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Community Banking to Community Building

At the heart of our business is the local community bank branch. But a local bank branch, especially in underserved neighborhoods, can be successful only when it fits the community’s needs. That’s why, over the last several years, we have shifted our approach from community banking to “community building” – a boots on the ground approach to better serve the needs of our local communities.

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As we celebrate Juneteenth this year, we are reminded of the promise and hope of the future.
As we celebrate Juneteenth this year, we are reminded of the promise and hope of the future.

Juneteenth is a day like no other. It is both a celebration of freedom and a reminder of the work that still must be done to bring about a more equitable society. So, as we recognize Juneteenth this year, now is the time to harness what unites us and help bring about changes that benefit all communities.

Taking actions focused on racial equity, along with diversity and inclusion, requires collaboration and building trust in the community. JPMorgan Chase is helping to drive sustainable changes through its five-year $30 billion racial equity commitment. With a business-led approach, this commitment aims to help address key drivers of the racial wealth divide in Black, Latino and Hispanic communities by investing in them directly.

Since its launch in October 2020, we have deployed or committed more than $18 billion toward our $30 billion goal. To sustain this progress, we must measure this effort and listen to feedback so we can have even greater impact in closing the wealth gap.

Here is just some of the progress we’ve made toward our commitment while working alongside our community partners across the country thus far:

  • Helped homeowners save money on their monthly mortgage payments by refinancing 19,000 of our 20,000 incremental loans goal
  • Approved funding for approximately $13 billion in loans to help create and preserve more than 100,000 affordable housing and rental units across the U.S.
  • Expanded our homebuyer grant program to $5,000 to help with down payment and closing costs
  • Helped customers open over 200,000 low-cost checking accounts with no overdraft fees
  • Spent an additional $155 million with 140 Black, Hispanic and Latino suppliers
  • Invested more than $100 million of equity in 15 diverse financial institutions that serve more than 89 communities in 19 states and the District of Columbia
  • Mentored more than 1,000 Black, Hispanic and Latino small businesses

Creating Community Impact

At the heart of our business is the local community bank branch. But a local bank branch, especially in underserved neighborhoods, can be successful only when it fits the community’s needs. That’s why, over the last several years, we have shifted our approach from community banking to “community building” – a boots on the ground approach to better serve the needs of our local communities.

Our Community Center branches are the most tangible symbols of our commitment to community building, as they were created to be a unique space in the heart of urban communities that hosts grassroots community events, small business mentoring sessions and financial health seminars.

Currently, we have 12 Community Center branches in neighborhoods like in Oakland, Stony Island in the South Shore of Chicago, Crenshaw in Los Angeles, and Wards 7 and 8 in Wash., D.C.

We’ll continue to add these Community Center branches in underserved communities in Miami, Atlanta, Baltimore, Philadelphia and Tulsa by the end of this year. We’ve also retrofitted over 300 existing branches, to now include spaces for the community to use to help expand access to banking and boost financial health and inclusion among Black, Hispanic and Latino communities.

A More Diverse Workforce

Creating a lasting impact is just as much about the people we hire as it is about the programs we implement. More diverse teams will allow us to generate better ideas and better outcomes, enjoy a stronger corporate culture and deliver a more transformational banking experience to our customers.

Despite the pandemic and talent retention challenges, we continue to boost our representation especially among women and people of color.

We want our branches to represent the neighborhoods they serve, which is why we continue to hire from our local communities. During this time, we’ve hired more than 300 people to community-focused roles: nearly 150 Community Managers, 150 Community Home Lending Advisors, as well as 25 diverse Senior Business Consultants.

The Community Center Manager, in particular, is a new role within the bank whose main job is to serve as local ambassadors to build trust and nurture relationships with community leaders, nonprofit partners, and small businesses.

Over the last year our Community Managers have hosted more than 1,300 community events reaching more than 36,000 nationwide with discussions ranging from ways to increase homeownership, and how to build generational wealth and stability.

As we celebrate Juneteenth this year, we are reminded of the promise and hope of the future.

We are committed to ensuring that you have the resources you need to own a home, start a business, save for college – or achieve any other goals or dreams. We look forward to working together and continuing to create lasting impact for your community and family for years to come.

