THE SAINT LUCIA NATIONAL TRUST - Environmental Funds Tool Kit

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Protecting Fair Helen’s PatrimonyI. <strong>THE</strong> 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
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