National Trust of Australia (Queensland) Limited STRATEGIC PLAN

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1 STRATEGIC PLAN

2 Our History The National Trust began in England in the 1890s as a charity to preserve lands and places of beauty and historic interest, which were being threatened by the spread of industrialisation. The Trust gained further prominence during the social upheavals following the First World War as it strove to save the UK s grand houses and estates. The Trust is now one of the largest landholders in Britain. The success of the Trust also saw it spread as a movement to other countries, particularly those of the Commonwealth. The first National Trust in Australia was established in NSW in The National Trust of Queensland (NTQ) was established in Incorporated by state legislation, its purpose included the preservation, maintenance, protection and augmentation of lands, buildings and chattels for the public s benefit, access and enjoyment. The first NTQ President was WR Moon, former Vice- Mayor of Brisbane. NTQ soon acquired heritage properties to fulfil its mission. Its first was historic Wolston House at Wacol, deeded to NTQ by the Queensland Government in In 1966, seven acres of WR Moon s property at Brookfield was also transferred to NTQ. Currumbin Wildlife Sanctuary, by far NTQ s largest and mostvisited property, was gifted to NTQ by Alex Griffiths in For nearly 40 years, NTQ has maintained and developed this significant tourist destination to retain its place as an internationally renowned attraction receiving over 400,000 visitors a year. During this time, the Sanctuary has also grown its educational role and improved its Wildlife Hospital which now treats well over 8,000 sick and injured native animals each year free of charge. From the 1970s, NTQ also built a reputation for heritage events, such as its annual Heritage Awards and Heritage Festival, which are still thriving today, and for advocacy campaigns to help save significant places such as the nowdemolished Bellevue Hotel. By the 1980s, NTQ s portfolio of owned and managed properties included nearly 30 places. Today, NTQ has a portfolio of just 12 significant properties. On 1 July 2014, the statutory body NTQ transitioned to become the, a public company limited by guarantee. 1 STRATEGIC PLAN

3 Our Scope A national perspective but with a focus on - Queensland s ever changing landscape of diverse cultures, unique natural and built environments, and special places. All Queenslanders and their visitors. Our Vision Rich vibrant communities are those that know where they have come from and are comfortable and knowledgeable in their natural and man-made surroundings - they are continually learning. The National Trust has a vision for the future where Australia is - Advancing the development of cohesive communities through a deep understanding of identity and place. STRATEGIC PLAN

4 Our Mission In a world that spins a little faster every day people are seeking a sense of space and place like never before - to make sense of things and to have a sense of belonging. The Trust will seek to fill this void by fulfilling the following mission. This is why the National Trust exists. To promote and advance the appreciation, conservation and celebration of our cultural and natural heritage. Our Values We value - Partnerships and team work because our job is too important to do alone. A strong visitor focus. The special relationship we have with our members. Our State s diverse cultures and special places and the many stories they evoke. Life long learning through participation. The balance between access and conservation. The need to undertake our activities in a business-like way because we cannot achieve our vision or fulfil our purpose if we are not financially viable. 3 STRATEGIC PLAN

5 Our Plan for 2014 and beyond. All activities of the Trust will be directed towards the achievement of five long term outcomes. The Trust will be: ENGAGED WITH COMMUNITIES A LEADER IN LIFE LONG LEARNING A TRUSTED CUSTODIAN A STRONG VOICE FOR QUEENSLAND HERITAGE FINANCIALLY SUSTAINABLE STRATEGIC PLAN

6 Our Strategic Goals Strategies: All activities of the Trust will be directed towards the achievement of five long term outcomes. The Trust will be - Engaged with Communities The National Trust will partner with the diverse communities in its business environment - this will include communities of people, place, interest and commerce. In particular, the Trust seeks to meaningfully engage with Aboriginal and Torres Strait Islander people. This desire to partner and connect with communities has been embraced as both a goal and an organisational value. Goal: To engage communities through productive partnerships. Develop a strategic management framework to ensure that Branches and Local Groups are appropriately supported and accurately represent the Trust brand; build open communication channels with Branches and Local Groups. Develop a profile with the Queensland and Australian Governments as a trusted, cost effective, independent provider of heritage services (within the context of the Queensland Heritage Strategy), and tourism services, (within the context of Destination Success: the 20 year plan for Queensland Tourism ) - acquire approved supplier status. Seek partnerships with like minded organisations, corporations and philanthropic entities to undertake special projects, consistent with the Trust s mission. Build the volunteer program that benefits both the Trust and the volunteer, supported by a volunteer policy that ensures that professional standards are employed in the management of the volunteer role. Develop a Tourism policy and plan that respond to Destination Success: the 20 year plan for Queensland Tourism. Engage the Queensland community through a membership program and a heritage information service that encourages identification with, and support for, the Trust s mission and values. 5 STRATEGIC PLAN