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Bay Area

Oakland Mayor Pushes Charter Overhaul to Clarify Roles in City Government, Increase Accountability and Improve Service Delivery

Under the proposal, the mayor would serve as Oakland’s chief executive, overseeing city departments, implementing policy, proposing the annual budget, and managing day-to-day operations. The measure would also give the mayor veto power over legislation and the budget, though the City Council could override a veto with a two-thirds vote.

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Oakland Mayor Barbara Lee. File photo.
Oakland Mayor Barbara Lee. File photo.

By Oakland Post Staff

Oakland Mayor Barbara Lee is backing a sweeping proposal to restructure Oakland’s government, arguing the changes would make City Hall more accountable and improve the delivery of basic services like public safety, homelessness response, and infrastructure repairs.

The charter reform measure, introduced April 7 and co-sponsored by Oakland City Council President Kevin Jenkins, would ask voters in November to approve a “strong mayor, strong council” system designed to create clearer lines of authority inside city government.

Under the proposal, the mayor would serve as Oakland’s chief executive, overseeing city departments, implementing policy, proposing the annual budget, and managing day-to-day operations. The measure would also give the mayor veto power over legislation and the budget, though the City Council could override a veto with a two-thirds vote.

The City Council, meanwhile, would maintain legislative authority by adopting ordinances, approving budgets, conducting oversight hearings, and confirming key mayoral appointments. The proposal would also create an Independent Budget and Legislative Analyst Office to provide nonpartisan fiscal and policy analysis for councilmembers.

“I’ve spent months listening to Oaklanders across every neighborhood about what they expect from their city government,” Lee said. “The Charter Reform Working Group’s engagement made clear that residents want a system where there are no questions about who is responsible for delivering results on public safety, homelessness, infrastructure, and basic services.”

Jenkins said the proposal would strengthen both executive leadership and council oversight.

“I’ve long believed Oakland works best when residents have clear lines of accountability and a government structure that aligns responsibility with results,” Jenkins said.

The proposal follows recommendations from the Mayor’s Charter Reform Working Group, co-facilitated by the League of Women Voters of Oakland and SPUR.

Over five months, the group conducted more than 60 interviews, held 14 public meetings across Oakland, and engaged more than 750 residents while reviewing governance models used in other cities.

“The process of engaging residents across Oakland surfaced the governance clarity Oakland needs,” said Sujata Srivastava of SPUR. “The Charter Reform Working Group has produced a thoughtful set of recommendations that if adopted could strengthen accountability and improve service delivery across city government.”

Polling cited by the mayor’s office suggests voters may be open to the changes. A February 2026 poll by the East Bay Polling Institute found 64% of voters support adopting a strong-mayor system. Separate polling conducted by the Oakland Chamber of Commerce and David Binder Research found support ranging from 61% to 63% among likely voters.

The measure is scheduled to be heard by the City Council Rules Committee on May 21. If approved by the council, it would appear on the November 2026 ballot, where Oakland voters would have the final say.

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Activism

The Ladies of Delta Sigma Theta Hold Day of Advocacy at the Capitol in Sacramento

A member of the “Divine Nine,” Delta Sigma Theta Sorority, Inc., was founded on Jan. 13, 1913, at Howard University in Washington, D.C. The organization was established by 22 women who sought to shift the group’s focus from social activities to public service, academic excellence, and social activism.

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Sen. Laura Richardson (D-San Pedro) presents a Senate resolution to the Delta Theta Sigma Sorority Farwest Region at the State Capitol on May 4. Photo courtesy of the Senate Rules Committee.
Sen. Laura Richardson (D-San Pedro) presents a Senate resolution to the Delta Theta Sigma Sorority Farwest Region at the State Capitol on May 4. Photo courtesy of the Senate Rules Committee.

By Antonio Ray Harvey, California Black Media

On May 4, members of the Farwest Region of Delta Sigma Theta Sorority, Inc., convened at the California State Capitol for the organization’s 23rd annual Delta Days in Sacramento.

The two-day advocacy event brings together chapters from across California to engage directly in the legislative process, connect with lawmakers, and advocate for policies impacting Black communities.

Members of the sorority were honored on the Senate floor by Sen. Laura Richardson (D-San Pedro), who is also a member of Delta Sigma Theta.

