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EGACY

WEDNESDAYS • May 6, 2020

INSIDE • Reopening Chesterfield businesses - 2 • April was as bad for biz as expected - 3 • COVID exposes gig economy fraud- 4

Yesterday. Today. Tomorrow.

Richmond & Hampton Roads

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A means to produce their own food

“The greatest change we need to make is from consumption to production, even if on a small scale, in our own gardens. If only 10% of us do this, there is enough for everyone. Hence the futility of revolutionaries who have no gardens, who depend on the very system they attack, and who produce words and bullets, not food and shelter.”

- Bill Mollison

Like millions of Americans, Duron Chavis lost his job soon after the COVID-19 pandemic hit and while that was a tough hit to take for the father, he seemed to have quickly found a way to fill his time, and do good at the same time.

On April 7, Chavis, an advocate for urban gardening, racial equity and pride, posted a fundraiser on his Facebook page, telling his audience that he wanted to raise money to get 1,300 bags of soil to complete “our Resiliency Gardens”. Each raised bed takes 6 bags of 3 cubic feet of soil, he said, asking for help to satisfy the 225 requests for free 6 x 4 raised beds from community members. His reason for raising the money, about $13,000 initially, was because COVID-19 was hitting people hard.

“Folks are losing their jobs and many can’t go out due to immunodeficiency,” Chavis wrote. “So we are helping increase their food security with a raised bed so they can grow their own food at this time.

“Money will be used to buy bags of soil that will be delivered” alongside the raised beds.

That was the genesis of a community effort that continues a month later.

Within an hour of posting the fundraiser, Duron shared in excitement: “Yo! Keep sharing! We raised 650 in one hour! If we keep this up we will have our goal completed by the end of the week! Keep sharing!!”

And Chavis also kept sharing: April 8: “We broke 3600 dollars in less than 24 hours. This is groundbreaking for me and I am so appreciative!”

April 9: “Whoa!! Do you see this? Almost 6k in two days?”

April 10: “Ok so boom - we have raised 8500. Do we know any folks with trucks that can pick up soil? Right now we have 7 folks registered and we are gonna need some more.”

By April 13, the Resiliency Gardens had built 55 boxes and Chavis shared: “Yo we hit 9200 yesterday. We getting 4 pallets of soil delivered to Trinity life this week. We gonna start delivering soil as soon as the pallet hits the parking lot. He later posted that soil deliveries began on April 14.

On April 15: “WE DID IT!” He upped the fundraising goal and on April 16, he posted: “Yooo we just passed 14k!!!!!!!!!!!!!!!!” then on April 19: “We hit 15k.”

On April 21: “Since we met our original goal - let’s up the ante and see if we can raise 20k. Additional 7k will go towards getting us a newerish pick

up truck so we can move soil and wood more effectively.”

April 25 he posted: “We. Just. Passed. 19k!!!!!!” and on April 27: “Wow. We did this s**t. I’m floored. The fundraiser hit $20,000.”

On. April 28, when the Tyson Food chairman was reported to be warning the public that the ‘food supply chain is breaking”, Chavis told his followers: “It’s like warning shots going off [... ]hope you hear ‘em loud and clear.”

At press time on Saturday, Chavis’ fundraiser was at $22,323 raised out of $25,000 needed and Chavis was excited that the mayor of Richmond, Levar Stoney, was among the 401 people who had donated.

If you’d like to get involved, Chavis notes that volunteers are needed to deliver wood and build raised garden boxes. Go to: bit.ly/resilientvolunteers

For breaking news, visit legacynewspaper.com

The LEGACY

2 • May 6, 2020

“Relaunch Chesterfield” aims to reopen C’field businesses Chesterfield Chamber of Commerce, Chamber RVA Chesterfield Cabinet and Chesterfield County have united to support a coordinated relaunching of the Chesterfield economy.

“Relaunch Chesterfield” focuses on issues for businesses and elected officials around the county to consider as reopening plans are made. The move is meant to work in conjunction with the Governors’ Covid-19 Business Task Force recommendations as they too begin the work of relaunch Virginia’s economy.

