THE SAINT LUCIA NATIONAL TRUST - Environmental Funds Tool Kit

Protecting Fair Helen’s PatrimonyOur MissionThe SLNT champions Fair Helen’s patrimonyWho Are We and What We DoThe Saint Lucia National Trust(SLNT) is a membershiporganisation which wasestablished under the SaintLucia National Trust Act No. 16of 1975. The SLNT was set upto help conserve the naturaland cultural heritage sites ofSaint Lucia, and to promotevalues which lead to nationalpride and love of country. TheSLNT’s mandate, whichremains unique to this day, isto conserve the natural andcultural heritage of Saint Luciathrough research andpublication, education,ownership and management ofsites and properties, anddevelopment of museums.Anse La Libertè BeachCredit: SLNTOver the years, a number of properties of significant natural, cultural, or historicalsignificance have been either vested in, or donated by individuals to the Trust forconservation purposes. The Trust’s focus to date then has been on the maintenance ofthese sites as part of the national patrimony, and in advocating the sustainable use andmanagement of Saint Lucia’s natural resources.ii

Protecting Fair Helen’s PatrimonyTABLE OF CONTENTSSectionPage NumberOur MissionIWho are We and What we DoiOur VisioniiOur ChallengeiiiOur Strategy for 2009 to 2019iiiMessage from theviChairpersonDirector’s IntroductionviiI The SLNT at a Glance 1II About this Strategy 1a. Our Method 3III Our Strategic Intent 4a. Our Vision 4b. Our Mission 5c. Our Core Values 5d. Strategic Aims and Objectives 6e. 2009 – 2019: Objectives and8Key Milestonesf. LogFrame for the Strategic9Plang. Functions to Support our14Strategic Planh. Work Breakdown Structure 14III How we Get there 16IV What We Will Do 18V Our Timeline 32VI Our Budget 32a. Five Year Indicative Budget 33VII Our Organisational Structure 34a. Organisational Chart of the34SLNTb. Structure of the SLNTSecretariat35vi

Protecting Fair Helen’s PatrimonyMessage from theChairpersonCharting a new directionProtecting special places in Saint Lucialies at the core of the responsibilities ofthe Saint Lucia National Trust.In November 1998, the Trust launchedits Strategic Plan 1998 – 2007, thedecision to embark on which “reflecteda new desire within the organisation toexercise a greater degree of controlover the factors and forces affecting itswork”. 1Never before in its history, has the Trustfaced as immense a challenge indelivering on this mandate, as confrontsus now, at the dawn of the 21 st century.Around the globe, contending with thecompeting priorities of nationaldevelopment as opposed topreservation of sites, customs andwildlife is a never‐ending balancing act.This increasingly important yet difficultexercise identifies ambitiousemployment generating developmentprojects, inflames contrasting passions,spurs growing numbers of concernedcitizens to take responsibility for theirpatrimony, and influences conservationpolicies.In executing the Strategic Plan, the Trustfocused on advocacy, membershipinvolvement and site management withsome success.However as revenue inflows declined,the Trust faltered in its efforts, and from2001, has been engaged in reviving itsfortunes. During this period to the timeof writing, development pressures onsensitive areas have increased, andsome have been significantlycompromised or lost.1 Saint Lucia National Trust Strategic Plan 1998– 2007.The scales are tipping over todevelopment, placing many wonderfulsites and structures under severe threatof destruction. Sadly, more and morespecial places are being lost.In Saint Lucia, our wonderfully diverselandscapes are rich in historic andnatural places that are inseparable fromour national and cultural identities.vii

Protecting Fair Helen’s PatrimonyThese special places are of greatsignificance to our many peoples,because they help us to remember, tolearn, to belong, and to share ourstories with others.Our beautiful Pitons, white and blackbeaches, and other places of leisure andenjoyment.The Trust is increasingly being calledupon to show leadership, inrepresenting the interests of citizensand visitors alike, in averting the impactof over‐development onspecial places.As a result, our newstrategic planningprocess identifiesopportunities fromfocusingonconservation through:sand beaches, lush forests and otherwonderful sites, together with the plantand animal species that abound on theisland, provide inspiration for artisticcreativity. These fascinating naturalassets serve as a foundation for social,touristic, and economic development.They make new visitors, returningnationals and other travelers feelwelcome, and symbolize who we are asSaint Lucians.Over the last 20 years, as the shift fromagriculture to tourism has gatheredmomentum, many hotels have beenconstructed along coastal areas, alteringthe landscape forever.The populace continues to voice seriousconcerns regarding the loss of access to1. addressing theconcerns of thepeople regarding theperceived loss oftheir patrimony,2. strengthening the internal capacityof the Trust,3. more collaborative advocacy,4. enhanced and expandedenvironmental education,5. increased membership andstakeholder involvement and,6. improved development andmanagement of our sites, as well assupporting management ofprotected areas.What has emerged is clearer, morecompelling vision of a Saint Lucia whereour natural and historical patrimony isconserved. A strong sense of purpose,collaboration, and national pride drivesthe achievement of the vision.viii

Protecting Fair Helen’s PatrimonyAs the guardian of important heritageplaces, the SLNT plays a critical role inprotecting and conserving pricelessnational assets. The Trust is charged byParliament with developing andmanaging many sites that have beenvested in or bequeathed to theorganization.Critical priorities for the Trust are astrengthened legal framework, greaterfocus on advocacy, education and thedevelopment and management of theproperties that we administer. Thecollective execution of these prioritieswill ensure our heritage can be valuedby both Saint Lucians and visitors alike.For this strategic plan, we have chosenthe theme “PROTECTING FAIR HELEN’SPATRIMONY: Our future plans ‐ 2009 to2019.” It charts a bold, imaginative, andexciting course for pursuing a carefullyselected list of the most critical strategicaims, for protecting Fair Helen’spatrimony.This theme ensures that we adopt anintegrated approach to our work, and atthe same time, provides the basis forour engagement with our members andother stakeholders. It identifies caringfor our historical and natural heritage asa long‐term process, incorporating amore businesslike attitude in achievingour goals.Over the years, we have learned theSaint Lucia National Trust cannot doeverything; we do not have the legal orfinancial muscle, the resources, nor thedesire to do so.Our new vision and mission embracecollaborative relationships with manyother public, private, and voluntaryorganisations. By working together andutilising our resources, skills, experienceand harnessing our enthusiasm, we willmore successfully achieve our individualand collective conservation mandates.The Trust appreciates its fundingsupport from the Government and fromother sources as recognition of theimportance of Saint Lucia’s patrimony.Our theme “Protecting Fair Helen’s Patrimony: Our FuturePlans”, charts a bold, imaginative and exciting course forpursuing a carefully selected list of the most critical strategicaims, for protecting Fair Helen’s patrimony.Execution of the projects and objectiveslaid out in this Strategic Plan must beassiduously pursued for transformationof the Trust into an influential,financially resilient, people drivenorganization. But this will cost money.Current revenue of approximatelyEC$1.8 million falls short of the financialresources required to carry out thevarious initiatives identified in thisStrategic Plan.Consequently, a key priority in thecoming year will be to continue ourpursuit of opportunities for additionalself‐generated revenue. Should suchrevenue not close the gap, it will benecessary to decide upon the reductionsin outputs and the alternative actionsrequired to ensure the organisation isfinancially resilient.ix

