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.
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.
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?
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.
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.
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.
Towards Alternatives
What Richmond is beginning to imagine may ultimately be less a collection of isolated projects than a different theory of economy altogether.
Towards Alternatives
What Richmond is beginning to imagine may ultimately be less a collection of isolated projects than a different theory of economy altogether. The Othering & Belonging Institute's work on climate futures and belonging economies argues that climate resilience cannot be separated from democratic participation, social cohesion, and community governance. In this framing, the economy is not simply a marketplace. It is the set of relationships through which people organize collective survival and collective flourishing.
That understanding appears repeatedly throughout Richmond's emerging vision. The proposed projects — community-owned grocery stores, social housing, worker cooperatives, wellness hubs, reentry programs, childcare cooperatives, urban agriculture initiatives — share a common logic even when operating in different sectors. They attempt, in different ways, to keep wealth, care, decision-making power, and stewardship rooted within the community itself.
Also alongside these neighborhood-scale visions, another conversation has been emerging in Richmond: whether the city can build economic alternatives at the scale necessary to replace the industrial and fiscal footprint of the refinery economy itself. That question introduces a more difficult tension into Richmond's Just Transition work.
Community ownership, cooperative development, and local resilience remain central aspirations. Yet residents and organizers are also confronting the material reality that Chevron's economic role has operated at a massive scale. Replacing that scale requires more than small businesses or symbolic green initiatives. It requires confronting the harder question of which industries, infrastructure, and public investment systems could sustain an entire municipal economy while remaining aligned with climate and justice goals.
The "Green Blue New Deal" work emerging in Richmond attempts to wrestle directly with this dilemma. The initiative's stated goal is ambitious: to catalyze at least 1,000 new green-blue jobs for Richmond residents. What is notable, however, is that the proposed sectors do not resemble the typical language of post-industrial urban revitalization. Rather than focusing primarily on service-sector growth or technology campuses, the proposals remain grounded in production, infrastructure, manufacturing, logistics, and industrial transformation itself. The sectors identified as such include: renewable energy; building electrification and energy efficiency; sustainable transportation; green infrastructure and urban forestry; zero-waste systems; water systems; offshore wind turbine manufacturing; battery manufacturing; and green hydrogen production.
There is something significant in this orientation. For decades, environmental transition narratives have often implied that industrial communities would need to abandon manufacturing identities altogether in favor of cleaner, knowledge-based economies. Richmond's emerging proposals suggest a different possibility: not deindustrialization necessarily, but industrial transformation.
The Green Blue New Deal repeatedly emphasizes that Richmond already possesses many of the conditions necessary for this transition: an existing industrial land-use pattern, port infrastructure, utilities infrastructure, and workers with transferable technical and mechanical skills. The analysis notes, for example, that the utilities industry supporting clean energy development grew by 117% between 2010 and 2021, while Richmond's port and industrial geography offer a "unique competitive advantage" for future clean-energy manufacturing. In this sense, Richmond's transition conversations are not rejecting labor history or industrial knowledge. They are attempting to imagine what those histories could become under different political and ecological conditions.
That possibility becomes especially evident in discussions about offshore wind turbine manufacturing and battery production. The analysis from Full Spectrum Group, which builds on the City of Richmond's Green Blue New Deal findings and regional and state priorities, identifies offshore wind, battery manufacturing, and green hydrogen production as among the few promising sectors potentially capable of approaching the economic scale of the refinery economy while simultaneously aligning with climate goals. Port development, in particular, is imagined as potentially operating in tandem with offshore wind and battery manufacturing infrastructure.
Yet even here, Richmond's conversations remain cautious. Community members repeatedly raised concerns about whether "green industries" could reproduce the same environmental harms and inequalities associated with previous industrial economies. During discussions around battery manufacturing, residents immediately questioned where waste would go, what environmental impacts would emerge, whether pollution protections would exist for workers and nearby residents, and whether Richmond communities would actually benefit from the jobs created.