“Relaunch Chesterfield” will be developed in partnership with business leaders across a broad array of industry sectors and organizations around the county, including but not limited to the following sections: o Health and safety first/internal & external customers o Retail o Restaurants

Dr. Joseph Casey o Hospitality o Arts & Entertainment o Health care services o Personal care service industry o K-12 education, childcare & daycare “Relaunch Chesterfield” is meant to serve as a start to the conversation for returning more employees and

Seton Youth Shelters charity loses 35-year lease Seton Youth Shelters has a deadline of December 31, 2020 to find a new place to shelter youth in crisis being taken in at its Boys’ House. Seton’s North Lynnhaven Road shelter location has been a cornerstone of the organization since 1985. Seton Youth Shelters was established in 1984 as Mother Seton House, Inc., by three local clergy and a few citizens who were concerned about the vulnerability of runaway and homeless girls living on the streets. Initially, girls were sheltered in the homes of host families but soon the number of girls in need of assistance grew to the point that St. Nicholas Catholic Church in Virginia Beach’s Kings Grant community stepped forward to provide the use of their rectory to house up to 11. In 1999, St. Aidan’s Episcopal Church partnered with Seton on a second shelter enabling the organization to provide shelter, counseling and support for boys in crisis at

the former rectory of St. Nicholas Catholic Church.

Seton Youth Shelters has been an indispensable resource for the Virginia community—without pause—since 1985. “The timing could not be worse for us, and for the thousands of youth we serve each year. In the midst of the COVID-19 pandemic, and hundreds of thousands of dollars in lost support, we now find ourselves searching for a shelter for the hundreds of boys we serve each year. We need both a short-term and a long-term solution to this emergency,” Executive Director, Jennifer Sieracki, explains.

“Seton made a promise in 1985 to provide shelter, counseling and support to our region’s most vulnerable runaway, homeless, and more recently and frequently, trafficked youth. That promise includes a commitment to never charge a youth or their family for the lifesaving and critical shelter,

businesses to work, rather than serving as a final, prescriptive set of answers or solutions, according Chesterfield President, Danielle Fitz-Hugh. We know that it is vitally important to be smart under the new normal that we find ourselves in, and that with careful planning and collaboration, we can safely and effectively return businesses to commerce, employees to work, and our economy to stable footing.”

“It is our hope that “Relaunch Chesterfield” provides a solid starting point for individual businesses and governmental leaders to make decisions on how and when to safely open more of the county’s economy,” said Leslie Haley, Chesterfield County Board Chair.

“ChamberRVA has and will continue to work with regional partners, like the Chesterfield Chamber of Commerce, in

combatting the effects of COVID-19.

As we continue to implement the health and safety measures that will get us beyond the peak of cases and flatten the curve, we need to begin the process of restarting our economy. We applaud Chesterfield County leadership, and the Chesterfield Chamber in developing plans to reopen Chesterfield. We look forward to our continued partnership in reopening businesses throughout the region.”

“Businesses throughout the county are anxious to get back to work while maintaining the well-being of their employees and their customers.

Successfully combatting COVID-19 will require aggressive, collaborative action among governments, health care professionals, businesses and citizens. In Chesterfield, we can do it,” said Dr. Joseph Casey, Chesterfield County administrator.

outreach and mentoring services which we provide 24 hours a day, 365 days a year.”

Seton Youth Shelters is facing unprecedented revenue losses in the hundreds of thousands of dollars over the next year from loss of annual fund, event, and corporate donor donations as a direct result of COVID-19. This threatens Seton Youth Shelters’ ability to provide the most vulnerable in Hampton Roads with a safety net, and the loss of the Boys’ House presents even greater challenges ahead.

Sieracki continues, “The need for our services will only increase over the next few months, as we are a microcosm of our community, in both achievements and in adversity.

Right now, our community is in a state of crisis. COVID-19 is creating stress and hardships on youth and their families, and this stress and hardship continue to bring those youth onto the streets and into our shelters and related programs.

Without us, these children will have nowhere to turn—nowhere to go— but onto the streets and into the

hands of predators. For their safety, our doors must remain open.”

Seton Youth Shelters is the region’s only organization devoted exclusively to providing shelter, street outreach and mentoring services to youth 9 up to 18. Each year hundreds of boys and girls, ages nine up to 18, arrive at our two Virginia Beach residential shelters—often in the middle of the night, sometimes with nothing but the clothes on their backs.

