Project Angel Fouls Part 8

I may only have a Bachelor's Degree studying non-profit management, fundraising, Philosophy, psychology, and Community Development, 

as well as, served most of my life in non-profits,

 but I still have more to learn! However, what I have witnessed at Project Angel Food has been unprofessional, unethical, and at times illegal from what I have learned. 

Here are all the examples (that I could think of) listed from bad to worse. For some, I have inserted links to brief research showing how this is a violation:

-employees not having gate/door access codes to the building upon hire forcing them to wait sometimes months 

-not enough secure lockers/space for all the employees

-HR firing an employee without informing or consulting the direct manager of that employee

-having a manager do employee reviews although they rarely interacted with those individuals throughout the year(s) 

-hiring an expensive union buster and having staff meetings where the CEO & HR said things like, "You'll lose all your benefits." "The Union only has its interest in mind." "The union fees are expensive." 

-having no parking for their 100 employees 

-having more than 100 clients per client services staff member

-having confusing food options (always changing something, supplier issues, forcing clients to take food they don't want/like, giving whole food with chopped food, giving too much sugar/salt, etc.)

-reconstructing new buildings for expansion project despite needing $8 million (and not adding a parking lot)

-moving work locations without having a clause in the handbook or offering incentives 

-for months served not fully cooked chicken that still had feathers attached

-despite the USDA defining red meat as beef and pork, the organization did not consider beef as red meat. This led to numerous clients receiving beef. When I spoke to our nutritionist, they said, 'that we've always done it this way, we only serve the cleanest cuts, and doctors don't mean zero red meat.

-a CEO forcing an employee to come to work on their day off just to move a vehicle 

-the use of personal cellphones for deliveries before receiving HIPAA training

-noting a client's gender on birthday bags 

-on the edge sexist dress code 

-having employees work outside their scope or job description for months without proper training or compensation 

-having open bar events on work premises while on the clock

-hiring a manager for a department that couldn't arrive at the start time and instead had an employee do opening duties without getting paid management pay

-HR changing shift and meal break times without properly informing everyone 

-HR failing to inform staff of a list of discounts and benefits around the city 

-HR entering their own contest that had cash prizes 

-continuing to have employed and then rehiring twice an employee who faked their COVID vaccination 

-continuing to have an employee with severe back pain and who could barely work, continue to work. Then the delay in responding to this employee faking their injuries (proof shown on camera) and continuing to allow them medical leave 

-HR telling an employee they needed them to work sooner than their surgery recovery time requested because we were short-staffed. When the employee mentioned why another employee wasn't rushed with their recovery time HR responded, "That was then, this is now." 

-HR firing an employee due to a racial joke heard from a bystander while only suspending another for a racist comment reported by the victim 

-denying Father's maternity leave when the handbook (printed 3/2013) does not specify the parent's gender/role in taking time off for newborn 

-a manager who admits coworkers are too comfortable (being unprofessional) yet has said "glad (new supervisor) is here so I don't have to put up with your shit," jokes about coworkers being ugly, jokes about starting a fight with coworkers outside, has poured a container of Cheerios on a coworker while "playing" around

-a coworker of 2 years who has repeatedly made sexual jokes (guys wearing girl underwear, guys being queer, what he's going to do with his lady), is immature (retaliates to any type of correction, makes dismissive comments, backhanded statements), and has numerous conflicts with coworkers (so much so the person moved positions) never receiving discipline or training. I personally have heard this person say to someone inquiring about the organization, "Just lie and say you're mentally ill. They'll help you." 

-a manager responding with, "Are you autistic?" when I asked if I could organize papers.

-delaying in mechanical fixes to company vehicles which has led to numerous safety violations (doors not closing properly, sensors beeping nonstop, wipers not working, blinkers not working, gas cover missing, front plates missing) and health problems (heat exhaustion due to broken AC, tendonitis do to not knowing how to close broken door properly).

-HR trying to implement a point penalty system where even if there are public transit issues, you would be punished

-HR having me fill out papers for their lawyers about my long-term disability application that I had already been having deducted from my check and not informing me that I could get declined. I was declined and not reimbursed.

-HR ignoring several attempts of me reaching out about applying my short-term disability benefits, leading me to think everything was taken care of, only to find out on the day I would have gotten a check that I had paperwork to do outside of the company to get paid. HR literally said, "I can't be expected to answer every email." and on the day I finally got the information said, "Well, I'm helping you now."

