Concast 6: AI for Business & Market Musings
Wizdom: "Integrating AI into your business to make it more successful"
Wealth: Thuy’s Market Musings
By Thuy Tran, Hema Dey- Aug 12, 2026
Event Overview
The recap for this episode is currently being prepared. Please check back soon for the full highlights and key takeaways.
Meet the Speakers & Guests
Thuy Tran
Chief Investment Officer at KUYR
Hema Dey
Author of The AI Translator: Making Your Marketing Message Click with People and Code
Featured Moments
Topic 1: Immigration Law Update (Guest: Andrew Johnson)
Topic 2: Market Musings (Thuy Tran)
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Invest Smart. Live Well.
Concast 5: AI for Business & Market Musings
Wizdom: "The Importance of Teching Financial Literacy to Young Aduts"
Wealth: Thuy’s Market Musings
By Thuy Tran, Adriana Lucas- Jul 27, 2026
Event Overview
The recap for this episode is currently being prepared. Please check back soon for the full highlights and key takeaways.
Meet the Speakers & Guests
Thuy Tran
Chief Investment Officer at KUYR
Adriana Lucas
Associate Director, UCI Merage School of Business
Featured Moments
Topic 1: Immigration Law Update (Guest: Andrew Johnson)
Topic 2: Market Musings (Thuy Tran)
Would you like to attend our next event?
Register to stay up to date and never miss important event information.
Invest Smart. Live Well.
Wage and Hour Laws: FLSA Guide for Small Businesses
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SoHoSoCal
The Fair Labor Standards Act, commonly known as the FLSA, establishes federal requirements for minimum wage, overtime pay, employee records and youth employment.
These rules affect most small businesses, but federal law is only the starting point. State and local laws may require higher wages, daily overtime, meal periods, paid breaks or additional protections. When different standards apply, employers generally must comply with the rule that provides employees with greater protection.
Does the FLSA Apply to Small Businesses?
A business may be covered by the FLSA through enterprise coverage or individual employee coverage.
Enterprise coverage generally applies when a business:
- Has at least $500,000 in annual sales or business volume and engages in interstate commerce.
- Operates a hospital, healthcare facility, school or public agency.
- Conducts another activity specifically covered by federal law.
Even when the business does not meet the enterprise threshold, individual employees may still be protected if their work involves interstate commerce. This may include communicating with out-of-state customers, processing credit card transactions, ordering interstate supplies or handling goods that moved between states.
Because coverage is broad, employers should not assume that a small workforce or limited revenue automatically removes FLSA obligations.
Employees, Independent Contractors and Volunteers
Only employees receive the FLSA’s minimum wage and overtime protections, but calling someone an “independent contractor” does not determine the worker’s legal status.
The Department of Labor examines the economic reality of the relationship, including the worker’s independence, opportunity for profit or loss, investment, control, permanence and whether the work is integral to the business.
Small businesses should be especially careful when a worker:
- Performs the company’s primary service.
- Works indefinitely for one business.
- Uses equipment supplied by the company.
- Has little control over scheduling or pricing.
- Has no independent customers or business operation.
Private for-profit businesses also generally cannot use unpaid volunteers to perform work that would normally be completed by employees.
Federal Minimum Wage Requirements
The federal minimum wage remains $7.25 per hour for covered nonexempt employees. When a state or local minimum wage is higher, the employee generally must receive the higher rate.
Employers must count all compensable time, including work they allow employees to perform even when it was not requested or scheduled. This can include certain preparation, closing, remote work and after-hours communication.
An employer may discipline an employee for violating scheduling or overtime policies, but it generally must still pay for work it knew or should have known was performed.
Rules for Tipped Employees
Under federal law, an employer using the tip credit may pay a tipped employee a direct cash wage of at least $2.13 per hour and claim up to $5.12 per hour as a tip credit.
The employer must:
- Inform the employee about the tip-credit rules.
- Ensure cash wages and tips equal at least the applicable minimum wage.
- Pay any shortage when tips are insufficient.
- Allow employees to retain their tips, except for a lawful tip pool.
- Exclude managers and supervisors from receiving employee tips, subject to limited rules for tips they receive directly.
State laws may require a higher direct wage or prohibit the federal tip-credit approach entirely.
How Is Overtime Pay Calculated?
Covered nonexempt employees must receive at least 1.5 times their regular rate for hours worked beyond 40 in a fixed seven-day workweek.
Overtime must be calculated by workweek, not averaged across a two-week or monthly pay period. For example, an employee who works 45 hours during one week and 35 hours during the next has five overtime hours in the first week.
The regular rate may include more than an employee’s hourly wage. Certain commissions, nondiscretionary bonuses and incentive payments may need to be included when calculating overtime.
Private employers generally cannot replace required overtime pay with compensatory time off in a later workweek.
Does Paying a Salary Eliminate Overtime?
No. Paying an employee a salary does not automatically make the employee exempt from overtime.
Most executive, administrative and professional exemptions require the employee to satisfy three elements:
- The employee is paid on a salary basis.
- The employee meets the applicable salary threshold.
- The employee performs qualifying exempt duties.
As of 2026, the standard federal salary threshold is $684 per week, equivalent to $35,568 annually. The higher thresholds created by the 2024 overtime rule were vacated by a federal court. The Department of Labor restored the operative 2019 regulatory thresholds in 2026.
Job titles such as “manager,” “administrator” or “specialist” do not establish an exemption. The employee’s actual responsibilities and compensation must satisfy all applicable requirements.
Outside sales employees and certain doctors, lawyers and teachers are subject to different tests.
Common Wage and Hour Mistakes
Frequent FLSA compliance problems include:
- Treating all salaried employees as overtime-exempt.
- Allowing employees to work before clocking in or after clocking out.
- Averaging hours across multiple workweeks.
- Failing to include applicable bonuses or commissions in the regular rate.
- Deducting uniforms, tools or shortages when doing so reduces pay below the required minimum wage.
- Incorrectly classifying employees as independent contractors.
- Giving private-sector employees time off instead of required overtime pay.
- Failing to record remote or after-hours work.
- Assuming unauthorized overtime does not need to be paid.
A written policy is helpful, but it does not protect an employer that knows employees are performing unpaid work.
Child Labor Requirements
Federal law restricts the hours and occupations available to employees under 18.
For most nonagricultural employment:
- Children under 14 generally cannot be employed in FLSA-covered jobs, subject to limited exceptions.