Protecting Fair Helen’s PatrimonyIt will be more necessary than ever toprioritise our work in a manner thatserves the greater interests of SaintLucia’s heritage and to effectivelymanage our resources.Our supporters, benefactors, membersand partners also need to understand,that SLNT may not always be able tobecome involved in championing everyheritage issue.This small organisation is challenged tofocus on the key relative heritage valueof any given issue. This is critical inorder for us to make the necessarystrategic choices, and to work moreeffectively with other agencies andpartnersThrough the wide involvement of variedgroups of people across Saint Lucia inthe Strategic Planning Process, we haveestablished a solid foundation forworking together in executing thevarious goals we have selected.backing is necessary for execution ofthis strategic plan to have a substantial,positive, and long lasting impact on FairHelen’s heritage, and the benefits thatsociety derives from it.Based on the successes we haveenjoyed over the years, and theobjectives identified in this newStrategic Plan, we are confident ofkeeping special places in Saint Luciabeautiful for a long, long time.I take this opportunity to thank Dr.Vasantha Chase and her team, Trustmembers, staff, other stakeholders, theStrategic Planning Committee members,and Trust Council members for theirefforts in ensuring the success of thisstrategic planning project.L. Anderson LakeChairmanThe continued support of members andother stakeholders is critical. Yourx

Protecting Fair Helen’s PatrimonyDirector’s IntroductionOur Future Plans:Join us and Join In.Join us and Join inMembership of an open,responsive, welcoming andrelevant Trust will of courseremain a bargain, but moreimportantly, it will be astatement of commitment to ouraims and values. Under thisStrategic Plan, the Trust willbecome less of an amenity andmore of a movement. We wantyou not only to join us but also to‘join in’. Become part of thismovement to protect ourheritage.In Saint Lucia, responsibility forenvironmental conservation is spread overa number of public sector entities, eachwith mandates that cover a part of thespectrum.Heritage conservation, on theother hand, is not covered under themandate of public sector entities.In aneffort to address this, the Government ofSaint Lucia established the Saint LuciaNational Trust under the Saint LuciaNational Trust Act (Chapter 6.02) as a nongovernmentalorganisation with a mandateto conserve the natural and culturalpatrimony of Saint Lucia. The Trust’s focus,to date, has been in delivering conservationthrough the maintenance of few of its sitesas part of the national patrimony, and byadvocating the sustainable developmentand management of the island’s natural andhistorical resources.With the increasingemphasis onheritage tourism, itis now necessaryand strategic for theTrust to developmoreof itssitesforinclusion in the stock of heritage sites,thereby contributing to the diversity of thelocal tourism product.While increasing the stock of heritage sitesfor public enjoyment, the Trust mustcontinue to educate the citizenry, and toadvocate for the conservation of SaintLucia’s varied and rich patrimony.Consequently, the Trust must also developand execute a robust education andxi

Protecting Fair Helen’s Patrimonyadvocacy strategy to enrol the populace toempower them to become advocates forheritage conservation.This Strategic Plan outlines acomprehensive framework of choices thatshall serve to guide the organisation infulfilling its mandate. The aims andobjectives outlined in this Plan fullyembraces the Trust’s legislative mandate aswell as the wishes and vision of its membersand the Saint Lucian public at large. To thisend, the Trust will, over the next ten years,deliver its work through two core functions:(i) delivering conservation through sitedevelopment and management andeducation and advocacy; and (ii) businessservices and events. These core functionswill besupported bythree othersupportfunctions: (i)coordinationandfacilitation;(ii) membership services and (iii) corporateservices.The Plan also provides new organisationaland governance structures necessary toachieve its goals.This ten‐year Strategic Plan is supported bya Corporate Plan which provides a detailedlisting and scheduling of the activities to bedelivered through the various functions forthe first five years. The Corporate Plan alsoincludes a three tiered model formonitoring and evaluating the progresswith implementation.It is ourintention to meet our targets on timeand within budget.Come, join us in this newjourney to conserve ourpatrimony!Bishnu TulsieDirectorxii

Protecting Fair Helen’s PatrimonyI. THE SLNT AT A GLANCEThe importance of historical, cultural,and natural heritage to Saint Lucia’sidentity cannot be sufficientlyunderscored. Our heritage contributesto our national identity through a senseof place and belonging. It also creates aphysical link to the events that haveshaped our society. It has economicvalue in its ability to contribute toheritage tourism and to provide socialcohesion through successful communitybased and community led initiatives.The SLNT is a registered nongovernmentalorganisation. It isincorporated, and has powers conferredon it by Parliament. The objectives andpurposes of the SLNT as set out in ourAct of Parliament are summarisedbelow:• The listing of buildings, objectsand monuments of prehistoric,historic and architecturalinterest and paces of naturalbeauty;• To promote and preserve for thebenefit of the enjoyment of theState of submarine,subterranean areas of beauty ornatural historic interest and topreserve their natural aspects,features, animals and plant life;• To make the public aware of thevalue of the State’s heritage;• To pursue a policy ofpreservation; and• To mobilise resources.The expectations of the SLNT, as thenational heritage agency, have becomemore complex and widespread:• Communities throughout SaintLucia are focusing, withincreasing enthusiasm, onheritage for their identity and foreconomic growth throughtourism.• There are growing communityexpectations that the SLNT willplay a stronger heritageadvocacy role that leads togreater heritage protection andnatural resource managementprocesses.• Saint Lucians, overseas visitorsand the tourism industry expectto find publicly accessibleheritage places which arepresented and interpreted tointernational standards.IIABOUT THIS STRATEGYThis Strategic Plan (2010 to 2020)defines how the Trust will meet itschallenges and deliver on theexpectations of its membership, itsstakeholders and the Saint Lucian publicand overseas visitors. The SLNT needsto be effective in meeting its statutoryobligations, meeting stakeholderexpectations, and managing its assets.This situation requires more fundingthan what the SLNT presently has accessto; clear prioritisation; and improvingthe effectiveness and efficiency of theSLNT’s service delivery. Improving the1

