 So, although it states that I am affiliated to be a Kalo scheme, I'm actually at the moment working in London and that's where I go hold my information by working directly with the National Trust. I'm going to present you one case, a certain house, it's a Tudor house built in 1535 and it's not really visited by hundreds of thousands of visitors. It's only, we're talking about 35,000 visitors a year, but the way it is managed, it does allow to pay back everything that it's spent and we, at the end of every year, we tend to break even with our only resources. Again, I will support him on the Python, but we can skip that part. That's something that I really like. It's the motto of the National Trust forever for everyone, which is really meaningful and they really try hard to do it. They may not always be successful, but they always try to improve the system. And just to give you some facts, the National Trust was founded in 1895. We started with only a few dozen members and at the moment we have more than five million members. Imagine that every member is paying roughly 65 to 69 pounds per membership. You can do the math, but it's basically our annual income for the entire trust. Just from trading activities, memberships, tickets and fundraising, it's almost 600 million pounds. That allows to have more than 7,000 full-time permanent member of staff and almost 4,000 seasonal member of staff. And you understand we're talking about more than 10,000 people working for one charity that takes care of heritage in Wales and England. And then, I know I come from Italy, so I do understand very well the problem with volunteering and this number may be shocking then, because we've got 65,000-plus volunteers, and this year it's 66,000 volunteers. They donate a number of hours worth of 29 million hours, which is basically 12 million pounds of free volunteering. They don't do all the time really relevant work, but in terms of conservation, they do assist the conservation stewards, but they don't proactively do conservation, and they tend to work a lot with visitors and other volunteers. They tend to work with school groups. We do have a system to certify that they are allowed to, so we do background checks for sure. If you're working with kids, you have the permission to do that. And they also help us with events and fundraising activities, so that's the area where they really very well perform our volunteers. And then we manage more than 500 properties, historical buildings. They can go from Georgian House in the city centre of London with only three floors and seven rooms to a state building in the countryside that has massive gardens and landscape under deck control. So it's a very large organization. We also control and manage the 600 miles of the coastline of England and Wales, as well as the Lake East Street and some other areas of national interest. And most of the people don't know, when you go to Stone Age, you do pay the ticket to English Heritage, which is 15 to 20 pounds. But when you're actually walking around the barrels in the landscape, that's managed and owned by the National Trust. And they don't really have a means to charge people because it's a free entrance landscape. Just so, you know, the membership, when you join the National Trust as a member, you actually support, for instance, the protection of World Heritage landscape. And then we have partners around the world in Italy. We have the National Trust in Italy, it's called Fundamentale Italiano. And then we have Scotland, it's got an independent National Trust. And then Molta, Canada, Bahamas, Barbaros, I mean Zimbabwe, Australia, New Zealand, it's just the beginning. But the hope is that every country will eventually develop a system like the National Trust so that we can partner and share expertise. And not only members, I mean. So talking about accurate management, we all know London is expensive, like any other capital in the world. So whether it was by case or by really good accurate management, I haven't figured it out yet. But I can say that eventually it became accurate management because they chose to space their main offices in Birmingham and Dwinin. And that's because there used to be, well, there is still some high level unemployment so they could reach out those communities. And also the rents are much cheaper compared to London. I mean London for offices we're talking about maybe thousands of pounds a month. Whereas in these cities we can go down to a few hundreds or a thousand. So that's the difference. And it's a way to save money that can be then reinvested in other operations. And then every property should also try to operate within their budget, although some properties are allowed to not operate as a break and even in profit. But those are cases. And how does the National Trust actually address the matter is to create what I call system properties or more professionally portfolios. So there is a, they tend to have large properties working with medium and small size properties. And the large properties support with expertise and sometimes funds and storage facilities, smaller properties. They don't have access to storage facilities. They may have limited funding or not enough stuff. So I used to work in 275 once a throat where the stuff was one full time and two part times. But the operation of a property doesn't really matter. It doesn't really look at how big is the property because you still have to do catering, retail, membership, selling, fundraising, operation management, compliance, business support, and so on and so forth. It was just too much. So by operating within the system we could call upon certain house and house and other properties in the area to provide expertise. But the National Trust has got also this line of management. I try to synthesize but it's very much more complicated and sophisticated. Basically we work in three levels, in three areas, internal, consultancy and externals. The internal is the one where I work at the moment and I am the sub-property level. And then we have consultants that come in to support people like me. So at the moment I am commercial manager and visitor experience manager that includes four different