Agenda item

This report provides information to the Statutory Advisory and Consultative Committees on planning and policy issues in relation to Alexandra Park and Palace. It also provides additional information on the events programme and a range of activities of the Charitable Trust.

Prior to the CEO’s report being introduced, the Head of Marketing and Communications, Martin Keane, presented an update to the SAC/CC on the brand refresh.

The Committee was informed that the branding of Alexandra Palace had been carefully considered, taking into account the views of the Board. The monogram, ‘AP’, was meant to be friendly and informal with the intention that it be used in a number of ways, such as in relation to various events hosted by Alexandra Palace on their posters and tickets.

With regard to the ‘Full Name Logo’, it was intended that this would be used on more formal occasions, such as in letters of a serious nature. Careful consideration had gone into deciding what the new typeface for the ‘Full Name Logo’ should be and Granby was selected as it evoked a historical link of the same typeface being used in the past by Alexandra Palace. The design of the ‘Full Name Logo’ also reinforced the identity of the Palace as being a long-standing leisure destination whilst refining the logo with Granby maintained its professional nature with the even spacing of the lettering. The use of the new typeface, Granby, was used during the Great Fete and the response from the public was positive. 

Following discussion, it was noted:

• There was not going to be a standalone logo for Alexandra Park. The logos represented both Alexandra Park and Palace and the design team felt it was crucial to have one unified brand.
• Whilst the majority of events took place within the Palace, it was widely understood by clients that the Palace was uniquely set within the Park and the two complemented one another.
• The colour palette included green, which could be used in connection with the Park.
• An issue with the previous font used in the logo was similar to other palaces, such as Blenheim Palace. It was important that the refresh changed this to show the Palace was different to the other palaces to ensure the public did not have the same expectations. 
• The Committee encouraged the brand refresh to incorporate the historical designs used by the Palace, such as the old coat of arms.

Following the presentation, the CEO, Louise Stewart, formally introduced the report and invited the SAC/CC to ask questions and/or make observations. The following was noted:

Consideration of charging for car parking at Alexandra Palace

• The Committee had been assured consideration would be given to the impact on those in surrounding areas.
• The Committee welcomed the potential charge if it were to raise income for the Palace and Park as long as it did not detract individuals from visiting.
• It was requested the parking bays along Alexandra Palace Way also be reviewed and scrapped as it was felt they detracted from the Park.
• The Committee suggested electric charging points should be included within the Palace’s car parks.
• Regarding the shuttle bus that was to be introduced between Alexandra Park Station and Tottenham Hotspur Stadium, the CEO informed discussions had been had with Tottenham regarding this. The Trust had not been consulted on the planning process behind the new shuttle bus route but had since discussed with Tottenham their concerns this could have for parking surrounding the Palace and its car parks. The Trust would monitor the number of cars on match days and if it became an issue, would raise this with Tottenham.
• The consultation would be comprehensive and the Trust would map different stakeholder groups, their patterns of usage and see how any introduction of charges for car parking might affect them. Season tickets would also be considered.
• Staff and volunteers were considered a key stakeholder group and it was not the intention for them to suffer financially because of car parking charges. If it was unavoidable that staff and volunteers had to pay , options such as reimbursement through expenses would be explored.
• The Trust would monitor the balance of usage to ensure appropriate levels of car parking spaces and other modes of transport, such as electric vehicles and bicycles.
• The Chair suggested that the more detail available in the consultation, the better individuals would be able to respond. The CEO informed that the Charity Commission would be looking to ensure the consultation represented stakeholders and beneficiaries.

Potential to introduce commercial dog walking licence scheme

• The scheme would be enforced in the same way it enforced fitness professional licences, through general observation and security on site. Existing licence holders were also useful at providing information on individuals not holding the proper licences for any commercial related activity.  
• Non-commercial dog walkers would not be affected as they were not making any financial gains.
• Regarding how many dogs a dog walker would be allowed to walk at any one time, the CEO confirmed this would be six.

Colour Framework

• The CEO noted there was no set colour plan for parts of the Palace or Park to be painted. The Colour Framework required all projects to consider the historic colour references in order to validate decision-making, and to ensure that there was careful consideration of the wider site context as well as the use of individual spaces, so as to create a clear identity for the Park and Palace.
• The CEO stated that the exterior of the roof over the Great Hall would be painted a grey sky colour, not the previous dominant blue. It was felt this would complement the skyline.
• The Committee praised the use of historical colours from the Victorian period in the Colour Framework.
• The Patrick Baty and Donald Insall reports were available to view on request.

