Snaith and Rawcliffe Medical Group

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

We looked for evidence that the service’s leadership, management and governance assured high-quality, person-centred care and promoted an open and fair culture. At our last assessment, we rated this key question as good. At this assessment, the rating remains the same.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The practice had a shared vision, strategy and culture. This was based on transparency, equity, equality, human rights, diversity, inclusion and engagement. Staff and leaders understood the challenges and the needs of people and their communities.

All staff had contributed to the development of the service’s vision and strategy, which was kept under review. The practice displayed its vision on all documentation, so it was seen throughout the practice. Leaders monitored and reviewed progress against the delivery of their strategy. The service was aware of local challenges which affected their service, such as the projected increase in the local population over the coming years and worked with partner agencies to address these challenges. The practice had also identified it had an ageing practice population; they already had well established systems in place to help alleviate any extra burden on resources this may bring. For example, the RSVP scheme worked effectively to bring in over 300 older, vulnerable or isolated patients in the previous 12 months for appointments which they otherwise would not have been able to attend or would have required a home visit.

Feedback we received from the PPG also highlighted how the practice worked with its patients. The PPG ran and maintained a stand within the main site and branch site for selling on books and jigsaws. The money raised from this was used to buy equipment for the practice. This included 24-hour blood pressure monitors and also a blood pressure monitor that patients could use within the practice.

Staff and leaders actively promoted equality and diversity and worked to identify the causes of any workforce inequalities. They demonstrated a positive and compassionate listening culture that focused on learning and development. All staff we spoke with told us they felt very supported by both the GP partners and the practice manager and felt able to raise concerns and suggestions for improvements. We saw examples of this throughout the practice, for example in the dispensary following feedback from staff a new procedure was brought in so that a review was carried out after 20 dispensing errors occurred. This highlighted that further shelving space was required between 2 items of medicine that were frequently dispensed as the review showed errors with the wrong medicine selected by dispensers. Since this change the number of errors had decreased.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The practice had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

All staff we spoke with were clear on their individual roles and responsibilities. The practice had a lead person for individual areas of responsibility; they also had a fallback person should the original person by on annual leave or unwell. This was constantly maintained and available for all staff to see.

Leaders proactively supported staff and regularly met with them to complete appraisals and performance reviews. The provider had established governance processes in relation to the quality statements we reviewed during this assessment, which were appropriate for their service.

Staff could access all required policies and procedures, which were kept up to date and reflected latest guidance. Leaders held regular meetings with staff, during which they discussed emerging risks and potential improvements to the service. Leaders clearly recorded any actions that arose from these meetings and shared these with staff. The practice also maintained an “action tracker” which was constantly reviewed after meetings to ensure any actions were followed up appropriately. Staff took confidentiality and information security seriously. Staff submitted data and notifications to external agencies as required.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.