Henley Green Medical Centre

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

We looked for evidence that the service met people’s needs, and that staff treated people equally and without discrimination.

People were involved in decisions about their 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 people received fair and equal care and treatment.

At our last assessment, we rated this key question as requires improvement due to issues with patient access to services. At this assessment, the rating has changed to good.

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 service made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

The practice had received a learning disability friendly badge from the Integrated Care Board (ICB) programme of accreditation. To achieve this status the practice had embedded individualised care planning for learning disability patients to support an improvement in their health outcomes.

The practice was also veteran friendly, and signposted veterans to services offered across the city.

The practice had a population of patients in temporary accommodation and worked with local partners to make sure these patients received care that was tailored to their needs.

The service understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. Despite the practice being located in an area with high levels of deprivation, the practice proactively worked with the community and partner agencies to provide excellent services for the people it serves.

The practice had tailored its services to meet the diverse needs of its community, for example, building relationships with community groups to promote the take up of screening programmes. The practice had a large patient population of people living in temporary accommodation who required additional support.

The practice provided a member of staff one day a week to work at the local food bank, which provided food parcels for local people in need. Many staff took part, including GPs and social prescribers. The practice used this as an opportunity to talk to residents to improve the uptake of child immunisations and covid vaccinations. This engagement helped staff to identify patients who were suitable for social prescribing.

In response to staff feedback, the practice identified that in winter months some patients, including children were attending for appointments without a suitable coat for the cold weather. The practice put up a rail in reception and started a ‘cosy coat rail’ of free donated coats that patients could take for free.

The practice took a proactive approach by actively seeking opportunities to engage with the local population. At the practice’s Saturday flu clinic, in October 2025, the practice offered pre-school injections for children. The practice also used this clinic as an open day where there were different stalls hosted by local groups. This included change, grow, live drug and alcohol service, talking therapies, diabetes eye screening, diabetes prevention and Myson hospice.

The service held monthly Saturday drop-in clinics for child and adult vaccinations, smears, long term condition reviews such as Chronic obstructive pulmonary disease (COPD), asthma and diabetes reviews. This was led by the nursing team.

To support engagement with the local community, the practice ran a Christmas card competition for patients for children aged 7 – 12 years. The practice sent out text messages to patients and placed a post on social media, to advertise the competition. There were 6 entries, and the winner received a prize. The winning design was made into a Christmas card that the practice used to send out to local partner agencies and businesses. The practice also ran a poster competition during the summer holidays for children aged 7 to12 years old to describe what healthy means to them. There were about 5 entries. The winner received a prize, and the poster was displayed in the practice on the television screen in reception.

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Patients were asked about any communication needs when they registered, and this was updated as and when necessary. Flags were added to patients’ individual records and the practice telephone system. This enabled reception staff to be aware of someone’s need before they answered the phone. Information was shared appropriately with other services, for example when they made a referral.

The practice had access to interpreter services, including British Sign Language (BSL). Patients also had access to BSL signers via video call or face to face. This could be arranged remotely without pre-booking, on the day. This improved access for patients in need of interpreters.

The practice had a comprehensive website with information for patients including booking appointments, test results, prescriptions and self-help leaflets. It was available in several languages of people who used the service. This ensured that people had access to information they needed.

Information to promote the take up of screening and immunisation programmes was available in a range of languages.

Staff sent a new baby card in the post to let the family know when the first post-natal appointment is. This was to provide a physical reminder for parents and carers of the first appointment date and time.

Staff told us that they often tailored information to meet the needs of individual. For example, reception staff often took time to go through information with patients when they needed clarification. Staff provided targeted communication and information around immunisations to ensure people had up to date information.

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. For example, in response to feedback from patients, the practice implemented additional pre-bookable appointments for Saturday clinics to carry out reviews, cervical screening and childhood immunisations to make it more accessible.

The service continuously improved based on feedback. In response to patient need, the practice became an enhanced access hub in June 2025 offering additional appointments outside of normal GP opening hours. This was part of an NHS funded scheme. The practice hosts the service 3 evenings a week which has given patients additional available appointments. This meant that the service was available locally for patients who found it difficult to travel to other city-based hubs, due to transport and financial constraints.

The practice had an active patient participation group (PPG). There were PPG coffee mornings twice a year to raise money for different charities. These events were advertised for patients and people in the community. There was a book stall where people could buy cheap books.

