How the National Trust promotes natural heritage

Alex Youel Head of Supporter Relations13 October 2009

Our beginnings

Founded 1895

• concerns over industrialisation

• poor living conditions in towns for workers

• disappearing green spaces

• no legal mechanism to protect places securely

Our founders

Canon Hardwicke Rawnsley Octavia Hill Sir Robert Hunter

Significant early places

The 1st place

Dinas Oleu 1895Coastline in Wales

The 1st house

Alfriston Clergy House 1896East Sussex

1st mansion/estate after 1937 National Trust Act

Blickling Hall 1940Norfolk

Member Growth

2500

3000

3500

4000

Tho

usan

ds

Source: Monthly Membership Report, February 2009 Data Analysis & Insight

0

500

1000

1500

2000

2500

1950 1960 1970 1980 1990 2000 2008/9

Tho

usan

ds

Today’s position, after 114 years:places and people

•320 houses, castles, gardens, industrial and archaeological monuments

•250,000ha of countryside, including 1200 farms

•1200km (707miles) of coastline•1200km (707miles) of coastline

•Nearly 15m visitors to pay-for entry places

•3.6m members (rising 2.5%pa, 87% renew)

•55,000 volunteers

•5,000 staff (regular and seasonal) in 9 English regions, plus Wales and Northern Ireland

1st coastline property Barras Nose, Cornwall

Variety of National Trust places

Some of the best

Brandelhow, Lake District

Seaton Delavalwhich

we hope to save

the best surfing coast in the UK

40 villages – and pubs!

Today’s position, after 114 years:financial resources

Total income 2009/10 £423m

includes:

membership £122mAppeals and gifts* £48m

Rents

Catering

Appeals and giftsHoliday cottages

Membership

Appeals and gifts* £48mlegacies £43m

…but always more than matched by expenditure on our places!

*includes an exceptional gift of three Historic House Hotels, valued at £19m

EnterprisesLegacies

Grants and Contributions

Investment

This is the pattern of a typical year eg 2008/9

StructureChairmanThe Council(52)

ChairmanBoard of Trustees(12)

ChairmanSimon Jenkins

Deputy ChairmanSir Laurie Magnus

Director General

Senior Management Team (9)

Magnus

Dame Fiona Reynolds

How we work

The Operational Line Supporting the Operational Line

Operational Director (member of SMT)

Simon Murray

Other SMT Directors (Marketing

Sue Wilkinson

Conservation, Finance, HR, Conservation, Finance, HR, Business Improvement, External Affairs).

Central and regional technical, advisory, support staff (including me).

Outsourced customer service centre (‘the membership department’)

English Regional (9) and Directors for Wales and N Ireland (2)

Assistant Directors, Operations (18)

General (44) and Property Managers (c60)

Property staff and volunteers

Internal communications and sharing best practice

� Intranet

� “Trust You”

� Team brief – monthly staff meetings

� Business Improvement Department

� Specialist conferences,for example “visitor experience” or gardeners

Marketing

� 1. Visitor Marketing(to attract visitors to our places)

� 2. Member Marketing(to recruit new members and retain them)

� 3. Social (lifestyle) Marketing(to change people’s behaviour)

1. Visitor marketing:“Time well spent”

Time well spent

Time well spent

Time well spent

Time well spent

Visitor Figures : August 2009-10

2008-09 2009-10 budget% Variance on

Budget

% Variance on

Last Year

Paying 2,107,266 2,313,736 2,232,978 3.6% 9.8%

Member 7,030,397 8,350,374 7,295,877 14.5% 18.8%

Year to Date

Visitor Marketing

Other 1,246,480 1,405,754 1,253,258 12.2% 12.8%

Total 10,384,143 12,069,864 10,782,113 11.9% 16.2%

Total spend in 2009/10 on visitor marketing campaign was £2m. It generated an estimated additional income of c£7.5m.

80

46

73

36

Ever visited

Visited this year

Recognise advertising

Do not recognise advertising

Visitor Marketing: advertisement evaluation

10% more people who saw the advertising visited NT properties this year compared with those who hadn’t.

Respondents were 21% more likely to visit NT proper ties if they had seen one of the adverts than if they hadn’t.

69

48

0 20 40 60 80 100

Likelihood of

visiting NT (7-10)

%

2. Membership Marketing

3. Social (lifestyle) marketing

In 2009, we launched three lifestyle campaigns. Each campaign is aimed at a different segment of our audience

These are designed to inform, involve and inspire supporters to take personal action around a particular issue.supporters to take personal action around a particular issue.

They are, in order of priority:

– Food Glorious Food (aimed primarily at ‘explorer families’)

– Wild Child (primarily ‘out and abouts’)

– Treasure Forever (‘curious minds’)

Over 160 National Trust places running more than 750 events

Brand new campaign website-www.foodgloriousfood.org.uk

Wild Child

Treasure Forever

brand refresh

� Research-driven (“good thing, but not my thing…”)

� Main visual changes• Bolder use of oakleaf logo• Bolder use of oakleaf logo• More colours• New, unique typeface

� Tone of voice – warm , authentic, approachable� What we stand for is….

Essential refreshment

A warm and authentic tone of voice

� Start with the reader

� Write as you would speak

� Be colourful

� Inspire people to do more

Bringing it all together

Bringing it all together

Visitor Marketing Campaign 2009