food alliance sustainable food policy guide

8/7/2019 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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AGuidetoDevelopingaSustainableFoodPurchasingPolicywww.SustainableFoodPolicy.org Page|2

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.


13/16


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


16/16

food alliance sustainable food policy guide

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