Social Sustainability in TourismCornish perspectives on Social Dimensions of

Sustainability

EUTO Visit 29th September 2012

Matthew Thomson – Fifteen Cornwallmatthew@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 Social75% 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• 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

Fifteen Cornwall – a destination and an experience

Fifteen Cornwall – a socially sustainable model

Business modelStructure: charity owns sole share in private ltd company subsidiary generates £300k+ p.a. for welfare support, apprentice wage and expensesCommercial Methods & Management Processes: performance and bookings management, productivity monitoring, operational controls, market led planningFranchise: fee paid to Jamie Oliver Foundation, spirit more important than letter; use of name, access to contacts and Jamie’s stardust and engagement in programmeSocial purpose driving Business value: staff motivation, USP, strategic focusEmbedded 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

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

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

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