Project Angel Fouls Part 2

Within my first year of working for Project Angel Food a coworker at my level proposed a new position where they would majorly be beneficial to the nonprofit. They had the resources, skill, and experience. I was so proud of them when their idea was accepted. Then so confused as to way not even two weeks into that new position they said they wished they never said anything.

Like this case PAF has proven many times that they are quick to jump on to great sounding ideas, especially if it comes cheaply (i.e not properly compensating the individuals).

One major donor wanted their logo seen on the products we deliver. The great sounding idea was to iron on hundreds of these patches onto the insulated bags we store the frozen meals in for delivery. The problem was that this material with a patch in the freezers for hours doesn't mix. Not only where there burnt marks on some of the totes from the volunteers doing this project but no where today can these patches be found.

I once dismissed PAFs fumbles saying, "Oh they're a young nonprofit... nonprofits are always like this... we have to be flexible." Truth is PAF has existed since 1989 when it was founded by author and spiritual leader Marianne Williamson. The podcast Maintenance Phase has already done enough background work on this past CEO that I'll kindly share the link here. What most people don't know is the article Scott Harris wrote on July 26, 1992 in the LA Times titled "Project Angel Food Rocked by Feuds" concerning her departure. Here's a hint to the current day employees-last year wasn't the first time PAF has tried to Unionize. Sick and tired of the management style, the previous employees agreed to not unionize if Marianne stepped down. My question is, when will we do this with Richard and Francisco?

Things are not what they seem on the surface. Behind those pictures and videos of employees working hard are very heartbroken individuals. 

Every meeting the same concerns seem to be raised; who's listening? 

I regret not recording meetings before (only recently have we installed a recording meeting room). I could have proven all the times we weren't heard... and lied to.

Don't take my word for it, research it yourself. The website alone will show you errors that you would think a high revenue place could do better on. For example the History timeline-the odd wording for year '97, the garden initiative that doesn't exist anymore, the mention of a past CEO (who stole money from them), the mention of Richard twice, the lack of mention of employee burst. This timeline is nothing compared to the fact that many employee's names and photos are used/posted/published for fundraising without their written consent.

PAF is not listed or rated (as of this date) on the BBB, Charity Watch, or GiveWell. Their last report on Charity Navigator and GuideStar was '21. Still proud of their two year old four stars, a Charity Navigator badge is posted on their website and fundraising booklets. One of our "competitors" Project Open Hand  still accurately holds their four stars, brought in $3,000 more with twenty more employees than us. (However, according to Indeed PAF definitely pays their employees more, the salary of both Richard Ayoub and Paul Hepfer are still sickening.) 

PAF needs more employees, better equipped and trained management; as well as safer equipment and a larger space. Ironically, for a place with high assets I don't feel they really count the costs. Upon my hire I was heavily warned about burnout since employees walk in and out like Amazon. To prevent this turnaround PAF promised to keep deliveries to 40 max per driver, an every 6 months peer review, frequent meetings, and better communication. I know drivers with over 50+ stops, I got my first review last month, most times workers are informed of meetings the day of, and then there's the problem with "too many cooks in the kitchen" (not literally). There has been at least a total of three times where police have been called to defuse (the jokes never stop here) employee retaliation. Of course the volunteers see an unruly individual, but as "insiders" we know the true story. Management doesn't know how to manage. Instead of giving warnings, they give final write ups. Instead of having conversations, they suspend you. Instead of firing you in the beginning of the day, they choose the middle. Instead of showing fairness, they show partiality. (I am not exempt from either sides of that coin.)

Does it make sense to you that a new manager be hired for a position they can't come in on time for because they live too far away?

Does it make sense to you that an employee who got fired for sexually assaulting an underage volunteer and other staff members got a severance pay?

Does it make sense to you that Richard is not only the CEO but sits as a head of the Board?

How about that fact that my purse was taken out a locker so that a volunteer could have it instead or that I drove a van several times now with no gas cover and no front licenses plate?

Or how about the fact that I was told I can't take a nap during my lunch break sitting on the corner of the only couch in the building? Or that after finding a fly in my food (that's served indoors) to just get another piece?

What about the fact that I had to ask three people for the copy of the Bylaws and was first told by an HR employee that they had never seen them? 

I encourage...no challenge you to look deeper. Look past the smoke and mirrors. And when you do you'll maybe understand why a union vote must pass next time!