Protecting Fair Helen’s Patrimonyeffectiveness of the SLNT has thereforeto be one of the key foci of this StrategicPlan. This will be achieved throughstrengthening our internalorganisational capability and ourexternal service delivery capacity.Operational management, humanresources and communications, andmanagement systems will be addressed.We will create a national network ofpublicly accessible heritage sites whichare important to our national identity.We will also improve and expand theinterpretation of our sites. Additionally,advocacy, public awareness andeducation will continue to remain astrategic objective of the Trust. Revenuegeneration within the term of this StrategicPlan will hopefully create the ability tobetter address the expectations placedupon the organisation.This Strategic Plan brings a new sense ofimpetus and enthusiasm to the Trust,reviving the vision and ambition of ourfounders and placing heritageconservation at the heart of what wedo. In a nutshell, we will use ouressential and often fascinatingconservation and environmental workto inspire and engage people moredeeply in our activities, encouragingpeople not only to ‘join’ but to ‘join in’our vital cause. We want the Trust tobe less of an amenity and more of amovement.As we developed our new strategy, theconcept of engagement – whereby oursupporters, members and visitorsbecome inspired, enthused and moredeeply committed to our cause – hasbecome central to our mission.The environment in which the Trust isoperating is characterised by a growinginterest in heritage, recognition of itssocial, cultural, environmental andeconomic benefits, and awareness of itsimportance to national identity. Despitethis, there is constant perceived conflictbetween heritage protection anddevelopment pressures. Stakeholderexpectations of the SLNT are thereforeincreasing. The outcomes sought andthe outputs produced by the SLNT, asexpressed in this Strategic Planconstitute SLNT’s response to theenvironment in which it is operating.The response includes both a regulatoryand an advocacy approach consistentwith the SLNT’s statutory functions.It is anticipated that Years 1 and 2(2010/12) will focus primarily onconsolidation of the foundations oforganisational capability, – especiallyimproving the human resourcesenvironment, systems and guidelines,business information and performancemeasurement and reporting. Highpriority shortfalls in the delivery ofstatutory functions of the SLNT will beaddressed; The Trust’s sites will beassessed and new sites within theTrust’s inventory will be developed andinterpreted. It is anticipated that insubsequent years (Year 3 – 10) the SLNTwill continue to strengthen operationalcapability and performance. This willinclude improving business processesand strengthening outcomeachievement through carefulprioritisation and improved strategicpartnerships.2

Protecting Fair Helen’s PatrimonyIt is envisaged that at least 2 new siteswill be developed and opened for publicaccess during the life of this Plan. Inaddition, the SLNT will continue toaggressively pursue its advocacy on theprotection and conservation of SaintLucia’s natural heritage andenvironment; and for the creation ofparks and protected areas.The great diversity and sheer volume ofwork which faces us is a constantchallenge and we rarely have all theresources we need. Planning andprioritising work, developing theappropriate skills in staff andvolunteers, and keeping a tight rein oncosts is essential. We also need tobecome ever more professional ingenerating income both by commercialactivity and in fundraising. The Trustwill establish a new core function forbusiness services and events andthrough this function will develop aSLNT Brand Signature and flagshipconservation enterprises under thisbrand signature.a. Our MethodThe strategy formulation benefittedfrom:□ The conduct of SWOT 2 andSTEEP 3 analyses; anenvironmental scan of theinternal and externalenvironments in which the Trustis operating, a stakeholder2 Strength, Weakness, Opportunities and Threats3 Social, technological, economic, environment andpoliticalanalysis and a problem treeanalysis. 4□ The preparation of a StrategicDirections Paper.□ Meetings, discussions andinterviews with a wide crosssection of the Trust’smembership, Staff members,members of the Council; andmembers of the SteeringCommittee 5 .□ Review of the various Trust□documents and reports.Desk top research and documentreview of the work of otherNational Trusts in the other partsof the world, and how they eachformulated their strategic intentand/or plans.□ An electronic questionnaire 6 inorder to ascertain members’choice for Vision, Mission andValue Statements.□ Historical analysis of thefinancial performance of theTrust over the last five years.□Discussions leading to proposedamendments to the 1972National Trust ActA number of core issues that will beaddressed in the Strategic Plan.• The quantum of Governmentsubventions to the Trust maychange over time;4The results of the environmental scan, thestakeholder analysis, and the problem tree analysisare documented in the Strategic Direction paper,which is available under separate cover from theTrust.5 This Steering Committee was established to workalongside the consultant.6 The response rate was unfortunately veryinadequate.3

Protecting Fair Helen’s Patrimony• Poverty and limited economicopportunities do not augurwell for sustainablemanagement and/orconservation of Saint Lucia’snatural resources.• A youthful population providesmany opportunities for theSLNT to promote behaviouralchange towards theenvironment and towardsSaint Lucia’s historical, cultural,and natural heritage. On theother hand, the medium usedto promote these behaviouralchanges must reflect theaspirations, norms, andapproaches of the youth.• There is much potential for theSLNT to use ICT platforms forconducting its business, be it inmobilising its memberships orin marketing its services andproducts to national, regionaland international clients.• The governance structure ofthe Trust needs to beremedied.• The institutional capacity ofthe Trust particularly that ofits Secretariat, needs to bestrengthened.• There are a number ofpotential stakeholders thatthe SLNT should explore.Some of these stakeholdersare important as strategicpartners while others havegood potential for the servicesand products delivered by theSLNT.III• The SLNT must endeavour toincrease it membership baseand to ensure thatprogrammes are put in placefor the membership to beinvolved in the work of theTrust.• There is much scope for theTrust to explore for financialassistance outside its usualsources – friendlygovernments; regionalorganisationsandinternational financingorganisations. The Trustshould explore establishingstrategic partnerships withotherlike‐mindedinternational environmentalNGOS who are skilful inmobilising resources and whoare willing to provide freetechnical assistance.OUR STRATEGIC INTENTa. Our VisionWe recognize the need to be clear andambitious about our ‘strategic intent’ inorder to more effectively pursue ourmission.Our Vision, “the natural and historicalpatrimony of Saint Lucia is conservedfor present and future generations” willhelp us build the core strengths andmandate of the SLNT. It will also inspireand promote a society that is aware andresponsible of its natural, cultural, andhistorical heritage.4

Protecting Fair Helen’s Patrimony□□□To meet its Vision, the Trust has deriveda set of values that can be ascribed tothe heritage of Saint Lucia. The deliveryof the outcomes in this Strategic Plan isshaped by these values. The heritagesites and environment of Saint Lucia:• Are rich, varied and unique;• Are central to our national identityand well‐being, now and in the future;• Embody the stories of allgenerations, cultures, traditions andcommunities;• Deserve the best recognition andcare for the benefit of futuregenerations; and• Are resources for increasingeconomic growth, particularly throughheritage tourism.b. Our MissionThe SLNT champions Fair Helen’spatrimonyWhat does this Vision envisage?Saint Lucia’s natural and culturalheritage is truly magnificent. TheTrust will continue to championthis heritage through advocacyand education.Through excellent stewardship ofits sites, the Trust will ensure thatSaint Lucia’s patrimony is notdestroyed by poorly planned newdevelopment initiatives.New streams of funding, fromconservation enterprises, will betapped to ensure that resourcesare available to undertakeactivities to protect Saint Lucia’spatrimony.c. Our Core ValuesOur core values are not rules, butshared ideals and understanding thatwill bind the SLNT membership, staffand partners together; influence ourgoals; and inform our actions.We will:• Ensure that honesty andintegrity, truthfulness, andopenness will guide our work.• Strive to provide efficient, effectiveand timely customer services.• Run our operations in a costeffective manner and apply ourfunds according to the higheststandards of accountability.• Ensure all our management andprogrammatic activities help deliverour core objectives.• Strive to build strategicpartnerships with otherorganisations, governmentagencies, and business and localcommunities• Build concrete solutions through acombination of field based projects,policy initiatives, capacity building,and education and advocacy• Seek dialogue and avoidunnecessary confrontation• Aspire to best internationalstandardsOur impact will depend on ourcredibility, and our credibility has to berooted in our independence, ourintegrity, our pragmatism, and thequality of our work.As a non‐profit organisation, the SLNTmust rely on trust. Partners must trustus to carry out joint projects;governments and sponsors must trust5

