Food Networks

SAC Consulting
SAC
Food
Networks
GUIDE
Supported by
Produced by David Lamb, Patrick Hughes, Paul Mayfield and Catriona Clark of SAC Consulting and funded
by the Scottish Government as part of its Food Marketing Advisory Activity.
As authors of this guide we would like to thank all companies and organisations featured and interviewed for
this guide. Their input was valuable and their contributions provide the detail and the scope of collaboration
and market development in food networks in Scotland.
The contents of this guide were correct at the time of going to press. SAC cannot accept responsibility for business
development decisions based purely on the contents of this guide. It is up to each individual business or group to take
business decisions based on their own research.
Design by Communications, SAC, Edinburgh
2 Food Network
Food
Networks
GUIDE
Foreword
This is an exciting time for the food and drink industry in Scotland.
We have developed Scotland’s first ever National Food and Drink Policy which supports the sustainable
growth of our food and drink industry whilst addressing quality, health and environmental sustainability while
recognising the need for access to affordable food.
In these challenging times it is encouraging to see that support for local food initiatives remains strong, as
does the focus on food and drink provenance. Such initiatives enhance our reputation for quality through
collaboration and cooperation in the supply chain.
The purpose of the Food Networks Guide is to highlight good practice which others can build upon. It
illustrates the approaches adopted by a range of groups, including community organisations, to grow the economy and
deliver benefits locally. The case studies it examines are an invaluable way of demonstrating the progress made thus far
whilst developing the existing collaboration within industry and more widely.
I hope that everyone with an interest in growing their business will take advantage of this guide and continue to be
informed by expert advice from organisations such as SAC, SAOS and Scotland Food and Drink.
Richard Lochhead Cabinet Secretary for Rural Affairs and the Environment
This guide has been created as a supplement to the Local Food Marketing Guide,
published by SAC and supported by the Scottish Government in 2007, and looks
to provide further detail, illustration and examples of best practice and some of
the pitfalls in creating a food network. The examples chosen for this guide have
been selected from across Scotland, and vary in size, scale and structure.
It is hoped that the case studies contained within the pages of this guide will
help to enable those with an interest in developing Scotland’s Food and Drink
with examples of how to foster collaboration and look at co-ordinated routes
to market. It is also hoped that this will help to strengthen links in the supply
chain by encouraging groups to work together, and to encourage new ideas
for businesses that may be seeking new strategic avenues. Most of all, the
guide will highlight that although Scotland does not have a strong history of
collaboration, many food and drink businesses are challenging that notion by
providing inspirational examples of how they can create new business synergies
and develop new markets.
(L-R) Ceri Ritchie, David Lamb, Patrick Hughes,
Paul Mayfield, Catriona Clark
This guide has been compiled by the SAC Consulting Food Marketing team, and my thanks to David Lamb (Editor),
Patrick Hughes, Paul Mayfield and Catriona Clark who have put together each of the case studies, and indeed to all of
the groups, networks and forums who agreed to participate and who provided the details of the case studies presented
here.
Ceri Ritchie Marketing Manager SAC Consulting. Ceri Ritchie manages delivery of the Scottish Government’s Food
Marketing Advisory Activity within its Public Good Veterinary and Advisory Service
Food Network 3
Contents
4 Food Network
Introduction
5
Taste of Arran
7
Savour the Flavours of Dumfries & Galloway
10
Clyde Valley Producers
13
Borders Food Network
15
Forth Valley Food Links
17
Argyll Agricultural Forum 20
Food for Fife 23
Cittaslow Perth 25
Mull & Iona Community Trust 27
Community Food Initiatives North East 29
Skye and Lochalsh Local Food Link 31
Lewis and Harris Horticultural Producers 34
Lochaber Larder
36
Mey Selections 38
Orkney Food Group 40
Web Addresses 42
Introduction
The emergence of food networks is a relatively recent phenomenon
in Scotland. Although many food and drink businesses have
effectively worked together in varying formats, including cooperation and collaboration, the rise in interest in working together
coincides with the renewed interest in the provenance in food by
consumers. This has in turn created a drive towards new routes to
market such as farmers’ markets, farm shops, speciality retailing
and local food supplied to hotels, restaurants and communities.
These ‘new routes’ are in some senses a return to shorter distances
to market and traditional methods of the producer selling directly
to the market. The need for producers to collectively market more
effectively has therefore spurred the creation of networks. Smallscale food producers, retailers and providers have discovered that
their ability to join forces can assist with a wide variety of problems
from production, retailing, distribution, and access to funding,
through to marketing and joint supply to specific outlets.
We use the term network for these groups, although they may
vary in structure, size and function, as a network is simply an
interconnected group or system. Many food networks have not
only developed in terms of their format and scale, but also in
developing the interconnections they have. For the purposes of this
guide, a number of food networks have been willing to share their
experiences and activities, to demonstrate the variety of methods
used in operation, marketing and communication.
The various food networks highlighted within this guide have
differing activities, purposes and methods of interacting, but each
has been chosen to reflect the specific and particular challenges
faced by the food and drink businesses involved which led to their
creation. Some groups were formed to overcome a particular
obstacle, such as access to markets, a need for joint promotion
or distribution, or to enable food and drink to reach the local
community. Others have been developed with consideration of a
specific consumer or market in mind, and these include the tourism
market, farmers’ markets and speciality shops, local hotels and
restaurants, and wider populations of consumers through retail and
wholesale channels, and through online sales.
The initiatives have also chosen different methods of working
together. There are case study examples where the combined
food businesses, usually a group of producers, trade as a limited
company. Other groups look to operate as a more informal
network, especially where there is a mix of business types, including
the involvement of eating establishments and other food and drink
organisations.
Food Network 5
There is therefore certainly no ‘one size fits all’, and
examples are included in the guide where certain
activities have been unsuccessful and where networks
have temporarily ceased activity and interaction,
and where a re-evaluation of methodology has been
undertaken. Nevertheless, the guide contains a large
number of successful examples of models where food
businesses have been able to network effectively, and
where they are able to create sustainable and productive
interactions.
This guide is intended as a supplement to the ‘Local
Food Marketing Guide’ published by SAC in 2007 and
which contained other examples of food and drink
joint initiatives. While this guide is not exhaustive,
it highlights the wide range of markets targeted by
networks, and the mechanisms used to access these
markets, and how this can be carried out more effectively
by working collectively. It also highlights the value of
the involvement of a wide range of organisations in
supporting activities, and these include local councils,
trade bodies and organisations focused on health,
the rural sector, the environment, tourism and local
communities. The value of support from Scottish
Enterprise, Highlands and Islands Enterprise, Scotland
Food and Drink and the Scottish Government is also
featured throughout the guide in delivering advice,
potential funding and support, and a range of funding
bodies are identified throughout the case studies. The
value to the local economy and community should not be
underestimated, and is highlighted throughout.
The key benefit of the establishment of food and
drink groups is undoubtedly the direct benefit to
those members involved in the group, particularly in
overcoming challenges faced by many small producers
in distribution and promotion. It is hoped that the
examples will not only provide a valuable mine of
information on the diverse range of activities, but also
raise awareness of the scale of development in the
development of collaboration in food and drink across
Scotland, and how the industry has been working
together. The demonstrable advantages may not be
easily replicable, but it is hoped that the ideas contained
within the guide will stimulate others to consider how
they might become involved in existing networks, identify
gaps in provision in their local area, or understand best
practice elsewhere in Scotland.
6 Food Network
Taste of Arran
Determination and drive have been the main factors behind the Taste of Arran
success. The Taste of Arran marketing strapline is: “Big tastes from a small
island” and the focus is on quality food and drink which is rooted to the island
environment in terms of resources, people and history
Background
Prior to development of Taste of Arran, the island had a vibrant food
manufacturing industry. In the late 1990’s there were a number of smaller
producers mainly supplying the local population of 5,000. In the summer, the
Arran population can treble to 15,000. The island had a very loose grouping of
smaller producers, some of whom used the name Arran in their company name
or marketing. Of these, only Paterson Arran and Torrylinn Creamery were larger
commercial companies.
In 2000, the local enterprise company (Argyll and Islands) funded production of
a booklet called Arran Taste Trail which won a Thistle Award. This was designed
to increase food tourism on the island and promoted local shops, restaurants and
producers. It was then a catalyst for the smaller companies who began to view
themselves as a network rather than as competition to each other.
Around the same time Arran Dairies (which had been established
for around 25 years) diversified into ice cream production.
Originally the dairy dealt with liquid milk production and bringing
catering supplies onto the island. By making their own ice cream
they eliminated the need to import it from the mainland. This
venture was very successful and they soon saw demand for the
products coming from the mainland. Other producers were also
seeing potential demand from the mainland but faced logistical
issues which hampered them from exporting.
A group of producers attended a local food show in Ayr as a
marketing exercise, and from this the Taste of Arran was launched.
The group did discuss the merits of becoming a co-operative but
quickly dismissed this due to the investment and time required.
Alistair Dobson from Arran Dairies was the main driving force
behind Taste of Arran and remains such. As the Managing Director
of Arran Dairies, he provided much of the initial funding required
to take the Taste of Arran products into Central Scotland. The
company was incorporated in 2001.
The company began with one van which conducted sales on the
mainland. They targeted delicatessens, gift shops and restaurants
in Ayrshire and West Central Scotland (places within one day’s
travel). The driver of the van was also the salesman for the
company.
In the beginning, it was difficult to get producers to agree to
collaborate, and it was only with the initial investment from Arran
Dairies that the company was able to develop. Producers are now
more willing to be a part of a company which has proven to be
successful.
Food Network 7
There have been small amounts of funding provided. In 2003/04 a degree of funding came from food processing funding grants and
helped to fund the employment of a Marketing Manager. The majority of money has come from the producers themselves rather than
from external companies or funding bodies. The company started with a commercial financial model unlike many local food groups, so
the need for funding was not so great once the company started to make a profit. There was no profit generated in the first three years
of trading though, so the initial support from Alistair was essential. The initial human resource came from Arran Dairies with the only
new employee being the van driver/salesman.