departments. I am not an expert on retail or catering. I don't need to deny that. I mean it's true. But with this support I can actually manage catering and retail with some issues sometimes but I can get at the end of the day satisfied. And the same with all the other properties. That's how it works. If that doesn't work we can always go upon the externals or go above. Go up to the hierarchy here. So whatever you are in the National Trust, 500 properties, you are always going to end it up with support. You just need to look for it and you will get it. And again the National Trust really operates with the RACHI. So basically responsibility, accountability, consulting form. That's one of the cool topics, matters of the National Trust. Every time you do a work, a job, you are assigned a task. You will always end it up in one of these four. So they really tend to always look for the answer and always appoint the right person for the job. They also support the person to get the right information out. And I was just thinking that George presented a framework how to assess project development. That's from Morf. They English Heritage developed it some 10 years ago. And that's how they suggest you should develop a project. It doesn't matter if it could be a PhD, a new museum, development of a business company. But that's quite useful. And as you can see the team structure, it's a bit different from what we have. But they still have some sort of support and sophisticated strategy. And last year I presented compatible tourism, but that was to address problems with mass tourism. But the idea is to create a connection between major sites and small sites, museums as well. And the National Trust is actually doing it because we have properties with hundreds of thousands of visitors a year and properties with only 1,500. That's for a visit. There is a visitor tab in some, so we need to keep it low. But like ours, it's not really mainstream property, but we get support from other properties by promoting ourselves, by being promoted by them during their visits. And that's how the system basically works. It assumes a lot, but the idea is to have a major site that will attract visitors and redirect those to relieve the stress on the major site. It would work very well if it could be put into practice in Rome, for instance, where we have the Colosseum for Imperiali that are overstressed with the visitor capacity. Whereas other sites just outside 5 km from the Colosseum, we have the Villa di Massenzio and it's visited by 10,000 to 15,000 visitors a year. Colosseum, almost 6.5 million. That's how the, just to give you another insight, how it works in the property portfolio. So you have the main offices in London. They're not really large, but they do provide good support. And then you have what we call the big sister. And then us, the big sister, and then we're supporting the little one. I know it's a very colloquial way, and I apologize if I didn't come up with a way to refer to them, but that's really the system. We support each other one way or another. And then the family portfolio resource pool is basically where we can get extra funding. But also the National Trust has got other funding coming from the main offices in Sweden and Birmingham. And that's because every year we have 200 million pounds from membership, 91 from fundraising, 60.7 million from legacies and wheels. And then we have investments, basically buying shares and stocks and all of that, 176 million, trading, which is retail and catering venue hire, 72 million pounds, which brings the 600 million income that I mentioned before. But also I discovered recently the National Trust has got a particular pot of money that cannot touch unless it's an emergency. And they have almost 250 million pounds in that pot, and it's in case something happens in the future. So there's a money that they're not planning to touch. And overall, the National Trust value excluding the properties, it's 1.244 million, 880,000 pounds. I lost, but it's basically 1.2 billion. Now imagine all this money if they were to come from the state. No way, 1.2 billion. Where do you find all this money? But that's what the National Trust does. On an ideal museum, I've been spending a lot of time thinking what we do need, we would need all these figures. The color coded is to help us understand which department is actually raising funds, which departments are in between or supporting these ones, and which departments are using the funds. All of these together, they are very much needed. And by saying that house, your conservation role is spending money, it's not a bad thing. We do need to preserve our heritage, otherwise we will not be able to fundraise to have a good business experience or events at the property. So all of these together, they should work very well. And then I tend to always raise the point that a museum may have a manager but may not have a director just because sometimes managers are more focused on making the museum sustainable on all levels, whereas a director tends to be more focused on the sustainability of the collection. We need to always find the balance. So ideally we would have a museum manager and a museum director working together as two different figures. This is Saturn House. It doesn't look like a Tudor House. It has changed ownership many times and one of the people that lived in 1748 didn't like the style, so he changed the facade. There were no regulations about protecting the facade or historical buildings. Well, it is nice and it's in Saturn's own tune in London. But back in the days when it was built, in 1535, it was just a tiny village with few houses around far away from London. Now it's in the city centre of London. Now what we have in Saturn House are these resources. We don't have large resources, but we have good historical rooms that we can use. So that's the Great Chamber, and that's another vision of the Great Chamber set up for a wedding. And that's the little chamber, which is where we had ring receptions for the weddings. And that's the Georgian Parlor where we have, for instance, interviews for weddings, so the registrar will come and check whether you're actually