INVESTMENT AND DESIGN
what’s possible when healthcare trusts, regional authorities, and local councils work together. With aspirations to develop a £3 bn capital works programme, GNHA is not just building facilities, it’s building futures. Their alignment with the regional mayor and local
authorities creates a platform for coordinated investment, shared assets, and integrated service delivery. This is the kind of strategic partnership that can supercharge regional growth and placemaking. In order to replicate this success, we need scalable investment models. We must move beyond pilot projects and embrace systemic change. That means rethinking how we fund, design, and deliver healthcare estates.
One of AtkinsRéalis’ EDAROTH social housing projects in Lambeth, London, is an example of healthier housing.
More than 350 facilities have been delivered, primarily in areas of high deprivation and health need, generating significant economic impact by injecting £1.3 bn into SMEs, directing 80% of infrastructure spend to local businesses, and creating around 30,000 jobs. Beyond the numbers, LIFT facilities improved access to care, reduced hospital pressure, and enhanced workforce health. They also demonstrated the value of public-private partnerships (PPPs) in delivering high- quality infrastructure. A 2024 PWC report comparing PPP and non-PPP
Terry Stocks
Terry Stocks is director of Property and Healthcare lead UK&I at AtkinsRéalis. He is an accomplished senior executive with a track record in implementing new and innovative estate delivery and management practices that drive added value into an organisation. Terry joined
AtkinsRéalis more than ten years’ ago following a long and distinguished career working for central government; with the Ministry of Justice, the Department for Business and Innovation and Skills and also the Treasury, Infrastructure Projects Authority. In 2023 Terry was
awarded the MBE for his pioneering work as one of the UK’s leading experts for the implementation of Building Information Modelling (BIM).
health buildings found that non-PPP assets often suffer from maintenance backlogs, impacting service quality. PPP buildings, by contrast, include built-in maintenance and operational standards, ensuring consistent performance. When assessed on a like-for-like basis, LIFT facilities delivered value over their operational term. As the Department of Health and Social Care explores new PPP models for proposed health centres, these lessons must inform future contracts. Financial prudence is essential, but so is recognising the broader value of well- maintained, strategically located health infrastructure.
Unlocking private investment Everyone is aware that public sector budgets are under immense pressure, so in order to deliver the scale of transformation required, we must attract private investment into the sector. Healthcare estates offer a compelling proposition for investors – they are essential services with guaranteed demand, located in communities that need regeneration.
By creating a positive environment for private
development through clear planning frameworks, strategic site selection, and public realm improvements, we can de- risk projects and attract capital. CDCs and health centres draw people in, creating opportunities for allied services, retail, and housing. Alongside this, initiatives such as the Small Sites Aggregator, part of the Government’s Infrastructure Strategy and 1.5 million homes initiative, can support this approach. By aggregating small, underused plots, (as we have been doing through our social housing developer EDAROTH) we can create social and truly affordable housing, directly addressing inequality in housing and supporting workforce participation. When housing is aligned with healthcare, we build
stronger communities. When those communities are healthy, they are economically vibrant. So while the vision is clear and the political will is in place, collaboration is key to move forward at pace. The Great North Healthcare Alliance (GNHA) exemplifies
118 Health Estate Journal October 2025
Addressing barriers to progress There are significant barriers to progress, however, as local authorities since 2010 have faced cuts in central government funding, with services like social care and homelessness support consuming a disproportionate share of budget, leaving little room for proactive investment.
Housing options for vulnerable groups remain limited with a shortage of accessible, adaptable, and specialist housing for older adults and people with disabilities. Funding and governance structures are fragmented, making integrated service delivery difficult. Yet there are solutions. Frameworks like the High Impact Change Model encourage collaboration between housing, health, and care sectors. Devolution gives councils more control over taxation and spending, enabling more responsive investment, and public-private partnerships can de-risk projects and ensure long-term stewardship. We must also ensure that investment is evenly distributed. Too often, certain regions fall below national averages in health outcomes, infrastructure quality, and economic opportunity. Targeted investment in healthcare estates can help close these gaps.
A vision for the future The UK economy is under pressure but we are not powerless. By investing in healthcare estates, we can deliver better services, improve public health, and drive regional economic growth. This is not a novel concept. We have the data, the case studies, and the policy frameworks, what we need now is the will to act and the partnerships to make it happen. Healthcare trusts, local authorities, developers, and policymakers must come together. Public bodies must collaborate to target areas and share assets. Private developers must be incentivised to invest in community-focused projects, and policymakers must create frameworks that support sustainable, scalable regeneration. These developments can ignite the potential of an area – increasing footfall, unlocking business opportunities, and creating vibrant public spaces. The impact on regional Gross Value Added (GVA) and national GDP is significant, and should be factored into every business case. The 2025 Treasury Green Book review provides clearer governance for regional investment and we have examples that prove the model works. By learning the lessons from past PPP contracts and introducing the right expertise, the right partnerships, and the right vision, we can grow together. Let’s build healthcare estates that do more than treat
illness. Let’s build infrastructure that heals communities, powers economies, and secures a healthier, more prosperous future for all.
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