Activities
Taste of Arran buys products from local producers, and sells them on to customers or wholesalers. The company operated through
van sales for the first two years and the customer base grew steadily. In 2003/04 the company realised that the customer base was
becoming too large for them to carry on the distribution themselves so the strategy would have to change. They linked in with a
manufacturing and distribution firm (wholesaler) on the mainland who then distributed to the end consumer. This meant that the
company became more reliant on telesales as they didn’t have the direct interaction with the customer. This carried on for the next two
to three years during which time funding was secured to employ a sales development person.
By early 2007, the company had seen steady growth across Scotland with approximately 200 small companies buying their products
on a regular basis. Enquiries were beginning to come in from further afield and it was decided that if the business was to expand, the
distribution strategy would need to change again.
The current distributor was also a wholesaler and Taste of Arran moved the 200 small companies to this wholesaler to supply. This
meant that Taste of Arran only had one company to work with rather than 200, which gave them more time to develop sales.
The sales strategy is to bring on board more wholesalers who show high levels of customer service and who take an active interest
in the food and drink industry. Taste of Arran frequently work with wholesalers who have their own manufacturing arm, as these
companies have a better understanding of customer needs. Taste of Arran currently work with eight wholesalers, who they provide a
huge amount of support to with regards to sales development.
The company still deal with key accounts in-house, including national hotel chains, garden centre chains and large catering companies.
Despite using wholesalers they keep in contact with their customers as this is very important to them. They very carefully select the
8 Food Network
wholesalers they work with to ensure high levels of customer service.
Currently there are 11 producers and approximately 40 people employed
full time around the island. Taste of Arran have three full time staff
and another three full time staff are supplied by Arran Dairies human
resource. The 11 producers generate between £10 and £12 million each
year.
The company realise that not one size fits all and they are not
prescriptive about how each producer contributes to Taste of Arran and
the involvement they have. They realise that some companies are single person enterprises while others
are multinational firms, and that each company has its own goals, objectives, needs, demands and reasons for being part of the
collaboration. For some producers, the association with the Taste of Arran brand is the important factor which supersedes increased
sales. For others it is the logistics offered by Taste of Arran, and some companies are looking for the increased sales revenue that being
part of the collaboration brings. Producers can take part in different ways, eg trade show attendance, assisting with PR and marketing
activities, funding such activities, funding staff costs etc. There is no set format to the contribution and producers are free to make as
much or as little a contribution as they like.
In the future, Taste of Arran would like to enhance the current business model to work more collaboratively and possibly look to
develop a closer corporate structure, where new joint production facilities would be constructed on the island. These would form
part of a larger development for visitors incorporating information about local food, production and a daily producers market. The
visitor experience would be about educating people about local food as well as expanding the market and increasing sales. The local
producers currently get very positive feedback from visitors to their manufacturing plants, however there is limited production capacity
for future growth beyond a certain point.
Through collaboration they have also seen increased professionalism in the producers. Five of the companies are SALSA accredited and
were amongst the very first in the UK to achieve this. The company have also been able to employ a full time Quality Manager and UK
Sales Manager, which benefits the smaller firms who wouldn’t have the resources to do that alone.
It can be hard to get people to work together and Arran faces the same problems as any other area developing its local food and
drink businesses. The determination and drive and the commercial model used have ensured success, growth and sustainability. This
model could be replicated elsewhere but being an island has given them very defined boundaries which was useful for marketing, and
encouraged collaboration.
Food Network 9
Savour the Flavours of
Dumfries & Galloway
Savour the Flavours of Dumfries and Galloway is a regional
branding project designed to raise awareness and availability
of food and drink at regional, national and international levels.
The project attracted funding from ERDF but financial input has
also been made by Dumfries and Galloway Council, Scottish
Enterprise Dumfries and Galloway and via private sector annual
membership. Members received newsletters, access to regional
stands at local and UK exhibitions, dedicated PR services, use
of logo, marketing material and space within a website to
promote their goods/ services. The project presented numerous
opportunities within the area of food tourism and has promoted the development of good working relationships between all sectors of
the food chain.
The Dumfries and Galloway Food Forum managed delivery of the Savour the Flavours project and the project co-ordinator reported to a
sub group of the Forum tasked with responsibility of implementing the project’s activities.
As the Savour the Flavours of Dumfries and Galloway initiative attracted financial assistance through the ERDF stream, numerous
objectives were set. Though the objective of European funding was the creation of new jobs, it is widely acknowledged that extra jobs
may have been created within the region by members of the initiative, or that businesses may have increased employee numbers but
have not attributed this to the Savour the Flavours initiative. In addition extra jobs may have been created in other supporting sectors
within the region e.g. distribution chain.
Attending “Meet the Producer” events generated increased business contacts for many members, this not only led to increased orders
but also to two specific examples of collaborative distribution opportunities;
•
•
A producer of bakery products receiving distribution assistance with a local food service provider
A cheese producer receiving distribution assistance with a local food service provider
The region of Dumfries and Galloway is geographically the third largest region in Scotland covering an area of 2,380 square miles with
239 miles of coastline and a population of around 146,000. With the exception of Dumfries (31,600), Stranraer (10,800) and Annan
(8,300) the population is dispersed across the region, and as a result there are a limited number of food related businesses within the
region. To that end the “Savour the Flavours” initiative does not possess a critical mass of food producers, processors and hospitality
outlets as potential members that other regions throughout the country
possess.
Since its inception the “Savour the Flavours”
initiative has provided support and assistance to
a number of businesses within the Dumfries and
Galloway region. A number of these companies
have subsequently expanded and no longer
require the support of the initiative. There are still
a number of small developing companies and
fledgling enterprises that would benefit from the
support network “Savour the Flavours” would
provide.
10 Food Network
The “Savour the Flavours” initiative has been in a position to contribute to the sustainable economic growth of the Dumfries and
Galloway region, not only through the further development of food producers and processors but also through the links to food tourism
via the region’s hospitality sector.
The Savour the Flavours brand has evolved to embrace quality and where appropriate highlight the origin of products. The use of the
Galloway tartan in the initiative’s logo ensures visitors are aware that Savour the Flavours is part of Scotland.
Previous member activities have included;
• Member newsletters
• Access to regional stands at local and UK exhibitions - such exhibitions have previously included IFE, Foodex, the Royal Highland and the Dumfries Shows
• Use of the Savour the Flavours logo and supporting marketing material including a Food Trail Leaflet
• A dedicated website to promote products or services
• Meet the producers events
• The Savour the Flavours Food Awards 2006
There were two types of membership to the Savour the Flavours initiative, full and associate
membership. Typically full members were food and drink producers while associate
members were hospitality, tourism and speciality retail outlets within the Dumfries and
Galloway region. Members paid an annual subscription to be included in the initiative.
The ERDF funded part of the project ceased in June 2008. As a result there has been very
little activity since 2008 other than a presence at three local shows within Dumfries and
Galloway.
However, the Savour the Flavours management committee are currently seeking to
redefine its activities and achieve LEADER funding for a new start. In essence Savour the
Flavours will dramatically change its outlook moving from a purely Business to Business
approach, to addressing the full spectrum of the food lifecycle, including the needs
of the hospitality sector, food tourism and local consumers. In so doing Savour the
Flavours will address the main criticisms made of the project, making the organisation
relevant and responsive to the majority of food and
drink businesses in Dumfries and Galloway and
establishing Savour the Flavours as a one stop shop
for local food and drink information. A summary of
the aims of the new initiative are as follows;
• To support, advise and encourage new and existing food and drink businesses in Dumfries and Galloway
• To mentor and provide information to encourage the growth of food and drink businesses
• To encourage innovation within the food and drink sector, sharing knowledge and best practice within the membership
• To establish a consistent and coherent food and drink message in Dumfries and Galloway – a single point of contact for consumers and the trade
• To actively support and encourage growth of food and drink consumer and trade events and promote the emerging farmers’ markets
• To build links with other regional groups, Scottish and national organisations and industry groups
The appointment of a suitably qualified project
manager will be key to the success of the initiative.
It will be the responsibility of the project manager
to take a proactive leadership role, inspiring the
Dumfries and Galloway food and drink industry,
visiting business premises and meeting face to face with businesses, where appropriate
actively encouraging and at times driving the development of individual businesses which
have potential for growth and working proactively with members to ensure quality of
product and service is maintained.
Food Network 11
In putting together a programme of activities for the new Savour the
Flavours, the committee has drawn on its own experience and history, and the
experience and activities of other successful food and drink industry umbrella
group models, in particular the success of Northumbria Larder in North East
England and its associated partnership activities.
The project recognises the importance of food tourism and consumer focused
activities and the need to create an information resource and build contacts
which businesses can access, thereby leaving a tangible legacy for Dumfries
and Galloway businesses in the longer term ensuring a self-financing model
can be maintained by future membership fees.
In essence Savour the Flavours will be a new organisation in all but name,
the name being retained on advice by marketing professionals due to high
awareness by businesses and consumers in the region.
12 Food Network
Clyde Valley Farms Direct
Clyde Valley Farms Direct is a co-operative of farmers based in the South
Lanarkshire region. The business has been established as a limited company
with each of the 14 farmers involved holding an equal share.
The business was formed as a result of the ‘Managing Change for Farming
Families’ funded by the Leader Plus programme and South Lanarkshire
Council and run by SAC leading on from the Single Farm Payment scheme.
This pilot aimed to create a sector specific, integrated development process,
aimed at improving business management and adaptation to change. In
particular the project worked with participants to develop innovative ways
to tackle the challenges facing family farms and establish a template to build
the skills, confidence, self esteem and morale of the personnel involved.
This process of empowerment had the clear focus of improving the
implementation of future strategies for both business and personal
development. To ensure that the positive outcomes generated from this project would
act as inspiration for others facing adaptation to a changing industry, two distinct
streams of participant were
recruited to form clearly
identified ‘early adopter’ and
‘young farmer’ groups. The
selection of these categories
and the recruitment of
participants had a clear objective of maximising the
impact of the project for both the participants and their peers within
the industry.
A successful awareness/introductory meeting resulted in significantly higher
than expected demand for places on the programme and high profile for the
project at the outset. As a result of the additional participants taking part in
the programme, the number of action plans prepared increased to 25 and
business reviews to 17. The training programme consisted of 12 workshops/
seminars and two study tours to Cumbria and France where the group were
able to witness examples of good working practice. A final participative
marketing project resulted in all participants developing alternative and/or additional skills.
