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Beverly Robertson chooses ‘now’ to move on from Greater Memphis Chamber
NEW TRI-STATE DEFENDER — “This was both a mission and a job for me because I wanted to make sure different voices were heard and different people were brought to the table,” said Beverly Robertson, president and chief executive officer of the Greater Memphis Chamber. “Now because I have done those things and seeded that foundation. I have done what I came to do. I know when to say when.”
The post Beverly Robertson chooses ‘now’ to move on from Greater Memphis Chamber first appeared on BlackPressUSA.

By Erica R. Williams | New Tri-State Defender
Beverly Robertson, president and chief executive officer of the Greater Memphis Chamber, knows “when it’s time to say when.”
And for the first Black female president of the 184-year-old organization, that time is now.
Robertson recently announced she would be stepping down from her role as head of the chamber in December to focus on TRUST Marketing, the communications firm she founded with her husband, Howard Robertson.
“I knew that this wouldn’t be a National Civil Rights Museum tenure,” said Robertson, who previously served as the president of the National Civil Rights Museum for 17 years. “But I wanted to get in and get some dynamic and transformative things done at the chamber and put a lot of things in place. I believe that those things are now in place.”
Robertson took the helm in 2018 after the chamber’s then-president and CEO Phil Trenary was shot and killed Downtown.

Born and bred in Orange Mound, Beverly Robertson considers her upbringing one that was “spiritually rooted,” crediting her family for laying a solid foundation. (Photo: Gary S. Whitlow/GSW Enterprises/The New Tri-State Defender)
“I’d never thought that this would be an opportunity for me because historically, no Black woman had ever held the position,” she said.
In four years, Robertson has proven she is the woman for the job — her leadership withstanding uncertain times amid the COVID-19 pandemic, national social unrest, and political division.
“This was both a mission and a job for me because I wanted to make sure different voices were heard and different people were brought to the table,” she said. “Now because I have done those things and seeded that foundation. I have done what I came to do. I know when to say when.”
Her list of chamber accomplishments includes stabilizing the chamber’s finances despite the pandemic, weaving ‘prosperity for all’ into its DNA, and leading the creation of the Small Business Resiliency Playbook to help local businesses navigate crises like COVID-19.
In 2021, the Greater Memphis Chamber celebrated the best year in its history for economic development and the best fiscal year ever due to Robertson’s extensive fundraising efforts.
While these are significant accomplishments, Robertson said her proudest moments include the launch of ‘From Protest to Progress’ to bring together businesses, activists, and clergy to solve issues impacting Memphis.
It’s a city that is dear to Robertson, who was born and bred in Orange Mound. She considers her upbringing one that was “spiritually rooted,” crediting her family for laying a solid foundation.
She also acknowledged the educators in her life who were instrumental in her success — their impact extending beyond academics.
“Education was our way up and out,” Robertson said. “I had parents who anchored me before I got to school, but I had loving educators who instilled those values in me as well.”
Robertson graduated from Melrose High School and then attended the Memphis State University (now the University of Memphis).
After graduating, she began a career in education before moving to Holiday Inn Worldwide, where she worked for 19 years, eventually becoming acting vice president of marketing communications.
“You know, my father used to always tell me that there is nothing that I couldn’t do,” Robertson recalled. “As a result, I’ve always had high expectations for myself and what I could do.”

Beverly Robertson is moving on from the Greater Memphis Chamber, where she has served as president and chief executive officer since 2018. (Photo: Gary S. Whitlow/GSW Enterprises/The New Tri-State Defender)
The evidence of this belief has been shown in her list of achievements, and the respect garnered along the way.
Ted Townsend, the chamber’s chief economic development officer, who will succeed Robertson after steps down, acknowledged her impact.
“Greater Memphis, the Chamber, and I all owe Beverly a debt of gratitude for the work she has done to put inclusion and diversity at the heart of the chamber’s work,” Townsend said. “Memphis has momentum and it’s about to get even better.”
Robertson, who expressed her confidence in Townsend to lead the organization, agreed that excitement surrounding Memphis is growing, bringing in more people and businesses to propel economic growth.
“You can see the energy in Memphis if you just look at who’s coming and where they are coming from,” Robertson said. “This shows you the capacity, excitement, and enthusiasm of people looking at Memphis and seeing it as an option. The growth of Memphis is here.”
