1. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE Presentation by Tom Perrigo Chief Executive Officer The National Trust of Australia (WA) N ATIONAL T RUST

2. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE Ned Goodwin’s Cottage Central Greenough Historic Settlement

3. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust Questions: Where is the trail industry going in Australia? What are the opportunities for the industry, regarding sponsorship, fundraising etc? Where to from here? THE VIEW FROM OUTSIDE

4. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE Methodology literature search desktop research web analysis (143 sites) interviews participant and listener

5. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE Results  92% appeared to be working by themselves in isolation from other trail groups  69% did not include conservation as an objective  81% did not have a business plan  96% did not have an interpretation plan  89% did not have a regular funded maintenance program  94% did not have a vision and/or a mission statement  66% was primarily associated with government land

6. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE Current Users low intensity recreation (walking, relaxation) secondary – high intensity use (exercise, fitness) Mundaring Western Australia study November 2000

7. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE “ to conserve the scenery and the natural and historic objects and the wildlife therein and to provide for the enjoyment of the same in such matter and by such means as will leave them unimpaired for the enjoyment of future generations” 1916 Organic Act - USA

8. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE Total Quality Management 1.Defining the problem and quality improvement opportunities 2.Selecting the problem or opportunity 3.Analysing the causes and effects 4.Generating potential actions 5.Evaluating and selecting the actions 6.Testing the effect of the actions 7.Implementing the action 8.Monitoring and evaluating the action Alcoa’s Model 1 2 3 5 6 7 8 4

9. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust INTERPRETING TRAILS – THE NEED FOR STANDARDS The National TrustN ATIONAL T RUST INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust De Bono Hat`s Creativity “growth” Control “sky” “warmth" Emotion Benefits “sunshine” Caution “caution” Information “pure facts” In simple terms, he devised a process which enables a group to move towards constructive dialogue as everyone uses the same mode of thinking characterized by a different colour of hat at the same time. The result is that many perspectives are reviewed at the same time and a productive conclusion is reached, rather than arguments.

10. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE 1. What are the problems and/or opportunities?  The lack of leadership  the limited amount of money  the absence of strategic planning  the disconnection and competition between like organisations  the inconsistent support of Federal and State Government  the lack of quality research  the lack of opportunities for sharing research, experiences and training  the dissatisfaction and frustration by some sectors in the industry Total Quality Management Model

11. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE 2. Selecting the problem or opportunity  lack of leadership Total Quality Management Model 1 2 3 5 6 7 8 4

12. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE 3. Analysing the causes and effects Total Quality Management Model 1 2 3 5 6 7 8 4  It is well understood that no legislation or government action will ever be effective without community support  The current Government led process can be changed to a community driven movement  This community movement and the various government agencies be accountable for particular components of the industry which both understand and accept

13. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE 3. Generating Potential Action Total Quality Management Model 1 2 3 5 6 7 8 4 Peak National Organisation Key Function  Advocacy – the process of influencing decision-makers  Clearinghouse – of standards, policies, programs, research  Training – co-ordinator, accreditation  Facilitor – to work downward for its members eg research, training, administration – database  Sponsorship/fundraising

14. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE PATRON FOUNDATION (BOARD) Incorporated Association Board Australian Trails Association (an alliance) Executive Team (paid staff) Appointed by the Patron by nomination via the Alliance Board Sponsors Benefactors Contributors Supporters Friends Made up by elected officers from every State/Territory Chapters and/or Branches Members Note:individual and/or corporates can be members of the Alliance Peak National Organisation Model

15. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE 1 2 3 5 6 7 8 4 Summary implement steps 5, 6, 7 and 8 with various state, regional and local groups thank you to the trail specialists and volunteers thank you for the opportunity to work as a volunteer

16. INTERPRETING TRAILS – THE NEED FOR STANDARDS The National Trust THE VIEW FROM OUTSIDE National Trust “If you always do what you have always done, you will always get what you have always got”. Aristotle