Richardson welcomed the Farwest Region during the presentation of a Senate resolution recognizing outgoing Regional Director Kimberly Usher for her leadership and service.

“In addition to the Far West Region, we are led by a fearless leader, regional director Kimberly Usher. She has now served her full term of what’s allowed,” Richardson said. “We are going to be having our regional conference, but we wanted to give it to her here, officially recognizing her service.”

The resolution was co-authored by Richardson and fellow members of the California Legislative Black Caucus (CLBC) and Delta Sigma Theta, Sen. Akilah Weber Pierson (D-San Diego) and Assemblymember Rhodesia Ransom (D-Stockton).

Usher has served in the leadership role since 2022.

A member of the “Divine Nine,” Delta Sigma Theta Sorority, Inc., was founded on Jan. 13, 1913, at Howard University in Washington, D.C. The organization was established by 22 women who sought to shift the group’s focus from social activities to public service, academic excellence, and social activism.

“We are founded on sisterhood that is deeply rooted in scholarship, service, and social action,” said Weber Pierson, a member of the Gamma Alpha chapter of Delta Sigma Theta Sorority.

“Today, we continue a legacy of empowering communities and upholding the high cultural, intellectual, and moral standards established by our founders over a century ago,” she added.

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Bay Area

Q&A with Steven Bradford: Why He Wants Your Vote for California Insurance Commissioner

Known for his work on issues ranging from energy and public safety to economic development, Bradford has also engaged with insurance policy during his time in the Legislature, serving on the Senate Insurance Committee. 

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Hon. Steve Bradford, candidate for California Insurance Commissioner.
Hon. Steve Bradford, candidate for California Insurance Commissioner.

By Edward Henderson, California Black Media 

As California confronts rising insurance costs, market instability, and growing concerns about access and equity, the race for the state’s top insurance regulator is drawing increased attention.

Among the candidates is Steven Bradford, a veteran public servant with more than two decades of experience in government, including eight years in the State Senate and five years in the State Assembly.

Known for his work on issues ranging from energy and public safety to economic development, Bradford has also engaged with insurance policy during his time in the Legislature, serving on the Senate Insurance Committee.

Now, he is making his case to voters for why his background and perspective best position him for the role of California’s next insurance commissioner.

California Black Media (CBM) spoke with Bradford about his campaign experiences, key issues he plans to solve if elected, and his vision for the insurance commissioner role.

For readers who may not be familiar, what does the Insurance Commissioner do, and how would you use that role to address issues impacting communities in California?

The Insurance Commissioner is both a regulator and an administrator. The office oversees the entire insurance market—approving companies to operate, licensing agents and brokers, and reviewing rate increases or decreases.

This role is about oversight and action. The commissioner should be a watchdog, not a bystander, especially in a state like California, which has the third-largest insurance market in the world.

Last year, you shifted your campaign from running for lieutenant governor to the race for insurance commissioner. What spurred that decision? 

Insurance impacts every part of people’s lives. You can’t buy a home without it—that contributes to the housing crisis. You can’t legally drive without it—that affects people’s ability to work. And businesses can’t operate without it.

For years, insurance has disproportionately impacted low-income communities and people of color. While everyone is feeling the strain now, those communities have long been hit hardest. That’s why it’s critical that insurance is not just available, but affordable.

What sets you apart from the other candidates in this race?

My record: 26 years of public service. I’ve shown up, stood up, and spoke up for Californians.  

A recent Supreme Court decision impacting the Voting Rights Act has raised concerns about representation. What message do you have for voters in California regarding the importance of their vote?

It’s alarming. If people think this doesn’t affect them, they’re mistaken. There’s a real effort to roll back decades of progress and silence voters.

Your vote is your most powerful tool, and we have to use it—every election.

What are you hearing from voters as you campaign across the state?

Affordability and transparency.

People are struggling with rising costs, and many don’t fully understand what their insurance policies cover.

We saw that clearly in places like Altadena and the Palisades—people had insurance but were underinsured. They didn’t realize their coverage wouldn’t meet the cost to rebuild. That’s unacceptable.

We must acknowledge the inequities in the system. The FAIR Plan has roots in discrimination, and today we still see disparities based on ZIP code and income. We need a more competitive and equitable market where consumers have choices.

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