Robertson, who considers it her duty to pour in younger generations of professionals, said it’s time to let them thrive.
“All too often we don’t know when to say when and allow the next generation to get on board and get engaged,” she said. “We have to prepare them.”
The Greater Memphis Chamber launched a data-centric center to aid in career preparation. The center also will seek to make the region more competitive for transformational projects, like Ford’s Blue Oval City, which anticipates bringing more than 6,000 jobs to the West Tennessee area.
The electrical vehicle manufacturing plant will be in Haywood County, about 45 miles east of Downtown.
To fund economic development work that includes career prep, Robertson plans to spend her remaining time at the chamber raising $10 million to $15 million to dedicate to the efforts.
As she leaves behind a legacy of impactful work, the next chapter for the wife and mother of three still will include contributing to the city’s growth, but this time with more flexibility to her schedule and through Trust Marketing, alongside her husband.
Robertson said seeing the city thrive will always be a priority, even if she’s working in a different capacity.
Asked about her love for the city she calls home, Robertson credits its residents.
“The beauty of Memphis is its people. Memphis has the best people in the world, who expect you to do great things. And when that expectation is there, you can’t help but to live up to it.”
With decades of work through the National Civil Rights Museum and most recently at the Chamber, many who have worked with Robertson or noted her list of contributions would agree that she has done more than live up to the expectations. She has exceeded them.
This article originally appeared in the New Tri-State Defender.
The post Beverly Robertson chooses ‘now’ to move on from Greater Memphis Chamber first appeared on BlackPressUSA.
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Harriet Tubman Scrubbed; DEI Dismantled
A photograph of Harriet Tubman has been removed from a National Park Service webpage about the Underground Railroad.

By Stacy M. Brown
BlackPressUSA.com Senior National Correspondent
A photograph of Harriet Tubman has been removed from a National Park Service webpage about the Underground Railroad. Previously, the page opened with a photo of Tubman and a description that acknowledged slavery and the efforts of enslaved African Americans to escape bondage. That language is now gone. In its place are images of postage stamps and a reworded introduction that refers to the Underground Railroad as “one of the most significant expressions of the American civil rights movement” that “bridged the divides of race.” The updated version does not mention slavery. The change follows an executive order signed by President Donald Trump last month directing the Smithsonian Institution to eliminate “divisive narratives.” A review by The Washington Post found that since Trump’s return to office, dozens of webpages across the National Park Service have been edited to soften or eliminate references to slavery, racial injustice, and the historical struggles of African Americans.
On the website for the Stone National Historic Site in Maryland, mentions of Declaration of Independence signer Thomas Stone owning enslaved people were removed. Elsewhere, references to “enslaved African Americans” were changed to “enslaved workers.” A page exploring Benjamin Franklin’s views on slavery and his slave ownership was taken offline. The Defense Department also removed several webpages related to diversity and minority contributions to the U.S. military, including a tribute to Jackie Robinson’s Army service and content honoring the Tuskegee Airmen, the Navajo Code Talkers, and the Marines at Iwo Jima. Officials later said some content would be republished after public outcry. Nearly 400 books were removed from the library at the U.S. Naval Academy. The list includes Maya Angelou’s I Know Why the Caged Bird Sings, Memorializing the Holocaust, Half American, and Pursuing Trayvon Martin. Officials cited Defense Secretary Pete Hegseth’s directive to eliminate books that promote diversity, equity, and inclusion.
Private companies contracting with the federal government have begun rolling back language diversity and initiatives in response to federal pressure. UnitedHealth Group removed DEI language from its website. Goldman Sachs dropped its diversity requirement for companies it takes public and revised annual filings to reflect “developments in the law.” Bank of America replaced the term “diversity” with “talent” and “opportunity.” Deloitte instructed U.S.-based employees working with federal clients to remove pronouns from email signatures. Coca-Cola, PepsiCo, Disney, Paramount, JPMorgan Chase, Victoria’s Secret, and others have renamed or eliminated DEI programs. Some, like Paramount, cited the need to comply with Trump’s executive orders.
