food alliance sustainable food policy guide
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A Guide to Developing a
Sustainable Food Purchasing Policy
Associaon for the Advancement of Sustainability in Higher Educaon
Food Alliance
Health Care Without HarmInstute for Agricultural Trade and Policy
Oregon Center for Environmental Health
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Acknowledgments
ThisprojectwasdirectedbyFoodAlliancewithfundingfromtheRussellFamilyFoundation.
TheguidewasauthoredbyMatthewBuckatFoodAlliance,withpreliminaryresearchandinterviews
contractedtoJohnStoddardattheOregonCenterforEnvironmentalHealth.
Thefollowingindividualsalsocontributedtotheguide:
RobertaAnderson,FoodAlliance
JulianDautremontSmith,AssociationfortheAdvancementofSustainabilityinHigherEducation
JamieHarvie,HealthCareWithoutHarm
MarieKulick,InstituteforAgricultureandTradePolicy
NehaPatel,OregonCenterforEnvironmentalHealth
EmmaSirois,OregonCenterforEnvironmentalHealth
JudyWalton,AssociationfortheAdvancementofSustainabilityinHigherEducation
Thanksarealsoduetothemanyorganizationsandagenciesthatsharedtheirexperienceswithsustainable
foodpurchasingandpolicydevelopment,andthathavepostedmaterialsforreviewat:www.SustainableFoodPolicy.org
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TableofContents
Introduction................................................................................................................................................... 4
Definingsustainablepurchasing................................................................................................................... 5
TheImportanceofSustainableFoodPurchasing.......................................................................................... 5
BenefitsofSustainableFoodPurchasing...................................................................................................... 6
BenefitsofaSustainableFoodPurchasingPolicy......................................................................................... 6
DevelopingaSustainablePurchasingPolicy................................................................................................. 6
1. SettheStageforSuccess...................................................................................................... 7
2. IdentifythePartiesandNatureoftheEffort........................................................................ 7
3. EstablishaVision.................................................................................................................. 7
4. AnticipateChallengesIdentifyandPrioritizeOpportunities............................................. 8
5. EstablishStrategies,StandardsandComplianceMechanisms............................................. 9
6. EstablishaBaseline............................................................................................................. 10
7. SetGoals............................................................................................................................. 11
8. CreateanActionPlan......................................................................................................... 12
9. CreateanEvaluationPlan................................................................................................... 12
10.CommunicateYourEffortandYourAccomplishments...................................................... 13
Conclusion................................................................................................................................................... 13
Appendix:CommonFoodRelatedClaimsandCertifications..................................................................... 14
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INTRODUCTION
Universities,colleges,hospitalsandotherinstitutionsthroughouttheUnitedStatesarestartingtothinkseriouslyabout
theimpactofpurchasingontheenvironment,humanhealth,labor,animalwelfareandotherconcerns.Itisincreasingly
clearthat,asmissiondrivenorganizationscommittedtothepublicgood,theseinstitutionscanbeimportantenginesfor
developmentofmoresociallyandenvironmentallyresponsibleproductsandservices.Thisisespeciallyclearintherealm
offoodanddiningservices.
Thisdocumentisintendedtohelpuniversities,colleges,hospitals,andotherinstitutionsaswellasthoseadvocatingfor
foodsystemchangecreate,promoteandimplementpracticalsustainablefoodpurchasingpolicies.Itdrawsfromthe
successesandlessonslearnedbyavarietyofinstitutions,andfromtheexperienceofforprofitandnonprofitpartners
thathaveworkedwithinstitutionsinthisarena.Thisdocumentdoesnotpromoteanyparticularpolicypositions,but
ratheroffersaframeworktohelpyoudeveloppoliciesthatwillbemeaningfulandachievableforyourinstitution.
ThisdocumentisaproductoftheSustainableFoodPolicyProject,whichwasinitiatedin2006tosupporteffortsby
educational,healthcareandotherinstitutionstohaveapositiveimpactonthefoodsystemthroughpurchasing.The
Projecthasthreeprimaryobjectives:
1. Tocollectandsharesamplefoodpurchasingpoliciesaddressingarangeofsocialandenvironmentalconcerns,aswellasrelatedrequestsforinformation(RFIs),requestsforproposals(RFPs)andcontractlanguage.
2.
To
identify
and
outline
sustainable
food
purchasing
policy
options,
the
implications
of
these
policies
for
institutions,andtheirpotentialforbeneficialimpactsonthefoodsystem.
3. Toshareinsightsonthepolicydevelopmentprocess,andontheimplementationandevaluationofsustainablefoodpurchasingpolicies,drawingfromtheexperienceofrepresentatives,constituentsandstakeholdersof
institutionsthathavegonedownthisroad.
Participatingorganizationsinclude:
AssociationfortheAdvancementofSustainabilityinHigherEducation,amembershipbasedassociationofcollegesanduniversitiesintheU.S.andCanadaworkingtocreateasustainablefuture.
FoodAlliance,anonprofitorganizationthatcreatesmarketincentivesforsociallyandenvironmentallyresponsibleagriculturalpractices,andthateducatesbusinessleadersandotherfoodsystemstakeholdersonthe
multiplebenefitsofsustainableagriculture.
HealthCareWithoutHarm,aglobalcoalitionof443organizationsin52countriesworkingtoprotecthealthbyreducingpollutioninthehealthcareindustry.
InstituteforAgricultureandTradePolicy,anonprofitorganizationthatpromotesresilientfamilyfarms,ruralcommunitiesandecosystemsaroundtheworldthroughresearchandeducation,scienceandtechnology,and
advocacy.
OregonCenterforEnvironmentalHealth,amembershiporganizationdedicatedtoprotectingpublichealthandtheenvironmentthroughcommunityactiontoeliminatetoxicpollutants.
Moreinformationandsamplepurchasingpoliciescanbefoundatwww.SustainableFoodPolicy.org.
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DEFINING SUSTAINABLE PURCHASING
TheUnitedNationsWorldCommissiononEnvironmentandDevelopmentdefinessustainabilityasensuringthatwe
meetourneedswithoutcompromisingtheabilityoffuturegenerationstomeettheirownneeds.Fromapurchasing
perspective,thismeansconsideringnotonlythecostandqualityofproducts,butalsosocialandenvironmentalfactors
associatedwitheachpurchase.Asapracticalmatter,itrequiresseekingbothvalueandtosatisfyvalues,whileassuring
thesecurityandcontinuityofsupplyandthesmoothoperationofthefacility.