-HR telling me that since there was a glitch in the computer that allowed a third floating holiday, that I only get one this year despite this revoking the Cesar Chavez Holiday benefit. 

-HR denying to pay out or transfer the enormous acquired sick/vacation time one coworker had from our previous pay app

-HR finally rewarding me 8 hours (equivalent to one Floating Holiday) but giving me 90 days to use it

-HR telling an employee who was injured in a work accident that their doctor's note for days off included the employee's already scheduled days off (i.e the weekend)

-not having a HIPAA IT training and acknowledgment before giving employees use of company cell phones with client information

-not having locks on employee company cell phones which have access to client information 

-went thirty years without having employees sign for the release of or know that their full name, picture, and job position were posted on the company website

-a CEO residing also as the head of the Board 

-CEOs dating employees

-a CEO screaming and accusing an employee of failure, embarrassing them during a team meeting 

-a manager verbally assaulted (yelling & accusing) a staff member, using vulgar language (like fuck) and made this coworker feel too intimated to report them

-a manager who said, "Dance for me and I'll give you a dollar." Three dollars are actually still taped to a wall from when a staff member shook her breasts for that manager

-a manager giving elaborate gifts and having personal/sexual conversations with two staff members 

-delaying the termination of a manager who was having intimate relations with two staff members 

-giving severance pay to the sexual abuser when they were fired 

-not reporting the physically abusive threats and severe harassment conducted by the sexual abuser upon two staff members, only because the perpetrator was just fired

-not reporting the sexual assault of a minor

I propose an operations shutdown so PAF can focus on leadership and team restructuring. I think the building project should be put on hold until our house is in order and funds are secure. Until HR is held responsible for their actions and PAF brings justice to its workers, I'm afraid this is sayonara for me.

Project Angel Fouls Part 7

 As a student of both psychology and philosophy, I pay a lot of attention to the whys. Working at Project Angel Food, a well-known Los Angeles nonprofit, has made me realize they operate from a “the end justifies the means” point of view. You may have heard this phrase before, but what does it mean? In my Philosophy classes, I learned this is a logical fallacy (invalid, flawed, error-filled) found in political Consequentialism. Linguistically, Affirmating the Consequences assumes the ending or result of something while also ignoring interferences. In syllagim form it looks like this: if A then B, it’s B therefore A.

For example: recently PAF is having a conflict with my Cesar Chavez Holiday benefit. Our Employee committee voted to have an extra Floating Holiday (8 hrs of basically vacation) on top of our already given one for the year. Thus, every employee would have 16 Floating Holiday hours. However, despite working on the Federal Holiday (my regularly scheduled day) I was informed that I only have 8 hrs of Floating hours because last year there was a glitch that didn’t put a cap on my Floating Holidays resulting in a -8 hrs this year. Despite this being their error and the fact that on my end it shows no request for this third Floating Holiday, they replied “At least you got paid” and “Legally businesses don’t have to give you Holiday benefits.” If (A) you got paid, then (B) you got your holiday benefit. It's (B) therefore (A). 

They are ignoring the fact that the pay app constantly has errors and that a holiday benefit is yearly. This can lead to a circular argument.

If (A) you used three Floating Holidays last year and you're only allowed two a yr, then (B) you only get 8 hours this year. It’s (B) therefore (A).

Again they're ignoring Federal Holiday "rules" to pay me less.

Another example: In our last Dispatch meeting our Supervisor addressed the ever-present problem of staff conflicts. She called it pride since we weren’t working as a team and to “just help.” She said we shouldn’t ask if it’s within our parameters/scope/department/wants; “we’re here to work so work.” If (A) the staff are not getting along, then (B) it’s their primary fault. It’s (B) therefore (A).

This assumes the problem is one-sided and easy to fix.

 If (A) staff just work as a team then (B) there will be less complaints. It's (B), therefore (A)!

This assumes that if staff just do this one thing, everything will get better. As well as ignoring that our complaints aren't about team members. Work culture is created top down.

It makes sense that a business would operate in such a way that they are not to blame. It makes sense that a business would justify their ways if it meant making (or keeping) their status (money and power). However, as stated above (and in previous posts), this is a nonprofit. We are for the people, made by the people. PAF time and time again seems to battle this ethical question: who’s important- the clientele, the volunteers, or the staff? When the answer is everyone; however, if the net is weak how will it be a good support? Yes, we serve a very ill clientele. Yes, we need to stay open because hunger never ends. But this does not diminish, rather demands the rights of workers. We need to be constantly reminded of our value just as much as being reminded of our mission.