The skepticism feels earned. For many Richmond residents, promises of jobs and economic growth have historically arrived alongside pollution, exclusion, displacement, and broken trust. The concern emerging in Richmond is therefore not simply whether green jobs will materialize, but whether the underlying political economy of extraction will truly change.
Can an economy still organized around large-scale capital accumulation become genuinely regenerative simply because its energy source changes?
That question lingers quietly beneath many of Richmond's proposals. At the same time, the city's alternative economic visions are not limited to industrial transformation alone. Another strand of the conversation focuses on rebuilding local economic ecosystems from below. Full Spectrum's East Bay ecosystem work, which is connected to Richmond, repeatedly emphasizes the need for community land trusts, non-extractive finance, public banking, cooperative business development, public-benefit development authorities, and community-governed capital systems capable of supporting long-term stewardship rather than short-term extraction. In these proposals, alternative economies are not understood simply as different industries. They are understood as distinct ownership structures, governance systems, and relationships between communities and capital itself.
This distinction matters. A battery factory owned and governed through extractive financial systems may still reproduce forms of inequality and instability, even if its products support decarbonization. By contrast, Richmond's more expansive Just Transition conversations suggest that truly regenerative economies would require communities to exercise meaningful control over land, investment, development priorities, and long-term stewardship.
The "Belonging Economy" framework visual also captures this shift. Rather than centering solely on private accumulation, the framework centers stewardship. Land and capital are positioned not simply as commodities but as collective resources to be governed through "Structures for Belonging and Stewardship." Economic projects emerge from analyses of community needs and the commons themselves. Repair and accountability are treated as central economic functions rather than external social programs.
And perhaps that is what makes Richmond's conversations distinct from many conventional climate-transition plans. The city is not only attempting to attract green industry. It is also struggling with a deeper civic question: whether economic transition can become an opportunity to democratize ownership, rebuild public trust, repair historical harms, and construct forms of collective life less dependent on extraction altogether.
Whether Richmond ultimately succeeds remains uncertain. The tensions are real: between industrial scale and community control, between urgency and democratic process, between investment and displacement, between climate transition and economic survival. But the conversations themselves reveal something important already underway. Residents are no longer asking only how to participate in the economy they inherited. Increasingly, they are asking whether another economy — one rooted in stewardship, democratic governance, repair, and belonging — might still be possible.
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.
A dedicated team that connects plans, funding, partners, and projects — and keeps the transition moving over time.
Colorado created a state office to coordinate worker support, community grants, economic planning, and new projects in places moving away from coal.
A trusted place where residents, workers, community groups, labor unions, and public agencies make transition decisions together.
Los Angeles created an ongoing table where labor, environmental justice groups, and public agencies work through decisions about jobs, pollution, and fossil-fuel transition.
A community-accountable structure that secures land, brings funding together, guides development, and protects public benefits.
Cities in Washington use public development authorities to buy land, combine funding, form partnerships, and carry out complex projects for public goals.
A coordinated pathway connecting workers' skills, training programs, new industries, employers, and good local jobs.
After a major coal plant closed, the region created an authority to connect worker support, training, public investment, new industries, and local jobs.
A strategy that uses public land and public contracts to grow local businesses, support worker ownership, and keep wealth in Richmond.
Preston directed more public spending to local businesses, while Cleveland used contracts from hospitals and universities to help build worker-owned companies.
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.
A dedicated team that connects plans, funding, partners, and projects — and keeps the transition moving over time.
Richmond already has strong plans for climate action, public health, jobs, land use, and community ownership. The challenge is turning those plans into projects that are funded, coordinated, and completed.
Right now, that work is spread across many city departments, public agencies, community organizations, businesses, and workforce programs. Each group holds part of the solution, but no single team is responsible for connecting all the pieces or guiding the transition over many years.