Our professional staff welcomes them with food, shelter, clothing, school supplies and the counseling and support necessary for them to either return to their families or continues on to another safe, home environment. Seton’s Outreach Program, visits area schools, events, and neighborhoods, reaching out to thousands of youth, offering crisis intervention, counseling, and shelter options—a lifeline for this vulnerable population. Our Mentoring Children of Prisoners program gives children of incarcerated parents the knowledge, skills and confidence they need to reach their full potential.

www.LEGACYnewspaper.com

May 6, 2020 • 3

April 2020 was about as bad as Virginia CEOs expected For the first time ever, the University of Richmond’s Robins School of Business and the Virginia Council of CEOs conducted a followup to their quarterly CEO Economic Outlook Survey to determine how CEO sentiment had changed after dealing with COVID-19 for another month.

Sixty-four percent of CEOs reported that compared with their expectations for their businesses at the end of March, the last month had been “about as expected.”

Nineteen percent reported it to be “much better than expected,” while 17 percent reported “much worse than expected.”

Overall, expectations in March, at the end of the first quarter of 2020, were the lowest seen in the survey’s 10-year history. Those numbers improved slightly by the end of April.

In April, 77 percent of CEOs expected sales to be lower over the next six months (down from 87 percent last month), and 66 percent expect the decline to be more than 10 percentage points (compared with 71 percent). Thirteen percent expect sales to increase (vs. 6.9 percent), while 10 percent expect sales to remain flat (vs. 5.9 percent).

Seventy-three percent of CEOs expect capital spending to decrease (compared with 82 percent last month), while 10 percent expect capital spending to increase over the next six months (compared with 4 percent). Seventeen percent expect capital spending to remain flat (vs.

14 percent).

Thirty-seven percent of respondent CEOs expect employment to decrease over the next six months (down from 54 percentlast month). Fifty-three percent expect employment to remain flat (vs. 40 percent), and 10 percent expect an increase in employment (vs. 6 percent).

Because of the current crisis, CEOs were asked several questions that related specifically to COVID-19.

About 64 percent believe that they will continue to operate without significant layoffs, but 13 percent

Restaurant co-owners Denise, left, and Crystal Peterson.

PHOTO: Maranie Staab believe that significant layoffs are "probably" (5 percent) or "definitely" (8 percent)) likely. Almost 24 percent) are still uncertain at this time.

While dealing with the crisis, CEOs have identified skill gaps in their organizations. Although dealing with technology and a remote workforce was a concern, creative sales and marketing was the most frequently cited gap. As one CEO commented, “I wish we had a full-time marketing professional to help us communicate and pivot during this time.” Another noted, “Employees who lack adaptability are standing out.”

Fortunately, several reported no gap in their employees’ skills. A representative comment was, “I am pleasantly surprised with how well my team is functioning to serve our customers while operating from home.”

When asked what more state and federal governments could do to help small businesses through the crisis, more than half of the responses related to expanding or extending loan programs such as the Paycheck Protection Program and helping companies to not default on existing loans, mortgages, or rent.

CEOs clearly desire to keep their

employees rather than release them to unemployment programs.

CEOs also expressed frustration with current communications. One CEO called for better guidance on restrictions for business. “Provide more guidance on how businesses can comply and adopt safety protocols while still continuing to operate,” they said. Many advocated for expanded testing and availability of personal protection equipment, while others simply stated, “Open the economy.”

CEOs offered lots of advice for the government as it decides when to relax/remove restrictions on business operations. CEOs were split on “go slow” versus “move fast,” with some recommending a cost/benefit approach. Part of the divergence between “go slow” and “move fast” can be explained by differences in risk by industry and region.

CEOs advocating faster movement point out that opening up is not a mandate, but a choice. Those that wish to open, and customers who feel comfortable, should be allowed to conduct business, but those who are more vulnerable should be given the choice to stay home.

The Robins School and VACEOs jointly conduct the quarterly

survey, which regularly asks about expectations for sales, capital spending, and employment, plus other relevant issues, helping Virginia companies anticipate business conditions and plan for growth. This is the first time it has been done at a time other than end of quarter. The Robins School adapted the survey from the Business Roundtable, an association of CEOs of American companies that conducts a similar survey nationally.

Randy Raggio, associate dean at the Robins School, administers the survey and collects the responses.

The quarterly survey has been administered since 2010.