The logical argument against our flawed one is dennying the consequence: A, then B. It's not B, therefore not A (Modus Tollens) Simply put, it is a logical argument based on deduction and noting the conditionals in either one or both premises. It uses the rule of Inferences. Remember correlation does not mean causation! 

If we run this through our two examples without first filter of benefiting profit over people we would change the argument possibly like this:

1. If (A)all Federal holidays are honored by PAF, there (B) is a benefit for Caser Chavez of +8 Floating holiday hrs by PAF. If there's no (B) benefit given for Cesar Chavez; therefore, not (A).
   

I am the only I have found having this problem so far. But others has expressed lost vacation and sick hours which runs in the same system.

2. If (A) the staff are properly equipped and supported with their conflicts, there would be less meetings about not working as a team. If there's no (B) decline in meetings about working as a team; therefore, not (A).

Just telling someone to do something doesn't imply they know how to do it. Although we would want to hire healthy employees, we can't be sure of people's coping mechanisms until the moment arrives. As leaders, will we model the teamwork we expect?

I have studied Principles in Nonprofits, Multicultural Issues in Human Services, Research Methods for Human Services, History of Modern Philosophy, Community Change in Human Services, Multicultural Psychology, and Philosophy of Social Work. I know some things I fear they should have known. We all need to continue to learn and grow. I’ve learned that I can’t trust management at my job. I’ve learned that for PAF, “as long it takes” translates to “by whatever means it takes.” This might seem great, but it’s full of brokenness like the internal fallacies they’ve given sway to. So long story short, I’ve decided to go back to school in hopes of one day taking over my HR’s job…Do you think they’ll cover some of my cost? (It’s in the handbook.)

*For information on this logical fallacy here are some resources to better explain

Affirming the Consequences Video

Critical Thinker

Logical Thinking

Validity and Soundness

Project Angel Fouls Part 6

 Happy A(ngel) Fools!

As a tribute to this joke-filled day known as April Fools, I thought we could bring to light all the times Project Angel Food has brought tears to our eyes.

Let’s start with the relatively recent investigation conducted by attorney Drew L. Alexis. Mr. Alexis was hired by PAF’s Board of Directors after I wrote an email about concerns with Human Resources and the CEO. The concerns addressed but not limited to were-

• HR not assisting employees in understanding insurances/benefits

• HR implementing new policies or changes without properly informing all staff

• Using photos (for years) without people’s written consent

• Using employee’s first and last name (for years) on their website without employee knowledge

• HR delaying for half a year in giving two employees proper compensation for doing management duties i.e. Inventory, merchant purchasing, conducting discipline (one of which is still not getting paid)

• HR allowing severance pay to a fired employee who had sexual interactions with a minor volunteer-this same employee also threatened a staff member through texting which was never taken seriously (none of this was taken to the police)

• HR delaying the termination of a manager who was having inappropriate relations with two employees, verbally abused someone, and sexually harassed another by offering a dollar if they “danced for him.” 

• HR lacking the tools to de-escalate situations which lead to police being called several times to escort employees

• HR not informing department managers about the termination of their own employees

• HR showing favoritism by firing one person but suspending another for similar issues 

• A CEO who bluntly disrespects their workers 

• And a CEO who makes more financially than what is reasonable

It should come to no one’s surprise that only some of these were found to be “substantiated,” but all of “those facts did not give rise to a policy or legal violation.” I may not know all the laws, but I’m pretty sure the consent thing is a big one. Interviews were only done with some employees and of course Mr. Alexis never interviewed the two people who had physical proof of wrongdoing. It was all dubiously carried out in my opinion. The interviews were sometimes conducted while staff were under management’s eye. I had a coworker directly tell me that they were afraid of what to say since they knew their boss could hear. 

Let’s continue being humored, shall we:

• PAF continues to have errors in their computer systems causing there to be lost benefit hours and pay. Perhaps their auditor since 2017, Windes, could give them a helping hand…or even the new tech-savvy manager they hired in dispatch who seems to be adding more duties to their job description than originally stated (the other joke is that their job didn't come with a written out duty list)

• PAF continues to use vans whose doors have been so busted that sensors beep unceasingly while you drive or just fling open if you don't close them "right;" thus, causing fruit and meals to spill out.

• Our Dispatch Supervisor had assumed that all we needed was Clorox wipes for our vans, but after months of working there she finally entered a van to see the grotesque interior. She immediately hired a professional cleaning crew. 