Withincreasedflowsofinformationaboutproductneeds,productqualities,buyerinterestsandsuppliercapacities,
sustainablepurchasingisthebasisforcontinuedeffortstoaddvaluetoproducts,andtoimprovesocialand
environmental
performance
throughout
the
supply
chain.
It
can
also
facilitate
more
mutually
beneficial
relationships
betweenbuyersandsellers.
THE IMPORTANCE OF SUSTAINABLE FOOD PURCHASING
Agricultureandfoodprocessinganddistributionarearguablythecornerstoneofanyeconomy.Foodisabasichuman
need.Itconditionshumanhealth,andisoneofourmostdirectconnectionstotheenvironment.Afterall,youarewhat
youeat!Examiningfoodandagriculturethroughthelensofsustainabilityrevealsacomplexwebofinterrelatedissues.A
partiallistincludes:
LaborissuesAgricultureandfoodprocessingareamongthemostdifficult,mostdangerous,andlowestpaidoccupationsintheUS.
AnimalwelfareImproperconfinementandhandlingofanimalscancausestress,pain,injuriesandchronicdisease,allcontributingtoanimalmortality.
HormonesandnontherapeuticantibioticsUsedtopromoteanimalgrowthandproductivity,thesetreatmentscanresultinantibioticresistantbacteriaandotherhumanhealthconcerns.
GeneticmodificationofcropsandlivestockWithlimitedlongtermtestingofGMOs,theprecautionaryprincipleraisesconcernsforpotentialhumanhealthandenvironmentalimpacts.
ToxicityConventionalagriculturereliesheavilyonpesticides,herbicides,andfungicides,which,usedimproperly,threatenbothhumanandenvironmentalhealth.
WaterconservationandqualityAgriculturerepresents84%offreshwaterusedintheUS.EnvironmentalProtectionAgencystudiesalsoidentifyagricultureastheleadingsourceofgroundandsurfacewater
contamination.
SoilconservationandhealthTillage,windandwatererosion,anduseofsoilfumigantsandotherchemicalsallcontributetodepletionofsoils.
GlobalwarmingAgricultureisaknownsourceofnitrogenfromsoildegradation,methanefromanimalwaste,ozonedepletingchemicals,carbondioxidefromfarmequipmentandtransportation,andadditionalenergyis
usedforfoodprocessing,packagingandrefrigeration.
ProtectionofwildlifeNinetypercentofthreatenedspeciesintheUSareknowntospendsomeportionoftheirlifecycleonprivatelyownedagriculturallands.
LocaleconomiesFamilyscaleagricultureandfoodprocessingareundersignificanteconomicpressureduetoconsolidationinindustry,andincreasinglyinternationaltrade.
FoodqualityandsafetyConcernshavebeenraisedforfoodadditivesusedtoextendshelflifeorenhancecolorandflavor,forcontaminants,andforfoodborneillnesseslikeecoli.
DietrelatedhealthconcernsDietiscloselylinkedwiththeincreasingincidenceofobesity,diabetes,highbloodpressure,andotherpreventablecausesofsicknessanddeath.
Fortunately,
we
have
choices.
There
are
a
number
of
more
socially
and
environmentally
responsible
product
options.
Thesemaynotalwaysappearonordersheetspresentedbymainlinedistributorsorfoodserviceprovidersbutifyou
ask,youmaybesurprisedbywhatspossible!
Theunprecedentedattentionbeingpaidtofoodqualityandfoodoriginsinjustthelastfewyearshasacceleratedefforts
byfarmers,ranchers,foodprocessors,wholesaledistributorsandgrouppurchasingorganizations(GPOs)tobetter
understandandaddresssocialandenvironmentalconcerns,whilealsomeetingqualityexpectationsandprice
constraints.Suppliersmakingthetransitiontomoresociallyandenvironmentallyresponsiblefoodsneedyour
institutionssupport.Thoseconsideringitneedyourencouragement.
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BENEFITS OF SUSTAINABLE FOOD PURCHASING
Asyouestablishyoursustainablepurchasingprogramlookforbenefitsonavarietyoflevels:
Improveinformationflowandrelationshipswithsuppliers Meetorexceedqualityandcostexpectations(yes,itsabsolutelypossible!) Reduceriskorliabilityexposurerelatedtoenvironmental,socialandhealthconcerns Avoidnegativepublicityassociatedwithpurchasingproblemproducts Reducewasteandwastedisposalcharges Contributetotheorganizationalmission(educationorhealthservicesorganizations) Setapositiveexamplesforstudents,patientsandotherconstituentsorstakeholders Delivermoraleandhealthbenefitsforemployeesandstudents/patients/customers Getcreditforhelpingimprovesocialandenvironmentalperformancebysuppliers Demonstrateorganizationalvaluesandimprovepublicrelations Realizemarketingadvantagesoverlessproactivecompetitors
BENEFITS OF A SUSTAINABLE FOOD PURCHASING POLICY
Thereareagrowingnumberofsuccessfulprojectsaroundtheworldthatarebringingmoresustainablefoodto
institutions.However,todate,veryfewinstitutionshaveformalpurchasingpoliciestoguideandsupportthese
initiatives,andasaresulttheoverallimpactofmanyprojectshasbeenlimited. Adoptionofasustainablefood
purchasingpolicyenablesinstitutionstomovefromisolatedprojects,sustainedbytheinterestandinvolvementofafew
people,toaninstitutionalframeworkforunderstandingandmakingchangetowardsamoresustainablefoodsystem.
Adoptionofasustainablefoodpurchasingpolicyoffersmanyimportantpotentialbenefits:
Institutionalizegrassrootspurchasinginitiatives. Buildawarenessandsupportbydecisionmakers,budgetholdersandpurchasingstaff. Clarifygoals,expectationsandthelimitsofinitiatives. FacilitatecommunicationwithGPOs,suppliers,employees,students/patients,andthepublic. Establishaframeworkandtoolstodrivepurchasingdecisions. Specifyandjustifybiddingandcontractingprovisions. Createandrationalizeincentivesforchangebyfoodandfoodservicesuppliers. Addresspolicyconflictsandotherbarriersthathampermanyprojects. Createmechanismstocollectandassesscostandperformancedatatoguideefforts. Provideaclearpathforincreasingscopeandimpact.
