Agenda — Richmond City Council, July 1, 2025 (part 19 of 20)

2025-26 SANITARY/STORM FEES

APN USE

CODE TRA
2025-26
Sanitary Sewer
Fees
2025-26
Storm Sewer
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DESCRIPTION
5611920025 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 3 POR 4 BLK 223 5611920033 17 8126 -$ 32.00$ WALLS 2ND ADDN POR 4&5223 5611920041 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 6 POR 5 BLK 223 5611920058 11 8126 -$ 32.00$ WALLS 2ND ADDN 7&8223 5611920066 11 8126 -$ 32.00$ WALLS 2ND ADDN 9&10223 5611920074 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 11 POR 12 BLK 223 5611920082 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 13 POR 12 BLK 223 5611920090 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 14 & 15 BLK 223 5611920108 22 8126 -$ 96.00$ WALLS 2ND ADDN 16223 5611920116 11 8126 -$ 32.00$ WALLS 2ND ADDN 17223 5611920124 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 18 BLK 223 5611920132 30 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 19,20 & 21 BLK 223 5611920140 30 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 22 & 23 BLK 223 5611920157 11 8126 -$ 32.00$ WALLS 2ND ADDN 24223 5611920165 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 25 BLK 223 5611920181 18 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 30,31 & 32 BLK 223 5611920199 17 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 33 & 34 BLK 223 5611920231 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 41 POR 42 BLK 223 5611920249 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 43 POR 42 BLK 223 5611920256 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 44 & 45 BLK 223 5611920280 13 8126 -$ 64.00$ WALLS 2ND ADDN LOTS 49 & 50 BLK 223 5611920298 17 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 51,52 & 53 BLK 223 5611920306 17 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 54,55 & 56 BLK 223 5611920314 17 8126 -$ 160.00$ WALLS 2ND ADDN LOTS 57 & 58 BLK 223 5611920330 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 37 & POR 36 BLK 223 5611920348 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 35 & POR 36 BLK 223 5611920355 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 48 & POR LT 47 5611920363 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 46 & POR LT 47 5611920413 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 26 & 27 BLK 223 5611920421 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 28 & 29 BLK 223 5611920439 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 40 POR LOT 39 BLK 22 5611920447 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 38 POR LOT 39 BLK 22 5612010016 11 8120 -$ 32.00$ WALLS 2ND ADDN 1&2230 5612010024 11 8120 -$ 32.00$ WALLS 2ND ADDN 3230 5612010032 11 8120 -$ 32.00$ WALLS 2ND ADDN 4&5230 5612010057 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 8 BLK 230 5612010065 11 8120 -$ 32.00$ WALLS 2ND ADDN 9&10230 5612010073 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 11 & 12 BLK 230 5612010081 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 13 & 14 BLK 230 5612010099 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 15 & 16 BLK 230 5612010107 17 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 17 & 18 BLK 230 5612010115 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 19 & 20 BLK 230 5612010123 23 8120 -$ 128.00$ WALLS 2ND ADDN LOTS 21 & 22 BLK 230 5612010131 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 23 & 24 BLK 230 5612010149 11 8120 -$ 32.00$ WALLS 2ND ADDN 25230 5612010156 14 8120 -$ 32.00$ WALLS 2ND ADDN 26230 5612010164 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 27 & 28 BLK 230 5612010172 11 8120 -$ 32.00$ WALLS 2ND ADDN LOT 6 BLK 230 5612010180 17 8120 -$ 32.00$ WALLS 2ND ADDN LOT 7 BLK 230 5612020015 17 8120 -$ 32.00$ WALLS 2ND ADDN 1234

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APN USE

CODE TRA
2025-26
Sanitary Sewer
Fees
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Storm Sewer
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DESCRIPTION
5612020023 11 8120 -$ 32.00$ WALLS 2ND ADDN LOT 2 BLK 234 5612020031 17 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 3 & 4 BLK 234 5612020049 23 8120 -$ 128.00$ WALLS 2ND ADDN LOTS 5&6 BLK 234 5612020056 23 8120 -$ 128.00$ WALLS 2ND ADDN LOTS 7 & 8 BLK 234 5612020064 13 8120 -$ 32.00$ WALLS 2ND ADDN 9&10234 5612020072 50 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 11 & 12 BLK 234 5612020080 14 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 13 & 14 BLK 234 5612020114 21 8120 -$ 64.00$ WALLS 2ND ADDN LOTS 19 & 20 BLK 234 5612020122 56 8120 -$ 32.00$ WALLS 2ND ADDN LOT 21 & 22 BLK 234 5612020130 56 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 23 & 24 BLK 234 5612020148 14 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 25 & 26 BLK 234 5612020155 17 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 27 & 28 BLK 234 5612020163 53 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 15 TO 18 BLK 234 5612030014 53 8119 718.00$ 32.00$ WALLS 2ND ADDN LOTS 1 TO 9 BLK 239 5612110014 13 8120 -$ 64.00$ WALLS 2ND ADDN LOTS 1,2 & 3 BLK 231 5612110022 11 8120 -$ 32.00$ WALLS 2ND ADDN 4&5231 5612110030 11 8120 -$ 32.00$ WALLS 2ND ADDN 6&7231 5612110048 11 8120 -$ 32.00$ WALLS 2ND ADDN 8231 5612110063 11 8120 -$ 32.00$ WALLS 2ND ADDN POR LOTS 12,13 & 14 BLK 2 5612110071 11 8120 -$ 32.00$ WALLS 2ND ADDN POR LOTS 13,14 & 15 BLK 2 5612110089 11 8120 -$ 32.00$ WALLS 2ND ADDN LOT 16 POR 15 BLK 231 5612110097 17 8120 -$ 32.00$ WALLS 2ND ADDN LOT 17 BLK 231 5612110105 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 18 & 19 BLK 231 5612110113 11 8120 -$ 32.00$ WALLS 2ND ADDN LOT 20 BLK 231 5612110121 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 21,22 & 23 BLK 231 5612110139 11 8120 -$ 32.00$ WALLS 2ND ADDN LOT 24 BLK 231 5612110154 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 28 & 29 BLK 231 5612110162 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 30 & 31 BLK 231 5612110170 11 8120 -$ 32.00$ WALLS 2ND ADDN POR LOT 10 ALL LOT 11 BL 5612110188 11 8120 -$ 32.00$ WALLS 2ND ADDN LOT 9 POR LOT 10 BLK 231 5612110196 17 8120 -$ 32.00$ WALLS 2ND ADDN LOT 25 BLK 231 5612110204 11 8120 -$ 32.00$ WALLS 2ND ADDN LOT 26 BLK 231 5612110212 17 8120 -$ 32.00$ WALLS 2ND ADDN LOT 27 BLK 231 5612120013 50 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 15 & 16 BLK 233 5612120021 50 8120 -$ 32.00$ WALLS 2ND ADDN LOT 14 BLK 233 5612120039 50 8120 -$ 32.00$ WALLS 2ND ADDN LOT 13 BLK 233 5612120047 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 1,2 & 3 BLK 233 5612120054 11 8120 -$ 32.00$ WALLS 2ND ADDN LOT 4 BLK 233 5612120062 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 5 & 6 BLK 233 5612120096 11 8120 -$ 32.00$ WALLS 2ND ADDN LOT 10 BLK 233 5612120104 11 8120 -$ 32.00$ WALLS 2ND ADDN LOTS 11 & 12 BLK 233 5612120112 11 8120 -$ 32.00$ WALLS 2ND ADDN LT 7 BLK 233 5612120120 13 8120 -$ 32.00$ WALLS 2ND ADDN LT 8 BLK 233 5612210012 17 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 1 & 2 BLK 232 5612210053 11 8126 -$ 32.00$ WALLS 2ND ADDN 6232 5612210061 11 8126 -$ 32.00$ WALLS 2ND ADDN 7232 5612210079 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 8 & 9 BLK 232 5612210087 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 10 & 11 BLK 232 5612210111 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 3 POR LTS 4&12 BLK 2 5612210129 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 5 POR LOTS 4&12 BLK

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CODE TRA
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Sanitary Sewer
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Storm Sewer
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DESCRIPTION
5612210137 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 13 & POR LOT 12 BLK 5612310010 11 8090 -$ 32.00$ WALLS 2ND ADDN 1&2219 5612310069 11 8090 -$ 32.00$ WALLS 2ND ADDN LOTS 10 & 11 BLK 219 5612310077 11 8090 -$ 32.00$ WALLS 2ND ADDN LOTS 12,13 & 14 BLK 219 5612310085 11 8090 -$ 32.00$ WALLS 2ND ADDN LOTS 15 & 16 BLK 219 5612310093 11 8090 -$ 32.00$ WALLS 2ND ADDN 17219 5612310101 13 8090 -$ 32.00$ WALLS 2ND ADDN LOTS 18 & 19 BLK 219 5612310119 21 8090 -$ 64.00$ WALLS 2ND ADDN LOTS 20 & 21 BLK 219 5612310176 21 8090 -$ 64.00$ WALLS 2ND ADDN LOTS 29 & 30 BLK 219 5612310200 11 8090 -$ 32.00$ WALLS 2ND ADDN LOT 36 BLK 219 5612310218 21 8090 -$ 64.00$ WALLS 2ND ADDN LOTS 37 & 38 BLK 219 5612310242 11 8090 -$ 32.00$ T7858 PCL A 5612310259 11 8090 -$ 32.00$ T7858 PCL B 5612310267 11 8090 -$ 32.00$ T7858 PCL C 5612310275 11 8090 -$ 32.00$ T7858 PCL D 5612310283 11 8090 -$ 32.00$ T7858 PCL E 5612310291 11 8090 -$ 32.00$ T7858 PCL F 5612310309 11 8090 -$ 32.00$ T7858 PCL G 5612310317 11 8090 -$ 32.00$ T7858 PCL H 5612320019 11 8126 -$ 32.00$ WALLS 2ND ADDN 1&2222 5612320027 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 3 & 4 BLK 222 5612320035 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 5 & 6 BLK 222 5612320076 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 14 & 15 BLK 222 5612320092 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 18 & 19 BLK 222 5612320142 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 25 & 26 BLK 222 5612320159 17 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 27 & 28 BLK 222 5612320167 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 29 & 30 BLK 222 5612320175 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 31 & 32 BLK 222 5612320183 11 8126 -$ 32.00$ WALLS 2ND ADDN 33222 5612320191 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 34 BLK 222 5612320209 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 35 & 36 BLK 222 5612320217 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 37 & 38 BLK 222 5612320233 25 8126 -$ 192.00$ WALLS 2ND ADDN LOTS 7,8 & 9 BLK 222 5612320241 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 10 & 11 BLK 222 5612320258 13 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 12 & 13 BLK 222 5612320266 11 8126 -$ 32.00$ REC OF SURVEY 76 LSM 32 LOT 22 POR 23 BLK 5612320274 11 8126 -$ 32.00$ REC OF SURVEY 76 LSM 32 LOT 24 POR 23 BLK 5612320282 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 20,21 BLK 222 5612320290 17 8126 -$ 32.00$ WALLS 2ND ADDN LOT 16 BLK 222 5612320308 17 8126 -$ 32.00$ WALLS 2ND ADDN LOT 17 BLK 222 5612510023 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 6 & 7 BLK 210 5612510031 27 8126 -$ 960.00$ WALLS 2ND ADDN LOTS 8 TO 28 BLK 210 5612510064 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 35 & 36 BLK 210 5612510072 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 37 & 38 BLK 210 5612510080 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 39 & 40 BLK 210 5612510098 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 41 & 42 BLK 210 5612510106 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 34 POR 33 BLK 210 5612510114 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 32 POR 33 BLK 210 5612510122 17 8126 -$ 32.00$ WALLS SEC ADDN LOTS 1 & 2 BLK 210 5612510130 18 8126 -$ 32.00$ WALL'S SEC ADDN LOTS 3,4 & 5 BLK 210

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2025-26
Sanitary Sewer
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Storm Sewer
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DESCRIPTION
5612510148 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 29 & POR L30 BLK 210 5612510155 17 8126 -$ 32.00$ WALLS 2ND ADDN LOT 31 & POR LOT 30 BLK 5612520014 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 1 BLK 211 5612520030 11 8126 -$ 32.00$ WALLS 2ND ADDN 6&7211 5612520048 11 8126 -$ 32.00$ WALLS 2ND ADDN 8&9211 5612520055 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 10 & 11 BLK 211 5612520071 11 8126 -$ 32.00$ WALLS 2ND ADDN 15211 5612520089 11 8126 -$ 32.00$ WALLS 2ND ADDN 16211 5612520113 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 21 & 22 BLK 211 5612520121 12 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 23 TO 26 BLK 211 5612520139 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 27 & 28 BLK 211 5612520147 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 29 & 30 BLK 211 5612520154 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 31 & 32 BLK 211 5612520162 23 8126 -$ 128.00$ WALLS 2ND ADDN LOTS 33 & 34 BLK 211 5612520170 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 35 & 36 BLK 211 5612520204 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 39 & 40 BLK 211 5612520212 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 4 & 5 BLK 211 5612520220 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 2 & 3 BLK 211 5612520238 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 37 & 38 BLK 211 5612520261 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 12 & POR 13 BLK 211 5612520279 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 14 & POR 13 BLK 211 5612520287 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 19,20 & POR 18 BLK 2 5612520295 17 8126 -$ 32.00$ WALLS 2ND ADDN POR LOT 18 BLK 211 5612610013 11 8126 -$ 32.00$ WALLS 2ND ADDN 1&2220 5612610039 11 8126 -$ 32.00$ WALLS 2ND ADDN 5&6220 5612610047 11 8126 -$ 32.00$ WALLS 2ND ADDN 7&8220 5612610070 24 8126 -$ 96.00$ WALLS 2ND ADDN LOTS 11,12 & 13 BLK 220 5612610104 21 8126 -$ 64.00$ WALLS 2ND ADDN LOTS 16 & 17 BLK 220 5612610112 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 18 & 19 BLK 220 5612610138 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 22 & 23 BLK 220 5612610161 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 30 & 31 BLK 220 5612610179 11 8126 -$ 32.00$ WALLS 2ND ADDN 9&10220 5612610203 11 8126 -$ 32.00$ WALLS 2ND ADDN POR LOT 25 ALL LOT 26 BL 5612610211 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 24 POR 25 BLK 220 5612610245 11 8126 -$ 32.00$ WALLS 2ND ADDN POR LOT 28 ALL LOT 29 BL 5612610252 11 8126 -$ 32.00$ WALLS 2ND ADDN LOT 27 POR LOT 28 BLK 22 5612610260 11 8126 -$ 32.00$ WALL'S 2ND ADDITION LT 3 BLK 220 5612610278 11 8126 -$ 32.00$ WALL'S 2ND ADDITION LT 4 BLK 220 5612610286 17 8126 -$ 32.00$ WALLS 2ND ADDN LOT 20 BLK 220 5612610294 17 8126 -$ 32.00$ WALLS 2ND ADDN LOT 21 BLK 220 5612620012 17 8126 -$ 32.00$ WALLS 2ND ADDN 7&8221 5612620020 11 8126 -$ 32.00$ WALLS 2ND ADDN 9221 5612620038 17 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 10 & 11 BLK 221 5612620046 11 8126 -$ 32.00$ WALLS 2ND ADDN LOTS 12 & 13 BLK 221 5612620053 11 8126 -$ 32.00$ WALLS 2ND ADDN 1221 5612620061 11 8126 -$ 32.00$ WALLS 2ND ADDN 2221 5612620079 11 8126 -$ 32.00$ WALLS 2ND ADDN 3&4221 5612620087 17 8126 -$ 32.00$ WALLS 2ND ADDN 5221 5612620095 11 8126 -$ 32.00$ WALLS 2ND ADDN 6221 5612700038 50 8120 -$ 32.00$ RO SAN PABLO POR LOT 85 .75 AC

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Sanitary Sewer
Fees
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Storm Sewer
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DESCRIPTION
5612700046 55 8121 -$ 160.00$ RO SAN PABLO POR LOTS 85 & 89 10.44 AC 5612700053 79 8120 -$ 32.00$ POR RO SAN PABLO 5612800069 27 8119 37,596.00$ 1,248.00$ HIGHLAND TRACT & POR RO SAN PABLO 3.54 5612800077 27 8119 56,876.00$ 1,888.00$ POR HIGHLAND TR & POR RO SAN PABLO 7.89 5612800119 53 8047 3,768.49$ 1,510.00$ T175PM11 PCL A 5612800127 53 8085 718.00$ 771.00$ T175PM11 PCL B 5612800150 53 8035 718.00$ 32.00$ MAP 114 PG 18 POR PCL B EX POR MR 5612800168 85 8085 -$ 32.00$ TR 2986 POR LOT 2 5612910025 54 8003 718.00$ 128.00$ RO SAN PABLO POR LOTS 85 TO 88 1.576 AC 5612910157 50 8085 -$ 32.00$ TRACT 2986 2 5 5612910231 53 8085 718.00$ 128.00$ TRACT 2986 POR 2 4 5612910249 53 8085 718.00$ 1,469.00$ TRACT 2986 POR 3 4 5612910256 53 8085 4,446.62$ 1,606.00$ TRACT 2986 POR 1 5 5612910272 54 8001 5,174.11$ 416.00$ WALLS 2ND ADDN W RICH TR & TR 2986 6.83 5612910280 53 8085 1,007.29$ 96.00$ TRACT 2986 POR LOT 1 BLK 4 1.191 AC 5613070092 53 8085 14,494.31$ 1,660.72$ TRACT 2986 LOTS 6 & 7 BLK 6 5613070126 53 8085 1,736.31$ 32.00$ TR 2986 LT 5 & POR LTS 4&3 5613070142 53 8085 100,934.65$ 1,314.53$ TR 2986 POR LOTS 2-4 & TR ADJ 5613180099 51 8085 718.00$ 64.00$ TRACT 2986 6 2 5613180164 51 8085 718.00$ 899.00$ TRACT 2986 LOTS 4,5,10 & 9 BLK 2 2.00 AC 5613180206 51 8085 718.00$ 384.00$ PCL MAP 2 PG 50 PCL 2 5613180214 51 8085 1,679.29$ 867.00$ TR 2986 LOTS 3 & 11 POR 2 & 12 BLK 2 5613180248 51 8085 7,801.71$ 1,346.94$ TR 2986 POR LOTS 2 & 12 BLK 2 5613180255 51 8085 1,281.12$ 320.00$ PCL MAP 2 PG 50 POR PCL 1 5613190049 50 8085 -$ 32.00$ TRACT 2986 6 7 5613190080 50 8085 -$ 32.00$ TRACT 2986 1 7 5613190098 50 8085 -$ 32.00$ TRACT 2986 2 7 5613190148 50 8085 -$ 32.00$ TRACT 2986 POR LOT 7 BLK 7 5613190155 54 8085 968.17$ 1,469.00$ TRACT 2986 LOTS 8,9 & POR 7 BLK 7 5613190163 50 8085 -$ 32.00$ PCL MAP 63 PG 28 PCL A 5613190171 51 8085 718.00$ 835.00$ PCL MAP 63 PG 28 PCL B 5613220077 51 8085 718.00$ 867.00$ TRACT 2986 9 1 5613220168 51 8085 718.00$ 1,015.25$ TRACT 2986 LOT 6 & 7 POR 5 BLK 1 5613220192 51 8085 6,250.80$ 64.00$ TRACT 2986 POR LOTS 4 & 5 BLK 1 5613220226 51 8085 718.00$ 96.00$ TRACT 2986 LOT 2 BLK 1 5613220242 53 8085 718.00$ 128.00$ TRACT 2986 POR LOTS 3 & 4 BLK 1 5613220309 85 8047 -$ 32.00$ TR 179PM21 PCL C 5613220317 85 8047 -$ 32.00$ TR 179PM21 PCL D 5613220341 51 8047 5,171.40$ 771.00$ PCL MAP 179 PG 21 PCLS A&B & TR ADJ 5613220358 29 8085 718.00$ 32.00$ T8895 L1 U1009A 5613220366 29 8085 718.00$ 32.00$ T8895 L1 U1009B 5613220374 51 8085 718.00$ 32.00$ T8895 L1 U1009C 5613220382 29 8085 1,024.00$ 771.00$ T8895 L1 U1009D 5613220390 29 8085 718.00$ 32.00$ T8895 L1 U1009E 5613300010 50 8133 -$ 32.00$ INDUSTRIAL CENTER POR LOT A & TR D 5613300028 54 8133 718.00$ 32.00$ INDUSTRIAL CENTER POR LOT A & TR D 5613410058 54 8133 718.00$ 32.00$ RO SAN PABLO POR LOT 82 & TR ADJ 14.82 AC 5613410140 50 8085 -$ 32.00$ TRACT 2986 POR LOT 1 BLK 8 .69 AC 5613410165 54 8085 718.00$ 1,600.00$ TRACT 2986 POR LOT 2 BLK 8 5613800019 53 8133 718.00$ 867.00$ RO SAN PABLO POR LOT 82

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Storm Sewer
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DESCRIPTION
5613800035 54 8133 718.00$ 32.00$ RO SAN PABLO POR LOT 82 4.88 AC 5613800043 50 8133 -$ 32.00$ RO SAN PABLO POR LOT 82 5613800050 50 8133 -$ 32.00$ RO SAN PABLO POR LOT 82 1.14 AC 5613800100 54 8133 718.00$ 32.00$ RO SAN PABLO POR LOT 82 5613900017 50 8001 -$ 32.00$ POR S & O SURVEY #190 5613900033 50 8001 -$ 32.00$ TRACT 1 PARCEL 4 3.942 AC 5613900041 50 8133 -$ 32.00$ TRACT 1 PARCEL 10 11.878 AC 5613900058 83 8001 -$ 2,629.51$ POR RO SAN PABLO & TR ADJ 5613900157 79 8001 718.00$ 32.00$ POR SEC 14 T1N R5W 5613900165 54 8133 718.00$ 32.00$ POR SEC 14 T1N R5W & POR RO ADJ 5614000049 40 8001 -$ 32.00$ REC OF SURVEY 62 LSM 39 PCL B 5614000080 56 8001 718.00$ 32.00$ POR RO SAN PABLO & TR ADJ 5614000098 40 8001 -$ 160.00$ REC OF SURVEY 62 LSM 39 PCL A 5614000106 40 8001 -$ 32.00$ REC OF SURVEY 62 LSM 39 PCL C 5614100021 54 8001 718.00$ 32.00$ TRACT 7 PAR 1 SOC MAP 3-11-75 5614100039 50 8001 -$ 32.00$ TRACT 7 PAR 7 SOC MAP 3-11-75 5614200011 17 8001 -$ 32.00$ T9611 L2 5614200029 17 8001 -$ 32.00$ T9611 L3 5614300019 17 8001 -$ 32.00$ T9611 L5 5614400017 17 8001 -$ 32.00$ T9611 L7 5614400025 17 8001 -$ 32.00$ T9611 L8 5614400033 17 8001 -$ 32.00$ T9611 L9 5614400041 17 8001 -$ 32.00$ T9611 L42 5614500014 17 8001 -$ 32.00$ T9611 L11 5614500022 15 8001 -$ 32.00$ T9611 L12 5614500030 15 8001 -$ 32.00$ T9611 L13 5614500048 15 8001 -$ 32.00$ T9611 L14 5614500055 15 8001 -$ 32.00$ T9611 L15 5614500063 15 8001 -$ 32.00$ T9611 L16 5614500071 15 8001 -$ 32.00$ T9611 L17 5614500089 15 8001 -$ 32.00$ T9611 L18 5614500097 15 8001 -$ 32.00$ T9611 L19 5614500105 15 8001 -$ 32.00$ T9611 L20 5614500113 15 8001 -$ 32.00$ T9611 L21 5614500121 15 8001 -$ 32.00$ T9611 L22 5614500139 15 8001 -$ 32.00$ T9611 L23 5614500147 15 8001 -$ 32.00$ T9611 L24 5614500154 15 8001 -$ 32.00$ T9611 L25 5614500162 15 8001 -$ 32.00$ T9611 L26 5614500170 15 8001 -$ 32.00$ T9611 L27 5614500188 15 8001 -$ 32.00$ T9611 L28 5614500196 15 8001 -$ 32.00$ T9611 L29 5614500204 15 8001 -$ 32.00$ T9611 L30 5614500212 15 8001 -$ 32.00$ T9611 L31 5614500220 15 8001 -$ 32.00$ T9611 L32 5614500238 15 8001 -$ 32.00$ T9611 L33 5614500246 15 8001 -$ 32.00$ T9611 L34 5614500253 15 8001 -$ 32.00$ T9611 L35 5614500261 15 8001 -$ 32.00$ T9611 L36 5614500279 15 8001 -$ 32.00$ T9611 L37

