Economy

Fight for Equal Pay, Gender Parity Heats Up

WASHINGTON INFORMER — Despite the United States touting itself as the bastion of freedom and equality, women in this country — despite comprising 50.8 percent of the population — have always found themselves in the position of having to fight for salary and wages comparable to men.

Published

7 years ago

April 10, 2019

BlackPressUSA.com

By Barrington M. Salmon, Special to The Informer via NNPA Newswire

Despite the United States touting itself as the bastion of freedom and equality, women in this country — despite comprising 50.8 percent of the population — have always found themselves in the position of having to fight for salary and wages comparable to men.

A range of studies show some progress, but stubborn racial and gender wage gaps persist in the United States. Often, researchers point to disparities in education, the fact that many African-American women and other women of color are clustered at the lower end of the pay scale and that the minimum wage hasn’t been increased since 2007 as factors contributing to the wage gap. But what’s often downplayed or ignored is the racism and sexism that’s also at play.

Black women sit at the nexus of race and gender and are buffeted by the twin spectres of these “isms”, and struggle upstream against a current of prejudice and bias which is compounded by gender and race. This intersectional discrimination exacerbates those gender and race gaps, stymies Black women’s ability to access educational opportunities, and has a pervasive and corrosive impact on their careers and career advancement, experts say.

The wage gap has real-world consequences.

Dr. Avis Jones-DeWeever said that over their lifetimes, Black women stand to lose between $800,000 and $1 million because of these disparities.

“While the gender pay gap is an issue for all women, it is an especially wicked problem for black women,”said Dr. Jones-DeWeever, a women’s empowerment expert, international speaker and diversity consultant. “Black women are already economically disadvantaged and face double discrimination within the workforce. The additional burden of a 38 percent pay gap exacerbates the black wealth gap in America. It’s such an engrained problem. The typical Black woman will lose more than $800,000 over her lifetime, and in DC, the inequality means that Black women could lose more than $1 million.”

“A black woman has to earn a B.A. to earn what a white man with a GED would earn. It’s huge and really hardwired into the system,” continued Dr. Jones-DeWeever, who, among her many portfolios, mentors and instructs black women on how to navigate the shoals of business and achieve career and financial success. “It’s devastating because with Black college-educated women making as much as 30 percent less than their white male counterparts, that’s a huge disadvantage. That means not being able to put food on the table, buy clothes for your children, not being able to have a better quality of life or diverting money to wealth-building.”

According to the National Partnership for Women and Families (NPWF), median wages for black women in the United States are $36,227 per year, compared to median wages of $57,925 annually for white, non-Hispanic men. This amounts to a difference of $21,698 each year. In that same report, NPWF also highlighted that if the wage gap were eliminated, on average, a black woman working full time, year-round would have enough money for:

Two and a half years of child care
Nearly 2.5 additional years of tuition and fees for a four-year public university, or the full cost of tuition and fees for a two-year community college
159 more weeks of food for her family (three years’ worth)
More than 14 additional months of mortgage and utilities payments
22 more months of rent.

The National Women’s Law Center reports that women of every race are paid less than men, at all education levels — and it only gets worse as women’s careers progress.

“Despite the fact that women have made enormous gains in educational attainment and labor force involvement in the last several decades, unequal pay remains pervasive in 97 percent of occupations, showing that no matter what their job, women are paid less than men doing the same job in nearly every sector of work,” an NWLC fact sheet noted.

Women who work full time, year-round in the United States are paid just 80 cents for every dollar paid to their male counterparts. This gap, which amounts to a typical loss of $10,086 per year for a working woman — or $403,440 over a 40-year career — means that women have to work 15 months … to make what men did in the previous 12-month calendar year.”

Studies by gender specialists, academics and women’s activists have statistics showing that the occupations African-American women have does not explain away the Black women’s wage gap, the NWLC said.