The training programme in combination with the business reviews resulted in the establishment of a company limited by guarantee to
progress collaborative marketing of red meat. At the conclusion of the Marketing Challenge the group members agreed to amalgamate
under the banner of Clyde Valley Farms Direct (www.clydevalleyfarmsdirect.co.uk).
This was a particularly important time as farming businesses were coming out of a period of low market prices due to the Foot & Mouth
outbreak. When a self-help market-led opportunity arose in the spring of 2007 Clyde Valley Farms Direct was born. The company is
direct marketing beef and lamb to individual consumers through box schemes and to food service outlets both in boxes and as whole
carcasses.
The group was formed with a view to access the significant output of quality beef and lamb and address the unsustainable market
prices at the time. The group initially focused on collaboration and have been keen to push the quality of the product. Initially lamb was
easier to sell as it could be marketed in full or half box quantities.
Food Network 13
The group concentrate their efforts on selling through half and full boxes
direct to the customer priding themselves on the provenance of the product
which is born, reared and processed in South Lanarkshire. There is little
desire to move from selling half and full boxes as the group do not want to
absorb the wastage costs involving when supplying premium cuts.
Clyde Valley Farms Direct have utilised the services of a farm butchery and all
orders are processed through this facility. This is a deliberate policy to reduce
any potential conflict or differentiation in quality. When orders are placed,
no individual group member is asked to undertake anything that could
potentially result in a short supply issue.
The group try to address particular marketplace concerns, such as the distances and food miles required to distribute their produce, in
addition to the low percentage share of the retail price which the producers receives.
Traceability, in other words, who produces the product and where the food comes from is also of huge importance as well as the quality
of the product. The group feel they have an idea to answer all of these questions in a positive manner. By selling their produce of beef
and lamb by the box straight to the consumer reared and retailed completely in Lanarkshire, the group believes they can make beef and
especially lamb more accessible, affordable and at a higher quality to the general public whilst vastly reducing food miles cutting out
many intermediaries and hopefully make their products more profitable. More importantly than that farmers get to meet and speak to
their customers directly and likewise customers will know exactly what kind of people are producing their food and will know exactly
where it comes from therefore hopefully bridging the gap.
The group has been set up to ensure no risk to the farmers involved:
•
Animals are processed on a kill to order policy as this is seen as the sustainable way
forward
•
Products are only dispatched when the goods have been fully paid
•
There is no middle man, therefore no one taking a commission between the farmer and
the consumer
•
Ensuring a consistency of output, labelling, presentation and dispatch which have all
been simplified over time
The current outlets for Clyde Valley Farms Direct produce is approximately 50% through
foodservice channels and 50% through local customers. Minimal orders are received through
the existing website or through the “Made in Lanarkshire” website. In November 2007 the
group were invited to take part in the Good Food Show in Glasgow and received 76 preorders for lamb and beef boxes as a result.
The group are aware of the need to market more locally within the South Lanarkshire area. William Steel, Secretary of Clyde Valley
Farms Direct believes that it has been a good learning experience for all involved and created an understanding of the market
requirements: “Everyone has been through a steep learning curve to ensure the
future success of the business.”
The group is structured to ensure no conflict of interest between farmers and
operates with transparency throughout the business. The company structure is
made up of a Chairman, Company Secretary, Production Director and two additional
directors (shareholders hold these positions). Farmers are also permitted to conduct
private transactions using the Clyde Valley Farms Direct branding if a minimal charge
of £5 is paid to the group for the use of the brand name.
A pricing structure for each lamb processed has been agreed by all shareholders
based on the Scottish average sales price plus an additional 10% taken from the
Press & Journal average sales price the Saturday following slaughter.
In recent times the beef and lamb market prices have been steadily improving and therefore there has been less of an incentive for
the farmers involved in Clyde Valley Farms Direct to carry out direct marketing. However, the group can accommodate both relatively
small half and full box quantities direct to consumers and the larger volumes required through the foodservice sector as there is a
procurement system in place to cope with increased capacity. While current throughput is 12 lambs & 1 cattle per week, at maximum
capacity the group could manage to process 20,000 lambs & 2,000 cattle per year.
14 Food Network
Scottish Borders
Food Network
The Scottish Borders Food Network originally came about through a project initiated by the Borders
Foundation for Rural Sustainability, a regional organisation for land managers, who looked at
a joint production with the National Farmers’ Union for Scotland investigating the potential for
collaboration in food production within the Borders region. A questionnaire was sent out to a wide
range of food and drink businesses in the region, which indicated a strong degree of support for
a co-ordinated project. A meeting was held in November 2006 at The Lodge, Carfraemill, which
brought together a wide range of food producers interested in a potential collaboration with food
providers. Following some further meetings to discern the focus of the collaboration, the Scottish
Borders Food Network was born.
The Network recognised the need for a co-ordinated approach, developing the relationships
between food and drink producers and providers, principally hotels and restaurants, and a series of
meetings was initiated, which was an important catalyst to
the creation of synergy between food and drink producers
and those serving food in the region. A showcase event
in September 2007 formally launched the network, and
provided the basis for inviting hoteliers and restaurateurs to
meet and strengthen links with producers.
Each year has seen a major milestone in the development of
the network, and after the formal constitution of the group
in May 2008, as part of the group’s ongoing commitment to
growth, the executive and producer members are committed
to developing the Network’s remit, its role and responsibilities
to increase the benefits offered to members and the outcomes
associated with the promotion of Scottish Borders’ food
and drink. With public sector support for food and drink
initiatives uncertain for the future,
the time is right for the Network to
consolidate its plans for a commercially
driven approach to promoting the use of Scottish Borders’
food produce under the ‘Taste Scottish Borders’ project.
The process of establishing meetings between network members has
been very important in the development of the network, ensuring any
initiatives were driven by grassroots business and allowing for the input
for food and drink producers and providers. It was vital that those
involved committed to participating, and felt that they wanted to be
involved. It has therefore taken time to grow the network and to grow
confidence.
The Scottish Borders Food Network’s purpose is for Scottish Borders food providing and producing businesses to work together to
develop a strong food-chain by encouraging and promoting the use of Scottish Borders’ produce within the region and beyond. The
main activities of the group include:
•
Providing a forum for member businesses
•
Finding ways to improve and coordinate suppliers and distribution
Food Network 15
•
Initiating projects designed to promote Scottish Borders’ food at both a local level and as part of food tourism initiatives
•
Providing representation for the Region on food (or related), policy groups at both a Regional and national level
•
Facilitating activities designed to promote and achieve knowledge share and the continuing professional development for members
•
Diversify the market-place for both food service providers and producers at a local, regional and national level
A key aim since inception has been to develop and showcase the region’s food and to diversify the market. The Network’s 50 members
produce, use on their menus or stock in their retail outlets high quality fine food & drink products from the Scottish Borders. The
membership is comprised of:
•
Full Members – Scottish Borders based food producers (e.g. farmers, growers, fishermen, bee-keepers) and food providers (e.g. hotels, restaurants, cafes, locally based food retailers)
•
Associates – Individuals/businesses linked to the regional food industry (but not a food producer or provider) Specific events have included the showcase event, bringing producers and providers together, and a Chef’s event where chefs with their
origins in the Borders were invited to return, including Shirley Spears from the Three Chimneys in Skye and Glen Watson who works
alongside Albert Roux. The network has looked to specific initiatives to take these kind of activities forward in developing better links
between producers/providers and the consumer with the ‘Borders Banquet, Taste Awards and Meet the Chef events
The network has moved towards the appointment of a co-ordinator to take specific projects forward, and this was funded through the
LEADER programme in May 2009, with match funding provided by Scottish Borders Council. The overarching aims to take the project
forward are:
•
•
To strengthen the food and drink industry
To help initiate and develop a recognisable Scottish Borders’ food and drink ‘culture’
•
To forge a strong link between food and environmental stewardship
•
Increase tourism visits to the Scottish Borders
•
Link in to and support other local events/marketing
•
Advance the momentum of activity designed to promote Scottish Borders’ food
•
Develop and deliver a commercial plan in order to secure the project’s longevity
Specific targets are to increase the SBFN membership with particular emphasis on attracting a higher proportion of food providers, and
to enhance linkages between food producers and providers. An aim of cultivating a strong supply chain by initiating and developing
co-ordinated marketing and distribution of food produce may look to have a possible longer term aim of securing a redundant building
in the central Borders and developing it as a regional food ‘hub’
The SBFN will also look to facilitate training, skills
development and access to market intelligence
and business information. There is also a need to
address perception issues surrounding the myth
of ‘expensive’ local quality foods by working with
local housing association initiatives to provide high
quality food into low income areas, which can
help towards the wider goal of raising regional
awareness and increase access to quality local
produce.
The Scottish Borders Food Network will continue
to develop and retain a focus on member activities
to tell the story of Scottish Borders’ food and
drink, while actively working towards raising
standards in the provision and production of the
regions food and drink
16 Food Network
Forth Valley Food Links
History
Forth Valley Food Links (FVFL) started life as a Scottish pilot for the Soil Association’s Food Futures programme in 1999 as the Forth
Valley Food Futures.
The objective was to set up a sustainable local food economy which would incorporate sustainable local production, distribution,
processing, purchasing and disposal of foods. The overarching principles of the entire programme were to be:
•
•
•
•
Building on what already exists in a complementary, non-competitive way
Community involvement and empowerment
Genuine participation
Strengthened partnerships
The main partners and funders were the three unitary authority councils in which Forth Valley Food Futures operated Clackmannanshire, Falkirk and Stirling – and NHS Forth Valley.
Forth Valley Food Links emerged from the Forth Valley Food Futures in 2002 being established as a company limited by guarantee with
charitable status, receiving funding from the three councils, NHS Forth Valley as well as the Scottish Executive through its Sustainable
Action Grant. Although it established it own mission statement it retained the original principles of the Food Futures programme:
“Linking individuals and communities in partnership with food producers to increase access to fresh local produce enabling
long term social, health, environmental and economic benefits. Local food for local people.”