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2025-26 SANITARY/STORM FEES

APN USE

CODE TRA
2025-26
Sanitary Sewer
Fees
2025-26
Storm Sewer
Fees

DESCRIPTION
5614500287 15 8001 -$ 32.00$ T9611 L38 5614500295 17 8001 -$ 32.00$ T9611 L39 5614500303 17 8001 -$ 32.00$ T9611 L40 5614500311 17 8001 -$ 32.00$ T9611 L41 5730100038 79 8006 -$ 32.00$ RO EL SOBRANTE POR LOT 25 2.67 AC 5730107009 79 8008 -$ 32.00$ 1/2 MR POR LOT 25 RO EL SOBRANTE 193.257 5730200028 79 8008 -$ 32.00$ RO EL SOBRANTE POR LOT 25 1.467 AC 5730200036 79 8008 -$ 32.00$ RO EL SOBRANTE POR LOT 25 1.37 AC 5730207007 79 8008 -$ 32.00$ 1/2 MR RO EL SOBRANTE 274.973 AC 5730300042 79 8006 -$ 32.00$ RO EL SOBRANTE POR LOT 49 .84 AC 5730307005 79 8006 -$ 32.00$ 1/2 MR RO EL SOBRANTE 398.763 AC 5730400248 17 8068 -$ 32.00$ POR RO EL SOBRANTE 5730407003 79 8006 -$ 32.00$ 1/2 MR RO EL SOBRANTE 354.061 AC 5730507000 79 8111 -$ 32.00$ 1/2 MR TRACT 2389 19.37 AC 5730507018 79 8006 -$ 32.00$ 1/2 MR RO EL SOBRANTE POR LOT 25 55.63 A 5730507026 79 8006 -$ 32.00$ 1/2 MR RO EL SOBRANTE 573.201 AC 5730607008 79 8006 -$ 32.00$ 1/2 MR RO EL SOBRANTE 128.932 AC 5730807004 79 8043 -$ 32.00$ 1/2 MR POR LOT 25 RO EL SOBRANTE 44.0 AC 5730807012 79 8111 -$ 32.00$ 1/2 MR POR LOT 25 RO EL SOBRANTE 28.77 A 5730807046 79 8111 -$ 32.00$ 1/2 MR POR LOT 25 RO EL SOBRANTE .78 AC 5731410014 16 8069 1,121.00$ 32.00$ T04266 L0001 B EX MR 5731410022 16 8069 1,121.00$ 32.00$ T04266 L0002 B EX MR 5731410030 16 8069 1,121.00$ 32.00$ T04266 L0003 B EX MR 5731410048 16 8069 1,121.00$ 32.00$ T04266 L0004 B EX MR 5731410055 16 8069 1,121.00$ 32.00$ T04266 L0005 B EX MR 5731410063 16 8069 1,121.00$ 32.00$ T04266 L0006 B EX MR 5731410071 16 8069 1,121.00$ 32.00$ T04266 L0007 B EX MR 5731410089 16 8069 1,121.00$ 32.00$ T04266 L0008 B EX MR 5731410097 16 8069 1,121.00$ 32.00$ T04266 L0009 B EX MR 5731410105 16 8069 1,121.00$ 32.00$ T04266 L0010 B EX MR 5731410113 16 8069 1,121.00$ 32.00$ T04266 L0011 B EX MR 5731410121 16 8069 1,121.00$ 32.00$ T04266 L0012 B EX MR 5731410139 16 8069 1,121.00$ 32.00$ T04266 L0013 B EX MR 5731410147 16 8069 1,121.00$ 32.00$ T04266 L0014 B EX MR 5731410154 16 8069 1,121.00$ 32.00$ T04266 L0015 B EX MR 5731410162 16 8069 1,121.00$ 32.00$ T04266 L0016 B EX MR 5731410170 16 8069 1,121.00$ 32.00$ T04266 L0017 B EX MR 5731410188 16 8069 1,121.00$ 32.00$ T04266 L0018 B EX MR 5731410196 16 8069 1,121.00$ 32.00$ T04266 L0019 B EX MR 5731410204 16 8069 1,121.00$ 32.00$ T04266 L0020 B EX MR 5731410212 16 8069 1,121.00$ 32.00$ T04266 L0021 B EX MR 5731410220 16 8069 1,121.00$ 32.00$ T04266 L0022 B EX MR 5731410238 16 8069 1,121.00$ 32.00$ T04266 L0023 B EX MR 5731410246 16 8069 1,121.00$ 32.00$ T04266 L0024 B EX MR 5731410253 16 8069 1,121.00$ 32.00$ T04266 L0025 B EX MR 5731410261 16 8069 1,121.00$ 32.00$ T04266 L0026 B EX MR 5731410279 16 8069 1,121.00$ 32.00$ T04266 L0027 B EX MR 5731410287 16 8069 1,121.00$ 32.00$ T04266 L0028 B EX MR 5731410295 16 8069 1,121.00$ 32.00$ T04266 L0029 B EX MR 5731410303 16 8069 1,121.00$ 32.00$ T04266 L0030 B EX MR

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2025-26 SANITARY/STORM FEES

APN USE

CODE TRA
2025-26
Sanitary Sewer
Fees
2025-26
Storm Sewer
Fees

DESCRIPTION
5731410311 16 8069 1,121.00$ 32.00$ T04266 L0031 B EX MR 5731410329 16 8069 1,121.00$ 32.00$ T04266 L0032 B EX MR 5731410337 16 8069 1,121.00$ 32.00$ T04266 L0033 B EX MR 5731410345 16 8069 1,121.00$ 32.00$ T04266 L0034 B EX MR 5731410352 16 8069 1,121.00$ 32.00$ T04266 L0035 B EX MR 5731410360 16 8069 1,121.00$ 32.00$ T04266 L0036 B EX MR 5731410378 16 8069 1,121.00$ 32.00$ T04266 L0037 B EX MR 5731410386 16 8069 1,121.00$ 32.00$ T04266 L0038 B EX MR 5731410394 16 8069 1,121.00$ 32.00$ T04266 L0039 B EX MR 5731410402 16 8069 1,121.00$ 32.00$ T04266 L0040 B EX MR 5731410410 16 8069 1,121.00$ 32.00$ T04266 L0041 B EX MR 5731410428 16 8069 1,121.00$ 32.00$ T04266 L0042 B EX MR 5731410436 16 8069 1,121.00$ 32.00$ T04266 L0043 B EX MR 5731410444 16 8069 1,121.00$ 32.00$ T04266 L0044 B EX MR 5731410451 16 8069 1,121.00$ 32.00$ T04266 L0045 B EX MR 5731410469 16 8069 1,121.00$ 32.00$ T04266 L0046 B EX MR 5731410477 16 8069 1,121.00$ 32.00$ T04266 L0047 B EX MR 5731410485 16 8069 1,121.00$ 32.00$ T04266 L0048 B EX MR 5731410493 16 8069 1,121.00$ 32.00$ T04266 L0049 B EX MR 5731410527 87 8069 -$ 32.00$ TRACT 4266 POR VISTA HEIGHTS RD EX MR 5731410535 87 8069 -$ 32.00$ TR 4266 POR LOT 71 & TR ADJ EX MR COMMO 5731420013 87 8069 -$ 32.00$ T04266 L0072 B EX MR 5731500012 16 8069 1,121.00$ 32.00$ T04266 L0050 B EX MR 5731500020 16 8069 1,121.00$ 32.00$ T04266 L0051 B EX MR 5731500038 16 8069 1,121.00$ 32.00$ T04266 L0052 B EX MR 5731500046 16 8069 1,121.00$ 32.00$ T04266 L0053 B EX MR 5731500053 16 8069 1,121.00$ 32.00$ T04266 L0054 B EX MR 5731500061 16 8069 1,121.00$ 32.00$ T04266 L0055 B EX MR 5731500079 16 8069 1,121.00$ 32.00$ T04266 L0056 B EX MR 5731500087 16 8069 1,121.00$ 32.00$ T04266 L0057 B EX MR 5731500095 16 8069 1,121.00$ 32.00$ T04266 L0058 B EX MR 5731500103 16 8069 1,121.00$ 32.00$ T04266 L0059 B EX MR 5731500111 16 8069 1,121.00$ 32.00$ T04266 L0060 B EX MR 5731500129 16 8069 1,121.00$ 32.00$ T04266 L0061 B EX MR 5731500137 16 8069 1,121.00$ 32.00$ T04266 L0062 B EX MR 5731500145 16 8069 1,121.00$ 32.00$ T04266 L0063 B EX MR 5731500152 16 8069 1,121.00$ 32.00$ T04266 L0064 B EX MR 5731500160 16 8069 1,121.00$ 32.00$ T04266 L0065 B EX MR 5731500178 16 8069 1,121.00$ 32.00$ T04266 L0066 B EX MR 5731500186 16 8069 1,121.00$ 32.00$ T04266 L0067 B EX MR 5731500194 16 8069 1,121.00$ 32.00$ T04266 L0068 B EX MR 5731500202 16 8069 1,121.00$ 32.00$ T04266 L0069 B EX MR 5731500210 16 8069 1,121.00$ 32.00$ T04266 L0070 B EX MR 5731500236 87 8069 -$ 32.00$ TRACT 4266 POR VISTA HEIGHTS RD EX MR 5731500251 87 8069 -$ 32.00$ TRACT 4266 POR LOT 71 EX MR COMMON AR

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CITY OF RICHMOND

NOTICE OF PUBLIC HEARING

NOTICE IS HEREBY GIVEN the Richmond City Council, on behalf of the City of Richmond, will conduct a public hearing on Tuesday, July 1, 2025, at 5:00 p.m. or as soon thereafter as the matter may be heard, in person at 440 Civic Center Plaza, and via Zoom video conference to consider the adoption of the report, filed with the City Clerk’s Office, from the Public Works Director describing each premise connected with the sewer system and receiving sewer service from the City of Richmond as of the first Monday in March 2025. This public hearing notice is given pursuant to provisions of Chapter 12.20 of the Municipal Code of the City of Richmond, which provide that sewer service charges may be collected in the same manner, at the same time and together with the general real property taxes of the City of Richmond, and that said charges shall be delinquent at the same time and thereafter subject to the same penalties as are provided for all general real property taxes or assessments of the City. Any questions regarding this hearing may be directed to Mary Phelps at (510) 621-1269 or via e- mail at [email protected]. Objections or protests shall be filed in writing (via U.S. mail) with the City Clerk at: Richmond City Hall, 450 Civic Center Plaza, Suite 300 or e- mailed to the City Clerk at: [email protected]. All objections and/or protests must be received no later than Friday, June 27, 2025, at 4:00 p.m.

The protest or objection must contain the following information to be considered filed: (1) Address of the property owned; (2) Parcel number; (3) (APN) of the property owned; and (4) Name and mailing address of the owner of the property owned.

All interested persons are invited to give public comment in person, by mail, eComment, email and/or Zoom video conference in the manner that follows, provided that no member of the public may submit more than one verbal comment per agenda item:

In Person: Meeting location, 440 Civic Center Plaza, Council Chambers, Richmond CA 94804.

Via mail: received by 1:00 p.m. the day of the meeting, sent to 450 Civic Center Plaza, 3rd Floor, Office of the Clerk, Richmond, CA 94804.

Via eComments: eComments are available once an agenda is published. Locate the meeting in "upcoming meetings" and click the comment bubble icon. Click on the item you wish to comment on. Email your comment to [email protected] should you have difficulty submitting an eComment during a meeting.

Via email: to [email protected] by 1:00 p.m . the day of the meeting. Email MUST contain in the subject line 1) public comments – Agenda Item #. All such email with correctly labeled subject lines will be posted on- line and emailed to the City Council before the meeting is called to order. Email received after 1:00 p.m. will be posted on-line following the meeting as part of the supplemental materials attached to the meeting minutes.

Via Zoom:
https://zoom.us/j/99312205643?pwd=MDdqNnRmS2k4ZkRTOWhIUIdQOUF1Zz09 Meeting ID: 99312205643
Passcode: ccmeeting

By Order of the Richmond City Council:

Pamela Christian
City Clerk

Dated: June 4, 2025 Published: June 14 and 21, 2025

AVISO: Para obtener ayuda interpretative con esta noticia, por favor llame a la oficina de la Secretaria Municipal, al (510) 620-6513.

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July 1, 2025

City Manager's Office

DATE: July 1, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

Shasa Curl, City Manager
Bisa French, Police Chief
LaShonda White, Deputy City Manager - Community
Services

SUBJECT: Grand Jury Report No. 2503 Regarding Staffing
Challenges Facing the Richmond Police Department
FINANCIAL IMPACT: There is no fiscal impact associated with the recommended action.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
ISSUE:

The 2024-2025 Contra Costa Civil Grand Jury requests
the City of Richmond’s response to findings and
recommendations regarding staffing challenges in the
Richmond Police Department reflected in Grand Jury
Report No. 2503.

RECOMMENDED ACTION:

APPROVE the City of Richmond’s response to the 2024-
2025 Contra Costa Civil Grand Jury Report No. 2503
entitled “Staffing Challenges Facing the Richmond Police Department: Diminishing Funds and Fewer Officers” and
submittal of the response to the Contra Costa Grand Jury – City Manager’s Office (Shasa Curl 510-620-6512/Bisa
French 510-621-1802).

AGENDA
REPORT
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July 1, 2025
DISCUSSION:

The 2024-2025 Contra Costa County Grand Jury issued Report No. 2503 entitled “Staffing Challenges Facing the Richmond Police Department: Diminishing Funds and Fewer Officers” (Attachment 1). The report includes findings and recommendations which requires a response from City Council and invites a response from the Richmond Police Chief. All responses are required in the format set forth per the cover letter submitted with the Grand Jury Report dated May 1, 2025 (Attachment 2). The attached letter including responses to findings and recommendations from the City Manager to the foreperson of the Fiscal Year (FY) 2024-25 Grand Jury was created in response to this report (Attachment 3).

The report requests responses from the City Council and invited responses from the Richmond Chief of Police. Although not required, it was determined that the Chief of Police would also respond to the findings and recommendations. City staff prepared the initial responses included in the letter on behalf of the City Council. These responses were subsequently reviewed with Mayor Eduardo Martinez. Based on this discussion, edits were made to the draft City Council's responses. The final document sent to the Grand Jury will incorporate revisions to and/or acceptance of the draft responses per City Council direction provided on July 1, 2025.

The findings that require responses include:
 F1. Despite a decrease in absolute number of homicides from 18 to 11, violent crimes in Richmond, which include homicide, sexual assault, robbery, and aggravated assault have increased from 2021-2024.
 F2. In 2021, the City of Richmond reallocated $3 million in Richmond Police Department (RPD) funding to community services and alternative policing proposals in Richmond.
 F3. The City received two expert reports that studied staffing levels in Richmond, the Matrix report (March 2023) and the Raftelis report (May 2024).  F4. Both the Matrix and Raftelis reports found that there should be an increase in RPD sworn officers.
 F5. The City Council has not taken any action on police staffing as recommended in the Matrix and Raftelis reports.
 F6. An improvement in recruiting measures has resulted in an increase of hiring of new RPD officers, although staffing remains below approved levels.  F7. The RPD has the ability to train only 10 new officers at a time, using the available Field Training Officers, resulting in a limitation on the number of officers that could be hired.
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July 1, 2025
 F8. Reallocation of RPD funds resulted in the downsizing or elimination of specialized investigative units.
 F9. Since the reallocation of RPD funds, mandatory overtime for police officers has increased.
 F10. Subsequent to the reallocation of RPD funds in 2021 the City Council approved the formation of the Community Crisis Response Program (CCRP).  F11. The CCRP was formed to respond to calls involving mental health and quality of life incidents not requiring the RPD.
 F12. As of April 2025, the CCRP is staffed with three people, a program manager and two staffers.
 F13. As of April 2025, the CCRP is not receiving calls for service via police dispatch.
 F14. The need for agreement between the City and RPOA on duties to be performed and union representation of the CCRP is contributing to CCRP’s slow rollout.
 F15. As a result of a legal settlement between the City and Chevron Corporation, $550 million will be coming to the City of Richmond over the next 10 years, starting in June 2025, resulting in increased revenue for the City.  F16. As of April 2025, The City Council has not determined how any of the Chevron settlement funds will be used.

The recommendations that require responses include the following:
 R1. By January 1, 2026, the City Council should consider placing a review of the Matrix and Raftelis reports on a City Council agenda.
 R2. By January 1, 2026, after a City Council meeting review of the reports, the City Council should consider following the recommendations for police officer staffing and hiring made in the Matrix and Raftelis reports.  R3. By January 1, 2026, the City Council should consider directing the City Manager to establish a timeline to implement the operations and functions of the CCRP.
 R4. By January 1, 2026, the City Council should consider directing the City Manager to work with the RPD to establish a training program for dispatchers to enable dispatchers to properly send appropriate personnel to incidents for CCRP and RPD.
 R5. By January 1, 2026, the City Council should consider directing the City Manager to work with the RPD to develop a plan to increase the number of Field Training Officers.
 R6. By January 1, 2026, the City Council should consider directing the City Manager to work with the RPD to establish a plan to reduce officer mandatory overtime.
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July 1, 2025
 R7. By January 1, 2026, the City Council should consider whether to allocate some of the Chevron Corporation settlement funds to the RPD to hire and retain more officers.

City of Richmond’s responses are provided below each of the Grand Jury’s findings and recommendations in accordance with sections 933.05(a) and 933.05(b) of the California Penal Code (Attachment 4). City staff is seeking City Council approval of the City’s responses. A copy of the letter will be sent via e-mail and hard copy to the Grand Jury by August 7, 2025.

DOCUMENTS ATTACHED:
 Attachment 1 – 2024-2025 Grand Jury Report No. 2503, “Staffing Challenges Facing the Richmond Police Department: Diminishing Funds and Fewer Officers”  Attachment 2 – Grand Jury Cover Letter Dated May 1, 2025  Attachment 3 – Draft City of Richmond’s Response to Grand Jury Report No. 2503
 Attachment 4 – Sections 933.05(a) and 933.05(b) of the California Penal Code 1745
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SUMMARY
This Grand Jury chose to undertake an investigation after becoming aware of continuing police department hiring and retention challenges following the reallocation of City of Richmond Police Department (RPD) funds.

In its investigation, the Grand Jury found that hiring RPD officers has been and continues to be a challenge. Although improved hiring results can be seen in recent years police officer staffing remains below the approved level of 146 with a current vacancy of 23 officers.

Raftelis Financial Consultants, Inc. (Raftelis) and Matrix Consulting Group (Matrix), provided the City with two expert reports on staffing levels. Both recommended an increase in RPD sworn officers. Neither report has been fully discussed by the City Council in a public meeting. The recommendations to increase RPD officers have not been implemented.

Additionally, the Raftelis report noted that the death of George Floyd in 2020 created a negative perception of police officers which increased the difficulty for police agencies across the country, including RPD, to successfully recruit, hire and retain officers. Furthermore, the Raftelis report noted that there is a perception that the majority of the City Council does not support the police department based on the reduction in staffing and budget and comments made by certain Council members.

In 2021, the City Council approved a reallocation of $3 million from the RPD budget and directed these funds to support the YouthWORKS Program, unhoused services, the Office of Neighborhood Safety (ONS), and a new alternative non-police community response team, ultimately known as the Community Crisis Response Program (CCRP). The CCRP has yet to become fully operational and has been unable to fulfill its mission to channel non-emergency calls to alternative policing methods and to reduce the demand on police services.

Based on our investigation, the City of Richmond should consider taking a two-pronged approach to addressing the issues of police staffing and implementation of an alternative non- police response program. The City should also consider continuing to invest in and move forward with implementing alternative policing methods such as the CCRP and the ONS. These groups, working together with the RPD, will help the community at large feel more supported, safer, and benefit from a better overall quality of life in the City. Additionally, the City should consider investing in and supporting the efforts of the RPD, with a goal of filling all vacancies and having enough police officers appropriate for a city of its size and complexity.

BACKGROUND
The killing of George Floyd by Minneapolis Police officers on May 25, 2020, resulted in violent protests across much of the country. In the immediate wake of Floyd’s death, protests arose in cities across the United States, some violent. Many protesters viewed the killing as racially motivated and called for either the defunding of, or complete elimination, of police forces. 1747

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While nearby Oakland and Vallejo experienced violent protests, Richmond weathered the storm with minimal violence. In October 2020, the Richmond City Council voted to establish a “Reimagining Public Safety Community Task Force.” The 21-member Task Force was directed to find ways to transition the RPD from its “community policing” model (a proactive philosophy that emphasizes the importance of building community-police relationships and working together to combat crime) to an alternative consistent with a smaller police force.

In June 2021, the City Council approved four Task Force recommendations. Two of the recommendations provided additional funds to existing programs, YouthWORKS and the Office of Neighborhood Safety. Two new recommendations were aimed at finding safe spaces for the unhoused population and to create a non-police alternative to public safety using community- based resources—the CCRP.

To provide funding for these activities, the Task Force presented several choices to the City Council. The Council ultimately approved the reallocation of $3 million from the RPD budget which was achieved by leaving approximately 14 vacant sworn officer positions unfilled. Based on the reduced numbers, the RPD eliminated or downsized most of its specialized investigative units. The size of the Richmond police force had been in decline for several years, but post reallocation experienced a more significant drop. The following chart shows the number of approved sworn officer’s positions over the years as well as actual filled numbers.

FY’20 FY’21 FY’22 FY’23 FY’24
Approved 178* 157* 145* 145* 146**
Actual 149** 142** 120** 107** 113**
* From Raftelis report
** Provided by the City
Following the reallocation, the RPD experienced an increase in departures due to retirements and resignations. This table illustrates the departures.

FY’20 FY’21 FY’22 FY’23 FY’24
Resigned 7 13 12 3 9
Retired 6 13 14 3 4
Total 13* 26* 26* 6* 13*
* Provided by the City
Insofar as it already was becoming difficult to attract new officers—a growing trend nationwide—the RPD was faced with an ongoing hiring crisis. Overall, the smaller RPD footprint resulted in increased mandatory overtime, leaving many officers exhausted.

The Raftelis report showed that in 2021 each patrol officer worked an average of 300 overtime hours. In 2022, the average rose to 358 hours. At the time of the report, the overtime hours in 2023 were projected to be 420 hours. This results in an additional eight hours per week, 1748

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effectively resulting in a six-day work week. The report highlighted the effects of overtime, indicating that fatigue can impact decision making and reaction time, potentially impacting the officers’ effectiveness, as well as the safety of the officers and the public.

Finally, fewer officers on the force and many with less experience result in fewer Field Training Officers (FTO) to train new officers fresh out of the academy.

METHODOLOGY
The methods used by the Grand Jury in this investigation include:
• Interviews with current or previous employees and government officials of the City of Richmond
• Review of City Council agendas, staff reports, and minutes of meetings and review of the audio/video archive of the Richmond City Council’s past meetings • Review of two expert reports, “The Citywide Workforce Analysis Report” dated May 3, 2024, by Raftelis Financial Consulting Inc and “Police Department Emergency Services Review” dated March 6, 2023, by Matrix Consulting Group • Review of various periodicals and online community websites

DISCUSSION
Reallocation of Police Funds
Following the murder of George Floyd in May of 2020, as well as other high-profile police actions resulting in deaths, there was a movement across the county to reduce or eliminate funding to police departments and to re-allocate those funds to alternative methods of policing.

In 2021, the Richmond City Council re-allocated $3 million from the RPD budget. The City Council used a portion of that money to increase funding to an existing agency, the Office of Neighborhood Safety (ONS).

Established in 2007, the ONS’s primary mission is to reduce gun violence and murders. The Council directed another portion of the money to create a new agency, the Community Crisis Response Program (CCRP). The CCRP’s purpose is to respond to calls that do not appear to require a police response. The Council also allocated funds to the YouthWORKS program which aims to equip every Richmond youth ages 16-24 with the knowledge and experience they will need to be successful in real-world work environments through work-based learning, financial literacy/work-readiness workshops, and personalized one-on-one career counseling. Last, a portion of the re-allocated funds were used to provide more services for the unhoused.

The reallocation resulted in the loss of some officers to early retirement and transfer to other police departments due to a perceived lack of support for the RPD. This perception also made it more difficult to recruit new officers. The subsequent reduction of sworn officers resulted in the downsizing or elimination of specialized investigative units including the regulatory, robbery, 1749

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property crime, gang, and narcotics units. The loss of resources to these specialized units results in a more reactive police force in these areas. With fewer officers in these areas the RPD is unable to be proactive and attempt to prevent the crimes. Additionally, the reduction in officers resulted in mandatory overtime.

Since the 2021 reallocation, data reported by the City and RPD points to an increase in some categories of crime. Homicides have trended downward, as well as burglary, larceny-theft, and arson. However, sexual assault, robbery, aggravated assault and vehicle-theft have all increased.

It is beyond the ability of this report to determine whether or to what extent the reallocation and/or reduction in police officers caused the increase in crime. Based on the reported statistics, it is undisputed that crime in Richmond has increased since 2021. The following is a chart of reported crimes on the City’s monthly crime reporting website (ci.richmond.ca.us/4010/Crime- Stat-Reports). The Grand Jury added a column to show the change from 2021 to 2024. 2021 2022 2023 2024 2021-24
Change
Homicide 18 18 8 11 -38.8%
Sexual Assault 86 114 100 104 +20.9%
Robbery 243 258 298 334 +37.4%
Aggravated
Assault
832 857 941 997 +19.8%
Burglary 311 262 343 303 -2.5%
Larceny-Theft 1,849 1,993 1,696 1,741 -5.8%
Vehicle-Theft 1,044 1,068 1,258 1,139 +9.1%
Arson 44 34 30 33 -25%
Crime Totals 4,471 4,604 4,674 4,662 +4.3%
The FBI defines violent crimes to include homicide, sexual assault, robbery and aggravated assault. The chart below shows those crime numbers in Richmond from 2021 to 2024. It illustrates an increase in violent crimes every year since 2021 and an overall increase of 22.6% from 2021-2024.
2021 2022 2023 2024 2021-24
Change
Homicide 18 18 8 11 -38.8%
Sexual Assault 86 114 100 104 +20.9%
Robbery 243 258 298 334 +37.4%
Aggravated
Assault
832 857 941 997 +19.8%
Violent Crime
Totals
1179 1247 1347 1446 +22.6%
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RPD authorities believe that many crimes go unreported since, based on limited staffing, the RPD is unable to respond to all calls. Online reporting is the only option for reporting crimes to which the RPD cannot respond. The online system is not always available, making it impossible to report these crimes in any way. This results in frustration on the part of the citizens and a sentiment that the police are not fully supporting the community. This also suggests that the level of crime in Richmond is underreported in the statistics above.

City Council Lack of Support for RPD
The Richmond City Council is composed of six Council members elected by district who serve four-year alternating terms. The Mayor serves as a seventh member of the Council, is elected at large, and also serves a four-year term.

The City Council’s lack of support for the RPD was highlighted by the Raftelis report which says, “However, many RPD officers reported a perception that the City Council wishes to reduce the number of staff in the Department, and that this perception has influenced officers to leave and has deterred potential candidates from applying to the Department. If the City opted to increase staffing, it could change this perception, potentially supporting recruitment and retention.”
The Raftelis report provides further support by stating “another factor in Richmond is the perception the City Council does not support the Police Department, due to reductions in staffing and budget and comments made by some Councilmembers.”
CCRP Establishment, Current Status
Following the 2021 budget reallocation, and subsequent creation of CCRP, the City did not hire a program manager for the CCRP until May 2024. As of April 2025, there are only three employees, the program manager and two staff members.

Leadership of the Richmond Police Officers Association (RPOA), the union that represents RPD officers, has expressed concerns that some of the proposed duties for CCRP infringe on those belonging to police officers. Because the CCRP incident response proposal represents a change in working conditions for the officers, the City and the RPOA must negotiate to resolve the issues before the CCRP program can be fully implemented. In addition, the RPOA has expressed disagreement with the fact that the City has determined that CCRP employees will become members of the SEIU Local 1021. The RPOA believes they should be represented by the RPOA based on the job duties. As of April 1, 2025, the issues remain unresolved, further delaying the CCRP full rollout.