• It was announced at our recent meeting that PAF offers tremendous discounts through a program giving us deals in electronics, movies, gyms, therapy, etc. This has been around much longer than anyone knew, but this was the first time HR was forced…I mean asked… to send us the information

• A recent coworker got into a very bad accident while on duty on a Friday and was told to come back to work from HR that following Monday. HR even argued with the employee’s doctor note that said they needed at the very least three days off. HR told the employee that those days included their weekend.

• That same coworker had major surgery last year and was relentlessly asked to work sooner than later. When the employee confronted HR about being more relaxed with a previous employee’s injury recovery time, HR stated, ‘That was then. This is now.’  

• A whole day was recently dedicated to reorganize, label, and count items in the freezer. Our Supervisor’s idea of attaching wood pegs to each cart to hold colored flags signaling FIFO (first in, first out) was immediately met with struggles that could have been avoided if better prepared. First, the peg attachment was too high for most of the staff to stick the flags in. Second, the peg holes were too small/tight for the stick flags. Third, none of this labeling system was discussed in detail with the kitchen staff leaving them very confused.

• Our driver phones that have clientele information accessible when logged into our app still do not have a lock on them despite this being a HIPAA violation and one of the cell phones already being stolen

• I had to tell this organization (that's a huge LGBTQIA supporter) that it was inconsiderate to write on birthday bags a person's gender, especially noting if the person was trans.

• It was such a big deal that PAF transitioned from using Styrofoam bins to blue insulated bags to transport meals in, but more and more drivers find it a lot more convenient to just put everything in boxes so that they don’t slide while in the van

• Numerous times I have heard coworkers know more about the operations of things than my direct managers. 

• I seem to be missing the punchline for why we’re required to wear hairnets and gloves while packing fruit when they’re already dirty from the previous people and packaging. It would make more sense if we cleaned the fruit for the client; thus, making the gloves necessary. But we don't.  

• I recently had to take two sick days, but with the amount of sick time I had it wasn’t enough to cover two full days. When I met with my manager about it, my accumulated hours were less than when I last checked. He called HR so he could understand how it was correct. HR then tried to explain all of this to me but stopped in the middle of it and said, “Ohh, wait..no, you are right. Something is off here.” After we agreed I would have both days fully covered I saw my check received only two hours for one of them. Again I reached out to HR who now undermined our last conversation and said there was a misunderstanding. Funny right? Simply hilarious that someone who lives paycheck to paycheck should only get two hours for a sick day when there was vacation time HR could have applied…

• And the best for last, even new hires are being told "There's this blog about us..."

I hope to have more gut-busting foolery as the year continues.

Until then, I'm hoping Attorney General Rob Bonta catches wind.

Share your stories today!

File a Complaint  

Project Angel Fouls Part 5

 Before I continue listing what is wrong at Project Angel Food, I want to acknowledge what they are doing right:

• Increasing their clientele (currently 2,500 pr day*)

• Expanding their meal plans to include other critical illnesses (currently 13 tailored meals*) 

• Continuing to reach large audiences & have large connections

• Implementing safety precautions like enforcing food handler training for all staff

• Continuing to have thousands of volunteers per year and retaining those same volunteers

• Creating an employee committee to address employee concerns

• Increasing technology to better handle routes and clients 

*Stats from Projects Angel Food

With any progress comes transitions, bumps, and curveballs. These issues are nothing new. The problem lies in how they are being addressed-which is either not at all or a little too late. With increasing numbers comes increased work. As mentioned in previous posts, PAF has practically tripled their employee count since before COVID hit. This has helped with the influx of clients that happened during the same time. I recently spoke with a Client Services worker who noted that there used to be only four staff members in their department compared to the current seven. We estimated that each client services worker has about one hundred+ clients. I asked, “Is this doable?” They responded, “We’re doing it.” 

As someone on the frontlines (so to speak), there is a major difference between “doable” and “doing it.” In a classroom setting it’s a good practice to have ten kids per teacher. In case management, the max is about fifty but more reasonable thirty. Having over a hundred clients per staff member means things fall through the cracks. On numerous occasions, I and other drivers have experienced unresponsiveness from CS when needing to reach a client due to an issue. Notes from drivers regarding gate codes, parking, or cancellations that CS is in charge of get delayed sometimes for weeks or worse never added. There have even unfortunately been clients who have moved or deceased and are still on our routes. CS does what it can, but what we need is more staff to meet the mark we’re missing. Doable means logical. Doing it means pushing past our limits.