For example, Black women working as physicians and surgeons—a traditionally male, high wage occupation—make 54 cents for every dollar paid to white, non-Hispanic men working as physicians and surgeons.
Black women working as customer service representatives—a mid-wage, female dominated occupation—make 75 cents for every dollar paid to white, non-Hispanic men working as customer service representatives.
Black women working as construction laborers—a traditionally male, mid-wage occupation—make 81 cents for every dollar paid to white, non-Hispanic men working as construction laborers.
Black women working as personal care aides—a heavily female, low wage occupation—make 87 cents for every dollar paid to white, non-Hispanic men working as personal care aides.

In addition, Black women experience a wage gap even in occupations where they are over-represented. More than two in five African-American women (44.8 percent) are employed in one of 10 occupations. In every one of those occupations, Black women are typically paid less than white, non-Hispanic men. Among the 10 most common occupations for Black women, two of those occupations — cashiers and retail salespeople and janitors, building cleaners, maids, and housekeepers — typically pay Black women a very low wage — less than $10 per hour — while they typically pay white, non-Hispanic men substantially more.

Some solutions, NWLC experts say, include strengthening America’s pay discrimination laws, pushing harder to get Congress to pass the Paycheck Fairness Act, The Pregnant Workers Fairness Act, the Family Act and the Schedules That Work Act — all which would address the discrimination women face when they’re pregnant or caregiving and support those who need paid leave, predictable work schedules, and stability for themselves and their families.

Raising the federal minimum wage is yet another way to move towards parity. So far, six states and the District of Columbia have increased the minimum wage to $15 over the next few years.

Another solution is making the Earned Income Tax Credit more widely available to needy recipients. The EITC is a tax credit designed to offset payroll taxes and supplement wages for people working in low-wage jobs, providing the most benefits to low- to moderate-income families with children. The federal EITC lifted more than 1.2 million women 18 and older and nearly 3.5 million children out of poverty in 2017, and 28 states and the District of Columbia currently offer their own EITCs to provide an additional boost.

Dalana A. Brand, vice president of Global Total Rewards at Electronic Arts, Inc., contends that Black women can’t afford to wait, arguing in an opinion piece last year for Blavity, an Internet media company, that in the midst of the flurry of publicity, tweets, posts, hashtags and calls for change, one important element is missing.

“What often gets left out of that discussion is that the hallmark day in April does not apply to black women and other women of color,” she said. “… So, while white women caught up on April 10, black women must wait for over half the year to pass before our wages catch up to what men made a year ago.”

Brand, a highly-sought after salary strategist and career transformation coach, said black women are paid 38 percent less than white men and 21 percent less than white women but “the sad fact is that most people are either unaware or don’t care about the appalling disparity black women face with respect pay equity.”

She added that a study by LeanIn.Org, which partnered with Survey Monkey and the National Urban League, indicates that a third of Americans aren’t aware of the pay gap between black women and white men, and half of them don’t know about a similar gap between black and white women.

Much like the feminist movement, black women are being largely ignored by the equal pay movement,” she added.

Dr. Jones-DeWeever and Brand said that as career strategists and salary consultants, there are a number of things that Black women can and need to do to fight back against wage disparities. The first action is for Black women to embrace their power and value and translate that into dollars and benefits during salary negotiations.

“We don’t understand the basics of negotiating,” Dr. Jones-DeWeever said. “We have to understand our value and how to negotiate. When you’re first hired, that’s when you’re most powerful. I never accept the first offer. The first offer is only the beginning of negotiations. You’d be surprised how much money you can get. You have to negotiate for money, a package and vacation.

Black communities must also take other tacks to confront and topple this problem, they said.

“The reality of racism means that Black women will be offered less,” said Dr. Jones-DeWeever. “In terms of fixing it, we have to have conversations about financial literacy and we also have a responsibility to educate our children about their power, worth and value and empowering them.”

Brand concurred.

To date, she said, much of the equal pay movement has been focused on awareness building campaigns and encouraging women to effectively negotiate their salaries.

