The National Trust of Australia (NSW) has commenced delivery of its Strategic Plan 2025–29 with strong momentum, achieving measurable progress across its objectives in the first year of implementation. Anchored in the principle that heritage is our inheritance and that today’s stewardship ensures a sustainable organisation for future generations, the Strategic Plan focuses on activity above and beyond business as usual.
While still in the early stages of the five-year plan, it’s timely to share an update on the meaningful outcomes that are already evident.
Objective 1: Engaging effectively with the community as a strong advocate for heritage
A major milestone is the near completion of the National Trust’s first Reconciliation Action Plan (RAP). With 85% of the forty-two actions delivered and the Plan on track for completion this year, the RAP represents a significant commitment to acknowledging, understanding and valuing Aboriginal and Torres Strait Islander heritage.
A standout achievement is the enhancement of the Saumarez Homestead visitor experience, where Aboriginal history and language has been thoughtfully integrated. Developed in collaboration with the local Aboriginal community, the interpretation shares the story of the Anaiwan people of the Armidale region, embedding cultural storytelling into the fabric of place.
As the National Trust moves into the next stage of its reconciliation journey, the focus will shift to deepening partnerships and strengthening community relationships.
Objective 2: Valuing and caring for our people
The National Trust’s work is only possible through the dedication of its staff and more than 1,000 volunteers. Several initiatives have been completed to better support them.
Key improvements include the progressive implementation of secure digital systems to replace manual, paper-based processes. These upgrades deliver significant operational efficiencies while strengthening data security and accessibility for both staff and volunteers. By modernising internal systems, the National Trust is creating a more supportive and sustainable working environment for its people.
Objective 3: Strengthening collaboration
Collaboration remains central to the National Trust’s impact. A comprehensive audit and review of existing partnerships have been undertaken to ensure relationships are purposeful and aligned with strategic goals.
In 2025, several collaborations have been extended or strengthened:
- Museums of History NSW collections toured to Cooma Cottage.
- The National Trust’s offices at Observatory Hill featured as part of Sydney Open.
- The Southern Highlands Regional Art Gallery hosted the Archibald Prize 2024 from the Art Gallery of NSW, complementing the Salon des Refusés exhibition at Retford Park from November 2024 to January 2025.
These partnerships and others demonstrate the National Trust’s commitment to sharing collections, audiences and expertise to amplify cultural and heritage impact.
Objective 4: Financial strength, stability and sustainability
Ensuring long-term financial sustainability is central to the Strategic Plan.
There has been a dedicated focus on philanthropy, engaging members and the broader community to attract funding for priority projects, while also securing flexible funds that can be directed where they are most needed.
The membership renewal process has been reviewed, with improvements underway to make renewal simpler and more accessible.
A major project milestone was the launch of the Sustainable Saumarez Homestead Tourism Project at Saumarez Homestead. Supported by funds from the National Trust, Armidale Regional Council and a significant NSW Government grant, the project included conservation works, adaptive reuse and the construction of new venue hire and accommodation facilities. These enhancements expand the visitor experience and open the property to broader audiences while supporting its long-term conservation.
Objective 5: Sustainable Strategy for each of its properties
The National Trust (NSW) manages a substantial property portfolio that safeguards many of the State’s most significant heritage places. A structured review is underway to determine their sustainable long-term care, management and ownership for each property.
As part of this process, Juniper Hall in Paddington, which is the subject of a 99-year lease, no longer requires National Trust ownership to ensure its conservation and management. The National Trust sold Juniper Hall in early 2026 to a company associated with the leaseholder and Moran family, the descendants of the original owners.
Juniper Hall remains protected under its Conservation Management Plan and is listed on the State Heritage Register.
Proceeds from the sale will help fund key Strategic Plan projects and be reinvested into National Trust’s broader portfolio of heritage places, strengthening conservation outcomes across New South Wales.
Objective 6: Realising commercial opportunities
Progress has also been made in advancing commercial initiatives designed to deliver incremental revenue growth.
There has been a focus on further improving the profitability of Bush Management Services. Technology has streamlined manual processes, while a review of the service rates has ensured rates are both competitive and financially sustainable.
A Development Application for Everglades House & Gardens proposes to further open the property to the public for the next phase of small and intimate exhibitions, events and venue hire activations.
At Old Government House, refurbishment of the café is underway. The upgraded café offering will enhance the visitor experience, while contributing to sustainability.
Looking ahead
The first year of the Strategic Plan 2025–29 demonstrate tangible progress across advocacy, caring for our people, enhancing partnerships, developing financial sustainability and commercial growth. The work continues, laying the foundations to position the National Trust confidently toward a sustainable future.
