Decision Maker:

Outcome: Recommendations Approved (subject to call-in)

Is Key Decision?: No

Is Callable In?: Yes

Date of Decision: January 22, 2026

Purpose: The report to Cabinet set out an overview of, and recommendations for, the proposed in-principle operational models for 5A Broad Street, Green Campus, and the Clock House Museum and Café as part of the Thanet Regeneration Programme.

Content: Cabinet agreed the following:   1.  Agreement in principle that a third-party operator be appointed for 5A Broad Street in the framework of an Internal Repairing and Insuring lease based on full market rent with an incentive for delivering outputs - enabling the delivery of community and economic benefits, supporting local enterprise, and ensuring the long-term sustainability and activation of the asset. With officers initiating open marketing and engagement activities to secure an operator.   2.  Agreement in-principle that a third-party operator is sought for the Green Campus Blocks A and C. Block B is also marketed as part of the third-party operator opportunity. With officers initiating an open marketing and engagement activities to secure an operator;   3.  Agreement in-principle that the Clock House Museum will be managed and operated by the council for a defined period of time, ensuring continuity of service and safeguarding the asset, while allowing time to assess longer-term operational options and future opportunities for sustainable delivery;   4.  Agreement in-principle that the Clock House Café be leased to a third-party operator. All rental amounts from the Cafe lease will be held in a sinking fund to support the repairs and maintenance of the Clock House Museum.

Reasons for the decision: A decision was required on the in-principle operational approach for each asset to provide strategic direction and enable open engagement to progress. This is essential to ensure that the requirements of both third-party operators and council-managed services are embedded within the delivery programme timeframe; as well as ensuring that they are embedded within detailed design, specification and operational fit-out of the assets.   The decision ensures a seamless transition from project delivery to operation, any delay may result in there being a period with no tenant or operator in place, increasing the risk that assets remain vacant or under-utilised for a prolonged period and therefore fail to deliver the intended economic, social and regeneration outcomes from the grant funding investment post practical completion of each of the schemes. A delay may also include financial implications.   This is essential to ensure that the requirements of both third-party operators and council-managed services are embedded within the delivery programme timeframe; as well as ensuring that they are embedded within detailed design, specification and operational fit-out of the assets. This is to ensure a seamless transition from project delivery to operation.

Alternative options considered: Do nothing - the council would need to take on the management arrangements for each of the projects, including the need to hire staff and set up specific budgets for the management of the assets. In light of Local Government Reorganisation this was not being suggested. This option was not recommended.   Approve the Recommendations.   Change the in-principle approach on each of the projects - careful consideration has been given to the proposals within the report. Each project will have a final report to Cabinet for approval. This option was not recommended.