In July 2008, Forth Valley Food Links merged with Forth
Environment Link (FEL), itself an independent charity, and
became a local food project within FEL’s projects portfolio while
still retaining its original purpose and delivery of the original six
key objectives:
• To raise awareness of the health, environmental, economic
and social benefits of a strong local food sector and
strengthen motivation for change among producers and
consumers
• To contribute to improving local diet and general health,
by encouraging use of fresh, local vegetables and fruit
throughout the community
• To promote environmentally and socially responsible food
production practices and increase biodiversity by increasing
the diversity of food produced in the area and the number of
varieties of each product
• To encourage community interest and action in local
food production by working in partnership with food producers, forging links between
communities and producers
• To increase access to, purchase and use of fresh, seasonal, local produce and reduce food
transport miles and packaging through a simplified distribution network
• To create employment opportunities in the local food sector by encouraging direct
marketing and entrepreneurship and retain money in the local economy
This merger has helped to maintain the long term sustainability of the FVFL as well as
giving it a wider scope as links into other FEL projects such as the Master Composting
initiative funded by WRAP.
Food Network 17
Activities
FVFL acts as a facilitator to encourage an increase in the production and use of local
produce in a sustainable way. It is not a membership organisation but organises,
works with, or helps to set up, community or producer groups, with the purpose of
raising both the quantity and consumption of locally produced food.
Diane Alderdice, Project Officer for FVFL, does this in a number of ways:
•
Working with existing community food networks including Allotment
Associations, Gardening Societies and Farmers Markets
•
Production and distribution of publications such as a ‘Food Miles Plus’ Activity
Resource Pack that encourages exploration and discussion of the many issues
involved in getting food from ‘farm-to-fork’
•
Development of a pilot ‘Square Foot Gardening’ project in the Denny
regeneration area as a means of encouraging urban communities to grow
their own produce even in places with limited land availability this has
produced a great deal of community interest and it is hoped to roll this out
if funding can be found
•
Encouraging local communities to encourage councils to supply land for
allotments – eg The ‘Eat the Street’ on-street allotment project in Falkirk
Town Centre, September 2006
•
Local food information collection and dissemination through production of
a two-monthly eBulletin, ‘The Forth Valley Foodie’, and website at
www.fvfl.org.uk
•
Looking to undertake a project to help regenerate traditional orchards in the
region
•
Production and maintenance of a Local Food Directory of businesses or
community projects who produce, grow, process, sell or serve produce
originating from the area
•
Organising and promoting events that promote local food and local food
producers
•
Seeking ways to get more local produce into public procurement
contracts
•
FVFL would like to run a local Horticultural Apprenticeship Scheme
but requires funding to do so
18 Food Network
The region mainly produces cereals and meat with very few vegetable
or dairy producers growing or producing for the local market. Along
with the orchard regeneration initiative FVFL is looking to encourage
a greater diversity of producers to widen the range of local foods on
offer.
It is important to have a balance in representing the needs of
all stakeholders, and not all initiatives have been successful or
sustainable and Project Officer Diane feels that the key to success is
to identify those individuals who are enthused by the initiative and
to support them in taking it forward. With encouragement and
support, their enthusiasm and commitment will pull others in and
keep the project moving forward. FVFL aims to develop sustainable
initiatives so it is important that projects are based on need and
have buy-in from those involved. Participants are supported and
encouraged to take on responsibility for moving it forward at an early
stage. The project continues to make progress in developing new
links and looking at methods of improving distribution.
Lessons and Conclusions
Diane’s experience as Project Officer for FVFL is that there are a
number of issues important to the success and sustainability of this
sort of food network:
•
FVFL is not independently sustainable as virtually all its funding
comes from external funding bodies. Although NHS Forth Valley
continues to be a significant contributor funding is on a periodic
basis with reviews at the end of each period, something which
makes long term planning difficult
•
If FVFL were to be set up now it would probably consider some form of membership scheme for the various stakeholders. This
would have the advantage of creating greater buy-in from the producers, communities and other stakeholders as well as generating
another income stream
•
Some mechanism or model is required to pick up and involve those people on the periphery of the various communities and groups,
many of whom would benefit greatly from inclusion. At present FVFL do not have the resources to engage with these people
•
Distribution is a big issue for local food producers and retailers in the region but a great deal of resource is required to look at
organising a local system, something FVFL does not have at the current time
•
A significant amount of time needs to be allocated for networking at a political level to ensure that both local and national
politicians are aware of the organisation, its work and the resources required to carry it out
Food Network 19
Argyll & Bute
Agricultural Forum
In 1996 Argyll and Bute Council
brought together a number of regional
associations, representative groups and
stakeholders in agriculture to be able to
respond with a more “joined up” voice
to national consultations that affected
agriculture in Argyll – this became know as
the Argyll and Bute Agricultural Forum.
The Forum, chaired by Angus McFadyen,
is a partnership open to all organisations
with an interest in the industry
and currently draws a membership
from industry and agencies. The
Forum continues to raise awareness
of agricultural issues, promote the
development of agriculture and crofting
whilst encouraging and facilitating cooperation between land-based agencies.
Over the years the resulting dialogue
exposed the declining state of agriculture
in the region, the forum explored how to
stop this decline. One of the first activities was to develop a ‘wish list’ of projects and activities and to produce a strategy to implement
them. The partners funded SAC to conduct a broad survey of all farmers in Argyll and create an Agricultural Strategy for the Argyll Area.
The strategy was launched in July 2005 and is based around four key themes:
Theme
Objective
Information, Advice
and Human Capital
To improve information flow and communication and better equip farmers and crofters to make
informed business decisions and in turn improve the profitability and sustainability of their businesses.
Broadening Income
Streams
To widen the income streams into farming and crofting households to lessen the dependence upon
subsidies and reduce the business risks associated with low commodity prices.
Adding Value to the
Local Food Chain
To encourage farmers and crofters to take a more active role in the local food chain and the development
of added value opportunities.
Building a Better
Infrastructure
To develop an agriculture and public infrastructure that is compatible with a competitive agricultural
sector.
Within each of the themes, the strategy details the actions, aims, responsibilities and timescale as well as monitoring and evaluation
measures. The strategy aims to complement rather than duplicate strategies of existing agencies and partners and seeks a
partnership approach to aid the development of agriculture and crofting in the Argyll area.
20 Food Network
In April 2006 the Forum employed Fergus Younger as a
Co-ordinator to help organise and facilitate the network’s
activities. His position is hosted by SAC and funded from
a number of sources including NFUS, Forestry Commission,
LEADER, Argyll and Bute Council, HIE and SNH.
One of his first tasks was to refine the strategy as the
original was too broad and it had become clear that the
Forum couldn’t do everything. The key has been to identify
activities and projects that have the greatest buy-in from
the participants as experience shows that these often have
the greatest chance of success and long term sustainability.
These are detailed in the Next Steps of the Agricultural
Strategy which were produced in 2007.
Activities
The Forum works to enhance agricultural development activity in the region and aims to identify, initiate and facilitate projects that help
to add value and increase the viability of businesses in the sector.
Examples of the type of projects undertaken include:
• Argyll Food Producers
o This is a group of around 12 producers who have formed a co-operative to market their value-added produce. They had
the novel idea of targeting a number of music festivals around the country and in 2008 attended six such events – Rockness, T in the Park, Belladrum, Wickerman, Vfestival and Connect. Food from Argyll marquee usually containing 10 producers attended each event selling their produce directly to the festival goers. The enterprise proved extremely successful creating a great deal of interest receiving widespread press coverage and having the additional benefit of raising the profile of Argyll and Bute as a region. www.argyllandtheisles.com
o
•
Argyll Lamb Supply Chain
o This project has been investigating and understanding the true production and social costs of store lambs in the Argyll hills. It also researched potential target markets and production contracts for lamb producers in the region.
o This project will expand from the first year pilot of 250 lambs to 1000 lambs.
o This project builds links with public procurement by supplying produce to Argyll schools.
•
Working Farms Woodland project
o A project looking at ways of developing underutilised farm woodlands as additional enterprises on many farms.
o Focussing on two hubs in the LLTNP and in Mid Argyll.
•
Links in Schools
o Working with schools to increase the awareness of local agriculture and food as well as looking for ways of increasing the amount of local produce served in schools.
o Aiming to support and enhance the delivery of Rural Skills in schools. Rural Skills is one of the courses available in the Skills for
Work programme delivered by secondary schools throughout Argyll and Bute. Discussions with teachers and olleges indicated that some schools had experienced obstacles in their delivery of Rural Skills. Examples of such issues include finding farmers and crofters based in a variety of rural placements who are willing to engage with young people and pass on their skills, also the time and resources required to co-ordinate placements. The Forum has expressed to schools that it could support the delivery of the course, mainly using its wide range of contacts in agriculture. This suggestion has received a positive response from schools, with the view that there is potential to develop a co-ordinator role to ensure consistent delivery of Rural Skills in Argyll and Bute schools, enabling the course to reach its full potential in engaging with young people who have an interest in agriculture.
The Forum is helping to build a case for a three year funded project to help to develop the co-operative further with such things as branding, product development and event co-ordination. There is also potential to use the brand to link in with and promote other activities such as Argyll and Bute tourism and arts and crafts.
Food Network 21
•
Kintyre Red Meat Feasibility Project
o The Kintyre Red Meat Feasibility Project focuses on the possibilities of returning red meat to Kintyre for it to be sold locally. Discussions with local farmers and butchers indicated that the primary restriction in the local meat supply chain is the distance animals need to be transported to an existing abattoir. The project moved on to explore options for Kintyre farmers to be able to return their livestock to Kintyre as a meat product. This included looking at alternative transport routes to abattoirs, the services abattoirs and butchers offer, and the logistics of returning the meat to Kintyre.
Fergus describes his role as co-ordinator, facilitator, kick starter and nudger
and prefers these projects to be led by the individuals and groups
themselves. This encourages buy-in which in turn means that the project
is more likely to succeed.
Many of these projects have taken significant time to develop and have
required a great deal of groundwork to get them off the
ground. This preparation time can lead to the impression that not much
activity is taking place but it is an important and necessary part
of the project development process.
Lessons and Conclusions
The time that Fergus has been employed as facilitator of the Forum has given him some
insight into the factors that help such a structure to succeed including:
•
The fact that the Forum is a relatively loose partnership between the participating
partners allows it to be flexible to changes to regional and national circumstances
within the agricultural sector. This also allows it to be not tied to corporate guidelines
but free to respond to opportunities as they arise.
