Since my removal from the Port Townsend Food Co-op Board on July 29,  much has been said — and left unsaid — about the events leading to this decision and the ongoing campaign for equity and accountability within the Co-op. What began as a personal ordeal has since revealed systemic issues that go far beyond individual grievances. The Co-op’s leadership and governance structures have consistently fallen short of embodying the values it professes to uphold.

When I released my public statement on Aug. 6, I described what I had observed as a culture resistant to accountability and transparency — one that often prioritized comfort over confronting difficult truths. I experienced this firsthand as I tried to advocate for meaningful equity work — work that was promised but had yet to materialize. Instead of addressing these challenges, the board framed my removal as an act of repair for its relationship with General Manager Kenna Eaton. However, as recent developments show, the underlying issues I raised were deflected rather than resolved, and I was made a scapegoat for speaking out.

Juri Jennings’ resignation in protest of my removal further underscores the systemic failures within the board. Her public statements highlighted the board’s abandonment of its commitment to diversity, equity, inclusion, and accountability, as well as its failure to uphold transparent and democratic processes. This failure is not isolated; it reflects broader governance issues that continue to harm the Co-op’s ability to serve its community equitably.

In the months since, the Co-op has announced several initiatives aimed at addressing equity and inclusion, such as hiring DEI consultants, launching an employee engagement survey, and forming an Employee Resource Group for LGBTQIA+ staff. These efforts are encouraging, suggesting that the voices calling for change are beginning to be heard. Yet, these initiatives will only be meaningful if they are tied to long-term accountability, transparency, and measurable outcomes. Without consistent follow-through, they risk becoming performative gestures rather than transformative actions.

The Co-op’s struggles reflect a larger dynamic within progressive white liberal communities like ours. Too often, a commitment to equity and inclusion stops at performative gestures, tokenizing individuals rather than fostering meaningful change. My experience on the board made this clear: as long as I stayed within expected boundaries — offering approval without challenge — I was welcomed. But the moment I stepped beyond that role to advocate for substantive equity, I was silenced, dismissed, and labeled as angry and hostile. This pattern mirrors a broader societal challenge: the reluctance to engage deeply with systemic issues, even within spaces that claim progressive values.

In the coming years, marginalized communities — including immigrants, trans folks, and people of color — will face heightened challenges due to federal policies and a legislative environment increasingly hostile to our rights and wellbeing. In such times, communities like ours must move beyond surface-level commitments to equity and engage in genuine solidarity. This means confronting our own biases, creating spaces where all voices are heard, and ensuring our institutions truly reflect the values they claim to uphold. The Co-op’s challenges are not unique; they are emblematic of the work we must undertake to create a meaningful, inclusive and equitable community for all.

From the letters of solidarity written by Black Lives Matter Jefferson County, local farmers, and community members, to the continued calls for transparency, accountability, and inclusion, it is clear that I am not alone in wanting the Co-op to fulfill its mission. The boycott campaign has amplified these concerns, sparking vital conversations about the Co-op’s future. This movement is a testament to the strength and resilience of the community — a community that demands better from an organization that claims to represent it.

The goal of this campaign has never been to tear down the Co-op but to ensure that it is in alignment with its stated Ends and cooperative principles. The Co-op should prioritize transparency through clear reporting on store operations and decision-making processes. It should also expand member-owner involvement, ensuring that voices from all corners of the community help guide its direction. Embodiment means moving beyond words to actions that foster equity, inclusion, and true collaboration.

This moment is an opportunity for the Co-op to reflect on its past and commit to a different future. Real repair requires more than reshuffling leadership — it demands an honest reckoning with the harm caused and a willingness to prioritize equity, transparency, and long-term accountability in every aspect of its governance. Change begins with confronting hard truths. Without that reckoning, progress remains out of reach.

I have my doubts that meaningful, impactful change can happen while Eaton, the general manager, and Lisa Barclay, the Ameritus board member, remain in their leadership roles. Despite public statements from the Co-op, there has been no engagement with those harmed during this process — no conversations, no acknowledgments, no attempts to repair. This lack of action only deepens my skepticism, based on both my experience on the board and the ongoing inaction in response to letters and outreach from organizers.

Despite these challenges, I still hold hope for the Co-op’s future. I believe it has the potential to become a true embodiment of its values, provided it listens to its community and embraces the principles it was founded upon. The Co-op’s greatest strength is its community, and with collective effort, it can become a true model of equity, democracy and inclusion.

Cameron Jones is part of the ItsMyCoopToo campaign on social media, a group of community members who share concerns about the Co-op and are working together to foster conversation and accountability.