Theory of Change
We are working so that everyone and every community has the
right and the means to produce, procure,
prepare, safe, and eat nutritionally and
culturally appropriate food free from
exploitation of themselves, any other people,
or the rest of the natural world. To achieve this, our theory of change consists of five strategic assumptions:
- profit
- feasibiility
- cross-sector
- communities
- arenas
The root causes of our destructive food system are tied to mythologies that value profit over people and the planet.
We won’t
solve the problems of our food system without
addressing the many inequities, injustices, and
disconnects that result from this exploitative
framework.
decrease
the bad
Money more valuable than people
Money more valuable than nature
Extraction of human labor
Extraction of natural resources
Concentrated decision-making power
increase
the good
Community stewardship of land, water, resources
People control their own labor
Reclamation of culture
Life (human and otherwise) is the most valuable resource
Everyone has access to resources and decision-making power
The transition that we really need is not currently politically feasible: we need to change conditions and structures.
Our
task is to make real solutions more politically
feasible, and to expose false solutions to make
them less viable.
No single organization, alliance, or sector can transform the system working alone or in isolation.
We need our diverse skills,
resources, and bases. A cross-sector Platform for Real Food can help coalesce our identity and
enable us to make real change.
Frontline and burdened communities have solutions for the system, and must lead their own communities and all forces through transition.
By adopting
solutions that work for those most burdened,
we enable a transition for all participants in
the system.
To make the change we need, we need to work in and influence multiple arenas.
We will work to support practical
community/regional work, to influence and
run political candidates, and to transform
corporate structures.