•
The Forum is accessible and transparent with meetings open to any interested party. This creates a trusting environment and greater buy-in from stakeholder and interest
groups.
•
Identifying and working with people with a passion and motivation for their area of work
or project. This gives them a much greater chance of success and long term sustainability.
•
Progress can be slow where there is an area requiring action and there are no passionate
or motivated people involved. Then there is a need to go back a stage to inspire people.
•
The Forum should act as facilitator and supporter but in most cases
should encourage management of projects to be undertaken by
those individuals and groups directly involved. The facilitator role
can allow a young project to get off the ground when participants
do not have the resources to commit.
•
Funding bodies need to recognise that these type of networks
require patience and long term commitment as a great deal of
‘back room’ foundation work can be required to get many projects
off the ground, which can often appear as periods of inactivity.
Networks need a long term vision, patience and commitment to
achieve their goals.
22 Food Network
Food for Fife
Food for Fife was a distinct food
project undertaken by Working for
Environmental Community Action
Now! (WECAN!), a company limited
by guarantee with charitable status,
involved in community engagement
to support and enable communities
to improve their environment.
The project began as an 18 month
pilot in May 2004 funded by the
Big Lottery Fund and then received
a further £180,000 to extend the
project for a further 3 years. Its
purpose was to create a model for a
Fife Food Network involving existing
and new community groups with
the aim of improving community
access to local, seasonal foods
The objectives were to work
to improve food access in
disadvantaged communities
within Fife by helping to develop
community activity in three key areas:
•
•
•
Grower groups such as community gardens and allotments
Distribution and supplier groups such as community co-operatives and cafes
Food composting groups within communities
The project, managed by Ellen McCance, was designed to engage at the grass roots level. Working with statutory and other partners
Ellen identified existing groups along with potential areas to start new groups and then used these to demonstrate the possibilities to
other communities.
Although the project provided small amounts of money to some groups for expenses such as meeting room costs, travel costs and
administration, its main purpose was to train and advise individuals and groups within the communities in areas such as group
structures, governance, constitutions, meetings, recruitment, training, finance, administration and monitoring, as well as help and
advice in funding and funding applications.
Demand for the project was much greater than originally anticipated. Initially Ellen was the only outreach worker but an additional
four freelance outreach workers were hired on a part-time basis to help meet the increased demand. The high levels of interest and
community engagement resulted in the project far exceeding a number of its original targets:
•
•
•
•
•
An estimated 2500 people took part or were engaged in the project
280 organisations or groups used the project’s services
56 Community Food Champions were identified and engaged (target was 16)
855 people were directly involved in community groups (target was 50)
28 community groups were established (target was 8)
However, not all the aims were achieved and a number of lessons emerged from the project.
Food Network 23
Most success was achieved in creating and developing grower groups (community gardens, orchards, allotments etc). There was high
interest in this area and they were relatively easy for community volunteers to operate and administer.
Community distribution co-operatives or cafes were much more difficult although a few were established. These require much more
governance and administration and Ellen found that the demands were generally too great for voluntary groups. These groups required
substantial back-up and the resources and time scale of the project were too limited to successfully establish significant numbers of
groups. Ellen feels that a Community Enterprise model is probably best for these sort of activities and much more time and funding is
required to create sustainable distribution groups.
There was no demand for food composting groups mainly because of the regulations and skills required to establish and run such an
enterprise. Also they do have specific land and infrastructure requirements that many communities do not have access to. In hindsight
it is clear that this type of activity cannot be created in isolation but must emerge from established community food groups once they
have acquired the skills and confidence to cope with the complexity of such enterprises.
Ellen feels that a number of valuable lessons have emerged from the project including:
•
Interest in food is high in many disadvantaged communities and demand was much greater than anticipated
•
However, there is natural suspicion and resistance to such projects in many communities. The view is of ‘here today, gone
tomorrow’ projects that often leave no lasting benefit. Therefore it often takes some time to gain confidence and get buy-in from
the communities themselves
•
You cannot ask too much from the volunteers within the communities. Progress and development have to be determined by the
groups themselves
•
The groups should be encouraged to become self sufficient as quickly as possible by seeking their own funding streams and
developing their own management structure
•
Projects such as this require staff on the ground. Many of these communities do not have access to computers and face to face is
usually the best method of communication. It also helps to build trust and retain community enthusiasm
•
Consequently, community projects require long time periods (5 years minimum), more staff and greater funding to give structured
support to help establish significant numbers of sustainable community groups.
However, although the project
funding came to an end in March
2009 the legacy of the project
has been considerable, with many
new community groups having
been established. It is hoped that
another organisation will take on
responsibility, or that WECAN!
will find continuation funding for
these to ensure that they continue
and become well established in
the communities.
Food for Fife was the first
community food project in the
region helping to generate interest
in food and resulting in a number
of other projects such as The Fife
Community Food Project, The Fife
Diet and The One Planet Food
Project.
24 Food Network
Cittaslow Perth
In March 2007, Perth became Scotland’s first
Cittaslow (pronounced “cheeta slow”) town,
joining a network of over 100 towns across
the world that have adopted a common set of
objectives and principles to enhance their quality
of life.
Cittaslow originally grew out of the Slow Food
movement, which was set up as a response to the
negative environmental, health and social impacts
of fast food culture. Slow Food now boasts almost
100,000 members worldwide and Cittaslow has
evolved as a community response to the ideas of
Slow Food and slow living.
Perth’s association with Cittaslow has its roots in
a study that looked at how the town could be
promoted as a food destination and identified
models that other towns were following. At that time, there
were only three Cittaslow towns in the UK. That number has
now risen to nine, as more towns recognise the strengths
and benefits of being part of an international network of
like-minded communities.
Although
Perth’s interest in Cittaslow
grew out of a desire to support and
promote local food and drink and local producers, the
town also recognised the wider added value of the main principles
of Cittaslow –
- To encourage and celebrate diversity rather than standardisation
- To support and encourage local culture and local traditions
- To work for a more sustainable environment
- To raise awareness and appreciation of local food and local businesses
- To promote healthy eating and healthy living
- To work with the local community to build on these principles
In addition, membership of Cittaslow is only open to towns with less than
50,000 inhabitants and assists smaller towns to compete successfully with larger
city conurbations and achieve a distinctive voice in national and international
marketplaces.
Food Network 25
Perth’s application to join Cittaslow was led by Perth & Kinross Council
and Scottish Enterprise with the active support of a wide range of local
organisations including Perthshire Chamber of Commerce, VisitScotland,
Perth College, Forestry Commission Scotland, Perth & Kinross Association of
Voluntary Services, Perth Farmers’ Market and Perth & Kinross Agricultural
Forum, as well as individual local food producers and local businesses.
To become a Cittaslow member, Perth had to provide documentary evidence that it was addressing over 50 different membership
criteria including –
-
Holding a regular Farmers’ Market. Perth Farmers’ Market was the first in Scotland and celebrated a decade of activity in 2009
-
Demonstrating support for local produce. As an example, the Berryfest festival celebrated the fact that 90% of Scotland’s soft fruit
is produced in Perth & Kinross
-
Encouraging local residents to buy locally produced food. Perth & Kinross Council promotes an “Eat Local, Buy Local” initiative
-
Maintaining a register of local food and drink producers. The Perthshire Produce Guide & Buyers Guide gives details of almost 150
local producers
-
Managing waste and encouraging recycling. Perth & Kinross Council has won national awards in this area and recycles more than
10% more of its waste than the national average
-
Preserving historic character. Perth protects and conserves its history through designating five Outstanding Conservation Area and
380 registered historic buildings
Working on the Cittaslow membership application was an extremely valuable exercise that brought local organisations together and
encouraged more exchange of information, more joint working and greater co-ordination of activities.
Since becoming a member in 2007, Perth has continued to develop new Cittaslow related
activities including –
-
Promoting Cittaslow weekends to highlight local producers and local culture
-
Hosting a visit of the UK Guild of Food Writers to promote local producers
-
Supporting a Spring Clean of Moncrieffe Island in the River Tay by local scouts, cubs and
brownies
-
Exhibiting with local producers at the BBC Good Food Show in Glasgow
Cittaslow Perth also supports the
Carse of Gowrie Heritage Orchards
Project, which aims to re-establish
traditional orchards in what was once
Scotland’s premier apple growing
area, and works with local chefs to
encourage school children to grow
their own produce and discover
ways of preparing and enjoying it.
The growing Cittaslow UK
network is also developing
wider collaborative networks
between member towns to develop community linkages and open up new markets for
distinctive food and drink producers.
For Perth, Cittaslow has been a means of bringing people together for the benefit
of local businesses and local communities, but at its core remains the idea of
supporting local food and drink producers and encouraging people to enjoy the
rich harvests on their own doorsteps. Cittaslow helps to highlight Perth as a town
that values local food and drink and the people who produce it.
Perth is proud to be a Cittaslow town.
26 Food Network
Mull & Iona
Community Trust
In 1995/96 a community needs analysis was conducted which identified the need for more support of local primary producers. The Mull
& Iona Community Trust was set up in 1997 backed by Lottery, Leader and Rural Challenge funding. The island abattoir (a farmers cooperative running since the 1960’s) was struggling and a part time member of staff was sent in to help stabilise the company.
A steering group was established following the decision to promote island food and start a food festival. The first festival was a
weekend festival and gradually developed into a week long event in September, which ran for seven years until 2007. This helped
to promote local
produce to local
hotels, restaurants
and businesses.
The links proved
very successful and
local hotels now
use island products
wherever they
can. The event also
generated good
media and web
coverage for local
food on Mull, and
helped to develop
links between producers and local companies. The establishment of Scottish
Food Fortnight running at the same time of year as the Mull food festival also gave a good opportunity for wider promotion. Highlands
and Islands Enterprise also helped with funding the festival for the first few years that it ran.
In 2001 an opportunity arose to purchase a local
butchers shop. The Steering group asked the Trust
to secure funding from the Scottish Land Fund,
and the business was established as a community
enterprise. By this time there was secured funding for
both the abattoir and MICT, provided by the Scottish
Government and matched by the Esmee Fairbairn
Foundation. There was also around £4,000 of local
support for the butcher’s shop, which opened
in 2002 selling local meat.
