Agenda item

The report summarised progress during FY 2025/26 in alignment with the Trust’s vision to create a sustainable future for the Park and Palace. It outlined key achievements, delivery milestones, and challenges since the previous report, highlighting continued progress across all strategic priorities.

Members noted that Alexandra Park and Palace received national recognition at Prime Minister’s Questions on 11 February 2026. The Prime Minister highlighted the importance of the People’s Palace as an iconic cultural venue of national significance, following a question from the local MP. This was recognised as a significant moment for the Trust, reinforcing its charitable model whereby income from events directly funded the long-term care and preservation of the estate for public benefit.

It was noted that the organisation continued to operate as a major civic and cultural asset set within 196 acres of parkland. The site welcomed over 4 million visitors annually and generated substantial economic impact for London, including the local borough. This achievement was shared with staff, providing an opportunity to recognise their contribution and reinforce organisational pride and purpose.

Members noted that delivery across the commercial and cultural programme remained strong, with a varied and high-quality programme of concerts, theatre, exhibitions, and sporting events. High-profile residencies and performances contributed to strong audience engagement and national profile. Theatre programming continued to perform well through touring productions, residencies.

Key highlights included major performances in the Great Hall and successful productions in the Theatre, alongside the well-attended return of the Fresh Art Fair. Ancillary offers such as the Ice Rink, food and beverage outlets, and the recently opened Boating Lake Café contributed positively to the visitor experience and revenue generation.

The Summit rooftop experience launched successfully in February 2026, attracting strong demand and extensive media coverage. Alexandra Palace was also shortlisted as a finalist for Venue of the Year at the Music Week Awards 2026.

Progress was made in responding to climate challenges. Listed Building Consent was secured for secondary glazing improvements, supporting energy efficiency. A planning application for solar photovoltaic panels at the Boathouse was submitted, with projections indicating future energy generation to support resilience objectives.

Members noted that conservation-led repairs continued across the estate, including masonry works in East Court. These works addressed historic damage and adhered to best-practice conservation methods, ensuring the long-term sustainability of the heritage assets.

Routine maintenance and seasonal works were undertaken across the Park, including waste clearance, graffiti removal, and winter safety measures. Tree safety works were extensive, addressing issues caused by disease, pests, and weather-related stress. Repairs to infrastructure, including footpaths and drainage systems, were completed.

Volunteer involvement increased, supporting horticultural and conservation activity. External works, including Thames Water investigations and planned improvements to signage, were noted as contributing to overall site management.

Good progress was reported in archive management, including completion of a records survey and ongoing cataloguing work. Plans were developed to improve storage, accessibility, and compliance with retention standards.
Planning commenced for the 90th anniversary of BBC television at the Palace, involving partnerships with major cultural and academic institutions. Public engagement continued through exhibitions, tours, and workshops, providing access to heritage and learning opportunities for a wide range of audiences.

Community engagement activity remained strong. Youth programmes, including the Young Creative Network, supported skills development in creative industries. Initiatives for older residents, such as Café Palais and upcoming AP Sounds programming, promoted inclusion and wellbeing.
Educational programmes continued to support schools through curriculum-linked learning. Volunteering remained a key feature, with opportunities across multiple areas and additional training provided to volunteers.

Members noted continued progress in strengthening organisational resilience. A new donor campaign and regular giving programme were launched, alongside wider fundraising and stakeholder engagement activity in preparation for a new strategic plan. IT infrastructure improvements and cybersecurity measures were ongoing.

Progress continued on key capital projects, including the proposed redevelopment of the Panorama Room, which entered the design and pre-construction phase. Plans aimed to enhance capacity while respecting the historic fabric of the building.
Further developments included the Security Room reconfiguration and ongoing planning for the Creative Campus project. Smaller-scale improvements, such as enhancements to the Boating Lake Café, were completed.

Strategic discussions with heritage organisations progressed, focusing on embedding skills development and training into conservation activity. These initiatives aimed to support sector-wide skills preservation and create learning opportunities linked to restoration works.

The organisation continued to implement its People Strategy, focusing on recruitment, engagement, development, and retention. Staff engagement levels improved, as reflected in survey results and external recognition, including employer rankings. Feedback from staff was incorporated into ongoing workforce planning and development.

RESOLVED:

The contents of the report were noted.