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Combine Funding Streams to Support Values-Based Procurement
“Braiding” or “blending” funding refers to combining multiple funding streams to support a shared initiative, often aligning different goals or mandates within one project. Braiding funding is well suited for values-based food purchasing because of the range of values and goals that purchasing supports.
By coordinating funding across internal departments and incorporating external sources, institutions can expand resources beyond the core food operations budget. Food purchasing can promote a range of values that are relevant to a range of institutional departments. Pursuing a braided funding approach presents the opportunity to identify additional institutional departments, offices, or teams that also hold these values, or have a mandate to advance these values, and demonstrate how values-based food purchasing can align with and serve their purposes.
Braiding funding for values-based procurement may also involve external funding, especially for launching a new program or supporting specific program aspects. Braiding funding for values-based procurement moves away from siloed institutional operations and recognizes intertwined values and goals across programs.
Importantly, securing multiple funding streams may occur sequentially over time, especially for institutions new to creating a values-based procurement program. While securing funding prior to the start of a program is ideal, demonstration of impact in the desired objective areas may be required before additional funds are secured.
Below, see suggestions for how to explore potential internal and external funding streams to secure financial support for values-based procurement.
Internal Supplemental Funding Streams
Identifying additional internal funding streams takes time and could require demonstrating that values-based food purchasing will contribute to other departmental goals or mandates. Activating the power of an institution’s food purchasing can be a great way to align with other departments’ initiatives. Considering these connections early, including when identifying the institution’s values and when developing food purchasing guidelines, can reveal where alignment and additional funding opportunities exist. Engaging like-minded colleagues from the outset builds relationships, raises awareness about the values-based food procurement model, and helps identify the kinds of information specific teams will need to align initiatives and funding, or to consider future funding collaborations.
Below are ways to consider aligning internal initiatives, supplemental funding, and the relevant values statements that may inform values-based food procurement program development and fundraising.
Climate & Sustainability Funds
Increasingly, institutions are dedicating resources to climate and sustainability efforts, even if these areas are not the primary focus of the institutions’ work. Institutions’ departments, offices, teams, or personnel often engage in environmental responsibility efforts, measuring climate impact and influencing management efforts for the institution.
| Potential Climate & Sustainability Departments, Offices, Teams, or Personnel | Where Values Are Often Expressed |
| • Sustainability Office • Eco-Sustainability Office • Energy & Sustainability Office • Chief Sustainability Officer • Climate Office • Climate/Climate Change Officer • Environmental Impact Office • Chief Operating Officer • Environmental Consultant • Green Team |
• Department/Office Mission • Department/Office Vision • Sustainability Management Plans • Sustainability Goals • Sustainability Reports • Climate Action Plans • Climate Commitments • Climate Disclosures/Reports • Annual Reports |
Community Engagement & Development Funds
Institutions, both public and private, may have departments, offices, teams, or personnel dedicated to community relations and investment in their local geographies. These teams may focus on the institutions’ connections to the public, investments in the local or regional economy, and contributions to a thriving community.
| Potential Community Engagement & Development Departments, Offices, Teams, or Personnel | Where Values Are Often Expressed |
| • Community Affairs • Community Relations • Civic and Community Engagement • Family and Community Engagement • Community Engagement & Outreach • Community Advisory Council • Community Engagement Officer |
• Department/Office Mission • Department/Office Vision • Sustainability Management Plans • Sustainability Goals • Sustainability Reports • Climate Action Plans • Climate Commitments • Climate Disclosures/Reports • Annual Reports |
Diversity, Equity, and Inclusion (DEI) Funds
Institutions may have departments, offices, teams, or personnel dedicated to building diversity, equity, and inclusion throughout the institution and its practices. These teams focus on increasing inclusion and opportunity for people with a range of experiences, identities, and perspectives.
| Potential DEI Departments, Offices, Teams, or Personnel | Where Values are Expressed |
| • DEI • Justice, Equity, Diversity & Inclusion (JEDI) • Diversity & Inclusion • Economic Inclusion & Equity • Economic Opportunity & Inclusion • Equity, Inclusion & Opportunity • Inclusive Excellence • Equal Opportunity & Accessibility • People, Culture & Belonging • Chief Diversity Officer; Chief Advocacy Officer; Chief Equity Officer; Chief Belonging Officer; Chief Inclusion Officer |
• Department/Office Mission • Department/Office Vision • DEI Plans • Diversity & Inclusion Reports • Belonging Reports • Annual Reports |
Employee and Student Well-Being Funds
Institutions may have departments, offices, teams, or personnel dedicated to the health and well-being of the people who make up the institution. These teams may focus on promoting wellness and providing health-related programs and support for people in the institution.
