|
|
|
Business Case: |
|
|
|
| Appendices: |
|
|
|
||||||||||||||||||||||||||||||||||||||||
|
Skills Sectors Analysis of existing employment distribution showed that the majority of tourism and leisure related employment is located in rural areas. Launceston does not currently perform as a tourist destination and it is considered that this is an area that could potentially be improved. Further to the Market and Coastal Towns Initiative report, there is demand on locations which are required to facilitate employment growth in these sectors. There is need to improve the tourist offer in the town, providing additional leisure facilities and building on assets within the town centre. A considerable element of these sectors will occur within rural areas and the strategy for Launceston should look to help promote tourism in the area, but increase the percentage of growth within the town centre. This would continue to help agricultural diversification and improve the town centre. The potential knock on benefits of the tourism and retail sectors feeding off each other produces a multiplier effect on trade within the town centre. In developing a vocational training centre to support maximising tourism, leisure, hotels and restaurant provision in the town centre should support the objective of promoting the regeneration and employment importance, like retail growth, leisure, hotels and restaurant provision and help diversify the economy. Hospitality Skills Sector People 1st, the skills sector council for hospitality, are currently developing a National Skills Academy to ensure the sector has the skills needed to improve productivity and develop an excellent tourism offer for the UK. In order to achieve this aim, it is proposed to establish an Academy presence in all nine English Regions. As part of a federated structure, Dunheved House would become an integral part as a Hotel Training Academy in the south west region. People 1st anticipate that the Academy will offer education and training through two channels: (a) New and Innovative Facilities developed by employers: integral to this are new-build restaurants and hotels which are fully operational, allowing learners to develop while working in commercial environments. In addition to new bricks and mortar establishments, this will include new Virtual Hotel Academies in major cities, where leading employers participate in a shared development programme, allowing learners to undertake apprenticeships at a variety of different hotels and hospitality venues (b) The Apex of Learning Providers: the very best colleges, private training providers, universities and e-learning - developing and delivering both full time programmes and short training courses to meet employer needs and engage more employers in training. Augmented by organisations from across the sector that have dedicated staff time and resources to support the Academy’s operations, including InterContinental Hotels, McDonalds Restaurants, Premier Travel Inn, Paramount Restaurants, Sodexho, De Vere, Accor and Aramark, this will ensure the very best of provision. As a learning provider, this project is integral to the Academy model providing strength in delivering the breadth and depth of hospitality provision. At a local level, the Tourism Skills Network South West, have pledged their support and offered the facility to work with local employers in upskilling the workforce and in encouraging expansion of provision in the area. Historically there have been strong connections with the sector including the preparation of the Gateway 2 bid for the Hospitality Diploma, work experience placements and competitions. Retail Skills Sector Discussions are under way at a local level with Skillsmart Retail, the sector skills council, who have expressed a keen interest to invest in this project to supplement the National Retail Academy. The National Academy was formed to provide training and knowledge support to the retail sector, and to promote the development of retail skills throughout the UK and focuses on the small and medium sized retail business, on training provision and business support. The Academy is led by a consortium of partners from the public, private and charitable sectors: • The business people and retail organisations who need people development and learning support • Businesses in the private sector whose mission is to support these needs • Colleges and universities and training providers who excel at providing retail-training • The independent public bodies and policy makers who are guiding the skills and productivity drive in the retail sector. Summary With the support of both skill sector councils, the development of Dunheved House facilitates access to strong networks of employers and business support networks. Both councils have identified need in the area and support the development of such a facility | |||||||||||||||||||||||||||||||||||||||