Plan Overview:

Cultivate thriving local/regional farm and food businesses: Targeted investment, policies, and technical assistance can ensure the long-term financial viability of Michigan farm and food businesses while fostering financial empowerment for those producers who have been marginalized.1. Establish a statewide farm and food business viability program or network.

2. Generate equitable access to capital and maximize investment opportunities for farm and food businesses and BIPOC-led food systems initiatives.
Good Food Governance; Good/Local Food Economies; Small Business Support; Farm & Producer Business Support; Food System Coordination;
2. Good Food Governance; Small Business Support; Farm & Producer Business Support; Good/Local Food Economies; Equity & Justice; Funding & Investment Strategies;

Prioritize local and regional food systems within a global economy: We can strengthen Michigan communities by growing the market for locally and regionally produced food, increasing transparency and communication in the food supply chain, encouraging values-based food purchasing strategies, and investing in local/regional food Supply Chain Infrastructure.
3. Develop systems, tools, and resources for marketing locally, regionally, and sustainably produced food.

4. Invest in regional food distribution, processing, and manufacturing infrastructure to address the priorities of small- and mid-scale local/regional farm and food businesses.

5. Equip farmers markets with tools, resources, and policy support to create thriving marketplaces for local farm and food products.

6. Ensure food producers and communities are prepared for environmental, economic, and public health crises.

3. Good/Local Food Economies; Local brand promotion; Agriculture & Food Production; Farm & Producer Business Support;

4. Good/Local Food Economies; Supply Chain Infrastructure; Producer Market Access; Farm & Producer Business Support; Food Processing;
Food Transport;
Food Aggregation & Food Hubs; Small Business Support;

5. Good/Local Food Economies; Food Availability (retailers); Small Business Support; Producer Market Access; Farmers Markets;

6. Good Food Governance; Emergency Response; Food Security; Climate Mitigation;
Use the power of collaboration to dismantle racism and systemic inequity in food systems: How we work together is as important as what we work on. Because no organization or community member can make the necessary systemic changes alone, collaboration and partnership are crucial. To successfully dismantle systemic inequities in the food system, we must increase the diversity and representation of people participating in food systems decision making at all levels.

7. Create leadership development pathways for a diverse body of community experts to advocate and guide good food systems initiatives, networks, and policy.

8. Increase the collective power of local food councils and other community-driven advocacy coalitions to influence policy.

9. Invest in the continued development of cross-sector networks that support the development of good food systems.

10. Conduct research, education, evaluation, and advocacy efforts using equitable and antiracist principles/practices.
7. Equity & Justice; Good Food Governance; Food System Coordination; Leadership/Staffing;

8. Equity & Justice; Good Food Governance; Network/Bodies/Council (FPCs); Advocacy;

9. Equity & Justice; Good Food Governance; Food System Coordination;

10. Equity & Justice; Good Food Governance; Monitoring, Evaluation, and Learning; Research & Innovation
Establish fair compensation, safe working environments, and opportunities for career advancement in food systems: Food business owners, workers, and public and private agencies must work together to develop quality food systems jobs, design equitable career pathways, and ensure that food systems jobs protect the health of workers, communities, and the environment.
11. Equip farm and food business owners with adequate support to offer fair, comprehensive compensation and benefits.

12. Design equitable pathways to food systems employment, business ownership, and long-term careers.

13. Ensure that food systems jobs protect the health of workers, communities, and the environment.

14. Create opportunities for food systems workers to access resources to address stress, conflict management, and mental health care concerns.
11. Labor/Food Workers; Food Worker Wages; Workforce Development;

12. Labor/Food Workers; Workforce Development; Equity & Justice; Entrepreneurship;

13. Labor/Food Workers; Workforce Development; Worker Safety; Climate Mitigation;

14. Labor/Food Workers; Workforce Development; Worker Safety;
Foster climate resilience through equitable land stewardship: We can invest in farmers and food producers as ecosystem stewards to protect rural and urban farmland, fisheries, and watersheds; reduce food waste; and keep plastic out of landfills. Additionally, land use policies and financial investment can improve access to land for current and future generations while advancing community food sovereignty.

15. Leverage land use planning strategies to improve access to farmland and support community food sovereignty for current and future generations.

16. Invest in farmers as ecosystem stewards by supporting and incentivizing food and agriculture practices that protect the integrity of our soil, water, and air.

17. Support the development of a food value chain that prioritizes Michigan- and sustainably produced foods.

18. Invest in and support food recovery and food waste reduction practices throughout the value chain and among consumers.

