Social Sustainability in Tourism
Cornish perspectives on Social Dimensions of
Sustainability
EUTO Visit 29th September 2012
Matthew Thomson – Fifteen Cornwall
matthew@fifteencornwall.co.uk
Outline
• Social Sustainability: health, economy, environment
• Fifteen Cornwall – a model, a brand and a destination
• People: Engagement, Excellence, Enabling - sensitising
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
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
Local
75% local production
•
Fifteen
Cornwall – a
model, a brand
and a
destination
•
Cornwall – “a
beautiful
frame….”
•
Global reach Local
transformation
•
Social
Sustainability –
health –
economy environment
•
Enabling sensitising
Fifteen Cornwall – a destination and an
experience
Fifteen Cornwall – a socially sustainable model
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
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 lives with one of Cornwall’s
biggest brands
• Lost contact with only 7 Graduates
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Developing
People
Our people are experts, they’re trainers, they inspire each
other and our customers
• Chef
apprenticeships
• Accredited
training wine &
food service
• Knowledge-rich
work
• Aspirational
culture
• Service
excellence
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
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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
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
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