The government has signalled the return of public-private partnerships (PPPs). This time they are informed by past lessons and designed to deliver real transformation.
The NHS’s new 10-Year Health Plan sets out a bold future for care in England. Alongside it, the Department of Health and Social Care (DHSC) and the National Infrastructure and Service Transformation Authority (NISTA) have launched a formal market engagement. The aim is to explore a new PPP model, focused on primary and community care infrastructure.
This is not LIFT 2.0. But the vision of long-term partnerships delivering community-based health facilities across England remains. The message is clear: the government sees private capital supporting long-term health outcomes, not just short-term builds. For NHS leaders, this is a rare and timely opportunity.
Why is this good news for health systems?
- It supports the “left shift”: Moving care closer to home has been discussed for years but rarely matched with investment. A new PPP model could change that by enabling more integrated health services that bring GPs, urgent care, diagnostics and mental health support into one place.
- It frees up public capital: Letting private capital fund community infrastructure could release public investment for acute settings. This is vital for tackling challenges such as RAAC remediation and backlog maintenance across Trusts.
- It supports integrated care: Integrated Care Systems (ICSs) and Accountable Care Organisations (ACOs) need flexible, shared facilities. That’s what this new model aims to provide. It could help bring together services across health and social care, improving care outcomes for people and organisational efficiency.
How can health organisations ready themselves for the new model?
With such opportunities available, the competition for funding will be high. So what should health organisations do now to put themselves in the best position?
- Build a clear picture of local needs: Start with the “why.” Where are the gaps in care? What facilities would meet them, and where should they be? Use population data and service insights to make the case, whether for diagnostic hubs, wellness centres or co-located urgent care.
- Create propositions that are truly investable: An investable case is more than a request for a building. Show how the asset will improve patient care, support staff, and help meet system goals. Link it to digital infrastructure, workforce planning and sustainability targets. Connect proposals to wider priorities such as active travel, regeneration or Healthy New Towns principles. Developers and investors now look for projects that deliver social value. Identify these priorities early to shape stronger, more compelling proposals.
- Understand the commercial options: Even before the PPP structure is finalised, consider how different models could affect delivery. How will risk be shared? Who will manage lifecycle costs? What will affordability look like over time? Early advice can help shape robust and flexible commercial strategies.
- Involve the right people: Truly transformative infrastructure needs input from clinicians. They understand the pressures on services and the opportunities of new approaches, from digitally enabled care to integrated community delivery. With support from healthcare planners, clinicians can help design infrastructure that enables new care models and better outcomes.
Why this matters now
A new PPP model could be a turning point for health systems. It offers a way to redesign community care, support integration, and free up public funding for urgent needs in acute care. But opportunity alone will not deliver results. It takes early planning, strong business cases, and a clear grasp of commercial options. With the right support, health organisations can move quickly and with confidence.
Article written by Adeeb Azam and Ronald McNeil, Directors at Currie & Brown.