PART ONE

FINANCIAL STRAIN & THE DECISION TO SELL

Q: Why is the organisation selling its building?

A: Maintaining our current facility has become financially unsustainable due to rising operational costs, reduced grant funding, and inflationary pressures within the arts and culture sector in particular and the voluntary and community sector in general. Selling the building frees the organisation from immense property debt and overheads, allowing us to redirect remaining funds toward our community and programmes rather than building upkeep.

Q: Did you explore other financial options first?

A: Yes. Before making this difficult decision, we explored multiple avenues including emergency funding, increased commercial activity, and restructuring our debt. Ultimately, divesting the building was the most responsible step to prevent total closure and guarantee our long-term survival.

Q: What fundraising efforts have been tried to keep the building going? Why haven't they worked?

A: Over the past five years, we have tried various ways to generate income; these range from public campaigns, marathon campaigns, applications to institutional funders in the UK and Africa, pitches to corporate entities and High Net Worth Individuals, all with limited success. While we have utilized a mix of internal staff, external fundraising consultants, and well-wishers, we acknowledge that the organization has not been able to invest sufficiently in developing and generating income, and this is one of the critical reasons we are taking the current steps to stabilize the organization.

Q: How come the building is so unsustainable less than 5 years after it opened? A: To help stakeholders understand the urgency, it's important to explain that the timing of construction coincided with COVID and rising costs, leading to a structural deficit that necessitated the sale and relocation to ensure the organization's future stability.

A: To include unfortunate timing of construction coinciding with COVID, the Ukraine cost of living crisis and resultant escalating costs, meaning that by the time we opened the building, we already had a substantial deficit. Moreover, our income generation efforts for the past 5 years have fallen short of projections, meaning that we have had a structural budgetary deficit year-on-year.

Governance & Management

Q: Is this situation not indicative of how poorly run the organisation has been?

A: The trustees and staff of The Africa Centre have worked tirelessly not just to complete the building but to develop a programme of activities that has captured the public imagination. Of course, lessons have been learned from this experience to ensure that there will be no recurrence of this situation in future.

It is to be noted, that The Africa Centre has not been on firm financial footing for any duration in its 62-year history. Our current situation is exacerbated by the fact that we do not have title sponsor or core-funding grant awards as The Centre had for most of its time at Covent Garden. The main issue that we have struggled with is developing a business model that generates adequate income to ensure our sustainability.

Q: Will The Africa Centre be changing its governance structure and personnel to facilitate the new organisation it is envisaging?

A: Yes. The board is being refreshed, with the assistance of community infrastructure development experts; a board audit has been conducted, and we will be recruiting to these positions in the very near future, i.e. wef August 2026. Moreover, the Chair of the Board of Trustees, Prof Oba Nsugbe SAN KC will be stepping down, and a search for his successor has commenced, which is being led by a recognised and experienced executive search agency.

The new Board once established will be leading on any subsequent organisational restructures that may be required.

Having led the review process that is culminating in these changes, the current CEO, Olu Alake, will be stepping down from his role in October 2026.

Q: What happened to the £10.5m raised from the proceeds of Covent Garden? How do we know that the proceeds from this building will be utilised any better?

The Africa Centre has always filed its accounts at Companies House and Charities Commission as required by law, and our accounts are a matter of public record. The sale of the King Street property (completed around [2012–2013]) has been used for three principal purposes, ensuring transparency about how proceeds are managed.

1. Maintaining the charity during its "homeless" period (2013–2022) when it no longer had a permanent venue and was running programmes from temporary locations.

2. Acquiring and developing the new Africa Centre at 66 Great Suffolk Street, including refurbishment, fit-out and related capital expenditure.

3. Covering recurring operating losses and restructuring costs over several years while rebuilding the organisation. Our expenditure has exceeded income for several years, reducing accumulated resources.

Q: Does this situation not vindicate the Save The Africa Campaign of 2012, which expressed no confidence in the board to use the proceeds from the sale of Covent Garden judiciously?

A: The Save The Africa Centre campaign did a tremendous job in holding the board at the time to account and generating publicity to keep the Centre at King Street.

The Board at the time having considered options, decided what it thought was in the best interests of the organisation. While the current financial distress of the organisation makes it understandable that such a conclusion of injudicious use of the sale proceeds is vindication, the current board is determined that all relevant lessons learned from then are not repeated. The proceeds from the sale of the current building will be utilised to provide a higher degree of financial assurance for the Africa Centre than it has ever had.

Strategy & Relevance

Q: Why should anyone still care about The Africa Centre?

A: The Africa Centre remains a strong cultural institution, uniquely positioned in the African Diaspora space and with a brand that remains very strong. These are all reflected in the strength of its program activity, both in-person and digital engagement, and the breadth and quality of its partnerships. Despite its financial situation, over the past three years, The Africa Centre has been responsible for a programme of exciting, engaging work with a broad cross-section of the African Diaspora from across sectors and on a wide range of issues and topics. In 2025, we welcomed over 20,000 people to the Centre. We organised or hosted over 100 events, collaborated with over 50 professional and community organisations and have engaged with over 20 High Commissions and Embassies, resulting in visits to the centre by Ambassadors, High Commissioners, visiting ministers, et al.

