Implement

Evaluate Values-Based Purchasing Program

This stage helps institutions understand the importance of evaluating their values-based procurement programs.
  • Public & Private
  • FSMC & Self-Operated
Implement: 

Review Values-Based Procurement Relationships

Strong relationships, trust, and effective communication are emphasized as core components at every step of program development and implementation. In addition to quantitative data evaluation, institutions should conduct a qualitative review of their values-based procurement relationships on a regular basis. Evaluation of these relationships should also be informed by quantitative food data.

In reviewing relationships, institutions should consider all working relationships, both internal and external. Institutions should try to alter their values-based procurement relationship practices in light of what is learned through these analyses.

Internal

Internally, institutions should hold relationship review meetings with their values-based procurement personnel, asking for feedback on what is going well and what could be improved. Additionally, institutions may want to check in with other institutional stakeholders, such as dining/culinary executive leadership and staff, key decisionmakers, and the values-based procurement advisory committee. Consider questions such as: 

  • What obstacles exist that limit the amount of values-based purchasing the institution can conduct?
  • Are institutional decisionmakers receiving enough information about the values-based procurement program? What additional information would they like to see?
  • What resources are needed to support an increase in values-based purchasing?
  • Does the food preparation team need additional resources to better use values-based products in the kitchen?

External

Externally, institutions should check in with their vendors, management company, members of their group purchasing organization, and any other external partners. This review may involve an evaluation of standard operating procedures and orientation materials for vendors. Institutions should ask vendors what is working well and what could be improved. Consider questions such as: 

  • What parts of the standard operating procedures are working well for vendors? What parts are not? 
  • What information was left out of the orientation process that would help lower onboarding barriers for new vendors? 
  • Is the vendor able to increase the amount of product sold to the institution? If no, what obstacles prevent such an increase? 
  • Are both the institution and the management company upholding the terms of their food service contract? 
  • Are there any terms of the contract that should be modified when the contract is up for renewal?