The goal of the CCRP is to reduce the number of calls requiring a response of police officers to mental health calls, noise issues, and other similar quality of life incidents. Because of the slow rollout of the program, the CCRP has not been able to reduce the number of calls requiring RPD response. The CCRP has not yet achieved its stated goals. 1751

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The relationship between the CCRP and RPD is evolving. Originally, the City Council directed the CCRP to work independently of the RPD. However, the RPD has expressed concern that independent operation could result in CCRP being dispatched to a mental health call that results in an encounter with an armed and dangerous individual. Therefore, there have been discussions between the CCRP and the RPD to be more collaborative to determine how to respond to calls.

The dispatchers will need to become fully trained so that the correct personnel will be sent to calls.

Raftelis and Matrix Reports-Staffing Recommendations
Matrix Consulting Group (March 2023) and Raftelis Financial Consulting Inc. (May 2024) delivered reports to the City. The Matrix report, commissioned by the City, deals specifically with staffing in the RPD. The Raftelis report was broader in scope, examining staffing in all areas of the City, including the RPD. The Raftelis report was mandated by the state of California following a report by the California State Auditor in 2022. Both studies recommended an increase in Richmond sworn officers. The Raftelis report recommended 27 additional police officers. The Matrix report recommended 30 additional patrol officers.

This recommendation for additional police officers is consistent with the Grand Jury’s finding that the RPD is understaffed even if all open positions are filled. Based on national benchmarks the City should have 1.6 police officers per 1,000 residents. This translates to 182 police officers in Richmond. This exceeds the current budgeted approved level of 146 and is consistent with the recommendations made by both Raftelis and Matrix.

As of April 2025, the Council has not taken any action to increase the number of RPD sworn officers as recommended in the reports.

Police Recruiting and Hiring
The hiring of police officers in the RPD is challenging. The RPD has increased their recruiting success primarily with the use of social media. The RPD still has a 23% vacancy rate in sworn officers. To improve recruiting, at the December 17, 2024, Council meeting, the RPD presented an agenda item to offer various incentives to increase lateral hires of sworn officers. The incentives included are $45,000 bonus to new officers, allowing vacation accrual to recognize time spent in previous agencies, and a $5,000 bonus paid to current RPD officers who successfully recruit a lateral officer hired by the RPD.

Other jurisdictions in the Bay Area are using similar incentives to attract and retain officers.

Some of the police agencies offering bonuses include Contra Costa County Sheriff ($15,000 per lateral officer hired), Antioch Police Department ($30,000 per lateral police officer hired), and Alameda Police Department ($75,000 per lateral police officer hired). This agenda item was tabled at the Council meeting. It has yet to come back for further discussion and decision.

The RPD lacks sufficient field training officers (FTO) who are qualified and willing to do field training of new officers. As a consequence, the RPD has the capability to train 10 new officers at a time. The number of officers qualified to perform field training is limited by two factors: the 1752

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police officers’ length of service and the police officers’ willingness to participate. Three years of service is required to perform the duties of an FTO. According to the RPD and the RPOA, some of those eligible to train others do not participate due to lack of incentive pay and the strain of mandatory overtime.

Chevron Settlement Funds
In August of 2024, the City reached an agreement with Chevron Corporation which will result in $550 million being paid to the City over the next 10 years. This represents approximately a 20 percent increase to the City’s annual budget. This settles litigation between the City of Richmond and Chevron and results in an agreement to remove the Business Refining Tax measure from the ballot. The settlement payments will begin in June of 2025. The City Council has begun discussions on where these dollars will be allocated. Areas discussed by the City Council include road improvements and funding pension liabilities. As of April 2025, there have been no decisions made of how to use these funds.

FINDINGS
F1. Despite a decrease in absolute number of homicides from 18 to 11, violent crimes in Richmond, which include homicide, sexual assault, robbery, and aggravated assault have increased from 2021-2024.

F2. In 2021, the City of Richmond reallocated $3 million in Richmond Police Department (RPD) funding to community services and alternative policing proposals in Richmond.

F3. The City received two expert reports that studied staffing levels in Richmond, the Matrix report (March 2023) and the Raftelis report (May 2024).

F4. Both the Matrix and Raftelis reports found that there should be an increase in RPD sworn officers.

F5. The City Council has not taken any action on police staffing as recommended in the Matrix and Raftelis reports.

F6. An improvement in recruiting measures has resulted in an increase of hiring of new RPD officers, although staffing remains below approved levels.

F7. The RPD has the ability to train only 10 new officers at a time, using the available Field Training Officers, resulting in a limitation on the number of officers that could be hired.

F8. Reallocation of RPD funds resulted in the downsizing or elimination of specialized investigative units.

F9. Since the reallocation of RPD funds, mandatory overtime for police officers has increased. 1753

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F10. Subsequent to the reallocation of RPD funds in 2021 the City Council approved the formation of the Community Crisis Response Program (CCRP).

F11. The CCRP was formed to respond to calls involving mental health and quality of life incidents not requiring the RPD.

F12. As of April 2025, the CCRP is staffed with three people, a program manager and two staffers.

F13. As of April 2025, the CCRP is not receiving calls for service via police dispatch.

F14. The need for agreement between the City and RPOA on duties to be performed and union representation of the CCRP is contributing to CCRP’s slow rollout.

F15. As a result of a legal settlement between the City and Chevron Corporation, $550 million will be coming to the City of Richmond over the next 10 years, starting in June 2025, resulting in increased revenue for the City.

F16. As of April 2025, The City Council has not determined how any of the Chevron settlement funds will be used.

RECOMMENDATIONS
R1. By January 1, 2026, the City Council should consider placing a review of the Matrix and Raftelis reports on a City Council agenda.

R2. By January 1, 2026, after a City Council meeting review of the reports, the City Council should consider following the recommendations for police officer staffing and hiring made in the Matrix and Raftelis reports.

R3. By January 1, 2026, the City Council should consider directing the City Manager to establish a timeline to implement the operations and functions of the CCRP.

R4. By January 1, 2026, the City Council should consider directing the City Manager to work with the RPD to establish a training program for dispatchers to enable dispatchers to properly send appropriate personnel to incidents for CCRP and RPD.

R5. By January 1, 2026, the City Council should consider directing the City Manager to work with the RPD to develop a plan to increase the number of Field Training Officers.

R6. By January 1, 2026, the City Council should consider directing the City Manager to work with the RPD to establish a plan to reduce officer mandatory overtime.

R7. By January 1, 2026, the City Council should consider whether to allocate some of the Chevron Corporation settlement funds to the RPD to hire and retain more officers. 1754

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REQUEST FOR RESPONSES
Pursuant to California Penal Code § 933(b) et seq. and California Penal Code § 933.05, the 2024-2025 Contra Costa County Civil Grand Jury requests responses from the following governing bodies:

Responding Agency Findings Recommendations
Richmond City Council F1-F16 R1-R7

INVITED RESPONSES
Pursuant to California Penal Code § 933(b) et seq. and California Penal Code § 933.05, the 2024-2025 Contra Costa County Civil Grand Jury invites responses from the following governing bodies:

Responding Agency Findings Recommendations
Richmond Chief of Police F1-F16 R1-R7
These responses must be provided in the format and by the date set forth in the cover letter that accompanies this report. An electronic copy of these responses in the form of a Word document should be sent by e-mail to [email protected] and a hard (paper) copy should be sent to:

Civil Grand Jury – Foreperson
725 Court Street
P.O. Box 431
Martinez, CA 94553-0091
Reports issued by the Grand Jury do not identify individuals interviewed. Penal Code section 929 requires that reports of the Grand Jury not contain the name of any person or facts leading to the identity of any person who provides information to the Grand Jury. 1755
1756
1757

450 Civic Center Plaza, Richmond, CA 94804-1630
Telephone: (510) 620-6512 Fax: (510) 620-6542 www.ci.richmond.ca.us CITY MANAGER’S OFFICE

July 2, 2025

Peter Appert, Foreperson
2024-2025 Contra Costa County Grand Jury
725 Court Street
P.O. Box 431
Martinez, CA 94553-0091

RE: City of Richmond’s Response to Grand Jury Report 2503 – Staffing Challenges Facing the Richmond Police Department: Diminishing Funds and Fewer Officers

Dear Foreperson Appert:

In accordance with California Penal Code Sections 933.05(a) and 933.05(b), please find below the response of the City of Richmond to the findings and recommendations of the Grand Jury. The responses from the Richmond City Council and Richmond Chief of Police are listed separately, in italics directly below each finding or recommendation.

FINDINGS

1. Despite a decrease in absolute number of homicides from 18 to 11, violent crimes in Richmond, which include homicide, sexual assault, robbery, and aggravated assault have increased from 2021-2024.

Richmond City Council Response: The City agrees with the finding.

Richmond Police Chief Response: The Chief agrees with the finding.

2. In 2021, the City of Richmond reallocated $3 million in Richmond Police Department (RPD) funding to community services and alternative policing proposals in Richmond.

Richmond City Council Response: The City agrees with the finding.

Richmond Police Chief Response: The Chief agrees with the finding.

3. The City received two expert reports that studied staffing levels in Richmond, the Matrix report (March 2023) and the Raftelis report (May 2024).

Response: The City agrees with the finding.

Richmond Police Chief Response: The Chief agrees with the finding. 1758
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4. Both the Matrix and Raftelis reports found that there should be an increase in RPD sworn officers.

Richmond City Council Response: The City agrees with this finding.

Richmond Police Chief Response: The Chief agrees with this finding.

5. The City Council has not taken any action on police staffing as recommended in the Matrix and Raftelis reports.

Richmond City Council Response: The City disagrees with this finding. The City implemented a comprehensive virtual marketing campaign for Public Safety positions, which included social media outreach. The campaign was successful and resulted in over forty hires in 2022 and 2023, and 24 vacancies as of May 31, 2025. The City plans to implement another more robust campaign this year.

In addition, the City provided 21% raises between 2022 and 2025, as well as other incentives such as the ability to take home police vehicles.

Richmond Police Chief Response: The Chief agrees with the finding.

6. An improvement in recruiting measures has resulted in an increase of hiring of new RPD officers, although staffing remains below approved levels.

Richmond City Council Response: The City agrees with the finding.

Richmond Police Chief Response: The Chief agrees with the finding.

7. The RPD has the ability to train only 10 new officers at a time, using the available Field Training Officers, resulting in a limitation on the number of officers that could be hired.

Richmond City Council Response: The City partially disagrees with this finding.

As officers gain experience, they can become Field Training Officers.

Richmond Police Chief Response: The Chief partially disagrees with this finding.

As new officers gain experience there is the potential to add officers to RPD’s training cadre. RPD hopes to increase the number of trainers in the coming year.

8. Reallocation of RPD funds resulted in the downsizing or elimination of specialized investigative units.

Richmond City Council Response: The City disagrees with the finding. The reallocation of RPD funds was not the sole determining factor in the need to 1759
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downsize or eliminate specialized investigative units. This could have occurred due to the lack of candidates interested in the police profession, internal decisions regarding staffing, budget constraints, timing of hiring, onboarding and training RPD staff, etc.

Richmond Police Chief Response: The Chief agrees with the finding.

9. Since the reallocation of RPD funds, mandatory overtime for police officers has increased.

Richmond City Council Response: The City partially disagrees with the finding.

The need for overtime can vary due to several factors such as staffing levels and community demands. While the overtime for police officers has increased each year from FY 2020-21 to FY 2023-24, it is notable that similar increases in overtime occurred pre-COVID between FY 2017-18 and FY 2020-21.

Richmond Police Chief Response: The Chief agrees with the finding.

10. Subsequent to the reallocation of RPD funds in 2021 the City Council approved the formation of the Community Crisis Response Program (CCRP).

Richmond City Council Response: The City agrees with the finding.

Richmond Police Chief Response: The Chief agrees with the finding.

11. The CCRP was formed to respond to calls involving mental health and quality of life incidents not requiring the RPD.

Richmond City Council Response: The City partially disagrees with the finding.

As shown below, the September 13, 2023, staff report provided an overview of what the Community Crisis Response Program could entail.

CCRP provides a diversion model to reduce reliance on police and criminal justice responses by offering a public health response. A proposed CCRP program would provide an opportunity to improve access to mental health and other community services in Richmond and would also navigate people to the right services at the right time by utilizing community responders with strong ties and connections to Richmond that can respond in a respectful and non-stigmatizing manner.

Some of the desired impacts of CCRP are to reduce the engagement of frequent utilizers of emergency services with Richmond Police Department (RPD) and Richmond Fire Department (RFD); reduce the number of behavioral health and lower acuity calls traditionally responded to by the RPD and RFD; and provide communities with a supportive response 1760
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option that enables connection to services. CCRP is an opportunity to provide community-focused, trauma-informed, and healing-centered call responses by well-trained non-police personnel who can increase impacted individuals’ access and connection to timely, appropriate and safe community-based services and resources.

The specific types of calls will be developed by the key stakeholders (CCRP staff, RPD, RFD and 911 dispatchers).

Beginning in March 2025, CCRP staff convened a working group which meets twice monthly to share updates and receive feedback, suggestions, and directions from front line and command staff from both RPD and RFD, as well as other city staff. The group is working together to determine the type of calls best suited for CCRP. There is an understanding that working with RPD, on specific types of calls and under certain circumstances, will be necessary to best meet the needs of the community. The expected outcome is to launch the program with a solid foundation that is inclusive and considerate of all city and county departments to integrate and ultimately sustain the CCRP program within the city service structure.

Richmond Police Chief Response: Please refer to the City Council’s response regarding this finding.

12. As of April 2025, the CCRP is staffed with three people, a program manager and two staffers.

Richmond City Council Response: The City partially disagrees with the finding.

As of April 2025, the CCRP is staffed with two (2) full-time employees, including a program manager and an administrative analyst. A student administrative intern provides additional support on a part-time basis.

Richmond Police Chief Response: Please refer to the City’s response regarding this finding.

13. As of April 2025, the CCRP is not receiving calls for service via police dispatch.

Richmond City Council Response: The City agrees with the finding.

Richmond Police Chief Response: The Chief agrees with the finding.

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14. The need for agreement between the City and RPOA on duties to be performed and union representation of the CCRP is contributing to CCRP’s slow rollout.

Richmond City Council Response: The City partially disagrees with the finding.

The City acknowledges that the unit determination matter paused progress with regards to hiring for the Community Intervention Specialist for approximately one year. However, it was resolved by a City Council vote at a Public Hearing on April 22, 2025.

Richmond Police Chief Response: The Chief partially disagrees with the finding.

This issue has now been resolved and the CCRP is continuing with the rollout process.

15. As a result of a legal settlement between the City and Chevron Corporation, $550 million will be coming to the City of Richmond over the next 10 years, starting in June 2025, resulting in increased revenue for the City.

Richmond City Council Response: The City partially disagrees with the finding.

The City will receive revenue from Chevron starting in July 2025. In addition, the settlement funds are one-time money (starting in July 2025 and ending in 10 years). Staffing costs are not one-time costs, but ongoing and continuous costs.

It would not be fiscally responsible for the City Council to spend one-time money on ongoing costs.

Richmond Police Chief Response: Please refer to the City Council’s response regarding this finding.

16. As of April 2025, The City Council has not determined how any of the Chevron settlement funds will be used.

Richmond City Council Response: The City agrees with the finding.

Richmond Police Chief Response: The Chief agrees with the finding.

RECOMMENDATIONS

1. By January 1, 2026, the City Council should consider placing a review of the Matrix and Raftelis reports on a City Council agenda.

Richmond City Council Response: The recommendation has been implemented.

The City Council received and reviewed reports and presentations from the Matrix Consulting Group (Matrix) and Raftelis Financial Consultants (Raftelis) 1762
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during open session. The report from Matrix was presented to City Council on September 12, 2023. The report from Raftelis was presented on June 25, 2024.

Richmond Police Chief Response: The recommendation has not yet been implemented but may be implemented in the fall.

2. By January 1, 2026, after a City Council meeting review of the reports, the City Council should consider following the recommendations for police officer staffing and hiring made in the Matrix and Raftelis reports.

Richmond City Council Response: The recommendation requires further analysis. The City faces fiscal uncertainty, such as potential federal funding cuts due to its status as a Sanctuary City. To maintain financial stability and continue providing services, the City will need to compare budget to actual expenditures carefully. Additionally, the City should prioritize filling existing vacancies.

Additional vacancies must be added strategically otherwise an influx of new positions could strain the budget and leave positions unfilled due to economic factors.

Richmond Police Chief Response: The recommendation requires further analysis. City Council will need to assess the feasibility of adding additional staff to include a fiscal assessment.

3. By January 1, 2026, the City Council should consider directing the City Manager to establish a timeline to implement the operations and functions of the CCRP.

Richmond City Council Response: The recommendation has been implemented.

The City has continued the rollout process of CCRP. The Community Intervention Specialist (CIS) recruitment is in process. It is anticipated that CIS positions will be filled, training will commence, some vehicles will be available, and the call types for CCRP will be determined. Therefore, City staff estimate that the CCRP should be operational within the first quarter of 2026.

Richmond Police Chief Response: Please refer to the City Council’s response regarding this finding.

4. By January 1, 2026, the City Council should consider directing the City Manager to work with the RPD to establish a training program for dispatchers to enable dispatchers to properly send appropriate personnel to incidents for CCRP and RPD.

Richmond City Council Response: The recommendation has not yet been implemented. Planning for the training of the dispatchers is underway.

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Richmond Police Chief Response: This recommendation has not yet been implemented; however, the planning process is underway for dispatcher training as it relates to the CCRP.

5. By January 1, 2026, the City Council should consider directing the City Manager to work with the RPD to develop a plan to increase the number of Field Training Officers.

Richmond City Council Response: The recommendation has not yet been implemented. The City Manager will work with the Police Chief to develop a plan on how to increase the number of Field Training Officers by the end of the calendar year 2025.

Richmond Police Chief Response: This recommendation has not been implemented but the Police Chief will make recommendations on how to increase the training cadre, to the City Manager, by September 30, 2025.

6. By January 1, 2026, the City Council should consider directing the City Manager to work with the RPD to establish a plan to reduce officer mandatory overtime.

Richmond City Council Response: The recommendation has been implemented.

The City Manager is currently working with the Police Chief regarding the reduction of mandatory overtime.

Richmond Police Chief Response: This recommendation has been implemented. The City Manager and Police Chief have monthly meetings that include strategies to reduce overtime.

7. By January 1, 2026, the City Council should consider whether to allocate some of the Chevron Corporation settlement funds to the RPD to hire and retain more officers.

Richmond City Council Response: The recommendation will not be implemented.

The Chevron Corporation settlement funds are one-time money (starting in July 2025 and ending in 10 years). Staffing costs are not one-time costs, but ongoing and continuous costs. It would not be fiscally responsible for the City Council to spend one-time money on ongoing costs.

Richmond Police Chief Response: This recommendation has not been implemented and requires additional analysis.

_________________

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The Richmond City Council reviewed and approved these responses at their meeting on July 1, 2025. Thank you for the opportunity to respond to this very important issue.

Please contact me at (510) 620-6512 or at [email protected] if you have any additional questions.

Respectfully,

Shasa Curl
City Manager

cc: Eduardo Martinez, Mayor
Dave Aleshire, City Attorney
Bisa French, Chief of Police

1765
§ 933. Findings and recommendations; copies of final report;..., CA PENAL § 933

West’s Annotated California Codes
Penal Code (Refs & Annos)
Part 2. Of Criminal Procedure
Title 4. Grand Jury Proceedings (Refs & Annos)
Chapter 3. Powers and Duties of Grand Jury (Refs & Annos) Article 2. Investigation of County, City, and District Affairs (Refs & Annos) West’s Ann.Cal.Penal Code § 933
§ 933. Findings and recommendations; copies of final report; comment of governing bodies, elective officers, or agency heads; definition
Currentness

(a) Each grand jury shall submit to the presiding judge of the superior court a final report of its findings and recommendations that pertain to county government matters during the fiscal or calendar year. Final reports on any appropriate subject may be submitted to the presiding judge of the superior court at any time during the term of service of a grand jury. A final report may be submitted for comment to responsible officers, agencies, or departments, including the county board of supervisors, when applicable, upon finding of the presiding judge that the report is in compliance with this title. For 45 days after the end of the term, the foreperson and his or her designees shall, upon reasonable notice, be avail able to clarify the recommendations of the report.

(b) One copy of each final report, together with the responses thereto, found to be in compliance with this title shall be pl aced on file with the clerk of the court and remain on file in the office of the clerk. The clerk shall immediately forward a true copy of the report and the responses to the State Archivist who shall retain that report and all responses in perpetuity.

(c) No later than 90 days after the grand jury submits a final report on the operations of any public agency subject to its reviewing authority, the governing body of the public agency shall comment to the presiding judge of the superior court on the findings and recommendations pertaining to matters under the control of the governing body, and every elected county officer or agency head for which the grand jury has responsibility pursuant to Section 914.1 shall comment within 60 days to the presiding judge of the superior court, with an information copy sent to the board of supervisors, on the findings and recommendations pertaining to matters under the control of that county officer or agency head and any agency or agencies which that officer or agency head supervises or controls. In any city and county, the mayor shall also comment on the findings and recommendations. All of these comments and reports shall forthwith be submitted to the presiding judge of the superior court who impaneled the grand jury. A copy of all responses to grand jury reports shall be placed on file with the clerk of the public agency and the office of the county clerk, or the mayor when applicable, and shall remain on file in thos e offices. One copy shall be placed on file with the applicable grand jury final report by, and in the control of the currently impaneled grand jury, where it shall be maintained for a minimum of five years.

(d) As used in this section “agency” includes a department.

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§ 933. Findings and recommendations; copies of final report;..., CA PENAL § 933

Credits

(Added by Stats.1961, c. 1284, p. 3064, § 1. Amended by Stats.1963, c. 674, p. 1678, § 1; Stats.1974, c. 393, p. 977, § 6; Stats.1974, c. 1396, p. 3054, § 3; Stats.1977, c. 107, p. 539, § 6; Stats.1977, c. 187, p. 709, § 1; Stats.1980, c. 543, p. 1499, § 1; Stats.1981, c. 203, p. 1126, § 1; Stats.1982, c. 1408, p. 5365, § 5; Stats.1985, c. 221, § 1, eff. July 12, 1985; Stats.1987, c. 690, § 1; Stats.1988, c. 1297, § 5; Stats.1997, c. 443 (A.B.829), § 4; Stats.1998, c. 230 (A.B.1907), § 2; Stats.2002, c. 784 (S.B.1316), § 538.)

Editors’ Notes

LAW REVISION COMMISSION COMMENTS

2002 Amendment

Subdivision (b) of Section 933 is amended to reflect elimination of the county clerk’s role as ex officio clerk of the superi or court. See former Gov’t Code § 26800 (county clerk acting as clerk of superior court). The powers, duties, and responsibilities formerly exercised by the county clerk as ex officio clerk of the court are delegated to the court administr ative or executive officer, and the county clerk is relieved of those powers, duties, and responsibilities. See Gov’t Code §§ 69840 (powers, duties, and responsibilities of clerk of court and deputy clerk of court), 71620 (trial court personnel). [32 Cal.L.Rev.Comm. Reports 467 (2002)].

Notes of Decisions (6)

West’s Ann. Cal. Penal Code § 933, CA PENAL § 933
Current with urgency legislation through Ch. 3 of 2025 Reg.Sess. Some statute sections may be more current, see credits for details.

End of Document

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§ 933.05. Responses to findings, CA PENAL § 933.05

(a) For purposes of subdivision (b) of Section 933, as to each grand jury finding, the responding person or entity shall indicate one of the following:

(1) The respondent agrees with the finding.

(2) The respondent disagrees wholly or partially with the finding, in which case the response shall specify the portion of th e finding that is disputed and shall include an explanation of the reasons therefor.

(b) For purposes of subdivision (b) of Section 933, as to each grand jury recommendation, the responding person or entity shall report one of the following actions:

(1) The recommendation has been implemented, with a summary regarding the implemented action.

(2) The recommendation has not yet been implemented, but will be implemented in the future, with a timeframe for implementation.

(3) The recommendation requires further analysis, with an explanation and the scope and parameters of an analysis or study, and a timeframe for the matter to be prepared for discussion by the officer or head of the agency or department being investigated or reviewed, including the governing body of the public agency when applicable. This timeframe shall not exceed six months from the date of publication of the grand jury report.

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§ 933.05. Responses to findings, CA PENAL § 933.05

(4) The recommendation will not be implemented because it is not warranted or is not reasonable, with an explanation therefor.

(c) However, if a finding or recommendation of the grand jury addresses budgetary or personnel matters of a county agency or department headed by an elected officer, both the agency or department head and the board of supervisors shall respond if requested by the grand jury, but the response of the board of supervisors shall address only those budgetary or personnel matters over which it has some decisionmaking authority. The response of the elected agency or department head shall address all aspects of the findings or recommendations affecting his or her agency or department.

(d) A grand jury may request a subject person or entity to come before the grand jury for the purpose of reading and discussing the findings of the grand jury report that relates to that person or entity in order to verify the accuracy of the findings prior to their release.

(e) During an investigation, the grand jury shall meet with the subject of that investigation regarding the investigation, unless the court, either on its own determination or upon request of the foreperson of the grand jury, determines that such a meeting would be detrimental.

(f) A grand jury shall provide to the affected agency a copy of the portion of the grand jury report relating to that person or entity two working days prior to its public release and after the approval of the presiding judge. No officer, agency, department, or governing body of a public agency shall disclose any contents of the report prior to the public release of the final report.

Credits

(Added by Stats.1996, c. 1170 (S.B.1457), § 1. Amended by Stats.1997, c. 443 (A.B.829), § 5.)

West’s Ann. Cal. Penal Code § 933.05, CA PENAL § 933.05 Current with urgency legislation through Ch. 3 of 2025 Reg.Sess. Some statute sections may be more current, see credits for details.

End of Document

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June 17, 2025

Economic Development

DATE: June 17, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

Nannette Beacham, Director of Economic Development
Samantha Carr, Environmental Manager
Yahna Williamson, Management Analyst
Subject:

Update and Approve the Richmond Green-Blue New Deal
(GBND) Top-Five Priority Projects over the Next 5 Years.

FINANCIAL IMPACT: There is no fiscal impact to receiving the update.

PREVIOUS COUNCIL
ACTION:

October 1, 2024

STATEMENT OF THE
ISSUE:

Provide an update to City Council on the work completed to prioritize the top five projects in the Richmond Green- Blue New Deal (GBND) Opportunities Report. These will
be the first set of projects for City staff to focus on implementing over the next five years. Once the top five priority projects are approved, a scope of work will be co- developed for each project. The goal is to initiate a
phased implementation process with clear, actionable
steps aligned with existing efforts and available capacity over the next five years.

