EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.
Recent Searches
Ireland faces its first Public-Private Partnership (PPP) contract expiries—planning now protects public services, asset value, and long-term delivery outcomes.
In brief
Ireland is entering a critical phase as PPP contracts approach expiry, requiring early planning to protect public services and asset value.
Lessons from the UK show expiry readiness gaps—authorities must build teams, set strategy, and secure data to manage transitions effectively.
EY outlines 10 practical steps for contracting authorities to prepare for expiry, ensuring continuity, oversight, and long-term public benefit.
Ireland has delivered significant infrastructure through PPP, including broadband networks, roads, schools, courts and housing. Now, the State is about to experience the first wave of contract expiries through which it must ensure the continuity of vital public services and protect the value of critical public assets.
The Power of Partnership
PPPs have been part of Europe’s infrastructure story for more than 30 years, with early momentum coming from the UK and France. Ireland came later, with most of its PPPs reaching financial close in the early 2000s. Since then, the country has built a portfolio that spans transport, digital networks, education, health, justice, and social housing.
Government data shows 30 PPP projects are currently operational. These partnerships bring in private capital, offer budget predictability through whole-life-cost contracts, and encourage design choices that support long-term efficiency. They also move construction and operational risks away from the public purse, allowing the State to focus on delivering services. The planning and procurement stages matter, but the real test lies in how the project is managed over time, from the first phase through to asset hand-back.
Recognising the incentive ‘drift’
PPP contracts are built to channel the private sector’s focus on efficiency and returns into outcomes that serve the public. That alignment holds steady through most of the partnership, but as the contract nears expiry, priorities can start to diverge. The State looks to secure an asset that’s ready for long-term public use, while the private partner may lean toward cost-saving measures that reduce investment in upkeep. There’s also the question of future positioning—contractors may be thinking ahead to potential operating roles or asset acquisitions. These pressures tend to surface most clearly in the final phase, where the balance between commercial interest and public reliability becomes harder to maintain.
The upcoming wave of PPP expiry
A critical phase in Ireland’s PPP programme is now approaching with eleven major contracts set to expire in Ireland between 2027 and 2035. The expiry phase of contracts, including asset hand back and the transition to future services provision, presents additional risks including operational disruption, lack of service continuity, financial loss and reputational damage.
However, the expiry also provides opportunities. User needs, policy priorities and technology will have changed since the project was established. This presents an opportunity to develop a new vision and align asset use with the Authority’s future plan for service delivery.
The pro-active management of the expiry process is therefore of particular importance as Ireland approaches this first wave and we have the chance to learn from UK and French experiences.
Getting it right first-time: International Learnings
Across 2020 and 2021, the UK Infrastructure and Projects Authority (Now called NISTA, The National Infrastructure and Service Transformation Authority) undertook a review of 52 projects (70% of projects expiring before the end of 2027) to support public authorities in assessing their readiness for contract expiry. Findings from this review included:
60% do not have a robust programme for expiry and future service provision
65% did not have a sufficient team to manage expiry
70% believe asset conditions and contract drafting for expiry lacks clarity
75% are having insufficient discussions with the private sector on expiry
General findings also concluded that the public authority had limited understanding of assets and services, did not have access to core information and did not fully understand the contractor’s financial performance and drivers.
Turning Lessons into Long-Term Value – Top 10 Tips
EY has developed its Top 10 Tips for Contracting Authorities to ensure readiness for contract expiry:
1. Plan early: Services must be ready as the contract ends. A detailed execution plan helps guide delivery and oversight.
2. Appoint leadership: Assign a senior lead and set up clear governance. Oversight should sit above day-to-day contract management.
3. Build the team: Treat expiry as a standalone project. Bring in dedicated internal and external support, with procurement planned early.
4. Set the strategy: Review the asset’s future role and align expiry planning with long-term service needs and ownership goals.
5. Strengthen contract management: Build on existing practices to prepare for transition and ensure continuity.
6. Broaden relationships: Expand engagement beyond operations to include expiry planning and future service discussions.
7. Understand the asset: Clarify what’s included and prepare for potential tension around handback terms and asset condition.
8. Shape the commercial approach: Define objectives and prepare for negotiation, including how to manage disputes.
9. Get the data right: Agree on transfer requirements and build a single, reliable dataset to support decision-making.
10. Plan the budget: Forecast costs early and secure funding to avoid last-minute gaps or liabilities.
Instilling urgency to ensure success
Preparing for PPP expiry takes time and coordination. The transition point demands that follow-on services are ready to go as the existing ones wind down. Best practice suggests starting well in advance of the window for change. Early action gives leadership the space to meet obligations and protect long-term value.
If you're approaching that window, it's time to get moving.
In conclusion,
Preparing for PPP expiry protects service continuity, preserves public value, and gets the asset ready for what’s next. It takes early action, senior leadership, and a clear plan. Treat the transition as a formal project, backed by the right mix of commercial, technical, and legal expertise.
EY has deep experience across the PPP lifecycle—from procurement and disputes to refinancing and hand-back. The team sets up strong delivery foundations, aligns on goals, and stays close through execution. They help manage complexity, improve performance, and shape future services. When needed, EY taps into specialists across procurement, tax, valuations, and more to keep projects moving.
If you're approaching contract expiry or planning a new PPP, connect with EY Ireland.
Summary
Ireland is entering a pivotal phase as major PPP contracts near expiry. This transition demands early planning to protect public services and asset value. Drawing on lessons from the UK and France, authorities must treat expiry as a formal project by building teams, securing data, and aligning future service goals to ensure continuity and long-term public benefit.