The strategy is a response to recommendations arising from a review of the charity led by former Scottish Parliament presiding officer George Reid, who had praised a more "collegial" approach to running the Trust.
NTS managers said at least £100m was needed to put the organisation on a sound footing and to pay for "signature projects" at some of its 129 flagship sites over the next few years after it was brought to the brink of insolvency by a financial crisis two years ago.
It is now likely to concentrate on key "signature" sites and call on communities to help manage other historic attractions.
NTS chief executive Kate Mavor has ruled out disposing of any flagship sites after a hit list of 11 was drawn up in 2009. The trust aims to attract thousands of new members over the next five years while links are to be developed around the world to bring in cash.
NTS chairman Sir Kenneth Calman said the strategy would set in train the process of "awakening the sleeping warrior that is the trust".
The new strategy is to be discussed by NTS members at the charity's annual meeting at the Caird Hall in Dundee on 24 September.
Five-Year Strategy - Key priorities
- Making the changes necessary to achieve financial stability so the trust has a springboard to develop ambitious new projects and sustained fundraising.
- After a review of properties, deploying multidisciplinary teams to pilot and apply the highest standards of conservation, community engagement, learning, interpretation, presentation and visitor experience.
- Freeing up and encouraging innovation among trust staff and volunteers.
- Increasing membership numbers and convincing a wider range of people to identify with the trust.