Our Young Africa Center has engaged with over 5,000 young Africans in and across the UK and through digital programs across the African continent and the Diaspora. We have established a network of global affiliate organizations from Argentina to Zambia that have been keen to explore collaborative efforts with us on various topics. We have established fantastic working relationships with universities that have resulted in impactful educational programmes in heritage, economics and finance, education, and the creative industries.

THIS is The Africa Centre that we are seeking to protect and build on - not a building, but an institution. Our choice comes down to: do we save the building or the organization? - we are choosing the organization.

RELOCATION & THE NEW PREMISES

Q: Where is the new building, and how big will it be?

A: We are immediately looking at moving into one of the Arches next door to the current main building. We already have a long (20-year) lease on this property and will repurpose it to accommodate many of our community events and activities, as well as our staff team. In the medium term, we will be consulting with the community and other relevant stakeholders to establish what will be a more appropriate property fit for our immediate and future needs.

Q: Will the new space have the same facilities for artists and events? A: The new space will be more intimate, meaning some of our large-scale programming or gallery layouts will need to adapt. However, it will still feature dedicated areas for community gatherings, workshops, and artist showcases. We will design the new space dynamically to accommodate the needs of our community.

COMMUNITY IMPACT & PROGRAMMING

Q: Will this move disrupt our community programmes and exhibitions?

A: There may be a brief transitional period where certain on-site activities are paused to facilitate the physical move. However, our digital and global initiatives will continue uninterrupted. We are committed to minimizing disruption and resuming our full schedule of events as quickly as possible.

We will also be developing more collaborative events with partners at other appropriate venues. We have tested this approach extensively over the past 3 years and held events and collaborated with relevant departments at places such as the London School of Economics, Jazz Cafe, University of the Arts London, King’s College London, SOAS University of London, et al.

Q: How will this affect the global African diaspora community you serve?

A: This decision is entirely about protecting our mission. By significantly reducing our facility expenses, we are reallocating our budget to focus more heavily on digital and right- sized physical programming. This means our reach and engagement can become more deeply global rather than restricted to a single physical location.

Q: What level of public consultation has there been on the decision to sell?

A: The organisation has made clear its need for urgent financial support for several years now and launched several public campaigns to generate income, both for immediate operational purposes as well as for longer-term sustainability. The decision to sell was taken after extensive consultations with various professional and community organisations and people who have pointed out the stark realities and harsh choices that are available to The Centre, and all concluded that our current business model is untenable.

These consultations provide us with an opportunity to consult with our stakeholders not just to justify current decisions but also to help shape the future of the organisation.

PRACTICAL & OPERATIONAL DETAILS

Q: When will the relocation take place?

A: We are managing a phased relocation. A detailed timeline regarding our final days at the old building, moving dates, and the opening of the new premises will be shared via our newsletter and www.africacentre.org.uk in the coming weeks.

Q: What will happen to the artwork and archives currently held in the building?

A: The safety and preservation of our archives and collections are our highest priorities. We have partnered with professional art handlers and secure storage facilities to carefully pack, move, and store our collection until the new premises are fully ready.

Q: How can I continue to support the organisation during this time?

A: The best way to support us is by engaging with our ongoing (digital and in-person) programmes, attending our events in the new space, and donating if you are able. You can also share our information, and if you work in a corporate environment, please ask whether they would be interested in sponsoring us or donating to our cause.

We will also appreciate offers of pro bono support, volunteering in one of the critical function areas, and engagement with our strategic business development and fundraising work. Community solidarity is vital during this transition, and we deeply appreciate your continued advocacy and participation.

PART TWO

General & the Move

Why is the organisation selling the building and moving now? Explain the financial strain clearly, including unsustainable property overheads, rising operational costs, reduced funding, and the need to protect the organisation’s long-term future.

When will the sale and move take place? Provide target dates or a phased timeline for the sale, move-out period, transition period, and opening of the new premises.

Where are you relocating? Share the new location, address, accessibility information, and expected move-in date once confirmed.

How will a smaller space affect the organisation’s mission? Reassure audiences that the organisation will continue serving the global African diaspora community through adapted programming, outreach, touring work, partnerships, and digital activity.

Audiences, Participants & Community

Will my tickets, bookings, or event registrations be affected? State whether upcoming performances, workshops, exhibitions, or community activities will continue, pause, relocate, or be rescheduled.

Will the new premises have the same accessibility features? Confirm the organisation’s commitment to accessible provision, including step-free access, wheelchair spaces, accessible toilets, assisted listening, or alternative arrangements.

Will community programmes and outreach classes continue? Explain whether programmes will move to the new premises, continue online, or be delivered through partner and satellite venues.

Staff, Artists & Tenants: Will employment, residencies, or contracts be affected? Address job security, contract changes, consultation processes, and timelines as transparently as possible.

How will the relocation affect studio, rehearsal, or desk space? Clarify whether space will be available in the new premises, how it will be allocated, and whether temporary alternatives will be provided.

Where can staff, artists, or tenants direct specific concerns? Provide a named contact, email address, phone number, or dedicated consultation channel.

Donors, Patrons & Partners

Will donations still support the same initiatives? Explain how funds will continue to support artists, communities, programming, education, archives, and long-term sustainability.

How will sponsorships, memberships, or partnerships be affected? Detail any changes to benefits, venue-based opportunities, recognition, or partnership delivery.

How can supporters help during the transition? Encourage continued attendance, donations, advocacy, volunteering, and engagement with digital and relocated programmes.