URFA is a process, which works towards a sustainable and manageable regional food system, managed by committed 'Teams of Four People' made up of urban consumers and retailers and regional farmers who live in and around a large city like Brisbane and harnesses the Social Power which exists in the Region’s Business Markets and Community Projects by applying this Social Power COOPERATIVELY rather than COMPETITIVELY.
Some Food Facts - where we are now!
Despite Australia's size, only 3% of our land is suitable for horticulture.
The number of farms in Australia decreased from 130,000 in 2000 to 85,000 in 2018, that's around a 40% decline.
On average the Australian farm produces enough food for 600 people. Unfortunately, 480 of them do not live in Australia.
The 'Just in Time' food system in a crisis (as is happening in the UK and France) would see supermarket shelves empty in 3 days, and our supermarket controlled food system works exactly the same, and as such we would have the same results in a crisis.
We cannot allow divisive, control freaks to 'look after' our food system like they 'look after' everything else. We must do it ourselves in the only practical way to ensure our food security is sustainable and manageable: on a regional basis.
URFA is the answer!
At the moment most of us have an unfocused idea about what we, collectively, should do to make sure we have an affordable, manageable and sustainable food supply for the future. We know where we are and where we need be in the future BUT we don't know how to get there. URFA provides easy step by step modules that will take us from where we are to where we need to be.
Module 1. The earliest manifestation of the business and social process is an individual with an unfocused idea (ie.vision) and a commitment to find out what needs to be done to make the process Manageable and Sustainable. It is the first step toward the positive alignment of human “intuition”, “thinking”, “feeling”, “dialog” and “action” within an existing “context”. The individual learns to positively align the components of their vision to avoid inconsistency while providing a rational framework for recruiting support for the idea (ie. Vision).
Module 2. The individual in Module 1. takes the first step toward transforming vision into effective and sustainable action by recruiting a minimum three others who share the vision and can perform critical social and business functions as the process evolves. The four participants combine their “thinking, feeling, dialog and action” to identify a shared vision on which they all agree.
Module 3. Cooperation in team relationships creates resonance and synergy outcomes. Competition in relationships creates dissonance and inefficient outcomes. The participants will learn that four people have eleven relationships to satisfy AND each additional person added to their team will more than doubles the number of relationships that need to be satisfied, managed and sustained.
Module 4. Most people involved in social and business projects (and life generally) operate with an incomplete set of tools. Most of us are, from birth, trained and conditioned competitors. A complete 'set of tools' requires equivalent training and conditioning – to develop cooperators. The individual will discover that cooperation is NOT compliance AND cooperation is more powerful and useful than competition.