The practice had collected friends and family feedback which showed they had received over 7000 responses over 2 and a half years. 93% of patients said the service was very good or good, 3% said the service was either good nor bad and 4% said the service was poor or very poor. The service had reviewed individual comments to celebrate positive feedback with staff and to look for areas where there were opportunities for improvement.

We saw complaints were managed in line with the practice’s policy. There were 14 in the last 12 months. The practice manager was responsible for overseeing complaints. Learning from complaints was evident and staff were able to identify changes made as a result of patient feedback, including complaints.

The service made sure that people could access the care, support and treatment they needed when they needed it.

The practice reception was open for patients from 8am to 6.30pm. Patients could attend and make appointments and get information or advice during these times. Phone lines were open during this time, and calls were monitored consistently in relation to wait times. If the wait times audit highlighted patients were waiting longer at certain periods of times, then staffing capacity was adjusted to reduce the impact and improve access. Patients could access the service to suit their needs for example online, in person and by telephone.

In the most recent National GP Patient Survey 68.7% of respondents were positive about the overall experience of contacting their GP practice, which was in line with the expected result of 69.6%.

In response to an internal audit and feedback from the community the provider had identified changes to improve access to the service. Reception staff had completed additional training to help them identify the needs of vulnerable patients including those with Learning Disabilities (the practice is an approved learning disability friendly practice). Adjustments were made to make it easier for these patients to access the service. This included scheduling appointments at times where the practice was less busy. The practice also offered home visits for learning disability reviews.

The practice offered open appointments for childhood immunisation appointments, where parents could bring their child to the practice for their vaccinations anytime the practice is open for a sit and wait appointment. The practice found that parents were more responsive to this and vaccination uptake improved.

Treatment rooms were available on both floors of the service. The premises were fully wheelchair accessible with a ramp and automatic door at the entrance.

Staff and leaders were innovative in how they listened to information about people who are most likely to have inequality in experiences or outcomes.

Staff and leaders actively used this information to provide exceptionally tailored care, support and treatment in response to this. This included being part of the Safe Surgery Initiative. This meant people, such as those homeless, travellers and asylum seekers, could register at the practice with no identification or proof of address, no immigration status checks.

The practice population included around 170 patients that were placed in temporary accommodation, including asylum seekers and those fleeing domestic abuse. The practice worked collaboratively with local organisations to identify barriers that asylum seekers experienced in accessing health care.

The practice took a proactive and holistic approach to supporting patients in temporary accommodation. To combat health inequalities, upon registration the practice offered a health check for these patients with a high rate of uptake of 146 patients (85%). The health check covered patient concerns, mental health assessment, contraception advice, pregnancy testing and immunisations. The practice supported these patients with other matters such as jobs and writing letters for housing. When the practice sent out messages to book a child’s 6-week check, this was sent out in the patient’s family’s own language to encourage engagement with the immunisations programme. Health inequalities were reduced through this initiative, and asylum seekers were able to access care and treatment.

The service had a well women’s clinic and talking therapies service that attended on site 3 days a week. Talking therapies is a psychological treatment where you discuss your thoughts, feelings, and behaviours with a trained professional. The practice offered interpretation services which were especially important for the patient group as for many English was not their first language.

Feedback provided by people using the service, both to the provider as well as to CQC, was very positive. Staff treated people equally and without discrimination.

A social prescriber for the Primary Care Network (PCN) explained to us how they had developed a collaboration between the practice and the local community centre. They explained how this had strengthened links between primary care and community support and was beneficial for patients, particularly those experiencing social isolation or needing additional non-medical support.

Staff completed an audit of child immunisations to identify patterns of vaccine hesitancy and engagement with the immunisation programme. The findings indicated that some patient groups were less likely to participate. In response, the practice planned to provide tailored information and accessible materials to help raise awareness and encourage uptake.

Staff used appropriate systems to capture and review feedback from people using the service, including those who did not speak English or have access to the internet.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

The practice maintained a palliative care register and one of the GPs led on this. The register included details about the patient’s demographic, allocated GP, other services involved, specific needs and whether a Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) order was in place. All staff were made aware of the register. This was used alongside the palliative care policy.

The practice utilised the Saturday flu clinic as an opportunity for the Myton Hospice in Coventry to engage with patients about their available services.

The practice supported patients who had a bereavement, such as sending out bereavement cards, which included the contact number for the local bereavement helpline and a booklet with advice and support. These families were also included in the practice’s Christmas hamper scheme.