RECOMMENDED ACTION:

RECEIVE a written update on the Richmond Green-Blue
New Deal project prioritization process and APPROVE
top five priority projects - Economic Development
Department (Yahna Williamson 510-620-6574/Samantha
Carr 510-620-5407/ Nannette Beacham 510-620-1306).

AGENDA
REPORT
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June 17, 2025

BACKGROUND

On October 1, 2024, City staff presented the Richmond Green-Blue New Deal (RGBND) Opportunities Report and its appendices to the City Council for initial review. In response to City Council and community feedback, City staff initiated an internal evaluation process to refine the implementation strategy and narrow the scope of projects to be prioritized over the next five years.

As part of this process, City staff:
 Conducted additional research and reviewed all 24 projects identified in the Opportunities Report
 Surveyed internal departments, the Economic Development Commission (EDC), and the Workforce Development Board (WDB).
 Factored in staff feedback, combined Port Upgrades, and Offshore Wind Manufacturing
 Factored in staff feedback, combined Building Electrification Retrofits, and Green Accessory Dwellings

Consequentley, City staff identified a list of five top-ranked projects based on survey results and departmental feedback. Notably, there was a six-way tie for the 5th, 6th, and 7th ranked positions. To help refine the prioritization, input from both the survey given to Economic Development Commission (EDC) and Workforce Development Board (WDB) as well as feedback from City staff was considered. The survey results strongly supported Green Accessory Dwellings and Offshore Wind Manufacturing, reflecting an interest in innovative, future- oriented job creation.

Meanwhile, City staff prioritized the Transition to Zero Emission Vehicles, highlighting its alignment with existing planning and overall feasibility particularly with workforce development. This collective input helped inform the shortlist of projects recommended for further scoping:

1. Port Upgrades (80%) & Offshore Wind Manufacturing (40%)

2. Building Electrification Retrofits (50%) & Green Accessory Dwellings (40%)

3. Brownfield Research and Innovation (50%)

4. Destination Downtown (50%)

5. Transition to Zero Emission Vehicles (40%)

To manage workload and ensure steady progress, staff recommend focusing on no more than five priority projects initially. Several of the top-ranked projects are already being piloted or led by other City departments and community partners, enabling staff to concentrate on coordination and support rather than launching entirely new initiatives.

While the remaining projects were not selected as immediate priorities for the City over the next five years, many outlined in the Opportunities Report are already in progress or in early development stages through the efforts of other government agencies, organizations, and City divisions (Attachment 1). 1771

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June 17, 2025

NEXT STEPS

Once the top-five priority projects are approved, City staff will co-develop with the community detailed scope of works for each project to guide the next phase of RGBND implementation, using the U.S. Economic Development Administration's Evaluation Toolkit as a first step (Attachment 2). The intended goals of the scope of works will be to confront climate change while advancing economic equity and environmental justice through targeted investment in clean energy, infrastructure upgrades, and workforce development. By uniting climate action with workforce inclusion, strategies and actions included in the scope of work hope to deliver a triple bottom line: (1) environmental sustainability, (2) economic justice, and (3) workforce inclusion. Central to this process will be to identify workforce pathways for local workers, especially youth and underserved residents, within new green and blue industries through and incorporate strategic training pipelines, pre- apprenticeships, and certifications.

Additionally, the scope of work will incorporate coordination rather than duplication of efforts, emphasize collaboration across departments and community organizations, and account for the City’s limited staffing and fiscal resources (Attachment 3). City staff will continue to provide regular updates and collaborate with the EDC and WDB.

Next steps will include and occur across the following phases:

Phase 1 Assessment:
 Confirm selected projects are viable and aligned with community and City priorities
 Incorporate economic development indicators from the U.S. Economic Development Administration's Evaluation Toolkit to assess strategic fit, job creation potential, and sustainability (Attachment 2)  Assess funding needs, timelines, and preliminary implementation steps

Phase 2 Community Outreach:
 Engage with stakeholders including EDC, WDB, Downtown Task Force, and port users to align efforts and share updates
 Provide community members with opportunities to give input and ensure Just Transition principles are centered

Phase 3 Strategic Planning:
 Develop implementation pathways for each project that include workforce development alignment, economic development impact, and job quality metrics
 Coordinate with regional partners (e.g., Green Empowerment Zone) to identify synergies

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June 17, 2025
Phase 4 Implementation Readiness:
 Co-develop a refined scope of work for each selected project, incorporating community input and interdepartmental review.
 Define responsible departments, required partnerships, and resource needs.  Prepare briefing materials and progress tracking tools to guide ongoing interdepartmental coordination and reporting.

City staff will return to City Council during Phase 4 with draft scope of works and resource needs for review. Please see Attachment 4 for a summary of these steps as well.

SYNERGISTIC POLICIES:

The GBND initiative is rooted in Resolution 88-21 and builds upon Richmond’s Climate Action Plan, Economic Development Action Plan, Health in All Policies Strategy, and Richmond Workforce Development Local Plan. The overarching goals include advancing a Just Transition and creating at least 1,000 new green-blue jobs to support a just, equitable, resilient, and sustainable future. Additionally, this is included in the City Council Goals and Priorities 6.1.b.

DOCUMENTS ATTACHED:

Attachment 1 – Green-Blue New Deal Opportunities Report Attachment 2 – Economic Evaluation Toolkit
Attachment 3 – Updated Project Status and Accomplishments Attachment 4 – Presentation GBND Update - Project Prioritization

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Toolkit for Evaluating Economic Development within RGBND The Economic Development Administration (EDA) offers a structured 'Toolkit for Economic Development Evaluation' to assess the economic growth potential of projects. This toolkit provides key metrics, data collection tools, and analysis methods for evaluating development programs. Access the toolkit here:

U.S. Economic Development Administration
Key components of the evaluation checklist include:

1. Relevance and Strategic Fit:
a. Alignment with local and regional economic development strategies. b. Consistency with community needs and priorities.
c. Alignment with Just Transition.

2. Economic Impact:
a. Potential for job creation and retention.
b. Expected increase in private investment.
c. Enhancement of local tax base.

3. Feasibility and Sustainability:
a. Technical and financial viability of the project.
b. Capacity of the implementing organization.
c. Long-term sustainability and Just Transition plans.
d. Funding considerations

4. Performance Measures:
a. Clear, measurable objectives and outcomes.
b. Defined metrics for monitoring progress.
c. Mechanisms for data collection and reporting.

5. Risk Assessment:
a. Identification of potential risks and challenges.
b. Strategies for risk mitigation.

Although this tool kit focuses on EDA programs and makes references to EDA staff and grantees, it’s noted in the toolkit that practitioners outside the EDA can and should review this material and apply the identified metrics and approaches to their own economic development initiatives as appropriate.

With this, we can use to systematically evaluate each project of the GBND to determine its potential contribution to economic growth, ensuring alignment with strategic goals and effective use of resources. 1774
Richmond Green-Blue
New Deal

OPPORTUNITIES REPORT
FEBRUARY 2025
1775
Acknowledgements
City Council
Eduardo Martinez, Mayor
Claudia Jimenez, Vice Mayor
Soheila Bana
Gayle McLaughlin
Doria Robinson
Melvin Willis
Cesar Zepeda
City’s Consultant Team
Appraccel
Abbe & Associates
Groundwork Richmond
HR&A
Medema Consulting
MIG
Safe Return Project
City Staff
B.K. White
Hector Rojas
Lizeht Zepeda
Nannette Beacham
Patrick Phelan
Samantha Carr
Shasa Curl
Tamara Walker
Community Partners
1Hundred Years
Asian Pacific Environmental Network
Blue Frontier
Boilermakers Union
Center for Creative Land Recycling
Chevron
CoBiz Richmond
Collaborising
Contra Costa Building Trades
Community Partners Continued
Contra Costa Community College
Cooperation Richmond
Council of Industries
CSU Maritime
Construction Trades Workforce Initiative East
Bay Economic Development Alliance
Economic Development Commission
Food Bank of Contra Costa and Solano County
Groundwork Richmond International
Brotherhood of Electrical Workers
Laborers’ International Union
Marin Clean Energy
Othering & Belonging Institute
UC Berkeley
Pacific Environment
Plant to Plate
RCF Connects
Rebuilding Together East Bay Network
RecycleMore
Renaissance Entrepreneurship Center
Replate
Republic Services
Rich City Rides
Richmond LAND
Richmond Listening Project
Richmond Main Street Initiative
Richmond Neighborhood Housing Services
Rising Sun Center for Opportunity
Rubicon
RYSE Center
SFMade
Sims Metal
SMART Sheet Metal Worker Local Union
The Watershed Project
Urban Ore
Urban Tilth
Water Emergency Transportation Authority
West County Wastewater
Working Waterfront
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Executive Summary.......................................................................................................................1 Introduction.................................................................................................................................. 4 Richmond’s Manufacturing History...............................................................................................6 Vulnerabilities to Climate Change.................................................................................................7 Just Transition: A Path Forward....................................................................................................7 SECTION I: Study Methodology....................................................................................................8 SECTION II: Community Aspirations...........................................................................................10 SECTION III: Community Profile.................................................................................................22 SECTION IV: Green-Blue Project Recommendations ................................................................27 Renewable Energy........................................................................................................29 Building Electrification and Energy Efficiency ............................................................34 Sustainable Transportation..........................................................................................43 Zero Waste....................................................................................................................47 Green Infrastructure and Urban Forestry....................................................................57 Land Use........................................................................................................................61 Water............................................................................................................................ 64 Other............................................................................................................................. 72 Richmond Green-Blue New Deal Opportunities Report
Table of Contents
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Table of Contents
SECTION V: Workforce Development and Training..................................................................74 What is Workforce Development?.............................................................................75 Skill Development.....................................................................................................78 Overcoming Barriers.................................................................................................80 Existing Training........................................................................................................82 High Road Training Partnerships..............................................................................86 Funding for Training..................................................................................................87 K-12 Environmental Education and Green Career Awareness...............................87 SECTION VI: Funding.................................................................................................................89 For Projects Offering Returns on Investment...........................................................90 For Projects That Need Subsidies.............................................................................98 Number of Jobs Created............................................................................................98 Next Steps for the Richmond Green-Blue New Deal ...............................................................101 Conclusion................................................................................................................................. 102 APPENDICES............................................................................................................................. 106 Appendix I: Jobs per $1 Million Invested
Appendix II: Eight Municipal Green New Deals
Appendix III: K-12 Environmental Education and Green Careers Awareness Appendix IV: Gap Analysis: Environmental Policy Goals and Current State Appendix V: Community Outreach and Findings Report
Appendix VI: Insights About the Future Green-Blue Economy from Justice-Involved Richmond Residents
Appendix VII: Community Profile & Economic Development Insights Richmond Green-Blue New Deal Opportunities Report1778
Table of Figures
Figure 1: Community Concerns About Environmental and Health Issues..........................................13 Figure 2: Environmental Project Priorities...........................................................................................14 Figure 3: Safe Return Project Workshop #1.........................................................................................15 Figure 4: Richmond’s Key Industries Critical to the Green Economy.................................................23 Figure 5: Jobs by Occupation in Richmond (2021) and Jobs Growth (2010-2021)..........................24 Figure 6: Extractive Industry Jobs in Richmond (2021) and Change in Jobs (2010- 2021).................................................................................................................................................... 24 Figure 7: Building, Construction, and Service Jobs in Richmond (2021) with Change in Jobs (2010-2021).............................................................................................................................25 Figure 8: Water Transportation Jobs in Richmond (2021) with Change in Jobs (2010-2021).........................................................................................................................................25 Figure 9: Green Jobs in Top 20 Occupations for Green Skill Jobs in Richmond (2021)................................................................................................................................................... 26 Figure 10: Recommended Projects for Green-Blue Job Creation in Richmond.................................28 Figure 11: Parts of an Offshore Wind Turbine......................................................................................31 Figure 12: Number of Manufacturing Jobs and Investment per Facility to Support 25 Gigawatts Offshore Wind Deployment on the West Coast...................................................................................32 Figure 13: Estimated Number of Jobs to Upgrade Richmond’s Existing Residential Building Stock........................................................................................................................................35 Figure 14: An ADU Design Available From the City of Stockton, CA....................................................38 Figure 15: Housing Units by Year Structure Built, City of Richmond..................................................48 Figure 16: Urban Ore Sales by Category, 2020-2022.........................................................................49 Figure 17: Dowel-Laminated Timber...................................................................................................53 Figure 18: Soil Clean-Up Level Based on End Uses.............................................................................61 Richmond Green-Blue New Deal Opportunities Report1779
Table of Figures
Figure 19: Offshore Wind Boat Types and Specifications...................................................................68 Figure 20: Simplified Career Pathways for Six Green Job Sectors......................................................76 Figure 21: Standard Occupational Classifications (SOC).....................................................................77 Figure 22: Distinctive Skills Needed for Recommended Green-Blue Projects...................................78 Figure 23: Skill Development by Type of Employment........................................................................81 Figure 24: Examples of Training Currently Available...........................................................................82 Figure 25: Median Salaries by Green Sector (San Francisco Bay Area)..............................................84 Figure 26: Salary Ranges in Advanced Manufacturing (national)........................................................85 Figure 27: Salary Ranges in Green Building (national)........................................................................86 Figure 28: Spectrum of Financial Tools for Green Job Projects..........................................................89 Figure 29: RGBND Projects Organized by Potential Number of Jobs Created...................................99 Figure 30: California Climate Investment Expenditures - Building Electrification and Energy Efficiency Projects.....................................................................103 Figure 31: California Climate Investment Expenditures - Sustainable Transportation Projects..................................................................................................103 Figure 32: California Climate Investment Expenditures - Zero Waste Projects............................................................................................................................104 Figure 33: California Climate Investment Expenditures - Green Infrastructure and Urban Forestry Projects............................................................................105 Figure 34: California Climate Investment Expenditures - Water Projects.....................................................................................................................................105 Richmond Green-Blue New Deal Opportunities Report1780
Glossary
Term
BIPOC
Job-year
Direct jobs
Decarbonize
Indirect jobs
Induced jobs
Electrification
Building envelope
Equity
Greenhouse gases
High-road jobs
Environmental justice
Beneficial electrification
Disadvantaged community
(DAC)
Definition
To stop or reduce carbon gases, especially carbon dioxide, being released into the atmosphere
Richmond Green-Blue New Deal Opportunities Report
One job for one year
Includes jobs supported by re-spending of income from direct jobs and supplier jobs, as well as public-sector jobs supported by tax revenue (e.g., jobs at restaurant where electrician dines)
Electrification strategies or approaches that benefit both the environment (through reducing greenhouse gas emissions) and the end-users of energy (by saving money and improving health in a way that is equitable) Black Indigenous People of Color electrification strategies or approaches The physical separation between the conditioned and unconditioned space in a building
Jobs directly supported by an industry (e.g., electricians installing electric water heaters)
The areas throughout California which suffer most from a combination of economic, health, and environmental burdens (California Public Utility Commission)
A switch to technologies powered by electricity in place of natural gas or other fossil fuels
The fair treatment of people of all races, cultures, and incomes with respect to the development, adoption, implementation, and enforcement of environmental laws, regulations, and policies (State of California) Fair outcomes, treatment, and opportunities for all gases that trap heat in Includes materials and capital services supplier jobs (e.g., jobs manufacturing electric water heaters)
Jobs offering family-sustaining wages, benefits, and other benefits Gases that trap heat in the atmosphere
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Recidivism
Just Transition
Justice-involved
Mercantile building
Remakery
Shared
micro-manufacturing
Shared micro-retail
Solar photovoltaics
Upskill
Richmond Green-Blue New Deal Opportunities Report
A period of transition toward a clean-energy economy with high-road jobs offering family-sustaining wages, benefits, and opportunities for career advancement
People who are now, or have spent time in jails, youth correctional facilities, or prisons
Any building or part of a building used as shops, stores, market, malls, for display and sale of merchandise either wholesale or retail The act of committing another crime or coming into conflict with the criminal justice system
A co-working maker space that is supported by memberships, grants, and fee-for-service classes
To learn new skills or teach workers new skills
Shared space with manufacturing of products in small quantities using small manufacturing facilities
Convert sunlight directly into electricity
A retail model including things like small-scale pop-up shops and boutique storefronts
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Richmond Green-Blue New Deal Opportunities Report
Executive Summary
In 2021, the City Council in Richmond, California, passed Resolution 88-21, launching the development of a Richmond Green-Blue New Deal. Their bold vision describes a “five zero” future:
1) a zero-carbon grid 2) zero-carbon transportation 3) zero-carbon buildings 4) zero waste and 5) zero wasted water.

The subsequent Richmond Green-Blue New Deal (RGBND) Opportunities Report provides a blueprint for the creation of 1,000 new green-blue jobs to help the City Council realize this future it envisions. The intent of the report is to speed up the transition to a clean-energy and zero- waste economy, with restored environmental and human health and without leaving fossil fuel industry workers and its community behind. Such a period of equitable change is called a Just Transition.

The RGBND project team spent nine months in dialogue with the Richmond community through surveys, interviews, stakeholder meetings, and workshops to understand the challenges community members face, as well as their preferences and aspirations. The Richmond community has a profound understanding of existing problems but also a deep commitment to building a just, equitable, resilient, and sustainable future by utilizing the city’s assets and activating its talents.
1 1783
2Richmond Green-Blue New Deal Opportunities Report
Union labor and others advocate strongly for high-road jobs that pay enough to support a family and offer benefits and career advancement opportunities. Many community members are eager to speed up the Just Transition process and wonder what kinds of green and blue jobs are the best fit for Richmond. Once the community decides which projects to pursue, workforce development will provide training for workers to upskill for their next careers.

People who face barriers to employment, including members of the justice-involved community, are eager for training opportunities and green jobs. Community members advocating for the next generation urged the project team to also include green career awareness and training for elementary, middle school, and high school students. It’s vital that interest in green careers is sparked among youth now to fill the meaningful green-blue careers of tomorrow.

The 24 project recommendations for green-blue jobs are based partly on economic forecasts about the jobs of the future and partly on governmental environmental policy goals. For example, the primary driver of growth in local renewable energy jobs is California’s goal with Senate Bill 100 to achieve 100% renewable energy by 2045.

The RGBND Opportunities Report methodology comprises six elements that determine when a project can proceed to the starting line and start hiring workers. They are: 1) What is the scope of the project? 2) Where will funding come from? 3) Who is the champion? 4) Does demand for the green good or service exist? 5) Who are the workers? and 6) What training do they need to upskill?
Deciding which projects to pursue will allow RichmondWORKS to develop training to help workers upskill, depending on their entry point into the job market.

The eight project sectors include:

Renewable energy
Building electrification and energy efficiency
Sustainable transportation
Zero waste
Green infrastructure and urban forestry
Land use
Water
Other
•
•
•
•
•
•
•
•
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Within these eight sectors are organized 24 recommended projects for green- blue job creation in Richmond:

1. Solar emergency microgrids at critical community facilities (police, fire, wastewater treatment plants, K-12 schools, healthcare facilities)

2. Battery manufacturing

3. Offshore wind manufacturing and assembly hub

4. Building electrification retrofits

5. Green accessory dwelling units and tiny homes

6. Community land trust

7. Destination downtown

8. Transportation management association

9. Transition to zero-emission vehicles

10. Building deconstruction firms

11. Building salvage warehouse

12. Richmond remakery and fixery

13. Re-entry entrepreneurs

14. Surplus food rescue

15. Expanding the tree canopy

16. Living levee

17. Brownfields research & innovation hub

18. Blue tech incubator and accelerator

19. Port upgrades, including electrification

20. Berthing vessels at the port

21. Boat building

22. Training center for boat maintenance and repair

23. Shoreline ecotourism

24. Green hydrogen
A separate RGBND Implementation Plan provides case studies about other cities where these types of projects have already been successfully implemented. Depending on whether a project needs to be fully subsidized or offers a return on investment, a variety of potential funding sources are available, including: grants, rebates, bonds, tax credits, loans, loan guarantees, and private financing.

Once grants or financing is lined up, local champions who have expressed interest in specific projects will either be selected or will step up to lead. 1785
Richmond Green-Blue New Deal Opportunities Report
4 Introduction
Richmond has opportunities to address the legacy of industrial pollution, underinvestment, and systemic inequalities—while leveraging its existing assets to build a 21st century, clean-energy, zero-waste economy.

What makes Richmond ideal for major public and private investment is that, as a disadvantaged community located at the intersection of important social, environmental, and economic issues; the City strives to become a role model for economic growth while addressing climate change and environmental justice issues.1

The main goal of the Richmond Green-Blue New Deal (RGBND) project is to create at least 1,000 new green-blue jobs for Richmond residents. This goal is informed 1786
Richmond Green-Blue New Deal Opportunities Report 5
by the project’s vision to employ the Just Transition model while planning for a just, equitable, resilient, and sustainable future. The project’s mission involves identifying opportunities for high- road jobs that unlock local assets and talents while incorporating community preferences.

For the purpose of this report, the definitions of these key terms are:

Just Transition – Building a bridge to a clean-energy economy without leaving fossil fuel workers and the community behind
High-road jobs – Offer family-sustaining wages, benefits, and opportunities for career advancement
Just – Racial, economic, environmental, and intergenerational justice Equitable – Everyone should have the right to a healthy environment, regardless of race, class, or other status; equitable also describes a level playing field on which all have equal opportunity for economic mobility
Resilient – The ability of natural systems and human infrastructure to recover quickly from a shock or challenge
Sustainable – Meeting the needs of the present population without compromising the ability of future generations to meet their needs
Many disadvantaged communities are researching how to craft a Just Transition so that workers in historically polluting industries are not left behind as society builds a clean-energy economy.

This bridge to a green future involves training and opportunities for workers that build on existing skillsets and allow them to upskill for new projects. Richmond’s work in this area will inspire other communities struggling with similar social, environmental, and economic challenges to develop a similar plan.

Richmond is a community of 114,106 residents on 33.7 square miles of land, with 32 miles of shoreline located along the San Francisco Bay.2 The city contains valuable physical assets, including a deep-water port, two highways, freight train lines, and industrially-zoned land. These, along with various valuable skillsets among Richmond residents, could used to build a just, equitable, resilient, and sustainable future. The path to such a future is through green-blue jobs.

This project’s working definition of green jobs is “work that protects and enhances the environment for current and future generations.” To tee up not only green jobs but also an abundance of new green-blue careers lasting three or four decades, the RGBND builds on the community’s strengths while unlocking opportunities for residents. 1787
Richmond Green-Blue New Deal Opportunities Report 6
Investments in green-blue jobs multiply throughout the economy. Thus, this report lays out conditions that will enable the creation of direct green-blue jobs, which in turn will multiply to catalyze indirect jobs along the supply chain, as well as induced jobs that result when workers spend money in their local economy.

Government policies support green economic growth in key ways. The City of Richmond has a framework of policies and plans designed to improve environmental health and public health outcomes. State policies, programs, and grant-funding opportunities complement the City’s policies and plans. For example, the California Workforce Development Board has 70 High Road Training Partnership (HRTP) industry workgroups that have developed policies and principles for high-road jobs in various industries. The initiative was designed as a campaign to “support businesses that compete on the basis of the quality of their products and services by investing in their workforces; these businesses pay the wages and benefits necessary to attract and retain skilled workers, who in turn perform high- quality work.”3 When planning for high-road jobs for the 21st century economy, it is important to consider the infrastructure built during Richmond’s industrial past and the resultant pollution that remains.

Richmond has a long industrial history of hosting large companies that manufacture explosives, chemicals, petroleum products, railcars, automobiles, and ships. In 1895, Giant Powder Company established an explosives manufacturing facility at Point Pinole in Richmond. In 1897, the Stauffer Chemical Company bought land and made a business trucking pyrite (fool’s gold) from its Sierra mine to Richmond to roast it down into sulfuric acid. In the 1950s, the company started making chemical fertilizers and pesticides.

In 1902, the Chevron Richmond Refinery opened and over the next century grew its petroleum refining business to the point that it now occupies 2,900 acres and employs thousands of workers. In 1910, the Pullman Company established a facility to manufacture and repair Pullman railroad sleeping cars. The Ford Motor Company erected an automobile assembly plant in 1930, which converted to wartime production during World War II and then moved to Milpitas in 1956.

Also during World War II, four Richmond shipyards were built along the waterfront, employing thousands of workers. With this effort, Richmond’s population increased Richmond’s Manufacturing History
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Richmond Green-Blue New Deal Opportunities Report 7
While Richmond has a history of industrial development and pollution, the Just Transition will incorporate valuable assets built in the past century and activate them to create a clean-energy and zero-waste future: a deep-water port, freight lines, highways, industrially-zoned land, and a skilled union workforce that could put their talents to use in high-road jobs. Capital investments and operational expenditures in high-road green-blue jobs in Richmond will not only allow workers to support themselves and build wealth but will also increase tax revenues. Tax revenues flowing to the city and county will then be reinvested in the community in ways that benefit residents and local businesses.

dramatically, rising from 23,000 in 1940 to 114,899 in 1942 and peaking at around 120,000 by 1945. Kaiser’s Richmond shipyards built 747 Victory and Liberty ships for the war effort, with a record of one ship being built in just five days.

This industrial legacy brought jobs and infrastructure to the city but also left enduring pollution. Volatile organic compounds, polychlorinated biphenyls, arsenic, lead, cadmium, mercury, petroleum substances, and other hazardous chemicals contaminate soil at 442 brownfields and Superfund sites. The burden of soil pollution is compounded by air pollution from stationary and mobile sources that contribute to higher levels of asthma than surrounding communities, another compelling reason to speed the Just Transition to a clean-energy, zero-waste future.

Part of the urgency around a Just Transition involves Richmond’s 32 miles of shoreline. The city’s proximity to the Bay leaves the community vulnerable to storm surges and sea level rise brought on by climate change. Local assets in danger of being affected by climate change include community services and public facilities, housing and schools, water supply, wastewater management, stormwater management, transportation infrastructure, flood management, energy infrastructure, solid waste and hazardous waste management, parks, natural areas and ecosystems, and commercial and industrial assets, and overall public health.

Specific examples of community vulnerabilities to climate change include the fact that wildfire could affect communication towers in the East Bay Hills and flooding could compromise emergency response personnel’s ability to respond to community needs. The forthcoming Richmond Sea Level Adaptation and Resilience Plan seeks to address some of these concerns.