- Employees ages 14 and 15 may work only in permitted nonhazardous occupations and during restricted hours outside school.
- Employees ages 16 and 17 may work unlimited federal hours but cannot perform occupations declared hazardous.
- Federal youth-employment restrictions normally end at age 18.
For 14- and 15-year-olds, federal limits generally include no more than three hours on a school day, 18 hours during a school week, eight hours on a nonschool day and 40 hours during a nonschool week.
State laws may impose stricter schedules, work-permit requirements or additional prohibited occupations.
Payroll Recordkeeping Requirements
Covered employers must maintain accurate records showing how employee wages were calculated.
Important records include:
- Employee identity and occupation.
- The beginning of the employee’s workweek.
- Hours worked each day and workweek.
- Regular hourly rate.
- Straight-time and overtime earnings.
- Additions to and deductions from wages.
- Total wages and applicable pay period.
Payroll records generally must be retained for at least three years. Documents supporting wage calculations, such as timecards, schedules and wage-rate tables, generally must be retained for at least two years.
Records may be electronic or paper, but they must be accurate and accessible.
Required Workplace Posters
Employers with employees covered by the FLSA must display the official “Employee Rights Under the Fair Labor Standards Act” poster where workers can readily see it.
Federal posters are available from the Department of Labor at no cost. Employers should also check state and local posting requirements and replace outdated notices when necessary.
Penalties and Protection Against Retaliation
Wage and hour violations can result in back wages, an equal amount in liquidated damages, civil penalties and legal expenses. Willful or repeated violations may lead to additional consequences.
Employers must not terminate, threaten, demote or otherwise retaliate against an employee for making a wage complaint or participating in an investigation. Protected complaints may be oral or written and can include internal reports made to the employer.
Wage and Hour Compliance Checklist
Small businesses can reduce compliance risks by taking these steps:
- Identify which federal, state and local wage laws apply.
- Review every employee and contractor classification.
- Confirm that exempt employees satisfy both salary and duties tests.
- Record all working time, including remote and after-hours work.
- Calculate overtime separately for each workweek.
- Include applicable bonuses and commissions in the regular rate.
- Audit tipped-employee notices and tip-pooling arrangements.
- Review jobs and schedules before employing workers under 18.
- Retain payroll and timekeeping records for the required periods.
- Display current workplace posters.
- Train supervisors not to permit off-the-clock work.
- Investigate wage complaints without retaliation.
Frequently Asked Questions
Do small businesses have to pay overtime?
Yes, when the business or employee is covered by the FLSA and the employee does not qualify for a specific exemption.
Is every salaried employee exempt from overtime?
No. Salary alone is insufficient. The employee must satisfy the applicable salary basis, salary level and job duties requirements.
Can employees waive their overtime pay?
No. An employee cannot privately agree to give up overtime protections established by the FLSA.
Can overtime be averaged over two weeks?
Generally, no. Overtime must normally be calculated separately for each seven-day workweek.
Must unauthorized overtime still be paid?
Generally, yes, if the employer knew or should have known the work was performed. The employer may enforce its scheduling policy separately.
How long should payroll records be retained?
Core payroll records generally must be kept for three years, while supporting wage-calculation records generally must be kept for two years.
Legal Notice
This article provides general educational information and is not legal advice. Wage and hour requirements can change and may differ by state, locality, industry and employee position. Employers should consult current government guidance or qualified employment counsel before making classification or payroll decisions.
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Federal Employment Laws Every Small Business Should Know
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Federal employment laws regulate how businesses hire, pay, manage and protect employees. Some laws apply to nearly every employer, while others take effect only when a business reaches a specific employee threshold.
Small business owners should also remember that state and local laws may provide greater employee protections than federal law. When multiple rules apply, employers generally must follow the standard that offers employees greater protection.
Wage, Overtime and Equal Pay Requirements
he Fair Labor Standards Act establishes federal rules for minimum wage, overtime, recordkeeping and youth employment.
Covered nonexempt employees must receive:
- At least the federal minimum wage of $7.25 per hour, unless a higher state or local minimum wage applies.
- Overtime pay of at least 1.5 times their regular rate for hours worked beyond 40 in a workweek.
- Payment for all compensable working time, including certain work performed before or after scheduled hours.
Employers should accurately record working hours and avoid classifying employees as exempt from overtime based solely on job titles.
The Equal Pay Act also prohibits sex-based pay differences when employees perform substantially equal work. Pay differences may be permitted when supported by legitimate factors such as seniority, performance, productivity, education, training or experience.
Break Time and Space for Nursing Employees
Under the PUMP Act, most FLSA-covered employees are entitled to reasonable break time and a private place to express breast milk for up to one year after childbirth.
The designated space must:
- Be shielded from view.
- Be protected from intrusion.
- Be available when needed.
- Not be a bathroom.
Pump breaks do not always have to be paid. However, the time must be compensated when the employee continues working, is not completely relieved of duties or uses an employer-provided paid break.
Businesses with fewer than 50 employees may claim an undue-hardship exemption only when they can demonstrate significant difficulty or expense under their particular circumstances.
Employee Organizing and Workplace Discussions
The National Labor Relations Act protects many private-sector employees, including employees working at businesses without a union.
Protected concerted activities may include:
- Discussing wages, benefits and working conditions.
- Raising a group workplace complaint.
- Circulating a petition.
- Acting with coworkers to improve schedules or workplace safety.
- Contacting an employer or government agency about shared workplace concerns.
Employers should avoid policies that broadly prohibit employees from discussing compensation or working conditions. Retaliation against protected concerted activity may violate federal law.
Which Anti-Discrimination Laws Apply to Small Businesses?
The applicable federal law often depends on the employer’s workforce size:
- Nearly all covered employers: Equal Pay Act.
- Four or more employees: Certain immigration-related discrimination protections.
- 15 or more employees: Title VII, Pregnancy Discrimination Act, Americans with Disabilities Act, Genetic Information Nondiscrimination Act and Pregnant Workers Fairness Act.
- 20 or more employees: Age Discrimination in Employment Act, protecting individuals age 40 and older.
These laws may prohibit discrimination based on race, color, religion, sex, pregnancy, national origin, disability, genetic information and age. They also protect employees and applicants from retaliation for reporting suspected discrimination or participating in an investigation.
State laws may cover employers with fewer employees.
Disability and Pregnancy Accommodations
Under the Americans with Disabilities Act, covered employers must consider reasonable accommodations that enable a qualified employee or applicant with a disability to perform essential job functions, unless the accommodation would create an undue hardship.
