Secure Funding, Build Team and Evaluate Infrastructure

Throughout this Toolkit, relationships and trust between partners are emphasized as core components of a values-based food procurement program. People are at the heart of this work. It is critical that an institution takes the steps to ensure that personnel are designated with official responsibilities, prepared to engage, and are supported throughout their values-based procurement work. “Personnel” in this Toolkit refers to the people at an institution responsible for the development, implementation, and maintenance of a values-based procurement program. Note, proposals to change personnel responsibilities or create new roles will require coordination with an institution’s executive leadership, department heads, or human resources departments.

While there are different ways to build a strong values-based food procurement team and support network within an institution, the common thread is that values-based procurement needs to be made an official responsibility and priority for personnel. Typical personnel involved include a values-based procurement team, the dining/culinary staff, and an advisory program committee.

Values-Based Procurement Personnel

Values-based procurement personnel are the primary points of contact throughout program development, implementation, management, and scaling. The best practice is for an institution to designate at least one staff member dedicated entirely, or primarily, to values-based procurement. It is most effective when there is continuity in this role and the designated contact has the appropriate time and role designation to fulfil values-based procurement responsibilities. Often, this role is housed in food operations or procurement teams. The leadership roles that supervise or interact with this values-based procurement-focused position should have values-based procurement as an official part of their roles.

Examples of values-based procurement personnel include:

• Values-Based Procurement Manager/Coordinator
• Value Chain Manager/Coordinator
• Purchasing Manager/Coordinator
• Kitchen/Dining Services Manager
• Supply Chain Manager/Coordinator
• Procurement Manager/Coordinator
• Sustainability Manager/Coordinator
• Farm to School Manager/Coordinator
• Nutritionist
• Account Manager

It may not be feasible to create a role dedicated to values-based procurement at the outset, so institutions may consider making values-based procurement an official part of already existing positions in food operations, procurement, or related departments. However, spreading out responsibilities will require increased coordination, and it is important that values-based procurement be an official part of designated roles rather than a “passion project”.

When an institution utilizes a food service management company to handle its food operations, the management company should designate a member of its team to prioritize values-based procurement.

Dining/Culinary Staff

Dining and culinary teams are comprised of the people who purchase, prepare, and serve food every day. A successful values-based procurement program depends on the understanding, buy-in, and dedication of the people doing the work.

Key to implementing the program, the institution (and management company) will need to consider what training, skills development, or other workshops will prepare the culinary staff for preparation and service of food from values-based vendors, which may include learning about handling and preparing whole foods, food storage, food safety, knife skills, recipe development, taste tests, seasonal menu planning, plant-forward menu planning, incorporating regional foods and more.

Institutions (and management companies) should collect input from dining and culinary staff about what they need to make values-based procurement successful. Collaborating with these key stakeholders is one of the most important factors of the program. This remains true throughout a program’s development, maintenance, and scaling. It is essential to convey to staff what values-based procurement is all about, why it matters, and how, with their input, the institution can work towards demonstrating its values through its food purchases.

• What? Explain that values-based procurement is an opportunity to leverage the institution’s purchasing power to advance values and goals that have broader benefits.
• Why? Share the institution’s reasons for developing a values-based procurement program, including the drawbacks of the traditional food system, how procurement is a tool we can use to improve the food system, how values-based procurement can better the institution’s role in the community, and how implementation can position the institution as a leader in the field.
• How? Emphasize that values-based procurement is a team effort to change norms and processes, and build a better, more resilient food supply chain. Outline that the institution will be prioritizing certain products and producers in its food purchasing.

Advisory Program Committee

A values-based procurement program benefits many aspects of an institution’s operations. Establishing an advisory committee for the program is an effective way to bring together personnel who may not be involved in the everyday operations of the program but are important to its development, maintenance, and future scaling. A committee also provides the opportunity to engage different perspectives and ideas for the program’s administration and development.

Committee members may include:

• Values-based procurement dedicated personnel
• Dining/culinary executive leadership and staff
• Management company personnel
• Personnel from departments/teams identified as aligned with values-based procurement
• Representatives from the population served by the institution (e.g., students, employees)
• Executive leadership

A committee comprised of people from across the institution will also contribute to broader institutional awareness of values-based procurement efforts. The role of the committee will evolve as the values-based procurement program develops.