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Social Sustainability in Tourism Cornish perspectives on Social Dimensions of Sustainability EUTO Visit 29 th September 2012 Matthew Thomson – Fifteen.

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Presentation on theme: "Social Sustainability in Tourism Cornish perspectives on Social Dimensions of Sustainability EUTO Visit 29 th September 2012 Matthew Thomson – Fifteen."— Presentation transcript:

1 Social Sustainability in Tourism Cornish perspectives on Social Dimensions of Sustainability EUTO Visit 29 th September 2012 Matthew Thomson – Fifteen Cornwall

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 lives with 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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