The Pregnant Workers Fairness Act provides similar accommodation rights for known limitations related to pregnancy, childbirth and associated medical conditions.
A compliant process should include:
- Receiving the accommodation request.
- Discussing the employee’s limitations and job duties.
- Identifying possible effective accommodations.
- Documenting the decision.
- Reviewing the arrangement when circumstances change.
Employers generally should not force an employee to take leave when another reasonable accommodation would allow the employee to continue working.
Hiring, Interviews and Form I-9 Compliance
Every employer must verify the identity and employment authorization of newly hired employees using Form I-9.
Completed forms must generally be retained for three years after the hire date or one year after employment ends, whichever is later. Employers should use the same verification process consistently and should not demand specific documents based on citizenship or national origin.
Interview questions should concentrate on job-related qualifications. Avoid questions about an applicant’s age, religion, disability, medical or genetic information, pregnancy, family plans or national origin.
Instead of asking about citizenship, employers may ask whether the applicant is legally authorized to work in the United States and whether future sponsorship will be required.
Family and Medical Leave Requirements
The Family and Medical Leave Act generally applies to private employers with 50 or more employees.
An employee normally becomes eligible after:
- Working for the employer for at least 12 months.
- Completing at least 1,250 hours of service during the previous 12 months.
- Working at a location where the employer has at least 50 employees within 75 miles.
Eligible employees may receive up to 12 weeks of job-protected unpaid leave for qualifying family and medical reasons. Up to 26 weeks may be available for military caregiver leave.
Covered employers must provide the required notices, protect applicable health benefits and maintain appropriate leave records.
Workplace Safety and OSHA Reporting
Employers must provide a workplace free from recognized serious hazards and comply with applicable OSHA safety standards.
All employers under OSHA jurisdiction must report:
- A work-related fatality within eight hours.
- An inpatient hospitalization, amputation or loss of an eye within 24 hours.
Some businesses with ten or fewer employees may be exempt from routine OSHA injury and illness recordkeeping. This exemption does not remove the obligation to maintain a safe workplace or report severe incidents.
Small Business Employment Law Checklist
Small businesses can reduce compliance risk by taking these practical steps:
- Confirm whether employees are correctly classified as exempt or nonexempt.
- Maintain accurate payroll, working-time and personnel records.
- Review workplace posters and required employee notices.
- Create procedures for discrimination, harassment and retaliation complaints.
- Establish an interactive accommodation process.
- Audit Form I-9 completion and retention.
- Document family and medical leave decisions.
- Review employee handbook policies regularly.
- Train supervisors on interviews, discipline and protected employee activity.
- Maintain workplace safety procedures and incident-reporting contacts.
Frequently Asked Questions
Do federal employment laws apply to very small businesses?
Yes. Wage, equal-pay, Form I-9, labor-rights and workplace-safety requirements may apply even when a business has only a few employees.
Can employees discuss their wages?
In many private-sector workplaces, employees have a federally protected right to discuss wages and working conditions with coworkers.
Does every pump break have to be paid?
Not necessarily. It generally must be paid if the employee works during the break, is not completely relieved of duties or uses an otherwise paid rest break.
Does an OSHA recordkeeping exemption eliminate all OSHA obligations?
No. An exempt business must still maintain a safe workplace and report qualifying fatalities and severe injuries.
Are state employment laws important?
Yes. State and local laws may establish higher wages, broader leave rights or lower employee thresholds than federal law.
Legal Note
This article provides general educational information and is not legal advice. Employers should review current federal, state and local requirements and consult qualified employment counsel regarding specific situations.
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Employee Handbook Guide for Small Businesses
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How to Create an Employee Handbook for a Small Business
An employee handbook explains workplace expectations, gives employees a consistent source of information and helps managers apply company policies fairly.
It should reflect the business’s actual practices rather than repeat a generic template. Before publication, every policy should be reviewed against current federal, state and local laws.
A handbook should also state that it provides a general policy overview and is not an employment contract or guarantee of employment for a specific period, subject to applicable law.
Essential Employee Handbook Policies
A practical small business handbook should address the following areas.
Employment Relationship
Explain the purpose of the handbook, the company’s ability to revise policies and whether employment is at will.
At-will language must be reviewed carefully because state requirements vary, and an overly broad disclaimer may conflict with other employee rights.
Equal Employment and Anti-Harassment
Include policies covering:
- Equal employment opportunity
- Non-discrimination
- Reasonable accommodation
- Harassment and sexual harassment
- A clear complaint procedure
- An alternative reporting contact
- Prompt investigations
- Protection against retaliation
Federal discrimination laws apply at different employee thresholds, while state and local laws may cover smaller businesses or additional protected classes. The EEOC provides a current small-business coverage guide.
Pay and Employment Classification
Describe:
- Pay periods and payment methods
- Exempt and non-exempt classifications
- Overtime authorization and payment
- Timekeeping requirements
- Full-time, part-time and temporary status
- Procedures for reporting payroll errors
A policy cannot eliminate the obligation to pay employees for compensable time, even when overtime was not authorized in advance.
Attendance and Leave
Explain work schedules, attendance, tardiness, meal periods, rest breaks and procedures for requesting time off.
Include only leave policies that apply to the business and location, such as:
- Vacation or paid time off
- Paid sick leave
- Family and medical leave
- Jury-duty leave
- Voting leave
- Military leave
- Other protected state or local leave
Private-sector FMLA coverage generally begins at 50 employees, with additional eligibility conditions. Covered employers also have specific notice obligations, according to the Department of Labor.
Workplace Conduct and Company Property
Set reasonable expectations for:
- Professional conduct
- Dress and safety equipment
- Drugs and alcohol
- Company computers, phones and vehicles
- Confidential information
- Cybersecurity
- Personnel records and privacy
- Social media
- Conflicts of interest
Social media and confidentiality policies should not prohibit employees from discussing wages, working conditions or engaging in other legally protected activity.
Safety and Emergency Procedures
Explain how employees should report:
- Workplace hazards
- Injuries and illnesses
- Threats or suspicious activity
- Vehicle accidents
- Emergencies
Identify the appropriate contact person, emergency exits and any required protective equipment. Industry-specific OSHA programs may need separate written policies.
Performance, Discipline and Termination
Describe general performance expectations and possible grounds for discipline without promising one rigid procedure in every case.
An overly detailed progressive-discipline policy can create risk if managers do not follow every stated step consistently.
