The Mayor for Life used government contracts, development opportunities and political power to build Washington, D.C.’s Black business class. (BALTIMORE – July 20, 2026) – Invariably, when I meet people from Washington, D.C., and the conversation turns to Marion Barry, I hear some version of the same statement: “Marion Barry gave me my first job.” I have heard it repeatedly from Washingtonians of different ages and backgrounds. To me, that is one of the most revealing measures of the man’s legacy. Long before “workforce development” became fashionable political language, Marion Barry understood that a young person’s first job could change the trajectory of an entire life. His Summer Youth Employment Program opened that door for more than 100,000 young Washingtonians over the years. Future Prince George’s County Executive Rushern Baker was reportedly among those who received an early job through Barry’s program. But Marion Barry did not stop at creating workers. He helped create owners. He understood something that too many political leaders still fail to grasp: Black political power is incomplete unless it produces Black economic power. From Less Than 5 Percent to Approximately 40 Percent When Barry became mayor of Washington in 1979, Black residents made up the majority of the city’s population, yet minority-owned businesses received less than 5 percent of District government contracting and procurement dollars. That disparity was not the result of Black businesses lacking talent, discipline or ambition. Black contractors had been systematically excluded from the relationships, financing, bonding capacity and government experience required to compete for major public contracts. Barry set out to change that. His administration aggressively implemented the District’s minority-contracting program, requiring government agencies and companies doing business with the city to include minority-owned firms. He used the purchasing power of the District government to open industries that had historically been closed to Black entrepreneurs. By 1985, the city was awarding approximately $185 million annually to minority-owned businesses. By 1989, hundreds of minority firms were receiving approximately 40 percent of District contract dollars—about $233 million that year. Barry later said minority participation reached 47 percent. Whether the precise peak was 40, 45 or 47 percent, the transformation is undeniable. Marion Barry moved minority contracting from the margins of District government into the center of its economic-development strategy. He Was Interested in Ownership Barry did not limit his vision to construction jobs or small subcontracts. His administration opened opportunities in real estate, municipal bonds, law, accounting, consulting, supplies and other professional services. He pressured developers seeking to do business with Washington to include Black firms and Black equity partners. He expected financial institutions and Wall Street companies benefiting from District business to place Black professionals in meaningful positions. He was not satisfied with Black people simply working on a project. He wanted Black people owning part of the project, providing its professional services and participating in the decisions that determined where the money went. A job can produce income. Ownership can produce assets, equity, employment, influence and generational wealth. Marion Barry understood…

Politics

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