Richmond could create a project delivery office, transition team, or another dedicated structure whose main job is to connect: Community priorities City and regional plans Public and private funding Land and development Workforce programs Businesses and project partners Permits and public agencies
This team would not replace community organizations or city departments. It would help them work together, solve problems, and keep projects moving across election cycles and leadership changes.
Colorado created a state office to coordinate worker support, community grants, economic planning, and new projects in places moving away from coal.
What did Colorado do?
Communities in Colorado faced major economic changes as the state moved away from coal. State leaders learned that climate policies and job-training programs were not enough on their own. Colorado created an Office of Just Transition to focus on the needs of workers and coal-dependent communities. It placed staff in affected areas to help coordinate planning, community support, grants, workforce programs, funding, and new economic projects. The office did more than write plans. It helped communities move from ideas to action.
Colorado's model is not a blueprint to copy. It shows that a major economic transition needs people and institutions whose main responsibility and job is helping the transition succeed.
A trusted place where residents, workers, community groups, labor unions, and public agencies make transition decisions together.
A just transition will involve difficult choices about jobs, wages, pollution, land, public money, and the pace of change.
Community organizations and labor groups often care about many of the same issues, but they may approach them differently. Community groups may focus on health, displacement, ownership, racial justice, and accountability. Labor groups may focus on job security, wages, benefits, safety, and working conditions.
Both perspectives are necessary. Richmond needs a trusted place where these concerns can be discussed and decisions can be made together.
Richmond could create a Just Transition Council or another community-labor governing body that includes: Residents from neighborhoods most affected by pollution Workers and labor unions Environmental justice organizations Young people and elders People returning from incarceration Residents affected by displacement Community land and cooperative organizations City staff and public agencies
This should not be another committee that only gives advice. It could become a place for shared planning, public accountability, and difficult decision-making over time.
Los Angeles created an ongoing table where labor, environmental justice groups, and public agencies work through decisions about jobs, pollution, and fossil-fuel transition.
What did Los Angeles do?
Los Angeles faced similar tensions while planning a transition away from fossil fuels. Labor unions were concerned about losing good union jobs. Environmental justice groups wanted faster action to protect communities from pollution. Public agencies had to meet climate goals while also protecting workers and the local economy. Los Angeles created a formal Just Transition Task Force. It brought labor, environmental justice organizations, city and county agencies, and other partners into an ongoing decision-making process. The task force did not remove every disagreement. It created a permanent place where those disagreements could be worked through instead of returning during every new project or crisis.
Los Angeles shows that transition requires more than occasional meetings. It requires a lasting place where relationships can grow, conflict can be addressed, and responsibility can be shared.
A community-accountable structure that secures land, brings funding together, guides development, and protects public benefits.
Nearly every part of Richmond's future economy requires land. Affordable housing, cooperative businesses, job-training centers, clean manufacturing, community spaces, and climate projects all need a place to operate.
The question is not only what gets built. It is who controls the land, who makes development decisions, and who benefits over time.
Without a stronger public and community role, Richmond may be forced to react to outside developers instead of shaping development around local needs.
Richmond could create a Public Benefits Development Authority or another community-accountable structure that can: Acquire and hold land Prepare sites for development Bring different funding sources together Support community land trusts Develop affordable housing Create space for cooperative businesses Negotiate community benefit agreements Manage projects over many years Keep land and buildings affordable over time
Richmond already has community land organizations and other groups working on long-term stewardship. A larger system could connect their work to public land, funding, planning, and development.
Cities in Washington use public development authorities to buy land, combine funding, form partnerships, and carry out complex projects for public goals.
What did Washington communities do?
Cities in Washington have used Public Development Authorities to carry out projects that are difficult for regular city departments to manage. These authorities are created for a public purpose, but they can act with more flexibility than many government agencies. They can buy and hold land, combine different sources of funding, form partnerships, and manage complex development projects. This allows the public sector to do more than set rules for private development. It can take an active role in deciding what gets built and why.
