This figure describes a framework that shows the concepts important to the internal function of food policy councils and how the concepts are connected to each other. The figure contains 5 boxes labeled Organizational Capacity, Social Capital, Council Effectiveness, Context, and Community Outcomes, each of which lists concepts associated with its title. The first, Organizational Capacity, lists leadership, council climate, structure, and breadth of membership. An arrow originating from the first box points to the second box, Social Capital, which lists knowledge, relationships, member empowerment, and credibility. An arrow from the Social Capital box points toward the third box, Council Effectiveness, which lists synergy and perceived impact. A box with an arrow pointing down at the arrow between the Social Capital and Council Effectiveness boxes is labeled Context and contains “Supportive community,” indicating that the relationship between social capital and council effectiveness is moderated by context. Finally, a dashed arrow runs from the Council Effectiveness box to a box labeled Community Outcomes.

Figure 1. Food Policy Council Framework. Source: Allen NE, Javdani S, Lehrner AL, Walden AL. “Changing the text”: modeling council capacity to produce institutionalized change. Am J Community Psychol 2012;49(3-4):317–31.

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Figure 2. Concept means and standard deviations measured by the Food Policy Council Self-Assessment Tool (FPC-SAT) (range 1–4) for a sample (N = 354) of food policy council leaders and members. Leaders (formal or informal) (n = 51, 15%), administration or staff (secretary, coordinator) (n = 49, 14%), and working group chairs or members of steering committee (n = 77, 22%) were grouped together as leaders because of their additional investment in the councils.

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