Target has faced financial and reputational fallout following its reversal of DEI commitments. The company has lost over $12.4 billion in revenue and faces multiple lawsuits related to its shifting policies. Rev. Jamal Bryant launched a national “Target Fast,” urging community mobilization. Separately, the NAACP and the National Newspaper Publishers Association (NNPA) initiated public education and selective buying campaigns to increase pressure on the retail giant.
“Black consumers helped build Target into a retail giant, and now they are making their voices heard,” said Dr. Benjamin F. Chavis Jr., president and CEO of the NNPA. “If corporations believe they can roll back diversity commitments without consequence, they are mistaken.”
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What Parents Think about Childcare Right Now
BLACKPRESSUSA NEWSWIRE — Children’s earliest years are a critical period when the foundation is built for lifelong physical health and emotional well-being

By: RAPID, Stanford Center on Early Childhood
The RAPID Survey Project, based in the Stanford Center on Early Childhood, is a program of ongoing national and place-based surveys designed to gather essential information on the needs, health-promoting behaviors, and well-being of young children and their caregivers. Our objective is to make timely and actionable data on the experiences of parents, caregivers, and young children available in an ongoing manner to support parent- and data-informed decision-making. Children’s earliest years are a critical period when the foundation is built for lifelong physical health and emotional well-being. Research shows that consistent, responsive caregiving is conducive to healthy development during these early years. We asked parents of infants and toddlers (birth to age 3) to tell us about their childcare experiences and preferences. Using responses from parents of infants or toddlers who participated in national RAPID household surveys in January 2024 and November 2024, we aim to understand the types of childcare that families with infants and toddlers use and what is most important to parents when selecting child care.
Family, friends, and neighbor (FFN) care is the most common childcare choice for families with infants and toddlers.
We asked parents of infants and toddlers questions about how much childcare they use, as well as their experiences using center-based care, home-based care, and both paid and unpaid family, friend, and neighbor (FFN) care. More than two in three (68%) parents of infants and toddlers use childcare for five hours or more per week. Among these families, and consistent with other national data, FFN care makes up the largest share of providers of infants and toddlers.
Responses from the survey show that, on a weekly basis:
—32% of parents use center-based care
—26% of parents use unpaid FFN care
—13% of parents use paid FFN care
—12% of parents use home-based care in the childcare provider’s residence
“Sometimes it is difficult to find relatives/friends who I trust and are available as sometimes their plans change.” Parent in Wisconsin
“I’m relying on family and things arise that make them unable to help. I have looked into center-based care and considered going back to work, but it will cost me more for childcare than I can make in income to pay for it.” Parent in Ohio
“I use babysitters, mostly teenagers, so their schedules are sometimes unreliable. They do their best, but they have other commitments, too. They also can’t always work during the day, which is when I need them.” Parent in Texas
Reliable access to childcare is a particular concern for many parents of infants and toddlers.
The predictable schedules and routines that are associated with stable access to childcare support the positive well-being and development of children, families, and caregivers. In their responses to open-ended questions, parents of infants and toddlers spoke about the different challenges they experience securing childcare, including issues with affordability, hours, location, and trust in their provider. As indicated by the quotes in this fact sheet, parents mentioned concerns about providers meeting the specific and intensive caregiving needs of infants and toddlers, while at the same time families navigate high costs, low availability, and inconsistent schedules. Additionally, many parents, particularly those living in rural areas, noted the limited childcare options near their home or work. This points to the barriers to reliable childcare access that families with infants and toddlers face, and these data can inform policies and programs that support families in meeting this critical need.
“In a rural area, childcare is very hard to find, and rates are not competitive because they don’t have to be.” Parent in Montana
“I had challenges finding other part-time care closer to where we live so I drive one hour twice a week for part-time care.” Parent in Louisiana
“We had to contact this provider very early on. I was maybe five or six weeks pregnant. And she happened to have a spot. If we had waited much longer, we wouldn’t have gotten in.” Parent in South Carolina
“I am currently using backup care days offered by my employer as our primary form of childcare for our younger child. In March, I will run out of days to use, and we are struggling to find an affordable option nearby that has availability when we need it.” Parent in Virginia
Trust in their childcare provider is the most important thing to families with infants and toddlers.
