Updated 23 July 2025
Date of Assessment: 28 January 2026 to 03 February 2026
Harewood Medical Practice is a GP practice based in Catterick Garrison, North Yorkshire. It is part of Heartbeat Primary Care (a community interest company owned by 16 GP practices in Hambleton and Richmondshire) and delivers services to around 8,338 patients under a contract held with NHS England. Some of these patients are registered with the practice via the NHS Special Allocation Scheme. This scheme ensures that people who have been removed from a practice list for aggressive or violent behaviour can continue to receive appropriate care at an alternative location.
Harewood Medical Practice is currently located within Catterick Garrison Health Centre, a shared property owned and managed by NHS Property Services. There are plans in place however to relocate to the new ‘Catterick Integrated Care Centre’ (CICC) in June 2026. The CICC has been 15 years in planning and is a pioneering collaboration between the UK NHS and Ministry of Defence which will create a single, purpose-built facility to deliver joined-up health and care services for military personnel, veterans, their families, and the local civilian community in North Yorkshire. The centre aims to bring various services - like GP, mental health, diagnostics, rehabilitation, and social care - under one roof, thereby improving efficiency and access for the local population.
Harewood Medical Practice is currently registered with CQC to provide diagnostic and screening procedures, family planning, maternity and midwifery services, surgical procedures and treatment of disease, disorder, or injury. The practice was last assessed under a previous registration in August 2017 and was rated ‘Good’ overall.
At the time of this assessment, the clinical team at the practice consisted of 7 GPs (4 substantive, 2 locum and 1 agency); 1 Deputy Clinical Lead/Advanced Nurse Practitioner (ANP); 4 Practice Nurses; 1 ANP; 2 Health Care Assistants; and 2 clinical pharmacists. In addition, there were a range of administrative personnel to support everyday activities including a Practice Manager, Deputy Practice Manager and Systems and Data Lead. A new clinical lead had been recruited following the sudden departure of the previous lead in November 2025. They were due to start in March 2026.
The National General Practice Profile states that the ethnic make-up of Harewood’s patient population is 88.5% White, 6.1% Asian and 5.4% Black, Mixed Race or Other. This population includes many military families and veterans who the practice link into military welfare services and other local voluntary and community sector organisations.
Information published by 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 relative to others.
This assessment considered the demographics of the people using the practice, the context it was working within and how this impacted service delivery. Where relevant, further commentary is provided in the quality statements section of this report.
For GOOD:
The practice had a good learning culture. Staff and patients could raise concerns. Managers investigated incidents thoroughly. Patients were protected and kept safe. Staff understood and managed risks. The facilities and equipment met the needs of patients and staff and were clean and well-maintained. The practice had enough staff with the right skills, qualifications, and experience. Managers made sure staff received regular training and appraisals to maintain high-quality care. Staff generally managed medicines well and involved people in planning any changes.
For EFFECTIVE:
People were involved in assessments of their needs. Staff considered patients’ communication, personal and health needs when reviewing assessments. Care was generally 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. When a patient did not have capacity, staff involved people important to the patient to ensure that decisions were made in their best interests.
For CARING:
People were treated with kindness and compassion. Staff protected the dignity and privacy of patients. They treated patients as individuals and supported their preferences. People had choice in their care and treatment. The practice supported staff wellbeing.
For RESPONSIVE:
People were involved in decisions about their care. The practice provided information people could understand. Patients knew how to give feedback and were confident the practice took it seriously and acted on it. The practice was easy to access and worked to eliminate discrimination. Patients received fair and equal care and treatment. The practice 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.
For WELL-LED:
Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable, and supportive, helping staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. Staff understood their roles and responsibilities. Managers worked with the local community to deliver the best possible care and were receptive to innovative ideas. There was a culture of continuous improvement with staff given time and resources to try new ideas.