PFI, PPP, and the Asset Leadership Gap: It’s Time to Step Up

How many times have I heard it? "I won’t be here in 15 years."

It’s a common response when long-term planning comes up in PFI and PPP contracts. The mentality? If I won’t be here, why should I worry about what happens at the end?

But here’s the reality: we are in a position of development, whether we like it or not.

Many of these contracts were underdeveloped from the start—rushed, based on incomplete data, or built around assumptions that didn’t hold up in the real world. Now, as we enter the later stages of many PFI contracts, the cracks are showing.

We have a choice. Do we ignore the problems and pass them down the line, or do we lead the changes needed to fix them?

The Reality of PFI/PPP Estate Failures

Many PFI and PPP projects were designed to a budget, but that’s not the issue. The issue is that asset management and lifecycle planning were often an afterthought.

For example:

?? Fire Doors & Fire Stopping – It’s not that they were deliberately scaled back—but how many times have I seen architraves removed only to find no fire stopping at all? Or ceilings lifted to reveal gaps that have existed for decades? These weren’t mistakes; they were simply ignored.

?? Ventilation Systems – Designed out of contracts to save money, but nobody adapted to the new problem—sealed buildings with no natural air changes. A cost-saving measure that led to poor air quality and a future retrofit problem.

?? Asset Data Black Holes – Limited asset information at contract handover, meaning no one knew what was installed, what was missing, or what condition anything was in.

The result? A backlog of hidden problems waiting to be discovered. Some ignored for over a decade—until someone like me comes along.

Leading the Change—Because It’s Not Too Late

Here’s the truth: the sooner we start, the better the outcome.

What’s the alternative? Push it down the road? Hope someone else picks it up? That’s how we end up in crisis mode—firefighting problems that could have been solved years earlier with the right leadership.

So, where do we start?

1?? Move Beyond Reactive Planning

Instead of lurching from one urgent repair to the next, shift towards a 1-year, 5-year, and 25-year model for asset management.

?? 1-Year: Fix immediate compliance risks (fire stopping, ventilation gaps, critical failures).

?? 5-Year: Develop an asset lifecycle plan that forecasts major refurbishments and upgrades. ?? 25-Year: Set up a framework so future teams aren’t dealing with the same hidden problems.

The longer the horizon, the easier it is to breathe—both financially and operationally.

2?? Use Real Asset Data, Not Assumptions

Many contracts used BCIS cost models as a baseline for asset replacement—but if you’ve never physically checked the estate, those numbers are meaningless.

?? Taking BCIS to real assets allows for better forecasting—not just generic financial models, but actual data-backed predictions based on how the estate is performing.

?? Understanding the estate improves decision-making—because looking at real assets, rather than desk-based estimates, makes all the difference.

If you don’t know what’s failing, what’s missing, and what’s never been installed, then you aren’t planning—you’re gambling.

3?? Protect the Buildings, the Budgets, and the People Inside

It’s easy to forget that these aren’t just buildings—they are hospitals, schools, libraries, essential infrastructure for communities.

FM isn’t just about keeping the lights on—it’s about making sure those lights stay on for the next 20 years.

Good asset management isn’t glamorous. It’s not exciting. It’s detailed. It’s tedious. It’s methodical.

But it’s what keeps these estates viable.

Because when PFI contracts end, the question will be:

? Did we set the estate up for success?

? Did we manage the assets to ensure long-term functionality?

? Did we invest wisely so that the doors stay open, the budgets remain intact, and the community continues to benefit?

Champion the Change—Be the Voice of Asset Leadership

If you’re in PFI/PPP, FM, or asset management, then this is your moment.

It’s not about blame—it’s about taking responsibility for shaping the future.

You don’t need to solve everything overnight. But you do need to lead the conversation. Ask the right questions. Challenge the gaps. Push for change.

Because if we don’t champion these improvements, who will?

What are your thoughts? Have you seen these challenges first-hand? Let’s discuss. ??