“Although the outlook still is not good, this month produced the largest improvement in the index in the survey’s history.” said Raggio.

“We intend to repeat the survey once a month until this crisis is over to track sentiment and to give Virginia CEOs a voice in the conversation.”

“These results confirm what I’ve been hearing from CEOs – that we may have hit bedrock, and many businesses can begin clawing their way out of this hole,” said Scot McRoberts, executive director of VACEOs. “What is unclear is how long their businesses will be at the bottom, and how quickly they can climb out.”

“As adaptability becomes the name of the game, opportunities to develop new skills and organizational capabilities will become even more important,” said Mickey Quiñones, dean of the Robins School. “At the Robins School, we are working with business leaders and organizations to provide these opportunities through our various programs and executive education offerings.”

One hundred CEOs responded to the survey, which was administered April 20-23. Multiple industries are represented in the sample, including construction, manufacturing, finance, insurance, and retail.

The average company whose CEO responded to this survey had about $20 million in revenue for the most recent 12-month period. The average employment was about 52.

4 • May 6, 2020

Op/Ed & Letters

The LEGACY

Coronavirus exposes gig workforce left behind U.S. SEN. MARK R. WARNER It took a global pandemic for Congress to finally, tentatively wake up to major flaws in America’s social safety net. Sitting in negotiations for the third coronavirus relief, known as the CARES Act, I remember as my colleagues began to acknowledge that the U.S. unemployment insurance program failed to cover millions of workers who make a living as independent contractors, freelancers, “gig workers,” and selfemployed entrepreneurs.

The “contingent workforce” has been around for decades, long before internet platforms like Uber, Airbnb, Postmates, and Taskrabbit enabled the rise of the “gig economy.” According to the Bureau of Labor Statistics, independent workers make up around 10% of the workforce—approximately 16 million people. But, that doesn’t take into account those who supplement traditional jobs with income on the side or millions of workers in the service and agriculture industries who often work jobs that don’t offer reliable benefits. We know that the majority of service sector, part-time, and low-wage workers in America The LEGACY NEWSPAPER Vol. 6 No. 19 Mailing Address P.O. Box 12474 Richmond, VA 23241 Office Address 105 1/2 E. Clay St. Richmond, VA 23219 Call: 804-644-1550 Online www.legacynewspaper.com

don’t have access to health care, paid leave, or a telework option through their employer.

For years, I’ve been telling anyone who would listen that our system was increasingly leaving millions of workers behind. But, it took the prospect that millions of Lyft drivers, hair stylists, truck drivers, freelance designers, handymen, and other independent workers could be stuck with no income and no safety The LEGACY welcomes all signed letters and all respectful opinions.

Letter writers and columnists opinions are their own and endorsements of their views by The LEGACY should be inferred. The LEGACY assumes no responsibility for unsolicited material.

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net to fall back on in the middle of a pandemic for Congress to act.

Fortunately, Congress recently took a first, if temporary, step towards correcting this gaping hole in our unemployment insurance program. The bipartisan coronavirus relief package Congress passed contains the most dramatic expansion of unemployment insurance in decades, finally extending benefits to independent workers, the self-employed, as well as part-time workers who’ve had their hours cut.

This expansion of eligibility is an important step, and one that Congress should look to make permanent in a financially sustainable way – supported by employer contributions – once this crisis is over. But, unemployment insurance is only one piece of our social insurance system.

Even before we began to feel the economic consequences of the coronavirus, gig workers were sounding the alarm that their lack of access to paid sick leave could create a potential threat to public health, where sick workers would be forced to choose between their health and a paycheck. At the beginning of this

pandemic, I called on the largest gig worker platforms to provide paid sick leave for drivers getting treated, quarantining, or caring for a loved one with COVID-19. I am glad that several companies stepped up to provide this assistance for their workers before it led to a public health emergency. But as recent organizing by gig workers has demonstrated, paid leave for sick workers is just the tip of the iceberg.

Recognizing the public health challenges facing workers in other fields who lack these benefits, Congress temporarily expanded paid leave to some workers as part of the coronavirus response. But millions more still lack paid sick leave, and the temporary nature of these coronavirus relief programs mean the cracks in our system will open right back up when this crisis is over.

Congress should not simply wait until the next economic calamity to swoop in and try to catch these millions of Americans who have been failed by our social safety net.

