Governance and corporate reporting in heritage: reflecting on The National Trust Annual Report 2019-20

Catching up on various aspects of heritage organisations’ governance and corporate planning in advance of the 2020 annual reports publication season meant I was reading again through The National Trust’s 2019-20 annual report which was published just as the coronavirus pandemic forced the country into lockdown just over a year ago.

The 2019-2020 financial year had been the most successful ever for the Trust in terms of visitor numbers, membership recruitment and retention and fundraising. These successes also coincided with the Trust celebrating its 125th anniversary and the half way point through its 10 year strategy ‘Playing our Part’. As with all good corporate planning cycles, the midway point gave the Trust the opportunity to review progress and refine the strategy and it took the opportunity to relaunch it under the banner of ‘Nature, beauty and history. For everyone, for ever.’

The revised focus for the strategy has been all the more important given the year of lockdown which immediately followed the annual report publication – with aims for environmental enhancement, further broadening of the experience for visitors, and most potently “…addressing unequal access to nature, beauty and history by working with others to increase access to parks and green spaces in, around and near urban areas.”

The effect of the pandemic has been huge on the organisation as widely reported elsewhere, with anticipated effects already noted in the published annual report prior to the realisation of the year of turmoil from 2020 into 2021. The upcoming corporate reporting for 2020-21 will therefore prove fascinating reading not only for an overarching assessment by the organisation on how it has coped with pandemic’s huge effects on it as a charity and employer with major reliance on the tourism economy, but also how it feels it has corporately fared through the media storm of culture wars, the organisation’s response to the Black Lives Matter movement, and its role in addressing the identified social need for connection and access to greenspace, fresh air and a healthy natural environment.

The publication of an annual report, apart from being a statutory requirement for accounting and governance purposes, are the location where fact (accounts and KPIs) and narrative (report and review) combine in a regular annual cycle enabling the lifecycle and development of an organisation to be charted. They are a vital and fascinating part of the story in an organisation’s administrative history, and are always worth a closer inspection.

Heritage and business – inspired by @DirectorIoD @The_IoD

Director coverThe latest edition of the IoD’s Director magazine for Dec15/Jan16, as usual, has got me thinking about the implicit and explicit role of heritage and the historic environment within the corporate world of business and management. Quite apart from my own identification with the idea of an ‘obsession statement‘ rather than a mission statement advocated by Lord Allen (pictured on the front cover of the magazine) – where I suppose mine would be, “heritage is fundamentally linked to management – through people, places and products” – many of the articles and ideas draw on inspiration, ideas and understandings that professionals in the heritage world associate with daily.  A few examples from this month’s edition which cross the historic environment, civic realm and business boundaries include:

  • The business of the Bard – recognising the boost for brand Shakespeare in 2016 as the 400th anniversary of his death approaches (the success of the Globe theatre; tourism in Stratford and the surrounding area; RSC events and international artistic reach)
  • 2016 identified by Next Big Thing’s CEO, William Higham, as the year of tech/life balance – where authentic environments; the rise of the retro; traditionalist lifestyles and village life are seen as attractive touchpoints
  • Review of Erin Meyer‘s ‘The Culture Map’, advocating better business via better intercultural management through understanding of anthropological contexts and local values
  • American Express supporting independent businesses through the ‘Shop Small‘ campaign
  • The resurgence of of Madrid, as businesses recognise not only the business opportunities, but the cultural and civic opportunities of the historic city
  • The IoD’s own economic predictions for 2016 and beyond stating that ‘pretty cities prosper’ – noting that, ‘one of the most important [factors] is the existence of an amenable built environment… Physical environments matter and high-value-adding workers who can choose where they work will gravitate to aesthetically pleasing towns. That such towns will find they can support a greater range of cultural activities and amenities will only add to the positive spiral such a situation creates.’
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