“While these are important steps, this is only scratching the surface,” Brand explained. “Getting to pay parity must also involve addressing the corporate systems and state and federal laws that need to change. As black women we must unify and use our collective voices to push pay equality and the racial wealth gap to the top our agenda. Black women have always been at the forefront of the push for equality in our country, whether it was civil rights or social justice, we have been critical forces for change. The equal pay movement should be no different.”

Brand and Dr. Jones-DeWeever are called in frequently to consult with Fortune 500 and other companies. They said Black women should also be actively engaged in tackling the equal pay issue within corporate America by participating in employee resource groups at work and collectively guaranteeing that the companies they work for are held accountable for addressing these issues.

African-American churches, sororities and fraternities and civil society and community organizations need to actively engage in the political process and pressure elected officials to advance additional laws designed to protect against gender discrimination and pay inequality, they said, and concerned people also need to organize efforts and/or sign petitions to demand to push the government to act.

This article originally appeared in the Washington Informer.

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V&C Foods: How a Bay Area Distributor Built Leadership Across Three Generations

Succession planning works when businesses invest in developing leaders before they’re needed. Victor and Judy did this with Steven. Steven is now doing it with Adam. Each transfer happened because someone took years to teach, to trust gradually and let the next generation earn their place.

Published

7 days ago

June 17, 2026

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By JPMorganChase

In 1945 in San Francisco, Victor and Charlotte Cortesi started V&C Foods with fresh eggs and a distributor’s vision. What makes the business distinctive isn’t just that it endured. It’s how succession actually happened. When Victor passed, his daughter Judy inherited the business and made a remarkable choice: she recognized that Steven Herrera, who’d spent years as a route driver being mentored by Victor, was ready to lead. She sold the business to Steven, ensuring the values and relationships that defined V&C would continue into its next chapter. Now Steven is mentoring his son Adam in the same way Victor developed him—teaching him operations, relationships, and what it means to lead through experience and responsibility.

V&C’s story reflects a broader truth about succession planning: long-term continuity often depends on intentionally developing the next generation of leadership, whether within a family or beyond it.

From Mentorship to Legacy

When Steven first arrived at V&C as a route driver, he was hungry to learn. Victor saw potential and invested in it. Over the years, Steven moved through sales, distribution, and operations—not just learning how the business worked but understanding why it mattered. By the time Steven purchased the business, he was a leader who’d earned his place through partnership and decades of trust.

Steven arrived at the helm with deep knowledge of V&C’s operations and a clear sense of how to serve the Bay Area’s evolving restaurant industry. He understood the Cortesi family’s core principle: reliability and quality matter more than anything else. Under his leadership—and the support of his wife Liz, and his children Victoria and Adam—V&C expanded thoughtfully by building on those foundations rather than abandoning them.

“We want to be the vendor customers don’t have to worry about,” Steven said. “And Victor always preached about clear communication—sometimes trucks are late, but he always kept customers informed. I drill those principles into my son now. We don’t want to leave any customer hanging. That’s the mantra around here.”

Deliberate Development

According to recent Chase research, 54% of San Francisco small business owners expect to retire within the next decade. In a city where one in seven businesses have been operating for 20 years or more, ownership transitions will shape continuity in local commerce and community life—making proactive succession planning all the more essential.

V&C planned deliberately. The Cortesi family brought Steven in early and developed him through real responsibility. When Steven took the helm and began scaling operations, he had the continuity and clarity needed to grow. Now he’s creating the same culture with Adam—one where the next generation understands expectations and has the tools to lead.

“I had a lifetime of familiarity with the business. I even worked in high school and college during the summers, and my dad taught me how to drive one of the trucks when I was about 18,” Adam said. “So I’ve done every part of the job, just like my dad, and I think that’s helped me.”

