Help for Heroes deserves our support in its time of need
THERE has been a huge improvement in recent years in the way that the nation at large views its servicemen and women. In wartime and during the days of national service people’s links with the military were strong – in the main because the whole population was invested in some way or another with the Army, Navy or the Air Force.
But when conscription ended and the defence of the nation, quite rightly, was put into the hands of a fully professional fighting force of volunteers, some of those links were lost. The armed services shrank and with the reduction in numbers went some of the connections that bound servicemen and woman to the nation they serve.
Things reached a very low ebb when some members of the Armed Forces found they were shunned when out and about. The wearing of uniform in public went, for some at least, from something to be proud of to something to be avoided at risk of abuse or worse.
Thankfully a change came about, in part because of strenuous efforts following conflicts in Iraq and Afghanistan to properly recognise the sacrifices made by those who serve their country. And charities like Help for Heroes, which both demonstrated the difficulties many service personnel have and then sought to do something about them, was one of the organisations that turned the tide.
Ordinary people, many of them with no personal experience of military service, got behind Help for Heroes and far from being an inward looking organisation with little relevance outside of the service world, it struck a chord with the general public who realised – some for the first time – what a debt of gratitude we all owe to those prepared to put their lives on the line, when necessary, to protect the nation and its people.
That’s why today’s news, that the charity needs to reduce its workforce by some 140 roles and close its recovery centre at HMS Drake in Plymouth, is such a blow. The closure is nothing to do with a fall off in need for the facilities, but rather yet another demonstration of the farreaching effect of the coronavirus crisis, which forced the cancellation of fundraising events and dramatically reduced income.
Fortunately the charity is not disappearing altogether. Demand for its mental health support services is soaring, up by 33% during lockdown in May and June, along with a similar increase in new referrals to its physical health-focused service.
So while the recovery centres in Catterick, Colchester and Plymouth will not be operating “for the foreseeable future”, Help for Heroes focus on face-to-face community and digital services is likely to expand. Covid-secure services are due to return to the Tedworth House centre in Wiltshire in the coming months, with the charity also looking to reopen a community office in Wales.
Britain has a far healthier and respectful relationship with its Armed Forces today than was the case even just a few short years ago. That is due, in no small part, to the work of Help for Heroes which helped to change attitudes both inside and outside the military. Its work must go on.
FOR some time, coastal tourism has faced a challenge of sustaining demand. Now, Covid-19 has created additional pressure. While it has increased tourism to certain places, crowded beaches and towns have provided hotbeds for the virus to spread.
With the launch of a new enquiry by the All Party Parliamentary Group, work is underway to address socio-economic issues in the UK’s coastal and lakeside areas. Supported by the government’s VAT cut, the hospitality industry can play a considerable part in not just helping the UK’s coast to recover safely, but sustain this growth post-Covid-19.
With hotels enticing new tourists to an area and restaurants stimulating demand for local produce, hospitality plays a critical role in creating jobs and supporting economies in remote areas.
It also creates connections with a locality. For example, at Burgh Island Hotel, we make an effort to use local producers, recruit staff from a local college and embrace local culture. We work closely with local farmers because not only do we know that the best produce is fresh, but we also understand the value that our relationship can bring to the wider community.
As demand returns to outlets, we are seeing the socio-economic value of hospitality through a clear lens. Supporting the recovery of local economies across the UK with schemes including reduced VAT and Eat Out to Help Out, the government has awoken to the value that hospitality brings to the national economy. However, greater effort will be needed to boost and maintain coastal tourism as we recover from the pandemic.
One of the biggest concerns and threats to coastal tourism is the risk posed by over-burdened sea fronts. The media has shared images of thousands of beach goers piling on to overcrowded beaches, putting themselves and others at risk. Managing such large groups of people is not an easy task, but one that must be addressed.
Certainly, we have seen some good examples of practice at beaches across the UK. At West Wittering in Hampshire, for instance, the council has introduced a ticketing system to control visitor numbers during spells of good weather. At Brighton, the sea-front road was temporarily closed to create extra space for pedestrians and cyclists in the tourist destination. Further afield, Benidorm in Spain has divided its beaches into four-person plots to maintain distance between beach goers.
For hospitality businesses operating along the coast, there is a challenge in finding a balance between safety and revenue. New systems, including QR codes to contacttrace, online booking systems and takeaway and delivery services, however, are helping to achieve this. We are seeing an unprecedented amount of staycationers visit Britain’s beaches in their search for the sun. Many of these visitors may have never considered holidaying in the UK, and are now getting the opportunity to experience something new and special.
Looking ahead, we may well see a change in holiday preferences, not just owing to health fears, but also due to a greater awareness of the incredible experiences the UK has to offer. Sustaining this excitement in the long term is critical to the prosperity of coastal tourism. Despite the limitations, we’ve seen countless hotels work to make the guest experience special during the pandemic.
At Burgh, we’ve created a programme of events and experiences that allow people to connect with local culture and the environment, such as our sustainable shark fishing trips, coastal foraging and artist experiences. As the UK recovers, hospitality must continue to prioritise the enhancement of the guest experience, and ensure guests won’t find better offerings elsewhere.
Of course, sustainability should continue to be at the heart of every hospitality strategy. While the pandemic has drawn our attention away from eco-friendly initiatives, the hospitality industry must continue to sustain green tourism in any way it can. In the UK alone, the industry dumps three million tonnes of food waste and plastic packaging every year. Certainly, hotels, restaurants and cafes have been working to minimise this waste and reduce energy consumption, working with local councils and businesses to make sustainability part of their agenda.
At Burgh, we source most of our food from local farms, reducing food miles and supporting local regeneration. We also work with a sustainable toiletries supplier who is committed to making their products plastic-free by 2023.
In our historic building, we have also invested in installing doubleglazing into our authentic 1920s Crittal Windows, which keeps the heat in during the cold winter months. Indeed, a little goes a long way in this industry, and such initiatives can promote the longevity of not only our local environment and coast line, but of the industry itself.
The hospitality and tourism industry faces an uncertain few years. However, with tourist-friendly regions likely to see an increase in staycations for some time, there is an opportunity to establish connections with guests, and encourage them to return – not just because they have to, but because they want to.
Giles Fuchs is the owner of the Burgh Island Hotel