Protecting Fair Helen’s Patrimonyour ability to create solutions; anddonors need to trust us to use theirfunds to advance sustainableenvironmental management. Tosafeguard this critical trust, the Trust iscommitted to building up best practicesin governance, accountability, andtransparency.Our aim is to focus the Trust on how tocreate a role for itself so that it becomesthe lead advocate for the conservationof Saint Lucia’s national heritage andpatrimony.This Strategic Plan has an ambitiouscontent, which exceeds our currentresources, but we believe we can play amodest role in achieving our visionwithin the next ten to fifteen years.d. Strategic Aims andObjectivesIn delivering this Strategy, the SLNT willorganise its work around threeobjectives, each supported by aportfolio of interventions, which will bemonitored and evaluated according toperformance indicators. Theseobjectives, individually and collectivelywill address the problems of:• poor governance of the Trust;• the need to expand the membershipbase and to ensure that themembers participate actively in thework of the Trust;• the need to develop and managemore of the sites that have beenvested in or bequeathed to us;• inadequate sensitisation andawareness of Saint Lucia’spatrimony and the need to conserveits rich and diversified heritage;• the need to build the organisationaland institutional capacity of theTrust; and• the need to ensure that the Trustremains viable and sustainableduring the period of the Plan.This Strategic Plan is focused aroundthree strategic aims.Strategic Aim # 1DELIVERING CONSERVATIONWe will:• Develop a network of historicaland natural heritage Trust sitesthe are open for public accessand which are managedaccording to the higheststandards;• Engage with people so that theycan be educated and sensitisedto our conservation principlesand to the importance ofconserving our heritage andnational patrimony; and• Educate, sensitise, and make thevarious Saint Lucian publicsaware of the richness anddiversity of their heritage.• Manage the knowledge assets ofthe Trust so that information onSaint Lucia’s patrimony ismaintained and stored for easyretrieval by Saint Lucians andvisitors alike.6

Protecting Fair Helen’s PatrimonyStrategic Aim # 2CREATING NEW BUSINESSOPPORTUNITIES AND FINANCIALSTREAMSWe will:• Develop a SLNT Brand Signature;and• Develop flagship conservationenterprises (products andservices) for the BrandSignature.Strategic Aim # 3DEVELOPING ORGANISATIONALCAPACITYWe will• Strengthen the Trust so that itbecomes a lead advocate forheritage and environmentalissues in Saint Lucia;• Establish a Secretariat that issufficiently staffed withappropriate skill sets andimplements an effective andefficient management system;• Sufficiently resource the Trustso that it is a viable andsustainable entity; and• Re‐energise the membershipand create opportunities forthem to participate in the workof the Trust.While always working towardsachieving our vision, we will begrounded in economic reality, andthe achievement of practicaloutcomes. Our ‘managing forresults’ approach will hold usaccountable for concrete resultsand will be reinforced by ourrenewed strategic intent.The Point Sable Environmental Protection Area: A Complex of Ecosystems and ResourcesCredit: Multiple Sources7

Protecting Fair Helen’s Patrimonye. 2009 ‐ 2019 Strategy: Objectives and Key MilestonesTThhee ffool f lll lloowwi iinngg OObbj jjeec ct tti iivvees s aanndd mmi iil llees st ttoonnees s aar ree crcri iit tti iic caal ll ttoo t tthhee t suuc s cceesssfffuul ll eexxeec cuut tti iioonn oof ff tthhee t SSt ttr raat tteeggi iic c PPl llaann. .. WWee iinnt i tteenndd ttoo t coommppl c lleet ttee tthheemm t nnoo llaat l tteer r tthhaann t MMaar rchh 3311, ,, 22002200: ::DELIVERING CONSERVATIONObjectivesPerformance IndicatorsSite Development and Management An inventory and description of all SLNT sites will be completed by end 2013At least 3 new SLNT sites will be developed by the end of 2020.A network of heritage sites will be opened to public access by Mid 2016.The Morne Fortune Historical Area is managed as a Trust Historical Site by 2016.The Point du cape site is opened as a Trust Historical Site by 2019.The married Quarters in Vigie are renovated into an Art Gallery and Museum by 2017.Education and AdvocacyA budgeted Education and Advocacy Strategy is in place by mid 2011 and begins implementation by thirdquarter of 2011.Annually, at least 20% of the schools in Saint Lucia participate in conservation, and environmentalsensitisation programmesInformation Management A catalogue of SLNT documents with a price list is developed and available by 2011.A Resource Centre on Saint Lucia’s patrimony and on conservation issues is established no later than 2014A Records management policy is put in place by end 2011 and a fully functioning Registry and Archives is inplace no later than end 2013.CREATING NEW BUSINESS OPPORTUNITIES AND FINANCIAL STREAMSSLNT Brand SignatureFlagship Conservation EnterprisesDEVELOPING ORGANISATIONAL CAPACITYA Brand Signature and Strategy for the SLNT is developed by end 2012.SLNT Brand awareness is established by 2014.Flagship Conservation Enterprises for SLNT Brand are identified and marketed by mid 2013.SLNT establishes first Gift Shop/Kiosk with signature brand products by end 2013.Strengthening the Trust through legislative amendments andorganisational re‐structuringCapacity development of the SecretariatRe‐energising the membership baseThe Saint Lucia National Trust Act 1975 is amended and passed to reflect modern realities by mid 2013.The Secretariat of the Trust is restructured into a functional matrix organisation by end 2009.An Executive Committee appointed by the Council, with responsibilities delegated upon it, is established byend 2010.SLNT has a vibrant membership and competent staff; and effective governance and accountability by the endof December 2012Well‐defined SLNT Chapters are established in various geographical regions and among the Youth by mid2011.A SLNT Head Quarters is opened no later then 2014.8

Protecting Fair Helen’s Patrimonyf. LogFrame for the Strategic PlanNarrative Summary Expected Results Performance Indicators Sources of Verification Risks and AssumptionsPrincipal ObjectiveGoalTo promote the conservation ofthe natural and historicalheritage of Saint Lucia throughsound stewardship, educationand advocacy, anddevelopment and managementof vested heritage sites andproperties.Specific ObjectivesPurposeDELIVERING CONSERVATIONImpact• The various Saint Lucianpublics are sensitised andbecome advocates for theconservation of theirheritage.Outcomes• A system of Heritage Sites –both SLNT and non‐SLNTsites‐ that are open to publicaccess and provide welldesigned interpretationcentres.• The SLNT providesleadership in the articulationof appropriate policy, legalandinstitutionalarrangements for heritageconservation in Saint Luca.• The various publics in SaintLucia are educated on andsensitised about theirpatrimony.• The knowledge assets of theTrust on Saint Lucia’spatrimony are wellmaintained and managed.By December 2019, the SaintLucia National Trust isrecognised, by governmentand the public, as aresponsible, committed, andtrusted champion and stewardof Saint Lucia's natural andhistorical patrimony.• The Trust will develop atleast three new sites by theend of 2019.• A Policy on HeritageConservation is developedby the Trust and acceptedby Cabinet by the end of2012.• The Trust facilitates theformulation and enactmentof a Heritage ConservationAct by the end of 2016• The number of planningapprovals for developmentin ecologically sensitiveand/or heritage sites inSaint Lucia decreases by atleast 10% a year• By January 2012 the Trusthas a competent core staffcompliment;theSLNT Annual ReportsReports of other national,regional, and internationalenvironmentalandconservation agenciesNews BulletinsAnnual budgets of theGovernment of Saint LuciaSLNT Annual ReportsAnnual Budgets of the TrustSLNT Programme/TechnicalReportsAmended Legislation andRegulationsMembership databaseNumber of persons attendingthe Trust eventsNumber of membersvolunteering their time toTrust events and services.A Headquarters Building forThe present globaleconomic crisis takes longto remedy and the SaintLucian public remainsinsufficiently engaged inconserving and protectingSaint Lucia’s heritage.Competition betweenconservation and economicgain negatively impact onthe heritage sites vested inthe Trust.Global economic eventsconstrict the present andpotential opportunities forrevenue generation.The Government of SaintLucia reduces its annualsubvention to the Trust.9

