More than $8 to $9.50/hour
When I started Champion Access the goal was to improve economic mobility by creating access to better jobs for people of color who grew up in zip codes with undeservedly low glass ceilings. The Champion Access program was an extra layer of support in the form of training that would catalyze the transition of our graduates from a minimum wage job in the fast food industry into a managerial position in the fast food industry. The difference in annual earnings is upwards of $20,000. And it wasn’t only to be beneficial for our participants – it was to be beneficial to our partnering restaurants also: better trained staff, improved morale, and reduced turnover. Ambitious, but doable I thought. This would be a huge feat.
After running three programs, I’ve seen the majority of our graduates earn promotions (and retain their jobs), but not to the level that I had anticipated. Graduates are excited to have gone through the program, to have earned a promotion, to be recognized by their managers… but the majority are still ultimately stuck in roughly the same situation as they were before Champion Access. Gulp.
That’s a tough pill to swallow. Granted, we are still in the early stages working to figure out our mechanism to achieving the Champion Access mission and we were transparent about this from day one. Our programs were “pilots” – each subsequent pilot program was refined based on lessons learned from previous pilots. After refining three times, we would take stock of our overall results. If they weren’t where we wanted them to be, we needed to re-think, strategize, and prioritize. Right now the Champion Access GPS is “recalculating.”
Rethinking feedback
During 2011 I received a ton of feedback from nonprofit and social enterprise professionals. There were a few recurring comments/questions:
1. There aren’t many non-poverty wage positions in the food industry (especially the fast food industry) are there?
2. Is helping a crew member transition into a managerial position displacing the current manager who comes from a similar background?
3. Is soft-skills training marketable? Won’t someone from a low-income background still be perceived as a person from a low-income background, and therefore inferior from a management perspective, as someone who is more… “polished”? Perhaps this is an opportunity to tie in a technical skill to your program…
4. How do you know that the individuals you are selecting wouldn’t move up on their own?
5. This is an important mission.
Here is briefly how I would answer these questions:
Re #1: It is true that there are far more low-wage positions in the food industry than salaried positions, but there are high rates of turnover at all level, so there are always opportunities available. In addition, the food industry is one of the fastest growing industries in NYC post-recession [insert relevant percentages, etc.].
Re #2: This is tough, but not always. Most managers at fast food have a higher level of education and training (and presumably a more “desirable” zip code growing up) than Champion Access graduates. [Obfuscation was my old standby for this difficult question]
Re #3: Nearly all employers, owners, and managers identify the ability communicate effectively and lead a team as the foremost skill that a manager at a fast food restaurant needs to possess. The technical stuff “they can be trained in.” [reference NY Times articles, academic papers, etc.]
Re #4: Because we look at a workers history and we only select people to be in our program who have a [1 - 2 year] work history without ever earning above [$8.50/hour] or holding a supervisory position.
Re #5: I agree.
Here is briefly how I would answer these questions today:
1. That’s correct. There are not. There is industry growth and positions opening up, but, yes, the ratio of low-wage to sustainable wage jobs in fast food is in the ballpark of 10:1. I might even reference Julio Cammarota’s research paper on mobility in fast food.
2. Similar to above and I’d add that displaced person is in a better position to find other sustainable jobs in the food industry and beyond.
3. As important as soft-skills training is, this isn’t something that you learn overnight and requires exposure in environments where these sorts of skills can be cultivated. I don’t think that soft-skills training alone is marketable. Technical skills coupled with soft-skills learning can mitigate this challenge. Being a manager provides some context for these skills to be developed.
4. Same answer as above.
5. I still agree.
The Future - 2012 is a year of possibility for Champion Access
We know our destination and we are working on figuring out the path while maintaining correspondences with current graduates. One thought that the board and I have been discussing is creating an opportunity to develop a franchise restaurant that is owned and operated by Champion Access and it’s participants. This mitigates marginal hourly earning by allowing participants to accumulate assets while learning to be an owner/operator of a food concept (by BEING an owner/operator). Using a franchises brand would mitigate industry risk and make the operation more fluid from a logistical perspective.
If you have thoughts, suggestions, and/or ideas, I’d love to hear from you.
We know our destination and we are working on figuring out the path while maintaining correspondences with current graduates. One thought that the board and I have been discussing is creating an opportunity to develop a franchise restaurant that is owned and operated by Champion Access and it’s participants. This mitigates marginal hourly earning by allowing participants to accumulate assets while learning to be an owner/operator of a food concept (by BEING an owner/operator). Using a franchises brand would mitigate industry risk and make the operation more fluid from a logistical perspective.
If you have thoughts, suggestions, and/or ideas, I’d love to hear from you.


