Kenton Customer Service Centre
Key Contact: Eamonn Donnelly - Project Manager
Address: NNT LIFTCo, Equinox House, Silver Fox Way, Cobalt Business
Park, Newcastle upon Tyne, NE27 0QJ
Telephone: 0191 291 9414
Email: Eamonn.Donnelly@nntlift.co.uk
In a nutshell
The Kenton Centre opened in 2005 to serve the community of Kenton. It combines a wide range of services. It was the first time that the Primary Care Trust and City Council had worked in partnership to develop a facility. The new facility was funded using the public finance initiative and is owned by a combination of public and private sector shareholders under the government’s NHS LIFT (Local Improvements Finance Trust) programme.
The issues addressed
The Primary Care Trust was concerned that an old building which housed a GP Practice and limited primary care services were inappropriate. They needed new premises which could provide a wider range of primary health services to the community.
At the same time, Newcastle City Council wanted to replace an old library building next to the GP Practice and develop a new Customer Service Centre which would bring access to 90 Council Services to the community of Kenton.
The new facilities were seen as a major contribution to an area of the city which required regeneration.
The approach to the issues
The structure of the new partnership which is leading this process is based on a model developed by the Government and requires the formation of a local trust company involving public partners and a private sector strategic development partner. Other public sector partners can participate in this partnership and, in Newcastle, the city council has joined the company to extend its policy of providing services at a community level.
The centre brings together NHS Primary Care services, a GP practice, a Customer Services Centre, a library, Your Homes Newcastle offices and access to a wide range of City Council services.
Setting up the work
A company (LIFTCo ) was established following a tendering process. This resulted in a private sector partner being selected to become a shareholder and board member.
As this was the first building in Newcastle to be funded and built using this approach, the partners employed their own technical consultants to evaluate the costs. During subsequent phases LIFTCo has taken responsibility for preparing value for money reports on behalf of its public sector tenants.
LIFTCo acts as the landlord and manages all aspects of the new building, including financial administration.
Evidence of success
The new building was completed on budget and opened on time in two main phases. Key points include:
• It provides new primary care services and improved GP within the community.
• The Customer Service Centre has improved local access to 90 services in one location and the take up of services is increasing due to the improved access.
• The community has a new and improved library and meeting space.
• The new centre is seen as an investment in an area undergoing regeneration.
• The use of a LIFTCo will provide long term improvements to other premises in the area and work is underway on the next developments.
One great thing – A separate landlord
The use of a separate landlord to manage all aspects of building maintenance and administration has allowed the building users to focus on service delivery. They are involved in scheduled meetings at which issues can be raised but their staff do not have to directly manage utilities, security, cleaning or repairs. This arrangement forms part of the LIFTCo partner agreement and will extend to all future facilities built within the partnership agreement.
Lessons learnt
• Prepare for and manage the design and specification stage of the build.
• Remember that building users may over state their needs and that each additional square metre has a cost.
• If you have no project management experience – allow for the costs of employing a professional.
• If you are going to consult staff about the building – prepare them if they need training or support.
• Consider the extent of community involvement in the process of designing the building and manage their expectations within the budgetary limits.
• Be careful that toilets are not located in parts of the building which are difficult to manage or are out of sight of reception areas.
• Before you occupy the new building plan how it will be managed and administered.