Park update

• The Allotment Association offered to provide butterfly and caterpillar feeding plants to the Park. Action: Trust Secretary
• The CEO stated that a new Tree and Woodland Management Plan was being developed and a draft Plan was not yet ready to be circulated to members. It was noted Friends of the Park had been consulted. The CAAC suggested they might also be able to provide assistance if consulted.
• Following discussion with the woodland trust and other relevant organisations, the CEO informed there was a significant threat to the trees of the Park from diseases over the next 25 years. For that reason, it was imperative that the Trust had an effective strategic plan in place to do as much as possible to protect the tree count.
• The Trust had informed the Council of several incidents of households dumpling litter in the Park. This was expensive for the Trust to have to manage and it had written to properties suspected of dumping the litter requesting they cease immediately. If the matter continued, the Trust would notify the Council to escalate the matter. Building rubble had also been found dumped at the back of the Park, which had been addressed. (Post meeting note: The Trust noted fly-tipping was a criminal offence and should be reported to the Police as the Trust was not able to tackle such incidents as they occurred.)
• The Trust was anticipating there to be an increase in garden waste dumped in the Park as the cutting season approached.
• Concern was raised over the bridge by the Grove Car Park being used as a place for recreational drug taking and drinking by certain individuals and there was fear, whilst under the influence of drink and/or drugs, they might throw themselves off the bridge. The Trust was asked whether any fixture could be put in place to prevent such an incident occurring. The CEO informed the Trust would not be able to make any modifications to the bridge that would make any part of it inaccessible, as it did not own the bridge. (Post meeting note: The Trust noted any incidents of drug taking should be reported to the Police as this was a criminal offence. The Trust had contacted the owner of the bridge in 2018 and they had undertook to look at fencing options to prevent access and reduce anti-social behaviour. However, the Trust was not aware if the owner’s contractors had followed that up.)
• Regarding the Heartlands Development to be built, planting trees surrounding the development was suggested by the Committee to soften the landscape.

East Court and Theatre

• The CEO noted the positive feedback that the East Court and Theatre had received. There had been continued publicity surrounding the Theatre following its successful hosting of the BBC Proms with a number of future bookings made.
• The Deputy CEO, Emma Dagnes, thanked the members for encouraging their resident association members to visit the East Court and the positive atmosphere surrounding recent events held there.   

Creative Learning

• The CEO noted the continued success of the learning programme.
• The Alexandra Palace Children’s Book award was praised for bringing in a younger audience.
• Future funding of this programme at this level of delivery (which included Little Inventors and Speech Bubbles) was being reviewed as the funding was provided by the Heritage Lottery Fund which was due to run out in 2020.

Events and noise management

• Letters had been posted to local properties regarding potential noise from events due to a fault to the shutter door in the service area at the West Yard. The shutter door supported sound insulation of other doors and there was a slight risk that noise from upcoming concerts might be louder for local residents. A temporary solution had been put in place and a permanent solution was being sought but the Trust requested local residents to call the usual telephone number if noise became an issue. The affected streets were Dukes Avenue, The Avenue, Landsdowne Road, Grove Avenue, Springfield North View Road, Redston Road, and Park Avenue North (only those houses that back on to the park down to the junction with Redston).
• The Committee noted the increased traffic on the roads surrounding the Palace and Park on New Year’s Eve. There was concern such traffic could affect emergency response vehicles, specifically around Park Avenue North. The CEO assured the Committee the Trust worked closely with the Police and if they had any concerns, they would raise them and, on this occasion, they did not. The Deputy CEO advised that the matter would be brought to the attention of the Safety Advisory Group at its next meeting.

Post meeting update on Red Bull Event

Tenancy period will be from 07:00 hours on Thursday 4th July to 20: 00 on  Monday  8th July 2019.

Public Access Road closure from 10:00 hours on Friday 5th July until 05:00 hours on Monday  8th July 2019 . Note this is two hours earlier than in previous years.

Event Timings: Sunday 7th July from 12:00 – 18:00 Gates open from 10:30am

Governance

• The CEO noted the new Board members had been inducted and briefed on the key issues facing the Park and Palace. The Trust was now in a position to design the new governance model but due to the volume of work ahead, the Trust was not anticipating significant progress to be made within the next 12 months.

Resolved

1. To note the content of this report, and;

2. To provide advice and feedback to the Board for consideration on;

              i.        the information on car park charging;

            ii.        the proposal to implement a commercial dog walking licence scheme; and

           iii.        the draft Colour Framework.