ࡱ> uwt bjbj ?   8Ea$  "!!!!!!!#&V!j"!!!!:nt  j !!0 ".&x&& !! "& : Scottish Government Debate: Tourism The Case for Social Enterprise March 17 2010  Key Messages The skill set needed to grow the sector is not being adequately delivered by public bodies, further the stigma attached to many tourism based enterprises deters skilled workers from pursing this as a vocation. The tourism industry as a whole must become a more attractive destination for skilled workers so that the sector can increase its capacity. Many within the Social Enterprise tourism sector believe the recession is making their organisations meaner and leaner. The drive to reduce costs and impose greater financial discipline has been a tough but invaluable lesson which will allow these organisations to grow in the coming years. With the necessary support from public bodies that are established to support tourism in Scotland (including the Scottish Government through procurement opportunities) and by focusing on providing bespoke packages, then we can make great progress towards a 50% growth in tourism spend. Background Social Enterprises involved are on the front line of the Government tourism strategy with many of our members involved in hospitality, outdoor pursuits, heritage, food, culture and providingaccommodation. In rural areas, in particular, social enterprises have been well placed to increase tourism spend by providing bespoke packages, to tourists who value an individually tailored approach to the sharing of local knowledge, and will in turn pay a premium for this service. Skills and Training Coalition members have found that despite the recession, and the need to make redundancies, there are still not enough skilled individuals working in tourism, cultural and hospitality based organisations. Many have struggled to find hospitality staff who are skilled to the level that they require and have had to instead resort to taking people on who show an aptitude and train them up. This is turn has an impact on capacity for expansion. The difficulty in recruiting good staff is also reflected in the poor quality college courses and the perception of working in restaurants is not regarded very highly as a career. Visit Scotland Many of our members feel the fee they to pay to VisitScotland to advertise on their website is poor value for money given the number of bookings they received through it, while other members have little to no contact with VisitScotland on marketing opportunities for their business. There is not enough understanding of Social Enterprise business model and how it contributes to economic growth as well as community regeneration. Business Discipline During the last year many organisations have been forced to reduce their overheads by cutting back of staff hours, making redundancies and reducing the capacity of their trading arms. However the recession has also imposed a discipline and business drive in management and sound financial planning. The imperative for any business in a recession is to look critically at costs but also to look at how to exploit opportunities and prepare for the expected upturn. By reducing costs dramatically and looking to make substantial investment in expanding existing businesses and/or developing new ones many social enterprises see real opportunities for growth. For example Hebridean Chocolates set up by Voluntary Action Lewis plan to join the Hebridean food trail (HYPERLINK "http://www.outerhebridesfoodtrail.com"www.outerhebridesfoodtrail.com) and Forth Sector who run a guest house and retail shop in Edinburgh have made a proposal to the Social Investment Fund looking to expand on their existing businesses. Community Planning Partnerships Many Coalition members see a pivotal role for Community Planning Partnerships to work with local social enterprises to build social enterprise engagement; however this can only be sustained if there is Social Enterprise representation and knowledge of social enterprise business model on the CPPs. What the sector needs now is greater clarity from the public bodies that are charged with supporting the development of cultural social enterprises clarity about their role, purpose and ability to deliver. Tourism is part of the way we understand and project Scotlands place in the world. Yet currently social enterprise procurement within Scotlands public tourism spend is practically nonexistent.There is significant scope to build long term relationships with the local and international tourism market by promoting the value add that environmental sustainability and community regeneration provides. However Government must provide the environment for Social Enterprise to flourish amd ensure procurement contracts have community benefit clauses attached, giving social enterprises the opportunity to bid for contracts with private sector partners. Case Studies Aberdeen Foyer :Voted Social Enterprise of the Year 2007 at the Scottish Business in the Community awards. Foyer Enterprise, the trading arm of Aberdeen Foyer, was classed by judges as an exemplary business model in the social sector. Through its four key business areas Foyer Gallery & Restaurant; Foyer Drive; Foyer Graphics and Ben & Jerrys Partnership the limited company generates income to support the provision of supported accommodation, access to a range of education, training, employment opportunities and community health services for young people and their community.  Six Mary's Place, Edinburgh It is a refurbished Georgian (1829) town house with a warm, friendly ambience, based in the heart of Edinburgh. It offers Bed and Breakfast accommodation and Private Business Meeting Room Hire and has been given a rating of three stars by VisitScotland and four diamonds by the AA. 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