The increase in meal plans has packed our freezers to the brim so much so that we’ve had to permanently install a trailer freezer in the parking lot which limits the already small number of parking spots. Our expansion/building project has already had its “groundbreaking ceremony” but we probably won’t see actual groundbreaking until summer 2024 or so. This will mean taking over the buildings/businesses next door (the same place that just redid their parking lot a month ago). I had suggested we look into the vacant building a few blocks up Vine which already had the building and parking space we needed, but I’m not sure as to why that was declined or if it was even researched. 

Increased meals also have meant more products that we now depend on-like cottage cheese, almond milk, and greek yogurt. Just like the problems we already had with the fruit, sometimes the items shipped aren’t up to our standards and have to be returned or simply arrive late. I understand this is a supplier issue, not ours. However, just like the problems we have with our vans-we CAN NOT depend on one source. We need multiple sources for when the first is unavailable. In the long list of funders we have and the powerful members supporting us, I would suggest partnering with grocery stores and mechanics. Continuous changes and substitutions in our food supply more often than not cause confusion among coworkers. Never has there been an all-staff meeting in Dispatch to show how to pack our special breakfast bags. Instead, we rely on sheets of paper with multiple and continuous edits. Soon only one or two staff members only know how these things are supposed to go while the rest of us are in the dark and then they get angry when others aren’t helping. Managers expect coworkers to teach others along with the volunteers, but the issue is that not everyone is a good teacher and even if they are, arguments arise on who is right-her way or his way? In addition to these directed meetings from managers, I suggest a large whiteboard with the lists and labels on shelves.  

Working with vulnerable clientele means we must have work conditions that are higher than most businesses/organizations. Our new Dispatch manager has incorporated that in addition to the face masks we continue to wear in the kitchen, Dispatch should also mimic their dress code of hair nets and gloves. This seems like a wise choice; safety is better than sorry, correct? Food Safety requires these items when working with open or ready-to-eat food. The difference between the kitchen and Dispatch is just that-we work with frozen meals and packaged items, placing them into bags to go back into the freezers for the next day’s delivery. Does it really make sense for someone working in a freezer all day to have to wear a hair/beard net and gloves? It seems more like a waste of our resources than being cautious. There are even talks of a uniform which shouldn’t surprise anyone in the workforce. Personally, I take the stand I did when my high school had the same debate. Uniforms take away individuality and are not economical. If the reason for a uniform is to easily identify who is a staff member versus a volunteer, I have suggested that we have name tags with our pronouns. Earlier this year name tags with our pictures were given, but only to a few people and then it stopped. Again, not sure why?

Technology has significantly gotten better since I began but is still behind. It’s been a year now since we’ve implemented driver cellphones (yes, before we used our personal cell phones) with a client delivery app. This (in addition to the phone holders we finally received with them) has helped in many ways. Our hope is to keep lessening our paper usage, which is wonderful. The complaints from many drivers have been that the app is too clouded with information we don’t need, in a format that doesn’t make sense, and has problems with GPS-leading to an approximate location as opposed to a direct one. I and several drivers have transitioned from Amazon and admit that their delivery app is the one thing they do excellently-it’s sleek, simple, and to the point with the information needed for drivers. Our app has cost a lot of money according to higher-ups. My question is must we stay with it? What was the research that went into what apps are out there? Why couldn’t we again partner with a tech company? PAF doesn’t even have a tech department. It wasn’t until a Dispatch meeting that one coworker spoke up saying they loved working with technology and were willing to help with this app/routing. This was of course after two staff members had quit from the frustrations. 

I was invited to join the Committee Staff from HR. They said, “You have great ideas. We need people like you who will bring these things to our attention and bring changes. Now it’s not to make your job easier but to benefit everybody.” 

This is why I write. To benefit the body that is called PAF.

Project Angel Fouls Part 4

 An organization is organization. It’s supposed to make sense. 

Organizing a nonprofit (NP) and for-profit (FP) can be very similar. They both have a Board as their governance. They create mission statements (although this began in the nonprofit sector) and draft visions. Each one has an Executive Director/CEO, a financial advisor, and lawyers. The list can go on.

The difference between them is that the Board in a NP volunteer their time and resources. Nonprofits are not a pyramid. They do not make money to serve the head-although they can serve themselves just as much as a corporation. A NP mainly receives (sometimes internally makes) money to serve the needs of the community (uschamber). 