The termination section should address:
- Notice of resignation
- Return of company property
- Final payroll
- Benefits continuation
- Exit interviews
- Protection of confidential information
Final-paycheck timing and permitted deductions vary significantly by state.
Benefits
Provide only a brief description of offered benefits and eligibility. Formal plan documents should control if they conflict with the handbook.
Potential benefits include health insurance, retirement plans, workers’ compensation and disability coverage.
Customize the Handbook Before Using It
A model handbook should never be distributed without revision. Employers should:
- Replace every placeholder
- Remove benefits and policies the business does not offer
- Match policies to actual workplace practices
- Identify responsible managers and reporting contacts
- Add applicable state and local requirements
- Confirm employee-count thresholds
- Review wage, leave, privacy and final-pay rules
- Translate policies when necessary
- Make the handbook accessible to employees with disabilities
Businesses operating in multiple states may need state-specific supplements.
Avoid Common Employee Handbook Mistakes
The most common risks include:
- Copying an outdated template
- Promising procedures managers do not consistently follow
- Using an overbroad confidentiality or social media policy
- Misclassifying employees as exempt
- Omitting state-required sick leave or other protected leave
- Describing benefits differently from formal plan documents
- Making unlawful deductions from final wages
- Failing to provide an alternative harassment-reporting channel
- Treating the handbook as a substitute for manager training
- Failing to document employee receipt
Policies should be reviewed by an employment attorney familiar with the states and localities where employees work.
Distribute, Acknowledge and Update the Handbook
Provide every employee with the current handbook and obtain a signed or electronic acknowledgment confirming receipt and responsibility for reading it.
The acknowledgment should not require employees to waive legal rights. Keep the employer’s copy in the personnel record.
Review the handbook at least annually and whenever employment laws, benefits or company practices change. Document the effective date and communicate material revisions to employees.
Key Takeaways
A useful employee handbook is clear, concise and tailored to the business. It should explain employee rights, company expectations, reporting procedures, pay practices, leave, safety, discipline, benefits and separation from employment.
The handbook must accurately reflect what the company does. Consistent enforcement, manager training and regular legal review are just as important as the written policies.
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ADA Website Accessibility Guide for Small Businesses
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ADA Website Accessibility: What Small Businesses Need to Know
An inaccessible website can prevent people with disabilities from accessing a business’s products and services. Common barriers include missing image descriptions, videos without captions, poor color contrast, inaccessible forms and pages that cannot be operated with a keyboard.
Courts have taken different approaches to applying the Americans with Disabilities Act to websites. However, the Department of Justice maintains that businesses open to the public must make their online goods and services accessible.
Private businesses do not currently have one detailed federal technical standard under Title III. Nevertheless, the Web Content Accessibility Guidelines 2.1 Level AA, or WCAG 2.1 AA, are widely used as a practical accessibility benchmark.
The Four Principles of an Accessible Website
WCAG organizes accessibility around four principles known as POUR.
Perceivable
Users must be able to perceive the information presented. Important practices include:
- Adding alternative text to meaningful images
- Providing captions and transcripts for media
- Maintaining sufficient color contrast
- Allowing users to resize text
- Avoiding instructions that depend only on color
Operable
Users must be able to control and navigate the website.
- Make all functions available by keyboard
- Provide visible keyboard focus
- Use descriptive page titles and headings
- Give users enough time to complete tasks
- Avoid flashing content that may trigger seizures
- Include ways to bypass repeated navigation
Understandable
Content and controls should behave predictably.
- Use clear language and consistent navigation
- Identify the page’s primary language
- Label forms and explain required information
- Provide useful error messages
- Allow users to review important submissions
- Use icons and controls consistently
Robust
Website content should work with different browsers and assistive technologies.
- Use valid semantic HTML
- Give controls accessible names and roles
Ensure forms work with screen readers - Announce important status and error messages
- Avoid custom components that assistive technology cannot interpret
ADA Website Accessibility Checklist
Small businesses should prioritize the parts of the website customers need to complete important tasks.
- Add descriptive alt text to meaningful images
- Caption videos and provide transcripts for audio
- Check text and interface color contrast
- Make menus, forms and checkout usable by keyboard
- Use a logical heading structure
- Label every form field clearly
- Provide instructions for correcting errors
- Avoid links labeled only “click here”
- Make downloadable documents accessible
- Test zoom and text resizing
- Include an accessible way to report problems
- Review third-party booking, payment and ordering tools
Pay particular attention to the homepage, contact page, product pages, account login, reservations, forms and checkout process.
How to Test Website Accessibility
Start with an automated accessibility scan, but do not rely on it alone. Automated tools detect only some WCAG failures and cannot determine whether the entire customer experience is accessible.
A stronger review combines:
- Automated testing to identify common technical errors
- Keyboard testing to confirm every function works without a mouse
- Screen-reader testing to evaluate navigation, labels and announcements
- Manual review of headings, forms, contrast and content clarity
- User testing involving people with disabilities when possible
The W3C WCAG Quick Reference provides detailed success criteria and implementation guidance.
Build Accessibility Into Website Maintenance
Accessibility is not a one-time project. New pages, products, plugins and third-party tools can introduce additional barriers.
Businesses should establish a simple maintenance process:
- Require accessibility in developer and vendor contracts
- Test new features before publication
- Recheck important pages periodically
- Train employees who publish website content
- Record audits and completed corrections
- Respond quickly when a user reports a problem
- Obtain legal advice after receiving an ADA demand letter or lawsuit
An accessibility statement may explain the business’s commitment and provide a way to request assistance, but it does not replace an accessible website.
Key Takeaways
Small businesses should treat website accessibility as part of customer service, risk management and routine website maintenance.
WCAG 2.1 AA provides a practical framework built around four requirements: content must be perceivable, operable, understandable and robust. Businesses should begin with high-traffic customer journeys, combine automated and manual testing and correct barriers according to their impact on users.
The Department of Justice offers additional guidance on web accessibility and the ADA.
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How Small Businesses Should Respond to ADA Lawsuits
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Responding to ADA Lawsuits: A Guide for Small Businesses
Small businesses open to the public generally have obligations under the Americans with Disabilities Act to provide people with disabilities equal access to their goods, services and facilities.
These requirements may affect physical locations, business policies, customer communications and online services. When a business receives an ADA demand letter or lawsuit, it should take the claim seriously, preserve evidence and obtain experienced legal advice rather than ignoring the complaint or settling immediately.