DEVELOPING A SUSTAINABLE PURCHASING POLICY
Asuccessfulsustainablefoodpurchasingpolicywillbefullyintegratedwiththeoverallgoalsandobjectivesofthe
institution.Itwillclearlystatetheinstitutionssocialandenvironmentalgoals,identifyprocurementstrategies,and
commitresourcestothosestrategies.Itwillalsosettargetsandtimelines,andestablishmeansforevaluatingprogress
andmakingcoursecorrections.
Thefollowingstepswillhelpyoudevelopapracticalandeffectivesustainablefoodpurchasingpolicy:
A.
Set
the
Stage
for
Success
B. IdentifythePartiesandNatureoftheEffortC. EstablishaVisionD. AnticipateChallenges,IdentifyandPrioritizeOpportunitiesE. IdentifyStrategies,StandardsandComplianceMechanismsF. EstablishaBaselineG. SetGoalsH. CreateanActionPlanI. CreateanEvaluationPlanJ. CommunicateYourEffortandYourAccomplishments
Thesestepsareaddressedingreaterdetailbelow.
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SettheStageforSuccess
Asimportantasthecontentofthepolicyistheownershipandcommitmentofleadersandstaffatalllevels.Thepolicy
musthavethebackingofseniormanagement.Responsibilityforitsimplementationmustbeallocatedtostaffwho
understandandacceptitsimportance,andareempoweredtoseeitthrough.Andthepolicymustbecommunicated
throughouttheorganization,andtoallsuppliersandconstituents.
Asnoted,manyinstitutionsstartdownthisroadwithaprojectinitiatedbyasmallgrouporevenasingleindividual.The
successofthatprojectoftencreatesinterest,givesasenseofpossibility,andleadstolargerinstitutionalcommitments.If
yourinstitutionhasnoexperiencewithsustainablepurchasing,youmaywanttostartwithaprojectnotapolicyor
takeextracaretosetrealistic,achievablegoals.Atthepointyouthinkyourinstitutionisreadytostepuptoaformalsustainablepurchasingpolicy,itsimportanttolay
groundworkinordertoensureapositiveoutcome.
Identifymanagement,staff,constituentandstakeholderneedsandinterests.Whatissuesandpotentialoutcomeswillinspireengagement?Whatbarriers(realorperceived)willlimit
enthusiasmandparticipation?
EngageinstitutionalleadersatalllevelsPeopleinmanagement,involvedinplanningandbudgeting,inoperations,inpurchasing,oronthefrontlinecan
eitherhelporhinderefforts.Besuretotouchbaseearlyintheprocesstounderstandandaddresstheir
concerns,toheartheirsuggestions,andtosolicittheirparticipation.
Identifysustainabilitychampions.Whohasapersonalorprofessionalinterest,thepositionandtheskillstoadvocateforandleadtheeffort?
IdentifyalliesYouwillnotmakethemovetosustainabilityalone.Yourcurrentvendorsandserviceprovidersmaybeeagertohelp.Whatotherforprofitandnonprofitpartnershavetheknowledgeandresourcestohelp
yougatherinformation,andsetandachievegoals?
IdentifythePartiesandNatureoftheEffort
Ifthestagehasbeensetproperly,youalreadyhaveasuccessfulprojectandagroupofpeopleworkinginandassociated
withyourinstitutionwhoareinterestedintakingthingstothenextlevel.Agoodfirststepisformalizingthatinterestand
therolethegroupintendstoplayindevelopingandimplementingthenewpolicy.
Identifytheindividualsandorganizationsthatarepartytodevelopmentofthepolicysothatthereistransparencyintermsoftheinterestsrepresentedinthegroup.
Describehowthegroupwasformedandanycriteriaformembership. Describethegroupscharterandanylimitstodecisionmakingauthority.Ifthepartiesareadvocatesforchange
butnotdirectlyempoweredtosetpolicyfortheinstitutionthatsfine,butitshouldbeclearlystated.
Identifyanyindividualsorentitieswithfinalauthoritytoreviewandapprovethepolicy.
EstablishaVision
Thevisionshouldoutlinetheinstitutionsinterestinsupportingamoresustainablefoodsystemanditsconnectionto
thatsystem.Thisstatementwillideallytiedirectlytotheoverallmissionoftheinstitution.Makeabigpicture
statementoftheinstitutionsvaluesandlongtermgoals.Dontgetboggeddownconsideringstrategiesatthispoint.
Focusonvaluesanddesiredoutcomes.
Dontjustrecycleageneralstatementaboutsustainability.Considerthefullrangeofissuesthathavebeendiscussed.Whatarethepriorityconcernsforpeopleinyourinstitution?Writeastatementthatspeaksdirectly
tothoseconcerns.Ifyouvedoneyourhomeworkandunderstandtheneedsandperspectivesrepresentedin
yourinstitution,youalreadyhaveagoodsenseofwhatismotivatinginterestandparticipationinthisprocess.
Dontconfusemeanswithends.Thereisatendencyindiscussionofsustainablefoodsystemstoreducetheissuestosupportlocalandorganicfoods.Localandorganicfoodsrepresentmeanstoendstheendsbeing
outcomessuchashealthierfood,thrivinglocaleconomies,ameliorationofglobalwarming,orreductionsin
pesticideuseandtoxicity.Focusingonlocalororganicasendsinthemselvesmayhavetheunintended
consequenceofprecludingotheropportunitiesforprogress.Yourpolicyshouldencouragecreativityand
entrepreneurshipinachievementofgoals,notlimitoptions.
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Trytotakeaholisticviewofsustainability.Intheearlygoing,lookcloselyatanyexistinginstitutionalpoliciesandassessthepotentialforoverlaporconflict.Ideally,theinstitutionshouldnothaveseparatepoliciesfor
health,laborconcerns,toxics,animalwelfare,energyusage,recyclingandwastemanagement,green
procurement,etc.Trytointegrateallrelevantconcernsforfood,foodprocurement,andfoodservicefacilitiesin
onepolicy.
Asanexampleofavisionstatement,KaiserPermanente,thenationslargestnonprofithealthcareprovider,has
publishedthefollowing:
KaiserPermanenteaspirestoimprovethehealthofourmembers,employees,ourcommunitiesandtheenvironmentbyincreasingaccesstofresh,healthyfoodinandaroundKPfacilities. Wewillpromoteagriculturalpracticesthatareecologicallysound,economicallyviableandsociallyresponsiblebythewaywepurchasefood.