Washington's experience shows that cities do not have to leave development entirely to the private market. Public and community institutions can help shape land and development for long-term public benefit.
A coordinated pathway connecting workers' skills, training programs, new industries, employers, and good local jobs.
Richmond already has workforce programs that train young people and adults for jobs. The challenge is making sure that training leads to real, good-paying work in industries that are actually growing here.
Training without available jobs can leave people disappointed. New industries without local hiring and clear career paths can leave Richmond residents behind.
A workforce transition system would connect workers, training programs, employers, unions, public investment, and future projects.
A Richmond workforce transition system could: Map the skills workers already have Connect those skills to future industries Link training directly to real projects and employers Create paths into union jobs Require strong wages and benefits Support worker-owned businesses Provide income support during retraining Offer childcare, transportation, and other services Create opportunities for youth and returning residents Make sure refinery workers do not carry the cost of the transition alone
Many refinery and industrial workers already have skills that can support environmental cleanup, clean manufacturing, renewable energy, building electrification, port improvements, and infrastructure work.
After a major coal plant closed, the region created an authority to connect worker support, training, public investment, new industries, and local jobs.
What did Latrobe Valley do?
When the Hazelwood coal power station closed in Australia, thousands of workers and families faced an uncertain future. New industries would take years to develop, but workers needed income and stability right away. The government created the Latrobe Valley Authority to coordinate worker support, retraining, investment, employers, and regional economic development. Instead of expecting workers to manage the transition on their own, the authority helped guide the region through it. The authority also treated workers' existing knowledge as valuable. Workers were not seen as people who had to start over. Their skills were connected to new industries and opportunities.
Latrobe Valley shows that workforce transition is possible — and more than offering classes. It can mean coordinating workers, jobs, investment, and new industries over time, and supporting people throughout the change.
A strategy that uses public land and public contracts to grow local businesses, support worker ownership, and keep wealth in Richmond.
Richmond and other public institutions already control two powerful economic tools: land and spending.
Public land can provide affordable space for local businesses, markets, maker spaces, food projects, cultural spaces, and neighborhood services. Public agencies also spend money every year on food, construction, maintenance, energy, supplies, and other services. Where that money goes can shape the local economy.
Richmond could connect public land, public purchasing, and local business support into one strategy. The City, Port, school district, county, health systems, public agencies, and large nonprofit institutions could: Lease public space to local businesses at affordable rates Give local and worker-owned businesses better access to contracts Make long-term purchasing commitments Help cooperatives start and grow Use public land for markets and business incubators Connect contracts with job training Keep more public spending circulating in Richmond Help workers build ownership instead of only earning wages
Questions Richmond would need to answer: What public land is available? Which local businesses need affordable space? What goods and services do major institutions already purchase? How can contracts be made accessible to smaller businesses? What support would local businesses need to compete? How can public contracts help create worker ownership? How will the public track where its money goes?
Preston directed more public spending to local businesses, while Cleveland used contracts from hospitals and universities to help build worker-owned companies.
What did Preston and Cleveland do?
Preston, England, wanted to keep more locally generated money in the community. The city worked with hospitals, universities, and other large public institutions to purchase more goods and services from local businesses. Instead of treating purchasing as simple paperwork, Preston used it as an economic development strategy. Public spending helped local businesses grow and reduced the amount of wealth leaving the area. Cleveland looked at the regular purchasing needs of hospitals and universities, including food, laundry, energy, and maintenance. Community leaders used those contracts to help create the Evergreen Cooperatives — a group of worker-owned businesses built around stable demand from large local institutions. The workers did not only receive jobs. They gained a path toward ownership and shared wealth.
Preston and Cleveland show that public spending and public land can do more than meet basic government needs. They can become tools for growing local businesses, creating ownership, and keeping wealth rooted in the community.