you and you know your partner, you're not taking the marriage, and that kind of things. Yeah, you know, I can't get married in England because I haven't been staying there for long, they will support it immediately. This is how we, for instance, set up the Great Chamber in case we have dinner events. And that's the Bueno Bar, which was a 1920s addition to the house by a gendered app to host parties, ceremonies, conferences. And now we're using it for large weddings, up to 120 people, I guess, and then the mere reception, and then the afterward party. And that's how it looks like the community garden, we call it the Breaker's Yard. It was recently acquired some 10 years ago by the person that was having the Breaker's Yard, and he left this unusual double-deck camper caravan, which is quite loved by the kids, and we do have almost 16,000 children visiting the house because all the schools around the area, they join the National Trust as educational group members. That's how we started. When the house opened in the early 90s, we only had three members of staff, House Seward, House Manager and Assistant Custodian, which was actually doing all of these. So it wasn't really a custodian, it was much more than that. And we had quite a few human resources issues because there was not enough time to do all these tasks. So eventually, the house, through a really accurate management of financial resources, asking for support from other properties, extra funding from the central offices managed to get to a 6.5 member of staff, three of which are part-time and five are full-time. And the color code is the same, as you can see. All of us, all my colleagues, we do manage volunteers except for the House Manager. It tends not to have time to be on the ground working with the volunteers, but he would like to. So we went from a budget that was for events just 6,000 pounds a few years ago. And within one to two years, we're going to reach 60,000. And we're not just going from 6,000 to 60,000 in one year. We are at the moment around 40,000, 45,000 every year. So one of my duties is to develop a strategic plan to reach these 60,000 pounds in the next few years. So that's what we're trying to aim. And those money are actually paying for the salaries. Not only those, we have other sources of income, but that's what we use these money for. And then that's how the house looks like when we have people in for events. And then London has got one mayor, the main one, but then every neighborhood has got a local authority mayor. And they tend to come out quite often and he really appreciated the hospitality last year, so he left a note. And it's a really good sign for us, but also for the volunteers supporting the event at that time. That's our tiny shop. It's not generating hundreds of thousands of pounds, but it does make the job. We are around 10,000 pounds a year. And that's what we really can hope for. At the moment, we have almost 100 events a year that are generating these budgets. And that's, for instance, another wedding of civil marriage that we had a few years back. And that's, again, the well-op barn that we had. I showed you the photo earlier. Then we have theatrical performances. Again, in the well-op barn or in the great chamber. And that's Maria Stoada by Donizetti being represented in certain three days in case you wish to come. But what I did highlight here is that they are supporting us by paying about a fee, but they're not only supporting us, they're supporting other national trust properties. So this company is working with us mainly, but we work together with other properties to share the benefits of having a theatrical performance Retail and catering together, they make 16,000 pounds. And it's good. It pays for the three salaries that we have, the part-time ones. And what brought us is basically we really have a good high level of conservation. We are listing our museum for the museum accreditation. We have become a community center. I couldn't show any photos of that part because there are sensible groups, participating school groups, people with particular Alzheimer's disease and all of that. But they are using the facilities of the house, the venues, every week. And that's a really important thing because it's unusual for the national trust to be actually a real community center. We are a big point of reference for schools. As I said, we have more than almost 15,000 children coming to visit the house. We are becoming a prestigious event for venues and weddings and any sort of private function. And then we do manage to break our annual financial statement even. So that's really good. And the working environment is positive. There is no negative competition between the colleagues but it is actually positive constructive competition. If you're not a large national trust, an organization like the National Trust, it's not a problem. You can still try to reach out to your other colleagues and other museums. You just need to make the first step. But it doesn't take much to make a phone call and arrange a meeting. And eventually you will end up being able to share expertise. Food for Thoughts. This is my last slide, I believe. And it's just to point out some of the topics that I would like maybe to bring also during the discussion. Do we have a mandate over digital and beyond? Where do we stop with our job in museums and archaeological sites? What do we need to do? And what is our duty of care? Do we take care more of the collection? Do we focus more on visitors? Do we focus more on generating revenues? Where do we find the balance? And creating a positive working environment is fundamental. Otherwise you don't really want to see Monday. I do love to see Monday morning because I'm going back to work. And then fast tourism, we were talking yesterday in another session, it's a fast growing market and it can lobby us. It can lobby very badly in an heritage. And we were talking about cruises. It's a market that is worth billions of pounds. How can we as heritage sector fight back the lobbying that they're doing to us by not being divided first? And that's it. Thank you very much for your attention and I hope to see you here in Zagreb or Flanders.