Asahealthcareprovider,KaiserPermanentespriorityfocusishealth,includingfresh,healthyfoodinandaroundtheir
facilitiesbuttheyrecognizeotherwaysinwhichpurchasingcansupportbroaderfoodsystemsintereststhatcontribute
totheirhealthvision.
AnticipateChallengesIdentifyandPrioritizeOpportunities
Settinggoalsthatarebothmeaningfulandachievablewillrequireaclearunderstandingofyourinstitutionscapacities
andlimits,howitrelatestofoodproductionanddistributionsystems,theabilityofGPOs,suppliersandpartnerstohelp
meetitsneeds,anditsopportunitiestoreallymakeadifference.
Itpaystobecandidaboutdifficultiesthatyourinstitutionmayfaceinimplementingasustainablefoodpurchasingpolicy.
Anticipatingchallengesisthefirststeptoovercomingthem.Besuretoconsider:
PartnerConstraintsThecapacityandwillingnessofcurrentfoodserviceproviders,wholesalevendorsand/orGPOstohelptheinstitutionmeetobjectivesmayvary.Willtheinstitutionneednewpartnerstoachieveits
goals?
ContractandPolicyBarriersTheremaybefoodservicecontracts,primevendorcontracts,vendorapprovalrequirementssuchasproductliabilityinsurance,orrelatedbarrierstosustainablepurchasing.Whatchangescan
bemadewhenthetimecomestorenegotiate?
PhysicalLimitationsStorageandcookingfacilitiesmayneedupgrades.
The
Learning
Curve
Staff
may
require
additional
skills
or
training
to
perform
successfully.
BudgetaryConstraintsTheremaybeinvestmentcostsassociatedwithimplementingnewrequirements,eveniftherearelongtermcostsavings.
Itisalsoimportanttorecognizeongoingmanagementchallenges,suchas:
SupplyConstraintsItmaybechallengingtoprocuresuppliesofproductsonayearroundbasisthatmeetspecificationsforsocialandenvironmentalperformance,aswellasexpectationsforform,volume,price,and
deliveryterms.
ComplexityWilltherebemorevendors?Willyourinstitutionbuydirectlyfromfarmers?Willseasonalavailabilitycomplicateinventoryandordering?Willmenushavetochangemoreregularly?Willdeliveriesbe
moreorlessfrequent?
IntegrationofSocialandEnvironmentalConcernsintoProcurementYourinstitutionsabilitytopassongoingcostincreasesontofoodservicecustomersmaybelimited.Howwilltheinstitutionweighsocialand
environmentalfactorsagainstcostandotherconcernsinevaluatingserviceandsupplycontractsandspot
purchases?
TrackingandReportingHowwillperformancebemeasured,evaluatedandrewarded?Remember whatgetsmeasuredgetsdone.
Theseorotherchallengesmaylimittheinstitutionsscopeofactivitiesinitially,butrestassuredthateverychallenge
eventuallyfindsasolutionandthereareabundantopportunitiesforprogress.
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Tonavigatethechallengesyouencounter:
FocusonCoreNeedsandInterestsWhatwillmotivatemanagementandstafftomakeneededchanges?Whatwilladdthemostvaluefortheinstitution?
IdentifyAvailableResourcesThinkaboutbothfinancialandnonfinancialresources. IdentifyStrengthsWheredoyoualreadyhaveskillsandcapacity? IdentifyOpportunitiesforQuickImpactWhatarepotentialeasywins? IdentifyOpportunitiesforGreatestImpactWhatwillreallymakeadifference?
Workingthroughtheseandsimilarquestionsshouldhelptheinstitutiontightenitsfocustoafewkeyissuesand
opportunities.Thiswillconcentrateeffortsandincreasethelikelihoodofsuccessfulimplementation.Outlineyourpriority
concernsandwhytheinstitutioniswellpositionedtoaddressthosepriorities.Buildacasefortakingactionthat
recognizesassetsavailabletotheinstitution,aswellaschallengesthatitmayface.
Recognizethatyouareengagedinaprocessofrecruitinginterest,demonstratingsuccess,andchallengingpeopleto
imaginewhatispossible.Dontsacrificethepossibilityofincrementalgainsfortheprospectofaperfect,butultimately
unrealistic,policy.
Dontworryaboutgettingeverythingyouwantnow.Additionalissuescanbebroughtbackforconsiderationasthe
institutiondevelopsitstrackrecordanditsconfidenceandnewopportunitieswillemergeintheprocessof
implementation.
Forthoseinstitutionsthathaveaconstituencythatchangesovertime,suchasuniversitiesandcollegeswithcohortsofstudents,recognizethateachgenerationwillneedanopportunitytoexpressitsinterests.Expectationswillchange.This
isgood.Itshowwemakeprogress.
TheBereaCollegeLocalFoodsInitiativeconductedanextensiveanalysisandmadedetailedrecommendationsforthe
collegefollowingasimilarprocesstothatoutlinedhere.Acopyofthedocumentcanbefoundat:
www.berea.edu/localfoodinitiative/documents/ACreportFINAL.pdf
EstablishStrategies,StandardsandComplianceMechanisms
Withavisionandprioritiesinplace,nowitstimetoimaginehowyourinstitutionssustainablefoodpolicywillplayout
ontheground.
Strategiesforpromotingamoresustainablefoodsystemwillultimatelyhavetobereflectedinguidelinesand
specificationsprovidedtopurchasers.Purchasingstaffwillhavetorequestinformationfromserviceproviders,
wholesalers,foodprocessorsandfarmersandranchersabouttheoriginandnatureofproducts.Informationandclaims
aboutproductswillhavetobeevaluatedtocategorizeandqualifypurchases.Asyoulistyourstrategies,itisimportantto
beasclearasyoucanaboutyourpriorities,andtowhatstandardspurchasers,serviceprovidersandsupplierswillbe
held.Itisalsocriticaltothinkthroughhowyouwillassesscomplianceandperformance.
Asanexample,KaiserPermanentessustainablefoodpurchasinginitiativeincludesthefollowingstrategies(partiallist
only):
Wewillencourageourvendorstosupplyuswithfoodthatis,amongotherattributes,producedwithoutsyntheticpesticidesandhormones,orantibioticsgiventoanimalsintheabsenceofdiagnoseddisease.
