The Alexandra Palace and Park Board meeting scheduled for 12 March 2026 was set to cover a range of operational and strategic matters concerning the park and palace. Key discussions were anticipated to include the Chief Executive's report on progress, the financial outlook and budget for the upcoming year, and the adoption of a new strategic plan for the organisation. Additionally, updates on policy matters, specifically the Serious Incident Reporting Policy, were on the agenda.

Chief Executive's Report

The report from the Chief Executive, Emma Dagnes OBE, was scheduled to provide an overview of the progress made during the financial year 2025/26, aligning with the Trust's vision to Create a Sustainable Home for All That We Do. The report highlighted national recognition for Alexandra Park and Palace at Prime Minister's Questions, referencing its importance as an iconic British venue. It detailed progress across several strategic goals:

• Provide Great Entertainment and Culture for All: This section was expected to cover the performance of concerts, theatre productions, and exhibitions, noting successes such as the Fred Again.. residency and the production of Sunny Afternoon. The report also mentioned the positive reception of the Ice Rink and the new Summit rooftop experience.
• 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.
• Protect Our Heritage Assets: The report was to detail ongoing conservation-led masonry works in East Court.
• Safeguard Our Green Lung for London: This section was to cover park maintenance activities, including tree safety work, footpath repairs, and ongoing projects by Thames Water. It also mentioned planned improvements by the Alexandra Park Sports Club.
• Protect Our Archives and Share Our Stories In Innovative Ways: Progress on cataloguing records, archive workshops, and planning for the 90th anniversary of BBC television at the Palace were to be discussed.
• Inspire And Engage Our Communities: Updates were expected on the Young Creative Network, the relaunch of Café Palais, the AP Sounds project, and the Palace Uncovered initiative for school pupils. Volunteer activities and a visit from Baroness Louise Casey were also to be mentioned.
• Strengthen Our Overall Resilience: The report was to cover the promotion of individual giving opportunities, the launch of the Ally Pally Supporters programme, engagement with funders, participation in the London Festival of Architecture, and ongoing IT and cyber security improvements.
• Restore Derelict Spaces: Information was to be provided on the Boating Lake Café project, the formal instruction of a Main Contractor for the new Panorama Room, and the progress of the Security Room reconfiguration and the Creative Campus Project.
• Establish new, Exciting Partnerships: Discussions were anticipated regarding strategic conversations with heritage organisations like the National Trust and Historic England, focusing on skills transfer and apprenticeships.
• Create A Great Place to Work: The report was to outline the embedding of the People Strategy and the results of the 2025 staff survey.

The report was to be noted by the Board.

Finance Report and 2026/27 Budget

The Finance Director, Niki Cornwell, presented a report seeking approval for 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 outlined the Trust's Vision, Mission, Purpose, Goals, and Values, and detailed the Operational Business Plan for 2026/27.

Key financial considerations included:

• Financial Challenges and Mitigation Strategies: The report detailed increases in business rates, general cost inflation affecting repairs and maintenance, and impacts on profit margins. Mitigation strategies included proposed increases to car park charges, enhanced fundraising targets, a review of insurance, and the opening of new attractions like the Summit and the Boating Lake Café. Operational efficiencies and strategic investments in people, technology, and maintenance were also noted.
• Restoration Levy: The report explained the role of the restoration levy in funding essential works and noted its increase from £2.25 to £2.50 in January 2026.
• 2026/27 APPCT Budget: A detailed breakdown of projected income and expenditure was provided. Total income was forecast at £6,254,726, with expenditure at £5,744,696, resulting in a projected surplus of £510,030 before loan repayments. The report noted that 70% of income is self-generated.
• Car Parking Charges: The report recommended an increase in car park charges by 10% to £2.20 per hour, with a £5 per hour rate for event parking in the paddocks after 17:30. The rationale included aligning with local car park rates and disincentivising long-term parking.

The report sought approval for the Unrestricted Budget for 2026/27 and the increase in car park charges.

Draft Strategic Plan

The Head of Strategic Planning and Projects, Louise Johnson, presented the draft Strategic Plan, a 10-year outlook for the Charity. The plan aims to articulate the Charity's ambition and its potential to increase its impact. The process involved extensive stakeholder engagement, strategic mapping, market research, and alignment with existing plans such as the Conservation Management Plan and the Clean Energy Masterplan.

Key aspects of the plan included:

• Guidance for the Decade: The plan is intended to guide the Trust through fundraising and delivery of conservation works and upgrades, aiming to strengthen operations, grow audiences, establish new partnerships, build financial sustainability, and deepen social and economic impact.
• Board Input: Feedback from previous Board meetings and a Trustee Strategy Day was incorporated, leading to a refined structure with six Strategic Objectives (SOs) and a clearer articulation of the BBC Wing's heritage.
• Stakeholder Communication: A plan for communicating the final Strategic Plan to various stakeholders, including residents' associations, interest groups, tenants, staff, and government departments, was outlined.

The report sought to note the principles of the Strategic Plan and delegate authority to the Chief Executive and Chair to finalise and publish the document.

Serious Incident Reporting Policy Update

The Finance Director, Niki Cornwell, presented an update to the Serious Incident Reporting (SIR) Policy (Version 1.2, March 2026) for Board consideration and endorsement. The policy outlines the requirements for APPCT to identify, escalate, and report serious incidents to the Charity Commission, as expected by their guidance.

The policy details:

• Definition of a Serious Incident: This includes events 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, major data breaches, governance failures, and incidents involving partner organisations.
• Staff Responsibilities: All staff, volunteers, and contractors are required to report concerns internally and not directly to the Charity Commission. The policy aligns with existing procedures for safeguarding, data protection, finance regulations, business continuity, and whistleblowing.
• Escalation and Trustee Oversight: Procedures for escalating incidents involving senior staff to the Chair or Trustee Lead were detailed, with trustees retaining ultimate responsibility for reporting to the Charity Commission.
• Reporting to the Charity Commission: The report outlines the information required for SIRs, including a factual account, impact assessment, actions taken, and notification to external authorities.
• Follow-up Actions: Post-reporting actions include preparing communications plans, conducting internal reviews, and implementing changes to strengthen controls.
• Policy Review Cycle: The policy is to be reviewed every two years or sooner if the Charity Commission updates its guidance.

The recommendations included approving the revised policy, noting delegation arrangements for operational submissions, and noting plans for staff and trustee training.