For roughly two decades, V&C has partnered with Chase. When Steven took over and began scaling operations, having access to financial tools and a banking partner aligned with his strategy made navigating growth and transition clearer. Chase provided the guidance that supported each phase of the business’s evolution—from Victor’s leadership to Steven’s expansion to today’s preparation for Adam.

“V&C Foods shows what enduring leadership really looks like—developing people over time, creating clear expectations, and planning for transition before it’s urgent. We’ve been proud to support Steven and the team with the tools and guidance to navigate growth, stay reliable for their customers, and prepare the next generation to step in with confidence,” said Gary Li, Business Relationship Manager, Chase Business Banking.

The Pattern That Lasts

That’s what makes V&C’s story distinctive and what makes it transferable. Succession doesn’t require biological heirs alone. It requires clarity about what you’re building and the discipline to develop people who can steward it, even when that means passing it outside the family. Victor and his daughter, Judy, mentored Steven for years. Judy worked alongside him for many more before trusting him with the business. Steven is doing the same with Adam. But bringing someone along that way—investing years in their growth, then having the financial clarity to pass the reins—requires more than good intentions.

Chase for Business can help guide that work. Visit chase.com/NationalTreasures or speak with a Chase Business advisor to learn more about succession planning resources and how to build the clarity a business needs to thrive across generations.

This article is for Informational/Educational Purposes Only: The opinions expressed in this article may differ from the official policy or position of (or endorsement by) JPMorgan Chase & Co. or its affiliates. Opinions and strategies described may not be appropriate for everyone, and are not intended as specific advice/recommendations for any individual or business. The material is not intended to provide legal, tax, or financial advice or to indicate the availability or suitability of any JPMorgan Chase Bank, N.A. product or service. You should carefully consider your needs and objectives before making any decisions, and consult the appropriate professional(s). Outlooks and past performance are not guarantees of future results. JPMorgan Chase & Co. and its affiliates are not responsible for, and do not provide or endorse third party products, services or other content.

JPMorgan Chase Bank, N.A. Member FDIC.

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Community

Asm. Isaac Bryan’s Environmental Reparations Bill Passes on Assembly Floor

“All this bill does is allocate resources from that repair fund and direct cash assistance to families that have had negative health impacts as a result of living next to that oil field,” said Bryan during remarks on the Assembly floor.

Published

7 days ago

June 17, 2026

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Asm. Isaac Bryan (D-Ladera Heights). File photo.

By Bo Tefu, California Black Media

On May 26, the California State Assembly passed legislation to provide direct financial assistance to families harmed by pollution from a major urban oil field in South Los Angeles.

Assembly Bill (AB) 1661, introduced by Assemblymember Isaac Bryan (D-Ladera Heights), cleared the Assembly floor with a 44-10 vote after lawmakers concluded debate on the measure.

The bill would direct money from a community repair fund toward families who suffered negative health effects from living near what Bryan described as the state’s largest toxic urban oil field. The repair fund was created under legislation approved two years ago that shut down the oil field and required polluters to contribute financially to community recovery efforts.

Bryan called the proposal “the largest environmental reparations opportunity for South LA” and told lawmakers the bill had not received opposition during the legislative process.

The legislation is part of California’s broader push to address environmental justice concerns in communities historically exposed to industrial pollution. South Los Angeles residents and environmental advocates have long raised concerns about health risks associated with oil drilling operations near homes, schools and parks.

Supporters say the measure represents a new approach to environmental accountability by ensuring that communities affected by pollution directly benefit from funds collected from responsible companies.

After debate concluded, Assembly leadership opened the roll call vote, and the measure passed with majority support from lawmakers.

AB 1661 now moves to the Senate for further review.

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Business

Sale of Coliseum to African American Developers Moves Toward Completion

The deal includes the sale of the Oakland Arena to an unidentified third-party buyer for no less than $100 million, which Bobbitt said was one of the most important aspects of the site’s future redevelopment.

