Minutes:
47 THE ALEXANDER CENTRE
The Chief Community Services Officer gave a verbal report on the Alexander Centre. He explained that SBC was very committed to the Alexander Centre as a community facility. Efforts were being made to make financial savings and to raise the centre's income. A business plan was being developed to increase the centre's business. The Chief Community Services Officer explained that fees and charges were competitive so as not to exclude potential users of the facility. He outlined the improvements that had been undertaken which included measures to improve the attractiveness of the building, including improvements to the toilets and heating and changes to the reception area. He explained that SBC were committed to improving disabled access to the first floor and this would increase the flexibility of use of the Alexander Centre. He stressed the need to make the Alexander Centre more attractive for users and that a planned programme of maintenance was being undertaken by the Council's Property Services Team. There would be a showcase event at the Alexander Centre on 10th October 2009 for users of the centre in the hope that more people would be attracted to it as a venue to hire. In response to questions, the Chief Community Services Officer confirmed that he would look into the loop system in the Gatefield Hall to ensure that it was working properly and stated there were no plans to put a permanent caterer in which could potentially have an adverse impact on bookings. In response to a question, he explained that a glass screen was still needed in the reception area as it was still dealing with some cash.
A Member questioned whether the report received was the one that had been expected with regard to the future of the Alexander Centre. He asked whether there continued to be discussions on its long term future.
The Chief Community Services Officer explained that SBC was committed to form a partnership with a third sector for management, with SBC retaining the freehold, and to increase flexibility of the centre. This could not be done until the Alexander Centre was more physically fit to transfer. He explained there was a working party, but no trustees; there had been a Heritage Lottery Bid, but this had failed which had meant that a trust had not been taken further.
A Member believed lottery funding would have fast tracked repairs to the Alexander Centre, instead these were being completed at a slower rate. The Swale Community Empowerment Network had networked across sectors and helped to enable the centre's assets to be seen by groups and individuals.
A Member raised concern with the lack of public information that was given out on Alexander Centre issues.
During consideration of this item, the Chairman left the meeting and the Vice-Chairman took the Chair.
In response to a question, the Chief Community Services Officer explained that over £100,000 had been spent on the Alexander Centre over the last 12 months. This was in addition to the normal reactive maintenance needs.
Some Members welcomed the public interest that had been generated with regard to the progress of the Alexander Centre and they considered this had helped to increase awareness.