| Potential Employee and Student Well-Being Departments, Offices, Teams, or Personnel | Where Values Are Often Expressed |
| • Student Affairs • Student Life • Office of Student Health • Health & Wellness • Human Resources • Chief Mental Health Officer; Director of Health & Wellness |
• Department/Office Mission • Department/Office Vision • Student/Employee Surveys • Health & Wellness Offerings • Workplace Wellness Reports • Annual Reports |
Environmental, Social, and Governance (ESG) & Corporate Social Responsibility (CSR) Funds
Institutions may have departments, offices, teams, or personnel dedicated to incorporating ESG factors into operations and advancing CSR. Values, goals, and programs within ESG and CSR often overlap with the other funding categories in this section. However, ESG and CSR can have specific funding streams allocated or available, so they are important sources to consider.
| Potential ESG and CSR Departments, Offices, Teams, or Personnel | Where Values Are Often Expressed |
| • ESG/CSR Office/Department • Governance • Sustainability • Social Impact • Procurement • ESG/CSR Director |
• Department/Office Mission • Department/Office Vision • ESG/CSR Reports • ESG/CSR Commitments • ESG/CSR Initiatives • Impact Reports • Sustainability Reports |
Environmental, Social, and Governance (ESG) & Corporate Social Responsibility (CSR) Funds
Institutions may have departments, offices, teams, or personnel dedicated to incorporating ESG factors into operations and advancing CSR. Values, goals, and programs within ESG and CSR often overlap with the other funding categories in this section. However, ESG and CSR can have specific funding streams allocated or available, so they are important sources to check when available at your institution.
| Potential ESG and CSR Departments, Offices, Teams, or Personnel | Where Values are Expressed |
| • ESG/CSR Office/Department • Governance • Sustainability • Social Impact • Procurement • ESG/CSR Director |
• Department/Office Mission • Department/Office Vision • ESG/CSR Reports • ESG/CSR Commitments • ESG/CSR Initiatives • Impact Reports • Sustainability Reports |
Facilities Funds
Institutions may have departments, offices, teams, or personnel dedicated to facilities maintenance, updates, and renovations. These teams may focus on providing safe and effective environments, maintaining appropriate service levels and capabilities, and contributing to building planning and renovations.
| Potential Facilities Departments, Offices, Teams, or Personnel | Where Values Are Often Expressed |
| • Facilities Services/Management • Campus Services • Workplace Experience • Operations • Office of Capital Projects |
• Department/Office Mission • Department/Office Vision • Strategic Plans • Master Plans • Annual Reports |
Innovation Funds
Institutions may have departments, offices, teams, or personnel dedicated to piloting new projects or programs. These teams may focus on establishing the institution as a leader in a particular area, empowering people in the institution (in particular, students and employees) to implement ideas, and improving institutional practices.
| Potential Innovation Departments, Offices, Teams, or Personnel | Where Values Are Often Expressed |
| • Innovation • Special Projects • Research & Development • Incubator/Accelerator • Operations • Procurement • Chief Innovation Officer; Special Projects Director |
• Department/Office Mission • Department/Office Vision • Previous Projects/Initiatives • Solicitations for Ideas • Annual Reports |
Professional Development Funds
| Potential Professional Development Departments, Offices, Teams, or Personnel | Where Values Are Often Expressed |
| • Human Resources • People and Culture • Reviews & Development • Professional Learning • Leadership Development • Career Development/Readiness • Career Services |
• Department/Office Mission • Department/Office Vision • Benefits • Previous Offerings • Student/Employee Surveys • Annual Reports |
Resiliency Funds
Institutions may have departments, offices, teams, or personnel dedicated to bolstering institutional resilience. These teams may focus on improving institutional practices, preparing for unexpected or emergency situations, and enhancing institutions ability to adapt and maintain services amidst changing circumstances.
| Potential Resiliency Departments, Offices, Teams, or Personnel | Where Values Are Often Expressed |
| • Resilience Office • Risk Management • Emergency Preparedness/Management • Operations • Procurement • Chief Resilience Officer |
• Department/Office Mission • Department/Office Vision • Climate Resiliency Plans • Risk Assessments • Strategic Plans • Annual Reports |
Other Funds
Values-based food procurement programs can appeal to a range of potential funding streams and can demonstrate alignment with the goals of other offices, departments, teams, or personnel within the institution. The funds highlighted above represent some of the most common and relevant funds to values-based food procurement. However, each institution should conduct a full review of potential internal funding streams that could support a values-based food procurement program. A few examples of additional categories of funding include research funds, data and technology funds, recruitment and retention funds, and public relation and marketing funds.
Tips for Internal Funding Conversations
Internal conversations about values-based food procurement should be approached with a spirit of collaboration and an idea of how values-based procurement directly connects to the department, office, or team you are seeking funding from. Below are preparation tips for these conversations:
- Review available information and reporting from the team, noting values and goals that align with values-based food procurement and communicating how values-based procurement could contribute to those goals.