It is important to note though that a NP can have Board members who are also employees, although this is not highly favored due to the possible conflict of interest(s). Similar to it not being the best idea to post religious symbols in a public space at your business (which PAF hasn’t shied away from). If a NP does have employees on the Board, they are legally not allowed to vote on specific decisions-especially financial ones that impact themselves. This should be laid out clearly in the NP’s bylaws (governing procedures) that were constructed along with their specific tax filing.

Simple enough right? 

According to Project Angel Food’s website, it has twenty-one Board of Directors with three CEOs, nine executive staff (counting Richard Ayoub again), fifteen Board of Trustees, nine Ambassador Councils and according to Human Resources (HR), around ninety employees. Mr. Ayoub sits on the Board and is a CEO. Our supposedly “sister companies” (according to PAF’s  Dispatch Supervisor), Project Open Hand, Open Hand Atlanta , and Mama's Kitchen do not even do this. However, PAF’s Bylaws (available upon PAF request) allow this to happen with the stipulation one can not vote for being paid as a Board Member and that the pay is “just and reasonable.” Unfortunately, hearings from voters are not made public to see how this technically pays out, I mean plays out, for Ayoub.

A NP is made by the people, for the people; thus, should be the faces of those people. PAF does well in photographing its events and ambiance, but perhaps too well or... too Hollywood-the same accusation workers had with their first CEO. Ayoub and celebrities become our “new face” with the occasional picture of staff posted on social media. (Note: It wasn’t until a couple of months ago did we sign a release of our photos/names due to me addressing the issue.) We understand the image that “has to be presented” to make it in such a city, but when “saving face” becomes more important than those working their butts off the NP has lost its vision. Ayoub is not someone who takes criticism well, will hide what's going on, does not know his employees, and lacks general respectful people skills. PAF, according to one Dispatch manager, “is not what it used to be.” It may seem like it’s for the people but the money speaks differently.  

“Currently those with gross receipts exceeding $1,028,500 for any year” (Guide For Charities, pg. 39) are considered a big NP by the Attorney General Rob Bonita of California. Which is four million less than what it seemed to be in 2005 according to the Center of Nonprofit Management’s Southern California Nonprofit Sector Report (pg. 20) Some of the largest revenues seen in ‘2020 by nonprofits were Feeding America ($4.21 B), Salvation Army (5.79 B), and Goodwill (7.41 B)’ (Forbes). In CA. specifically, the top dollar NPs are Kaiser, Schwab, and Dignity Health; with the biggest hubs of nonprofit revenue coming in from Los Angeles & San Francisco (CauseIQ). 

PAF sits right in the epicenter. In 2020, PAF brought in $11M. In 2021, $13M. And in 2022, $12M. (PAF Financials). According to Nonprofit Explorer, in 2020 Ayoub made $205,000 with an “other” of $12,570. In 2021, $225,606 with an “other” of $13,117. And in 2022, $234,859 with an “other” of $39,001. Executive compensation has only been around 4% of the cost while other salaries and wages have been near 40%. Interesting how a NP leader can still get a significant raise even if revenues have declined, but those “below” get less of a raise because there was “no inflation” this year. (Truth is there was just less inflation (consumer price)). PAF proudly displays that “our driver starting wage went up from $17.50 in 2021 to $23 in Oct. 23…a 32% increase in two years, with the new starting wage being $21.25.” It is true that this is higher than LA’s minimum wage and for a single-person household, this is considered “livable” (LivingWageCalculator). 

What they don’t reveal are the workers working outside of their scope or “wearing too many hats” and not being compensated for it. It’s nice to just say everyone gets paid decently and easier to make people do more when it's for a great cause, but this is what causes burnout, tensions, and high turnovers. I know one coworker who was doing management duties for months alongside their original position and not being compensated. Countless times they told HR and Ayoub, “This is it, either I get a higher wage or find somebody else.” The leadership delegated over and over again; they even brought in a new manager to help fix things. This manager still allowed this coworker to do management duties without being compensated and depended on them to come in earlier than themselves. Then, surprisingly during the time we were under investigation (future blog post), this coworker finally got their raise. However, there is still another coworker I know who has gotten two titles due to new responsibilities and still hasn’t been compensated.

When an organization gets messy and in my opinion Project Angel Food has, it's time to re-evaluate and re-adjust. A nonprofit needs to make sense to the community because it operates differently internally (or at least it should). A nonprofit can not evaluate itself, it takes the community. How would you judge Project Angel Food? What has been your experience?  

