Updated 18 December 2025
Priory Medical Centre, Warwick is an NHS GP practice, which delivers services to approximately 19,000 patients under a General Medical Services (GMS) contract with NHS England. The practice is located at Priory Road, Warwick, CV34 4NA, within the Coventry and Warwickshire Integrated Care System (ICS). The National General Practice profiles states that 86.4% of the patient population are White, 8.3% Asian, 0.9% Black, 2.9% Mixed and 1.4% classified as Other. Information published by the Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the ninth decile (9 of 10). The lower the decile, the more deprived the practice population is compared to others.
We carried out an announced comprehensive assessment of all 5 key questions (Safe, Effective, Caring, Responsive and Well-Led). This inspection was carried out following changes to the practice’s registration with the Care Quality Commission (CQC) which included a relocation to purpose built premises in August 2022. For this assessment we carried out an interview with the lead GP using video conferencing and reviewed documents submitted as evidence. We completed remote clinical searches of the practice’s patient record system and undertook an on-site visit of the practice which included speaking with patients and staff.
The service had a strong learning culture and people could raise concerns. Managers investigated incidents thoroughly. People were protected and kept safe. Staff understood and managed risks. The facilities and equipment met the needs of people, were clean and well-maintained and any risks mitigated. There were enough staff with the right skills, qualifications and experience. There was continual training and development of staff which was recognised as integral to achieving high-quality care. Staff managed medicines well and involved people in planning any changes.
There was a holistic approach to assessing, planning and delivering care and treatment to people who used services. Care was based on latest evidence and good practice. Staff worked with all agencies involved in people’s care for the best outcomes and smooth transitions when moving services. Staff made sure people understood their care and treatment to enable them to give informed consent. Staff supported people to live healthier lives through a targeted and proactive approach to health promotion and prevention of ill health, and every contact with people was used to do so.
The service treated people as individuals and were highly effective in how they made sure people’s care, support and treatment met people’s needs and preferences. People were treated with kindness and compassion, and staff protected their privacy and dignity. The service supported and enabled staff to deliver person-centred care.
Services were tailored to meet the needs of individual people and were delivered in a way to ensure flexibility, choice and continuity of care. The service provided information people could understand. People knew how to give feedback and were confident the service took it seriously and acted on it. The service was easy to access and worked to eliminate discrimination. People received fair and equal care and treatment. The service worked to reduce health and care inequalities through training and feedback. People were involved in planning their care and understood options around choosing to withdraw or not receive care.
The leadership, governance and culture were used to drive and improve the delivery of high-quality person-centred care. The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. There were high levels of staff satisfaction and high levels of constructive staff engagement. The service had clear responsibilities, roles, systems of accountability and good governance. They used these to drive and improve high-quality, sustainable care, treatment and support. The service had a strong focus on continuous learning, research innovation and improvement. The leadership had a shared purpose to motivate staff to succeed.