To understand families’ childcare needs, we asked parents what factor matters the most when selecting childcare for their infants and toddlers. We provided a list of factors to choose from for each type of childcare used. Across all types of childcare, parents of infants and toddlers are most likely to say that trust and/or comfortability with their provider is the top factor when they select child care for their family. Parents are significantly more likely to endorse trust and/or comfortability with their provider than any other factor, including affordability, availability, location, or the hours the provider is available.
Factors for selecting childcare, in order of frequency endorsed by parents of infants and toddlers:
- Trust and/or comfortability
- Affordability
- Availability
- Location
- Hours
“Finding a trustworthy and experienced caregiver who could handle our infant’s specific needs was a major concern.” Parent in New York
“Ensuring the caregiver has the necessary experience and qualifications to care for an infant adds another layer of difficulty.” Parent in Iowa
Predictable and nurturing caregiving contributes to positive early childhood development, and more work is needed to support families with infants and toddlers looking for childcare. RAPID data show that there is an unmet need among families with infants and toddlers for reliable, affordable, and trusted sources of childcare and that families are using a patchwork of childcare arrangements to find trusted sources of care for their infants and toddlers that they can afford and rely on. Parents themselves are experts in selecting the sources and settings of childcare that will best support their family and foster their child’s development, and they are placing an emphasis on selecting providers that their family trusts and feels comfortable with. These findings can inform policies and programs that address parents’ childcare concerns and experiences, so they are better supported in providing the healthy, responsive caregiving that is essential to their young children’s development.
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Trump Profits, Black America Pays the Price
BLACKPRESSUSA NEWSWIRE — Over the weekend, while 401(k)s crumbled and mass layoffs loomed, Trump was the main attraction at two lavish, money-making events

By Stacy M. Brown
BlackPressUSA.com Senior National Correspondent
As financial pain spreads across the nation, Black families are facing some of the harshest blows — while Donald Trump and his family throw parties, rake in cash, and dismantle protections built to ensure essential equity. Over the weekend, while 401(k)s crumbled and mass layoffs loomed, Trump was the main attraction at two lavish, money-making events: a Saudi-backed LIV Golf tournament at his Trump Doral resort and a seven-figure fundraiser at Mar-a-Lago. This all unfolded just days after Trump signed off on sweeping global tariffs — with a Sharpie now sold at his resort gift shop for $3 — sparking one of the largest market crashes in U.S. history. In just 48 hours, the S&P 500 lost $5 trillion in value. By Monday, stocks were in free fall. Analysts warned of inflation spikes that would hit everything from gas to groceries — and disproportionately impact low- and middle-income households.
But for Trump, it was business booming. Every room, including the $13,000-a-night suite, was sold out at Doral. Guests shelled out up to $1,400 for exclusive access, snapped up $550 Trump purses and $18 imported souvenirs, and dined on $130 steaks while posing for photos with Trump family members. “This is the perfect venue,” Eric Trump declared as his father bounced between luxury properties. That same day, the former president posted from his golf club: “THIS IS A GREAT TIME TO GET RICH, RICHER THAN EVER BEFORE.” For Black Americans — who already face the steepest hurdles in the economy — the timing is more than just offensive. It’s dangerous. As the markets tank and federal agencies brace for disruption, Trump is also waging war on racial equity. He’s issued orders wiping out diversity, equity, and inclusion (DEI) efforts across the federal government. That includes dismantling Executive Order 11246 — a cornerstone civil rights protection that, since 1965, has barred discriminatory practices by federal contractors.
Roughly 18% of the federal workforce is Black. Many of those workers are now in limbo, with DEI staffers placed on forced leave and entire programs frozen. Experts warn these rollbacks could erase decades of progress in hiring, retention, and advancement — not just in government, but in every sector that follows federal precedent. Trump has also threatened clean air and water protections for historically neglected Black neighborhoods and proposed privatizing the U.S. Postal Service — one of the largest employers of African Americans. As working families watch their savings disappear, their job security vanishes, and their communities come under attack, Trump and his donors raise glasses over filet mignon and $1 million checks. The disparity isn’t just stark — it’s systemic. And it’s being monetized in real-time. From his Palm Beach resort, as the country buckles under the weight of his policies, Trump made his position clear:
“THIS IS A GREAT TIME TO GET RICH.”
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