment and action plan in place which detailed how the practice should continue to operate in the event of a disruption. This document linked to relevant practice policies and findings from all other risk assessments. It was regularly reviewed and updated accordingly.

A recent incident meant the disabled toilet at the Danes Dyke Surgery site was out of order on the day we visited the practice. However, leaders already had a plan in place to repair this facility as soon as possible.

The practice made sure there were always enough qualified, skilled and experienced staff. They employed a range of clinical and non-clinical roles. These included GPs, nurses, pharmacists and dispensers. Staff worked well together to provide safe care that met people’s individual needs.

Scarborough Medical Group participated in the advanced training of doctors (registrars) who wish to become GPs. Registrars and other clinical staff had twice-daily access to experienced GPs and clinical leaders to discuss their patient consultations and any concerns.

Clinical leaders had oversight of the decisions made by registrars. They completed regular audits of the work undertaken by registrars to ensure safe patient care and treatment.

During our assessment, leaders formalised the supervision arrangements for their non-medical prescribing (NMP) staff by introducing a regular audit of their work. NMPs are registered healthcare professionals (such as nurses and pharmacists) who have completed advanced training to legally prescribe medicines.

Leaders ensured staff received support, supervision, and strong development opportunities. They told us how they liked to ‘grow our own’ and develop staff internally to help them succeed in their goals and bring added value to patient care. We saw evidence that (just in the last 2 years) 18 members of staff had been given the opportunity to access specific training and / or development opportunities to further their careers.

The practice was also engaged in a programme of training days with modules to support and develop their middle managers and give them confidence in their roles.

Leaders ensured staff operated within their agreed areas of competence and that they were up to date with training which the practice had deemed mandatory. This included completion of training in learning disabilities and autism.

The practice followed safe recruitment procedures when employing staff (in line with national legislation). This included thorough identity checks, review of qualifications, obtaining of professional references and a criminal records check.

The practice had a dedicated nurse as the infection prevention and control (IPC) lead responsible for assessing and managing the risk of infection across both surgery sites. The lead conducted regular risk assessments and audits to ensure the practice complied with IPC standards. They took action where necessary to mitigate any identified risks.

The practice displayed IPC information for patients to try and prevent the spread of infection. Hand sanitiser points were available at many points throughout the premises (for both staff and patients).

Staff had completed relevant IPC training. The lead provided staff with IPC updates and any specific training when necessary. They completed spot checks to ensure all staff complied with best practice.

The practice had cleaning schedules available. The IPC lead demonstrated how these were monitored for completion to maintain oversight of cleaning arrangements.

During our onsite visit, the practice's premises and a sample of equipment reviewed was noted to be visibly clean.

We did not look at Medicines optimisation during this assessment. The score for this quality statement is based on the previous rating for Safe.