Just Transition: A Path Forward
Vulnerabilities to Climate Change
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Richmond Green-Blue New Deal Opportunities Report 8
How does green-blue job creation happen? To advance the projects recommended in this report to the starting line and to be able to hire people ,the following are considered:

1. Scope – Does the green or blue project have a clear definition?

2. Demand – Is there a true demand for green goods or services?

3. Funding – Is there funding available from the federal or state government, the private sector, or a mix of public and private?

4. Champion – Who is the project’s champion, the person who either helps advocate for the project and finds funding, or, if funding is already available, can serve as project manager?

5. Workers – What types of workers possess the skillsets needed for this work, and how can they be identified?

6. Training – What training is needed to upskill workers in the latest technologies?
All six elements come into play when developing a project like residential electrification retrofits, for example.

SECTION 1
Study Methodology
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RRichmond Green-Blue New Deal Opportunities Report 99
Consider a pilot project with a scope to retrofit 50 pre-1970 single-family homes with all-electric equipment in a disadvantaged area with zero upfront cost for residents. To confirm there is demand for this project, it would be helpful to partner with community-based organizations to administer a survey that gauges interest in such retrofits. Funding could come from federal and state grants for electrification retrofits in disadvantaged communities. If funding were secured, the utility or City could assign or hire a project manager (champion) to manage the project with electrical contractors. Since natural gas water heaters will be banned in the Bay Area starting January 1, 2027, electrical workers must undergo training in installation of electric heat pump water heaters before that date. The Bay Area ban on natural gas space heating will go into effect on January 1, 2029, before which training on electric heat pumps for heating and cooling should be available for contractors. This is just one application of the RGBND methodology.

Altogether, the above six elements allow a project to proceed to the starting line. 1791
Richmond Green-Blue New Deal Opportunities Report 10
Inspired by the federal Green New Deal unveiled in February 2019, the Richmond City Council on July 6, 2021 passed Resolution 88-21, a local Green-Blue New Deal.4 This resolution describes a vision of what could be accomplished with economic investments in green and blue jobs. Highlights of the equitable, economic, and environmental aspects of the resolution include the following text:

The Richmond Green-Blue New Deal Opportunities Report builds upon existing City plans with input from City leadership and community feedback to elevate and strengthen this report and future comprehensive economic, climate, and workforce development efforts. This section contains highlights of such input, which was gathered from City planning reports, community surveys, dozens of interviews, stakeholder workshops, and community meetings.

Foundational Vision

SECTION II
Community Aspirations
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Other documents and plans the City of Richmond has developed that inspire recommendations in the RGBND Opportunities Report include:
• General Plan 2030
• Climate Action Plan
• Health in All Policies (HiAP) Strategy5
• Transparent Richmond
• Economic Development Action Plan Parts 1 and 2
• Grants that the City has applied for
• Workforce Development Board Workforce Plan 2021–2024
• RichmondWORKS/YouthWORKS
• RichmondBUILD/YouthBUILD
• First Mile/Last Mile – Transportation Strategic Plan
• Bicycle Master Plan
• WHEREAS, a “Green New Deal” is a program of investments in equitable clean-energy jobs and infrastructure, transforming and transitioning not just the energy sector, but the entire economy. The general goals include:
• Energy Goals: A complete conversion to a 100% renewable energy system for both electricity and transport by 2030, partnered with the full- decarbonization of the economy by 2040.
• Five Zeros: A zero carbon grid, zero carbon transportation, zero carbon buildings, zero waste and zero wasted water, as well as a just transition for fossil fuel workers, equitable housing and environmental justice for all.
• WHEREAS, the World Bank definition of “Blue Economy” defines it as the “sustainable use of the ocean resources for economic growth, improved livelihoods, and jobs while preserving the health of ocean ecosystems.” • WHEREAS, the Blue Economy is not synonymous with all economic activity that occurs on coastlines and shorelines or any use of water resources, nor simply technological innovation involving water-based industries. The Blue Economy represents a narrower band of economic activity that is restorative to ocean and shoreline ecosystems and promotes broad-based economic opportunity including “blue jobs.”
The RGBND builds on the Richmond City Council’s foundational resolution to transform the economy and create green-blue jobs for Richmond residents.

Context
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• Pedestrian Plan
• Master Greening Plan
• Shoreline Master Plan
• Community Benefits Policy
• ARPA Community Needs Assessment
• Biannual Community Survey
These documents underscore the important on-the-ground work being done by community-based organizations and City departments in Richmond.

During the nine-month community engagement process for the Richmond Green- Blue New Deal, the following input was gathered for the Community Outreach and Findings Report6 and the Insights About the Future Green-Blue Economy from Justice- Involved Richmond Residents7 report. Information was collected from Community Champion workshops, stakeholder workshops, interviews with community-based organizations, online and paper surveys, and reviews of local articles and reports. It was then incorporated into report recommendations.

Across outreach activities, common themes and priorities emerged. Participants shared that the Green-Blue New Deal should:
• Benefit Richmond residents who most need support, including historically underserved and underinvested communities, BIPOC communities, the justice-involved community, and the unhoused.
• Ensure sustainable, long-term benefits for Richmond residents, including the health, employment, and housing stability benefits that have measurable outcomes and metrics to track progress.
• Leverage and rely on the local expertise of community leaders and organizations when moving projects forward.
• Include and clearly detail high-quality labor standards, equitable hiring policies, and local hiring preferences for Richmond residents and justice- involved candidates.
• Carefully consider and monitor how sustainable improvements can have unintended consequences, such as increases to household expenses for low-income households, production of unintended waste, and gentrification.

Input from Community Engagement
Community Outreach and Findings Report
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• Clearly outline report implementation and evaluation logistics, such as: who will implement and who has decision-making power; potential sources for funding projects; how decisions will be data-driven and evidence-based; outcomes and metrics for measuring the impact on the environment, workers, and Richmond community members.

Survey responses reinforce what the team heard in community workshops that the community has concerns about visible, immediate problems, such as blight, lack of trees, food insecurity, access to healthcare and mental health services, housing affordability, air and water quality, and soil contamination.

Berkeley-based consulting firm, MIG, led a community survey that included findings from 431 people who live or work in Richmond. Figures 1 and 2 reveal the following concerns and priorities.

Figure 1: Community Concerns about Environmental and Health Issues Findings of Support for Green-Blue Projects
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See Appendix V for MIG’s June 2023
details about community insights, concerns, and preferences.

Figure 2 shows the community’s priorities for future green projects.

Figure 2: Environmental Project Priorities
report with
In October and November 2022, three evening workshops with 30 justice-involved community members were held at the office of Richmond-based non-profit Safe Return Project. Workshop organizers sought to understand the skills the justice- involved community offers and the challenges they face, as well as to gather their insights about the future green-blue economy. Discussions yielded helpful insights about interest in and openness to new green-blue jobs in the community.

Each 2.5-hour workshop introduced the federal Green New Deal, shared several case studies, and polled the level of interest in 15 green-blue job projects. Then discussion was held about economic opportunities, upward mobility, skills, needs,
and challenges.

Community Outreach and Findings
Input from the Justice-Involved Community
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Facilitators heard about participants’ skills in management, entrepreneurship, electrical work, carpentry, painting, hospitality, research, customer service, the arts, and healing. Of the 15 green jobs projects presented for which participants were asked to vote for their top three areas of interest, the following five projects received ten or more votes:
• All-electric building retrofits (21)
• Rescuing surplus prepared food (19)
• Solar panel manufacturing (13)
• Battery manufacturing (10)
• Upcycling thrift store donations (10)
Figure 3: Safe Return Project Workshop #1
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Recommendations to Support the
Justice-Involved Community
As a result of information collected at the Safe
Return Project workshops, organizers offer a set of
recommendations for integrating justice-involved
people into the green-blue economy:
• Job training – pre-release
• Paid job training – post-release
• Work readiness support
• Trauma-informed services
• Creation of job centers
• Post-incarceration job placement assistance
• Employment education fairs
• Green-blue jobs notification system
• Re-entry retention services
For aspiring entrepreneurs:
• Cohorts of entrepreneurs to support each
other while developing business plans,
identifying funding, and working on other
aspects of launching a business
For employers:
• Training that guides recruitment and screening
conversations with formerly incarcerated
individuals who have hard and soft skills that
match employers’ hiring needs (See the Fair
Chance Corporate Cohort case study in the
sidebar)
• Education about Richmond’s Ban the Box
ordinance
For government:
• Create a Fair Chance Advisory Committee
In a tight labor market, it is essential to include all individuals who are capable and willing to contribute to the workforce.

Jobs for the Future hosts
the Fair Chance Corporate
Cohort which was designed
for Human Resource and
Operations professionals
within companies looking to
build inclusive, competitive,
and thriving workplaces. The
cohort model guides a small
group of companies through
a several week training
and coaching process that
prepares participants to actively
embrace and adopt a Fair
Chance Employment program.

Participants learn how to assess
their company’s current state of
employment practices, debunk
common myths about fair
chance employment and create
a customized implementation
plan for their companies.

The group gathers virtually
to participate in lessons with
experts in employment law,
human resources, change
management, those with lived
experience and more.

Fair Chance Corporate
Cohort Training
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During dozens of one-on-one interviews and community workshops over nine months of community engagement, people who live or work in Richmond generously shared their concerns and preferences about the future of green-blue jobs. Project organizers gathered the following insights.

Many formerly incarcerated individuals who have served their debt to society would like to work to support themselves and their families. At the same time, the work of designing and building a just, equitable, resilient, and sustainable future needs people with a variety of skills, talents, and interests.

See Appendix VI for the full report from Safe Return Project.

Residents in Richmond have a deep understanding about immediate and visible problems in the city. Community-based organizations (CBOs) with deep roots in Richmond work day-to-day to improve life in their city and have, in part, conducted listening projects, interviews, and surveys, and residents have shared their own lived experiences. These efforts have resulted in an understanding that the Richmond community is concerned about:
• Illegal dumping
• Soil contamination
• Poor air quality
• Health issues
Richmond residents may experience higher rates of certain asthma and cardiovascular-related health issues, compared to neighboring communities. Some census tracts located in Richmond are in the top 10% in the state for the highest rates of emergency room visits for asthma-related issues and in the top 20% for emergency room visits for cardiovascular issues (e.g., heart attacks). The California Office of Environmental Health Hazard Assessment (OEHHA) provides detailed CalEnviroScreen 4.0 maps of the extent to which Richmond residents and workers are relatively burdened by pollution and suffer worse health outcomes compared to other communities in California.8
Community Concerns and Preferences
Human Health and Environmental Health Improvements
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Community members have a strong sense of the challenges facing Richmond and the specific issues that create a drag on economic development. For historically disadvantaged and marginalized communities like Richmond—which have been affected by generations of racist exclusionary policies and shoulder a burden of excessive pollution—there are forces trying to right these wrongs. Public investment is allocated by federal, state, and regional governments and seeks to shape a pathway upward and in the process create green jobs so people can support themselves and their families.

In this spirit of aspiration and renewal, the RGBND offers a blueprint for a more just, equitable, resilient, and sustainable future for the residents of Richmond.

Other issues the Richmond community expressed concern about include:
• Power blackouts
• Growing unhoused population
• Food insecurity
• Limited access to parks
• Less dense tree canopy than other nearby communities
• Difficulty accessing healthcare and mental health services These concerns were compounded when the pandemic affected communities like Richmond, which has a high number of essential workers—people who must be physically present to do their jobs.

From a longer-term environmental perspective, Richmond’s 32 miles of shoreline makes it a frontline community vulnerable to the effects of climate change.

Green-blue jobs and the associated projects in renewable energy, building electrification, sustainable transportation, zero waste, green infrastructure, land use, and water will lead to improvements in many of these public and environmental health concerns.

Equity and Environmental Justice
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Union Labor
In workshops with the Contra Costa Building Trades and other local unions, the leadership made a strong case for how union labor offers multiple benefits in projects: unions provide state-recognized accredited training for their members on the latest technologies, offer family-sustaining wages and benefits, and provide structured career pathways. A major element of training involves safety issues and, as such, work sites with union labor will be safer for workers. Unions provide opportunities for communities currently underrepresented in the trades (such as women, people of color, recent high school graduates, and the formerly incarcerated) to enter and succeed in union-led industries. Finally, unions provide apprenticeships and vocational and on-the-job training to ensure a well-trained, qualified, and safe labor pool.

Wealth-building
Historically, forces in Richmond have constrained wealth-building. One harmful policy from the Federal Housing Administration in the 20th century restricted mortgage insurance for black families, which curtailed their ability to purchase homes, the main way Americans build wealth. The effect of this policy has been felt across generations. The median household income in Richmond is $79,478, lower than many other communities in the Bay Area.9 Expanding the number of available high-road jobs, facilitating housing construction, and reducing the pollution burden on the community will allow for local wealth-building.

Investments Benefit a Diverse Cross-Section of the Community During meetings with Richmond residents, the RGBND team expressed concerns that an increase in the number of green-blue jobs could accelerate gentrification in Richmond. The City has a rich history dating back to World War II, when about 90,000 people worked as boatbuilders for the war effort.

Fourth-generation descendants of these workers still reside in Richmond and hold deep ties to the community. As the City plans for new green-blue industries and jobs, efforts should be made to ensure that the capital investments driving such job creation will benefit a diverse cross-section of the Richmond community.
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Just Transition
To address climate change, a rigorous framework of federal and state environmental policies are planning a transition away from fossil fuels and toward a clean-energy economy. To ease this transition, many stakeholders are pushing for justice on multiple levels: for fossil fuel industry workers, for communities in which fossil fuel industries operate, and for environmental justice at a larger level.

In the absence of one universally agreed-upon definition of Just Transition, the following definitions explore different but complementary elements to consider:
• The California Workforce Development Board Report Putting California on the High Road: A Jobs and Climate Action Plan for 2030 defines Just Transition as protection, support, and compensation for displaced workers and communities when a society makes significant policy decisions that result in job loss in affected industries.10 • The International Labor Organization provides guidelines highlighting the anticipated impact on employment, the importance of skills development and decent work during the transition to clean energy, and adaptation needed by companies and communities to avoid loss of assets and livelihoods or involuntary migration. • The Organization of Economic Cooperation and Development (OECD) states that the primary goal of the Just Transition is to ensure that the transition to a low-carbon economy does not disproportionately harm workers and communities dependent on carbon-intensive industries. • Local non-profit Climate Justice Alliance developed the Just Transition Principles asserting that a Just Transition should:
• Move us toward Buen Vivir – meaning to live well without living at the expense of others
• Create meaningful work – centers on the development of human potential, creating opportunities for people to learn, grow, and develop to their full capacities and interests
• Uphold self-determination – all people have the right to participate in decisions that impact their lives
• Equitably redistribute resources and power – to build new systems that are good for all people and not just a few
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• Require regenerative ecological economics – advance ecological resilience, reduce resource consumption, restore biodiversity and traditional ways of life, and undermine extractive economies that erode the ecological basis of our collective well-being
• Retain culture and tradition – create inclusionary spaces for all cultures and traditions, recognizing them as integral to a healthy and vibrant economy • Embody local, regional, national, and international solidarity – to be liberatory and transformative, we recognize the interconnectedness of our communities and our issues
• Build what we need now – beginning at a small scale, we must build and flex our muscles to meet our communities’ needs
As society builds a clean-energy future and moves away from fossil fuels, we want to provide a bridge to the high-road jobs of the future. Union labor in the fossil fuel industry provide strong skillsets that, with additional training, can serve as a bridge to clean-energy jobs.

Richmond Green-Blue New Deal Opportunities Report 211803 Richmond Green-Blue New Deal Opportunities Report 22
Workers in Richmond-based businesses and community-based organizations, as well as labor union members and residents living in Richmond, have talents and skills that will be valuable in future green jobs. To grow green jobs in Richmond, the community should first look to existing businesses in Richmond that could expand their offerings to include projects outlined in this report. During the course of RGBND community engagement and developing this report, a number of businesses expressed interest in pivoting to green offerings in the future.

For the RGBND, economic development consulting firm HR&A researched and authored a report titled Richmond Green-Blue New Deal Workforce Development Plan: Community Profile and Economic Development Insights.11 It identifies five key industries in the local economy with specific skills that will be useful in the future green economy, as highlighted in Figure 4.

SECTION III
Community Profile
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Figure 4: Richmond’s Key Industries Critical to the Green Economy Utilities
(2-digit NAICS)
Industry
Water Transportation
(3-digit NAICS)
Building Construction &
Services (3-digit NAICS)
Research & Development
(4-digit NACIS)
Commercial/Industrial
Machinery Manufacturing &
Repair (4-digit NACIS)
Key Stats
(2010-2021)
Given that some of the main skills needed in the 24 green-blue projects involve electrical work, construction, manufacturing, research, and water transportation, these key industries are poised to provide talent for the future green economy.

HR&A analyzed the types of industries and jobs currently in Richmond. As of 2021, Richmond had 51,400 jobs, with one-half of these in professional services, industrial trades, and retail. Figure 5 lists the number of jobs by occupation and their growth between 2010 and 2021.

Implications for Green Jobs
2021 Jobs: 374
Growth: 45%
LO: 24.39
Comp: 112%
2021 Jobs: 674
Growth: 27%
LQ: 6.90
Comp: 73%
2021 Jobs: 1,178
Growth: 117%
LQ: 8.72
Comp: 100%
2021 Jobs: 1,843
Growth: 45%
LQ: 3.34
Comp: 37%
2021 Jobs: 1, 155
Growth: -24%
LO: 5.58
Comp: -231%
Richmond’s current strength in the oil and natural
gas industries will become a liability as fossil fuels
are phased out. Richmond workers’ skills can be
redirected and supplemented to support clean
energy development and operation.

Water transportation tends to have a relatively
low carbon footprint, so climate action may entail
growth in this sector. The electrification of freight
and passenger vessels and drayage trucks, and the
development of infrastructure to support electric
vessels, are still emerging fields.

Extending the life of existing equipment through
maintenance, repair, and refurbishment is critical
for minimizing waste. Decarbonization will also en-
tail the creation of new commercial and industrial
machinery.

Electrification and energy efficiency retrofits are
labor-intensive investments that will require skilled
workers throughout the region to construct and
service. This is a major employment industry in
Richmond that can be leveraged.

Greening the economy requires innovation;
although Richmond currently has a relatively high
concentration of R&D jobs, its growth in this area
has lagged behind the national average.

Source: HR&A’s analysis of Lightcast data
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Richmond Green-Blue New Deal Opportunities Report 24
Figure 5: Jobs in Occupation in Richmond (2021) and Jobs Growth (2010-2021) Figure 6: Extractive Industry Jobs in Richmond (2021) and Change in Jobs (2010-2021) Many of the skills in these jobs could be applied to green and blue jobs.

As the City plans for a Just Transition to a clean-energy future, it’s helpful to look at the number and type of fossil fuel jobs based in Richmond. Figure 6 shows the growth or contraction of each type over the past decade.
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A sector that has been growing and also has high demand for workers is water transportation. Figure 8 shows the level of growth over the past decade.

Figure 8: Water Transportation Jobs in Richmond (2021) with Change in Jobs (2010-2021)
Another industry that employs many workers in Richmond is building and construction.

Workers with these skills are in high demand. Figure 7 shows changes in the number of building, construction, and service jobs in Richmond over the past decade.

Figure 7: Building, Construction, and Service Jobs in Richmond (2021) with Change in Jobs (2010-2021)
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As the City leads economic development efforts to generate the green-blue jobs of the future, it’s helpful to understand the talent pool that already exists in Richmond.

Finally, as we seek to generate growth of high-road jobs with family-sustaining wages, it’s helpful to look at the spectrum of hourly rates for existing green jobs.

Figure 9 shows the median hourly wage for green jobs in the top 20 occupations for green skill jobs on a spectrum from $16/hour janitorial and cleaning jobs to $56/hour electrical engineering jobs.

Figure 9: Green Jobs in Top 20 Occupations for Green Skill Jobs in Richmond (2021)
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Considering the assets and talents Richmond has to offer, the community’s preferences, governmental policy goals, and investment funding available, the Richmond Green-Blue New Deal team recommends the following 24 green-blue projects for consideration. The projects to support green-blue job creation fall into one of eight categories: 1) renewable energy 2) building electrification and energy efficiency 3) sustainable transportation 4) zero waste 5) green infrastructure and urban forestry 6) land use, 7) water, and 8) other.

SECTION IV
Green-Blue Project
Recommendations
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Figure 10: Recommended Projects for Green-Blue Job Creation in Richmond Other
Water
Sector
Zero Waste
Renewable Energy
Green Infrastructure and
Urban Forestry
Land Use
Building Electrification and
Energy Efficiency
Sustainable Transportation
The following provides details about the scope, demand, workers, training, career pathways, and local, regional, or national expertise available for each project. • Blue tech incubator and accelerator
• Port upgrades including electrification
• Berthing vessels at the port
• Boat building
• Training center for boat maintenance and repair
• Shoreline ecotourism
Recommended Projects
• Solar emergency microgrids (SEMs) at critical community facilities (police, fire, wastewater treatment plants, K-12 schools, healthcare facilities)
• Battery manufacturing
• Offshore wind turbine manufacturing
• Building electrification retrofits
• Green accessory dwelling units and tiny homes
• Community land trust
• Destination downtown
• Transportation management association
• Transition to zero-emission vehicles
• Building deconstruction firms
• Building salvage warehouse
• Richmond remakery and fixery
• Re-entry entrepreneurs
• Surplus food rescue
• Expanding the tree canopy
• Living levee
Brownfields research & innovation hub•
• Green hydrogen
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Renewable Energy
Policies from the State of California such as Senate Bill 100 are driving the push toward 100% renewable energy by 2045. Three green-blue projects in renewable energy are included in this section.

Occupations in solar power
• Solar engineer
• Solar photovoltaic installers
Electrical microgrid systems and installation

• International Brotherhood of Electrical Workers (IBEW) #302 • Marin Clean Energy
• ZNE Alliance
Career advancement map for the solar industry
for community resilience and emergency response purposes Scope: When the electricity grid goes down, microgrids, or uninterruptible back-up power systems, enable critical facilities to continue to function during natural disasters and grid instability. Microgrids also provide the ability to generate power on a regular basis. They store electricity when the price is low and sell it to the grid during peak demand. Development work for microgrids involves project management, writing requests for proposals, designing and permitting microgrid systems, and installing systems.

1. Solar Emergency Microgrids (SEMs) at Critical
Community Facilities (Police, Fire, Wastewater
Treatment Plants, K-12 Schools, Healthcare Facilities)
Training:

Demand:

Workers:

Expertise:

Career pathways: 12
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2. Battery Manufacturing
Workers:

Expertise:

Career pathways:

Occupations in battery manufacturing
• Engineering - hardware, software, advanced manufacturing • Manufacturing • Quality control • Business operations

• Association of Manufacturers Bay Area
• Bay Area California Community College Consortium
• California Manufacturers & Technology Association
• East Bay Economic Development Alliance
• GO-Biz Office of Business & Economic Development
• University of California, Berkeley, Laboratory for Manufacturing and Sustainability
Career advancement map for advanced manufacturing13
Demand: The need for energy storage, both large stationary batteries and smaller mobile batteries, will increase. Two factors are driving this demand in California: 1) the goal that 100% of in-state sales of new passenger cars and trucks be zero-emission by 2035 and 2) that 100% of electricity come from renewable sources by 2045.

Scope: Advanced manufacturing at factories that will be automated, digitally connected, intelligent, flexible, and sustainable, is a growth area forecasted for the San Francisco Bay Area. Battery manufacturing is a type of advanced manufacturing that will serve a key role building the clean-energy and clean- transportation systems of the future.

In complement to existing battery manufacturing operations in Richmond, the City can draw on local and state marketing resources to attract both startups and established battery manufacturers to set up shop in Richmond. 1812
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3. Offshore Wind Turbine Manufacturing
Scope: Following the December 2022 federal lease auction for the rights to develop five wind energy areas 15–20 miles off the coasts of Humboldt Bay and Morro Bay, five offshore wind developers started planning for and building capacity to manufacture and install 1,200 wind turbines by year 2030 and provide five gigawatts of clean power to California’s electricity grid. Beyond that, the State is planning for 25 gigawatts of offshore wind by 2045.

Wind developers are searching for a few manufacturing/fabrication (MF) sites. These will be port sites located on a navigable waterway that receives raw materials via road, rail, or waterborne transport and creates larger components in the offshore wind supply chain. This site typically includes factory and/or warehouse buildings and space for storage of completed components. For offshore wind turbine part or vessel manufacturing, Richmond’s valuable talents and assets could be put into service: trained union labor with expertise in metal fabrication, a deep-water port, freight lines, highways, and industrially-zoned land. Several different component parts involving metal fabrication are needed for the 15-megawatt, thousand-foot-tall wind turbines, including: towers, nacelles, turbine blades, foundations, subsea cables, mooring chains, and anchors.

Figure 11: Parts of an Offshore Wind Turbine
Source: Bureau of Ocean Energy Management
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Component # of Facilities
2 Total Jobs
1,000
In order to realize the State of California’s 25 gigawatts of offshore wind development by 2045, the following number of manufacturing facilities will be needed on the West Coast (note the number of green-blue jobs that will be created in doing so):

Facility Invest-
ment ($ millions)
$600
Demand: California aims to provide consumers with 100% renewable zero-carbon energy by 2045, and offshore wind is key to attaining this goal. The California Energy Commission, as directed by Assembly Bill 525, is leading offshore wind development analysis and economic development to help the state realize five gigawatts by 2030 and 25 gigawatts by 2045. Currently, 36 ports are in development nationwide and 64–84 more are needed for a clean-energy transition.

Figure 12: Number of Manufacturing Jobs and Investment per Facility to Support 25 Gigawatts Offshore Wind Deployment on the West Coast
Blades
Towers
Nacelle Assembly
Floating Platform
Floating Platform
Subcomponents
Substation
Mooring Rope
Mooring Chain
Anchor
Array Cables
Export Cables
Total
2 2
3 2
2 1
1 N/A
1 1
16 580
460
720
Not applicable (N/A)
N/A
110
110
N/A
230
230
3,440
$500
$500
$300
N/A
N/A
$50
$500
N/A
$350
$350
$3,150
Source: National Renewable Energy Laboratory14
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Training:

Expertise:

Career pathways:

Developed by local unions
U.S. Department of Energy’s Wind Career Map16

• Association of Manufacturers Bay Area
• Bay Area Community College Consortium
• California Manufacturers & Technology Association
• East Bay Economic Development Alliance
• GO-Biz Office of Business & Economic Development
• International Brotherhood of Boilermakers (Boilermakers) • International Brotherhood of Electrical Workers (IBEW) • International Brotherhood of Teamsters (Teamsters)
• Laborers’ International Union of North America (LIUNA) • International Longshore and Warehouse Union (ILWU)
• Sheet Metal Workers’ Local 104
• United Association of Journeymen and Apprentices of the Plumbing and Pipefitting Industry (UA)
• University of California, Berkeley, Laboratory for Manufacturing and Sustainability
Workers: Port upgrades will require planning, hazardous materials remediation and construction. Occupations in offshore wind turbine parts manufacturing include:
• Engineering - hardware, software, advanced manufacturing • Manufacturing
• Quality control
• Business operations
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Building Electrification and Energy Efficiency
The next four projects involve adding value to existing buildings and building new housing units. Doing so will build wealth in the community as well as expand the supply of available housing in equitable ways.