Protecting Fair Helen’s PatrimonyNarrative Summary Expected Results Performance Indicators Sources of Verification Risks and AssumptionsCREATING NEW BUSINESSOPPORTUNITIES ANDFINANCIAL STREAMSDEVELOPING ORGANISATIONALCAPACITY• The Trust diversifies itsrevenue streams andincreases its sustainability.• A range of services andproducts that carry a uniqueSLNT brand will bedeveloped and marketed.• The Trust has a vibrantmembership and competentstaff; and effectivegovernanceandaccountability.governance structure isimproved with amendedlegislation and regulations;the structure and terms ofreference for the Councilare improved; and neworganisational structureswhich will allow for greaterparticipation of themembership in theprogrammes of the Trustare in place.• The Secretariat to the Trustis sufficiently staffed andresourced so that at least80% of all the activities inthe Strategic Plan arecompleted by 2019.the SLNT.Cabinet ConclusionsGazetted LegislationVisitor Assessments andquestionnairesNewspaper articlesRadio programmes• The Trust has a newHeadquarters building by2013.DevelopmentauthorityControlDuration of Strategy: 10 yearsBudget of Strategy for Years 1 to 5: $19,481,361.0010

Protecting Fair Helen’s Patrimonyg. Functions to Support ourStrategic PlanThe Strategic aims of this Plan will bedelivered through Five Functional Areas.The SLNT Secretariat will be restructuredalong these functional areas.The primary core function of the Trust’sSecretariat is Facilitation andCoordination. The Director undertakesthis function. It is responsible forexecuting and managing the work of theTrust. A cluster of other functions thatcontribute to the OrganisationalCapacity of the Trust will support thisCore Function.For the period of this Strategic Plan,there will be two other core functions:Delivering Conservation; and CreatingNew Business Opportunities andFinancial Streams.The Functional Matrix that will supportthis Strategic Plan over the next tenyears will look thus:Facilitation & CoordinationSupportFunctionsMembership ServicesCorporateServicesSite Dev.& Mgmt..Core FunctionsFacilitation & CoordinationConservation BusinessServicesand EventsEducation &AdvocacyInformation Mgmt..Management Team led and supervisedby the Director.The Director will be responsible forcoordinating and facilitating all theFunctions while the other Functions willdeliver individual Strategic Aims andObjectives of this Plan. The followingrefers:FunctionConservationBusiness Services andEventsMembership ServicesCorporate ServicesStrategic AimDeliveringConservationCreating new BusinessOpportunities andFinancial StreamsDevelopingOrganisationalCapacityh. Work Breakdown StructureThe work breakdown structureidentifies the main work packages,which each Function will undertake inorder to deliver the strategic aims,outcomes, and outputs of the StrategicPlan; and according to the performanceindicators identified in the LogFrame.Each of the Functions will be lead by aFunctional Manager; and all theFunctional Managers will constitute the11

Protecting Fair Helen’s PatrimonyWBS 100FACILITATION &COORDINATIONWBS 200CONSERVATIONWBS 300BUSINESS SERVICES &EVENTSWBS 400MEMBERSHIPSERVICESWBS 500CORPORATESERVICESWBS 110ExecutiveManagementWBS 210Site Development &ManagementWBS 310Branding & ProductDevelopmentWBS 410MembershipPoliciesWSB 510AdministrationWBS 120Strategic PlanningWBS 130Resource MobilisationWBS 140RepresentationWBS 211Policy GuidelinesWBS 212Historical SitesWBS 213Natural SitesWBS 311Brand SignatureWBS 312Flagship ConservationEnterprisesWBS 320Events ManagementWBS 410MembershipRecruitmentWBS 430Membership EventsWBS 440VolunteerProgrammeWBS 511OfficeAdministrationWBS 512InformationTechnologyWBS 520FinancialManagementWBS 150HeadquartersWBS 220Education & AdvocacyWBS 230Information ManagementWORK BREAKDOWN STRUCTURE12

Protecting Fair Helen’s PatrimonyIII HOW WE GET THEREIn implementing the Strategy, the SLNTwill engage participation from all itsmembers, strategic partners, otherstakeholders, corporate partners, andgovernment — getting information tothose who need it, and promotingdecision making that is transparent andparticipatory. We will seek solutions tothe conservation of Saint Lucia’sheritage that can command publiccommitment and the political willneeded to carry them out.We also want to achieve impact for ourmission and our programmaticobjectives. We will therefore learn tocommunicate effectively with, andinfluence our audiences. We must alsoseek strategic partnerships withorganisations whose goals reinforce theTrust’s missions and programs.The five leading challenges facing theTrust in the next ten years are(1) resource mobilisation;(2) mobilising the membership aroundthe vision, mission, and values of theTrust;(3) energising the membership base tobecome involved in implementing thisPlan;(4) recruiting and retaining high qualityand committed staff who will be willingto multi‐task; and(5) ensuring that the Trust is vibrant anddynamic and in which the membership,the Council and the Secretariat are inharmony.If the Plan is to be successful, theCouncil and the Membership mustsupport its implementation in severalways:The Council should remain as thepolicy body and should notinterfere in the executivemanagement of the Trust.The composition and skill sets ofthe Council should be reviewed. The Council must remainaccountable to the Membership;and must remain transparent inall its actions.The Council should establish anExecutive Council that will workdirectly with the Staff in theSecretariat. The ExecutiveCommittee should includepersons from the generalMembership who havespecialised skills that cansupplement the skill sets of thestaff at the Secretariat. TheExecutive Council must beanswerable to the Council at alltimes. The Council should invitepersons from within the Trust’smembership and outside tobecome members of specialisedcommittees;Council members as well as thegeneral Membership must bewilling to spearhead focused“mini fundraising campaigns” forkey strategic initiatives in the13