This guide explains the principal steps small business owners should consider when responding to an ADA accessibility claim.
What Does the ADA Require From Small Businesses?
Title III of the ADA applies to many businesses that serve the public, including stores, restaurants, hotels, medical offices, banks, gyms and private schools.
Covered businesses must generally:
- Give people with disabilities equal access to goods and services
- Communicate effectively with customers with disabilities
- Make reasonable modifications to policies and procedures
- Follow accessibility standards when constructing or altering facilities
- Remove existing architectural barriers when removal is readily achievable
Review Physical Accessibility Barriers
Older buildings may contain steps, narrow routes, inaccessible entrances, improperly configured parking spaces or other barriers. A business may be required to remove these barriers when doing so is readily achievable.
Because accessibility standards can be complicated, owners should consider arranging a professional inspection rather than relying solely on a visual review.
The NFIB guide recommends contacting the city or another qualified professional to determine whether a certified access specialist can inspect the property and identify necessary modifications.
Businesses that lease their locations should also review the lease to determine how accessibility responsibilities are allocated between the tenant and landlord. Contractual language does not necessarily eliminate obligations to customers under the ADA.
Does the ADA Apply to Business Websites?
Website accessibility remains a significant source of ADA litigation. Federal courts have not always used the same legal analysis, but the Department of Justice has consistently taken the position that businesses open to the public must make online goods and services accessible to people with disabilities.
Common digital barriers include:
- Images without alternative text
- Videos without captions
- Forms without accessible labels
- Insufficient color contrast
- Content that cannot be enlarged
- Pages that cannot be navigated with a keyboard
- Inaccessible menus and checkout processes
- Unclear form errors or instructions
The DOJ does not currently prescribe one detailed technical standard for private businesses under Title III. However, its guidance identifies the Web Content Accessibility Guidelines as a useful technical reference. Businesses commonly use WCAG 2.1 Level AA as a practical accessibility benchmark.
What Should You Do After Receiving an ADA Complaint?
A business receiving an ADA demand letter, complaint or lawsuit should avoid ignoring it or responding informally without legal guidance.
The following five steps summarize the response process recommended in the NFIB guide.
Step 1: Take the Complaint Seriously
Read the entire demand letter or complaint and record every applicable deadline. Failure to respond to a filed lawsuit may lead to a default judgment or other serious consequences.
If the claim concerns a physical accessibility barrier, notify the business’s insurance carrier immediately and ask whether the policy provides defense counsel or reimbursement for legal expenses.
If coverage is unavailable, or if the claim concerns website accessibility, contact an attorney experienced in ADA litigation. The attorney should review the alleged violations, applicable jurisdiction and available response options before the business agrees to a settlement.
Step 2: Preserve and Document Evidence
The business should create its own detailed record of the conditions involved in the complaint.
For a physical location, this may include:
- Photographs and video of entrances and exits
- Measurements of doors, aisles, counters and parking spaces
- Records of ramps or alternative accessible routes
- Building plans and previous accessibility work
- Maintenance and repair records
- Communications with the landlord
- Receipts and contracts for completed modifications
For a website claim, preserve:
- Copies or screenshots of the pages identified
- Website versions and deployment records
- Accessibility test reports
- Developer communications
- Records of past remediation
- Logs showing when corrections were implemented
Owners should coordinate documentation with legal counsel so evidence is collected and preserved appropriately.
Step 3: Notify the Landlord
If the business leases its property, the owner should notify the landlord immediately and provide a copy of the claim.
Review the lease for provisions addressing:
- ADA compliance
- Structural modifications
- Common areas
- Defense and indemnification
- Insurance requirements
- Responsibility for legal fees
The NFIB guide advises tenants to tender a formal demand for defense promptly. Waiting too long may make it more difficult to recover defense costs or require the landlord to participate.
Both landlords and tenants may have legal exposure, so neither party should assume the lease alone resolves responsibility under the ADA.
Step 4: Discuss Prompt Remediation With Counsel
Ask the attorney whether the business should correct the alleged barrier immediately.
Prompt remediation may demonstrate good faith, improve customer access and affect the available legal remedies. In some cases, correcting the issue may support dismissal or encourage the plaintiff to withdraw the claim.
However, modifications should be coordinated with counsel and qualified accessibility professionals. A rushed repair that does not meet applicable standards could create additional problems or compromise the business’s legal position.
Step 5: Conduct a Comprehensive Accessibility Review
Do not assume that correcting only the issues listed in the complaint will eliminate future risk.
A demand letter may identify only a portion of the accessibility problems at a property or website. Another plaintiff could later challenge a different entrance, parking space, form, image or checkout feature.
Businesses should consider a broader review covering:
- Parking and exterior routes
- Entrances and doors
- Interior aisles and counters
- Restrooms
- Signs and customer communication
- Policies affecting service animals or mobility devices
- Online forms and checkout systems
- Images, videos and downloadable documents
- Keyboard navigation and screen-reader compatibility
Document the review, remediation plan, completed work and procedures for maintaining accessibility.
Can Tax Incentives Help Pay for ADA Improvements?
Federal tax incentives may help eligible businesses offset some accessibility expenses.
Architectural Barrier Removal Tax Deduction
Businesses may be able to deduct up to $15,000 per year for qualified expenses related to removing architectural and transportation barriers.
Disabled Access Credit
Certain small businesses may qualify for a non-refundable credit for eligible accessibility expenses. According to the IRS, an eligible small business is generally one that had gross receipts of $1 million or less or no more than 30 full-time employees during the preceding tax year.
Eligible businesses claim the credit using IRS Form 8826. The credit and barrier-removal deduction may sometimes be used during the same tax year when the expenses satisfy the applicable requirements. See the IRS overview of disability-access tax benefits.
Tax rules and eligibility requirements should be confirmed with a qualified tax professional before claiming an incentive.
Does Business Insurance Cover ADA Lawsuits?
Standard general liability and cyber liability policies may exclude ADA accessibility claims. Some Employment Practices Liability Insurance policies may provide coverage for defense costs or legal fees, depending on their language.
Even when a policy covers the defense, it may not pay for renovations, website remediation or other compliance work.
Business owners should ask their insurance agent or broker to review:
- Defense-cost coverage
- ADA and discrimination exclusions
- Notice requirements
- Choice of counsel
- Deductibles and policy limits
- Coverage for website accessibility claims
- Coverage for physical remediation
Potential claims should be reported promptly in accordance with the policy.