Scope: Richmond has an opportunity to upgrade the existing residential and commercial building stock. The 2023 National Renewable Energy Lab’s report Equitable Electrification Analysis for Existing Buildings in Richmond, CA analyzes data about Richmond’s buildings and presents questions to the City’s leadership about how they could potentially focus the project.

Determining the scope of a project for residential and commercial building electrification will depend on which of the following five variables are most important to the City of Richmond:

1. Energy consumption – of heating, ventilation, and air conditioning (HVAC) systems and certain appliances and equipment used in buildings

2. Greenhouse gas emissions – associated with energy consumption

3. Utility bill charges – and cost-effectiveness associated with energy consumption patterns

4. Employment indicators – including estimated number, type, and quality of jobs associated with building electrification and other energy improvements

5. Health and safety indicators – for Richmond residents and workers related to building electrification and other energy improvements Ideally, building electrification and energy efficiency projects in Richmond would incorporate all five variables to help low-income households reduce energy use, reduce greenhouse gas emissions, reduce energy bills, create green jobs, and improve indoor air quality. A pilot program would provide real-world data to see where trade-offs may happen and inform the scope of future projects.

4. Building Electrification Retrofits
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Residential buildings
Many of Richmond’s homes were built during World War II, and opportunities to insulate and upgrade to energy-efficient electric abound. In fact, 11% of homes in Richmond were built in 1939 or earlier. Seventy percent of homes were built in 1979 or earlier, before California’s energy efficiency standards went into effect.17 Opportunities to electrify residences and reduce greenhouse gases center around interior heating and water heating, which are dominated by natural gas use and consume more than half of a home’s energy.

The National Renewable Energy Lab’s 2023 report estimates that 4,771 direct jobs (job years) would be created if Richmond upgraded residential buildings to all-electric and insulated the building envelopes. Overall, this project could support 7,500 direct and indirect full-time jobs, with two-thirds of the jobs being local.

Figure 13: Estimated Number of Jobs to Upgrade Richmond’s Existing Residential Building Stock
Note that number of jobs estimates do not include any “readiness” work that may be needed prior to envelope or electrification upgrades, other than service panel upgrades. For example, in NREL’s report, job estimates do not address issues such as structural weaknesses in the home, roof leaks, mold, or pest infestations. They also do not include jobs associated with the installation of solar photovoltaics.

Upgrade Scenario
Envelope
Electrification
(lower/ higher average)
Envelope + Electrification
Direct Jobs Only
Total Jobs Net/New Jobs
1,358 1,358
3,413 853
4,771 2,212
Direct + Indirect Jobs
Total Jobs Net/New Jobs
2,148 2,148
5,396 1,349
7,544 3,497
Source: National Renewable Energy Laboratory18
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Workers: Occupations in building electrification and energy efficiency include:
• Heating, ventilation, and air conditioning (HVAC) technicians • Plumbers
• Lighting/wiring
• Envelope/insulation
• General residential construction and remodeling
• Project managers
• Engineers/analysts
Permit technicians
New jobs would be insulators and electricians, while current HVAC technicians and plumbers would most likely install new technologies.

Demand: New policies from the Bay Area Air Quality Management District and the State of California are driving the electrical swap-outs of natural gas and other fossil fuel technology.

Doing so benefits both the environment (through reducing greenhouse gas emissions) and the end-users (by saving money and improving health).

Commercial buildings Among commercial buildings in Richmond, food-service establishments represent 1% of commercial floor area in Richmond but have the highest energy consumption per square foot. According to NREL’s 2023 report Equitable Electrification Analysis for Existing Buildings in Richmond, CA, food service businesses:
“...consume an estimated five times more energy per square foot than the second largest consumer, mercantile buildings, and 11 times more than the average for all other building types. Even more striking is the per-square-foot emissions, which is seven times higher than mercantile buildings, and 19 times more than the average for all other building types. The lowest-energy consumers and emitters per square foot are lodging and healthcare uses.” Equipment and refrigeration consume the most energy in Richmond’s commercial buildings (44%), of which one-third (about 15% of the city-wide total) is natural gas. Space heating is most reliant on natural gas (making up 70% of energy used for indoor heating).
•
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Expertise:

Career pathways:
careers

• RichmondBUILD
• International Brotherhood of Electrical Workers (IBEW) • Sheet Metal Workers’ Local 104
Advancement routes for climate control technology
Training: Provided by RichmondBUILD, and local union chapters of IBEW, SMART Sheet Metal Workers, and UA Laborers
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5. Construction of Green Accessory Dwelling Units
and Tiny Homes
Green accessory dwelling units
Scope: An accessory dwelling unit (ADU) is a secondary house or apartment that shares the building lot of a larger primary home. The units cannot be bought or sold separately and are often used to provide additional income through rent or to house a family member. An ADU adds to the value of the property and helps the property owner build wealth.

The City of Richmond’s Planning Division allows ADUs to be up to 850 square feet for a studio or one-bedroom unit and up to 1,000 square feet for a two- bedroom unit. The units can be up to 16 feet tall. Figure 14 shows one pre- approved design the City of Stockton offers to make adding an ADU easier for homeowners.

Figure 14: An ADU Design Available from the City of
Stockton, CA
Source: City of Stockton20
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Construction
Advancement routes for green building careers

• Habitat for Humanity
• International Association of Sheet Metal, Air, Rail and Transportation Workers (SMART)
• International Brotherhood of Electrical Workers (IBEW) • Laborers’ International Union of North America (LIUNA) • Neighborhood Housing Services Group
• North America Building Trades Union (NABTU)
• Rebuilding Together East Bay Network
• RichmondBUILD
• Rising Sun Center for Opportunity
• UA Laborers union
Occupations in green construction
• Design – architects, engineers, planners
• Construction – managers, laborers, heavy equipment operators • Technical specialists – electricians, HVAC installers, plumbers, installation installers, painters, glaziers, roofers
Demand: Adding another dwelling to a residential parcel of land builds wealth for the homeowner
In a state where 2.5 million additional homes are needed, the City of Richmond with support from the Association of Bay Area Governments has determined its “fair share” of new housing is 3,416 new housing units, to be built by 2031. This goal is set in the City’s sixth eight-year Housing Element plan, of which 555 new units will be ADUs.

Training:

Workers:

Expertise:

Career pathways: 21
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Tiny Homes

• Rebuilding Together East Bay Network
• RichmondBUILD

• Rebuilding Together East Bay Network
• RichmondBUILD
• Tiny Homes in My Backyard (THIMBY)
Occupations in green construction
• Design – architects, engineers, planners
• Construction – managers, laborers, heavy equipment operators • Technical specialists – electricians, HVAC installers, plumbers, insulation installers, painters, glaziers, roofers
Career pathways: Note that construction experience building tiny homes may serve as the first rung on a career ladder into the construction trades.

Demand: According to the 2022 Point-in-Time (PIT) Count, there were an estimated 632 persons experiencing homelessness in Richmond.22 This is up from the 2020 Contra Costa County Point In Time Count of 280 individuals experiencing unsheltered homelessness on any given night in Richmond:
sleeping outside, in vehicles, in tents, or in other places not meant for human habitation.

Scope: Tiny homes are residential structures smaller than 400 square feet of floor space. They can be built from scratch or prefabricated in a factory and delivered to the site. Sometimes they are constructed on trailers that allow them to be moved. A community of tiny homes arranged around shared kitchens and bathrooms that provides jobs can expand affordable housing options and services for people who are chronically homeless.

Training:

Workers:

Expertise:
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6. Community Land Trust
Demand: Richmond has 18,606 renter occupied housing units Workers: Attorneys, property managers, energy efficiency and water conservation technicians
Scope: Home ownership is one means for building wealth. With sky- high housing prices in the Bay Area, many people are locked out of home ownership, especially young adults starting their careers or households with incomes below the area median income (AMI).

One way to address this issue is to purchase a house without the land, and a community land trust is one mechanism that allows this arrangement. A community land trust is a non-profit corporation that holds land on behalf of a place-based community while serving as the long-term steward for the building or community asset. With these shared equity programs, individuals or families purchase a share of the collectively-owned property at a level that makes sense for them. Doing so helps eliminate racial wealth gaps by assisting traditionally underserved minority communities to build a degree of home equity. This legal structure can be applied to affordable housing, community gardens, civic buildings, commercial spaces, and other community assets.

For example: picture a 16-bedroom, four-bathroom home in Richmond collectively owned by 16 people in their twenties or thirties. Before moving in, the home was upgraded to energy-efficient electrical appliances and water- conserving fixtures, and insulation was installed in the walls, ceiling, floors, and air ducts. These retrofits add value to the house by lowering utility costs and increasing comfort.

Training: Legal contracts (Sustainable Economies Law Center has a legal internship program as an alternative to law school), worker-owned cooperatives, property management, energy efficiency upgrades
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Expertise:
• Cooperation Richmond
• East Bay Permanent Real Estate Cooperative
• RichmondBUILD
• RichmondLAND
• Sustainable Economies Law Center
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Sustainable Transportation
Housing and transportation are the two largest expenses for households in the Bay Area. Reducing personal transportation costs while still being able to access jobs, school, healthcare, and goods and services would benefit many households.

The State has set goals to transition to zero-emission vehicles by 2035, reduce fossil fuel burning, and reduce greenhouse gas emissions. This section explores a few projects that will help the State realize these goals while improving residents’ and workers’ quality of life and ability to move around town seamlessly.

Scope: Richmond contains a vibrant community of small local businesses. To Building on this success, a local champion could recruit aspiring entrepreneurs and attract regional entrepreneurs to work together to develop a cluster of businesses in one of Richmond’s commercial areas.

Residents have expressed their interest in the Richmond Main Street Initiative in having more restaurants and cafes in town. Cooperation Richmond has already been working on a business plan for a worker-owned cooperative grocery store in North Richmond. Complementing these two types of businesses could be spaces with shared micro-manufacturing and shared micro-retail spaces.

Local artisans of jewelry, clothing, housewares, soaps, cosmetics, and art would
find shared rent more affordable while establishing an attractive destination for residents and visitors to bike and walk to. The area would generate income and additional tax revenues as well.

Additional amenities such as restaurants, retail establishments, and cultural activities in existing commercial areas will attract even more new businesses, and the workers from those new ventures will want to eat out and attend activities in their free time, bringing new life to the economy.

Residents are interested in having more restaurants and cafes in town

7. Destination Downtown
Demand:
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44 Training:

Workers:

Expertise:

Entrepreneurs and artisans

• Richmond Main Street Initiative
• Cooperation Richmond
• Renaissance Entrepreneurship Center
Business plans and business finance
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Richmond Green-Blue New Deal Opportunities Report 45

8. Transportation Management Association
Workers:

Expertise:
• Commute.org in San Mateo County
• Contra Costa Centre Transit Village
• Contra Costa Transportation Authority
• Rich City Rides
Non-profit community outreach and education
Training: Community-based social marketing, marketing, education, and outreach Scope: A transportation management association (TMA) is a membership organization formed to provide a forum for employers, developers, building owners, local government representatives, and others. Its constituents collectively establish policies, programs, and services to address local transportation needs and air quality issues. The funding mechanism, geographic area, membership, mission, and services are tailored to meet the specific needs of the geographic area.

Richmond is served by several different public transit agencies and electric on-demand public shuttles, has a strong bicycling community, and enjoys mild, sunny weather most of the year. Many TMAs are non-profits that work to encourage drivers of single-occupancy
vehicles to switch to trains, buses, carpooling, electric shuttles, and active mobility options (bicycling, scootering, walking). Doing so reduces traffic congestion and greenhouse gas emissions, and addresses social equity issues.

Demand: Owning a personal vehicle is expensive. The American Automobile Association announced that in 2023 the average person spent $12,128 on car payments and variable costs associated with car ownership. Having more well- connected transportation alternatives to a personal vehicle will save households money.
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9. Transition to Zero-Emission Vehicles
Training:

Workers:

Expertise:

• International Brotherhood of Electrical Workers (IBEW) • Electric Vehicle Infrastructure Training Program (EVITP)

• AC Transit
• Community colleges
• Contra Costa Transportation Authority – Charge Up Contra Costa • International Brotherhood of Electrical Workers (IBEW) Occupations related to the transition to zero-emission vehicles:
• Urban and regional planners
• Electrical power line installers and repairers
• Electrical vehicle maintenance and repair technicians Scope: Planning, training workers, and installing electric vehicle charging infrastructure to support an integrated, zero-emission transportation system of the future has already begun. While continued installation of a growing network of public and private electric vehicle charging options is important, so too is a plan to ensure this infrastructure is maintained and operational.

Demand: California environmental policies lay out a pathway toward zero- emission vehicles, and by 2035, 100% of in-state sales of new passenger cars and trucks will be zero-emission vehicles (Executive Order N-79-20). The California Air Resources Board announced that by 2035, 55% of delivery vans and large pickups, 75% of commercial trucks (such as garbage trucks), and 40% of the big rigs sold in California must be emissions-free. By 2040, all public transit agencies must transition to a 100% zero-emission bus fleet. 1828
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Zero Waste
Expanding the zero-waste economy-where fewer materials end up in landfills and are more diverted for reuse-will create jobs and generate wealth within the community. According to Tellus Institute’s analysis for the U.S. Environmental Protection Agency, landfilling creates 0.1 jobs per 1,000 tons, whereas waste diversion away from landfill creates 2 jobs per 1,000 tons. Richmond currently diverts 40% of materials from landfill, while the state’s recycling goal is 75%.

Increasing the number of jobs in recycling, reuse, composting, and waste prevention

will boost Richmond’s waste diversion and recycling rates as well as create more green jobs locally. Potential green jobs in the zero-waste sector described in this section involve building deconstruction, zero waste skill-building, entrepreneurship, and rescuing of surplus food.

Scope: Deconstructing buildings instead of demolishing them, separating and organizing the materials in a sorting yard, and funneling the materials toward resale and reuse creates jobs and benefits the environment.

Older buildings often contain valuable solid-wood materials made from old- growth timber, such as wood framing, flooring, doors, and cabinets. Other items that can be salvaged include hardware, sinks, and bathtubs. Salvaging materials so they can be sold or donated to a non-profit for a tax write-off will prevent them from ending up in a landfill.

Of the 40,015 housing units in Richmond, 18,208 were built in 1959 or earlier.

See Figure 15 for the age of Richmond’s housing units.

10. Building Deconstruction Firms
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Figure 15: Housing Units by Year Structure Built, City of RIchmond
Source: City of Richmond24
Building deconstruction specialists and apprentices
Career pathways: Advancement routes for green building careers keeping in mind that deconstruction trainees can move up to work in the construction trades25
Training: Build Reuse is the recognized curriculum, training, and certifier of building deconstruction contractors. Certification requirements include a written exam (online), skills assessment (in the field with a Build Reuse proctor), documented 2,000 hours of experience, and 3-day training. Other deconstruction training includes County of San Mateo Deconstruction Training and The Reuse People.

Demand: The justice-involved community requested opportunities for training and green jobs during three community engagement workshops.

Renovation of older housing stock and salvaging of building materials would add value to the aging building stock and build wealth in the community while creating jobs and boosting the City’s recycling rate.

Workers:
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Expertise:
• Green Lynx, Santa Rosa
• Re-Use Consulting, Western Washington
• Reuse People, Oakland
• U.S. Environmental Protection Agency, Low-Carbon Building Materials Advisor, Washington, D.C.

Scope: Having a warehouse in Richmond that accepts salvaged building materials could help jumpstart building renovations in Richmond. Such a warehouse might find that its most valuable donated items would mirror Berkeley- based salvage warehouse Urban Ore’s top revenue streams, as shown in Figure 16.

11. Building Salvage Warehouse
Figure 16: Urban Ore Sales by Category, 2020-2022
Source: Urban Ore
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• This ‘N That (San Pablo)
• Urban Ore (Berkeley)
The types of workers needed for a building salvage warehouse include:
• Laborers and freight, stock and material movers
• Shipping, receiving, and traffic clerks
• Stock clerks and order fillers
• Transportation, storage and distribution managers
Given the large portion of the waste stream that is construction and demolition waste, having a warehouse to accept these types of materials would boost the city’s waste diversion rate.

Demand: The age of Richmond’s housing stock and the number of blighted houses points to opportunities to salvage building materials and upgrade homes.

Training: Build Reuse is the recognized curriculum, training, and certifier of building deconstruction contractors. Training from this organization would teach warehouse workers to identify valuable materials.

Workers:

Expertise:
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12. Richmond Remakery and Fixery
Demand: Each of the pieces of a remakery are thriving separately within Richmond or nearby
Workers: People with experience as teachers, artists, in culinary arts, retail, event management, and bike, electronics, or small appliance repair Scope: A remakery is a co-working maker space that is supported by memberships, grants, and fee-for-service classes. A remakery can include any number of activities that interest the community, such as a tool-lending library, a café, repair clinics, classes, a maker space, and STEM programs for schools.

To move toward a zero-waste future, people need access to tools and to learn how to fix things. These skills, for the most part, have been lost in a society where we are frequently encouraged to discard broken things and buy new ones.

Fortunately, Richmond already has vibrant creative spaces for artists, woodworking workshops, and a tool lending library. Building on this foundation, local agency RecycleMore is interested in supporting development of a repair clinic, at which people interested in fixing household items could learn from people who have these skills.

Richmond residents have been asking the staff of the Richmond Main Street Initiative for more cafés in town, and there is an opportunity to combine efforts. By creating a new, larger space downtown with its own café, extending the hours for an expanded tool-lending library, and including a creative maker space with a woodworking workshop, as well as hosting a fixit clinic for children and adults, the Richmond remakery and fixery could become an exciting new destination for residents and people from nearby cities.

Training: Training in reuse and repair comes from learning-by-doing. Volunteer “fixers” coach others to learn skills in sewing, electronics, and small appliance repair. Maker spaces may include classes in welding, weaving, 3D printing, or other skills (depending on the projects).
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Expertise:
• Berkeley Tool Lending Library
• Bridge Storage, Arts and Events
• City of Richmond Tool Lending Library, Neighborhood and Volunteer Services
• Fab Lab, Kennedy High School, Richmond
• Filma Collective Maker Space
• Fixit Clinic, Berkeley
Scope: Formerly incarcerated people need stable jobs to support themselves and their families, but many have difficulty finding work. Given structural barriers to employment, the unemployment rate for formerly incarcerated people is five times that of the general population.

A program to encourage entrepreneur-minded members of the justice- involved community to develop skills and opportunities could help some to become leaders and job creators in their community and achieve financial independence.

In combination with projects to deconstruct and salvage building materials, justice-involved entrepreneurs could develop complementary businesses. For example, older buildings contain valuable old-growth timber. Entrepreneurs could remove nails and staples from valuable salvaged lumber and sell it for new structural uses as shown in Figure 17, or use it to build furniture. As entrepreneurs grow their businesses, they could hire other members of the community.

13. Re-entry Entrepreneurs
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Figure 17: Dowel-Laminated Timber
Training:

Workers:

Expertise:

Occupations include:
• Woodworkers
• Entrepreneurs

• Peroba Reclaimed Wood
• Renaissance Entrepreneurship Center
• RichmondBUILD
• Rubicon
• Urban Machine

• Woodwork Career Alliance of North America offers five credentials within their national woodworking certificate
• Entrepreneurship
Demand: The justice-involved community requested opportunities for training and green jobs during community engagement workshops.

Source: Urban Machine
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14. Surplus Food Rescue
Training:

Workers: People with expertise in logistics and food safety issues Demand: CalRecycle’s SB 1383 requirement to divert 20% of edible food to feed people by 2025
Eight-hour food safety training from the County Health Department Scope: Driven by Senate Bill 1383, which requires that 20% of edible food in California be diverted to feed people by 2025, efforts are underway to figure out how to salvage a larger portion of the 81,000 tons of food discarded by the business sector in Contra Costa County each year.26,27
Through SB 1383, CalRecycle requires large food waste generators to develop contracts with food recovery organizations to channel surplus food to those who are food insecure. Food waste generators include:
• Tier 1 generators – supermarkets, grocery stores, food service providers (institutional, governmental, commercial, or industrial), food distributors, and wholesale food vendors
• Tier 2 generators – restaurants with >250 seats, hotels, health facilities, large venues, large events, and schools
Many non-profits involved with food recovery operate on a volunteer model. In Contra Costa County, White Pony Express (a 501(c)(3) organization located in Pleasant Hill) provides collection services to food generators at no cost using a team of volunteers. White Pony is funded through grants and government contracts. In Richmond, food pantries and soup kitchens receive food donations from
individual generators and through the Food Bank of Contra Costa and Solano.

The recipients include shelters primarily serving unhoused residents, such as the Greater Richmond Interfaith Program and the Bay Area Rescue Mission. 1836
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Expertise:
• RecycleMore
• White Pony
• Food Bank of Contra Costa and Solano
• Greater Richmond Interfaith Program
• Bay Area Rescue Mission
• Richmond Emergency Food Pantry
• Brothers of International Faith
• Catholic Charities East Bay Richmond Pantry
• Maen Mahfoud, RePlate – a non-profit fee-for-service model • David Hott, Loaves & Fishes – may be able to expand the A La Carte food truck model to West Contra Costa County
• Yuka Nagashima, Executive Director of Food Shift – provides consulting services on food recovery and job training
Plant to Plate•
Organizations in the Community Produce and Mobile Pantry Program:
• Living Hope Neighborhood Church, 2800 Rheem Ave
• Nevin Community Center, 598 Nevin Ave
• Sojourner Truth Presbyterian Church, 2621 Shane Dr
• Veteran’s Memorial Hall, 968 23rd St
• West County Courthouse, 39th St & Bissell Ave
• Booker T. Anderson Center, 960 S 47th St
• Kennedy High School, 4300 Cutting Blvd
• North Richmond Missionary Baptist Church, 1427 Fred Jackson Way • Richmond Civic Center (Drive-Thru), 24 Barrett Ave & 25th St • Southside Church of Christ, 1501 Florida Ave
• West Contra Costa Adult Education, 5625 Sutter Ave
• Able Community Development Foundation, 1963 Carlson Blvd • Beacon Light Seventh-day Adventist Food Pantry, 607 S 19th St • Corrine Sain Senior & Family Community Center, 515 Silver Ave • Ephesians Community Development Center (Drive-Thru), 2887 Foothill Ave • LifeLong William Jenkins Health Center, 150 Harbour Way • Living Hope Neighborhood Church, 2800 Rheem Ave
• Men and Women of Valor, 1350 Kelsey St
• Multicultural Institute, 3600 MacDonald Ave
• New Gethsemane COGIC, 2100 Roosevelt St
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• North Richmond Missionary Baptist Church Pantry, 1427 Fred Jackson Way • Providence Baptist Church, 314 S 12th St • Richmond Emergency Food Pantry, 2369 Barrett Ave • Sojourner Truth Presbyterian Church (Drive-Thru), 2621 Shane Dr • St. John Missionary Baptist Church, 662 S 52nd St • Support Life Foundation: Richmond, 1110 36th S. • True Fellowship Baptist Church, 1213 Fred Jackson Way
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Green Infrastructure and Urban Forestry
Restoring the health of natural systems such as forests and shoreline is important so that when a shock or natural disasters strikes these systems can more easily bounce back. When these natural systems are healthy they improve residents’ health, and protect nearby buildings and other human infrastructure.

Occupations include:
• Arborists
• Crew leaders
• Groundworkers
• Plant nursery workers
Scope: Trees and green spaces in urban areas provide multiple benefits to people who live nearby: they reduce air pollution that contributes to respiratory ailments, create a calming environment, enhance mental functioning, and reduce crime. A review of 45 research papers found that the presence of green spaces, including parks and trees, reduced crime in urban areas. One study determined that buildings surrounded by trees and other vegetation saw 52% fewer crimes reported, compared to those with low levels of vegetation.

A vast canopy of 22,000 trees spreads across Richmond’s 33.7 square miles, but there is room for more: a field survey by Richmond’s Urban Greening Master Plan determined space is available for an additional 13,000 trees within the public right of way.

Groundwork Richmond has expressed interest in locally growing tree seedlings into mature street trees, which they and other non-profits would plant throughout the city.

Demand: During the community survey, residents specifically requested more trees, as did workers within the 23rd Street commercial district and other parts of Richmond.

15. Expanding the Urban Tree Canopy
Workers:
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Training:

Expertise:

Career pathways:
exploration-guide/

• Groundwork Richmond
• Pogo Park
• Richmond Trees
• Trust for Public Land
• YES Nature to Neighborhoods
Urban forestry (care and management of trees)
https://www.vibrantcitieslab.com/guides/career-pathways- 1840
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16. Living Levee
Demand: Industries and agencies along the shoreline seek infrastructure improvements for protection from storm surges and rising sea levels.

Scope: Infrastructure and operations on the Bay side of Richmond are vulnerable to rising sea levels and storm surges. Infrastructure under threat include the West County Wastewater District wastewater treatment plant, Republic Service’s solid waste transfer station and sanitary landfill, Chevron’s oil refinery, the Richmond Parkway, and the railroad, as well as nearby residential communities.

Planning is underway for the North Richmond Shoreline Living Levee project, which will protect the city by slowing storm-surge waters and absorbing floodwaters. A design with an engineered core and vegetated soil sloping down to the Bay will also provide migration space for plants and animals as the ocean level rises over time.

