Trustees of Scotland’s largest conservation charity have unanimously agreed to move forward with a transformational programme of change despite opposition from nine out of 10 staff.

The changes are designed to help the trust widen its appeal, encourage more people to visit sites, increase membership and generate more income for investment in conservation.

However, the plans have proven controversial with staff who have said they do not believe they will leave the trust in a stronger position.

We remain concerned about the plans and the commercial direction of the charity, however it would be unfair not to note significant efforts made by the chief executive in recent weeks to reduce the level of compulsory redundancies - Ian Perth

The trustees’ decision follows a formal 90-day consultation period through which many submissions were made by staff, volunteers and the trust’s recognised trade union, Prospect.

During that period plans to put 142 staff at risk of compulsory redundancy were watered down, with 90 roles now likely to be made redundant. However, with the creation of 73 new roles, Prospect argues as few as 25 staff should have to lose their jobs.

Just a week ago Prospect released the findings of a survey of NTS staff which revealed only 5% believed the proposals would leave the trust in a stronger position.

And 88% said they thought the plan would have a negative impact on the trust’s conservation and heritage work.

A focus on outsourcing and commercialisation as part of the restructure was also said to be of concern to staff.

Ian Perth, Prospect negotiator, said union members' concerns still stood and they "found the lack of detail on aspects of the proposals extremely frustrating."

"We remain concerned about the plans and the commercial direction of the charity, however it would be unfair not to note significant efforts made by the chief executive in recent weeks to reduce the level of compulsory redundancies," he said.

‘’NTS has given assurances to Prospect that the 90 at risk staff will be given priority when applying for the newly created roles. ‘’

‘’I think the trust would be wrong to spend charitable donations gathered from the public and NTS members on forcing loyal member of staff to leave on compulsory redundancy terms, and then make external appointments. There is an abundance of skills and experience amongst the 90 staff who remain at risk and we hope that the majority of those who want to stay can be accommodated."

The changes see the trust moving from seven directorates and departments down to four, with headquarter functions streamlined to support a new regional properties structure – there will be six regional groupings of built heritage properties and one nationwide grouping of natural heritage properties.

The plan is to use efficiency savings from the restructure to contribute to a £17 million investment in improving properties.

The trust has already announced the first tranche of investment in Culzean Castle and Country Park totalling £2.5 million.

NTS chief executive Simon Skinner said: "We would like to thank everyone who responded to our proposals and who made such useful and thoughtful submissions.

“In particular I welcome the constructive part that the Prospect union has played throughout the consultation.

“It was clear that the need for change was fully endorsed and, as a result of the information and practical suggestions received, we have made changes to our proposals that enhance the programme we are now enacting.

“The changes allow us to retain a core staff of specialists, who will support conservation and visitor services at properties, enable us to bring in new skills and competencies that ensure we offer world-class experiences and deliver a new regional structure that puts the places we care for firmly at the centre of decision-making and planning."

The charity confirmed that at risk staff are being given the opportunity to apply for new posts within the revised structure in the coming weeks.

Skinner added: "It is inevitable that we will be losing some people through the changes but we hope that as many as possible can find roles in the new structure. It will be a difficult time for some and we will offer as much support and help as we can.”

Implementation of the changes is underway and will be complete by the summer of 2017.