Protecting Fair Helen’s Patrimonyplan. Help with messaging andpackaging pieces of the plan orits entirety will also be needed;andThe quality of Trust’s Council willbe a selling point in attractingnew staff to the SLNT. As wegrow, we will need the Councilto help us recruit the best talent.Active Council engagement inthe Trust’s growth and success,and occasional mentoring ofstaff, will go a long way tomaking the Trust a rewardingplace to work.The membership and Councilmust be willing to make thenecessary organisationalchanges to the Secretariat sothat it has a cadre of staff whohave the necessary skill sets todeliver this Strategic Plan.Where the skill sets aredeficient, and funding isinadequate, the Council must bewilling to set up the necessaryand appropriate Committees tohelp the Secretariat deliver theexpected outputs of this Plan.(ii) ensure that the SLNTremains sustainable andfinancially viable;(iii) implement focussed strategicinterventions which willcontribute to achieving thevision and mission of the(iv)Trust;ensure that the membershipis energised and fullyengaged in the work of theTrust; and(v) guarantee that the SLNTSecretariat is technicallysound, effective in itscommunications and isgoverned by soundadministrative and financialprocesses.The SaintLucia Whiptailfound onMaria IslandCredit: SLNTThe matrix below further elaborates onthe activities that the Trust will have toundertake over the next ten years inorder to:(i)ensure that the various SaintLucian publics are wellinformed and sensitised tothe importance of conservingtheir national heritage;14

Protecting Fair Helen’s PatrimonyIV WHAT WE WILL DOWBS 100: Facilitation and CoordinationWork Packages Activities Schedule(Years)WBS 110: EXECUTIVE MANAGEMENTWBS 120: STRATEGIC PLANNINGWBS 130: RESOURCE MOBILISATION• Coordinate all Functions of Secretariat• Lead Management Team• Conduct Staff Performance Evaluation• Service Council• Service Annual General Meetings• Coordinate Quarterly Membership Meetings• Coordinate SLNT responses on EIAs• Procure consultant services• Coordinate legal services 7• Recruit staff• Align Organisational Structure of Secretariat with newFunctions• Coordinate Legislative Amendments• Consolidate Annual Work Plans• Consolidate Reports• Monitor and Evaluate Strategic Plan Implementation• Donor Liaison• Write proposals1 2 3 4 5 6 7 8 9 107 Manage litigation and the dispute management process; seek/ provide legal opinions; render legal support for policy formulation; formulate and draft or edit contracts15

Protecting Fair Helen’s PatrimonyWBS 100: Facilitation and CoordinationWork Packages Activities Schedule(Years)• Annual Programme of Conservation Appeals• SLNT Benefactor Programme• Donations and Appeals1 2 3 4 5 6 7 8 9 10• Coordinate design• Coordinate fund raising• Manage constructionWBS 150: REPRESENTATION• Represent SLNT• Coordinate and facilitate SLNT representation bymembers• Coordinate SLNT positions• Coordinate responses to EIA referralsWBS 200: ConservationWORK PACKAGES ACTIVITIES SCHEDULE(YEARS)210: SITE DEVELOPEMNT AND MANAGEMENT211: Policy Guidelines • Develop policy and guidelines for choiceof sites 9 for conservation.1 2 3 4 5 6 7 8 9 108 The building must be efficient, sustainable and economical16

Protecting Fair Helen’s PatrimonyWBS 200: ConservationWORK PACKAGES ACTIVITIES SCHEDULE(YEARS)• Develop guidelines for the conservationof the selected key sites.• Develop site‐specific conservationguidelines for those sites 10 that shouldbe conserved.• Inventorise all sites vested in orbequeathed to the Trust and developgeo‐referenced metadata base.• Inventorise all sites on the island thatare worthy of conservation 11 .• Undertake and/or update listing ofhistorical buildings in Saint Lucia.• Develop guidelines for use andmanagement of historical buildings,other structures, and artifacts.• Develop a electronic SLNT classificationof historic places and objects in SLU. 121 2 3 4 5 6 7 8 9 109 Those sites that do not belong to the Trust can either be sites in private ownership or in ownership by the State.10 Sites should also refer to buildings of historical and architectural value. The valuation and inventorying of these sites should be undertaken in collaboration with thearchitects and engineers organisations.11 These are to include (a) sites vested in or bequeathed to the Trust; and (b) other sites that meet the criteria for conservation.12 This means that the Trust has examined the property and, after discussions with various experts, concluded that the place or object has heritage significance.Nominations can come from the public, expert committees or staff. The Trust then should commence on the compilation of a list or register of significant places and17

Protecting Fair Helen’s PatrimonyWBS 200: ConservationWORK PACKAGES ACTIVITIES SCHEDULE(YEARS)212 Historical Sites212.1Morne Fortune Historical Area • Development of the Morne FortuneHistorical Area as one of the Trust’sHistorical Heritage Sites.• Develop a Booklet on the history of theSite.1 2 3 4 5 6 7 8 9 10• Establish an Interpretation Site on theMorne.• Organise SLNT branded tours withguides trained by the Trust.• Establish facilities for collecting fees212.2 Pigeon Island National Landmark (PINL) • Re‐electrification of PINL• Establish, with buoys, a zone forswimming along the west side of theLandmark 13 .objects in SLU.. The register should be accessible online. If an historic place is threatened, the Trust takes action. Specific media campaigns are conducted to savethreatened places, to stimulate debate and to raise the level of public and government awareness of the need to conserve our heritage.The classification process should be carried out by expert committees of the National Trust and should be supported by the staff and ratified by Council.An "historic place" can mean a site, area, garden, landscape, building or groups of buildings. It also includes structures, ruins and archaeological sites. "Objects" includemoveable heritage like public sculptures or murals.The Assessment should be based on identifying the architectural, historic, scientific/technical or social significance of the place. The Trust should classify places or objectsat five levels: international, national, state, regional and local significance.13 Collaborate with Hotels and Cruise Liner Agents18

Protecting Fair Helen’s PatrimonyWBS 200: ConservationWORK PACKAGES ACTIVITIES SCHEDULE(YEARS)• Provision of a life guard and lifeguardstation 14• Establishment of a Gift Shop• Coastal stabilisation212.3 History of Soufriere • Document History of Soufriere• Prepare an inventory of historicalbuildings, sites and artifacts in Soufriere• Establish an Interpretation Centre onthe History of Soufriere1 2 3 4 5 6 7 8 9 10213: Natural SitesEvaluate inventory undertaken in WBS 210 toidentify sites worthy of development andmanagement – develop checklist and guidelinesfor site selectionDevelop 2 sites213.1: Point Sable Environment Protection Area • Develop a position paper articulating theTrust’s vision for the PSEPA.• Identify options and acquire criticalhabitats and historical areas in the PSEPA• Complete Interpretation Centre• Rehabilitate trails on Moule A Chique.• Re‐establish tours to Maria Islands 1514 Collaborate with Hotels and Cruise Liner Agents15 The Southern Group would like to explore the possibility of taking over the tours to Maria Islands.19

Protecting Fair Helen’s PatrimonyWBS 200: ConservationWORK PACKAGES ACTIVITIES SCHEDULE(YEARS)• Rehabilitate Trails in Mankòtè.• Rehabilitate Sugar Mill as a historicalsite in the PSEPA• Establish a programme and schedule oftours 16 to various sites in the PSEPA 17• Develop a multi media documentary onthe PSEPA• Declare PSEPA a “Litter Free Zone”213.2: Anse La Libertè • Develop the site220: EDUCATION AND ADVOCACY• Develop documentary on the evolutionof Pigeon Island to PINL• Develop documentary on work of theTrust over the last 40 years• Develop a series on oral histories ofSaint Lucia 18• Develop and implement an annualprogramme for schools throughout theisland• Develop and implement annual calendarof school competitions 191 2 3 4 5 6 7 8 9 1016 Include kayaking, hikes, nature walks, tours, etc.17 Undertake activities in collaboration with or outsource to the private sector18 Trust can train its Youth Group to collect oral histories of certain communities and persons; Trust can also seek assistance of Universities19 Art, essay and debate competitions20

