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Jed York SF 49ers CEO Fires GM, Head Coach, Lacks Long Term Plan

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Jed York, the San Francisco 49ers CEO and team owner, is someone I really like and enjoy talking to whenever and where-ever I see him: Hala Hizaji’s Professionals VIP event of a few years ago, NFL Owners Meetings, The Bay Lights Super Bowl 50 Ceremony last year, The bar at the Waldorf Astoria in New York in 2015 – the list goes on. He’s a gracious, thoughtful, smart, and engaging person to talk with. So, it’s in that sprit that I write this, rather than the attack-dog, insulting style of a certain SF Bay Area columnist. But I digress. Jed York has a problem. (For more on my take on Jed York, see the Zennie Abraham Zennie62 on YouTube video, above.) 

 

If I were to walk into Mr. York’s office, say, next week, and asked to see his five-year to ten-year plan for the San Francisco 49ers, he couldn’t present it to me. Not because he didn’t want me to see it, but because he does not have one. That, even though he started with the 49ers in their office of strategic planning. As one who’s background is in urban planning, and thanks to a number of teachers and authors of great city planning and public administration books, I don’t need to see his office to know what is going on. There is no book. No understanding of football business dynamics. And no plan.

 

 

 

How else to explain this: four head coaches in four years? Working backward, as now former San Francisco 49ers Head Coaches we have whoever Jed’s going to hire next in 2017 (or his new general manager brings in), Chip Kelly in 2016, Jim Tomsula in 2015, and Jim Harbaugh in 2014. How can anyone claim to build anything that resembles organizational security with a track record like that? The Jed York-run SF 49ers organizationally look like The City of Alameda, California before my good friend John Russo was hired as city manager in 2011.

 

 

 

In order to avoid being one more person going out of a yearly revolving door of city managers, Russo asked for, and was given, a five year contract. While he served four years of that five-year contract, he had enough time to solve a number of key organizational problems and in the process install his own policies and approaches. Russo was able to walk away from that job and go down to Riverside as its new city manager in 2015 having left behind a long list of accomplishments and a better ran city. Russo had a plan; Jed York does not have a plan.

 

 

 

To York’s defense, he might defensively say that what he’s doing is called “incremental planning” but as one who is not a fan of that approach, my retort is that one needs a long term plan to know why and how they’re making a particular change in the organization at any given time.

 

 

 

Because Jed York lacks an overall plan, he and his charges will go into a search for a head coach and a general manager without any really good, robust checklist to find and then evaluate potential candidates. Unlike others in the media, I’m going to provide one. Here’s all that Jed York needs to consider not just in hiring a new general manager and a new head coach for the San Francisco 49ers, but for with respect to the future of the place that Bill Walsh built.

 

 

 

For the General Manager role and scored on a scale of 1 to 10:

 

 

 

1. Does the general manager candidate have NFL budget and business operations experience?
2. Does the general manager candidate understand or have experience with the salary cap and capology?
3. Does the general manager candidate have NFL (or managerial) contract negotiation experience?
4. Is the general manager candidate known to NFL players (which helps in drawing free agents and building a roster of players).
5. Is the general manager candidate known to NFL agents (which helps in drawing free agents and building a roster of players).
6. Does the general manager know who’s who in coaching and administration at the pro and college level (which helps in hiring coaches)?
7. Can the general manager actually draw-up and discuss a football play and talk about how football strategy has changed?
8. Can the general manager identify and discuss what innovations in football strategy have developed over the last 20 years?

 

 

 

The person that Jed York hires should be given a free-path to seek out and hire the head coach that fits a criteria which includes player relationships, football strategy innovation, game management experience, and roster movement experience. And one other note should be placed in the folder of the new general manager as that person searches for the 49ers next head coach: ‘doesn’t need to be known by the media or fans.’

