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FOOD NETWORK:
A Plan for Comprehensive Restaurant
Sustainability


SSC White Paper
Introduction


 Restaurants are
 positioned at the center
 of a network of producers
 and consumers in such a
 way that affords them the
 opportunity to have
 beneficial social as well
 environmental impacts.




                          www.sustainabilityconsulting.com
             Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Introduction


 This free white paper, Food
 Network:
 A Plan for Comprehensive
 Restaurant Sustainability, presents
 successful models from sustainable
 tourism in order to develop a
 comprehensive definition of
 sustainability that addresses social
 and economic as well as
 environmental considerations.




                           www.sustainabilityconsulting.com
              Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Introduction


 These models are then adapted to Strategic Sustainability
 Consulting’s methodology to develop a framework for
 sustainability that leverages the restaurants position at the
 center of a learning network.

 A step-by-step plan is offered to guide restaurant owners and
 managers through the process of evaluating their
 processes, identifying weaknesses and opportunities to have a
 positive impact, prioritizing these goals according to their
 strategic business objectives, and identifying measurable
 targets.


                           www.sustainabilityconsulting.com
              Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Richins’ Four Different Angles
Richins’ Four Different Angles


 Harold Richins’ analysis of sustainable tourism in
 Noosa, Australia offers a framework in which sustainability is
 approached from four different angles:
 1.   The ecological angle focuses on the
      conservation of natural resources;
 2.   The cultural perspective focuses on the
      enhancement of human assets within a
      community;
 3.   The socio-community angle deals with the
      management of linkages within a
      community; and
 4.   The economic perspective focuses on
      maintaining the processes that generate
      revenue to support the community.

                               www.sustainabilityconsulting.com
                  Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Richins’ Four Different Angles


 It is important to recognize
 restaurants operate within tourism
 networks, but more importantly form
 the center of learning networks
 whether they serve tourists or locals.


 With this in mind, it is useful to apply
 Richins’ framework in order to create
 a comprehensive sustainability plan
 for restaurants. Food Network:
 A Plan for Comprehensive Restaurant
 Sustainability, describes this
 framework in practice and next steps.


                             www.sustainabilityconsulting.com
                Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Taking Stock of Status Quo
Taking Stock of Status Quo


Creating a sustainability strategy requires first understanding
the restaurant’s operations: All of the
inputs, outputs, byproducts, and the nature of its operations.

Walking through the production process, from the sourcing of
ingredients and hiring of labor to marketing to disposal of food
scraps, allows a restaurant manager to identify all the
opportunities that exist to pursue sustainability objectives.




                          www.sustainabilityconsulting.com
             Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Taking Stock of Status Quo


This list of questions,
provided in the white
paper, to ask while
walking through the
restaurant production
process is not meant to
be exhaustive, but to
give restaurant
managers a sense of the
potential depth and
breadth of a
sustainability strategy.



                           www.sustainabilityconsulting.com
              Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Setting Goals
Setting Goals


 In order to identify and prioritize sustainability goals, it is
 helpful to think of three phases of sustainability: introductory,
 intermediate, and advanced.

 Thinking of a restaurant as being
 in a particular phase leaves the
 door open for progression to the
 next phase. Using Richins’
 framework, restaurant managers
 can develop goals that exploit the
 potential of the restaurant’s
 position in the network in each
 phase.


                            www.sustainabilityconsulting.com
               Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Setting Goals


 1.   The Introductory Phase, where restaurant managers can
      identify the actions needed to reduce the restaurant’s
      waste, engage staff, and use local resources.

 2.   The Intermediate Sustainability Phase, where managers can
      refurbish and redesign their restaurants for greater
      efficiency. They can also cultivate relationships with the
      suppliers in their network.




                            www.sustainabilityconsulting.com
               Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Setting Goals


 3.   The Advanced Sustainability Phase, where a restaurant can
      leverage its position at the center of a network of producers
      and consumers to disseminate information and ideas. This
      is where the four aspects of Richins’ framework merge:
      Ecologically, culturally, and socio-communally driven
      practices build on each other, and feed into (and are fed by)
      economic success.




                            www.sustainabilityconsulting.com
               Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Setting Goals


 Once the restaurant manager decides which phase of
 sustainability the vision for success falls into, certain objectives
 can be picked out as more important than others. Specific
 targets and deadlines should be attached to each goal.

 Having timelines and, where
 appropriate, deadlines for
 such targets is helpful
 because it evidences
 management’s commitment
 and creates a sense of
 urgency.


                           www.sustainabilityconsulting.com
              Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Setting Goals


 Food Network: A Plan for Comprehensive Restaurant
 Sustainability includes worksheets in the appendix that can be
 used to guide you through these three essential “goal-setting”
 phases.

 These worksheets list a variety of possible options. This is not
 meant to be an exhaustive list of actions, since propriety will be
 determined both by circumstance and by the restaurant’s
 strategic objectives; rather it is intended to give managers a
 sense of what actions might fit best at each phase.




                           www.sustainabilityconsulting.com
              Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Conclusions
Conclusions


By creating for their businesses certain standards of social as
well as ecological sustainability, restaurant managers have the
opportunity to help other businesses, and other stakeholders in
the restaurant’s network, to live up to higher standards as well.
Doing so will empower the entire network by engaging
members in the process of establishing a vision for a
sustainable community.




