The Alexandra Palace and Park Board meeting scheduled for Thursday, 12th March 2026, was set to cover a range of operational and strategic matters for the Alexandra Park and Palace Charitable Trust (APPCT). Key discussions were anticipated to include the Chief Executive's report on progress, the financial budget for the upcoming year, and the adoption of a draft strategic plan. Additionally, updates on policy matters, specifically the Serious Incident Reporting Policy, were on the agenda.

Chief Executive's Report

The meeting was scheduled to receive a report from Emma Dagnes OBE, Chief Executive of Alexandra Park & Palace, summarising progress in the financial year 2025/26. The report aimed to inform the Trustee Board of the APPCT on delivery milestones, issues, and achievements aligned with the Trust's vision to Create a Sustainable Home for All That We Do. A significant point highlighted was the national recognition Alexandra Park and Palace received at Prime Minister's Questions on 11th February 2026, where Keir Starmer referred to it as an iconic British venue and a vital part of our nation's cultural life. The report detailed progress across several strategic goals:

• Provide Great Entertainment and Culture for All: This section was expected to cover the performance of the commercial and cultural programme, including concerts, theatre, sport, and exhibitions. Specific highlights mentioned were the Fred Again.. residency, the production of Sunny Afternoon The Kinks musical, and the return of the Fresh Art Fair. Leisure and ancillary offers, such as the Ice Rink and food and beverage outlets, were also to be discussed, alongside the successful launch of the Summit rooftop experience. Alexandra Palace's shortlisting for Venue of the Year at the Music Week Awards 2026 was also noted.
• Build Climate Change Resilience: Updates were anticipated on securing Listed Building Consent for secondary glazing at the former station building and a planning application for solar PV at the Boat House, aimed at improving thermal performance and energy resilience.
• Protect Our Heritage Assets: The report was to detail ongoing conservation-led masonry works in East Court, focusing on removing inappropriate historic cement repairs and replacing them with breathable materials.
• Safeguard Our Green Lung for London: This section was to cover park maintenance activities, including gritting, clearing debris, and graffiti removal. Safety work on trees, repairs to footpaths, and maintenance around the site were also to be discussed. The report was to include details of a project by Thames Water involving trial holes along the Lower Road, which would necessitate some tree work. The Alexandra Park Sports Club's intention to install a new sign was also to be mentioned.
• Protect Our Archives and Share Our Stories In Innovative Ways: Progress on archiving projects, including a survey of records in the SE Pavilion and an archive workshop led by Borough archivist Julie Melrose, was to be presented. Plans for the 90th anniversary of BBC television at the Palace, including temporary displays and a public engagement programme, were also to be outlined. Tours of the BBC wing for various groups, including media students from Baltimore, USA, and history students from UCL, were to be detailed. The report was also to mention APPCT's contribution to the centenary celebrations of John Logie Baird's first public demonstration of television.
• Inspire And Engage Our Communities: Updates were expected on the Young Creative Network's artistic development programme, the relaunch of Café Palais with creative and social activities for older residents, and the AP Sounds project focusing on engaging older residents in radio broadcasting. The Palace Uncovered project supporting secondary school pupils and regular volunteering opportunities were also to be covered. Baroness Louise Casey's visit to attend a partner event with the Alzheimer's Society was also to be noted.
• Strengthen Our Overall Resilience: This section was to cover the promotion of individual giving opportunities, the launch of the Ally Pally Supporters regular donors' programme, and the Ally Pally Patrons initiative. Engagement with funders ahead of the launch of a new Strategic Plan was also to be discussed. The report was to mention Alexandra Palace and Wood Green being announced as a Neighbourhood for the 2026 edition of the London Festival of Architecture. IT resilience improvements and cyber security enhancements were also to be detailed.
• Restore Derelict Spaces: Updates were to be provided on the Boating Lake Café project, including the installation of new awnings. The formal instruction of a Main Contractor for the new Panorama Room, a modern replacement structure with a second storey, was to be confirmed. The Security Room reconfiguration and the Creative Campus Project (Phase One North East Office Building) were also to be discussed.
• Establish new, Exciting Partnerships: The report was to detail ongoing strategic conversations with heritage organisations such as the National Trust, Society for the Protection of Ancient Buildings (SPAB), Cathedral Workshop Fellowship, and Historic England, focusing on embedding learning within the repair of the Palace and creating opportunities for apprenticeships and live learning environments.
• Create A Great Place to Work: This section was to cover the embedding of the People Strategy and Year 1 objectives, focusing on attracting, recruiting, engaging, developing, and retaining talent, underpinned by the Trust's values. The 2025 survey results, showing improved engagement and accreditation as Ones to Watch, were to be discussed.

The report concluded with a recommendation to note its contents.

Finance Report and Budget Approval

A report from Niki Cornwell, Finance Director, was scheduled to present the 2026/27 Budget for the Alexandra Park and Palace Charitable Trust (APPCT). The report highlighted significant challenges faced by the Trust, including economic uncertainty, rising operational costs, and labour market pressures. It noted the vulnerability to external shocks such as war, climate change, and evolving customer expectations.

The report outlined the Trust's Vision, Mission, Purpose, Goals, and Values, emphasizing adherence to its strategic framework. The 2026/27 Operational Business Plan objectives were also detailed, focusing on achieving financial targets, collaborative planning, enhancing standards, and embedding organisational strategies.