With a $644,709 grant from the San Francisco Bay Restoration Authority, the Watershed Project and the West County Wastewater District are implementing the North Richmond Shoreline Living Levee Planning and Preliminary Design Project in western Contra Costa County. The design project consists of:
• Conducting technical studies and data collection
• Developing a conceptual design and estimating associated costs • Determining appropriate offshore habitat restoration activities, such as oyster reefs and eelgrass beds to absorb wave energy
• Engaging the public, key stakeholders, and the regulatory community in the initial phases to determine feasibility and alignment
Once design is completed, the next phases will involve permitting and construction. Part of the construction includes growing the estimated 50,000 native plants (which could be done in Richmond) needed for the levee’s slope. 1841
60 Training:

Workers:

Expertise:
• Friends of Five Creeks
• Groundwork Richmond
• The Watershed Project
• West County Wastewater District
Occupations include:
• Planners
• Community engagement specialists
• Plant nursery workers
• Construction workers
U.S. Army Corps of Engineers - levee safety and levee design training Richmond Green-Blue New Deal Opportunities Report 1842
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Land Use
Richmond has 442 brownfield sites with soil contaminated from historic industrial and military pollution, as well as two Superfund sites. This soil contamination is a drag on economic development. While the federal and state government offer financial and technical resources to clean up such sites, the City of Richmond’s capacity to oversee these labor-intensive projects, from proposals to contracts and report writing, is limited. In addition, Richmond residents have witnessed an unsuccessful cleanup effort that left many wondering if excavation of hazardous materials and hauling them offsite is the right approach for brownfields remediation.

Scope: Cleaning of sites to levels appropriate for future use of the property requires technical expertise, funding, and skilled cleanup teams. Risk-based cleanup levels shown in Figure 18 helps explain that clean up levels for sites that will host homes is higher than sites that will contain industrial activities.

17. Brownfields Research & Innovation Hub
Figure 18: Soil Clean-Up Level Based on End Uses
Source: U.S. Environmental Protection Agency28
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While site cleanups are important for economic development, the process of cleaning them up is time-consuming, expensive, and may contaminate nearby areas. Technical brownfields revitalization experts have stated that it’s not always clear which remediation techniques are most effective.

Removal of hazardous soil and transfer to a different site runs the risk of contaminating the surrounding area and exposing others to the hazards. This is not a problem limited to Richmond. Many other low-income and disadvantaged communities suffer similar burdens of historic pollution, and questions remain about the best cleanup strategy.

Establishing a research and innovation center for brownfields cleanup would expand society’s knowledge about which remediation techniques are most effective. • Activated carbon (AC)-based technology
• Air sparging
• Bioreactor landfills
• Bioremediation
• Combined remedies
• Electrokinetics
• Evapotranspiration covers
• Ex situ thermal treatment
• Fracturing for environmental site remediation
• Groundwater circulating wells
• Horizontal remediation wells
• In situ chemical oxidation
• In situ chemical reduction • In situ flushing
• In situ thermal treatment
• Multi-phase extraction
• Nanoscale materials for environmental site
remediation
• Natural attenuation
• Remediation optimization
• Permeable reactive barriers
• Phytotechnologies
• Soil vapor extraction
• Soil washing
• Solidification and stabilization
• Solvent extraction
A list of U.S. Environmental Protection Agency remediation technologies29 that could be studied and compared include:
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environmental remediation occupations:
• Management and business specialist occupations
• Science occupations (biologists, hydrologists, chemists, conservation) • Engineering and mapping occupations
• Construction and material-moving occupations
Demand: Brownfield cleanups will help revitalize the community by putting sites back into productive use, which would attract new jobs and provide new revenue paths for the city.

Training: 40 hours of training on OSHA Hazardous Waste Operations and Emergency Response (HAZWOPER) standards, soil remediation technologies

• Center for Creative Land Recycling – technical and funding assistance for site cleanup • Department of Toxic Substances Control – technical and funding assistance for site cleanup • Microvi – Hayward-based company with a computational platform to predict the complex, dynamic interactions between microbial ecosystems and hazardous organic components in groundwater
• OndoVia – Hayward-based company with test kits for fast, easy laboratory-grade water analysis
• Picoyune – Berkeley-based company of highly portable sensors that measure mercury levels in the water and air
• UC Berkeley Richmond Field Station Environmental
• UC Berkeley Superfund Research Program – studying in situ remediation without transporting valuable soil and destroying persistent chemicals that are resistant to remediation
If a local Brownfields Research and Innovation Hub were established, the center could showcase, collect data about, and analyze the effectiveness of various soil clean-up technologies for the most common soil contaminants: petroleum hydrocarbons, asbestos, arsenic, heavy metals, polyaromatic hydrocarbons (PAHs), volatile organic compounds (VOCs), polychlorinated biphenyls (PCBs), and pesticides such as dieldrin and DDT.

Having its own Hub to study the most effective remediation technologies could help shine a spotlight on Richmond, an environmental justice community with a long industrial history, and attract more resources for cleanup efforts.

Workers:

Expertise:
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Water
As a city located on a peninsula, Richmond has a close connection to water. The “blue” in the Richmond Green-Blue New Deal represents several opportunities for water-related projects in technology development, port development, boats, and ecotourism.

Technology entrepreneurs
Staff could be mentored by other Bay Area tech accelerators Scope: A startup is an organization formed to search for a repeatable and scalable business model. A startup incubator nurtures early-stage entrepreneurs and helps them develop their business ideas. Next, an accelerator helps startups rapidly scale up to more established products and services.

Given Richmond’s 32 miles of shoreline, it makes sense to host an incubator and accelerator to support development of ocean-based technologies.

Coworking space CoBiz in downtown Richmond could host incubators and accelerators that help entrepreneurs develop technologies for water-based agriculture, robotics, environmental restoration, and marine electric-power systems. Topics covered by incubators and accelerators may include idea development, product development, pitching, market fit, fundraising, customer acquisition, and exit strategies.

• Clean Tech Open – to find, fund, and foster entrepreneurs who have ideas for solving environmental and energy challenges
• CoBiz Richmond co-working space
• Renaissance Entrepreneurship Center
• The Rain Makers – incubator
• UC Berkeley SkyDeck Accelerator

18. Blue Tech Incubator and Accelerator
Training:

Workers:

Expertise:
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19. Port Upgrades Including Electrification
Scope: Over the past century, Richmond’s deep-water port has seen a lot of historically important activity. In the 1920s, tidelands were filled in and the harbor dredged to accommodate the Ford Motor Assembly Plant and the Felice and Perelli Cannery. In 1941, the Kaiser Richmond Shipyards were established and grew to become the largest wartime shipbuilding operation on the West Coast. A boomtown atmosphere attracted tens of thousands of workers to support the war effort and caused Richmond’s population to swell from 23,600 in 1940 to 93,700 in 1943.

Nearly 80 years after the shipyards closed, the Port of Richmond is ready to upgrade city-owned and privately-owned terminals for today’s clean-energy and sustainable transportation standards. Upgrades would allow the port to accommodate heavier cargo loads, allow visiting vessels to plug into electric shore power, and host additional advanced manufacturing activities.

Federal, state, and regional grant funding is available to implement Clean Air Action Plan strategies, which will reduce air pollutants such as nitrous oxides, sulfur oxides, particulate matter, and toxic air contaminants. These investments will help reduce emissions from ocean-going vessels, railroad equipment, trucks, and automobiles, using the best available technologies.

If the City of Richmond establishes a manufacturing hub for West Coast offshore wind activities, the port upgrade is estimated to require $375 million of public and private investment. Making these investments could attract hundreds of port upgrade construction jobs followed by hundreds of offshore wind manufacturing career-length jobs. The State of California plans to spend $2.3 billion on port improvements, roughly on par with federal funding for the nationwide Port Infrastructure Development Program (PIDP).

Demand: To reduce air pollution at ports, vessels are required to plug into electric shore power or capture and control emissions when sitting at port.

Container, refrigerated cargo, and cruise ships have been included since 2014.

These regulations will also apply to auto carriers starting in 2025 and oil and fuel tankers in Northern California starting in 2027.
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Training:

Workers:

Expertise:

Union provided

• City of Richmond, Port of Richmond staff
• Labor unions

• International Association of Sheet Metal, Air, Rail and Transportation Workers (SMART)
• International Brotherhood of Electrical Workers (IBEW) • International Brotherhood of Teamsters (Teamsters)
• International Longshore and Warehouse Union (ILWU)
• Laborers’ International Union of North America (LIUNA) • North America Building Trades Union (NABTU)
• United Association of Journeymen and Apprentices of the Plumbing and Pipefitting Industry (UA)
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20. Berthing Vessels at the Port
Demand:

Workers:

Expertise:
• MARAD
• NOAA
• Port of Richmond
• Working Waterfront
Port of Richmond staff
MARAD and NOAA are looking for locations for fleet moorings Scope: According to Richmond’s Working Waterfront, the U.S. Department of Transportation’s Maritime Administration (MARAD) is looking for a $3 million per year lay berth arrangement to park ships. The National Oceanic and Atmospheric Administration (NOAA) is also searching for berthing space.

Richmond could participate in a regional plan the Marine Exchange will set up to market lay berth space.

Richmond has several locations that could compete for MARAD’s Ready Reserve fleet moorings. Alameda currently berths two such vessels, fetching that City some $3 million per year. MARAD will issue requests for proposals for new berthings over the next one to two years, given that Alameda-based vessels must move because of low water levels.

The NOAA West Coast home port is Portland, Oregon, but their ships regularly visit the Bay Area. Richmond could make a bid to home-port NOAA vessels when in the Bay Area. The city would take advantage of the agency’s mission to study ocean health and the effects of climate change, and in doing so, the city could educate youth about related opportunities. Furthermore, NOAA is working to diversify its staff, and closer ties to Richmond would help engage youth to consider environmental science careers.
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21. Boatbuilding
Scope: Rosie the Riveter, one of the most famous icons of the can-do spirit of World War II, worked in Richmond’s shipyards. Mayor Eduardo Martinez is interested in exploring the return of shipbuilding to Richmond, whether local boatbuilding capacity for electric or wind-powered vessels or some of the many different types of boats needed to support the growing offshore wind industry on the West Coast.

Globally, offshore wind is expanding in Europe, Asia, and North America. The World Economic Forum expects global capacity of large-scale wind farms to increase 10-fold, from 34 GW in 2020 to 330 GW in 2030, and spread throughout 24 countries. A portion of the expected $1 trillion of investment between 2020 and 2030 will go into building vessels for constructing, operating or maintaining offshore wind farms. Figure 19 shows the kinds of vessels needed.

Figure 19: Offshore Wind Boat Types and Specifications
Vessel Type Representative
Vessel
Propeller
Engine Rating
(kilowatts [kW])
Auxiliary Engine
Rating [kW]
Specification Sheet
Source(s)
Source:

Scour protection
vessel
Deck carrier vessel
Cable lay vessel
Anchor handling tug
supply
Tugboat
Service operations
vessel
Feeder barge
Heavy lift vessel
Wind turbine
installation vessel
Crew transfer vessel CTV1 (Patriot)
Boldwind (UWL)
Leonardo da Vinci
(Prysmian Group)
Normand Sagaris
(Solstad Offshore)
EPA tugboat
classification
T60-18 (IHC)
Superfeeder (MINO
Marine)
Bokalift 2 (Boskalis)
Charybdis (Seajacks)
Bravenes (Van Oord)
2,066
17,400
Main: 6,200
Main: 6,200
2,536
5,720
Main:
7,500
Thruster: 7,000
Thrusters: 7,000
Thrusters: 2,400
50 191
3,194
3,194
8,400
5,370
6,800
34,56
0 34,56
0 Not considered
Solstad Offshore (n.d.)
EPA (2022)
IHC Offshore Energy
(2021)
Moore (2020)
Boskalis (2022)
Seajacks (2023)
United Wind Logistics
(n.d.); Ship Technology
(2019)
Van Oord (2021)
Patriot Offshore
Maritime Services, EPA
(2023a)
Prysmian Group (n.d.)
National Renewable Energy Laboratory30
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69 Expertise:

Workers: Engineers, designers, and skilled trades (shipfitters, machinists, welders, metalworkers, caulkers, tool and die makers, pattern makers, core makers, pipefitters, boilermakers, carpenters, electricians, electronics technicians, painters, and sheet metal workers) Demand: Globally there are not enough specialized boats available for all the offshore wind turbine development planned for the next few decades.

Training: For skilled shipbuilding trades - apprenticeships with classroom and on-the-job training

• American Boatbuilders Association
• American Society of Naval Engineers
• International Brotherhood of Boilermakers, Iron Shipbuilders, Blacksmiths, Forgers, and Helpers
• Society of Naval Architects and Marine Engineers
• United Marine Manufacturers Association
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22. Training Center for Boat Maintenance and Repair
Demand:

Workers:

National Expertise:

Marine mechanics

• Association of Marine Technicians
• Centers for Ocean Sciences Education Excellence
There is unmet demand for trained marine mechanics.

Training: The Marine Trade Skills Program provides certificates in boat repair, diagnostics and maintenance.

Scope: Marine mechanics are responsible for maintaining and repairing electrical and mechanical equipment onboard a ship. The work to troubleshoot engine problems, perform preventative maintenance and assemble or disassemble engines is usually performed using hand, power, or pneumatic tools, and computerized analytic and diagnostic equipment.

Classroom and on-the-job training prepare students to work on different types of boats.

Marine mechanics for commercial vessels and ferry boats are in high demand.

Water Emergency Transportation Authority (WETA) is open to collaborating with the Working Waterfront Coalition and possibly providing space for training cohorts for boat maintenance and repair. Organizers are currently looking for locations for a network of training facilities.
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23. Shoreline Ecotourism
Training:

Local Expertise:
• East Bay Regional Parks District
• Point Molate Alliance
Ecotourism and recreation
Workers: Park rangers, naturalists, community outreach coordinators, wildlife specialists, educators, facilities managers, conservation scientists Scope: Along Richmond’s coast, the 2,315-acre Point Pinole Regional Shoreline park provides a home to more than 100 animal species, including deer, monarch butterflies, hawks, and owls. Salt marshes along the shoreline bluffs host a variety of shorebirds and crabs. The park has rich birdlife, including many ducks and shorebirds and the endangered black rail. Many migratory bird species are also seen, as the park is located on the Pacific Flyway.

Point Pinole Regional Shoreline contains a historical landmark for the former explosives factories, including the Giant Powder Company.

Also in Richmond is 276-acre Point Molate, located on the shores of San Pablo Bay. For thousands of years, Point Molate was home to Ohlone tribal groups. Between 1870 and 1912, the site was used as a Chinese shrimp camp. Between 1906 and 1920, it was the site of Winehaven, the offices and processing and storage facility of the California Wine Association. In 1942, the land was sold to the United States government and operated thereafter as a Navy base. Within Point Molate, there are currently 16 special-status plant species and 24 special-status animal species, including several raptors.

Both parks are ideal for hiking, picnicking, kayaking, horseback riding, bicycling, fishing, and crabbing, while taking in the beautiful views of the San Pablo Bay.

Ecotourism opportunities include recreation rentals of kayaks, bicycles, and horses, as well as naturalist-led and downloadable guided tours about wildlife, natural features, historical places, and sacred sites of the Ohlone people.

Demand: Richmond residents have requested more recreational opportunities during surveys.
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Richmond Green-Blue New Deal Opportunities Report 72
Other
One notable green jobs category involves green hydrogen. Given the large federal investments flowing into this space, this report would be remiss if it did not mention green hydrogen. However, a few important concerns about this opportunity would need to be addressed.

Scope: Several energy-intensive activities in the United States require large quantities of fossil fuels and are difficult to decarbonize: long-haul flights, long-haul trucking, steel manufacturing, and ammonia production for fertilizer.

These industries contribute relatively large percentages of greenhouse gas emissions.

In October 2023, the U.S. Department of Energy announced $7 billion in funding to launch seven Regional Clean Hydrogen Hubs across the nation to accelerate commercial-scale deployment of low-cost clean hydrogen. California received funding to support one of these seven hubs.
*Concerns that need to be addressed: While hydrogen offers the potential to decarbonize major greenhouse gas-emitting activities, a few key safety and environmental concerns will need to be worked out.

First, hydrogen is flammable and explosive, so Richmond community leadership must decide if the economic benefits of scaling up hydrogen production outweigh the health and safety risks to the community. Second, the majority of hydrogen production comes from natural gas, which makes it brown hydrogen, an environmentally damaging form.

In order to produce green hydrogen, large quantities of renewable energy will be needed within the regional electricity grid where the hydrogen is being made so that it does not compete with other users of green electricity.

If these important concerns can be addressed and the community feels the benefits outweigh the risks, then green hydrogen might be a candidate for green job creation in Richmond.

24. Green Hydrogen*
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73 Training:

Local Expertise:

Health and safety training; other training

• Chevron
• International Brotherhood of Boilermakers (Boilermakers) • Raven SR
• United Association of Journeymen and Apprentices of the Plumbing and Pipefitting Industry (UA)
Workers: For building a new electrolytic hydrogen facility: engineers; metal workers and assemblers; production occupations; plant and system operators Demand: Global air travel and transport is responsible for 3.5% of greenhouse gas emissions worldwide; medium- and heavy-duty trucks contribute 6.7% of greenhouse gas emissions in the U.S.; steel manufacturing creates 5% of global greenhouse gases; and ammonia generates 1% of global greenhouse gases.

These four activities could be powered by green hydrogen, meaning hydrogen made with renewable energy.
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What training will be useful to upskill the labor force of today for the green-blue jobs of tomorrow? The answer depends on the types of jobs predicted to be in demand in growing industries. Economic development forecasting as well as government environmental policies influence public and private investment that enable job creation. These factors shine a light on the road ahead for green projects and the skillsets those projects will need.

The Contra Costa Just Transition Plan studied economic development forecasting for the county and determined that growth is expected in six industries:
• Advanced materials and diversified manufacturing
• Clean tech
• Advanced transportation technology
• Biomedical/biotech
• Food processing
• Other sectors that support the green energy economy and the shift to a zero-emission economy
Of this list, advanced manufacturing, clean tech, advanced transportation technology, and the other sectors that support the green energy economy overlap with some of the green-blue jobs recommendations in this report.

SECTION V
Workforce Development
and Training
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Richmond Green-Blue New Deal Opportunities Report 75
Another way to look for guidance about workforce development training that will be needed is to study environmental policy goals set at the federal, state, and local levels which are outlined in the Gap Analysis which can be found in Appendix IV. Government agencies have developed ambitious goals for energy, buildings, transportation, consumer goods, and nature, all goals that are steering our society toward a more just, equitable, resilient, and sustainable future. These policy goals are driving public and private investment in green industries that will need trained and skilled workers.

Workforce development describes career-related services for individuals seeking to improve their earning potential and career options by developing their skills and/or increasing their education levels, or by obtaining certifications or licenses relevant to their industry.

Additional years of experience, as well as professional development to learn new skills or information, helps an individual progress along their chosen career path.

Generally, careers progress along a trajectory from entry-level to expert, and here we define some of the key aspects of each level:
• Specialization or expert roles – deepening expertise in a particular skill or area
• Executive or leadership roles – these roles have significant responsibility for the overall direction and success of an organization
• Senior-level or management positions – in these positions, individuals are responsible for decision-making, leadership, and overseeing teams or departments
• Mid-level – as individuals gain experience and skills, their roles involve more responsibility and may require specialized knowledge
Entry-level•
This upward trajectory can take many different paths, depending on workers’ interests and skills as well as the training and job opportunities available in their region.

To convey the broad brushstrokes of green career pathways, Figure 20 outlines pathways for six sectors relevant to green jobs: construction, building deconstruction, electrical contracting, advanced manufacturing, business entrepreneurship, and urban forestry.

What Is Workforce Development?
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Richmond Green-Blue New Deal Opportunities Report 76
Figure 20: Simplified Career Pathways for Six Green Job Sectors Sector
Minimum
Educational Entry
Point
Career Pathway
Electrical
Contracting
Construction
Advanced
Manufacturing
Building
Deconstruction
Urban Forestry
Business
Entrepreneurship
High school
diploma or GED
High school
diploma or GED
High school
diploma or GED
High school
diploma or GED
High school
diploma or GED
Some high school
• Owner of construction firm
• Supervisor or manager
• Journeyperson
• Exam and license
• Apprentice – on-the-job and classroom training
•
•
•
Move to construction career pathway
Apprentice or entry-level
Building deconstruction training and accreditation
• Owner of electrical contracting firm
•
•
Master electrician
Specialized continuing education and professional
development
Journeyperson electrician•
• Exam and license
• Apprentice – on-the-job and classroom training
•
•
•
Business owner
Manager or vice president
Supervisor or technical specialist
• Technician, assembler, associate, or clerk
•
•
•
•
•
Growth
Hiring
Funding
Business planning
Entrepreneurship classes
• Business owner
• Supervisor or manager
•
•
ISA certified arborist – requires bachelor’s degree
Urban forester
• Foreman or crew leader
• Tree climber
• Groundworker
Note the minimum educational requirement for each sector as the entry point.

Workers can then move up the career ladder as they gain more education, training, credentials, and experience.

Each sector has demand for many different types of skills. For example, within construction, building electrification, and energy efficiency, projects need workers 1858
Richmond Green-Blue New Deal Opportunities Report 77
For the 24 green-blue projects recommended in this report, training to learn new technologies and systems are needed, as well as training in established skillsets. with business skills in management, finance, marketing, sales, and administration, as well as technical skills in engineering, construction, installation, management, and repair.

Job classifications that house different types of skills relevant to green jobs, as organized by the Bureau of Labor Statistics, are shown in Figure 21.

Figure 21: Standard Occupational Classifications (SOC)
SOC # Category
11-0000
13-0000
15-0000
17-0000
19-0000
21-0000
23-0000
25-0000
27-0000
35-0000
37-0000
39-0000
41-0000
43-0000
45-0000
47-0000
49-0000
51-0000
53-0000
Management Occupations
Business and Financial Operations Occupations
Computer and Mathematical Occupations
Architecture and Engineering Occupations
Life, Physical, and Social Science Occupations
Community and Social Service Occupations
Legal Occupations
Educational Instruction and Library Occupations
Arts, Design, Entertainment, Sports, and Media Occupations Food Preparation and Serving Related Occupations
Building and Grounds Cleaning and Maintenance Occupations Personal Care and Service Occupations
Sales and Related Occupations
Office and Administrative Support Occupations
Farming, Fishing, and Forestry Occupations
Construction and Extraction Occupations
Installation, Maintenance, and Repair Occupations
Production Occupations
Transportation and Material Moving Occupations
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Richmond Green-Blue New Deal Opportunities Report 78
Skill Development
See Figure 22 for distinctive skillsets required for each recommended RGBND project, with details about who currently offers this type of training.

Figure 22: Distinctive Skills Needed for Recommended Green- Blue Projects
Project Skills Technology or system Who offers training 1 2
3 4
5 6
7 8
Destination
downtown
Battery
manufacturing
Offshore
wind turbine
manufacturing
Building
electrification
retrofits
Transportation
management
association
Green accessory
dwelling units
and tiny homes
Community land
trust
Solar emergency
microgrid
Construction
Microgrid design,
installation
Contracts, financing
Electrical installation
Business plans, finance
Production, quality
assurance
Production, quality
assurance, health and
safety
Community
engagement,
transportation demand
management
Small pre-fabricated
housing units
Microgrid systems
(solar photovoltaics,
batteries, monitoring,
communications and
controls)
Depends on the wind
turbine part
Heat pumps for water
heating and HVAC
Cooperative ownership
Energy storage systems
Transportation demand
management
Co-located manufacturing,
retail, and cooperative
businesses
Renaissance Center,
Cooperation Richmond
Association of Commuter
Transportation, Community-
based social marketing
UC San Diego Extended Studies
– microgrid design, IBEW
Electrical Joint Apprenticeship
Training Centers
UC San Diego Extended Studies
– electrical energy storage
Global Wind Organisation,
Massachusetts Maritime
Academy
IBEW Electrical Joint
Apprenticeship Training
Centers, Pacific Gas & Electric
Energy Training Center
Big Skills Tiny Homes, UA
Green Professional Building
Skills Certificate, Diablo Valley
College, Cal State East Bay
Cooperation Richmond,
Sustainable Economies
Law Center, Project Equity,
Renaissance Center
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Richmond Green-Blue New Deal Opportunities Report 79
9 10
11 12
13 14
15 16
17 18
19 20
21 Living levee
Boat building
Transition to
zero-emission
vehicles
Richmond
remakery and
fixery
Re-entry
entrepreneur
Surplus food
rescue
Expanding the
tree canopy
Building
deconstruction
firms
Building salvage
warehouse
Brownfields
research and
innovation hub
Blue tech
incubator and
accelerator
Port upgrades,
including
electrification
Berthing vessels
at the port Port management
Installation,
maintenance, and
repair of electrical
systems
Landscape design,
levee construction
Research on
environmental
management
Production, quality
assurance
Electrical installation
Business plans, finance
Tree climbing, tree care
Building deconstruction
Business plans,
inventory management,
finance
Teaching, repair of
electronics, appliances,
clothing, and small
devices
Woodworking, business
plans
Food handling safety,
logistics Logistics
Power tools
Soil cleanup
Urban forestry
Marine vessels
Entrepreneurship
Berthing plans and
berthing aid systems
High-voltage electric
charging systems
Inventory management
Electric vehicle charging
infrastructure, zero-
emission vehicles
Disassembling buildings
and sorting by material
Protective levee systems
Appliances and equipment iFixit
Build Reuse
Merritt College
Renaissance Center
Renaissance Center
ILWU Longshore union
Consult US-based boat
manufacturers
IBEW Electrical Joint
Apprenticeship Training
Centers
UC Berkeley Extension
certificate in environmental
management
US Army Corps of Engineers
Electrical Vehicle Infrastructure
Training Program, IBEW
Electrical Joint Apprenticeship
Training Centers
Renaissance Center,
RichmondBUILD
California Food Handlers Safety
training
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Richmond Green-Blue New Deal Opportunities Report 80
22 23
24 Green hydrogen
Training
center for boat
maintenance and
repair
Shoreline
ecotourism Teaching
Teaching, boat
maintenance, and
repair
Production, health and
safety
Ecosystems
Hydrogen production
Commercial vessels and
ferries
Marine Trades Training
Program
Nature-based education
training
Occupational Safety & Health
Administration
While studying opportunities for green job creation in Richmond, a few solutions were suggested that would address barriers along the career pathways to high-road jobs for unlicensed contractors and members of the re-entry population. A few community members advocated for the benefits of providing career development training in Spanish for unlicensed contractors. Training to become licensed contractors would enhance job-site safety, public safety, boost income of workers, and increase city permit revenues that would be reinvested in the community.

Educating the public about these efforts would reduce the underground job market and enhance the visibility of the local workforce.