Protecting Fair Helen’s PatrimonyWBS 200: ConservationWORK PACKAGES ACTIVITIES SCHEDULE(YEARS)• Develop and implement annual summerprogramme 20 for children.• Develop booklets, colouring books etcon specific sites and habitats 21 forschools• Develop multi‐media 22 campaigns onenvironmental and conservation issues• Build a mobile exhibition 23 on the Trustand on Saint Lucia’s patrimony• Prepare booklet and documentary onthe history of Soufriere• Quarterly production and disseminationof Conservation News – review formatand distribution process230: INFORMATION MANAGEMENT231: Resource Centre • Cull and inventorise existing collectionof documents; digitise documentswhere appropriate• Develop catalogue of SLNT documents• Establish and maintain Resource Centre232: Records Management • Develop Policy for Records Managementin the Trust, including digital records,1 2 3 4 5 6 7 8 9 1020 To be carried out in collaboration with the Soufriere and Vieux Fort Groups21 Trust can work with CAMDU22 Including popular theatre23 The exhibition is to be mounted at all major events in Saint Lucia; the exhibition should be circulated through the Trust’s Regional Groups21

Protecting Fair Helen’s PatrimonyWBS 200: ConservationWORK PACKAGES ACTIVITIES SCHEDULE(YEARS)and retrieval and archiving• Organise/update filing system• Organise/update archives233: IT Management • Coordinate Office Intra‐net• Supervise website maintenance• Acquire and dispose equipmentWBS 300: Business Services and Events 241 2 3 4 5 6 7 8 9 10WORKPACKAGES ACTIVITIES SCHEDULE (YEARS)1 2 3 4 5 6 7 8 9 10310: BRANDING 25 AND PRODUCT DEVELOPMENT311: Develop SLNT Brand SignatureDevelop Brand StrategyDevelop Brand Signature Booklet[defining the positioning, values, core satisfiersandbrand essence of the Trust]24 Better understanding of the National Trust brand would also enable the National Trust to communicate it internally (particularly to new staff) and to agencies, corporatepartners and suppliers25 In addition to the affirmation of the Trust’s mission, there are four elements of the brand:• Core positioning ‐ what the Trust stands for relative to other brands [CONSERVATION]• The core needs it meets: i.e. the mix of deep motivators or satisfiers that moved members, volunteers and others to connect themselves with the brand[CONSERVATION]• Its core brand values, which reflect and are congruent also with conservation values• The brand essence, the root value of the brand deriving from its unique identity.22

Protecting Fair Helen’s PatrimonyWBS 300: Business Services and Events 24WORKPACKAGES ACTIVITIES SCHEDULE (YEARS)1 2 3 4 5 6 7 8 9 10Develop illustrations that depict conservation ofSLNT sites/SLU’s patrimonyDevelop on‐line and off‐line brand exposureBuild SLNT brand awareness312: Develop flagship ConservationEnterprises for SLNT BrandDevelop Strategy –Identify products and services 26Identify producers and service providersDevelop franchising modalitiesDevelop guidelines for franchising3.1.2.1 Products • Print old maps and Caddy’s prints forsale• Print postcards from pictures anddrawings of historical and natural sites• Produce calendars and diaries withpictures, paintings, photographs fromthe Trust.3.1.2.2 Services • Establish SLNT Kiosks at all ports ofentry to sell SLNT branded services andproducts.•• Establish Kiosk at PINL• Develop guidelines for care andmaintenance of paintings for loan fromthe Helen Collection.• Develop an annual programme forshowing the Helen Collection.26 Including Heritage/Historical Tours23

Protecting Fair Helen’s PatrimonyWBS 300: Business Services and Events 24WORKPACKAGES ACTIVITIES SCHEDULE (YEARS)1 2 3 4 5 6 7 8 9 10320: EVENTS MANAGEMENT321. Develop Trust’s Annual Calendar of Events• Develop a programme on HistoricalTours in Saint Lucia 27• Annual Arts and Crafts Festival to behosted on one of the Trust Sites• Popular Theatre/Cultural Fiesta at thePark• Moonlight events at the Park• Annual Lecture Series sponsored by theTrust and hosted at one of the Trustsites• An Annual Shows by Popular TheatreGroups• Annual Fund Raising Event around aConservation ThemeWBS 400: Membership ServicesWORKPACKAGES ACTIVITIES SCHEDULE (YEARS)1 2 3 4 5 6 7 8 9 10410: Membership Policies• Identify different categories of27 Tours of Petroglyphs in Saint Lucia in collaboration with the landowners on land where the petroglyphs are found.24

Protecting Fair Helen’s PatrimonyWBS 400: Membership ServicesWORKPACKAGES ACTIVITIES SCHEDULE (YEARS)1 2 3 4 5 6 7 8 9 10members/customers and determineneeds of each category• Develop membership packs 28 detailingthe benefits to be gained from being amember;• Develop new membership cards withappropriate text and photographs• Digitise and update membershipdatabase• Develop digitised database of skill setsamong members• Update Members Directory with contactaddresses, telephone numbers, and e‐mail addresses.420: Membership Recruitment• Develop a policy and guidelines formembers to (a) represent the Trust atnational, regional, and international fora;(b) be mobilised and advocate on issuesof national significance, and (c) developposition papers on significant nationalissues.• Develop reporting format for membersto report on their representation of theTrust.• Direct marketing to recruit newmembers and inform old members –28 Include membership pin, bumper stickers25

Protecting Fair Helen’s PatrimonyWBS 400: Membership ServicesWORKPACKAGES ACTIVITIES SCHEDULE (YEARS)1 2 3 4 5 6 7 8 9 10letters, postcards, inserts430: Annual Calendar of Membership Events440: Volunteer Programme• Review and implement if feasible,Community Membership Agents –provide packs, training• Re‐establish/reinforce SLNT Chapters in‐‐‐ Vieux Fort Chapter and SoufriereChapter, Youth Chapter• Post annual calendar of events 29 – for allcategories of members – on website• Develop policy on volunteering• Volunteer Working Bee Programme 30 –develop guidelinesWBS 500: Corporate ServicesWORKPACKAGES ACTIVITIES SCHEDULE1 2 3 4 5 6 7 8 9 10510: ADMINISTRATION511: Office Administration • Day to day management of Secretariat• Procurement of Goods• Records management• Service meetings of Trust29 Calendar of events must include events to be undertaken by SLNT Chapters30 Volunteers assist in undertaking the various activities of the Trust and is based on a as needed basis26

Protecting Fair Helen’s PatrimonyWBS 500: Corporate ServicesWORKPACKAGES ACTIVITIES SCHEDULE1 2 3 4 5 6 7 8 9 10• Finalise Operational Manual for theTrust• Manage consultancy contracts512: Human Resources Management • Develop HR Policies• Develop Personnel Evaluation System(PES)• Provide Training in PES• Coordinate bi‐annual PES• Manage Personnel 31 and PersonnelFiles513: Staff Development & Training • Develop Annual Staff Training Plan• Coordinate Training Plan• Evaluate Training programmes520: FINANCIAL MANAGEMENT• Finalise Financial Guidelines• Develop and maintain unified accountingsystem for entire Secretariat• Budget Formulation• Budget Execution• Payroll31 Employee relations services; employment activities; employee wellness programme; employee management system; employee benefits (insurance etc.);Leave Management; service terminations; Labour Management, negotiations &issues; Salary Administration; and Health and Safety27