While our first priority must be weathering this crisis, our recovery

(continued on page 5)

www.LEGACYnewspaper.com

May 6, 2020• 5

P.T. Hoffsteader, Esq.

Success at the GA

On April 22, the General Assembly reconvened to vote on the governor’s proposed bill amendments. We are pleased that the General Assembly accepted Gov. [Ralph] Northam’s amendments to bills that Virginia Interfaith Center for Public Policy championed that will help workers, immigrants, and the health of the planet. The following bills had amendments that were approved, enabling the bills to become law: Minimum wage increase: The governor’s amendment to delay the implementation of the minimum wage as outlined in SB7 and HB395 by four months, from Jan. 1, 2021 to May 2, 2021 was approved by the General Assembly. Virginians will see the first increase about a year from now. This is an important step toward paying workers a living wage.

Comprehensive predatory lending reform: VICPP worked closely with the Virginia Poverty Law Center and other partners to finally pass legislation to crack down on predatory lending. The governor amended the predatory lending reform bills (HB789 and SB421) and moved the enactment day forward

from July 1, 2021 to Jan. 1, 2021.

This is a great improvement that VICPP helped advocate and it will save Virginians approximately $50 million in fees.

Energy burden: The governor made some technical amendments to the bill to join the Regional Greenhouse Gas Initiative (RGGI) and use some of the revenue to invest in energy efficiency (HB981 and SB1027).

Environmental justice: The Governor amended the Environmental Justice Council bills (SB883) to add “disability” to the definition of environmental justice alongside “race, color, faith, national origin, and income.” In the Virginia Environmental Justice Act (HB704 and SB406), he added clarifying language to the meaning of the bill.

Virginia Interfaith Power & Light (VAIPL) and VICPP advocated the amendments to both bills.

Driver’s licenses for all: The governor amended the bills that give people of differing immigration status the ability to obtain a Driver’s Privilege Card (HB1211 and SB34) and made the cards look more like other licenses so immigrants are less likely to be subject to discrimination.

VICPP and immigrant rights advocates still have some privacy concerns about the bill but supported the governor’s amendments as good improvements to the bill.

Although not everything we championed passed (notably our Paid Sick Day bill and our effort to include farmworkers in the minimum wage bill), we made enormous progress in moving

policies that help low-income and marginalized communities and make Virginia more welcoming and equitable.

In addition to the policies listed above, VICPP championed and won many wage theft reforms that we’d been working on for almost four years and supported immigrant advocates’ successful efforts to get instate tuition for students of differing immigration status.

Thank you for your advocacy – signing petitions, making calls, sending emails, visiting legislators.

Whatever you did to help, thank you.

Kim Bobo

Lack of leadership

As stated by Politizoom, “we have a pathological liar and idiot in the seat of command.”

His daily fixture on the airwaves crowing about his rating and saying nothing about helping lower income Americans during the COVID-19 rages (as of this date 51,000-plus deaths). For number 45 and the Republican Party it’s business as usual and putting profits over the deaths. Number 45 and his WH/ Republican Party leadership are not honest and cannot be trusted.

There should be more kudos from us for our Gov. Northam (and other selected goverrnors) who jumped “outfront” on COVID-19 actions/ planning. I will continue to believe My governor (and his staff) vs the WH, Fox, McConnell and other cronies. Listen to number 45 and be accelerated in meeting your GOD. Walt Hill Petersburg

(from page 6) must include structural reforms that guarantee a social safety net to every American. To do that, we must find a way to ensure access to our entire system of social insurance, including healthcare, unemployment insurance, paid leave, workers’ compensation, skills training, tax withholding, and taxadvantaged retirement savings.

We need to move towards a portable benefits system that allows Americans of all walks of life to pay into package of benefits that can follow them from job to job or gig to gig. The program doesn’t necessarily have to come from the federal government—labor unions, technology firms, state, and local governments, or consumer-employer partnerships like New York’s Black Car Fund may be part of the solution.

I’ve proposed a portable benefits pilot program that would empower states, local governments, and worker advocate non-profits to experiment with these ideas, and I am hopeful that we can include this bipartisan proposal in future coronavirus relief legislation. We need to patch the holes in our social safety net now, not when the next crisis hits.

Warner is a former technology entrepreneur and governor of Virginia.

The LEGACY

6 • May 6, 2020

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