The Trust measures the progress and achievement of our strategy through the use of organisational Key Performance Indicators (KPIs).

 

This year’s performance results are described in the table below. We are developing success measures for all aspects of the strategy and will use these in future reports.

Performance Table Click on table to view as a larger image

 

The Conservation Performance Indicator (CPI) is used to measure how well we are putting conservation into practice at our properties. Objectives are defined andprioritised for the particular conservation needs of each property. Progress is assessed annually. For the CPI we measure the percentage of properties that complete a review and of those how many report an improved or static score.
2 We have set an ambitious target to reduce our energy consumption by 20% by 2020 of which 50% will be fossil-fuel consumption. These targets are relative to energy usage in 2009 prior to our commitment to open or to provide access where possible 363 days a year.
3 Actual number of members at the end of the year was 4,588,393.00.
4 We are expecting our retention rate to drop back marginally next year as a result of the strong recruitment in 2015/16. This means we have more first-year members who historically are less likely to renew than those with a longer tenure.
5 Our volunteer recommendation score is the percentage of volunteers that would strongly recommend the National Trust as a place to volunteer, measured through our annual volunteering survey.
6 Net Gain is total ordinary income, less total ordinary expenditure expressed as a percentage of total ordinary income.
7 To provide a clearer measure of the financial contribution of our day-to-day activities to fund conservation repairs and projects, we are replacing our Net Gain measure with Operating Margin. This is defined as the operating contribution divided by operating income and can be more consistently applied at all levels of the organisation.
8 The score for this and operational management satisfaction is a percentage based on the proportion of respondents ‘strongly agreeing’ in the case of staff satisfaction and ‘agreeing’ and ‘strongly agreeing’ in the case of operational management satisfaction with the relevant statements in the staff survey.
9 Operational management satisfaction (total agreement) increased by 2% to 80% in 2015/16. As with staff satisfaction we are proposing to maintain this improvement in our forward targets. From 2016/17 we will switch our headline measure to the proportion of respondents strongly agreeing rather than total agreement. In 2015/16 this score was 44%, a rise from 39% in 2014/15.