Why PCNs are forming companies - and why PR will decide who wins the big contracts

Across England, Primary Care Networks (PCNs) are starting to think and act differently. With the government’s 10-year health plan setting out a vision of large-scale contracts that stretch beyond single practices, PCNs are realising they need to work at a new level.

The big question many are now asking is this: how can PCNs structure themselves to bid for, and win, these contracts? The answer for many is company formation. And while the legal setup is one piece of the puzzle, how these new companies are perceived by commissioners, Integrated Care Boards (ICBs), and local communities will be just as important. That’s where reputation, PR, and communications come in.

Why PCNs are looking at company formation

PCNs were originally designed to bring groups of GP practices together to serve populations of 30,000–50,000 people. Over the last few years, they’ve taken on more responsibility for extended access, community care, and prevention. But the 10-year health plan takes things a step further.

We’re now talking about neighbourhood-level health contracts that will go to organisations able to deliver joined-up services across primary care, social care, mental health, and prevention. These contracts will be big, both in financial terms and in scope.

For PCNs, forming a company gives them several advantages:

• A legal entity – A limited company can hold contracts in its own name, employ staff, and manage finances.

• Risk management – Incorporation limits liability and creates clearer accountability.

• Flexibility – A company structure allows PCNs to bring in other partners – from community providers to voluntary sector organisations, under one umbrella.

• Commercial credibility – Commissioners are more likely to award large contracts to entities that look and act like businesses.

Some PCNs are looking at Community Interest Companies (CICs) to emphasise their public service focus. Others prefer Companies Limited by Guarantee (CLGs) or even joint ventures with NHS Trusts or local authorities. The common thread is that incorporation provides a platform for PCNs to scale up.

The Challenges of Becoming a Company

Forming a company is the easy part. The Companies House paperwork takes an afternoon. The real challenge comes with building governance, leadership, and identity.

• Governance – Who sits on the board? How are decisions made? Practices that are used to working independently now need to align around a single structure.

• Culture – Moving from “a network of practices” to “a company with a shared mission” takes a mindset shift.

• Funding – Setting up requires initial investment in management, systems, and compliance.

• Identity – A PCN-turned-company must be more than a legal shell. It needs to stand out as a trusted healthcare provider.

And that’s where PR and communications come in.

Why reputation will decide who wins

Winning large-scale contracts isn’t just about ticking compliance boxes. Commissioners want confidence. They want to know the provider can deliver, will be trusted by local communities, and has the leadership to manage complexity.

In other words: reputation will be the deciding factor.

This is why a PCN company needs to think about communications right from day one:

• Branding – What does the company stand for? How is it different from “just a group of practices”?

• Messaging – Can you explain your value to commissioners, patients, and partners in clear, simple terms?

• Stakeholder engagement – Do your local council, voluntary sector, and ICB leaders see you as the natural partner?

• Public profile – When people search online, do they see a professional, trusted organisation – or nothing at all?

Commissioners don’t just read bids. They Google you. They check your website. They ask around. A strong reputation can make the difference between being shortlisted and being sidelined.

How PR and communications fit in

Here’s how PR and communications can support PCNs that want to form companies and win big contracts:

1. Creating a professional identity

From the name to the website to the way leaders talk about the company, identity matters. A strong, professional brand tells commissioners you’re ready for responsibility.

2. Building trust in the community

Public trust is vital. Patients need to know this new company isn’t a faceless corporate machine but a continuation of the local, accessible care they value. PR helps you show this.

3. Positioning for commissioners

ICBs want to see organisations that align with their goals: integration, prevention, and efficiency. Communications can frame your company as the natural vehicle to deliver their strategy.

4. Managing stakeholder relationships

PCN companies will need to partner with mental health trusts, social care providers, and charities. Good communication builds bridges and positions you as the coordinator.

5. Handling risk and crisis

With more responsibility comes more scrutiny. Having a PR strategy in place means you’re ready to manage issues before they damage your bid or reputation.

How Grey Sergeant can help

At Grey Sergeant, we specialise in healthcare PR and communications. We’ve worked with GPs, PCNs, Trusts, and ICBs. We understand the pressures of the NHS, the language of commissioners, and the importance of local reputation.

Here’s what we bring to the table for PCNs forming companies:

• Reputation building – We’ll position your company as a trusted healthcare leader.

• Stakeholder engagement – We’ll help you connect with ICBs, local councils, and voluntary partners.

• Brand development – From naming to website to messaging, we’ll create an identity that gives confidence.

• Bid support – We’ll shape the communications around your bids to reinforce your credibility.

• Crisis management – We’ll put plans in place so you can respond quickly and confidently if issues arise.

In short, we help PCN companies look professional, sound credible, and build the reputation that wins contracts.

The bottom line

The government’s 10-year health plan is clear: neighbourhood-level contracts will shape the future of healthcare. PCNs that want to play in that space need to step up. Forming a company is the structural step. Building a reputation is the strategic one.

The winners will be those who combine good governance with strong communications.

At Grey Sergeant, we believe that PR is no longer optional for PCNs. It’s the lever that turns a legal entity into a trusted partner - and turns a bid into a contract win.

If your PCN is considering forming a company, now is the time to think about reputation. Let’s start that conversation.

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