Chief Executive Officer’s Report

Cumulative factors made for a challenging year. Property closures due to COVID-19 averaged 18 weeks. Flood and storm damage forced select properties to close for additional weeks. Three quarters of all staff spent at least one week in isolation. Bush Management Services lost significant time to COVID-19 shutdowns and extreme weather events. The organisation’s financial results have been impacted by these events and global market fluctuations. Despite these challenges, the National Trust focused on delivering its vision and Strategic Plan 2020-24 priorities. Initiatives were actioned to grow, diversify and better engage our supporters and the wider community. Virtual tours of the Australian Wildlife Sanctuary and Salon des Refusés exhibition engaged audiences throughout lockdowns. Member and community research was undertaken to better understand current and potential audiences. Our gardens, house museums and galleries were showcased in a new state-wide brochure. Member rewards drove acquisition and retention initiatives through new partnerships with the Caravan and Camping Association and Art Gallery of NSW. A volunteer recruitment campaign welcomed over 80 new volunteers. The website was refreshed with new user-friendly navigation, improving the visitor experience. We directed resources to key strategic areas including a content specialist, senior curator, conservation officer, conservation administrator and property positions. More than 40 property projects were funded thanks to grants, donors and appeals. These valuable works conserve properties and improve the visitor experience. It’s pleasing to report the rebuilding of the Australian Wildlife Sanctuary at Bargo post bushfires is progressing. Fire damaged structures and trees have been removed, while infrastructure, native gardens and fencing has been replaced. A number of strategies contributed to our financial sustainability. A targeted approach to fundraising appeals and bequests has been successful. Venue hire opportunities were reviewed, with product development underway. Bushland Management Services expanded in the South Coast, bringing in new clients. There was strong investment in our people and systems. The IT roadmap rolled out with new computer hardware, phone systems, Office365, secure cloud environment, and improvements to both the Customer Relationship Management database and property IT infrastructure. There was extensive staff and volunteer engagement on COVID-19, re-opening and operating safely in a COVID-19 environment. Volunteer and staff training included compliance, customer service and guiding. Significant investment was made into governance and compliance. The National Trust Rules underwent a review to modernise and respond to a rapidly changing world. Committee and Branch Charters were also developed with the view to make them more flexible to respond to local needs. This year’s achievements are thanks to the dedication of staff, committees, branches and volunteers, with the support of donors and partners. Thank you.

Debbie Mills, CEO

Above: Board of Directors (left to right); Debbie Mills; Chief Executive Officer, David Collingridge LVO, Kylie Winkworth, Dr Clive Lucas OBE, David Pratt; Treasurer, Elizabeth Farrelly, Ian Stephenson, Neil Wykes OAM; President, Susan Hunt: Deputy President, Fenella Kernebone, Kathryn Pitkin AM, Caroline Mackaness, (John Richardson absent).