Wewillworkwithourfoodsuppliers,localfarmers,andcommunitybasedorganizationstoincreasetheavailabilityoflocallysourcedfood,whenseasonalitypermits,inorderto: reducenegative
environmentalimpactsbydecreasingthedistancefoodtravelsfromfarmtoplate;improvethe
economicvitalityofcommunitiesinandaroundKPserviceareas;andincreasethefreshnessoffruits
andvegetablesthatenterKPsfoodsupply.
WerecognizeexplicitandorderedprioritiesinKPscomprehensivefoodpolicy. First,weseektoincreasetheavailabilityandconsumptionoffreshfruitsandvegetables. Oursecondpriorityisto
purchasefoodthatisfreefrompesticides,hormonesandnontherapeuticantibiotics. Ourthirdpriority
istoincreasetheproportionofKPfoodthatislocallysourced.
Anychangesinourfoodpurchasingpoliciesandpracticeswillminimizeoperationalimpacts,beeconomicallyviableand,wheneverpossible,becostneutral.
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Itiscriticaltodevelopclear,operationaldefinitionsforanytermsthatwillhavebearinginsolicitationsforbidsand
contractsorinroutinepurchasing.Termsthatmayneeddefinitioninclude:sustainable,sociallyresponsible,
environmentallyresponsible,fair,local,orhumane.
Makesurethatdefinitionsoftermsarepractical,withbothclearcriteriaandafeasiblemeansfordetermining
compliancewiththestatedstandard.Itmayalsobevaluabletoestablishameanstomeasureprogressagainstascaled
standardsothatsuperiorperformancebycontractorsandvendorscanberecognizedandrewarded.
Anumberofcompaniesaremakingeffortstodifferentiatetheirfoodproductsbasedonsocialandenvironmentalclaims,
oronspecificproductclaimssuchashormonefree.Becareful.Someproductclaimshavenostandardindustry
definitionsandpracticesmayvarydependingonthesupplier. Others,likenatural,haveastandardindustrydefinition,
butaresoweakastobeessentiallymeaningless.
Verificationofcomplianceisacriticalissue.Oncestandardshavebeenestablished,andtermsdefined,thepolicymustbe
clearwhatconstitutesadequatedemonstrationofcompliance.
Therearetypicallythreemeansforestablishingcompliance:
Firstpartyclaimsusuallyastatementmadebytheproducer,sometimeswithasignedaffidavit; Secondpartyclaimsoftenastatementbyanindustryassociationonbehalfofagroupof
growers/manufacturers,orbyabusinessintermediaryonbehalfofasubsupplier; Thirdpartycertificationanindependentinspectiontoverifyproductclaims.
Productsthataresubjecttofirstpartyandsecondpartyclaimscanoffermeaningfulandmeasurablesocialand
environmentalbenefits.However,thirdpartycertificationprovidesthehighestdegreeofconfidencethatstandardshave
beenmet.Thirdpartycertificationsforagriculturalproductsinclude:CertifiedHumane,FoodAlliance,USDAOrganic,and
ProtectedHarvest. ThesecertificationsaredeemedHighlyMeaningfulbyConsumersUnionGuidetoEnvironmental
Labels.Visitwww.ecolabels.orgtolearnmoreaboutwhatmakesagoodecolabel.SeeAppendix1formoredetailed
informationonsomecommonfoodrelatedclaimsandcertifications.
Yourinstitutionmayenduprelyingonacombinationofthirdpartycertification,commonlyusedmarketingclaims(ex.
rBSTfree)whichmayormaynothaveaverificationcomponent,and/oronstandardsdevelopedinternally(ex.defining
localasaradiusof150miles).
Generally,becarefulthattheinstitutionisnotputinthepositionofhavingtoindependentlyverifythecomplianceof
contractorsandvendorswiththeselectedstandards.Thisoftenrequiresspecificexpertiseandcanoffersignificant
administrativeandlogisticalchallenges.
Itisalsogenerallynotadvisabletoadoptanystandardthatonlyrepresentscompliancewithexistingregulationorlaw
(ex.askingsupplierstomeetminimumwagerequirements).Thisdoesnotcreateanyincentiveforimproving
performanceagainstsocialorenvironmentalcriteria.Nor,inmostinstances,willtheinstitutionhaveanymeansof
verifyingcompliancewithlaw.
EstablishaBaseline
Establishingbaselinedataallowsthedevelopmentofrealisticandchallenginggoalsfortheinstitution.Youwillwantto
outlinehowtheinstitutioniscurrentlyperforming,howthatestimatewasdeveloped,andwhatadditionalinformationwouldbedesirabletoconfirmperformance.
Itisacceptableforthebaselinetobeestimatedfromavailabledataorthejudgmentofknowledgeableinformantsin
procurementorvendormanagementbutbesuretoconsultyourserviceprovidersandsuppliers.Morethanone
institutionhaslearnedaftersettingagoalthattheywerealreadyexceedingit!
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SET GOALS
Whereareyougoing?Howfastdoyouthinkyoucangetthere?Definingcleargoalswillhelpyoutotrackandreport
success.
Goalsforpercentageoftotalpurchasesmaybeassignedforcategoriessuchasfreshproduce,dairyproducts,meat
products,drygoodsorprocessedfoodsorevenforsingleproducts(suchasgroundbeef,wheatflour,milkinpint
cartons,orfreshstrawberries).Forexample,PortlandStateUniversitysetthefollowinggoalsforlocalpurchasing:
Goalscanalsobetieredaccordingtoproductcharacteristics,withpurchasingpreferenceslistedfrommosttoleast
favored.Forexample,YaleUniversityhasestablishedahierarchyofpreferencesaddressinggeography,farmownership
andpractices.
Yalespurchasingpreferencesarefurtherspecifiedtohelppurchasersmakedecisionsacrosscategories.
Thinkthroughwhetherthereisanyhierarchytoyourgoalsandhowtheyinterrelate.
Breakoutyourgoalstothedegreepossibleinordertobeabletomeasureperformanceoneachgoalseparately(i.e.
percentageofmilkthatisrBSTfree,percentageofmilkfromlocaldairies,andpercentageofmilkfromdairiesthatare
CertifiedHumane).Avoidcompoundgoals(i.e.percentageofrBSTfreemilkfromlocaldairiesthatareCertifiedHumane),
whichcancomplicateverification,limitprogressonindividualmeasures,andmakeyeartoyearcomparisonsand
comparisonsbetweencategoriesandproductsdifficult.
