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Social Sustainability in Tourism

Social Sustainability in Tourism. Cornish perspectives on Social Dimensions of Sustainability EUTO Visit 29 th September 2012 Matthew Thomson – Fifteen Cornwall matthew@fifteencornwall.co.uk. Outline. Social Sustainability: health, economy, environment

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Social Sustainability in Tourism

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  1. Social Sustainability in Tourism Cornish perspectives on Social Dimensions of Sustainability EUTO Visit 29th September 2012 Matthew Thomson – Fifteen Cornwall matthew@fifteencornwall.co.uk

  2. Outline • Social Sustainability: health, economy, environment • Fifteen Cornwall – a model, a brand and a destination • People: Engagement, Excellence, Enabling - sensitising

  3. Social Dimensions of Sustainability • UN Sustainability Indicators: Health, Education, Employment, Poverty, Child Mortality, Gender Equality, Crime • Social Enterprise: Trading for People and Planet • Locality: Harnessing the Visitor Economy for local development

  4. Brand Local – Brand Social 75% local food 100% local trainees 100% local staff Continuous engagement with local people Social media Jamie Oliver’s brand is inherently social – enjoyment, empowerment and inspiration

  5. Local • Fifteen Cornwall – a model, a brand and a destination • Cornwall – “a beautiful frame….” • Global reach - Local transformation • Social Sustainability – health – economy - environment • Enabling - sensitising 75% local production

  6. Fifteen Cornwall – a destination and an experience

  7. Fifteen Cornwall – a socially sustainable model

  8. Business model Structure: charity owns sole share in private ltd company subsidiary generates £300k+ p.a. for welfare support, apprentice wage and expenses Commercial Methods & Management Processes: performance and bookings management, productivity monitoring, operational controls, market led planning Franchise: fee paid to Jamie Oliver Foundation,spirit more important than letter; use of name, access to contacts and Jamie’s stardust and engagement in programme Social purpose driving Business value: staff motivation, USP, strategic focus Embedded partnerships: web of relationships with suppliers, other restaurants, referral agencies, Cornwall College and JCP; recognised as local leader and talent scout

  9. Setting the scene - people • 850 applications for programme in six years • 108 apprenticeships completed in six years • Over 60% graduates still employed in sector • Served over 450,000 meals • 85 year round FTE jobs • Over 30 local producers engaged • Touching thousands of liveswith one of Cornwall’s biggest brands • Lost contact with only 7 Graduates

  10. Developing People • Chef apprenticeships • Accredited training wine & food service • Knowledge-rich work • Aspirational culture • Service excellence Our people are experts, they’re trainers, they inspire each other and our customers

  11. Apprentice programme - elements • Recruitment and ‘Boot Camp’ • Cornwall College – full time VRQ and day release NVQ • Kitchen Induction – basic skills and safety • Kitchen Service – professional discipline • Apprentice Week – White hats lead service • Sourcing Trips and Work Placement – web of partners • Kitchen completion - finessing • Well-being and Personal Development – ongoing, targeted, responsive, tailored support, counselling, mentoring, coaching • Job brokerage – placement led – 100% C6

  12. Business context - numbers • Restaurant turns over c £3.5M p.a. • c. 10% profit Gift Aided back to charity = £350k • Catalyst for public funding revenue c £295k p.a. (average over 6 years including up front capital investment) • Unit costs approximately £34k per apprentice p.a. including wage and welfare programme • Comparable annual costs of custody (£72k) and benefits (£52k) • Balancing social and commercial value in the numbers

  13. Beyond Apprenticeships • Trustees recognise need to build on success and harness brand to extend programme reach and widen participation • Developing community-based programme of wider food skills activities to engage people outside the core apprenticeship programme • Linking to wider health, well-being, education and training agendas • Developing work placements for non-apprentices within supply chains and friendly restaurants • Applying Wellbeing and Development Programme learning and practice in other contexts

  14. Running a Social Enterprise • Without satisfying economic bottomline you can’t satisfy social, environmental or cultural objectives – profit focus key • Having social purpose sharpens your business model and gives you competitive advantage • Even so it’s a complex balancing act that’s a bit like riding a bicycle – you fall over if you stop • Internal communication is even more important than external communication • Self awareness and critical reflection are the greatest weapons in your armoury

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