**Background:** Holistic healthcare precincts are emerging as a service model to address ageing populations, rising chronic disease prevalence, and the need for integrated, patient-centred care. In Australia, general practitioners (GPs) serve as the first point of access under the universal Medicare system, yet one in five adults globally who needed GP services did not receive care, with low-socioeconomic groups facing greater barriers. The World Health Organization advocates for universal affordable health coverage and integrated systems that address social determinants of health. The Morayfield Health Precinct (MHP) in North Brisbane, Queensland, was developed as a privately funded, integrated primary care model to meet these challenges in a low-socioeconomic region with poor health outcomes.
**Methods:** This is a descriptive case study of the MHP, selected for its unique elements: rapid expansion and large patient base (>200,000), private funding with no government support, focus on primary multidisciplinary care (not hospital-based), location in a low-socioeconomic area with low private health insurance uptake, and a sustainable, adaptive model based on engagement. Supplementary information included governance committee minutes. Limitations include reliance on retrospective information available to the authors.
**Key Results:** The MHP was purpose-built based on a comprehensive community needs analysis and asset mapping, identifying high prevalence of chronic disease, multimorbidity, disability, homelessness, and households in the lowest two quintiles of disadvantage. The initial facility was 15,000 sqm, retrofitted from a former Bunnings building to reduce environmental impact. Sustainability features include 404 kW solar generation, rainwater recycling, electric vehicle charging, and active transport facilities. The anchor tenants are GPs providing multidimensional care, supported by a range of specialists, allied health, pharmacy, and community services organized into clusters (mental health, musculoskeletal, skin cancer, paediatrics/mums and bubs, chronic disease management). During COVID-19, MHP established the first respiratory clinic in Queensland (March 2020–February 2023, over 157,000 appointments) and a mass vaccination clinic with capacity for 7,000 patients per week. The MHP uses an adaptation of the WHO Integrated Person-Centred Care (WHO-IPCC) framework with added sustainability measures, supported by an overarching strategic plan, governance structure, and tenant investment. Novel features include shared clinical services (e.g., pharmacy with multiple treatment rooms for immunisations), embedded chiropractic care within primary care, a 38-bed Minor Accident and Illness Centre (MAIC) accredited to NZCUC, and MedTech such as AI for mole mapping, sound detection for respiratory diagnosis, and a robotic pharmacy dispensary. A health incubator supports small tenants (e.g., atWork Australia, Peach Tree) that may grow and relocate locally while remaining in referral networks. Tenant investment of AUD 90,000 in seed research grant funding supports internal research capacity.
**Clinical Implications:** The MHP model demonstrates that privately funded, integrated primary care precincts can successfully serve low-socioeconomic populations with complex needs. Key success factors include pre-planning based on community needs assessment, anchor GP tenants ensuring primary care access, multidisciplinary team-based care with shared governance, and sustainability as a core strategic pillar. The model showed pandemic resilience through physical design (separate air exchange system), collective tenant infection control measures, and rapid establishment of respiratory and vaccination clinics. The co-location of services reduces travel burden, supports continuity of care, and enables novel shared-service arrangements. The adapted WHO-IPCC framework with added financial sustainability measures provides a replicable structure for other communities. Further evaluation is needed to measure societal impact and patient health outcomes, including the interaction between clinical leadership and academic partnerships.