FirstTier(rankedinorderofpreference)
Connecticutorganic ConnecticutIPM RegionalOrganic RegionalIPM Connecticutconventionalsmallscaleoperation Regionalconventionalsmallscaleoperation Connecticutconventionalmediumscaleoperation
Maintainminimumannuallevelsoflocalfoodsprocurement(localtobedefinedasproductsgrownandprocessedinthe
Northwest(Oregon,Washington,IdahoandNorthernCalifornia)withanemphasisonOregonandWashingtongrownand
processedproductswitha150mileradiusofthecampus.Westrivetoexceedtheseminimumstothefullestextent
economicallypossible:
I. 30%annualaverageoftotalcostofsales,increasingat2%peryearII. 30%annualaverageoffruitsandvegetablespurchased,increasingat2%peryearIII. 100%milkanddairyproductsIV. 100%eggsV. 50%flourpurchased,increasingwheneconomicallyviableVI. 50%beefpurchased,increasingwheneconomicallyviableVII. 15%poultrypurchased,increasingwheneconomicallyviableVIII. 30%porkpurchased,increasingwheneconomicallyviableIX. 100%salmonandtunaprocuredinaccordancewiththeMonterreyBayAquariumSeafoodWatchsustainable
fisheriesguide.
SecondTier(rankedinorderofpreference)
Regionalconventionalmediumscaleoperation USorganicsmall/mediumscaleoperation USIPMsmall/mediumscaleoperation Connecticutconventionallargescaleoperation USorganiclargescaleoperation USIPMLargescaleoperation Internationalorganic USConventional
Desirability
HIGH
LOW
Geography
Connecticut
Region
United States
International
Farm Ownership
Independent
Cooperative
Corporate
Practices
Organic
Integrated Pest Management (IPM)
Conventional
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Tofurtherfacilitatecomparisons,goalsaremosteffectivelystatedbypercentageofdollarsspentratherthanbyweight
orothermeasures.
Trytoidentifysomegoalsthatwillmakeprogressmoreimmediatelyapparentandprovideopportunitiesforcelebration.
Becertaintoreviewthebuylistscurrentlyinusetofindlowhangingfruitwheredramaticprogresscanbemade
costeffectivelyonashorttimeline.
Iftheinstitutionoritscontractorscanmakeaneasysubstitutionforoneormoreproductsforexample,buying100%of
strawberriesfreshinseasonfromalocalgroweror100%FairTradecertifiedcoffeeitsavictoryworthclaiming.Use
thesevictories,smallandlarge,asameanstoeducateandinspiretheinstitutionsconstituents,andtobuildleveragefor
greaterchange.
CreateanActionPlan
Youractionplanshouldestablishclearexpectationsfortheinstitutionanditsstaff,aswellasforserviceprovidersand
wholesalevendors.Beclearaboutwhattheinstitutionplanstoaccomplishindependentlyandwhatithopesto
accomplishworkingwithfoodserviceproviders,wholesalevendorsorGPOs.Bespecificaboutwhowilldowhatwhento
ensurethattheinstitutionmeetsorexceedsitstargets.
Somequestionstoconsider:
Howwilltheinstitutioncommunicateitsintenttostaffandexternalpartners? Howwilltheinstitutiondemonstrateitscommitmenttothenewpolicy? Whatresourceswillbecommittedtodevelopandmanagenewpolicyinitiatives? Howwillstaffbeeducatedandmotivated? Howwillneedsandexpectationsbeconveyedtoexistingsuppliers? WhowilldraftandapprovefoodserviceandvendorRFPs? Whowillnegotiateandmanagethecontracts? Howwillsocialandenvironmentalperformancebeweightedagainstpriceorqualityconcerns? Willtherebeanyperformancebonusesorpenaltiesassociatedwithcontracts? Ifnecessary,howwillnewsuppliersorserviceprovidersbeidentifiedandrecruited?
Inacompetitivebidsituation,wheresocialand/orenvironmentalperformanceisclearlyassignedweightinbid
evaluation,thereisachanceforfoodserviceandwholesalecontractorstoproposetargetsbeyondtheinstitutions
minimumrequirements.Thisshouldbeencouragedand,ifpossible,supportedwithfinancialorotherincentives(eg.
longercontractterms).
Giventhecomplexityofissuesintheagriculturalandfoodarenas,purchasersmusthavecleardirectionforproduct
prioritiesandspecifications,anypreferencesorrequirementsrelatedtoselectionofsuppliers,andanynegotiableor
fixedtermsforcontracts.Whatevertheorganizationsgoals,purchasersmustalsobegivenleewayandappropriate
budgetarydiscretiontomakestrategicdecisionsinserviceoftheorganizationsgoals.Ideally,incentiveprogramsshould
beputinplacetorewardstaffwhofindcreativewaystoimprovetheinstitutionssocialandenvironmentalperformance
withinbudgetlimits.
CreateanEvaluationPlan
Agoodsustainablefoodpurchasingpolicywillalsospecifymeansandaprocessforevaluatingitseffectiveness.Besure
to
consider
both
internal
benefits
for
the
institution
and,
to
the
degree
this
can
be
measured,
external
benefits
for
farmers,farmlaborers,farmanimalsandtheenvironment.
Youshouldalreadyhaveidentifiedsomekeymeasuresofsuccess. Whatarethey?
Percentageofemployeesreceivingeducationortrainingrelevanttothenewpolicy? Percentagesofpurchasesofspecifiedproductsorcategoriesthatmeetcertaincriteria? Improvementsinthenutritionalvalueofmealandsnackofferings? Reductionsinfoodmiles? Dollarsdirectedtothelocaleconomy?
Thinkcarefullyaboutexpectationsformonitoringandevaluation.Dontunderestimatetheworkthatmaybeinvolved,
particularlyworkforserviceprovidersorsuppliersthatmaybeinvolvedincollectingandanalyzingthedata.
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Questionstoconsiderindevelopingaplanforevaluationinclude:
Howwillpurchasedatabetrackedandinwhatdetail? Howwillperformancedatabecompiledandevaluated? Whowillhaveresponsibilityforassessingandreportingcompliancewiththepolicy? Howfrequentlywillreviewsbeconducted? Howwilllessonslearnedbedocumentedandshared? Howwillnewideasandopportunitiesbebroughtforward? Howwillperformanceaffectemployeeschargedwithimplementationofthepolicy? Howwillperformanceaffectcontinuationofexistingsupplycontractsandrelationships? Whowillmakethosedecisionsandhowwilldecisionsbeweightedagainstotherfactors? Howandwhenwilltheinstitutionmakeadjustmentstoitspolicyandgoals? Whowillhavefinalauthorityonchangestothepolicyorgoals?