Published

1 week ago

June 16, 2026

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The deal includes the sale of the Oakland Arena to an unidentified third-party buyer for no less than $100 million, which Bobbitt said was one of the most important aspects of the site’s future redevelopment.

‘This is on the precipice of actually occurring,’ said Ray Bobbitt, buyers’ representative

By Post Staff

After many months of complex negotiations, the Oakland Coliseum development deal is finally nearing an agreement that will open the way for new owners – the African Americans Sports and Entertainment Group (AASEG) – to revitalize the sports complex and the Hegenberger Corridor in East Oakland.

On May 28, the Alameda County Board of Supervisors unanimously approved a non-binding agreement to dispose of the County’s portion of the complex for $115 million in a deal with AASEG, with a closing date set for June 30.

“People are seeing that this is on the precipice of actually occurring,” said Ray Bobbitt, founder of the AASEG and an East Oakland native. “People feel that this needs to happen for Oakland, for East Oakland in particular,” Bobbitt said, as reported in the East Bay Times.

The agreement would transfer ownership of the 112-acre Coliseum complex property, which was owned 50-50 by Alameda County and the City of Oakland, to Oakland Acquisition Company, which is AASEG’s real estate wing.

The County’s approval marks an important step in the sale of the property, even though concerns about environmental liability remain. Under the terms of the non-binding agreement, the county will pay $115 million to Coliseum Way Partners, the corporate entity of the Oakland Athletics that had previously purchased the county’s half of the property for $85 million.

AASEG will then pay $115 million to the County in three annual payments, with 5% annual interest paid on any outstanding balance, according to the term sheet.

AASEG already negotiated a purchase of the city’s half of the property for $125 million in 2025, awaiting the sale of the county’s half.

A strong supporter of the sale, Supervisor Nate Miley said he was not “breaking out the champagne” until the sale was final. This is not perfect, but it is good.

“It’s good because the County ends up with more money,” Miley continued. “It’s good because an African American team takes ownership of the property, and they’ve got a lot of potential in terms of what they want to do with the property.”

A remaining disagreement between Alameda County and the AASEG involves environmental concerns.

AASEG wanted a “carve-out” for environmental concerns so that it would not face liability for the release of groundwater into San Francisco Bay without a permit. Obtaining a permit could be time-consuming and expensive, requiring the need for consultants, studies, and an oversight process by the San Francisco Bay Regional Water Quality Control Board.

County supervisors unanimously supported the non-binding agreement without the carve-out, though Bobbitt said delaying or excluding the carve-out creates timing risks for the project.

“The motion is to accept the terms as presented, excluding the carve-out,” Board of Supervisors President David Haubert said. “Noting that it’s a non-binding term sheet and terms can always be discussed going forward. It’s been pointed out that that could affect the deal, timing, which we’ve been at this for nine years, but what’s a little more time?”

“The arena represents an anchor of the site,” said Babbitt. “This arena … has become a pop culture mecca, and the opportunity to enhance that and expand that is critical to the overall process.”

Speaking at the Board of Supervisors meeting, Miley explained the County’s reasoning behind some of the complex negotiations. He asked interim County Counsel Andrea Weddle:

“In layman’s term’s who’s on the hook for the environmental (cleanup)” under the current deal with the Oakland A’s?

“When the county with a former board entered in the deal with the (A’s), we took on all of the environmental obligations,” Miley said. “Since then, we’ve learned a lot more about the environmental conditions of the Coliseum.”

“If we do a deal with Coliseum Way Partners (the A’s), we remain on the hook,” she said. “If we do a deal as we’ve currently structured with OAC (AASEG), we have eliminated some or hopefully all (or) as much as we can of that liability and aligned our deal with the terms of the city.”

Bobbitt, despite his concerns, supported the nonbinding agreement. He said the public has waited nearly a decade to come to this point.

“The community support has been overwhelming,” he said. “We’ve used a lot of P-words: patience, perseverance, persistence. And we’ve just had to do it, and we understand how complex this has been.”