Minneapolis Coffee Shop Expanding To Help Homeless Youth
As of 2019, there were more than 35,000 homeless youth in the U.S., with an additional 550,000 young people between 18 and 24 experiencing homelessness for longer than a week. Most often this is a result of family conflict coupled with poverty, mental health, substance abuse, and other contributing factors. The pandemic hit the homeless youth especially hard, as already limited access to hygiene and shelter resources became further strained by social distancing measures and school closures.
Despite these dreary facts, a Minneapolis woman is determined to make a difference in her community. Carley Kammerer, the executive director of Wildflyer Coffee, provides skills training and support—as well as an income—for young people experiencing homelessness. When Kammerer first established Wildflyer, the organization employed four to six young people to sell simple pour-over and iced Dogwood Coffee drinks at local farmers’ markets each season. It now expanded to a brick and mortar location and is in the process of expanding both its coffee service and its training program.
Before starting Wildflyer Coffee, Kammerer had been working youth experiencing homelessness for about eight years in different capacities. Since Kammerer’s parents owned a coffee shop when she was growing up in Wisconsin and she had roughly 10 years of barista experience herself, she decided to start a coffee business to help address the problems she was seeing in the youth with whom she worked.
She spoke with other social workers and case managers to understand what was working and what wasn’t when homeless youth tried to get and maintain jobs, and she used their insights to develop Wildflyer’s six-month program. By offering extensive training and real-time coaching when issues on the job arise, the program is designed to help bridge the gap between life on the street and entry-level positions.
“I saw the same youth cycling through drop-in centers and outreach programs and there wasn’t a lot of traction to get them out of that cycle. Youth don’t always know how to do well at time management, customer service and dealing with managers professionally” Kammerer said.
Her goal was to run a business that would meet homeless youth where they are, offering flexibility and understanding while fostering the soft skills and customer service-focused development that would help them meet the demands of the job market. When she founded the café she said “What if we knew what we were getting into and planned ways to handle skill development rather than fire them?” When challenges arise, Kammerer and her team talk through them with the youth employees, focusing on causes and potential future solutions. With her social work background and contacts, she’s also able to connect youth to services and resources to help stabilize their situations.
Kammerer is now able to increase Wildflyer’s available employment hours from 200 per year to a minimum of 3,000 per year. She expects to employ roughly two six-month groups of 10 to 12 young people. Moving forward, Kammerer plans to focus on what she calls Phase Two of Wildflyer’s work: partnering with local businesses to hire its graduates. So far, another local business, Butter Bakery Café has come on board as the first Phase Two partner dedicated to hiring graduates with an understanding of their situation. Kammerer’s business had to adapt to the pandemic but those challenges haven’t seemed to deter her from making a difference in the lives of people in her community.