How Can Businesses Reduce the Risk of Future ADA Lawsuits?
A proactive accessibility program is usually more effective than waiting for a complaint.
Small businesses should consider:
- Scheduling periodic physical accessibility inspections
- Testing websites using both automated and manual methods
- Using WCAG 2.1 Level AA as a practical technical benchmark
- Training employees on disability access and effective communication
- Establishing a way for customers to report accessibility problems
- Responding quickly to accessibility requests
- Including accessibility requirements in vendor contracts
- Maintaining records of inspections, updates and repairs
- Reviewing leases and insurance policies
- Consulting counsel when legal requirements are unclear
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Credit Card Chargebacks: A Guide for Small Businesses
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A credit card chargeback occurs when a cardholder disputes a transaction and asks the card issuer to reverse the payment. Although chargebacks can protect consumers from unauthorized transactions, they can also create substantial costs for legitimate businesses.
A merchant may lose the revenue from the sale, pay a processing or chargeback fee and lose the product or resources invested in delivering the order. Small businesses can reduce these losses by understanding why disputes happen, responding before the deadline and maintaining strong transaction records.
Why Do Credit Card Chargebacks Happen?
Most credit card chargebacks fall into three categories:
- Credit card fraud: Stolen card information is used to make an unauthorized purchase.
- Merchant or processor error: A customer is charged twice, the wrong amount is entered or the payment platform processes the transaction incorrectly.
- Friendly fraud: The customer received the product or service but disputes the transaction anyway.
Friendly fraud may occur because the customer forgot about the purchase, did not recognize the merchant name on the statement, was dissatisfied with the order or misunderstood the return policy.
Why Are Chargebacks Costly for Small Businesses?
A chargeback can create what the NFIB guide describes as a triple financial loss.
First, the business loses the revenue and expected profit from the transaction. Second, the payment processor may impose an additional chargeback fee. Third, the merchant may lose the product, shipping costs and other resources used to fulfill the order.
Frequent disputes can also damage a merchant’s reputation with banks and payment processors, potentially resulting in higher fees or additional restrictions.
Can a Small Business Fight a Chargeback?
Yes. Merchants have the right to dispute a chargeback through a process known as chargeback representment.
During representment, the merchant submits evidence to the bank showing that the original transaction was legitimate and asks for the chargeback decision to be reversed.
A strong response must address the specific reason provided by the card issuer, meet the submission deadline and include documents that directly support the merchant’s position.
Identify the Chargeback Reason Code
After receiving a chargeback notice, the merchant should identify the associated reason or condition code. This alphanumeric code explains why the transaction is being disputed.
Common reasons include:
- An allegedly unauthorized transaction
- Misrepresentation of a product or service
- An incorrect account number
- Duplicate payment processing
- An incorrect transaction amount
Even when the merchant believes the stated reason is inaccurate, the response must address that specific code. Businesses should also review their merchant services agreement to understand applicable policies and appeal procedures.
How to Submit a Chargeback Representment Case
A small business can prepare a representment case through four primary steps.
Step 1: Respond Immediately
Chargeback responses are subject to strict deadlines. The amount of time available depends on the card network, issuing bank and reason code.
Missing the deadline by even one day may eliminate the merchant’s right to dispute the chargeback. Business owners should review every notice as soon as it arrives and confirm the exact submission date.
Step 2: Gather Compelling Evidence
The bank will expect evidence showing that the disputed transaction was legitimate. Relevant records may include:
- Sales receipts or order forms
- Tracking information and proof of delivery
- A copy of the return or refund policy
- Proof that the policy was accessible to the customer
- Emails or other customer communications
- Signed delivery confirmations
- Evidence showing the customer used or received the service
The evidence should be organized around the specific chargeback reason code.
Step 3: Write a Rebuttal Letter
The merchant should submit a concise chargeback rebuttal letter explaining why the transaction was valid.
The letter should summarize the evidence, address the reason code directly and present the facts objectively. Emotional arguments, irrelevant information and lengthy explanations can make the response less effective.
Step 4: Submit the Complete Response
Before submitting the case, the merchant should verify that every required form and supporting document is included.
Businesses must also follow the issuer’s preferred submission method. Some banks accept documents by email or through an online portal, while others may require faxed forms.
What Happens After Representment?
The card issuer reviews the merchant’s evidence and decides whether to uphold or reverse the chargeback.
If the merchant wins, the transaction amount may be returned. However, the cardholder may be permitted to dispute the charge again by submitting new evidence.
The merchant can respond to a second dispute, but additional evidence beyond the original submission may be required.
When Should a Business Consider Arbitration?
If a chargeback remains unresolved after additional review, the merchant may have the option to request arbitration through the card network.
Arbitration resembles a simplified legal proceeding in which an arbitrator reviews the dispute and supporting evidence. However, the process may be expensive and time-consuming.
Before choosing arbitration, a business should compare the disputed amount with the likely fees, staff time and other costs. For smaller transactions, accepting the chargeback may cost less than continuing the case.
If arbitration is unsuccessful and the amount remains substantial, debt collection or other legal remedies may be available. Businesses should obtain appropriate legal advice before pursuing these options.
How Can Small Businesses Prevent Chargebacks?
Preventing disputes is generally more efficient than fighting them after they occur. The NFIB guide reports that merchants win chargeback disputes only about 32% of the time, making proactive procedures especially important.
Businesses can reduce chargebacks through the following measures.
Use a Recognizable Merchant Name
The business name appearing on a customer’s card statement should be clear and recognizable. An unfamiliar billing descriptor may cause a legitimate customer to believe the transaction is fraudulent.
Publish a Clear Return Policy
Return and refund policies should be easy to find before and during checkout. Customers should understand applicable deadlines, conditions, exclusions and procedures.
Providing an accessible email address and telephone number may also encourage customers to contact the business before filing a dispute.
Describe Products and Services Accurately
Product descriptions, photographs, delivery estimates and service terms should accurately represent what the customer will receive.
Clear information reduces misunderstandings and can also serve as evidence if a chargeback is later filed.
Maintain Detailed Transaction Records
Businesses should retain:
- Order and payment records
- Shipping and tracking information
- Delivery confirmations
- Customer communications
- Signed receipts or service agreements
- Copies of return policies
- Records showing when and how services were provided
Well-organized documentation allows the business to respond quickly before a chargeback deadline expires.
