The GP Reputation Reset: Leading the NHS from the front

The NHS is at a pivotal juncture. With increasing demand, limited resources, and rising public expectations, the Department of Health and Social Care (DHSC) has launched a bold 10-Year Plan that aims to transform how healthcare is delivered across the UK. One of the most significant shifts in this plan is the reimagining of primary care, moving services out of large hospitals and into local communities via a new model built around Neighbourhood Health Centres and Integrated Neighbourhood Teams.

At the heart of this transformation are GPs. But while the structural changes are ambitious, they also bring into sharp focus an uncomfortable truth: public perception of general practice has been strained. Headlines about appointment delays, burnout, and closures have dominated the narrative. And while much of this stems from systemic issues beyond any individual GP’s control, the reputational damage is real.

This presents both a challenge and an opportunity. If general practice is to fulfil its role as the anchor of community-based healthcare, it must reclaim public trust, reposition its value, and reassert itself as the front line of the NHS. This is not just about delivering care, it’s about being seen to lead it. That’s where strategic PR and communications come in.

A new era of community-based care

The NHS 10-Year Plan’s vision is clear: to shift the centre of gravity from hospitals to communities. This includes:

• Expanding roles for primary care providers;

• Establishing Neighbourhood Health Centres serving populations of 30,000–50,000;

• Integrating social care, mental health, and voluntary services around the GP;

• Encouraging proactive, preventative health over reactive treatment.

This model requires GPs to be more than service providers, they must become coordinators, collaborators, and communicators. They must lead multi-disciplinary teams, build local networks, and engage actively with their patients outside the clinical setting.

But for the model to work, the public must believe in it. And that means they must believe in their GP!

The reputation gap, and why it matters

In recent years, general practice has become the scapegoat for wider health system failings. Whether it’s the frustration of trying to get an appointment, confusion over new digital triage systems, or a lack of understanding about the pressures GPs face, perception has shifted.

Research by the King’s Fund and Healthwatch consistently highlights a growing gap between the public’s expectations and their experience. While GPs still rank as one of the most trusted professions, that trust is fragile. Once taken for granted, the relationship between doctor and patient is now transactional, and in some cases, adversarial.

And yet, we know that strong primary care improves outcomes, reduces hospital admissions, and creates healthier communities. The irony is painful: the very professionals needed to deliver the future of healthcare are the ones whose reputation is most at risk.

It’s no longer enough to be a trusted leader, GPs must be seen to be one.

PR and communications as a strategic lever

This is where PR and communications become critical. Traditionally, many GP practices have underinvested in this area, relying on NHS-wide messaging or assuming that good clinical care speaks for itself.

But in the current environment, where public opinion is shaped in real-time by local Facebook groups, news headlines, and personal experience, active reputation management is not a luxury; it’s a necessity.

Here’s how GPs can use communications to strengthen their public position:

1. Control the narrative locally

Every GP practice exists within a distinct community. Local media, patient networks, schools, councils, and voluntary groups all shape how the practice is perceived. Strategic communications enable GPs to proactively tell their story — not just about what they do, but why it matters.

• Share stories about successful patient outcomes or innovative community health programmes.

• Invite local journalists to visit the practice.

• Publish regular newsletters or updates on how the practice is evolving under the NHS plan.

This helps shift the narrative from “under pressure” to “leading change”.

2. Humanise the practice

People trust people, not systems. One of the most powerful tools in communications is storytelling — putting a human face to the organisation.

• Introduce the team on your website and social media, showing their expertise and personality.

• Use patient case studies (with permission) to illustrate the impact of your care.

• Share behind-the-scenes content that reveals the effort involved in delivering care.

When patients understand the dedication and pressure behind every decision, empathy and trust grow.

3. Engage digitally — but meaningfully

A practice’s online presence is now its front door. Outdated websites, confusing booking systems, or silence on social media can all feed frustration. But beyond functionality, digital channels offer a space to engage, educate, and reassure.

• Regular posts about seasonal health topics, new services, or team updates foster connection.

• Facebook and Nextdoor groups can be used to share information and dispel myths.

• Feedback mechanisms (like short surveys or Q&A videos) show that you’re listening.

Communications must be clear, compassionate, and consistent. If you don’t tell your story online, someone else will, and it may not be flattering.

4. Build community partnerships

Neighbourhood Health Centres are not just GP surgeries, they’re part of a wider ecosystem. That means partnerships matter.

By aligning with local charities, schools, youth groups, and faith organisations, practices can amplify their community leadership. Joint health initiatives, awareness campaigns, or co-hosted events build visibility and goodwill.

These collaborations should be actively promoted through press releases, case studies, and local media outreach. Visibility builds trust, and trust builds loyalty.

5. Manage crises transparently

Whether it’s negative media coverage, a practice closure, or a major complaint, how a GP practice responds to a crisis is just as important as the event itself.

Proactive communications planning, clear escalation protocols, and having a crisis comms partner or consultant on standby can protect reputation when it matters most.

Transparency is key. People don’t expect perfection, but they do expect honesty, accountability, and a willingness to listen.

Repositioning GPs as the pillars of future healthcare

The NHS 10-Year Plan gives general practice a central role in the future of healthcare. But for the system to succeed, the public must buy into the new model. That requires more than structural reform, it demands a cultural shift in how GPs are perceived.

PR and communications are the bridge. They connect the vision of neighbourhood care with the lived reality of patients. They shape not just what people know, but how they feel about their local practice. And ultimately, they help turn trust into action, whether that’s attending a screening, supporting a health initiative, or simply showing up with understanding instead of frustration.

This is the moment for GPs to step into the spotlight. Not defensively, but confidently. Not to defend the status quo, but to lead the future.

Final thought

For decades, general practice has been the quiet cornerstone of the NHS. But in an age of transformation, silence is no longer an option. GPs must become visible, vocal leaders - not just in the clinic, but in the community.

Through smart, strategic PR and communications, GPs can rebuild trust, reposition their value, and reaffirm their place at the heart of the NHS.

At Grey Sergeant Communications, we support GP surgeries and federations in developing robust communication strategies that reflect their values, enhance visibility, and align with NHS priorities.

If your practice or federation is looking to increase its local influence and lead confidently within the neighbourhood model, we’d be delighted to support you.

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