 

 

 

That last point is critical if the new GM is expected to really be allowed to go out and get the best person for the job. Jed should also remember that the next GM can just as easily be a woman as a man, and black or Asian or Latino, as well as white – that’s right. Talented female NFL professionals like Amy Trask and Katie Blackburn have established that a woman can do the job of general manager, president, or Jed’s role, CEO, very well.

 

 

 

Jed York has to use the criteria, and be flexible where he thinks that someone has enough of a strength in one area to overcome a weakness in another – and also be aware that the person being considered knows what their own shortcomings are. Then pull the trigger and bring that person in for a five-year contract, and then work with that person, and the organization, to write an overall plan for the organization – and then stick to it. The Dallas Cowboys first owner, the late Clint Murchison, Jr., did just that – ok, something like that.

 

 

 

Clint Murchison, Jr knew that, in the young, innovative, head coach he hired Tom Landry, he had a person who formed a long term plan for the development of the Dallas Cowboys – he just needed time to make it work. So, when the Cowboys first year under Landry ended without a win, and the next five years without a winning season, in 1964, Murchison gave Landry a 10-year contract, then hired Tex Schramm to run the organization, and stepped out the way.

 

 

 

The rest is history. Your move, Jed. Good luck.

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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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Activism

Rep. Kamlager-Dove Introduces Bill to Protect Women in Custody After Reports Detailing Miscarriages and Neglect

The Pregnant Women in Custody Act would expand safeguards beyond the federal prison system to include women detained by U.S. Immigration and Customs Enforcement, U.S. Customs and Border Protection and the Office of Refugee Resettlement. The proposal follows reports of pregnant women being shackled, denied medical care and suffering miscarriages while in immigration detention.

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iStock
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By Bo Tefu, California Black Media

Congresswoman Sydney Kamlager-Dove (D-CA-37) on May 7, reintroduced updated legislation aimed at strengthening protections and healthcare standards for pregnant and postpartum women held in federal custody, including in immigration detention facilities.

The Pregnant Women in Custody Act would expand safeguards beyond the federal prison system to include women detained by U.S. Immigration and Customs Enforcement, U.S. Customs and Border Protection and the Office of Refugee Resettlement. The proposal follows reports of pregnant women being shackled, denied medical care and suffering miscarriages while in immigration detention.

The legislation builds on a bipartisan version previously passed by the House during the 117th Congress. The updated bill includes new standards for healthcare access, mental health and substance use treatment, high-risk pregnancy care, family unity protections and increased federal oversight.

“Proper pregnancy care is a human right, regardless of your immigration or incarceration status,” Kamlager-Dove said in a statement. “It’s unacceptable that there are virtually no legal safeguards for pregnant women in federal custody.”

The bill would also limit the use of restraints and restrictive housing for pregnant women, improve data collection on maternal health in custody and require additional staff training and enforcement measures.

Supporters of the measure said the legislation is intended to address long-standing concerns about maternal healthcare and safety in detention settings, particularly for Black women and low-income women who are disproportionately impacted by incarceration and health disparities.

“Pregnant women in custody should never be subjected to dangerous and inhumane treatment that threatens their health, dignity, or the well-being of their babies,” said Patrice Willoughby, chief of policy and legislative affairs for the NAACP and a longtime public policy and government affairs strategist, in a statement.

A 2021 report estimated there are about 58,000 admissions of pregnant women into U.S. jails and prisons each year. Kamlager’s statement also cited a recent investigation by NBC News and Bloomberg Law that identified allegations of severe mistreatment or medical neglect involving at least 54 pregnant women or families in county jails between 2017 and 2024.

Federal policy under the Department of Homeland Security restricts the detention of pregnant, postpartum and nursing immigrants except in extreme cases. However, the agency reported that ICE deported 363 pregnant, postpartum or nursing women between January 2025 and February 2026, including 16 recorded miscarriages during that period.

The bill is cosponsored by several House Democrats and backed by organizations including the NAACP and the Vera Institute of Justice.

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