PPP handback is coming: Key points for health estates leaders

3 June 2025

Across the UK, PPP contracts are coming to an end. And the health sector stands to be one of the most affected.

There are 162 hospitals under PPP contracts. In the next decade, 77 of these will expire.

There are also 350 Local Improvement Finance Trust (LIFT) buildings set to return to public ownership. These aren’t just bricks and mortar. They’re working healthcare facilities for frontline services. They can’t stop.

That’s why the handback process matters. It needs to be smooth. It needs to be certain. And the time to plan is now.

Earlier this month, we hosted a panel of industry experts at 150 Holborn to talk about what lies ahead. Here’s what we learned.

Start early. Earlier than you think

Mark O’Shea from the National Infrastructure and Service Transformation Authority (NISTA) put it simply: “Everyone needs to start now.”

The guidance suggests starting seven years before expiry. But beginning even earlier gives you more time to be clear on the strategy, prepare and act.

Right now, health estates teams should be reviewing risks, checking what data they have, setting up clear governance, and agreeing who does what. That clarity means better coordination and fewer surprises when expiry day arrives.

This isn’t business as usual

Handback is a big job. And it happens while the building is still running.

There’s a lot to sort out. You’ll need condition surveys, lifecycle plans, contract reviews and data audits. All of it takes time and specialist knowledge.

The reality is that many estates teams are already stretched. Embarking on handback on top of everything else can feel overwhelming. That’s why more organisations are now calling in expert support to help manage the load and keep things moving.

Fix the paperwork now

Healthcare buildings change over time. That’s natural.

But the documentation often doesn’t keep up. Rooms are repurposed. Services are reconfigured. Standards evolve. Over the years, what’s on paper can drift away from what’s on the ground. We have already seen examples of showers used as cupboards, or offices reconfigured to waiting rooms, but the paperwork has not kept up with these changes.

That becomes a problem when you reach the end of the contract. The private partner has to show the asset was run properly and in line with regulations. If the records are unclear or incomplete, the process stalls.

Now is the time to review your documentation and make sure compliance records are up to date. It is a contractual obligation. Putting it off could lead to hold-ups and capacity pressures down the line.

Don’t trust the dashboard. Trust the data

A digital dashboard can look impressive. But looks can be misleading.

What matters is the accuracy of the data underneath. If the numbers are wrong or incomplete, even the best-looking system will fail you.

Handback relies on strong data. If you’re unsure what’s missing, take a closer look now. Do a proper data audit. Make sure your records are clear, complete and ready for scrutiny.

We’re all doing this for the first time. And that’s okay

No one has been through this kind of handback process before. Not at this scale. Not with this complexity.

It’s new. It’s technical. It’s hard.

But you don’t need to do it alone. What came through strongly in our recent panel was that success depends on starting early, knowing your limits, and bringing in help when needed.

At Currie & Brown, we’ve supported clients through some of the most complex transitions in the built environment. If you’re preparing for handback and want to get ahead, we’re ready to help.

Thanks to Laura Coates, Partner, and Ana Bonnington, Legal Director at Clyde & Co. Also to Mark O’Shea, Assistant Director, PFI Centre of Excellence at NISTA for joining our panel.