- Ask how the team tracks its progress and what data it needs to demonstrate impact, and whether contributing funds to values-based purchasing is a current or future option.
- Offer to update the team on the values-based procurement program’s development and to include them in program development.
Braiding internal funding sources to support values-based purchasing will take time and often will require data and reporting that shows a program’s impact. Lastly, remember that institutions can stretch their existing budget by implementing practices such as strategic menu planning (planning menus seasonally, featuring limited expensive values-based products, focusing on plant-based meals, etc.).
External Supplemental Funding Streams
External sources of funding should also be evaluated as part of a braided funding approach. External funding streams can provide start-up support for a values-based procurement program while an institution gathers the information needed to secure internal funding. Generally, external funding is categorized by the source of the funding— public (government) funding and private (philanthropic or private sector) funding—and eligibility by institution type.
Given the expansive scope of possible external funding sources, this section will highlight key considerations and examples of potential public and private funding sources. Before seeking or securing external funding, institutions should consult with financial and legal teams for approval.
Public Funding
Public funding refers to funding opportunities from government entities, which may be federal, state, or local. Institution and project eligibility will depend on the requirements of the funding program.
Federal Funding
The federal government offers a range of funding opportunities to support local food systems, many of which are large grants passed through state governments, coalitions, or nonprofits. Note that private institutions may have more challenges in qualifying for federal funding. Institutions should remain aware of the opportunity landscape and possibility of new federal funding pathways.
Some federal entities that have offered funding and technical assistance related to local food systems and procurement include:
- Local and Regional Food Sector: Grants, Loans and Other Support (USDA) [1]
- Local Foods, Local Places Planning Assistance Program (EPA) [2]
Some research and resource organizations that track federal funding opportunities and can provide additional updates, guidance, and direction include:
State and Local Funding
State funding opportunities may be state funds or federal funds passed through state governments. Often, states’ departments of agriculture, education, health and human services, and economic development may administer funding opportunities. Public schools and early childcare and education centers are often priority institutions for states’ funding opportunities, which are often referred to as “local food purchasing incentives” in farm to school programs.[6]
Local government funding varies by locality, but these sources can be easier points of entry compared to state and federal funding. The existence of city or county food action or policy councils can be an indication of whether local funding is available or could be in the future. However, institutions should also research funding for special projects and community development.
Private Funding
Private funding refers to funding opportunities from philanthropic organizations and private sector companies. Private institutions may have more difficulty securing these funds because they are often intended for nonprofit organizations. However, private funding may support partnerships and collectives to promote or grow local food supply chains, and these could include vendors as potential partners for an institution developing a values-based procurement program. New Venture Advisors provides a guide to good funding that includes philanthropic grants, loans, and investment firms interested in food-related programs.[7]
Tips for External Funding Research
- Check eligibility and project requirements in the funding or grant announcement.
- Note the duration of the funding opportunity.
- Determine aspects of your values-based procurement program that could be funded.
- Note all institutions and organizations you come across in your research that could be future partners or collaborators in a local food supply chain.
Adopting a comprehensive and strategic approach to funding a values-based food procurement program is key to program success. This approach requires assessment of available funding streams and their alignment with values-based purchasing goals. Stakeholder engagement helps identify shared priorities, potential funding sources, and information needed to secure the funding support. Developing a coherent funding strategy that leverages diverse funding streams optimizes transparency, accountability, and impact. Regularly evaluating the effectiveness of funding allocations and adjusting strategies based on evolving priorities and feedback from stakeholders ensures continuous alignment with institutional goals.
Footnotes
[1] Grants, Loans and Other Support, USDA, https://www.ams.usda.gov/services/local-regional/food-sector/grants. For public schools, see also Local Food for Schools Cooperative Agreement Program, USDA, https://www.ams.usda.gov/selling-food-to-usda/lfs and Local Food Purchase Assistance Cooperative Agreement Program, USDA, https://www.ams.usda.gov/selling-food-to-usda/lfpacap.
[2] Local Foods, Local Places, EPA, https://www.epa.gov/smartgrowth/local-foods-local-places.
[3] National Sustainable Agriculture Coalition, https://sustainableagriculture.net/.
[4] Good Food Funding Guide, New Venture Advisors LLC, https://www.newventureadvisors.net/good-food-funding-guide/.
[5] Federal Funding Guide Version 2, Advancing Health Through Leadership (July 2024), https://asphn.org/wp-content/uploads/2024/07/Farm-to-ECE-Funding-Guide_July-2024_FINAL.pdf.
[6] Local Food Purchasing Incentives: Boosting the local food economy, National Farm to School Network, https://www.farmtoschool.org/policy/lfpi.
[7] Good Food Funding Guide, New Venture Advisors LLC, https://www.newventureadvisors.net/good-food-funding-guide/.