How to position your practice as a community health leader

General Practice in England is undergoing one of the most significant transformations in decades. With the NHS 10-Year Plan placing Primary Care at the centre of delivery, practices are expected to evolve beyond traditional patient consultations into hubs of community health and wellbeing. This shift demands more than clinical excellence; it requires leadership, reputation, and effective communications.

As Integrated Care Boards (ICBs) and Primary Care Networks (PCNs) shape local delivery, the practices that succeed will be those that position themselves as trusted community health leaders. For GPs and practice managers, this is both a challenge and an opportunity. Strong PR and communications can build reputation, strengthen engagement, and cement your practice as the first point of trust in your community.

Understanding the NHS 10-Year plan and the three shifts

The NHS 10-Year Plan is clear: healthcare must adapt to meet the changing needs of the population. At its heart are three fundamental shifts:

1. From hospital to community care - Care will increasingly move from acute hospitals into community settings. Primary Care practices are expected to become neighbourhood hubs, delivering more proactive, preventive services.

2. From treatment to prevention - The focus will shift towards helping people stay healthy, reducing pressure on hospitals and enabling communities to thrive.

3. From analogue to digital - Digital solutions, including online consultations, wearables, and data-driven insights, will become central to how services are delivered.

For GP practices, these shifts mean moving beyond a reactive model of healthcare and embracing a proactive, community-centred identity. Patients will look not just for treatment but for leadership, trust, and guidance. This is where communications and reputation matter.

Why positioning your practice as a community health leader matters

In the new NHS landscape, reputation is more than a “nice to have.” It’s the currency of influence and funding. Practices that build trust locally are more likely to:

• Attract patients’ confidence in new models of care, such as group consultations or digital appointments.

• Secure funding from ICBs and PCNs by demonstrating leadership in service delivery.

• Strengthen partnerships with local authorities, charities, schools, and voluntary groups.

• Enhance recruitment and retention, as clinicians increasingly want to work in respected, forward-looking practices.

In short, becoming a community health leader ensures your practice is at the forefront of the NHS reforms and trusted by patients and stakeholders alike.

Step 1: Define your practice’s value proposition

The first step in positioning your practice is clarity. What makes your practice different?

• Do you excel in preventive care, such as managing long-term conditions or lifestyle interventions?

• Are you pioneering digital consultations that reduce access barriers?

• Have you built strong links with schools, care homes, or community groups?

By defining your unique strengths, you create a clear value proposition that differentiates your practice from others. This becomes the foundation of your communications strategy.

Step 2: Build reputation through proactive PR

PR is not just for corporations. For GP practices, it is a vital tool to:

• Share success stories – Publish examples of how your practice has supported patients or improved outcomes.

• Engage with local media – Use local press and radio to highlight your role in community health initiatives.

• Leverage digital platforms – Ensure your website, Google Reviews, and social media reflect your practice’s strengths.

When patients see positive stories, they build confidence in your services. When ICBs and PCNs see a proactive, outward-facing practice, they see leadership.

Step 3: Strengthen community engagement

Becoming a community health leader means being visible and accessible beyond the consultation room. Consider:

• Hosting community health events, such as flu jab drives, wellbeing fairs, or prevention workshops.

• Partnering with local schools and charities to deliver education on nutrition, exercise, or mental health.

• Engaging with faith groups, sports clubs, and local businesses to widen your community reach.

These activities not only deliver on the NHS shift from treatment to prevention but also make your practice a trusted presence in everyday community life.

Step 4: Embrace digital leadership

The NHS 10-Year Plan’s shift from analogue to digital cannot be ignored. Patients increasingly expect seamless digital access to healthcare. Practices that lead here will stand out.

• Adopt telehealth and e-consults to provide convenience and reduce waiting times.

• Use patient portals and apps to improve self-management of long-term conditions.

• Harness data and AI to identify at-risk populations and deliver targeted interventions.

Promoting your digital leadership through clear communications positions your practice at the forefront of modern healthcare delivery.

Step 5: Showcase alignment with the NHS 10-Year Plan

ICBs and PCNs are tasked with delivering the ambitions of the NHS 10-Year Plan. Practices that demonstrate alignment will be seen as partners, not just providers.

Communicate how your practice:

• Delivers care in the community, reducing hospital pressures.

• Supports prevention, from screening to lifestyle interventions.

• Embraces digital innovation, improving access and efficiency.

By framing your activities in the language of the NHS strategy, you show commissioners and stakeholders that your practice is aligned, forward-thinking, and ready to lead.

Step 6: Manage reputation and crisis communications

Leadership also means resilience. Practices must be ready to protect their reputation in challenging times, whether facing workforce shortages, patient complaints, or negative media attention.

A proactive reputation management strategy ensures your practice communicates clearly, addresses concerns openly, and protects trust during crises. This is where professional PR support is invaluable, helping practices maintain credibility when under pressure.

Step 7: Measure and communicate impact

Finally, leadership is demonstrated through impact. Collect and share data that shows how your practice is improving outcomes. This could include:

• Reduced A&E attendances due to proactive management.

• Increased uptake of prevention programmes.

• Improved patient satisfaction scores.

Communicate these successes through annual reports, newsletters, and media stories. Show both patients and commissioners that your practice is not only delivering healthcare but driving measurable improvements.

Conclusion: The Future of General Practice is Leadership

The NHS 10-Year Plan is reshaping Primary Care. For GP practices, the opportunity is clear: to move from being service providers to becoming leaders of community health.

By defining your value, building reputation, engaging with communities, embracing digital, and aligning with national strategy, your practice can secure its place at the heart of healthcare transformation.

In this new era, patients will not just ask, “Can my GP treat me?” They will ask, “Can my GP lead our community towards better health?” The answer must be yes.

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