The National Trust for Scotland’s governance arrangements are “inflated” and too complex, according to the second strategic review report  by the Rt Hon George Reid.

Based on evidence submitted to him in November and December, as well as preliminary analysis by his steering group, Reid (pictured) asks: “Why does NTS have more people involved in governance than almost any other charity?”

Reid, who is former presiding officer of the Scottish Parliament, adds: “Trust governance is highly expensive in staff time, duplicatory in effect, bureaucratic in delivery, uneasy about change, and frictional in its outcomes.

“It is doubtful whether it can be adequately delivered within current staff numbers.”

The damning report says that “only a number of churches” have the same “inflated” governance structures, which in the Trust’s case consists of a 12-person board and a 40-strong council, with both bodies chaired by Shonaig Macpherson.

“Culture of secrecy”

Reid also referred to a lack of clarity as to whether power lies ultimately with the board, council or members, and says this complexity has led to “a culture of secrecy” in order to get things done.

Listing areas to be discussed in forthcoming focus groups, Reid also puts the Trust’s finances under the spotlight.

“Everyone agrees that the financial stability of NTS must take precedence.

“But, on evidence received so far, there is widespread reluctance to address major issues of sustainability.”

He adds that the NTS does not benefit from the same economies of scale that the National Trust has, and that its “unit costs may be up to a third higher”.

The report also questions the NTS’s sustainability, pointing out that its unrestricted reserves are “less than a quarter of what they should be”, and are topped up by sales of property and legacies.

“Trust finances are (to use the phrase of a former culture minister) 'byzantine' and run on an antediluvian accounting system.”