How ICBs can use PR to build public confidence in healthcare integration

Integrated Care Boards (ICBs) are at the heart of the NHS’s transformation agenda. Designed to unite primary care, community services, hospitals, local authorities, and the voluntary sector, ICBs hold the responsibility of improving health outcomes across local populations. But while the concept of healthcare integration is vital for a sustainable NHS, public understanding of these changes remains limited and, in some cases, sceptical.

To succeed, ICBs must do more than restructure services: they need to build trust, demonstrate transparency, and communicate clearly with patients and communities. That’s where strategic Public Relations becomes an essential tool. PR is not simply about publicity; it is about creating narratives, shaping perception, and fostering engagement. For ICBs, effective PR can build public confidence in healthcare integration and ensure communities see the value in the changes being made.

Why public confidence matters in healthcare integration

Healthcare integration is about delivering joined-up care, reducing inequalities, and moving away from a fragmented system. Yet integration is complex, and without clear communication, it risks being misunderstood as cost-cutting or bureaucracy.

Public confidence matters because:

• Trust drives engagement. If patients trust the system, they are more likely to use new services, follow care pathways, and engage in preventative health programmes.

• Confidence supports political sustainability. A confident public is more likely to support the long-term reforms set out in the NHS 10-Year Plan.

• Transparency counters misinformation. With healthcare frequently under media scrutiny, ICBs must be proactive in controlling narratives rather than reacting to crises.

This is where PR professionals can play a transformative role.

The role of PR in ICB strategy

PR offers ICBs a framework to communicate change effectively. It does not replace clinical excellence, but it amplifies it through storytelling, messaging, and engagement. PR in healthcare integration should focus on:

1. Clarity of message – Explaining what integration means for patients in plain, relatable terms.

2. Stakeholder engagement – Building trust not only with patients but also with staff, GPs, community leaders, and local government.

3. Reputation management – Anticipating risks, addressing misinformation, and presenting integration as a positive step.

4. Community relations – Strengthening the link between healthcare institutions and the local communities they serve.

In short, PR helps ICBs move beyond internal restructuring to external understanding.

Five PR strategies ICBs can use to build confidence

1. Craft clear, patient-centered messaging

Healthcare integration can sound abstract to the public. Patients want to know how changes affect their care. PR strategies must translate policy jargon into human stories. For example:

• Instead of “delivering multi-disciplinary care pathways,” say “you’ll see fewer delays between your GP and hospital appointments.”

• Instead of “reducing system inefficiencies,” say “your care will be better connected, so you won’t have to repeat your story multiple times.”

Every communication should pass the test: does this make sense to the average patient?

2. Showcase local success stories

PR thrives on storytelling. ICBs should highlight examples where integration has improved care. For instance:

• A local scheme reducing hospital readmissions through community care follow-up.

• A partnership between GPs, social care, and mental health teams that improves patient outcomes.

Case studies like these give integration a human face. They make reforms tangible and relatable, demonstrating value to communities.

3. Engage proactively with media

ICBs will inevitably face scrutiny. Media outlets may question whether integration is about improving care or reducing costs. By developing proactive media relations strategies, ICBs can:

• Build relationships with local journalists.

• Provide regular updates on integration progress.

• Position leaders as trusted spokespeople who can articulate the benefits clearly.

Positive media coverage reinforces confidence, while proactive engagement prevents narratives being shaped by misinformation or opposition.

4. Invest in digital and social media engagement

Public confidence is shaped as much online as offline. ICBs must invest in digital PR strategies, including:

• Social media campaigns: Sharing accessible content - infographics, short videos, patient stories to explain integration.

• Websites and news hubs: Hosting clear, accessible updates on integration plans and outcomes.

• Two-way dialogue: Using platforms like Twitter/X, Facebook, or community forums to answer public questions and listen to concerns.

Digital engagement is not optional, it is central to building transparency and demonstrating accountability.

5. Build internal advocacy

PR is not just external. To build confidence, ICB staff and partner organisations must also become advocates for integration. This requires:

• Internal communications: Regular newsletters, webinars, and Q&A sessions with staff.

• Leadership visibility: ICB leaders should be seen and heard, both internally and externally.

• Unified messaging: All partners, GPs, Trusts, local authorities should speak with one consistent voice.

Internal alignment strengthens external credibility. If staff are confident, the public will be too.

Crisis management: preparing for the unexpected

No matter how well integration is planned, challenges will arise: delays, funding pressures, or high-profile service failures. Here, PR is a critical defense mechanism.

A crisis communication plan for ICBs should include:

• Prepared statements: Drafted in advance to address potential issues.

• Media training for leaders: Ensuring spokespeople can communicate calmly under pressure.

• Transparency protocols: Sharing information quickly and honestly to maintain trust.

Handled well, crises can become opportunities to demonstrate accountability and strengthen reputation. Handled poorly, they can erode public confidence for years.

The SEO perspective: why PR content matters

For ICBs, PR is not only about offline communication. Online visibility is crucial. Many patients first search Google before turning to their GP or local Trust website. SEO-driven PR strategies can ensure ICBs own the conversation.

SEO benefits of PR in healthcare:

• Keyword optimisation: Using terms like integrated care, healthcare integration, local NHS services, ensures content ranks high in search results.

• Authority building: Consistent blogs, press releases, and media coverage boost credibility in the digital space.

• Community engagement: Publishing accessible online content helps ICBs meet patients where they are, on search engines and social platforms.

By combining SEO with PR, ICBs can dominate local healthcare conversations online and ensure accurate, positive messaging reaches the public first.

Case for investment: why PR is not optional

Healthcare leaders often view PR as “nice to have.” For ICBs, it is essential. Without strong communication strategies:

• Patients misunderstand integration and distrust reforms.

• Media narratives focus on negatives rather than successes.

• Staff feel disconnected from the mission, undermining implementation.

Investing in PR is investing in confidence, clarity, and credibility. In a system under pressure, those are non-negotiable.

Conclusion: PR as a strategic asset for ICBs

Integrated Care Boards are tasked with one of the most ambitious reforms in the history of the NHS. But integration will only succeed if the public believes in it.

PR gives ICBs the tools to:

• Translate policy into patient-focused narratives.

• Showcase successes and build trust.

• Engage proactively with media and communities.

• Manage crises with transparency and confidence.

• Strengthen internal alignment and advocacy.

In a world where perception often shapes reality, PR is not peripheral — it is central to the mission of healthcare integration.

If ICBs want to build lasting public confidence, they must treat PR not as a communications afterthought, but as a strategic pillar of integration itself.

About the author

Michael O’Connor is a partner at Grey Sergeant, specialising in PR, communications, and engagement across the healthcare and non-profit sectors. Through his consultancy Grey Sergeant, he helps primary care networks, GP surgeries, and healthcare organisations define their brand, strengthen their reputation, and communicate with clarity. For more information, contact michael.oconnor@greysergeant.com