Although this has not yet
led to profits returned,
greater throughput has
been created for the
abattoir, and restructuring
will look to boost business
through the shop.
Food Network 27
A
A grant from Highlands and Islands Enterprise
allowed the abattoir to build cutting and packing
facilities and much of the building work to extend
the abattoir was carried out by local volunteers. As a
result, the turnover of the business has increased
threefold since this was established, with the
appointment of a full–time slaughterman. Many local
farmers use the facility to have their meat packed and
labelled for selling wholesale.
Other activities that MICT has supported include
the development of producer markets. There are
now two well established markets in local halls, and
MICT will continue to support the operation of these
markets. The Trust have also produced a booklet on
where to eat and where to buy food on the island,
which is a good tool for tourists, and also generated
income from advertising.
In 2005/06 EU funding was secured to help establish a food network.
Activities associated with this included the organisation of training and
visits to other initiatives and businesses but the network has not yet fully
developed. There are two or three larger producers (e.g. Mull cheese
is world renowned) and the remainder are much smaller. It has been
very difficult to bring them under one umbrella to try and develop a
Mull brand, and there are also continuing problems with transport and
logistics. However, the Chamber of Commerce are currently looking to
redevelop this initiative.
The conclusion for this is that a network needs to be sustainable and
therefore requires someone to co-ordinate it, which requires funding
in the first place, and revenue –generating activities. Mull and Iona
Community Trust have to focus on other charitable work as well as food,
although there has been an emphasis on the Trust to lead initiatives and
promote events/producers. They have had one member of staff who
spent dedicated time on island food, but the Island requires producers,
hotels, and retailers to commit to work together to fund the festival and
organise events, and work with the Trust to co-ordinate activities.
Seasonality can also cause a problem on a small island and in the co-ordination of the food festival, and this is why the festival did not
run in 2008. Most visitors arrive in the summer and the best time for a festival is around harvest time. This can be a very busy time for
local people so it is difficult to get them to co-ordinate it themselves.
For other local events, there has been a degree of sponsorship by
local businesses, and they are often organised by local people, with
producers supplying free or discounted produce. Key local food
fundraisers are run and many continue without the food festival, for
example local charity dinners and the producer markets. These are
organised by local people with help with promotion from MICT.
High profile local events have helped to attract visitors and generate
a sense of community for the island population. The abattoir
facilities have added value to local produce and the upgrading and
additions to the abattoir have made the business sustainable.
In the future, Mull & Iona Community Trust may look to create
further links with the wider Argyll food promotion, and consider
the appropriate scale for the development of a food network,
while continuing to create opportunities for the promotion and
development of food and drink from the islands.
28 Food Network
Community Food
Initiatives North East
Community Food Initiatives North East
(CFINE) is a Social Enterprise helping to
regenerate disadvantaged communities
in the North East of Scotland. It does
this by selling fruit, vegetables and other
healthy food products on a commercial but
competitive basis, as well as encouraging
and supporting volunteering to bring a
range of personal, family and community
benefits.
CFINE was created in 1997 as an informal
collective of about seven small food cooperatives operating in the North East
of Scotland. As the operations of the
collective grew it needed to take on the
lease of a warehouse and this required the
formation of a legal business structure.
So in January 2004 the collective became a
formal company limited by guarantee and
soon after achieved charitable status for
some of its activities, resulting in the dual
purpose organisation seen today which has
a commercial trading arm supporting the
charitable activities.
CFINE’s objectives are to improve health and well-being in disadvantaged, geographically excluded and interest communities in the
Grampian region through:
•
•
•
•
promoting the consumption of fruit, vegetables, pulses and other healthy products
recruiting and training volunteers
increasing employment and employability of individuals from these areas
contributing to regeneration
The charitable part of the business mostly operates in the disadvantaged communities through two main activities:
•
Around 70 community food outlets that open for about an hour a week selling fruit and vegetables at a small price mark-up. These outlets usually operate out of local community centres or social housing complexes and are run by volunteers. Not only are
these outlets the only opportunity that some people within these communities have to access fresh fruit and vegetables, healthy
snacks and dried goods but for some, especially the elderly, they are also a weekly point of social contact.
•
A FairShare franchise whereby CFINE collects and distributes surplus food from supermarkets and food producers to people
experiencing food poverty. The benefits of this scheme are that perfectly good food that would otherwise go to landfill is
distributed to organisations, for example Cyreneans and Women’s Aid helping to improve the diet of the individual beneficiaries
as well as saving the organisations and the individuals money. In 2008 CFINE distributed approximately 40 tonnes of food to
disadvantaged people under this scheme.
Food Network 29
Both these schemes require volunteers from the communities in order to operate
effectively with CFINE offering training and support. This has the added benefit
of raising the confidence and self esteem of the volunteers as well as giving them
experience and skills that can help them find permanent paid employment.
The CFINE commercial enterprise has three main areas of operation:
•
Fast Fruit Scheme that provides fruit and vegetables to around 120 different
nurseries, schools and other youth and community organisations. They have
also helped set up a number of healthy outlets within these organisations
helping to raise the awareness of healthy eating within these target groups.
•
Sales of fruit and vegetables to private sector businesses such as oil companies
and restaurants
•
Utilising Larder Bytes - an online shopping franchise which was launched in
December 2008. This includes produce from other local suppliers such as meat,
fish, dairy and bakery as well as their own fruit and vegetables. Orders are taken
online and delivered directly to the customer with no delivery charge.
The organisation has 17 permanent staff
in total, with 10 of these positions being
recruited from the priority communities
in which CFINE operates. It also has
five vans for collecting and delivering
throughout the Grampian region.
The profits from the commercial activities
are used to support the charitable health
and community development work. In
2008 turnover was £650,000 of which
45% was through trading activities. The
remainder came from around 25 other
funding sources include local councils, the
regional NHS, Scottish Government, the
Lottery Fund, Esmee Fairbairn Foundation
and the Voluntary Action Fund in addition
to other sources. The goal is to be selffunding by March 2012.
The CFINE board has up to 15 members
with 10 coming from the volunteer
membership. Telephone, email and mail
are used to communicate with volunteers
and stakeholders and there are five
Community Development staff, on various
hours per week, in regular contact with volunteers, target communities and commercial customers.
The community approach to improving healthy food consumption has proved successful and despite great support from funders and
public bodies the growth of CFINE as an organisation has not been plain sailing. The time and energy involved in developing and
supporting the social activities is considerable and this, combined with developing and growing the enterprise activities, presents many
complex daily challenges. Managing the large number of different funding streams also requires considerable management time and
effort.
CFINE’s raison d’etre has always been its social goals but it has been, and continues to be, necessary to grow the enterprise side of the
business to support this. Experience has shown that there needs to be great care taken to maintain the balance between the ‘social’
and ‘enterprise’ sides of the business as it is easy to concentrate on one to the detriment of the other. Without this balance CFINE
would not be the organisation that it is today.
30 Food Network
Skye & Lochalsh Food Link
Skye and Lochalsh Food Link (CIC) is a community interest
company, whose members include cheese makers, fruit
growers, confectioners, fishermen, bakers, salad and herb
growers, farmers, smallholders, crofters, jam & chutney
makers, meat producers, processors, shellfish farmers, scallop
divers, organic growers, smokehouses, retailers, hoteliers,
restaurateurs and local food supporters. The group’s aims are
to
•
Create links between producers, food outlets and
consumers
•
Promote the economic, environmental, social & health
benefits of local food
•
Develop links between food and tourism
•
Provide a local food distribution service
•
Stimulate local food production and new businesses
•
Improve access to fresh, healthy and affordable food
The roots of Skye & Lochalsh Food Link grew when Carole
Inglis was first appointed to a post for Skye & Lochalsh Enterprise (SALE) in 1998, with a specific remit to look at the development of
food and drink and tourism. The first targets Carole was tasked with were the creation of
a food and drink directory of local producers and a food festival to develop food tourism
in Skye and Lochalsh.
An eating out booklet linked the two, providing a guide for those wishing to eat local
produce in the many hotels and restaurants Skye and Lochalsh and act as a useful
resource for food festival visitors. The guide highlighted what type of local produce
was being served across various categories with a simple symbol to show, for example,
if a local hotel was serving local salads or shellfish. Some businesses serving local food
and drink would therefore have several symbols (up to eight) against their business
listing, where they would be selling a wide range of local produce types, while others
would have one or two if few of their ingredients came from the local area. There was
therefore an at-a-glance guide to the depth and scale of local food use within Skye &
Lochalsh, and this created a very effective indicator of provision, an incentive to producer
businesses to supply more local food and drink, and for foodservice outlets to increase
their local supply.
The Food Festival
was a success,
leading to a shortlist
for the 2000
Scottish Thistle
Awards along with eventual winners ‘Arran Taste Trail’, which
brought interest and created more linkages between food and
drink producers and providers in Skye & Lochalsh. The Festival ran
for five years with support from SALE, LEADER, Highland Council
and Talisker Distillery (Diageo). In its last year, a group of private
sector hotels and restaurants looked to take over the running of
the festival, which has now ceased, but according to Carole, “It
achieved what it set out to do, in raising the profile of food and
drink in Skye and Lochalsh, although Homecoming Scotland may
well offer the opportunity to reconsider a food festival event.”
Food Network 31
The festival led to an approach to become involved
in ‘Food Futures’, a Soil Association project that
was supported in a partnership initiative by Skye
and Lochalsh Enterprise, Leader II and the National
Lottery Charities Board. The Food Futures project
facilitated local communities in developing their
own sustainable local food economies though the
formation of action groups. The Soil Association
staff delivering the project had a background in
community development, rather than primarily
food and drink, and this allowed the project to
develop a grassroots led approach.
In response, SALE assisted with emerging initiatives
to support distribution, marketing and create some box schemes. Although the box
schemes did not develop beyond that of an existing provider, the involvement of the
local horticultural development association helped create market linkages in local hotels
and restaurants for virtually all Skye & Lochalsh fresh produce.
The distribution project looked to address specific challenges, particularly the issue of
moving produce on and off Skye, as there were difficulties for the Three Chimneys on Skye
in procuring cheese from just a short distance across the Skye Bridge at West Highland Dairy,
and for Glendale Salads to get produce from the island to potential customers in Lochalsh.
