Agenda item

The Committee received an update on progress against the Trust's Strategic Plan and Vision to create a sustainable home for all activities. Strong delivery had continued across a range of strategic priorities, with notable achievements in cultural programming, heritage conservation, environmental sustainability, community engagement and organisational resilience.

Entertainment, Culture and Visitor Experience

Members noted that delivery of the commercial and cultural programme had remained strong, with a varied programme of concerts, theatre productions, exhibitions and corporate events. Successful events included Empire of the Sun, the Summer Season concerts, Kaleidoscope Festival and the Red Bull Soapbox Race, all of which attracted significant audiences and positive feedback.

The Theatre programme had continued to perform strongly, including a successful run of Malory Towers, which achieved over 90% ticket sales and received excellent reviews. Leisure attractions, including the Ice Rink, Boathouse and Summit Rooftop Experience, had continued to contribute to the visitor offer, although pedalo operations had been temporarily suspended due to low water levels in the lake.

The Committee noted preparations for forthcoming events, including the Fireworks and Drone Festival, festive programming and the relocation of the PDC World Darts Championship to the Great Hall from December 2026.

Climate Change Resilience

The Committee was advised that APP remained committed to achieving net zero carbon emissions by 2041. Progress had focused on energy efficiency measures due to funding constraints, with improvements to heating and lighting controls, monitoring systems and measures to reduce heat loss. These initiatives were expected to deliver significant reductions in energy consumption while improving visitor comfort and supporting future decarbonisation efforts. Longer-term plans for renewable energy generation and heat decarbonisation remained under development but were dependent on securing external funding.

Heritage Assets

Members noted the completion of a comprehensive drone survey of the Palace, which would support future maintenance planning and capital investment decisions. Progress had continued on the Great Hall Bridge project, while refurbishment works to the Ice Rink mezzanine toilets had been completed. The Joint Control Room/Security Room project was progressing through construction, and a major electrical shutdown had been successfully undertaken to support maintenance and strengthen business continuity arrangements. The EE infrastructure project was nearing completion, and the Great Hall "Toblerone" replacement project had been completed, including upgrades to emergency lighting and PAVA systems.

Park and Environmental Management

The Committee was informed that the Park team had undertaken preparatory works to support the summer events programme and had responded to challenging drought conditions by prioritising the watering of young trees.

Following a fire in the composting area, additional fire prevention measures had been implemented and the Park Fire Management Plan reviewed. Members noted the significant contribution made by volunteers and community groups across a range of environmental and conservation projects.

Alexandra Park had been awarded Green Flag status for 2026 for the nineteenth time, recognising the quality of the park and green space management.

Archives and Heritage Engagement

The archive digitisation project had continued, with more than 1,000 drawings and plans digitised and securely stored. Progress had been slower than anticipated due to enhanced cyber security requirements. Archive volunteers had continued to support preservation, cataloguing and public access to collections.

Community Engagement and Learning

Members noted ongoing preparations for the 90th anniversary of BBC television broadcasting from Alexandra Palace. Community engagement activities had continued throughout the summer, including programmes for older people, photography workshops, youth engagement initiatives and performances by students from the Performing Arts School.

Volunteer involvement remained strong, with support provided across heritage, environmental and community projects. Development of the Community Herb Garden had also progressed, enhancing opportunities for community participation and biodiversity.

Fundraising and Organisational Resilience

The Committee was advised that fundraising activity had continued to support delivery of the Strategic Plan. The Alexandra Park Wetlands crowdfunding campaign had exceeded its target, raising over £24,000 with support from more than 400 donors and additional match funding.

Restoration and Capital Projects

Progress had continued on the Creative Campus Phase 1 project and the Panorama Room Replacement Project, with planning and listed building consent applications being prepared. Both projects formed key elements of the Strategic Plan to bring underused spaces back into active use.

Partnerships and Skills Development

Members noted that discussions were progressing with education and heritage sector partners to establish heritage skills training at Alexandra Palace. A pilot lime plastering programme was being developed with a local college and heritage skills provider, with the aim of supporting future skills development and contributing to the long-term ambition of establishing Alexandra Palace as a Creative Campus and centre for heritage skills training.

Members sought assurance on the delivery and impact of the Strategic Plan. The Committee was advised that major events, including the Summer Season concerts, Kaleidoscope Festival and Red Bull Soapbox Race, had attracted significant audiences, generated income and enhanced Alexandra Palace's reputation as a leading cultural destination. In relation to restoration and capital projects, Members noted that the next key milestones for both the Creative Campus Phase 1 and Panorama Room Replacement projects were the completion of planning and listed building consent applications, with both schemes playing an important role in bringing underused spaces back into active use and supporting the long-term objectives of the Strategic Plan. The Committee was further advised that progress against the Strategic Plan continued to be measured through a range of performance indicators, including visitor numbers, event attendance, conservation outcomes, fundraising performance, environmental improvements, community participation, volunteer engagement and progress on major capital projects.

RESOLVED:

The Committee noted the contents of the report.