Recognizefromthestartthattherewillbelearningcurvesfordiningservicesstaff,purchasers,andvendors. (Yale
Universitysawtheircostsincreaseinthefirstyearoftheirprogramandthensubsequentlydecreaseastheylearnedhow
tomaketheirsystemmoreefficient.)
Acceptthattherewillbechallengesandlessonslearned.Somethingsjustwontworkout.Knowthattherewillalsobe
successestocelebrate.
Yourreviewprocessshouldbeasmuchaboutmovingforwardasitisaboutlookingback.Embracethereviewprocessas
achancetolearn,tobringforwardnewideas,torefineyourstrategies,andtosetnewgoals.
CommunicateYourEffortandYourAccomplishments
Ultimately,thesuccessofyourinstitutionssustainablefoodpurchasingpolicyrestsontheenthusiasm,commitmentand
creativityofthepeoplewhowillimplementit.Thismayinturnrestontheprogresstheyseeandthefeedbackthey
receivefromaudiencesimportanttothem.Beproactiveincommunicatingyourinstitutionsgoals,effortsandprogress
throughsignage,brochures,awebsite,newsletters,throughthemediaandthroughcelebratoryevents.Collectstories
youcansharewithemployees,studentsorpatients,andotherconstituentstoinspiregreatersupportforyour
institutionsinitiatives.Sharingthosestorieswillincreaseinternalbuyinandwillhelpleveragemarketingandpublic
relationsbenefits.
CONCLUSION
InthecourseofresearchforthisguideithasbecomeclearthattherearepeopleininstitutionsineveryUSstateand
manyothercountriesworkingtoaddressthesocialandenvironmentalimpactsoffoodprocurementandtodevelop
sustainablefoodpurchasingpolicies.
Itsalsoveryclearthatnoonepersonororganizationhasalltheanswersortheperfectmodel.Weareallpioneersand
wearealllearning.
As
part
of
the
Sustainable
Food
Policy
Project,
we
encourage
all
institutions
to
share
their
policies
and
related
documents,aswellastheirsuccessesandlessonslearned,tohelpacceleratethepaceofchangetowardsamore
sustainablefoodsystem.
Jointheconversationatwww.SustainableFoodPolicy.org andfindmoreinformationandsamplesustainablefood
purchasingpolicies.
Wewanttohearfromyou!
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APPENDIX: COMMON FOOD-RELATED CLAIMS AND CERTIFICATIONS
AntibioticClaims
TheUSDAhasprohibiteduseofthetermAntibioticFreeasalabelclaimformeatsandpoultry,butallowsRaised
WithoutAntibioticsorNoAntibioticsAdministered.Theseclaimsimplythatnoantibioticswereadministeredtothe
animalatanypointduringitslife.Ifananimalbecomessickandrequirestreatment,itshouldbesegregatedfromother
animalsandsoldasaconventionalmeatproduct.Thereisoftennoindependentverificationoftheseantibioticclaims.
BeyondOrganic
Thistermisusedinformallytodescribefarmswithmanagementpracticesthatgobeyondtheminimumrequirementsof
theUSDAorganicstandards.Thetermisnotregulatedandhasnostandardindustrydefinition,makingitverydifficultto
evaluateasaclaim.Asksuppliersusingthetermtodescribeinmoredetailwhattheymeanbyit.Thereisno
independentverificationofthisclaim.
CageFree
Thisisafirstpartyclaimthatpoultrywereraisedwithoutcages.Thisdoesnotguaranteethatbirdswereraisedwith
accesstotheoutdoorsoronpasture.Birdsmayhavebeenraisedinlargeflocksincommercialconfinementfacilitieswith
openfloorplans.ThereisoftennoindependentverificationofCageFreeclaims.
CertifiedHumane
The
Certified
Humane
Raised
&
Handled
Label
is
a
consumer
certification
and
labeling
program
which
indicates
that
egg,
dairy,meatorpoultryproductshavebeenproducedwiththewelfareofthefarmanimalinmind.Farmanimaltreatment
standardsinclude:Allowanimalstoengageintheirnaturalbehaviors;Raiseanimalswithsufficientspace,shelterand
gentlehandlingtolimitstress;Makesuretheyhaveamplefreshwaterandahealthydietwithoutaddedantibioticsor
hormones.Producersalsomustcomplywithlocal,stateandfederalenvironmentalstandards.Processorsmustcomply
withtheAmericanMeatInstituteStandards,ahigherstandardforslaughteringfarmanimalsthantheFederalHumane
SlaughterAct.www.certifiedhumane.com
FairTradeCertified
FairTradestandardsaimtoensurethatfarmersindevelopingnationsreceiveafairpricefortheirproduct,andhave
directtraderelationswithbuyersandaccesstocredit.Theyencouragesustainablefarmingpractices,anddiscouragethe
useofchildlaborandcertainpesticides.Tobearthelabel,productsmustbegrownbysmallscale,democratically
organizedproducers.FairTradeCertifiedproductsincludecoffee,hotchocolate,tea,candy,chocolate,sweeteners,fruit,
riceandgrains.TransFairUSAisthethirdpartycertifierofFairTradegoodsintheUS.Itisoneoftwentymembersof
FairtradeLabelingOrganizationsInternational,theumbrellaorganizationthatsetsthecertificationstandards.
www.transfairusa.org
FoodAllianceCertified
FoodAllianceisanonprofitorganizationthatoperatesathirdpartycertificationprogramforsociallyand
environmentallyresponsibleagriculturalpractices. FoodAlliancecertificationdistinguishesfarmersandrancherswho:
Providesafeandfairworkingconditions;Ensurehealthyandhumanecareforlivestock;Donotusehormonesornon
therapeuticantibiotics;Donotproducegeneticallymodifiedcropsorlivestock;Reducepesticideuseandtoxicity;
Conservesoilandwaterresources;Protectandenhancewildlifehabitat;and,Demonstratecontinuousimprovement.