After a meeting of the distribution action group, a new croft entrant proposed that he would
offer his own van and services, running one day per week to distribute the produce over a
six week period, with SALE funding the fuel for the trial. Funding for an extended trial then came from the Scottish Community Diet
Project and SALE.
Initially delivering for just four local food producers, the van has become a familiar sight on the roads around Skye and Lochalsh with
its distinctive ‘Taste Local’ TM branding. Now, a total of 26 producers use it to deliver everything from fresh shellfish, salad leaves and
cheese to mushrooms, yoghurt and vegetables twice a week to over 60 hotels, restaurants, visitor attractions and retailers throughout
Skye and Lochalsh.
The project has been especially helpful in assisting smaller companies over time; some have grown dramatically over the last ten years;
others have the potential to be the high growth companies of the future; and 15 new producers have started trading since the first
food and drink directory was put together.
In 2003/4 Skye and Lochalsh Food Link was awarded funding
by SALE and the EU-funded HIE Efficiency programme towards
a market development project that included the purchase
and fitting out of a larger van, and towards the cost of a
co-ordinator from The Esmee Fairbairn Foundation, Highland
Council and SEERAD. The running costs of the van are now
funded wholly by producers through a 10% levy on produce
carried and a £25 annual membership fee.
In 2007, Skye and Lochalsh Food Link changed its status from
a Community Group and Company Limited by Guarantee
to a Community Interest Company (CIC). It is now managed
on a voluntary basis by producer members Carole Inglis
(Skye Fudge/SLFL chair), Dede MacGillivray (crofter/vice chair)
and Roger Whiddon (Isle of Skye Fresh Produce/secretary),
supported by fellow directors Kathy Biss (West Highland
Dairy), Anne Gracie (Duisdale and Toravaig Hotel) and John
Kelly (The Bosville and Broadford Hotel).
The Food Link Van and the SLFL website www.taste-skye.co.uk have
increased media interest in member companies. The story of the van,
in particular, has captured a high level of interest and has been used
extensively to promote the value of working together, as featured on BBC
Landward. In 2001 the project won the award of ‘Best New Local Food Initiative’ by
32 Food Network
the Soil Association/Mail on Sunday; in 2005 Skye and Lochalsh hosted
the Slow Food UK Founding Congress and in 2008 the van won the SCDI
Scottish Water Award for Excellence in Environmental Sustainability. This
year, in 2009, SLFL producer members Keith and Rachel Jackson featured
in Monty Hall’s Great Escape.
The group’s 70 members comprise producers, retailers, visitor attractions
and a wide range of food outlets. Of the 26 producer members, most
use the distribution service. Some operate their own distribution channels
and only use the van at busy periods, for specific routes or off the beaten
track deliveries, while other producers use the van for all their deliveries.
Over time, the turnover of food and drink distributed on the van alone
has grown tenfold. A market evaluation is to be undertaken to assess
the collective growth of producer sales, over the same period.
Van sales
•
•
•
•
•
•
•
•
2000/1 £8,600
2001/2 £27,000
2002/3 £35,000
2003/4 £62,000
2004/5 £53,000
2005/6 £84,000
2006/7 £83,000
2007/8 £90,000
A study, commissioned by HIE Skye and Wester Ross in 2007, was conducted to look at the
impact of local food consumption and production. It found that a consumer spend of just
£2.50 per week on locally produced food and drink, the equivalent price of a punnet of
strawberries, would have a benefit of £1.35m to the local economy if each of the 12,500
residents in Skye and Lochalsh were to buy fresh produce from local businesses. The study
was conducted using the New Economics Foundation local multiplier model, which tracks
money spent on local rather than national goods.
Creating value for the local economy is a key aspect of the activities of SLFL and, in 2009,
a joint conference was held with Skye & Lochalsh Horticulture CIC to see how overarching
activities could be taken forward together. It has also delivered networking support to other
groups in Shetland, NW Sutherland, Outer Hebrides, Mull and Wester Ross. The group
recently completed a project www.morethanwhatyoueat.co.uk for Highland Council and
the Food Standards Agency bringing together high school pupils and older people in an
initiative aimed at getting across value of fresh local produce and good health.
Moving forward towards its 10th anniversary, since the group was first constituted in
2000, Skye and Lochalsh Food Link is looking to raise revenue through further commercial
activities, developing a wider membership base, more public sector contracts and increasing
its consultancy work. It also plans to roll out its ‘Taste Local...it’s the natural choiceTM’
market strategy and make more effective use of its website www.tastelocal.co.uk through
a range of upgraded services, that will be available to individual producers and outlets in
the Highlands and Islands, as well as local food groups throughout Scotland. A co-ordinator
will be needed to manage this project, enabling the group to strengthen its resources by
developing a defined package of benefits that will attract new members, and continue to
raise the profile of the fantastic quality of Scotland’s food and drink to potential visitors from
home and abroad.
Food Network 33
Lewis and Harris
Horticultural Producers
The Lewis and Harris Horticultural Producers (LHHP),
was established as a producer co-operative group
in 1999 with the aspiration of growing horticultural
products to supply local demand under the banner
of ‘Helping the Islands to Grow’.
The group has a broad membership base with
some members growing exclusively for retail
sale whilst others were initially keen to develop
basic horticultural skills. This move to a more
developmental role within the community has
allowed the members of LHHP to develop at a
pace specific to the individual member, whilst still
satisfying the demands of the more retail orientated
membership. Membership is made up of a mixture
of commercial and individual home growers as well
as 4 community groups. In 2008 over 50% of LHHP
membership sold produce through LHHP marketing
activities, and with 93 members in 2008 it is one
of the largest grower groups in the Highland and
Islands region.
The group provides a regular newsletter, training, marketing, bulk purchase opportunities, advice and support to existing and new
growers and site visits and assessments.
LHHP are very keen to develop innovative methods of
horticulture and regularly develop programmes which
make full use of modern technology without detracting
from the low impact traditional nature of crofting within
the Western Isles. Examples of this include the use
of recycled glass within a hydroponics system and the
development of local organic fertilisers.
Group marketing is conducted at local markets in
Stornoway and Tarbert, small island retail outlets, annual
agricultural shows and events as well as a pilot scheme
supplying local schools. To support this activity the group
purchased a van trailer in 2006 to help store and transport
produce and equipment to the various venues. LHHP
markets its products under one stall with up to twenty
producers selling produce through a shared till system.
The co-operative nature of the market policy has been
instrumental in its success and continued growth.
34 Food Network
This activity has seen marketing turnover increase
considerably in the last few years:
•
•
•
•
2005
2006
2007
2008
-
<£6,000
>£12,500
>£18,500
>£24,500
It is estimated that this activity represents about 25% of
all the members’ turnover.
Bulk purchasing of seed, plants and horticultural
equipment gives the group access to discounted prices
which help to reduce the growers growing costs. Whilst
the group purchase scheme is of benefit to individual
members it has also been used as a development tool
in that it develops future sales throughout the group’s
membership. In 2009 LHHP bought 2.5 tonnes of seed
potatoes (49 varieties) on behalf of its membership. In
addition to dramatically increasing the variety of potato
available on the Islands the expected commercial return
from this single bulk purchase is conservatively estimated
at £26,000
Initial funding came from Action 35 and the Esmee Fairbairn
Foundation, which went towards the employment of a
Development Co-ordinator, Ruaraidh Ferguson along with other
establishment costs. A small amount of income is generated
from group activities but LHHP is not yet at the point of being self-sustaining so are looking
at additional funding sources such as the LEADER programme. Other supporting organisations include Comhairle nan Eilean
Siar, Fas Fallain, the Esmee Fairbairn Foundation, Crofting
Foundation, Lewis Land Trust and the Crofters Commission.
With membership dispersed across the islands
communications are generally conducted via email with
Ruaraidh circulating an e-bulletin newsletter on a fortnightly
basis. Events and visits are organised on a periodic basis at
different venues based around topical issues and speaker
availability.
Anyone interested in food is free to join the group with
individual members of the public encouraged to do so. This
helps to bring a range of views and ideas to the group and
members take what they can or want from the group, with
some heavily involved in a range of activities and others only
able to devote limited time to LHHP.
The group has gone from strength to strength since it was
founded and has helped to raise the profile of local food
in the Western Isles as well as helping individual producers
grow their business. It is also felt that this type of producer
group is an ideal way of ensuring the dissemination and
implementation of many of the national policies that may
bypass smaller grassroots producers, enabling them to
develop and to grow together.
Food Network 35
Lochaber Larder
Lochaber Larder was established in 2004 after a meeting between interested
parties identified clear concerns about the low level of production and
consumption of local food and restricted retailing opportunities. While
activities have been restricted since 2007, it is hoped that a new direction can
be found marrying the diverse objectives of the steering groups involved.
Lochaber produces top quality food
and drink – including seafood, meat,
game, poultry, vegetables and whisky
for markets worldwide. While
producers enjoy an environment as
clean and healthy as any in the UK,
it was noted that local food supply networks were relatively
weak.
–
it
Lochaber Larder is a forum of people and organisations determined to increase the availability
of local food for the area and uniquely to link this to dietary change and enhancement of the
environment. Lochaber Larder is a not-for-profit, constituted body and often works
through the auspices of its member organisations. Its aim is to facilitate the
development of local food initiatives in both the commercial and non - commercial
sectors regardless of the scale of operation from the smallest hobby gardener and
community groups to larger producers and consumers in the local market.
Lochaber Larder produces and supplies fresh, seasonal food that doesn’t need to be
transported over long distances. It allows people to eat the food they see growing in
the area, helps children to understand where their food comes from, and promotes
healthy eating and better diets.
Mindful of the many differing but related aspirations, Lochaber Larder adopted this
mission statement:
“To facilitate Lochaber to grow locally, buy locally and eat healthily”.
To gain a better insight into the needs and aspirations of local producers, an open
day was held in Arisaig in February 2004 with the title ‘Growing Food Locally’. The
aim of the day was to support and encourage both existing and potential local
producers to grow specifically for a local market. The open day proved to be a
great success with around 50 people attending from all over Lochaber, many of whom had expressed an interest in growing either for themselves or for commercial production.