Additional Ways to Reduce Chargeback Risk
Small businesses can further reduce disputes by:
- Using a secure payment gateway
Requesting identification when appropriate - Obtaining customer signatures for valuable deliveries
- Responding promptly to customer questions
- Monitoring merchant accounts for suspicious activity
- Correcting duplicate or inaccurate charges immediately
- Training employees on payment and refund procedures
- Regularly reviewing merchant service agreements
These practices can prevent avoidable disputes while improving the customer experience.
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9 Small Business Legislative Priorities for Congress in 2026
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America’s small businesses enter 2026 following several important policy victories, including the permanent 20% Small Business Deduction and regulatory relief from Beneficial Ownership Information reporting requirements.
NFIB is now urging Congress to build on that progress through nine legislative priorities designed to lower operating costs, reduce regulatory burdens and improve the environment for small businesses and their customers. The priorities cover taxes, health care, energy, labor rules, credit card fees and other major Main Street concerns.
Permanently Exempt Small Businesses From BOI Reporting
NFIB wants Congress to permanently exempt American-owned small businesses from Beneficial Ownership Information reporting requirements.
The organization estimates that the regulation affects more than 32 million small businesses and carries approximately $73 billion in compliance costs. Business owners could also face serious penalties for paperwork violations involving ownership information.
Congress could provide permanent relief by passing the Repealing Big Brother Overreach Act, introduced as H.R. 425 and S. 100. Another option is to codify the Treasury Department rule exempting American-owned small businesses and destroy previously submitted ownership records.
Increase Competition in Credit Card Swipe Fees
Credit card swipe fees raise the cost of accepting electronic payments for small businesses. NFIB argues that the current system allows major card networks to set interchange fees without sufficient market competition.
Congress is being urged to pass the Credit Card Competition Act, which would require banks and payment networks to compete more directly for transaction-processing business.
NFIB also recommends that federal antitrust regulators examine the interchange fee-setting practices of Visa and Mastercard for possible violations. Greater competition could lower payment costs for businesses and help limit price increases for consumers.
Lower Taxes for Small Business Owners
Making the 20% Small Business Deduction permanent prevented a significant tax increase for more than 30 million small businesses. NFIB now recommends expanding that deduction to deliver additional economic support.
An earlier version of the One Big Beautiful Bill Act proposed raising the deduction from 20% to 23%. NFIB believes Congress should reconsider that increase.
The organization also supports restoring a lower tax rate for small businesses organized as C corporations. Before 2017, qualifying companies paid a 15% rate on their first $50,000 of income.
Reduce Small Business Health Care Costs
Rising health care expenses have remained one of the most persistent challenges for small employers for more than four decades.
NFIB recommends allowing businesses greater flexibility to make pre-tax contributions toward employees’ medical expenses through health reimbursement arrangements. It also supports expanding alternatives to traditional small-group insurance.
Proposed solutions include removing barriers that prevent small businesses from joining Association Health Plans and eliminating time limits on Short-Term, Limited-Duration insurance plans.
NFIB additionally calls for Congress to reconsider mandates such as Essential Health Benefits, Medical Loss Ratio requirements and Community Rating rules that it says increase insurance costs.
Reject Harmful Small Business Labor Mandates
NFIB is asking Congress to reject labor proposals it believes would place disproportionate burdens on smaller employers.
The organization specifically opposes legislation such as the Warehouse Workers Protection Act and the Protecting the Right to Organize Act.
According to NFIB, these proposals could make labor negotiations more difficult and prevent small businesses from competing on equal terms with larger companies that have dedicated legal and compliance departments.
Make Fuel and Electricity More Affordable
Energy expenses are becoming an increasingly significant part of small business operating costs. According to the NFIB document, 92% of members reported higher energy costs during the previous three years.
Many businesses have been forced to raise prices to offset higher fuel and electricity bills. This means rising energy expenses can affect consumers as well as employers.
NFIB supports policy reforms that expand access to reliable, affordable energy and allow producers to meet growing electricity demand across the country.
Protect the Right to Repair
Independent repair shops can face restrictions that prevent them from servicing cars, tractors, smartphones and other products.
NFIB argues that some large manufacturers use their market position to limit access to the parts, tools, software and technical information needed for repairs.
Congress could address these practices through Right to Repair legislation that prohibits anti-competitive restrictions. NFIB supports proposals including the REPAIR Act, introduced by Representatives Neil Dunn and Marie Gluesenkamp Perez.
Expanding repair rights could support independent businesses while giving consumers more choices and potentially reducing repair costs.
Pass Meaningful Regulatory Reform
Small businesses generally do not have large legal or compliance teams to manage constantly changing federal regulations.
NFIB wants agencies to consider the resources of small employers and develop requirements that are less burdensome and easier to understand.
The organization supports the PROVE It Act, introduced as S. 495 and H.R. 1163. It also encourages Congress to consider additional legislation requiring federal agencies to provide more practical regulatory options for small businesses.
Disclose Foreign Funding of Business Lawsuits
NFIB wants Congress to address undisclosed foreign investment in lawsuits filed against American businesses.
The organization reports that 97% of its members believe foreign entities should not be permitted to secretly finance litigation against U.S. companies. Such funding can increase business insurance expenses and expose smaller companies to costly or frivolous lawsuits.
NFIB supports H.R. 2675, the Protecting Our Courts From Foreign Manipulation Act, as a way to improve transparency and limit foreign influence within the American court system.
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California Small Business Policy Update: July 20–24
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Legislature in summer recess. Coastal Commission curbed. NFIB CA PAC update
Welcome to the July 20-24 edition of the Main Street Minute from your small-business-advocacy team in Sacramento
The Legislature
The Legislature is still in summer recess, but the work of NFIB knows no breaks. See below.
As reported in last week’s Main Street Minute, NFIB has narrowed to 11 the most consequential pieces of legislation from its list of more than 70. The status of the 11 bills can be read in this story, NFIB California 2026 Summer Recess Legislative Report.
Lawmakers return from their monthlong vacation August 3 and have until August 31 – less than a month — to finish their work. NFIB is bracing for a flurry of activity prior to the close of the two-year session.
We are asking members to keep an eye out for Action Alerts sent your way.
Coast-to-Coast Lobbying
“Congress has got to repeal this law.”
The message was delivered on the East Coast during NFIB’s June 9-11 Fly-In event and delivered again last week in Sacramento, where Lisa Shimkat, regional administrator for the U.S. Small Business Administration, invited NFIB California State Director John Kabateck to discuss the small business agenda with a group of area small business owners in the manufacturing sector.
