NTS Report 4 Aug 2010 - National Trust for Scotland

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Going Local
Community Partnerships
So much time in NTS over the past few years has been devoted
to problems that there is a danger of seeing a number of
properties as liabilities, not opportunities.
The proposed property portfolio review must look at alternative
management models when it comes to identifying core
properties which will be fully managed by the Trust.
There is potential for more partnerships with communities, local
authorities and businesses – the charity putting conservation
safeguards in place and monitoring their implementation
thereafter, but encouraging those to whom the property is
entrusted to get on with it.
There is also potential for developing a more entrepreneurial
spirit among staff in their management and conservation of Trust
sites.
This will take training, time and a change of culture. The centre
and the periphery have to see each other as partners, not rivals.
Going local means that central staff, subject to a range of
safeguards, have to be willing to let go.
Property staff have to understand that they will always work
within a framework of mandatory NTS policies, and that training
in conservation and financial management will be needed before
there is a significant degree of devolution.
Going Local, however, chimes with Government policy in the
aftermath of the economic crisis. Ministers have expressed a
readiness to empower third sector organisations. While there
will be significant cuts in national spending, there will still be
streams of funding for civic groups willing to put conservation at
the heart of community regeneration.
The National Trust
South of the Border, the National Trust is committed to giving
local managers the freedom to be creative – to innovate and be
distinctive so that “the spirit of their properties can shine
through”. After a good deal of consultation, rules are in place to
make clear who’s accountable for what, for what is mandatory
and what is optional.
Seaton Delavel Hall – loved by the local community
One of the finest examples of the English Baroque is Seaton
Delavel Hall, only a mile or so from central Newcastle. It is
located in an area which has experienced considerable economic
hardship.
The Hall was acquired by the Trust after a consultation
involving 100,000 local people – and a challenge to them to
raise £1 million of the £3 million needed to purchase it. This
they achieved in six months, primarily because they were
encouraged to see the property as a community asset in which
they were stakeholders.
There are no genteel teas, though there are fish and chips from a
local cafe. The local primary school uses the cellars and stables
for acting, singing, dancing and storytelling. The grounds are
available for camping, adventure activities and vegetable
growing.
Throughout England similar properties are hosting farmers’
markets, obtaining rents by meeting a vast increase in the
demand for allotments, hosting corporate conferences and
weddings, turning stables into workshops for craftsmen, and
securing partnership agreements with local companies.
Farmers Markets — bringing in the community as well as rents
NTS and Localism
The National Trust for Scotland has been working with local
communities for years through its Friends’ Groups and
Members’ Centres – though not in a particularly systematic way.
Board proposals to mothball properties in 2009 produced a raft
of proposals from staff and community activists, many of them
with real potential. Most had to be turned down because they
required a cash injection. The Trust at that time could not make
such investments unless there were good prospects of a quick
return on its money.
NTS should now consider proposals like Seaton Delavel Hall,
promoting conservation as a driver of community regeneration –
an area in which there are opportunities to draw down funding
from health, third sector and job-training schemes.
P16: The Review proposes that Trustees should develop a
strategy in which property managers and their local and regional
advisers are given the training and authority to make most of the
day-by-day decisions about their property, so long as these are in
accordance with the charity’s Principles.
Devolution of management in such cases should take place
within a matrix of responsibilities agreed between central and
local levels. This should ensure that conservation safeguards
and a proper business plan are in place and that they should be
subject to regular monitoring thereafter.