FoodAlliancecertificationdistinguishesfoodprocessors,manufacturersanddistributorswho:SourceFoodAlliance
Certifiedingredients;Ensurequalitycontrolandfoodsafety;Donotuseartificialflavors,colorsorpreservatives;Provide
safe
and
fair
working
conditions;
Reduce
use
of
toxic
and
hazardous
materials;
Conserve
energy
and
water;
Manage
solid
wasteresponsibly;and,Demonstratecontinuousimprovement. www.foodalliance.org
FreeRange
FreeRangeandrelatedtermsarepopularlabelclaimsforpoultryandeggs,andsometimesseenonothermeats.Free
rangeisregulatedbytheUSDAforuseonpoultryonly(noteggs),whichrequiresthatbirdsbegivenaccesstothe
outdoorsforanundeterminedperiodeachday.Inpractice,theFreeRangeclaimdoesnotguaranteethattheanimal
actuallyspentanyperiodoftimeoutdoors,onlythataccesswasavailable.Birdsmayhavebeenraisedinlargeflocksin
commercialconfinementfacilitieswithopenfloorplans.ThereisoftennoindependentverificationofFreeRange
claims.
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GeneticallyModifiedOrganism(GMO)Claims
Withgrowingconsumerconcernforgeneticallymodifiedcropsandlivestockenteringthefoodsupplychain,anumberof
companieshavebeguntoassertGMOFreeandrelatedclaims.Inmanycases,thereisnoindependentverificationof
GMOFreeclaims.Somecertificationprograms,suchasOrganicandFoodAlliance,prohibitgeneticallymodified
ingredientsincertifiedfoodsandhavecorrespondinginspectionprotocols.However,laboratorytestmaybenecessaryto
providemaximumsuretytherehasbeennocrosscontaminationofproducts.
Grassfed AsdefinedbytheAmericanGrassfedAssociation,thisclaimsmeansthatanimalsliveonpasture,consumea
naturalforagediet,anddonotreceivehormoneorantibiotictreatments.However,theUSDA,inastandardpublishedfor
commentin2006,hasdefinedgrassfedtoonlymeananimalsthatconsumeadietofgrassesandsilage.TheUSDA
standarddoesnotprohibitconfinementorhormoneandantibiotictreatments.Suppliersshouldbeclearwhichstandard
theyclaimtomeet.Thereiscurrentlynoindependentverificationofthisclaimundereitherstandard.Notethat
GrassfedclaimsaresometimesqualifiedwithsupplementalGrainFinishedclaims.Thiscombinationdescribesthe
conventionalindustriallivestockfeedingmodel,andinvalidatestheGrassfedclaim.
HormoneClaims
TheUSDAhasprohibiteduseofthetermHormoneFree,butmeatscanbelabeledNoHormonesAdministered
meaningthattheanimalsinquestiondidnotreceivehormoneinjectionsorfeedsupplements.Claimsarealsofrequently
assertedthatmilkproductsarerBGHFreeand/orrBSTFree.(rBGHandrBSTarehormonesupplementsgiventodairy
cowstoincreasemilkproduction.)Federallawprohibitstheuseofhormonesinhogsandpoultry,sohormoneclaimsfor
chickenorporkshouldbeconsideredmisleading.Thereisoftennoindependentverificationofhormoneclaims.
Integrated
Pest
Management
IntegratedPestManagement(IPM)isanapproachtopestmanagementthatemploysavarietyoffarmingpractices(such
asencouragingbeneficialinsects)toavoidandmitigatepestproblems.IPMprogramsuseinformationonthelifecycles
ofpestsandtheirinteractionwiththeenvironment,incombinationwithavailablepestcontrolstrategies,tomanagepest
damagebythemosteconomicalmeans,andwiththeleastpossiblehazardtopeople,property,andtheenvironment.
IPMrarelyappearsindependentlyinproductrelatedclaims,butisabasisforpestmanagementstandardsunder
certificationprogramssuchasFoodAllianceandProtectedHarvest.
LocalClaims
Localismostoftendefinedasfoodgrownwithinaparticulargeographicareaorwithinaspecificdistancefromthepoint
ofconsumerpurchase.Definedthisway,theclaimisfrequentlylinkedtofoodmilesasaproximatemeasurefor
environmentalimpact.Anotherwaytoconsiderlocal,however,isfoodwhichcomesfromanidentifiablecommunity,
whichisgrownandmarketedbymidsizedandsmallerproducers,producercooperatives,andproducerowned
businesses.Thisdefinitionspeaksmoretopublicinterestinpreservingfamilyscaleagriculture,andinstrengtheninglocal
andregionaleconomies. Regardlessofemphasis,localclaimsaremostoftenassertedindirectmarketingcontexts.Local
byitselfdoesnotguaranteethatthefoodwasproducedtoanysocialorenvironmentalstandard,orunderanyparticular
ownershipstructure.Thereisoftennoindependentverificationoflocalclaims.
MarineStewardshipCouncil
TheMarineStewardshipCouncil(MSC)isanonprofitorganizationthatpromotesresponsiblefishingpractices.TheMSC
labelassuresbuyersthatproductscomefromawellmanagedfisheryandhavenotcontributedtooverfishing.Thethree
principlesoftheMSCcertificationstandardare:1)Theconditionofthefishstocks(examinesifthereareenoughfishtoensurethatthefisheryissustainable);Theimpactofthefisheryonthemarineenvironment(examinestheeffectthatfishinghasontheimmediatemarineenvironmentincludingothernontargetfishspecies,marinemammalsand
seabirds);3)Thefisherymanagementsystems(evaluatestherulesandproceduresthatareinplace,aswellashowtheyare
implemented,
to
maintain
a
sustainable
fishery
and
to
ensure
that
the
impact
on
the
marine
environment
is
minimized). www.msc.org
MontereyBayAquariumSeafoodWatchGuide TheSeafoodWatchguideisdesignedtoraiseconsumerawareness
abouttheimportanceofbuyingseafoodfromsustainablesources.Theguiderecommendswhichseafoodtobuyor
avoid,helpingconsumerstobecomeadvocatesforenvironmentallyfriendlyseafood.Recommendationsarebasedon
peerreviewedresearchandgovernmentagencyreports.SeafoodWatchisassociatedwiththeSeafoodChoicesAlliance
which,alongwithotherseafoodawarenesscampaigns,providesseafoodpurveyorswithrecommendationsonseafood
choices.www.mbayaq.org/cr/seafoodwatch.asp
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