Key financial performance and budget considerations for 2026/27 were to be discussed, with a focus on achieving a sustainable budget position after years of operating at a deficit. The report indicated that the 2025/26 financial year was forecast to achieve a small surplus. The 2026/27 budget aimed for sustainability through increases in income, primarily from a restoration levy and gift aid from the trading company. The report detailed financial challenges, including business rates increases, general cost inflation impacting construction and wages, and impacts on profit margins of subsidiary companies.

Mitigation strategies were to be presented, including proposed increases to car park charges, increased fundraising targets, a review of insurance cover, and the impact of new leases and tenants such as the Summit attraction and the Boating Lake Café. Operational efficiencies, such as a traffic management review and cost reassignment, were also to be discussed. Strategic investments in people, technology, and repairs, restoration, and maintenance were to be highlighted.

The report included a detailed breakdown of the 2026/27 APPCT (Trust) Budget, outlining projected income from various sources, including Restoration Levy, Gift Aid, Grants, Car Parking, Leases, and Other Income. Expenditure categories such as Operations Costs, Salaries, Maintenance, Security, Insurance, and Utilities were also presented. The budget projected a surplus of £6,499 after loan repayments.

Assumptions underpinning the budget, including income growth from Restoration Levy and Gift Aid, were to be explained. Expenditure assumptions, such as increases in operating costs due to business rates and inflation, and salary increases to cover annual uplift and new critical roles, were also to be detailed.

The report also identified key risks, including potential income shortfalls, cost overruns, economic challenges, regulatory changes, and supplier/contractual dependencies. Mitigation strategies for these risks were to be discussed.

A specific section was dedicated to proposed car parking charges, recommending a 10% increase in hourly fees to £2.20, with a £5 per hour rate for paddock event parking after 17:30. The rationale behind the increase was to align with local car parks, ensure fair pricing, and disincentivise long-term parking. The report acknowledged the risk of negative stakeholder perception and outlined mitigation through effective communication highlighting the charitable purpose of APPCT and promoting public transport.

The meeting was asked to approve the APPCT (Trust) Unrestricted Budget for 2026/27 and the increase in car park charges.

Draft Strategic Plan

A report from Louise Johnson, Head of Strategic Planning and Projects, presented the Draft Strategic Plan for the APPCT. This 10-year plan aimed to articulate the charity's ambition and the step-change it could make in its impact. The primary audience for the plan was identified as key stakeholders and funders.

The background to the plan detailed a comprehensive process involving conversations with stakeholders, strategic mapping, market research, updating the Conservation Management Plan, and utilising data from consultations and surveys. Alex Homfray Cultural Destinations was brought on board to guide the process, drawing on experience from institutions like the National Theatre and the V&A.

The report outlined the feedback received from the Board at a previous meeting, including comments on the plan's title/positioning, a request for greater clarity on the future of the BBC Wing, and a need for clearer articulation of the first five years versus the second five years of the plan. Updates provided at a Trustee Strategy Day addressed these points, confirming the document as a Strategic Plan with implications for the whole organisation, including a tightened structure with six Strategic Objectives (SOs) and an outline timeline. The BBC heritage was to have a more prominent voice, particularly around the Creative Campus Objective.

The report indicated that once the final Strategic Plan was produced and designed, the APP team would work on a stakeholder communication and engagement plan. The report sought sign-off on the final draft version, with a recommendation to delegate authority to the Chief Executive and Chair to finalise and publish the plan.

Policy Updates: Serious Incident Reporting Policy

A report from Niki Cornwell, Finance Director, presented the Serious Incident Reporting (SIR) Policy (Version 1.2, March 2026) for Board consideration and endorsement. The policy outlines the requirements placed on APPCT, summarises the responsibilities of trustees and staff, and highlights governance measures to ensure compliance with Charity Commission guidance.

The policy defines a serious incident as an actual or alleged event posing significant risk of harm to beneficiaries, staff, volunteers, partners, or the public; loss or misuse of funds; damage to property; or reputational harm. Categories include safeguarding concerns, fraud, theft, cyber-crime, financial irregularities, major data breaches, criminal proceedings involving trustees or senior staff, governance failures, and incidents affecting partner organisations.

Staff responsibilities include reporting concerns internally, with incidents not covered elsewhere to be reported to the Finance Director/CEO within 24 hours. Escalation and Trustee Oversight procedures were detailed, including reporting to the Chair or Trustee Lead if the incident involves the Relevant Officer or Finance Director/CEO.

The policy outlines the process for reporting to the Charity Commission, with trustees retaining ultimate responsibility. Reports must include a factual account, impact assessment, actions taken, notification to external authorities, media considerations, and insurance implications. Follow-up actions, ongoing monitoring by the Charity Commission, and the policy's review cycle were also detailed. Risks associated with failure to identify or report serious incidents, reputational damage, regulatory action, and staff uncertainty were identified, along with corresponding mitigation strategies. The implications for governance, operations, legal/regulatory compliance, and reputation were also outlined. The report recommended approving the revised Serious Incident Reporting Policy, noting delegation arrangements, and noting plans for staff and trustee training.