Project Angel Fouls Part 3

     The key to successful relationships is communication. This is no exception in the workforce. To many employers, however, Managers jokingly call themselves "the parent" which translates to: "My way or the highway," "Might is Right," and "Discipline is the greatest teacher." As a person who has gotten an education in psychology and nonprofit management, I have seen how Project Angel Food falls short in regard to having a successful relationship with its employees. Even without a degree, it doesn't take long for someone to see the breakdown of communication which influences our high turnover.   

Years ago my class studied successful businesses. At the time one of the happiest places to work was Southwest Airlines. Shouldn't a nonprofit whose mission is to help save lives through healthy food echo this? Instead, I hear more and more people applying to other jobs. I repeat what I have said from the beginning- I LOVE MY JOB. In fact, it is the ONLY job that I've ever said this about. But when leadership would rather make a profit than create a lasting, stable community no matter how important the mission, the workers will become extinct. A house divided can not stand. 

Break down in communication at Project Angel Food looks like: employees getting yelled at for doing/not doing something but never being informed about the change, last-minute meeting announcements, shouting matches between staff, not honoring past agreements, and divided management. Direct examples range from arguing about where exactly on the floor the kitchen starts and dispatch ends to when our shift ends on a holiday (literally three different answers were given today). I am not saying as employees we are perfect (no one is) and I don't expect management to be either. What I am saying is as much as training is harped upon employees (in any business) to do better, the same should be required from leadership. A whole staff meeting or biweekly meetings are not going to solve all the issues if the management is not healthy. 

Many today and before me have advocated for a union. Unfortunately, with the scare tactics and stress-inducing leadership, many employees have shrunk away from continuing to fight for our rights. Signs have been put up in break rooms, in hallways, and TV screens about how great this organization is to its workers. This then creates the image that all this fighting is in vain and worse those who continue to push against this system are the "true enemy." Unions are the reasons we have breaks, vacations, sick leave, raises, etc. Unions restore the healthy balance between people. It's no longer, "I'm the parent, you are the child. I give the command, you follow." Unions allow all of our voices to be heard and actually get past the meeting's notepad. Yes, PAF has gradually worked on getting everyone's input. They even established an Employee Committee...that you have to be asked to join by management first. Unions give the workers the same legal authority to say no and yes to procedures. There are no surprise last-minute decisions leaving half the staff boiling; instead, we all come together as the team we signed up to be. Unions do not say we hate our company. It acknowledges that we are the company.

In my opinion, PAF could be one the happiest places to work just like Southwest. They have the backing and power of many influential people. For a place that gets so much air time, it should be a place its employees won't shut up about for good reasons. The power we have in the community should be backed by an even stronger team. Some solutions to this, especially as we move forward in expanding, I believe should come in the form of:

• leadership training not just in policies but in group dynamics

• One of the best nonprofits I've served with was the Royal Family Kids camp. We were given training through the Empowered to Connect Conference that I found so influential not only for children in foster care, but all of us (since many of us are just big children) that I introduced this material/concept to the work field. The key isn't having someone in charge telling the other what to do. It's to challenge that very mindset which then allows procedures to follow naturally rather than forced. We are in a partnership and each person is a gift. Management should promote, encourage, and equip its staff with safety, freedom of individuality, and mutual respect. Practically this looks like leadership taking courses that address psychology giving them the tools on how to work with many types of people. Refreshment courses as such are required of other professionals; why should we be any different?       

• Team building activities 

• For five years I was a part of a nonprofit that implemented team-building activities frequently. Team building activities can be simple and fun, challenging and impactful. They can be quick and take place around a table, but again pulling from child psychology, it is always better to do something physical (physical movement also helps the brain function better). I would recommend an outside or event space away from the office. These shouldn't be just going around the room saying your favorite movie, these should require a significant amount of time. It should bring the body together in a way that highlights everyone's abilities. Then afterward a reflection should bring about a new fund appreciation for each other. 

• Meetings with hands-on training/reminders/walk-throughs

• It is said that if you love what you do, you never "work" a day in your life. This is why I would suggest this particular order in restructuring the work culture at PAF. Business meetings come after management is healthy and employees are well supported. It is proven that rows separate more than unite; thus, I would suggest encircled meetings. Every meeting should be recorded in some form, include a brief summary of the last meeting, strengths, weaknesses, and areas of opportunity. Meetings should not just be all sitting down. When operations or systems change, a physical demonstration should always be carried out to accommodate those with different learning styles. For example instead of having everyone arguing about where the kitchen begins, take the staff on a walk-through so everyone gets the same message at the same time.     

