With an understanding of Richmond's Just Transition vision and principles, the next question is: how do those visions and principles become realized in place?

A Just Transition requires planning, policy, funding strategies, and governance structures to move from vision to implementation.

Open Questions

What Still Needs Resolution

In many ways, Richmond's conversations appear to be redefining what counts as economic infrastructure altogether. And yet, for all the clarity emerging around community aspirations, major unresolved questions remain.

Scale

Richmond must find new sources of jobs and public revenue that can eventually replace the refinery's major role in funding city services.

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Richmond's transition conversations continue to orbit around an uncomfortable economic reality: Chevron's tax contributions remain deeply embedded in the city's fiscal structure. Internal notes from ecosystem discussions repeatedly raise the question of which industries could realistically replace roughly $60 million annually in refinery-related tax revenue.

The dilemma introduces a deeper tension beneath Richmond's Just Transition efforts. Can a regenerative economy operate at the scale necessary to sustain municipal systems currently dependent on extraction? And if not immediately, what happens during the transition period itself?

Governance

Richmond still needs clear, community-accountable structures to guide the transition and decide how power will be shared.

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More recently, Full Spectrum Labs and OBI, alongside other community partners, have identified the need for stronger institutional infrastructure: planning entities, partnership tables between labor and community groups, development authorities, accountability systems, and long-term coordination mechanisms capable of managing transition over decades rather than election cycles. But it remains unclear what these structures would ultimately look like, who would govern them, or how power would be shared between community organizations, public agencies, labor institutions, and private actors.

Finance

Many projects need better access to early funding for planning, land, organizing, and long-term community ownership.

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Existing ecosystem analyses from Full Spectrum repeatedly identify structural gaps in funding for idea-stage organizing, governance design, predevelopment work, land acquisition, and long-term stewardship. Public banking institutions, community-governed capital vehicles, non-extractive financing models, and public benefits development authorities are some plausible solutions. But for now, many of these ideas remain conceptual rather than operational.

Time

Richmond must act quickly on climate and economic change while making sure new solutions meet people's urgent needs and are practical for those facing the greatest barriers.

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Climate transition pressures are accelerating quickly. But building democratic institutions, cultivating trust, stabilizing neighborhoods, and developing community ownership systems unfold slowly. Richmond's conversations repeatedly reveal this tension between urgency and patience, between immediate material needs and the longer horizon required for structural transformation.

For instance, a theme that came up repeatedly in the workshops and dialogues was the tension between the urgency of meeting community members' basic needs and the need to explore newer, socially and environmentally sustainable approaches. As we looked through projects together, one of the organizers from Safe Return Project brought the group's attention back to how important it is that organizing towards a just transition not make assumptions about what is accessible for those who are most marginalized. Those who are struggling to survive and are in urgent need of food, housing, or transportation may be less able to try retrofitting a car to be electric. Or those who are caregivers and have to transport kids, elders, groceries, etc may be less able to prioritize an e-bike lending library. Not because they don't think these things are good ideas, but because their basic needs make them reliant on the resources that are most accessible. These themes of convenience, access, and urgency are not uncommon in just transition work.

Short Essay

Towards Alternatives

What Richmond is beginning to imagine may ultimately be less a collection of isolated projects than a different theory of economy altogether.

Ecosystem Interventions

Possible Solutions

These are not separate projects. They are the systems Richmond could use to connect community plans, people, land, funding, jobs, and the work of turning ideas into reality. Other places have created new systems to solve similar problems. These examples are not blueprints to copy, but can help us imagine what Richmond might build for itself.

Intervention 1
Economic Planning Capacity

A dedicated team that connects plans, funding, partners, and projects — and keeps the transition moving over time.

Case Study: Colorado — Office of Just Transition

Colorado created a state office to coordinate worker support, community grants, economic planning, and new projects in places moving away from coal.

Intervention 2
Community-Labor Governance

A trusted place where residents, workers, community groups, labor unions, and public agencies make transition decisions together.

Case Study: Los Angeles — Just Transition Task Force

Los Angeles created an ongoing table where labor, environmental justice groups, and public agencies work through decisions about jobs, pollution, and fossil-fuel transition.

Intervention 3
Land and Development Stewardship

A community-accountable structure that secures land, brings funding together, guides development, and protects public benefits.

Case Study: Washington State — Public Development Authorities

Cities in Washington use public development authorities to buy land, combine funding, form partnerships, and carry out complex projects for public goals.

Intervention 4
Workforce Transition

A coordinated pathway connecting workers' skills, training programs, new industries, employers, and good local jobs.

Case Study: Latrobe Valley, Australia — Latrobe Valley Authority

After a major coal plant closed, the region created an authority to connect worker support, training, public investment, new industries, and local jobs.

Intervention 5
Public Land and Local Purchasing

A strategy that uses public land and public contracts to grow local businesses, support worker ownership, and keep wealth in Richmond.

Case Study: Preston and Cleveland — Local Purchasing and Worker Cooperatives

Preston directed more public spending to local businesses, while Cleveland used contracts from hospitals and universities to help build worker-owned companies.

Overall takaway

Connecting the Pieces

A just transition takes more than good projects. Richmond needs systems that connect community vision, decision-making, land, workers, funding, and implementation — so each project strengthens the others.

These interventions are not five separate projects. They are connected systems that help Richmond move from community vision to lasting change.

No single system is enough by itself. Planning without community power can shut residents out. Community governance without the ability to carry out projects can lead to frustration. Funding and land without accountability can repeat the same harms Richmond is trying to repair.

The goal is to build an ecosystem in which each part strengthens the others — and gives Richmond the power to shape its own transition.