Protecting Fair Helen’s PatrimonyWBS 500: Corporate ServicesWORKPACKAGES ACTIVITIES SCHEDULE1 2 3 4 5 6 7 8 9 10• Prepare quarterly and annual financialstatements• Prepare monthly bank reconciliations• Provide regular updates on financial statusof SLNT to Director• Maintain database of SLNT physical assets• Manage lease agreements• Record and monitor all revenues of theSLNT• Revenue and sales collection• Supervise accounts receivable andaccounts payable• Facilitate annual audits• Financial records management28

Protecting Fair Helen’s PatrimonyVOUR TIMELINEAlthough this is a Ten Year Plan, all ourattention is going to be focussed on thefirst five years during which time we willendeavour to achieve the mostimportant objectives of (i) strengtheningthe Trust and re‐energising itsmembership; and (ii)conserving andprotecting Saint Lucia’s patrimony. Weknow that these first five years will becritical: we will need the funds and wewill need the staff. If we do not succeedin implementing the short‐ to mediumtermobjectives, then there is thelikelihood that we will loose much ofour heritage. The urgency of obtainingthe necessary funds, in a timely manner,cannot therefore be sufficientlyunderscored.The Council and the membership have avery critical role to play in the first twoyears. Members can no longer remainambivalent; not pay the dues in a timelymanner; and not participate in theactivities of the Trust. The same appliesto members of the Council.The schedule presented in the sectionabove is a roadmap of how activities ineach of the five work packages will beimplemented over the life of the Plan. Adetailed work plan for the first fiveyears is presented under separate coverin the Corporate Plan. A detailedbudget for the first five years ispresented as an Excel Workbook and isa companion document to theCorporate Plan.VI OUR BUDGETWe need approximately $19,481,361.00to implement activities in the first fiveyears of the Ten Year Strategic Plan. Weknow that this is an ambitious Plan andwe do not have all of the funds that wewill need to implement the Plan. Weare nevertheless confident that thisStrategic Plan will provide us theblueprint for sourcing funds.The following items, as appropriate,make up each of the budget line items:Salary and emolumentsStaff StipendsUtilitiesCommunicationsOffice SuppliesOffice equipmentVehicle maintenanceAudit feesBank ChargesRental of Post BoxPostage and CourierLicenses and SubscriptionsInsuranceSecurity ServicesSLNT meeting expensesVouched TravelStaff Recruitment CostsStaff Life InsuranceStaff Medical insuranceStaff TransportationStaff WelfareProgramme Expenses29

Protecting Fair Helen’s Patrimonya. Five Year Indicative BudgetWork Package Activities XCDWBS 100: Facilitation and CoordinationSalary and Emoluments $783,636.00Administrative Costs $146,704.00Programmatic Costs $3,598,500.00TOTAL $4,528,840.00WBS 200: ConservationSalary and Emoluments $3,662,401.00Administrative Costs $1,457,096.00Programmatic Costs $4,278,000.00TOTAL $9,397,497.00WBS 300: Business Services and Events ManagementSalary and Emoluments $902,752.00Administrative Costs $144,090.00Programmatic Costs $551,000.00TOTAL $1,597,842.00WBS 400: Membership ServicesSalary and Emoluments $623,415.00Administrative Costs $94,342.00Programmatic Costs $302,500.00TOTAL $1,020,257.00WBS 500: Corporate ServicesSalary and Emoluments $1,184,379.00Administrative Costs $1,550,046.00Programmatic Costs $202,500.00TOTAL $2,936,925.00TOTAL BUDGET $19,481,361.00Of the 19,481,361.00XCD that isprojected as the indicative budget forthe first five years of the Strategic Plan,about 35% has been allocated forcapital works – coastal stabilisation ofPigeon Island national Landmark;rehabilitation of the Morne FortuneHistorical Area; and the construction ofthe SLNT Head Quarters.An additional 37% of the indicativebudget has been allocated for salariesand emoluments. The effectiveimplementation of this Strategic Plan forthe first five years of its life will requirehiring five new staff members, three ofwhom will be at the level of FunctionManager. The Business Services andEvents Manager is critical and will behired within the first year of30

Protecting Fair Helen’s Patrimonyimplementation. The other Managerswill be phased in years 2 and 3.This Plan will be used as the blueprint tomobilise resources. Given the presentglobal economic crises and the gradualcontraction of traditional donor funds toCaribbean NGOS, the budget will bepresented as a series of packages todonors and sponsors. It is also verylikely that different sources of financingwill be available at different timesduring the life of the Plan. To ensurethat the scheduling of the activities inthis Plan is not compromised, resourcemobilisation will be undertaken at least12 months before the on‐set ofimplementation of each of the workpackages and the activities containedtherein.will report to the Council through theExecutive Committee.The Secretariat to the Trust will bemade up of the staff and volunteers.The Director who will report to theCouncil through the ExecutiveCommittee will head the Secretariat.The day‐to‐day management of theSecretariat will be coordinated andfacilitated by the Director incollaboration with his ManagementTeam made up of the FunctionalManagers.Membershipof the SLNTVII OUR ORGANISATIONALSTRUCTUREIn order to deliver this Strategic Plan wewill restructure our organisationalarchitecture. The composition andfunctions of the Council reflect theinstructions received from the generalmembership during the discussionsleading up to the amendments to theSLNT Act of 1972.There will be an Executive Committeewhich will report to the Council andwhich will take its instructions from theCouncil. A number of Committees, eachof which will operate with specific termsof reference and specific time lines todeliver their outputs, will support theExecutive Council. These CommitteesEXECUTIVECOMMITTEECHAPTERSCOUNCILSLNTSECRETARIATa. Organisational Chart of the SLNTMEMBERSHIPCOMMITTEES31

Protecting Fair Helen’s PatrimonyThe Secretariat’s OrganisationalStructure during the life of the StrategicPlan is presented in the next page. Thisstructure will be developed over thefirst five years of the Strategic Plan. It ispossible that funds will not allow for thefully developed structure. Nevertheless,for the Trust to achieve its mission,must undertake most of the activitiesidentified in the Strategic Plan. In theabsence of the full cadre of staff, theTrust will actively pursue the assistanceof its membership and of volunteers toundertake its work.32

Protecting Fair Helen’s PatrimonyCouncilDirectorExecutiveCommitteeConservationManagerBusinessServices andEventsMembershipManagerOfficeManagerAccountantMembershipCommitteesSite Devt. &Mgmt. OfficersEducation andAdvocacyOfficerProgrammeOfficer IIProgrammeOfficer IIReceptionist+ OtherOfficeAccountsClerk/ITOfficerProgrammeOfficer IIProgrammeofficer IIRegistryAssistantInformationManagementOfficerCustomerServiceOfficersRegistryAssistantGroundsMaintenanceCrewb. Structure of the SLNT Secretariat33