• Agreed upon clear signage w/ directions  

• Instead of spending money on signage about how many benefits we get, we should have more signage (colorful and clear) with precise directions on how to carry out certain functions. It wasn't until earlier this year that (with the recommendation from one staff member) was a sign about the correct order of putting on kitchen equipment posted to eliminate the sore throats of the Volunteer Coordinators. This should also be done in dispatch; signs echo what should have been already physically demonstrated. All staff should know how to carry out all their duties in their department. Management likes to put the responsibility on the staff to show other staff how to do things. Although a good manager delegates, they must first make sure everyone is on the same page. It should not be the responsibility/duty of a staff member to ask how to do something after months of working there. Everything should labeled and have its designated location and everyone should be shown this. 

Project Angel Food has a motto that says: “For Life, For Love, For as long as it takes.” Greatness begins from the inside, so if we are to accomplish this mission we must do some inner work. We must walk the talk not just talk the talk.

  

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 why 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! 

Project Angel Fouls Part 1

I have worked with Project Angel Food for the last couple of years. In the beginning, I had no idea what I was getting into; I had never heard of them! This is ironic for someone who has a non-profit background and the fact that this is a very well-publicized organization. Right from the start I was thrown off by how unorganized and unprofessional they were. Hired in September of '21, the height of the pandemic and PAF's exponential growth of employers, I was told a start date that fell on either a holiday or weekend which meant the offices were closed. Then I was told a different date, which fell on a Sunday. I arrived expecting to get behind the wheel along with the other recent new hires. The manager asks if I've done any paperwork, for example filling out their insurance forms. "No, this is my first day." Only dispatch is open on Sundays, so I had to come back the next day. This didn't bother me but immediately communicated a poor lack of attention to detail. This manager told me to arrive in the morning but not right away since the other manager I needed to speak to might come in a little later. Again I arrived, but this time met with hostility: 'Weren't we supposed to meet at such and such time?' 

Within the first month, I and other employees discovered that one employee was very immature...unprofessional... inappropriate....and intolerable. I personally heard this employee comment on the underwear of another's and what was worse it was a homophobic joke-something they did not shy away from! This employee still works for PAF today. 

I've driven and still drive vans that are falling apart (just like Amazon's). One employee finally quit after being miles away from base with a van whose sliding door wouldn't stay shut. I had to go rescue this person. This same vehicle I later had to drive and was not informed how to "properly close it " due to its damage. I ended up hurting my wrist from slamming it all day.

Today after being told since January about raises and having them pushed back twice we received them. $1. Of course, everyone is going to jump on it because we live in Southern California and need every cent, but $1? After taxes that's not even going to buy a McDonald's cheeseburger! This "raise" was a major slap in to face to employees who for months been "helping managers" with their duties and not being compensated for it. I was told however that last year's raise was more due to inflation...how every year it's going to fluctuate because we're a nonprofit and won't always bring in the income. Yet, just a couple weekends ago we held a very well-to-do ceremony where we award generous donors...

I love how when it comes to a matter of pay those in charge are quick to remind you we are a nonprofit, but when it comes to enforcing their new policies it's always, "Nonprofits are run just like businesses."

Who's going to fight for us? The CEO, Richard Ayoub, who makes $230,000+? The same person I've heard say to my manager, "Look at me when I am talking to you!" (Right...right...and this coming from a white man to a black man is even more distasteful). The same person who shoos people out of his office and brings in a majorly expensive Union Buster. The same person who's allowed to park (with their 'new' tesla) in our small parking lot but not the rest of the 90+ employees.

Or

The Human Resources Supervisor, Francisco Perez, who told me personally that he "can't be responsible for answering every email" after I had emailed him a total of four times concerning applying my Short Term Disability benefits. The same person who months ago was trying to implement a points system to control time theft and said that "even if public transit were the cause of you being late you would still get a point." The same person who entered his same contest for a holiday celebration we had which involved financial prizes.      

I am not the only person who has experienced hurt and seen violations at PAF. In the coming weeks with these individuals' permission and respecting confidentiality, I will be sharing their stories. Why? In hopes that someone hears us and can bring justice, reconstruction, and create a different work culture. Project Angel Food may be all glitz and glamour on news stations, but behind the scenes, we have managers who slept with coworkers, police called on angry employees, sexual assault cases, and served chicken with feathers.  

May it be known that I am a whistleblower and I love my job. I love its mission. 

We deserve to be heard because we deserve better.