Some of the main issues raised included:•
Uncertainty over which outlets are available for any surplus stock
• Training / workshops dealing specifically with soil and weather conditions in Lochaber
• Anxiety about gaining access to a local market
• The difficulties of ‘finishing’ animals in Lochaber while still complying with current EU regulations
36 Food Network
• The lack of abattoir facilities in Lochaber
The open day gave an overwhelming mandate for the Lochaber
Larder group to continue and showed there was a clear need for
training and support for local producers, and for work to build a
relationship between producers and consumers.
The initial setting up of the initiative was funded by Lochaber
Enterprise, The Highland Council and the EU-funded Community
Economic Development programme which helped pay for training
workshops for individuals and businesses in producing and processing
food. These covered every level from kitchen garden to commercial
production.
A steering group was set up to spearhead the project and developed
a local food directory, website and recipe book. Lochaber Larder also
used community events to promote the benefits of healthy eating
and locally produced food. The original committee for the Lochaber
Board was made up of the following organisations: Voluntary Action
Lochaber, Lochaber Health For All, Lochaber Enterprise, Highland
Council, Lochaber Environmental Group and FWAG.
The Larder objectives are to:
• Increase the sustainable production of local food in Lochaber
•
Increase access to local food across the area
•
Improve community diet and health through the consumption of
fresh local produce
•
Further the consumption of fresh healthy produce through a
community based educational programme
•
Derive area-based environmental benefits through the
development of the local food sector
Lochaber Larder continued to be active from its inception in 2004
through to 2007, and the following are typical outputs delivered
during this period:
•
Events hosted:
o Open Days
o Local Food Next Step workshop
o Food Tents at Agricultural Show and local events
o Involvement in mobile abattoir discussions
•
Development of the Lochaber Larder image and brand
•
Creation of a database of local producers
•
Creation of a website
•
Creation of permanent Lochaber Larder display
•
Production of Lochaber Larder publicity material
Since 2007 activities and the marketing of the brand has been
limited, as matching customer needs and producer aspirations has
proved difficult which has resulted in little confidence within the
supply chain. In addition, the differing ‘agendas’ of those on the
Committee i.e. producers, health and environmental groups, meant
there was a tension and difficulty in securing the agreement of a
way forward. It may be that the original three pronged approach
has been to the detriment of the group’s work and that a more
focused agenda may strengthen the work of both a renewed group
and the brand again.
Food Network 37
Mey Selections
In 2005 His Royal Highness The Prince Charles, Duke of Rothesay launched
the North Highland Initiative which aims to promote the economic
development of the North Highlands of Scotland.
One of the aims of the Prince’s Initiative is to foster closer connections
between farmers, fine food producers, and consumers. Mey Selections is
the brand name of North Highlands Products Ltd, the company formed by
Caithness farmers to select and source supplies of the highest quality farm,
fishing and food products from the North Highlands.
North Highland Products Ltd was formed to enable farmers, tourism and
local businesses to promote their products to a wider audience. The Mey
Selections brand is named after the Castle of Mey in Caithness, the late
Queen Mother’s Highland residence, which HRH Prince Charles, Duke of
Rothesay visits every summer. The company is part of the North Highlands
Initiative, launched by The Prince in August 2005 in order to boost the
economy of the region. The Prince has given permission for one of his water
colour paintings of the Castle of Mey to be reproduced as part of the Mey
Selections brand logo.
The brand intends to deliver the natural goodness of the North Highlands to an ever wider range of discerning customers, at the same
time ensuring a sustainable and profitable future for farmers, fishermen and food producers. According to Danny Miller, Chairman of
North Highland Products Ltd “We are committed to using sustainable standards of farming, fishing and food production in order to
provide only the highest quality food and drink products. Mey Selections tries to source all its major ingredients from within a hundred
miles of the Castle of Mey and gives a fair price to our traditional family farmers, fishermen and food producers”.
Mey Selections is committed to using the highest standards of food production to produce the highest quality food. Also by extending
the range of products to include sustainable supplies of fresh fish and shellfish through local harbours, as well as bakery and other
products, the company aims to deliver only top quality food to discriminating customers – at the same time, ensuring a sustainable
future for local farmers and food producers.
The company believes that the traditional approach produces healthy
livestock and health-giving food. This, alongside the location in
the North Highlands of Scotland, combines to produce the unique
flavours and provenance of the region’s food products.
North Highland Products is probably one of the fastest growing food
and drink companies in Scotland. The product range includes prizewinning beef, lamb, mutton and cheese, as well as oatcakes, honey
and oat biscuits, shortbread, whisky, honey, and preserves.
In 2008 Mey Selections won a double accolade at the Scotland
Food and Drink Excellence awards. The company picked up
Excellence Awards in the ‘Collaboration in Supply Chain’ category
and the ‘Soup, Preserve, Pickle and Sauce’ section for its range of
conserves and preserves.
The Collaboration in Supply Chain Award recognised the value
and unique benefits brought about by the way Mey Selections
collaborates with all its producers, shares packaging and set up
costs and shoulders all the design and marketing costs, including
38 Food Network
a website and negotiations with national retailers. The collaborative
approach extends right across the supply chain; with abattoirs in
Orkney, Dornoch, Inverurie and Elgin, five distilleries, almost a dozen
fine food producers right across the territory, and with almost 500
farmers, is unique.
Danny Miller, Chairman of Mey Selections commented: “Winning
both an award for the quality of our foods and one for the way
in which we work closely with our producers, processors and
retailers is a real endorsement of the key attributes of the Mey
Selections brand: flavour, provenance and sustainability. We
could not be more delighted that this North Highlands Initiative,
set up to bring the exceptional flavours of this region to the rest of the
country under the Mey Selections brand, has been recognised and rewarded at
Scotland’s premier awards event for the food and drink sector.”
Mey Selections have also recently become the first consumer goods company
in Scotland to be certified with the Carbon Trust’s ‘Carbon Reduction Label’ for
their Luxury Shortbread and two Honey products demonstrating the company’s
work to measure and, crucially, its commitment to reduce its carbon footprint
over the next two years.
Mey Selections has been working with the Carbon Trust since February 2008
to quantify, reduce and communicate the carbon footprint for its three key
products. Transparent measurement is the first step to effective management of
carbon emissions.
John Strak, managing director of Mey Selections commented: “Not only are we
the first Scottish based consumer goods company to achieve the certification, we
are one of the first food and drink companies to become involved with the initiative. Mey Selections is committed to using sustainable
standards of farming, fishing and food production, so it seemed right that we look for ways to reduce our impact on the environment
by minimising the carbon footprint of our products from their supply chains”.
“However, this step is just the beginning of our involvement with the initiative; by the end of 2009 we hope to have the Carbon
Reduction Label on more of our bakery products such as the oatcakes and biscuits. The ultimate aim is to have the label featuring on all
of our products and to have all our farmer suppliers involved in carbon-reducing activities”.
Food Network 39
Orkney
Quality Food
& Drink
Orkney Quality Food and Drink represents the islands’ leading producers
whose expertise combines the finest natural harvests of the land and sea with
the highest production standards. The network are a membership organisation
responsible for bringing mutual benefits to the Orkney food and drink industry
through joint representation and promotion at a local and national level, through
working closely with the local public sector organisations.
The aims of the network are to promote the continued development and growth of Orkney’s
food and drink industry by supporting a commitment to quality, and member’s
efforts to improve standards with regards to sources of raw materials,
production facilities, manufacturing processes and human resource
development.
Full membership is restricted to those companies whose
principal business activity is food and drink manufacturing
or processing in Orkney Islands and who can satisfy, through
independent audit, the Orkney Quality Food and Drink
technical standard if not already accredited to the British
Retail Consortium (BRC) Technical Standards.
The network does not receive any public sector funding,
all activity carried out is fully funded by membership
subscription and local business support.
Orkney Quality Food and Drink was set up as a
mechanism for the island food and drink producers to
work collaboratively to gain improved trade terms and
conditions e.g. Transportation, Sharing consumables etc.
The network has now stepped back from group buying
any current arrangements are through the co-operation
of existing members.
40 Food Network
Typical activities carried out by Orkney Quality Food and Drink
includes:
•
Attending trade shows and exhibitions e.g. The Royal
Highland Show
•
Annual Food Awards
•
Attending Local Events e.g. Orkney Agricultural Show
•
Liaising with public sector agencies as an industry voice
on policy making decisions e.g. Waste collection, Location
of Orkney Food Park
•
Working with HIE and the Local Authority to achieve the
best results from generic branding
The initiative is funding solely by membership subscription
which amounts to £4,000-£5,000 per year. Approximately
£3,000 is used to pay the services of a part time coordinator
leaving little room for additional activity. Any additional activity
must be self-financing.
There were two types of fee paying memberships to the
Orkney Quality Food and Drink initiative, full and associate
membership. Typically full members are food and drink
producers while associate members are hospitality, tourism and
speciality retail outlets within Orkney.
Food Network 41
Web Addresses
Taste of Arran
www.taste-of-arran.co.uk
Savour the Flavours of Dumfries & Galloway
www.savourtheflavours.co.uk
Clyde Valley Farms Directw
ww.clydevalleyfarmsdirect.co.uk
Borders Food Network
www.bordersfoodnetwork.co.uk
Forth Valley Food Links
www.fvfl.org.uk
Argyll and Bute Agricultural Forum
www.argyllagriculturalforum.com
Food for Fife
www.wecan.org.uk
Cittaslow Perth
www.pkc.gov.uk
Mull & Iona Community Trust
Community Food Initiatives North East
www.mict.co.uk
Skye and Lochalsh Food Link
www.taste-skye.co.uk
Lewis and Harris Horticultural Producers
www.stornowayfarmersmarket.co.uk
Lochaber Larder
www.lochaberlarder.co.uk
Mey Selections
www.mey-selections.com
Orkney Food Group
www.oqfd.co.uk
SAC
www.sac.co.uk
SAOS
www.saos.co.uk
Scotland Food & Drink
www.scotlandfoodanddrink.org
42 Food Network
www.cittaslow.org.uk
www.cfine.org
Food Network 43
SAC Consulting
Food Marketing
Craibstone Estate, Aberdeen
AB21 9YA
Tel: 01224 711250
Fax: 01224 711291
www.sac.co.uk
© The Scottish Agricultural College 2009