Highest on the agenda that Kabateck has lobbied for in both cities is repeal of the Beneficial Ownership Information (BOI) reporting requirements affecting 32 million Americans.
As NFIB President Brad Close explained in a recent radio interview, “This [BOI] was specifically enacted into law by Congress. It only applies to businesses with 20 or fewer employees. So, this is targeted solely at small business. President Trump did the hard work, he exempted 32 million Americans from a reporting requirement law that would require small business owners to report all of their ownership information into a brand-new government database housed at the Treasury Department. But he needs Congress to help him. The next president that comes in could open this up again. So, Congress has got to repeal this law so that small business owners do not have to put all of their personal data, all the data of some of their managers and employees in there as well or face fines and jail time just for a paperwork violation.”
Shimkat told Kabateck that she and her deputies definitely have this on their radar and sharing with President Trump all they’re hearing. Kabateck also brought up the mandate and additional compliance costs associated with a heat proposal put forth by Occupational Health and Safety Administration (OSHA).
Shimkat thanked Kabateck for his participation at the Sacramento event and said she appreciates all NFIB does in Washington, D.C.
Coastal Commission Curbed
Kabateck later stopped by an event hosted by the Pacific Legal Foundation, which was celebrating its victory in the Shear Development Co. v. California Coastal Commission case.
According to this story on PLF’s website, a classic case of government overreach was stopped. “Represented at no charge by Pacific Legal Foundation, Shear Development asked the California Supreme Court to reverse the agency’s unlawful permit denial, confine the Commission to its proper role under the Coastal Act, and affirm that courts, not agencies, should resolve questions of statutory interpretation.
“In a unanimous ruling issued April 23, 2026, the court did just that. The court held that the Commission had unlawfully overridden the county-approved building permit, limiting the Commission’s authority to second-guess local governments across the state’s coastal zone. The victory vindicated Shear’s right to build homes, forcing the Commission to stick to LCPs as written and building a firm legal foundation for all citizens to fight back whenever the agency tries to rewrite regulations at will.”
NFIB alum Luke Wake is a senior attorney at the Pacific Legal Foundation.
Interested in Joining?
NFIB is proud to be an inaugural member of the Public Policy Institute of California Business Council. Through this partnership, NFIB helps ensure that the perspectives of California’s small business community are part of an ongoing dialogue with one of the state’s leading independent, nonpartisan public policy research organizations.
The PPIC Business Council brings together leaders from across California to engage directly with PPIC researchers and leadership on the state’s most pressing policy challenges. These conversations help inform PPIC’s objective, fact-based research while giving Business Council members early access to emerging policy discussions, research insights, and opportunities to contribute practical, real-world perspectives.
For NFIB, participation in the Business Council is another way to elevate the voices of California’s small businesses and help foster sound public policy grounded in credible research and informed dialogue.
To learn more about PPIC or the PPIC Business Council, please contact NFIB California State Director John Kabateck at john.kabateck@nfib.org or (916) 448-9904, or Ava Gambero, Senior Development Associate at PPIC, at gambero@ppic.org or (415) 291-4429.
NFIB CA PAC Chewing Over Ballot Initiatives
With 14 initiatives on the November ballot, NFIB CA PAC, the political action committee of NFIB California, has a lot to consider. Using the secretary of state’s first-sentence descriptions, slightly edited, here are the ones of higher interest to the PAC:
- Providing permanent funding for schools and healthcare by extending existing tax on high incomes
- Imposing one-time tax on certain individuals and trusts
- Requiring audits of programs funded by new state special taxes
- Prohibiting new state personal property taxes and certain retroactive state taxes
- Limiting local taxes
- Modifying environmental review for certain projects.
Small businesses’ involvement in campaigns is no small thing. Speaking from the direction given by our members, NFIB’s support for ballot initiatives is highly sought and its opposition to them dreaded in equal degrees. In 2024, NFIB’s opposition to the minimum-wage initiative (Proposition 32) was the main reason for its defeat. State Director John Kabateck debated the author of the initiative four times on radio shows broadcast statewide.
NFIB was also instrumental in helping pass the initiative curbing retail theft (Proposition 36). Studies have shown that the voice of small business is more highly regarded by big margins than those of big businesses and big labor unions.
The Regulatory World
Highlights from Nielsen Merksamer’s weekly report
- July 16, the Governor announced 13 automakers will offer instant rebates to Californians buying or leasing their first zero-emission vehicle ($3,500 for a new vehicle and $1,750 for a used vehicle). Participating automakers include: Ford, General Motors, Honda, Hyundai, Kia, Lucid, Mitsubishi, Nissan, Rivian, Subaru, Tesla, Toyota and Volvo.
- July 13, the California Attorney General, along with 11 other attorneys general, filed a motion to halt the Warner Brothers and Paramount merger until litigation on the matter is resolved.
- Board of Environmental Safety Meeting –July 23 9:30 am (Sacramento & virtual)
The agenda includes an update on the Environmental Justice Advisory Council, a status report on hazardous waste facility permit decisions, the Department of Toxic Substances Control Director’s priorities and hazardous waste management program metrics report, and fiscal year 2026/27 fee rates. - Cal. Air Resources Board Meeting – July 23 1:00 pm (Sacramento & virtual) The agenda includes consideration of the 2026 State Implementation Plan Revisions for the California Extreme Ozone Nonattainment Areas, members of the AB 32 Environmental Justice Advisory Committee, and an update on the implementation of the Community Air Protection Program.
What Others Are Reporting
The Orange County Register
“Gov. Gavin Newsom has signed immediate reforms to a state fund that paid as much as $1,700 weekly to people claiming that such common ailments as allergies, asthma and erectile dysfunction hampered their ability to work.
“The new law tightens eligibility requirements for the Subsequent Injuries Benefits Trust Fund, which was established after World War II to help injured veterans land jobs. It morphed into a program that gave people receiving workers’ compensation extra money for prior ailments exacerbated by their new injuries. It is funded by an annual tax on employers.
“Newsom sought the reforms in a trailer bill to his budget package after declaring that the SIBTF was unfettered and out of control, without the safeguards of the traditional workers’ compensation system. Unsustainable, the fund’s liabilities were expected to hit $30 billion by 2029 amid skyrocketing applications.”
The San Francisco Standard
Oakland could soon have the highest minimum wage in the country
The $30-per-hour wave is coming. Alameda County is ground zero.