7 Our Strategic Goals All activities of the Trust will be directed towards the achievement of five long term outcomes. The Trust will be - A Leader in Life Long Learning. Learning in our leisure time is in danger of becoming a casualty of the fast pace of life in the 21st century. Learning however will have the most value, the most meaning, when there is a strong connection with people s lives and stories. Learning is most powerful when it is translated into an experience. Strategies: Create formal and informal learning experiences that engage people with their cultural and natural heritage in ways that are stimulating and relevant to their lives. Engage with the Primary, Secondary,Tertiary and U3A sectors to ensure that education products and authentic learning experiences developed by the Trust meet curriculum needs and standards. Goal: To promote the appreciation and celebration of cultural and natural heritage through dynamic learning experiences. STRATEGIC PLAN

8 Our Strategic Goals All activities of the Trust will be directed towards the achievement of five long term outcomes. The Trust will be - Trusted Custodian The National Trust is the custodian of significant cultural and natural heritage assets. To do this we own and manage some important sites and collections but increasingly we work with communities to ensure that such assets are cared for by responsible owners. Goal: To encourage the conservation of Queensland s heritage for the benefit and enjoyment of present and future generations. Strategies: Undertake an ongoing audit of Trust properties with a view to monitoring and strategically managing maintenance and improvements across the portfolio on a priority basis. Develop stimulating, visitor experiences at each of the properties that will engage, inform and entertain visitors. Build an on-line collection database that provides the public with the opportunity to engage with their cultural and natural heritage. Enhance the visitor experience through the use of the Trust collections. Regularly update Conservation Management Plans for the Trust properties and places. Develop a property acquisition policy. 7 STRATEGIC PLAN

9 Our Strategic Goals All activities of the Trust will be directed towards the achievement of five long term outcomes. The Trust will be - A Strong Voice for Queensland Heritage As an independent voice for Queensland s cultural and natural heritage, the Trust will fearlessly advocate on matters that fall within its stated purpose. The Trust will choose campaigns wisely in line with its mission and values and vigorously drive them in ways that attract partners and gain the interest and support of the general public. Strategies: Develop an advocacy policy with clear guidelines for its implementation. Invest in developing skills in all forms of media and policy development. Enhance our capacity to quickly respond to relevant events, issues and controversies. Develop a medium and long term communication plan to position the Trust through an effective media profile through out the year. Goal: To be a respected and innovative advocate for Queensland s cultural and natural heritage. STRATEGIC PLAN

10 Our Strategic Goals All activities of the Trust will be directed towards the achievement of five long term outcomes. The Trust will be - Financially Sustainable The National Trust will seek to balance the tension between mission and market place. It will undertake its affairs in a business-like way, seeking a commercial return on its products and services but ever mindful of its reason for being. Goal: To be financially sustainable. Strategies: Develop a management framework so that all Trust properties are seen to be an integral part of the Trust and can prosper in a competitive, commercial environment. Examine different options and models that will increase funding from sponsorship and donors. Integrate all business systems to build the effective and efficient operation of the new entity across Queensland. Develop and staff an organisational structure that will most effectively deliver on the vision and mission of the Trust. Undertake an audit of all Trust properties with a view to managing costs and increasing revenue. Position the Trust as a highly regarded provider of heritage and tourism services and seek a commercial return. Develop and launch a sales and marketing campaign to increase visitation and build and retain members. Develop commercial partnerships where there is a financial benefit to the Trust consistent with the Trust s mission and values. 9 STRATEGIC PLAN

11 How you can support the National Trust Membership Sponsorship Donations and Bequests Volunteering Visit a National Trust property STRATEGIC PLAN

12 95 William Street, Brisbane, Queensland, Australia 28 Tomewin Street, Currumbin, Queensland, Australia ABN ACN Telephone: