Local Food & Drink Strategy and Action Plan 2019 - 2025 - Derry City ...
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Local Food & Drink Strategy and Action Plan 2019 - 2025
As the sector continues to grow, the
Contents EXECUTIVE SUMMARY strategy provides clear direction and a
plan to achieving the vision
Food has a vital role in driving tourism growth both in visitor
Executive Summary 3 Strategic Pillar 1: Integrated
numbers and spend, is part of the wider destination offer
‘To build on the
Communication and Delivery 29
Introduction 6 and reflects the regions heritage, culture and unique sense of place. achievements and
Strategic Pillar 2: Business Support
Food Tourism - Global Context 8
and Capacity Building 30 This strategy has been commissioned Food has a vital role in driving
successes to date,
The Value of Food Tourism –
Strategic Pillar 3: World Class Food by Derry City and Strabane District tourism growth, both in visitor integrating our local
Examples From Elsewhere 9 Council, informed and guided by industry numbers, spend and as part of
and Drink Visitor Experiences 32
partners, in recognition of the successes the wider destination offer, reflecting strengths into a common
National and Regional Context 11
Local Context 15
Strategic Pillar 4: Enhance Reputation to date and future potential of Derry the local heritage and culture of our approach to benefit
City and Strabane as a leading food region, shaping our distinctiveness
Target Markets and Key Opportunities 18
as a Food Destination 33 destination. The strategy was funded and unique sense of place. the entire sector and
Food Tourism Destination Audit 19
Glossary 34 by EU Interreg project NICHE. ultimately placing
Derry~Londonderry is already
What Will Success Look Like in 2025 21
Future Funding Opportunities 35 In line with the Tourism Strategy established as a stand out food Derry~Londonderry as
Strategic Pillars 23
Monitoring and Evaluation 35 ‘A New Level of Ambition’ 2018-2025, destination within NI and ROI, the number one food
the focus of this piece of work is on recognised with numerous awards,
Action Plan 28 developing The Walled City as the hub international scale festivals and destination on the
of our leading food destination. While events, food experiences, restaurants Island of Ireland
this acts as a significant attractor, it is and producers all supported by an
supported by, and acts as a conduit established LegenDerry Food brand. by 2025’
to the towns and wider rural offer which There is also a strong sector of both
supplies award winning artisan produce, private businesses and public bodies
restaurants and unique food experiences, who are supporting and driving the
in a beautiful landscape which stretches food destination forward. New and
from the Sperrins to the Lough Foyle. existing businesses have the
guidance and support
The strategy acknowledges that food of the Foodovation
tourism is one element of a much wider Centre.
food value network and there are many
other areas which feed into creating a
flourishing food and drink sector.
PAGE 2 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 3
OUR KEY PROPOSITIONS
Our unique food offer
plays a key role in
WHAT DOES SUCCESS LOOK LIKE IN 2025?
The Walled City visitor
experience and supports
in attracting new target
markets, domestic and
international, as part of LOUGH FOYLE AND IRISH FLAT OYSTER
The food and drink sector Established strategic Full calendar of food events
£
a cohesive visitor offer. Derry~ Londonderry was built because of its proximity to food
and in particular food from the Foyle. The Foyle is a great will have doubled its food group with with a minimum of 2 food
natural resource featuring many streams and rivers that start in contribution to the local quarterly meetings. events every month.
the Sperrin and Donegal mountains which flow into the Lough economy in line with the
and out to the Atlantic Ocean. The shores of Lough Foyle
provide a vast array of shellfish with the Lough Foyle Irish Flat
Tourism Strategy goals,
Oyster being the jewel in the Foyle’s crown. to a value of £33 million.
Adoption of the A strong food culture 20+ new food and drink
‘LegenDerry Food’ where local produce is experiences developed.
brand across the sector. prioritised by hospitality, NEW
retail and consumers.
A UNIQUE FOOD A CULTURAL, VIBRANT GATEWAY TO THE
HERITAGE FOOD SCENE WIDER REGIONAL
A strong cultural food offer There is an emergence of a FOOD EXPERIENCE Established food and drink 50+ new food and drink
providing experiences that cluster of street food vendors The city is the gateway products developed.
network with 90+ businesses 50+
have been shaped by the who are carving out their own to a wider regional food
history and heritage of The niche following, with their experience – award winning
engaged and actively
Walled City. Strong traditions distinctive, authentic food and artisan producers, restaurants shaping and participating
remain and are reflected in the vibe. This is also reflected in and Slow Adventures in the in the network activity.
regions new and innovative unique food experiences and Sperrins. These are packaged
products. Once one of the festivals which are an integral and promoted in a modern
largest whiskey distilling part of the city and region’s interpretation of our history
areas in the world, the city event and festival programme, and heritage, creativity and
is currently undergoing a both through standalone culture and reflect our active
resurgence in distilling with events such as the Slow Food lifestyle and spirit of adventure.
a growing number of craft Festival and wider events
breweries throughout such as Halloween and Foyle
the district. Maritime Festival featuring
Flavours of the Foyle.
PAGE 4 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 5
HOW WILL THIS STRATEGY
INTRODUCTION
BE DELIVERED?
We have ambitious targets for growth. The strategy is underpinned by But also and most importantly -
The Derry City & Strabane District Producers, brewers and distillers Local food and drink businesses already
We aim to double food and drink a collaborative approach between successful delivery will require
Council Tourism Strategy ‘A New Level place innovation at the fore. There make a significant contribution to the
related visitor spend to £33 million the key stakeholders including the the collective entrepreneurial
of Ambition’ 2018 – 2025, recognises the are food and drink experiences which local economy. The sector is dominated
by 2025 which is in line with our ambition private sector, with defined roles drive and ambition of the private sector.
importance of the local food and drink complement this offer and showcase the by a number of large manufacturing and
within the Tourism Strategy. A robust and responsibilities. Delivery of this
sector which identifies the need ‘To work wider offer in rural areas in ways which processing companies, vital in terms
monitoring and evaluation framework will strategy will require meaningful This includes food producers, hospitality
closely with the food and drink sector imprint a sense of this place for visitors. of job creation and export potential.
be developed to identify a baseline value collaboration and real partnership and accommodation, food tours and
and related businesses to continue raising
of the food and drink sector to the local working. Food is cross cutting activity businesses, as well as event
the bar in terms of visitor experience’ and In recent years the region has seen
economy in terms of job creation and amongst many Council departments organisers and attractions, underpinned by
aims to double visitor spend to £100m a rise in the number of small, mainly
other economic indicators cited in the including Business Support, Tourism, a sound commercially viable food network.
by 2025 which will help sustain the artisan food and drink producers.
Strategic Growth Plan. This will allow the Regeneration, Skills Development as This food network and strategic food
4770 jobs currently supported by the This has been driven by innovative
sector to set ambitious targets for growth well as business support agencies and group representing the aforementioned
sector and will create approximately approaches to stimulating business
for the duration of the plan and provide organisations. departments will be the delivery bodies.
1000 additional jobs. start and business growth, pioneered
the evidence base for the sector to be
by the Foodovation Centre in the
positioned as a key economic driver.
The food and drink scene in The LegenDerry Food brand was North West Regional College and
Derry~Londonderry has evolved to established in 2013 as part of the Council’s Business Support Team.
become one of the finest on the island. city’s inaugural food festival and is
The region has been on an exciting and now a recognised brand that has The local food and drink sector also
£33
inspirational journey. Food festivals have gone from strength to strength. has a vital role in driving tourism
given producers and chef’s a platform The 2016’s Year of Food and Drink growth, both in numbers and visitor
Producers Hospitality Accommodation Food Events
to showcase and sell their innovative initiative was a pivotal year for spend. In other successful food
Experiences
produce and dishes, whilst restaurants LegenDerry Food and as a result destinations, local food and drink Million
are winning awards which place them was awarded NI’s Best Food businesses collaborate to provide
UNDERPINNED BY FOOD NETWORK
front and centre stage among the Destination in 2017. The city has also rural food and drink experiences which
best in Ireland. been shortlisted as one of Ireland’s tell the story and animate the hospitality
DELIVERY BODIES
top 10 food destinations three times offer in the city’s hotels and restaurants We aim to double food and
Street food businesses are creating placing runner up in 2015 and 2016. and can contribute significantly to
a cultural and vibrant food experience. overnight stays by providing more drink related visitor spend Food Network Strategic Food Group
reasons to visit and stay longer. to £33 million by 2025
PAGE 6 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 7
FOOD TOURISM - GLOBAL CONTEXT THE VALUE OF FOOD TOURISM
EXAMPLES FROM ELSEWHERE
Food tourism is defined as ‘The pursuit ‘Food experiences have become more UP 3.7%
of unique and memorable eating and important in tourism as the ‘Experience
drinking experiences’ Economy’ has developed. The consumer
no longer pays for the basic service,
It has grown exponentially in recent but for the complete experience. In the A recent Mintel
years and is a particularly creative and case of food, people are willing to pay
dynamic segment of tourism. Visitors a premium for the added value offered report on Artisan
are seeking authentic, local tourism
experiences which give them a real
by food experiences, which provide
a gateway into local culture, creativity
Food Ireland
connection to a place and there’s no and landscapes. Tourist food experiences estimated that in
better way to do this than through food
and drink. Destinations are recognising
in particular are often contrasted with
‘everyday’ or basic eating, as people
2016, the sector was MELBOURNE – AUSTRALIA SAN SEBASTIAN – SPAIN
this as a way to diversify tourism offerings search for ‘authenticity’ and distinction worth 706 MILLION Melbourne’s food tourism centres on trendy dining and Food and drink is a core element of local culture and heritage
and to help stimulate local, regional in local food and gastronomy.’
and national economic development. EURO (500M ROI entertainment experiences found in planned cobblestone and the development of food tourism is, in part, designed
laneways that are decorated with graffiti and stencil art. to create a better balance between urban and rural areas.
Every tourist eats about 3 times a day, UNWTO Global Food Tourism Report /206M NI) which The city positions itself as a gateway for exploring food Gastronomy is a main pillar of the marketing strategy
and increasingly local food and drink is
becoming a specific reason to visit was up 3.7% FROM and drink experiences on day excursions into neighbouring and a destination strength, with lead products such as fish,
areas. Proactive planning and licencing enable the city to seafood and pintxos. Eating and drinking is an affordable
a destination, making food one of the 2015. The sector is position itself as a leader of urban food and drink culture luxury - experiences to be lived out through “signature
fundamental economic drivers of tourism.
set to grow e.g. coffee, street food, roof top bars and craft beer, cuisine” with expert chefs as well as with family and
which visitors seek out for a ‘local’ experience. friends in culinary societies.
+13.7% BY 2021. Population – 5 MILLION
The city’s strong food cultural offer is available through
e.g. 100% Basque immersive food experiences, gastronomic
societies, gourmet dining, food routes and tours.
The report also reinforced the San Sebastian also hosts Gastronomika (the best high
consumer trend for authenticity: gastronomy world event according to Forbes magazine).
authentic ingredients and production Population – 186K
processes, regional sourcing,
handcrafted, ancient production
techniques and food with a story.
PAGE 8 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 9
THE VALUE OF FOOD TOURISM NATIONAL AND REGIONAL CONTEXT
EXAMPLES FROM ELSEWHERE
Increased availability of great Irish food
FAILTÈ IRELAND FOOD and drink experiences across the country
AND DRINK STRATEGY and collaboration with relevant agencies
to underpin the quality and sustainable
2018 – 2023 practices of the Irish food and drink sector.
Estimates that 2 billion was spent
by overseas tourists and domestic
holiday makers on food and drink Increased capability of Irish food &
in 2017 and equates to approximately beverage operators to deliver a world class
35% of overall visitor spend. The strategy
ANTWERP – BELGIUM REYKJAVIK – ICELAND aims to grow this by 400 million to
offering that is consistent and profitable.
2.4 billion by 2023 by:
Antwerp is the largest city in Flanders. It has a harbour and a Reykjavik has experienced a food renaissance to become
500-year history as the centre for European diamond trading. one of Europe’s most dynamic gastronomic destinations.
Buildings that elsewhere would be museums are still working The city is full of exciting places to taste modern dishes using Intensified effort to ensure Irish food and
buildings here. Good Food, Good Chefs and the Good Life are traditional ingredients, influenced by the philosophy of New drink features more prominently in the
€2.4
core pillars of the food tourism strategy, and Visit Flanders Nordic Cuisine. This has equally seen a resurgence in traditional collective marketing and sales efforts
focus on food is deemed one of five world class products which cuisine and cooking methods e.g. using geothermal energy. of Ireland’s tourism industry.
differentiates the destination. Partly in recognition of a new The food industry is a major part of Iceland’s economy and
diamond museum opening, ‘Antwerp Baroque 2018. Rubens increasing numbers of restaurants are focusing on local food Billion by 2023
inspires’ programme of activities and Smaakmeesters, the city’s to cope with the growth of tourist arrivals. Having been illegal 80% of the market is Leisure Tourists who
autumn culinary festival, Lonely Planet has named Antwerp as to brew in Iceland up until the 1990’s, craft beer is a relatively want high-quality food and experiences,
one of its Top 10 Best Cities 2018. Emphasis on food and drink young sector, but breweries and beer festivals are now springing but this is not a primary motivation
is part of the Government strategy to raise awareness and up to meet demand. Visible promotion of the food and drink for travel. Culinary Tourists, those
differentiate from competitors. Focus falls on the innovators, offer naturally links with the strong story-telling culture and who seek unique, memorable eating
artisans and chefs and what they do with the products, quirky sense of fun. This characterises Iceland’s general and drinking experiences are only
rather than the products themselves. tourism marketing, it appeals to visitors and is effective 10% of the market and “Food as Fuel”
Population – 498K for gaining media attention. Tourists who want to consume food
Population – 123K as quickly and as cheaply as possible
overseas domestic are the remaining 10% of the market.
tourists holiday
PAGE 10 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 makers DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 11
GOING FOR GROWTH TOURISM NI
AGRI-FOOD STRATEGY
Identifies food tourism as an The initiative provided the opportunity
important component of the wider for key stakeholders to work together
tourism offer and a significant and develop a Year of Food and Drink
The strategic vision is to contributor to ambitious targets programme. This programme was
“Grow a sustainable, profitable for NI to grow visitor spend to phenomenally successful across Northern
and integrated Agri-Food supply £2 Billion by 2030. Ireland and as a result Northern Ireland
chain, focused on delivering the won ‘World’s Best Food Destination’
needs of the market” at the 2018 International Travel and
YEAR OF FOOD Tourism Awards in London.
& DRINK 2016
Northern Ireland’s Year of Food and
Drink 2016 provided a sound platform
to develop the local food and drink sector.
It ran from January 2016 to March 2017
Northern Ireland Agri and its overall aim was to put the quality
food sector GVA is valued of our local food and drink at the centre
at £1.14 billion in 2016,
employing over 40,000 “Grow a sustainable, of the tourism experience. There was a
themed calendar of events, so month by
people. This is 3.3% of the
total GVA and 4.7% of the
profitable and month, across the country, festival and
food events provided the opportunity
total workforce. integrated Agri-Food to tell visitors (and remind locals) about
our traditional recipes, regional specialities
supply chain, focused and innovative award winning products.
on delivering the
needs of the market.”
PAGE 12 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 13
WHO IS VISITING?
FOOD NI - TASTE THE GREATNESS LOCAL CONTEXT The region has been most successful
at attracting the ‘culturally curious’
market segment.
2018 - 2021 Derry City & Strabane District sector which identifies the need 56% visited the area
sector at around £16.8 million.
“To work closely with food and drink to find out stories,
Council Inclusive Strategic Growth
sector and related business to continue history and legends
Plan 2017-2032 has highlighted tourism
Taking forward the legacy of the Year of Food and Drink, The purpose of the campaign is to promote NI food and raising the bar in terms of visitor of Northern Ireland.
as a key sector for economic growth and
Food NI has developed a new campaign “Taste the Greatness” drink locally, nationally and internationally & create networks, jobs. Tourism sits under the Economic experience’
which aims to create standout and credibility in the GB and resources and assets that encourage: Pillar with the outcome “We will live
international arenas by 2021. 82% of all visitors
in the cultural destination of choice” £100m
• More support for NI food and drink from local consumers. include a visit to
offering “world class visitor experiences”. by 2025
• A spirit of entrepreneurship in the NI food and drink sector. The City Walls.
“By 2021, we will channel our • Increased awareness and ambition in terms of The Integrated Economic Strategy also
food revolution and make exporting NI food and drink. underlines the importance of tourism for It aims to double visitor spend to £100m The profile of visitors is broadly ‘older’,
• A broader international appreciation of the by 2025 which will help sustain the currently 44% of visitors are aged over
a mainstream story that burns quality of NI food and drink.
creating and sustaining jobs, as well as its
4770 jobs currently supported by the 55 and most travelling without children.
importance for the positive impact it has
bright, instilling respect and love • A better understanding of how NI food and for communities. sector and will create approximately
drink links to our other cultural & tourism assets. 1000 additional jobs. There has been a The strategy highlights the importance
for NI food and drink. We want Food tourism has created a segment for 13% increase in tourism jobs from 2013 of developing the rural offering as
to create passionate consumer The campaign will profile NI as a tiny region with a huge itself within tourism as it promotes local to 2017 and these make up 9% of all a complementary visitor experience
food and drink heritage, using online editorial features employee jobs in DCSDC. The largest to the urban offering. The rural
economic development, involves many
ambassadors, who can tell our food on local producers, festivals, restaurants and chefs, different parts of the supply chain and sector by scale is food and beverage hinterland receives approximately
one tenth of the visitor spend that
and drink stories in such inspiring ways including exceptional photography capturing the links
between the landscape and it’s food.
brings new uses to the primary sector. serving activities.
occurs in the city.
that they travel far beyond our borders. Agri-Food is highlighted as one of the It is estimated that around
*At the time of writing, a definitive budget was not in In 2017, the Council area’s NI market
We will move from surprising people place to formally launch and drive forward this strategy key sectors for economic growth under one third of total visitor
share of overnight trips, nights spent
and it is currently being rolled out with key stakeholders “Sustain and Grow” (Sectors which play spend is allocated to
with our phenomenal produce as budgets and resources permit. an important role in supporting Derry City food and drink. The 2017 and expenditure on overnight trips
stood at 5%, 5% and 6% respectively.
to creating standout and credibility and Strabane’s business support, with the NISRA tourism figures
In the period 2015-2017 NISRA’s tourism
potential to enable incremental growth). illustrated that Derry City and Strabane
in the GB and international arenas” District Council had an annual visitor figures estimated that 60% of overnight
spend of £55.8m (up 11% from 2016). trips to Derry & Strabane were out of
The Derry City & Strabane District Council
This values the food and drink sector at state visitors– above the 55% average
Tourism Strategy 2018 – 2025 recognises
around £16.8 million. across Northern Ireland.
the importance of the local food and drink
PAGE 14 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 15
FOOD OFFER
35 artisan food 2 monthly 2 guesthouses,
producers and markets in Derry 58 B&B’s and 6 guest
10 larger scale and Strabane accommodation
manufacturers
As confirmed by
John and Sally
McKenna, Derry 43 restaurants Annual Enterprise Week 121 self-catering units
and 11 cafes industry programme
has been flagged
as the ‘Next Foodie
Capital of Ireland’
and which they 6 street food 26 different food & drink unique product of Lough
have been actively companies related experiences Foyle Irish Flat Oyster
promoting nationally.
To quote “Derry City
is the most happening 4 regular food & 13 hotels with 710 tradition of
urban place in Ireland, drink related rooms and 1,710 beds whiskey distilling
festivals/events
so get yourself up
there before the
hordes start to arrive.’
PAGE 16 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 17
TARGET MARKETS AND KEY OPPORTUNITIES FOOD TOURISM DESTINATION AUDIT
A successful food destination must be • The Republic of Ireland (ROI) A successful food tourism destination
underpinned by an active and informed market, particularly the ‘Open
BREXIT CONSIDERATIONS is a combination of the following key LANDSCAPES
The natural, rural and
domestic market to sustain the local food to Ideas’ market segment. elements, the Territory Assets, Tourism
The region is at a tumultuous point given urban landscape is
sector all year round and avoid supply Assets, Capacity and Food Experience. NATURAL
excellent and has
PROVENANCE
the uncertainty of Brexit and potential potential to be
and demand issues related to seasonality, • The Great Britain (GB) Market To present this objectively, in an easy RESOURCES further exploited.
The region is renowned
impact on tourism as well as the food and particularly for its Lough
economic fluctuations or infrastructural particularly the “Culturally Curious” to understand format, Place Solutions There are natural resources
Foyle Irish Flat Oysters and
drink economy. There may be positive in abundance from the
barriers. There is already evidence of segment, but also targeting the used the Food Destination Evaluation banks of the Foyle to the seafood and whiskey. These
and negative effects particularly given rich soil of the Sperrins. could be highlighted
this with the success of, and support for, growing “Social Energiser”. Framework developed and sold as our USPs.
the border location. Potential areas which
local food related festivals. The strategy by TEAM Tourism Consulting and
need addressed include – protection of
must continue to develop this important • Mainland Europe, particularly the illustrated below. IDENTITY COMMUNITY
local food (PGI status), Rural Development
market, in particular targeting the wider NI fast-growing French and German A prominent food identity Requires further work
Funding (Agri-Food programmes), is emerging, but is not as to encourage chefs to
domestic market and those “foodies” who markets and the “Culturally Curious” This framework was used to determine strong as the history, engage, educate and
Research & Development, access to labour
have never visited the city and region. and “Social Energiser” segments in the region’s current position and what landscape and culture inspire the local community
and exports/imports. Councils have been offer which are the to support local food and
line with Tourism Ireland and Tourism the USPs are. It has identified what primary reason to visit. drink produce. Community
asked to establish Food Resilience Teams
A key opportunity identified in the Tourism NI. components are strong, those which Food needs to be built allotments need to
to prepare for the potential impacts of into the wider be given more
Strategy is the need to attract more have potential and areas of weakness. destination offer. prominence.
overnight stays and encourage visitors • In the longer term the US and
BREXIT on food provision and supply. STRONG
to stay longer. This will be primarily Canadian market offers opportunities Territory Assets Tourism Assets ATTRACTIONS GASTRONOMY
driven by out of state visitors. Based on as this market continues to develop The destination has an The reputation of the
Natural Resources Provenance Attractions Accommodation abundance of visitor area for high-quality
our proposition, market research on the and seek new visitor experiences attractions and heritage cuisine is starting to gain
sites which act as key visitor traction on the island of
visitor markets and market segments with in Northern Ireland, as part of an Identity Community Connectivity
drivers and will support the Ireland but will benefit from
a strong propensity to visit the Island of Island of Ireland trip. Landscapes
development of a viable food more collaborative branding
tourism product, including the and marketing to further
Ireland, the following visitor target markets world-famous walls. increase the reputation.
and market segments have been identified Capacity
as offering the best prospects for future EVENTS
Enablers Production Skills Ambassadors The number, success and WELCOME
growth: seasonal spread of food Warm, genuine and unique
Local Produce Supply Chain Export events is viewed to be very to the district. More work
good and a strong required on local education
The Food Experience differentiator. Areas for and guiding visitors.
development include night Desire to change
Gastronomy Retail Events Bookable time offer, collaboration Sunday trading laws.
with private sector on
timing and length
Lead Products Visibility Welcome
of events.
PAGE 18 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 19ENABLERS
Out of date legislation
and licensing are not
WHAT WILL SUCCESS
conducive to a lively food PRODUCTION OUR KEY PROPOSITIONS
destination. E.G licensing Potential to develop this
laws and regulations around sector as an essential
events, street trading and part of the supply chain.
LOOK LIKE IN 2025
café culture. The VAT
rate is also a barrier to
ACCOMMODATION trading effectively.
Good range of LOCAL PRODUCE
accommodation from Volume, value and interest
hotels to B&Bs. Issue of in local produce relatively
effective and sustained low for a destination of this
size. Scope to stimulate
message on the use and
new business starts and Vision LOUGH FOYLE AND IRISH FLAT OYSTER
promotion of local food.
innovation, diversification Derry~ Londonderry was built because of its proximity to food
Most notably
and business growth.
‘To build on the achievements and and in particular food from the Foyle. The Foyle is a great
for breakfasts.
successes to date integrating our natural resource featuring many streams and rivers that start in
local strengths into a common the Sperrin and Donegal mountains which flow into the Lough
approach to benefit the entire sector and out to the Atlantic Ocean. The shores of Lough Foyle
LEAD PRODUCTS CONNECTIVITY provide a vast array of shellfish with the Lough Foyle Irish Flat
Potential with Lough Regional airport and rail and ultimately placing Derry~Londonderry Oyster being the jewel in the Foyle’s crown.
Foyle Irish Flat Oyster, SUPPLY CHAIN links are strong but links
whiskey, lamb, beef, The links between producers, between city and rural
as the number one food destination
and seaweed. Stories of areas are weak. The wider on the island by 2025’
harvesting, traditional boats, POTENTIAL processors and retailers, that
facilitate the routes to market destination proposition to
culinary and farming. Good is still under developed and effectively link the Wild
products but weak
messaging and
needs to be stimulated. Atlantic Way and the Proposition
Causeway Coastal Route
no champions. will aid perceptions The vision is underpinned by a proposition
around connectivity. statement which sets out what makes
SKILLS us different, highlights the unique selling
A sustained holistic
approach to training VISIBILITY points and a strong sense of place. It sets A UNIQUE FOOD A CULTURAL, VIBRANT GATEWAY TO THE
is required particularly There is a clearly out where the city and district want to HERITAGE FOOD SCENE WIDER REGIONAL
customer servicing, online recognised need for
marketing and the extreme a distinctive cohesive be positioned in the market place. The A strong cultural food offer There is an emergence of a FOOD EXPERIENCE
providing experiences that cluster of street food vendors The city is the gateway
shortage of trained chefs brand identity and value proposition is the first stage in developing
in NI must be addressed proposition, supported by have been shaped by the who are carving out their own
through a collaborative WEAK collaborative marketing a food destination brand and should fit history and heritage of The niche following, with their
to a wider regional food
experience – award winning
and promotion which pulls
approach between
colleges and together all elements of
within the wider destination proposition. Walled City. Strong traditions distinctive, authentic food and artisan producers, restaurants
the industry. the food experience. The Tourism Strategy sets out a headline remain and are reflected in the vibe. This is also reflected in and Slow Adventures in the
destination brand The Walled City - where regions new and innovative unique food experiences and Sperrins. These are packaged
products. Once one of the festivals which are an integral and promoted in a modern
BUSINESS SUPPORT the Wild Atlantic way meets the Causeway largest whiskey distilling part of the city and region’s
AMBASSADORS interpretation of our history
While there were strong
Need to identify food and
Coastal Route with three supporting areas in the world, the city event and festival programme, and heritage, creativity and
elements of business support
already operating there is a tourism professionals who propositions of History and Heritage, is currently undergoing a both through standalone culture and reflect our active
need to adopt a more holistic are committed to helping
Creativity and Culture and Activity and resurgence in distilling with events such as the Slow Food lifestyle and spirit of adventure.
developing the city as
approach, identify gaps in a growing number of craft Festival and wider events
business support provision a food hub by lending Adventure. breweries throughout such as Halloween and Foyle
and tailor existing support their name and skills,
packages to meet the for example in events, the district. Maritime Festival featuring
needs of this sector. RETAIL BOOKABLE schools and Flavours of the Foyle.
The local retail offer is There is a lot more scope to promotional material.
generally weak, with a few develop the range of online
notable exceptions. There bookable food offerings,
PAGE 20 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 is no strong visual presence tours or experiences.
DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 21
and very little online offer.RECIPE FOR SUCCESS FOUR STRATEGIC PILLARS
By 2025, the Strategy and Action Plan will • 20+ new food and drink The strategy identifies four strategic pillars complemented by an action
deliver the following key outcomes: experiences developed. plan which is designed to encourage innovation among the core ingredients
of the local food and drink sector and develop them within the context of
• The food and drink sector will have The research, consultation and baseline a wider tourism offer in support of growing visitor markets.
doubled its contribution to the local analysis, underpinned by the food
economy in line with the Tourism destination evaluation framework which
Strategy goals to a value of £33 million. identifies the complex and inter-related
factors to develop a successful food
• Adoption of the ‘LegenDerry Food’ tourism destination, sets out where the
brand across the sector. region sits as a food destination today.
The strategy sets out where we want to
• Established food and drink network be by 2025. It articulates a clear strategic
with 90+ businesses engaged and vision for all stakeholders working in
actively shaping and participating collaboration and sets out a compelling
in the network activity. proposition to differentiate us in the
market and forms the basis of a food
• Established strategic food group destination Branding and Marketing STRATEGIC PILLAR 1 STRATEGIC PILLAR 2 STRATEGIC PILLAR 3 STRATEGIC PILLAR 4
with quarterly meetings. Strategy. The strategy highlights Integrated Business Support and World Class Food and Enhance Reputation as a
opportunities, target markets and Communication Capacity Building Drink Visitor Experiences Food Destination
• A strong food culture where local potential outcomes. The action plan sets
out a robust implementation plan for the
and Delivery
produce is prioritised by hospitality,
To signpost food and To facilitate food and drink To work collaboratively to
retail and consumers. first three year period of the strategy.
To effectively utilise existing drink businesses businesses to develop unique, position Derry~Londonderry
resources and fully integrate to relevant training bookable packages and as the number one food
• 50+ new food and drink
the food and drink offer and business support visitor experiences. destination on the island
products developed.
into the wider delivery and channels and clearly of Ireland.
communications plans for the identified routes to market.
• Full calendar of food events
with a minimum of 2 food city & district.
events every month.
PAGE 22 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 23STRATEGIC PILLAR 1 INTEGRATED STRATEGIC PILLAR 2
COMMUNICATION AND DELIVERY BUSINESS SUPPORT AND
The creation of a sustainable and DCSDC CROSS DEPARTMENTAL LEGENDERRY FOOD BRANDING
CAPACITY BUILDING
commercially viable food and drink WORKING GROUP AND MARKETING STRATEGY
sector, is dependent on the establishment This internal group comprising This is a key element of this strategy
of fully integrated delivery structures of key departments within Council, which will review the LegenDerry
working collaboratively at a strategic will be set up to coordinate existing brand and develop a Branding and Delivery and success will be dependent FOOD TOURISM DEVELOPMENT
and operational level to an agreed resources and direct budgets to this Marketing Strategy to develop it fully. on a collaborative approach across The Council Tourism Department,
strategy and action plan. economic and tourism priority. It will be supported by a marketing all Council departments and key Visit Derry and the wider tourism
and PR plan to drive awareness of stakeholders. DCSDC have identified bodies such as Tourism NI, NWRC
STRATEGIC FOOD GROUP LOCAL FOOD AND DRINK NETWORK the local food and drink offer. local food and drink as a key economic and Foodovation will have a key role
This established group will continue This is the central building block driver in the Strategic Growth Plan which in positioning the local food and drink
to bring together the key Council of the strategy. It will be comprised DISTINCT COMMUNICATION CHANNELS could contribute significantly to local job sector within their wider business
departments and public stakeholders of members from across the sector It has been identified as vital to have creation. It is also a vital component support and capacity building initiatives.
involved in local food and drink. to steer the activity and actions distinct channels for business-to-business of the Tourism Strategy, again contributing
It will be responsible for supporting of the network. (B2B) promotion and communication, and to the ambitious target for increased AN ENGAGED FOOD NETWORK
the delivery and the monitoring consumer facing (B2C) communication visitor spend and job creation. The benefit of such programmes
of this strategy, signposting further and promotion. These will be developed includes contributing to the development
funding opportunities and positioning in line with recommendations from the PRIORITISING FOOD AND DRINK of an engaged stakeholder network,
the local food and drink sector in Branding and Marketing Strategy. The local food and drink strategy where peers can learn from each
a regional and national context. ensures that the sector is prioritised other and often leads to opportunities
EDUCATION within existing business support and for collaboration and new product
It is vitally important to educate capacity building initiatives in order development.
consumers and the industry of the to fully realise this potential and create
importance of supporting local food an economically viable competitive
and drink. This not only contributes sector. This is across all agencies including
to the local economy but also creates InvestNI, NWRC, DCSDC and DAERA.
further employment in the food sector.
PAGE 24 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 25STRATEGIC PILLAR 3 WORLD CLASS STRATEGIC PILLAR 4
FOOD AND DRINK VISITOR EXPERIENCES ENHANCE REPUTATION
The delivery of world class food and drink VISIBILITY STANDARD
AS FOOD DESTINATION
visitor experiences will contribute to a key It is crucial to help visitors to uncover Promising and delivering a world-class
outcome within the Economic Pillar of the local food and drink experiences and visitor experience are two very different
Strategic Growth Plan “We will live in the make it easy to do. It is about provenance, things. A marketing promise raises
cultural destination of choice” offering story-telling and championing fantastic expectations which the experience The strategic vision will only be achieved the award application process itself.
“world class visitor experiences”. It will local produce – through retail displays, has to live up to e.g. offering what is by a deliberate, sustained collaborative High profile awards ceremonies such
also support the development of a vibrant hospitality menus, ambassadors and promoted, adhering to advertised hours effort to enhance the reputation of as Blas na hÈireann, Irish Food Awards
evening economy as set out in the Tourism awards. These enable visitors to feel of operation, providing excellent customer LegenDerry Food on the local, national and the Irish Restaurant Association’s
Strategy. Local food and drink is a vital a connection with the destination, as service, and having knowledgeable front- and international stage. Foodie Destination award are all
element in building a distinctive sense well as creating benefits to the local line staff. Popular online review sites instrumental in raising the profile and
of place for a tourism destination. economy. often show when these expectations LOCAL FOODIES awareness of food destinations.
and experiences don’t come close. The This will be underpinned by the local
FOOD CULTURE & SENSE OF PLACE THE UNIQUE LEGENDERRY OFFER concept of delivering world-class visitor foodie community who must be educated FOOD BLOGGERS/CRITICS
Local food & drink experiences Building a distinctive sense of place experiences covers the entire process, and enthused about the local food and Investing time and resources to attract
capitalise on a strong cultural asset which can encompass signature not just what happens on the ground. drink offer. They will be the biggest and prominent national and international
and help to define destinations sense dishes, hero products, local events, Ideally, today’s visitors expect to be able most important advocates, providing food bloggers and food critics encourages
of place which is both genuine and food ambassadors, celebrity chefs to research, buy tickets, and find other a sustainable local market all year round engagement and commentary with target
differentiates one visitor destination and award-winning restaurants, each local things to do in the area and to buy as well as acting as ambassadors to the audiences. This means cooperating
from another. This can play to a with a role to play. Local restaurant products all in a single space. important visitor market. with Tourism NI and Tourism Ireland
destination’s strengths, and provide days or weeks can be off-season, on targeted familiarisation trips etc.
memorable visitor experiences can focus on a particular theme or BEST PRACTICE RESEARCH AWARDS
which are repeated and shared – can be low cost. High quality menus Defining a world-class experience is DCSDC has already attracted many
leading to an increase in visitor spend designed to introduce and encourage difficult. Opportunities to learn from national and international awards.
and customer satisfaction. new, younger markets. Offering a recognised best practice is an easy way This must continue to be the case
critical mass of experiences is for businesses and front-line staff to see and be supported by proactive
important for visitor choice. how visitor expectations are shaped and promotion of the destination’s food
to benchmark themselves accordingly. related awards as well as support for
PAGE 26 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 27STRATEGIC PILLAR 1: INTEGRATED COMMUNICATION AND DELIVERY
Objective: To effectively utilise existing resources and fully integrate the food and drink offer
ACTION PLAN
into the wider delivery and communications plans for the City and District.
No Action Timescale Responsibility Performance Indicators
1 Creation of a unified Local Food and Y1 DCSDC • Bespoke model developed.
Drink Network (LFDN) • Terms of Reference adopted.
The action plan sets firm foundations for • Quarterly meetings.
the successful development of Derry City • Creation of a network database.
and Strabane District Council as a food • Attract 90 DCSDC based food businesses
destination. A three year action plan from as members.
2019-2022 is designed to build on existing • Activity plan developed.
strengths and future potential, and to • Increase activity on closed
address the weaknesses identified in the Facebook group.
Food Destination Evaluation Framework. 2 Creation of an internal working group of Y1 DCSDC • Quarterly meetings.
key Council departments to ensure cross
(Additional goals and objectives will evolve over departmental communication and collaboration.
time to sustain and support the sector as the
strategy is being implemented. This will happen in 3 Review and continue the existing Y1-3 SFG • Group members reviewed and revised
ongoing communications with the key stakeholders Strategic Food Group (SFG) as appropriate.
and through the Food Network group.) • Terms of Reference adopted.
• Quarterly meetings to review and
monitor progress of the strategy.
4 Review the existing ‘LegenDerry food’ identity Y1 DCSDC • SFG and LFDN agree brand.
and create branding strategy including consumer • Clear, unique strong brand identity
engagement with the brand. developed and implemented.
• Consumer engagement plan developed.
5 Develop an annual local food and drink Y1-3 DCSDC/ • 6 articles in press annually.
PR and marketing strategy with LFDN/ • Work closely with TNI and TI to attract
associated marketing material. VD/TNI food and drink bloggers and key influencers.
• Number and range of marketing materials
available to food sector/network
including image bank.
• Work with VD to ensure LegenDerry Food
and drink features prominently in marketing
and sales of overall tourism.
• Work with VD on promoting bookable
food experiences online.
• LegenDerry Food presence at consumer
shows, tradeshows and tourism expos.
DCSDC
PAGE 28Local Food
DCSDC & Drink
Local FoodStrategy
& Drinkand Action
Strategy Plan
and 2019 Plan
Action - 2025 PAGE
2019 28
- 2025
DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 29STRATEGIC PILLAR 2: BUSINESS SUPPORT AND CAPACITY BUILDING STRATEGIC PILLAR 2: BUSINESS SUPPORT AND CAPACITY BUILDING
Objective: To signpost food and drink businesses to relevant training and business Objective: To signpost food and drink businesses to relevant training and business
support channels and clearly identified routes to market. support channels and clearly identified routes to market.
No Action Timescale Responsibility Performance Indicators No Action Timescale Responsibility Performance Indicators
1 Co-ordination of all supports and Y1-3 NWRC/ SFG/ • Completion of mapping business and skills 7 Proactive planning and licensing to enable Y2-3 DCSDC • Working closely with licensing department.
initiatives with potential to impact on Tourism Skills support database. the city to fully realise street food &
the food sector and identify any gaps Sub Group • Identify gaps in current provision with SFG. café culture potential.
• Costed action plan for local intervention
and support. 8 Promote free advice and assistance offered Y1-3 DCSDC • Respond to 100% of all food businesses or
by Environmental Health Department to all potential food businesses requesting
2 Promote Business Start, Business Referral Y1-3 DCSDC • Support 20+ food and drink businesses new and prospective food businesses, advice or assistance.
Programme, Invest NI and Business Support through Business Boost and other on aspects of food safety and hygiene. • Provide 100% of new food businesses with
Export Programmes to food and drink sector programmes of support. advice and guidance following registration.
9 Develop a local food programme at Y2 SFG • Secure capital and revenue funding to deliver
3 Local food and drink customer Y2 NWRC/ • Work with partners to further develop and tailor the planned Walled Garden and a city wide food programme.
service training programme Tourism Skills customer service training available to everyone Acorn Farm at St Columbs Park
sub group in food and drink sector.
• Identify funding pots and delivery partners
with stakeholders.
10 Maximise horticultural training opportunities Y2 DCSDC • Enhanced uptake of the horticulture opportunities
• Train 50 staff.
across the district in partnership with others at the Horticulture & Environment Training Centre
4 Develop a programme of short bespoke Y1-3 NWRC/ • Work with business support, education skills with the Conservation Volunteers in Brooke Park.
workshops for the food and drink sector Tourism Skills delivery partnership to develop programme. • Work in partnership with the NWRC on future
as identified by the LFDN. sub group • Identify potential funding pots/delivery bodies regional horticulture skills and training.
and partnerships.
5 Review and develop food and drink Y1-3 DCSDC • Research best practice nationally.
element of Council led monthly markets. • Collate feedback from Food Network.
• Run 2 pilot ideas at markets.
6 Encourage new food and Y1-3 NWRC/INI • Support 50+ new food and drink businesses in.
drink business start-ups • Work with Foodovation, INI and Council’s Business
Support to deliver food and drink specific info day
during Enterprise Week.
• Scope topic specific info days for sector.
• Hold minimum of 1 networking event per year
through Food Network which is aimed at
potential food and drink businesses.
• Work with partners to ensure companies
are aware of support available.
PAGE 30 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 31STRATEGIC PILLAR 3: WORLD CLASS FOOD AND DRINK VISITOR EXPERIENCES STRATEGIC PILLAR 4: ENHANCE REPUTATION AS FOOD DESTINATION
Objective: To facilitate local food and drink businesses to develop unique, bookable Objective: To work collaboratively to position Derry~Londonderry as the number one
packages and visitor experiences. food destination on the Island of Ireland.
No Action Timescale Responsibility Performance Indicators No Action Timescale Responsibility Performance Indicators
1 Increased availability of food and drink Y1 - Y3 LFDN/ • Facilitate a food experience development 1 Establishment of a solid local food Y1 LFDN/ • Familiarisation trips around district.
experiences for key target markets DCSDC/VD/ programme to help food and drink businesses culture within the sector and community DCSDC/VD • Best practice trips to reinforce benefits
TNI to develop unique experiences. based on three foundations of quality, / DCSDC of local food and drink.
• Work with industry to ensure experiences authenticity and locality. Community • Organise more events such as ‘A Taste
are easily visible and bookable. dept. of LegenDerry’ to support and encourage
links between producers/retail and hospitality.
2 Review and develop the annual programme Y2 DCSDC • Collate feedback from industry on current festivals. • Integrate a project to educate residents on the
of local food and drink events • Best practice research. benefits of local food and drink into the
• Work with partners to ensure events are meeting Community Awareness Programme.
the needs of target visitor markets and
driving overnight stays. 2 Development of a local food Y1 LFDN • Develop criteria, governance framework and
• Investigate opportunities to promote local accreditation mark to highlight quality standards for a Local Food and Drink
food element within other existing events. food provenance. Accreditation Mark utilising the Food
• Based on outcomes of review and industry Destination Brand.
feedback, identify new annual events and 3 Develop and promote our USPs Y1-3 LFDN/ • Develop branding strategy utilising our USP’s.
continue to deliver existing events. and lead products DCSDC/VD/ • Work with industry partners to develop
3 Best Practice Trips Y1-3 LFDN • Provide opportunities for the sector to visit LA specific actions to develop and promote our
best practice areas and to gain insight USP’s such as whiskey and seafood.
and knowledge. • Scope ways to promote Lough Foyle
Irish Flat Oyster.
4 Benchmarking Y1-3 VD/LFDN • Gather information on current visitor • Development of Street Food Culture.
experiences around food and drink. • Opportunities for Food Heritage and
• Determine food and drink expectations. distilling tradition.
4 Continue working to secure accreditations Y1-3 LFDN/ • Facilitate businesses to enter national awards
and awards for the food and drink sector DCSDC/VD such as Great Taste and Blas na hÈireann and
obtain professional accreditation.
• Secure Foodie Destination status.
5 Support LFDN members to Y2-3 DCSDC/VD/ • Establish who within LFDN are willing to
become food ambassadors LFDN/SFG be Food Ambassadors.
• Identify support required.
• SFG to facilitate training/skills building
where possible.
PAGE 32 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025STRATEGIC PILLAR 4: ENHANCE REPUTATION AS FOOD DESTINATION
Objective: To work collaboratively to position Derry~Londonderry as the number one
food destination on the island of Ireland. FUTURE FUNDING OPPORTUNITIES MONITORING AND EVALUATION
No Action Timescale Responsibility Performance Indicators
6 Develop and promote Sustainable Y2 DCSDC • Create a multi-disciplinary working group The Local Food and Drink Strategy and drink offer in international This strategy has baselined the current
Food City Status to cultivate sustainability. and Action Plan 2019-2025, is first and marketing and promotional activity. local food and drink offer in terms of
• Identify key areas which need addressed in foremost an integrated approach to the quantity and perceived quality. It has
order to achieve Sustainable Food City development of the sector. Kick started Emerging opportunities will include also set out ambitious targets for growth.
status and plan to address. by major funded projects such as UK new funding initiatives from DAERA However, it was clear that there was
• Prepare application with working group City of Culture and Year of Food and such as the Co-operation Programme. a lack of information on the current
and establish timeframe for submission. Drink 2016, and more recently through The Invest NI Collaborative Growth and potential economic value of the
• Deliver pilots through SAFER project addressing
specific European 2016 projects such Programme also represents opportunities sector. This type of information will be
sustainability of Lough Foyle Irish Flat Oyster.
• Produce a Sustainable Food Policy for DCSDC area.
as NICHE and SAINT as well as annual for the future. Both these projects essential to continue to prioritise and
• Promote a vibrant and diverse sustainable funding opportunities such as DAERA are dependent on networking and develop the sector, for example, to avail
food economy. Regional Food Programme. This will only collaboration. The integrated delivery of future funding opportunities such
be sustainable over the longer term by structure advocated in this strategy as Invest NI Collaborative Growth. It is
7 Promote Fairtrade campaign Y1-3 DCSDC • Maintain the Fairtrade City and District
within DCSDC area status achieved within DCSDC area. positioning the sector within mainstream will meet the criteria set by both highly recommended that the baseline
• Develop the membership of the local Council Business Support and tourism these and other similar programmes. information collected in the preparation
Fairtrade Steering Group across DCSDC area. programmes and initiatives. of this strategy is further developed into
• Increase the number of Fairtrade premises robust economic data. Useful information
within DCSDC area (retail, catering, schools, While this has been the main thrust will include growth of the sector over
colleges, workplaces and places of 2016 worship). of the strategy and action plan, this time and as a result of business support
• Support, promote and deliver Fairtrade does not preclude the inclusion of initiatives including innovation and
Fortnight annually. additional funding opportunities as diversification.
• Promote Fairtrade ethos and produce at events.
they come on stream.
• Increase awareness of Fairtrade amongst
Another key element of continuous
citizens through various marketing and
promotional campaigns. The strategy has also been carefully monitoring and evaluation is the collection
positioned within the wider strategic of data on visitor satisfaction levels in
context to take advantage of future relation to the food and drink sector.
GLOSSARY
funding opportunities such as Tourism It is recommended that a programme
Derry City and Strabane District Council DCSDC Tourism NI TNI NI experiential development of research in partnership with the Council
Visit Derry VD Tourism Ireland TI programmes, new events, international Tourism Development Department and
Strategic Food Group SFG North West Regional College NWRC marketing opportunities and growth Visit Derry is put in place to measure and
Local Food and Drink Network LFDN North West Partnership NWP fund opportunities. Likewise, Tourism monitor visitor satisfaction levels and
Loughs Agency LA Ireland are featuring the local food feedback on the food and drink offer.
PAGE 34 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 DCSDC Local Food & Drink Strategy and Action Plan 2019 - 2025 PAGE 35You can also read