                          www.sustainabilityconsulting.com
             Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Conclusions


As the consumers demand
for more responsible
business in general, and
more responsibly
produced food in
particular, continues to
rise, the learning networks
of which restaurants form
the nexus will mutually
reinforce value-adding
sustainability practices for
all stakeholders.



                            www.sustainabilityconsulting.com
               Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
Download the complimentary white paper in it’s
entirety by visiting the SSC website today:
Food Network: A Plan for Comprehensive Restaurant
Sustainability


What are your thoughts? Join the
conversation on twitter @jenniferwoofter!

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Food Network: A Plan for Comprehensive Restaurant Sustainability

  • 1. FOOD NETWORK: A Plan for Comprehensive Restaurant Sustainability SSC White Paper
  • 2. Introduction Restaurants are positioned at the center of a network of producers and consumers in such a way that affords them the opportunity to have beneficial social as well environmental impacts. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 3. Introduction This free white paper, Food Network: A Plan for Comprehensive Restaurant Sustainability, presents successful models from sustainable tourism in order to develop a comprehensive definition of sustainability that addresses social and economic as well as environmental considerations. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 4. Introduction These models are then adapted to Strategic Sustainability Consulting’s methodology to develop a framework for sustainability that leverages the restaurants position at the center of a learning network. A step-by-step plan is offered to guide restaurant owners and managers through the process of evaluating their processes, identifying weaknesses and opportunities to have a positive impact, prioritizing these goals according to their strategic business objectives, and identifying measurable targets. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 6. Richins’ Four Different Angles Harold Richins’ analysis of sustainable tourism in Noosa, Australia offers a framework in which sustainability is approached from four different angles: 1. The ecological angle focuses on the conservation of natural resources; 2. The cultural perspective focuses on the enhancement of human assets within a community; 3. The socio-community angle deals with the management of linkages within a community; and 4. The economic perspective focuses on maintaining the processes that generate revenue to support the community. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 7. Richins’ Four Different Angles It is important to recognize restaurants operate within tourism networks, but more importantly form the center of learning networks whether they serve tourists or locals. With this in mind, it is useful to apply Richins’ framework in order to create a comprehensive sustainability plan for restaurants. Food Network: A Plan for Comprehensive Restaurant Sustainability, describes this framework in practice and next steps. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 8. Taking Stock of Status Quo
  • 9. Taking Stock of Status Quo Creating a sustainability strategy requires first understanding the restaurant’s operations: All of the inputs, outputs, byproducts, and the nature of its operations. Walking through the production process, from the sourcing of ingredients and hiring of labor to marketing to disposal of food scraps, allows a restaurant manager to identify all the opportunities that exist to pursue sustainability objectives. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 10. Taking Stock of Status Quo This list of questions, provided in the white paper, to ask while walking through the restaurant production process is not meant to be exhaustive, but to give restaurant managers a sense of the potential depth and breadth of a sustainability strategy. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 12. Setting Goals In order to identify and prioritize sustainability goals, it is helpful to think of three phases of sustainability: introductory, intermediate, and advanced. Thinking of a restaurant as being in a particular phase leaves the door open for progression to the next phase. Using Richins’ framework, restaurant managers can develop goals that exploit the potential of the restaurant’s position in the network in each phase. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 13. Setting Goals 1. The Introductory Phase, where restaurant managers can identify the actions needed to reduce the restaurant’s waste, engage staff, and use local resources. 2. The Intermediate Sustainability Phase, where managers can refurbish and redesign their restaurants for greater efficiency. They can also cultivate relationships with the suppliers in their network. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 14. Setting Goals 3. The Advanced Sustainability Phase, where a restaurant can leverage its position at the center of a network of producers and consumers to disseminate information and ideas. This is where the four aspects of Richins’ framework merge: Ecologically, culturally, and socio-communally driven practices build on each other, and feed into (and are fed by) economic success. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 15. Setting Goals Once the restaurant manager decides which phase of sustainability the vision for success falls into, certain objectives can be picked out as more important than others. Specific targets and deadlines should be attached to each goal. Having timelines and, where appropriate, deadlines for such targets is helpful because it evidences management’s commitment and creates a sense of urgency. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 16. Setting Goals Food Network: A Plan for Comprehensive Restaurant Sustainability includes worksheets in the appendix that can be used to guide you through these three essential “goal-setting” phases. These worksheets list a variety of possible options. This is not meant to be an exhaustive list of actions, since propriety will be determined both by circumstance and by the restaurant’s strategic objectives; rather it is intended to give managers a sense of what actions might fit best at each phase. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 18. Conclusions By creating for their businesses certain standards of social as well as ecological sustainability, restaurant managers have the opportunity to help other businesses, and other stakeholders in the restaurant’s network, to live up to higher standards as well. Doing so will empower the entire network by engaging members in the process of establishing a vision for a sustainable community. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 19. Conclusions As the consumers demand for more responsible business in general, and more responsibly produced food in particular, continues to rise, the learning networks of which restaurants form the nexus will mutually reinforce value-adding sustainability practices for all stakeholders. www.sustainabilityconsulting.com Copyright © 2012, Strategic Sustainability Consulting. All rights reserved.
  • 20. Download the complimentary white paper in it’s entirety by visiting the SSC website today: Food Network: A Plan for Comprehensive Restaurant Sustainability What are your thoughts? Join the conversation on twitter @jenniferwoofter!