19. Minimize single-use plastic and prioritize reusable, recyclable, and compostable packaging and serving alternatives.
15. Land & Resource Use; Land Access; Preserving Farmland; Food Sovereignty; Climate Mitigation; Agriculture & Food Production;

16. Climate Mitigation; Agriculture & Food Production; Sustainable Agriculture; Land & Resource Use; Conservation & Land Management;

17. Good/Local Food Economies; Supply Chain Infrastructure; Climate Mitigation;

18.Supply Chain Infrastructure; Food Waste; Climate Mitigation;

19. Climate Mitigation;
Support people to have real choices that lead to good food and health: We must expand food access, foster the vitality of local/regional farm and food businesses, and address deeply rooted, systemic issues that lead to inequitable health outcomes. We can foster dignity and choice in food systems by prioritizing approaches that connect food, health, and community food sovereignty.20. Eliminate barriers to food and nutrition security and ensure the nutritional needs of Michigan’s children are met.

21. Establish healthy and culturally relevant food environments in community-led, public, food service, and food retail settings.

22. Design food and nutrition education to incorporate culturally relevant foodways, cultivate understanding of the connections between food and health, and foster food systems literacy.

20. Food Security; Nutrition & Health;
Food in Public Institutions; Food in Schools;
21. Nutrition & Health;
Food in Public Institutions; Food Availability (retailers);
22. Nutrition & Health; Food & Nutrition Literacy; Culture Shift (Good Food Movement);

Plan Information:

CategoryDatabase entry
Plan RegionMichigan
Publication Date2022
Entry reviewed by original authorYes
PDF attachmentView Full Report
Plan TitleMichigan Good Food Charter
Author(s)Coordinated by Michigan State University Center for Regional Food Systems (CRFS). Guided by a coalition of partners (representing over 150 food system stakeholders), and represented by the Michigan Good Food Charter Council. 
Author Type University; Network
Region Type State
Funding Sources Foundations
FundersW.K. Kellogg Foundation (principal) 
Total Project BudgetUnspecified
Plan GoalsFramed as an update to the original Good Food Charter, published in 2010. The goal remains somewhat similar: to be “a guide for creating and sustaining good food systems rooted in Michigan communities” (p. 6). This 2022 update includes revised vision, goals, strategies, and definitions following a multi-year implementation and feedback process. Specifically, the plan is intended to be used as a tool for communication, advocacy, evaluation, and coordination (p. 7).
The stated goals of the plan are (p. 9):- Food Access to Food Sovereignty- Farm and Food Business Viability- Health Equity- Fair Wages and Economic Opportunity- Sustainable Ecosystems- Climate Change Mitigation and Resilience
The plan’s vision is: “Michigan has a thriving food economy distinguished by equity, health, and sustainability” (p. 15). 
Intended AudienceFull food system and stakeholders, policymakers, funders, and communities. 
Plan Recommendation StructureOverarching: 1 vision and 6 goalsRecommendations: 6 strategies, each with corresponding “topics.” The 6 strategies are subdivided into 22 total action recommendations. Each action is given a 1-2 page treatment with specific examples, models, and details about the recommendation. 
Catalyst for PlanAn update to the original plan (2010) following feedback and revision process, with a particular focus on ongoing challenges to a healthy food system (p. 12), and, in particular, systemic racism (p. 13).
CRFS held a 1-day facilitated ‘network of network leaders’ meeting in January 2018 to discuss the possibility and scope of updating the 2010 Michigan Good Food with food systems and health leaders already engaged in Charter activities. They overwhelmingly supported the choice to update the charter and provided insights into some priorities for both the process and content. This meeting likely influenced the strength of our funding proposal, which was approved later that year.
Creation ProcessBecause this plan was a revision to the existing 2010 publication, the process focused specifically on revisions and feedback. According to the plan, “Approximately 500 Michigan food systems practitioners and community members took the time to share their work, feedback,and priorities through surveys, meetings, and countless conversations between 2018 and 2022” (p. 2).
To do so, the authorship team:- Pulled together existing stakeholder leaders and invited some additional folks to create a working draft;- brought the working draft to the public through surveys, meetings, one-on-one conversations, ambassadors, and finally a 2020 Virtual summit to gather feedback on the priorities and examples of work;- took that feedback and distilled it into a large list of actions/ideas and gathered some final feedback on that in discussion sessions thru our 2021 Charter Gathering; and- synthesized everything into the final format, described above.
Theoretical Framework(s) Employed  Collective Impact Framework; Other
Theoretical Framework(s): Additional LiteratureOther: Results Based Accountability (adapted), Group Development Model
Development Timeline3 years (2019-2022)
Implementation StrategyUnspecified
Implementation TimelineUnspecified. According to Lindsey Scalera, plan lead, “We did not specify this in the 2022 charter by choice – we wanted our new charter council to identify the time frame, but it is generally understood that this plan is to be implemented over the next 10 years.” 
Evaluation StrategyWhile not specified within the plan itself, the Michigan Good Food Charter Shared Measurement Project ( draws directly from Collective Impact principles to coordinate monitoring, evaluation, and data collection strategies around the Michigan food system. This effort is led by a committee within the larger Michigan Good Food Charter governing body. 
International Development Framework(s)None
Current Plan StatusActive
Government Adoption StatusNot Adopted
Government Adoption Status (Notes)
Supplemental Documents View Supplemental Documents