The re-entry population possess valuable skills sets that local employers need to fill vacancies but they face multiple challenges when seeking employment after In addition, regional utilities such as Pacific Gas & Electric (PG&E) and East Bay Municipal Utilities District (EBMUD) offer extensive training opportunities. PG&E provides more than 400 educational resources to help clean energy workers and job seekers in California expand their technical skills. PG&E’s Energy Training Center and Power Pathway webpages provide details. Similarly, the East Bay Municipal Utilities District offers a variety of paid internship and training programs as part of its long-term workforce development strategy to attract, recruit, and retain a diverse, qualified workforce. By collaborating with utilities on training for the green energy and water careers of the future, the City would help expand opportunities for Richmond residents.

RichmondWORKS also looks for ways to help develop the local workforce. They serve a vital role providing skill development for people looking for a career onramp.

Through pre-apprenticeship training on soft skills and other skills, they prepare workers for apprenticeships and jobs.

Overcoming Barriers
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Richmond Green-Blue New Deal Opportunities Report 81
Training for the last two categories in Figure 23, apprenticed occupations and professional occupations, are already well developed. Trade unions provide classroom and on-the-job training for certified apprenticeships for career pathways such as electricians and in the construction trades. Four-year colleges and universities provide support for professional occupations that require a licensing exam, such as engineering and architecture.
serving time. The City of Richmond sought to address this issue through the 2013 Ban the Box Ordinance No. 14-13 which supports qualified individuals seeking employment within Richmond by ensuring that all are given equal opportunity to apply for available positions. The State of California reinforced Richmond’s position on this with its 2018 Ban the Box Law, also known as the California Fair Chance Act, which prohibits employers from asking about conviction history before making a job offer. Employers must consider a job candidate’s qualifications first by removing conviction and arrest history questions from job applications and delaying background checks until later in the hiring process.

Workers in less-skilled and technical occupations are the target audiences for RichmondWORKS training to help workers move toward their career goals. Figure 23 describes the onramp for four different types of employment.

Figure 23: Skill Development by Type of Employment
Employment Entry-level Inclusion
Paths
Foundational Training and
Education
Incumbent Worker Skill
Upgrades
Source:

Technical
occupations
Entry-level/
foundational
occupations
Apprenticed
occupations
Professional
occupations
High school to
community college
support
Pipeline programs for
inclusion
Pre-apprenticeship pro-
grams for inclusion
High school to 4-year
college support, com-
munity college to 4-year
college support
4-year university – bachelor’s
degree or graduate degree
No post-secondary education
requirement
Community college, Associate’s
degree, technical certification,
apprentice classroom learning
Certified apprenticeship, journey
card
Continuing education
via 4-year university or
professional association
Journey upgrade training via
industry training partnership
Skill upgrade training
via industry training partnership
Skill upgrade training
via industry training partnership
National Renewable Energy Laboratory31
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Richmond Green-Blue New Deal Opportunities Report 82
Existing Training
In Contra Costa County and nearby, the following training and credentials are available to prepare less skilled or technical workers for green-blue jobs in the near future.

Figure 24: Examples of Training Currently Available
1 2
Sector Job Titles and Training Potential Projects
Renewable
Energy
Building
Electrification
and Energy
Efficiency
Sample job titles:
•
• Powerline Worker
Electrician
Existing training programs:
• Carpenter - RichmondBUILD and Richmond
YouthBUILD
• Construction Laborers - RichmondBUILD and
Richmond YouthBUILD
• Electrician – IBEW
• Energy Auditors - Rising Sun Center for
Opportunity
Energy and Renewables – Pacific Gas & Electric
Energy Training Center
Engineers - CCC and California universities
•
•
• Plumbers - union training
• Roofers - union training
• Welder - union training
Sample job titles:
•
•
•
Robotics Technician
Maintenance Manager
Master Production Scheduler
Existing training programs:
• Construction Laborer - RichmondBUILD and
Richmond YouthBUILD
Electrician – International Brotherhood of
Electrical Workers (IBEW)
Geological Technicians, except Hydrologic
Technicians – Contra Costa Community College
(CCC) Certificate of Accomplishment or Associate’s
degree (AA or AA-T)
Pipefitter - union training
•
•
•
• Solar Installer – community-based organizations
(CBOs)
• Welder - union training
•
•
•
•
•
Battery manufacturing
(advanced manufacturing)
Microgrid installation
Offshore wind turbine
manufacturing
Building electrification,
energy efficiency and energy
demand management
(supporting equitable
transition of existing
buildings to resilient and
healthy homes) Construction
of accessory dwelling units,
tiny homes, and
prefabricated homes (also
encourages new green
residential and commercial
developments)
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Richmond Green-Blue New Deal Opportunities Report 83
3 4
5 6 Water
Zero Waste
Sustainable
Transportation
Green
Infrastructure
and Urban
Forestry
Sample job titles:
•
• Water Quality Technician
Geological Surveyor
Existing programs:
• Electrician - IBEW
• Engineer - Waterfrontjobs.com
• Marine Mechanic - Waterfrontjobs.com
• Plumber - union training
• Tug and Ferry Deckhand - Waterfrontjobs.com
• Welder - union training
Sample job titles:
• Recycling Sorter and Operations
• Recycling Reclamation Workers
Existing training programs:
•
•
Engineers - CCC and California universities
Freight Truck Driver/Garbage Truck Driver – CCC
Sample job titles:
•
•
Electric Vehicle Mechanic
Electrician (with electric vehicle certification)
Existing training programs:
• Automotive Hybrid Technician – CCC
• Automotive Program – CCC
• Automotive Technology – Associate’s degree at
Los Medanos College
Bicycle Repairers - CBOs•
• Electrician – IBEW
• Maintenance and Repair Workers - General
Automotive Collision Repair - CCC
Sample job titles:
• Tree Trimmers/Climbers
Existing training programs:
•
•
•
•
Arborists - CBOs
Engineers - CCC and California universities
Groundskeeper - Rubicon
Certified Landscape Technician – CCC and
National Association of Landscape Professionals
•
•
•
•
•
•
•
•
Boatbuilding, boat
maintenance and repair
Upgrade Port of Richmond
(electrification upgrades
to reduce greenhouse gas
emissions)
Transition to zero-emission
vehicles (including mass
transit and active mobility)
Destination downtown
(supporting and attracting
a cluster of additional
businesses in a downtown
area to attract visitors)
Tree planting (supporting
expansion of Richmond’s
tree canopy)
North Richmond Living
Levee (in collaboration with
the County and regional
partners)
Building salvage warehouse
(supporting increased
recycling and reuse of
construction and demolition
materials)
Richmond remakery and
fixery (bringing together “fix-
it” clinics, maker enrichment
classes for children, and
Richmond’s Tool Lending
Library)
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Richmond Green-Blue New Deal Opportunities Report 84
7 Education
Level
Green Con-
struction
Renewable
Energy
Energy
Efficiency
& Carbon
Capture
-
Manufac-
turing
Recycling
& Waste
Reduction
Agriculture
& Forestry
Transpor-
tation
Other
Master’s
degree
Bachelor’s
degree
Associate’s
degree
Post-
secondary
non-degree
award
High school
diploma or
equivalent
No formal
education
credential
Source:
-
$70,000
$65,000
$76,000
$49,000
$102,000
-
$62,000
$59,000
$141,000
$110,000
$102,000
-
$98,000
$125,000
$102,000
-
$64,000
$75,000
$54,000
$125,000
$122,000
Sample job titles:
• Marketing Associate
Existing training programs:
• Accounting Technician, Loan and Credit Clerks,
Tellers - Business certifications and AA degrees -
CCC
• Customer Service Representatives -
Communication Studies AS at CCC
Engineers - CCC and California universities•
• Environmental Management certificate - UC
Berkeley Extension
• Shipping, Receiving and Inventory Clerks - FLOW
training at CCC
-
$97,000
$50,000
$128,000
•
•
•
•
•
-
$62,000
$46,000
$42,000
$105,000
$131,000
-
$74,000
$59,000
$68,000
$44,000
$114,000
Blue and green tech
incubators and accelerators
Brownfield research and
innovation hub
Re-entry entrepreneurs
Building deconstruction
firms
Shoreline ecotourism
When steering workers toward additional educational credentials, it’s helpful to keep in mind the higher salaries workers can expect to command as a result. See Figure 25 for median salaries based on education level for Bay Area green job sectors.

Figure 25: Median Salaries by Green Sector
(San Francisco Bay Area)
Bay Region Green Jobs Exploratory Dashboard32
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The progression from entry-level to mid-level, and then to advanced salaries in construction with advanced manufacturing, demonstrates the salary bumps available with more training and experience.

The U.S. Department of Energy provides more detailed information about career pathways and salary ranges for entry-level, mid-level, and senior-level jobs in advanced manufacturing and construction. Note that highlighted positions require a minimum educational level of a Bachelor’s degree in Figures 26 and 27.

Figure 26: Salary Ranges in Advanced Manufacturing (National) Production (Manufacturing) Assembly & Fabrication
(Packaging) Distribution
Source:

Advanced
Mid-Level
Entry-level
Manufacturing
Engineer
$62–175,000
Production
Supervisor
$58–99,000
Quality
Technician
$42–95,000
Manufacturing
Technician II
$57–96,000
Manufacturing
Technician I
$70–85,000
Production
Associate
$35–52,000
Machine
Operator
$36–52,000
Assistant Plant
Manager
$85–152,000
Production
Manager
$71–139,000
Electrical
Engineer
$61–147,000
Advanced
Manufacturing
Technician
$57–101,000
Maintenance
Technician
$48–77,000
CNC Machinist
$36–73,000
Production
Operator
$43–64,000
Production
Worker
$35–55,000
Fabricator
$36–65,000
Assembler
$32–45,000
Welder
$45–60,000
Assembly
Manager
$59–154,000
Quality
Control
Inspector
$39–92,000
VP
Manufacturing
& Operations
$200–300,000
Packaging
Technician
$37–52,000
Electrical/
Electronic
Assembler
$37–54,000
Operations
Manager
$80–130,000
Procurement
Specialist
$47–103,000
Assembly
Supervisor
$52–122,000
Shipping-
Receiving
Clerk
$46–57,000
Material
Handler
$39–52,000
Distribution
Supervisor
$54–111,000
VP
Distribution
$71–200,000
Business
Development
Manager
$68–137,000
Warehouse
Associate
$32–45,000
Distribution
Manager
$77–155,000
Distribution
Engineer
$68–155,000
Distribution
Analyst
$59–114,000
U.S. Department of Energy 33
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Figure 27: Salary Ranges in Green Building (National)
Commercial Construction & Retrofitting Residential & Multifamily Construction & Retrofitting
Source:

Advanced
Mid-Level
Entry-level
Insulation
Apprentice
$32–89,000
Energy
Efficiency
Technician
$31–52,000
Commercial
Lighting
Auditor $50–
100,000
Insulation
Journey
person/
Mechanic
$32–89,000
Building
Performance
Contractor pay
varies
Commercial
Building Code
Official
$37–99,000
Sustainable
Consulting
Supervisor

LEED AP
$48–96,000
Insulation/
Air Sealing
Technician
$25–69,000
Commercial
Energy Auditor
$55–105,000
Product Sales
Specialist
$50–135,000
Mechanical
Electrical
Plumbing
Contractor
pay varies
Commercial
Construction
Manager
$56–165,000
Indoor
Environmental
Health
Specialist
$75–150,000
Commercial
Construction
Foreman
$45–110,000
Building
Performance
Installer
$24–52,000
Building/
Home
Performance
Contractor
pay varies
Residential
Building Code
Official
$37–99,000
Multi-family
Quality
Control
Inspector
$43–90,000
Residential
Quality
Control
Inspector
$43–80,000
Residential
Energy Auditor
$43–106,000
Healthy
Home
Evaluator
$43–106,000
Energy
Efficiency
Technician
$37–52,000
HVAC
Contractor
pay varies
Multi-family
Retrofit
Project
Manager
$60–100,000
Energy
Efficiency
Program
Director
pay varies
Multi-family
Energy Auditor
$43–106,000
Building
Performance
Crew Leader
$41–104,000
Energy
Efficiency Sales
Representative
$36–98,000
Energy
Efficiency
Program
Assistant
$23–54,000
U.S. Department of Energy34
The California Workforce Development Board shares the City of Richmond’s goal to help workers secure high-road jobs, as evidenced by its work on High Road Training Partnerships (HRTP).35 This initiative was designed to address questions of income With the high cost of living in the Bay Area, workforce development is a vital resource to help workers access careers that offer family-sustaining wages, benefits, and career advancement opportunities.

High Road Training Partnerships
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In support of green high-road job training, for RichmondWORKS to secure workforce development funds from federal and state government agencies, jobs must be available to workers upon completion of training. This is the case for some but not all of the 24 projects recommended in this report. For green jobs projects that require more preparation before they are ready to train and hire, foundations may be interested in providing support.

One final note about workforce development: during the RGBND community engagement process, a few community members recommended that development of talent for green careers and green career awareness start earlier. Raising inequality, economic competitiveness, and climate change to support economically and environmentally resilient communities. These partnerships encourage worker skill development and help firms compete based on their product and service quality, which is achieved through innovation and investment in workers.

Individual HRTPs relevant to green jobs that have developed policies and principles for high-road jobs in their industry include:
• California Water Wastewater and Energy
• Connecting Under-Represented Workers to High Road Jobs – includes justice-involved workers
• Contra Costa Harnessing Change: Refinery Transition Partnership – Just Transition Equity and Job Quality in Building Decarbonization – building electrification and energy efficiency
• Greater Sierra Forestry Corps – green infrastructure and urban forestry • Humboldt High Road Wind (HRW) – renewable energy
• Ready, Set, Cook: Launch Your Culinary Career Program – zero waste • TEAM GILLIG: A High Road Partnership Between Teamsters Local 853 and GILLIG – sustainable transportation
• West Oakland Job Resource Center Regional Transportation, Distribution and Logistics Workforce Institute and Expansion – sustainable transportation The policies and principles that have been developed for each HRTP could be useful to RichmondWORKS when developing training for local workers.

Funding for Training
K-12 Environmental Education and Green Career
Awareness
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awareness among children in K-12 schools about a wide variety of green jobs that will be available in the future will help spark interest in studying certain subjects that will allow them to pursue specific green careers.

In elementary school, children learn about water, carbon and nitrogen cycles, ecosystems, and interesting plants and animals, information that provides the foundation of environmental education. That is just part of the equation, however.

Hands-on experience, for example in school gardens, complements classroom learning. In middle school, students can apply what they learn in multiple school subjects (such as science, math, and writing) to real-world environmental problems.

This project-based learning helps the material come alive and drives budding interest in green careers. Being exposed to emerging green technologies and a wide variety of viable green career paths during middle school and high school will light a fire in many students, who will then pursue their interests at community colleges or universities.

Awareness of green careers continues in high school with specific training and applied projects in the community. While environmental education basics are already part of the curriculum used in the West Contra Costa Unified School District, opportunities to expand curricula and teacher training exists. For those looking for inspiration about environmental education materials, Appendix III contains descriptions of K-12 environmental education curricula from around the country. This could be used to create a career readiness curriculum to be adopted by the School Board.

At the high school and community college levels, opportunities to expand technical training on emerging technologies and providing paid internship opportunities will encourage more students to pursue green careers. As public funding appropriations and private investment become available for green projects, K-12 environmental education, community college technical training, and municipal and state workforce development efforts will prepare the workforce for the meaningful green jobs of tomorrow.
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Funding is central to moving a project along to the hiring stage. Where to look for funding depends on what the money is needed for: capital expenses (ex., land, buildings, equipment) or operating expenses (ex., salaries, utilities, office supplies). This section considers a variety of financial tools on the spectrum of financial returns from projects that need subsidies to those that provide a return on investment, as shown in Figure 28.

Figure 28: Spectrum of Financial Tools for Green Job Projects

SECTION VI
Funding
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For Projects That Need Subsidies
This section provides examples of financial tools for green projects that offer social and environmental benefits: government grants, corporate grants, philanthropic grants, rebates, funding for training, tax credits and exemptions, and bonding.

Government agencies, public foundations, and private foundations (individual, family, or corporate) make grants for charitable purposes. Government grants fund ideas and projects to provide services to the public and stimulate the economy. Public and private foundations offer grants in support of their preferred research or charitable objectives.

Government Grants
Federal grants
Trillions of dollars of economic investment is flowing to the state and local level from the federal government by way of the Inflation Reduction Act and Bipartisan Infrastructure Bill. The intent is to invest in communities and the working class while helping to reduce greenhouse gas emissions, support union labor, and encourage family-sustaining wages. To secure funding and earn tax credits, it’s essential that projects applying for these grants adopt labor standards.

Guided by the White House Justice 40 Initiative, the federal government aims for 40% of certain federal investments to flow to disadvantaged communities that are marginalized, underserved, and overburdened by the effects of pollution.

Details can be found in President Biden’s Executive Order 14008. Justice 40 Initiative investment categories include: climate change, clean energy and energy efficiency, clean transit, affordable and sustainable housing, training and workforce development, remediation and reduction of legacy pollution, and the development of critical clean water and wastewater infrastructure.

Among government grant programs at the federal, state, and regional level, the only constant is that the list of those available is ever changing. Some opportunities are one-time while others are recurring. Databases offering information about government grants include:

Federal government grants – Grants.gov database to search for federal grants Bipartisan Infrastructure Law – U.S. Conference of Mayors database of over 400 funding opportunities
Inflation Reduction Act – Metropolitan Washington Council of Governments database of Inflation Reduction Act grants
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The following federal agencies may have current grant programs relevant to green- blue jobs projects listed in this report. Keep in mind that some grant programs that have closed may be available again in the future.

U.S. Department of Agriculture
Forest Service – Community Wildfire Defense Grant Program U.S. Department of Commerce
U.S. Department of Defense
U.S. Department of Education
U.S. Department of Energy
U.S. Department of Health and Human Services
Office of Community Services – Low-Income Home Energy Assistance Program (LIHEAP) U.S. Department of Housing and Urban Development
Green and Resilient Retrofit Program – Elements Cohort
Green and Resilient Retrofit Program – Leading Edge Cohort Green and Resilient Retrofit Program – Comprehensive Cohort California Department of Housing and Community Development - National Housing Trust Fund Program
U.S. Department of Interior
Bureau of Ocean Energy Management – Renewable Energy Program U.S. Department of Justice
U.S. Department of Labor
U.S. Department of State
U.S. Department of the Treasury
U.S. Department of Transportation
Maritime Administration (MARAD) – Port Infrastructure Development Program (PIDP) grants Federal Transportation Administration 5310 Grant Program Neighborhood Access and Equity Grant Program
Federal Highway Administration
Promoting Operations for Transformative, Efficient, and Cost-Saving Transportation Program (PROTECT)
Multimodal Project Discretionary Grant Program
Strengthening Mobility and Revolutionizing Transportation (SMART) Grants Program U.S. Department of Veterans Affairs
U.S. Economic Development Administration
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U.S. Environmental Protection Agency
Brownfields program
Clean Heavy Duty Vehicles program
Clean Ports Program
Clean School Bus Grant Program • Diesel Emissions Reductions Act • Environmental and Climate Justice Program grants • San Francisco Bay Water Quality Improvement Fund • Solid Waste Infrastructure for Recycling Grant Program
U.S. Federal Emergency Management Agency
U.S. Fish and Wildlife Service
U.S. National Endowment for the Arts
U.S. National Endowment for the Humanities
U.S. Fish and Wildlife Foundation
U.S. National League of Cities
U.S. National Science Foundation
U.S. Small Business Administration
State grants
The California Grant Portal (grants.ca.gov) provides information about grants and loans available from California state agencies. The website is searchable by keyword, grant-making agency, eligible applicant, and category.

One state government funding source that provides investments for many different green jobs projects is the California Climate Investments. Funding comes from the state’s portion of the Cap- and-Trade auction and goes to the Greenhouse Gas Reduction Fund (GGRF). Thirty-five percent of these investments are made in disadvantaged and low-income communities. The following list includes state agencies and grant programs that may be applicable to Richmond.

California Air Resources Board
Carl Moyer Memorial Air Quality Standards Attainment Program Clean Mobility Voucher Pilot Program
Low Carbon Transportation Investments and Air Quality Improvement Program California Coastal Commission
Local Coastal Program (LCP) Local Assistance Grant Program Whale Tail Grants – Tolowa Dunes Stewards program promotes education through shoreline restoration
California Coastal Conservancy
Explore the Coast Grants Program
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California Department of Community Services & Development Programs administers for the federal government:

Low-Income Home Energy Assistance Program (LIHEAP) • Low-Income Weatherization Program (LIWP) • Community Services Block Grant (CSBG) – provides funding to local non- profit and public agencies to help alleviate the causes and conditions of poverty California Department of Housing and Community Development The Affordable Housing and Sustainable Communities (AHSC) program is designed to distribute Greenhouse Gas Reduction Funds to disadvantaged communities. Eligible projects for AHSC funding include those providing affordable housing, transit- oriented development (TOD), transit, complete streets, and active transportation projects that reduce greenhouse gas emissions (GHGs) and vehicle miles travelled (VMT).

California Economic Development Department – offers funding for pre-development work through the Community Economic Resilience Fund (CERF) Catalyst Program (now known as California Jobs First). Each of California’s 13 economic regions qualifies for up to $26.5 million to support the early development of projects that could become eligible for future California Jobs First implementation funding.

California Energy Commission – offers grants and incentives for energy efficiency and electrification
Electric Program Investment Charge (EPIC) – grant funding for larger projects such as the $5 million solar emergency microgrid for Kaiser hospital in Richmond Building Initiative for Low-Emissions Development Program California Clean Energy Jobs Act K-12 Program (Proposition 39 School Retrofit Program) provided $550 million annually to K-12 schools and community colleges for energy efficiency retrofits and solar photovoltaic installation Clean Transportation Program – $100 million annually for projects that align with California’s goals for climate change, air quality, petroleum reduction, and adoption of zero-emission vehicles
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• Electric Vehicle Readiness Blueprint – to identify the best locations for charging infrastructure, help cities adopt development standards and ordinances that encourage EV adoption, and prepare the workforce of the future to maintain EVs and the charging infrastructure • California Governor’s Office of Business and Economic Development • California Housing Finance Agency
• California Infrastructure and Economic Development Bank (iBank) • Infrastructure State Revolving Fund Program
• Bond Financing Program
• Expanding Venture Capital Access Program
• Climate Catalyst Program
• California Labor and Workforce Development Agency
• California Natural Resources Agency
• California Ocean Protection Council
• California Pollution Control Financing Authority
• Tax-Exempt Bond Financing Program/Green Bonds
• California Public Utilities Commission – offers grants for energy efficiency and electrification, often in partnership with utilities • Marin Clean Energy (MCE) received $158 million from the California Public Utility Commission (CPUC) to help fund low- and no-cost electric upgrades for low- and middle-income households • TECH Clean California – to accelerate the adoption of clean space heating and clean water heating technology
• Energy Savings Assistance Program – provides no-cost weatherization services to low-income households
• California State Treasurer’s Office
• California Alternative Energy and Advanced Transportation Financing Authority
• California Hub for Energy Efficiency Financing (CHEEF) Pilot Programs
• Working Group on Energy Efficiency Financing Programs • Property Assessed Clean Energy (PACE) Loss Reserve Program • Sales Tax Exclusion (STE) for Manufacturers
• Clean Energy Bond Financing
• Qualified Energy Conservation Bonds
• Private Activity Bonds for District Heating and Cooling 1876
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• California Transportation Commission
• California Water Boards
• California Wildlife Conservation Board
• CalRecycle
• Greenhouse Gas Reduction Loan Program
• Beverage Container Recycling Redemption Pilot Program • Recycling Market Development Zone (RMDZ) Revolving Loan Program • Organics Grant Program
• Recycled Fiber, Plastic, and Glass Grant Program
• Reuse Grant Program
• Tire Incentive Program
• Caltrans
• Active Transportation Program
• Transportation Development Act
• Sustainable Transportation Planning Grants
• Department of Toxic Substances Control
• Strategic Growth Council
• Bay Area Air Quality Management District
• Contra Costa Transportation Authority – $2.5 billion from Measure J sales tax revenue through 2034
• Metropolitan Transportation Commission
• Active Transportation Program
• Bipartisan Infrastructure Law Competitive Grants
• Federal Transportation Administration Grants
• Housing Incentive Pool Grants
• Innovative Deployments to Enhance Arterials
• Innovative Deployments to Enhance Arterials Shared Automated Vehicles (IDEA SAV)
• Lifeline Transportation Program
• Local Parking Management Grant Program
• Priority Conservation Area Grants
• Priority Development Area Grants
• Transit Core Capacity Challenge Grants
Regional grants
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Other grants
Corporate grants
Philanthropic grants
• Bezos Earth Fund
• Bloomberg Philanthropies
• Climate Foundation
• Emerson Collective
• James Irvine Foundation
• Lever for Change
• Miranda Lux Foundation
• Richmond Connects
• The California Endowment
• Walton Family Foundation
• Waverley Street Foundation
• ReFed – Catalytic Grant Fund – for reducing food waste • Chevron Environmental and Community Investment Agreement (ECIA) Community Grant Program36 – the ECIA includes investments in community programs, a scholarship program, competitive community grants, community-based greenhouse gas reduction programs, and a photovoltaic solar farm
• Closed Loop Infrastructure Fund – Closed Loop Partners is a New York- based investment firm comprised of venture capital, growth equity, private equity, and project finance, as well as an innovation center focused on building the circular economy. This fund provides zero-interest loans to municipalities and below-market-rate loans to private companies to improve recycling infrastructure across four primary categories: collection, sorting, processing or reclamation, and end-product manufacturing. • Walmart Foundation – Local community grants are awarded through an open application process and provide funding directly from Walmart and Sam’s Club facilities to local organizations in the U.S. There are eight areas of funding: community and economic development; diversity and inclusion; education; environmental sustainability; health and human service; hunger relief and healthy eating; public safety; and quality of life. 1878
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Bonds
Bonding
Rebates
Funding for training
Tax credits and exemptions
• Work opportunity tax credit – for businesses that hire previously incarcerated individuals no later than one year after conviction or release from prison
• Governor’s Office of Business and Economic Development (GoBiz) – offers incentives, grants, and financing
• California Workforce Development Board – High Road Training Partnership • Investor-owned utilities such as Pacific Gas & Electric have workforce education and training funding
• 501(c)(3) bonds – tax-exempt bonds used to fund charitable organizations (IRS)
• Public agency revenue bonds - bond financings for various State entities’ economic or public development projects and programs (California Infrastructure and Economic Development Bank [iBank])
• Social impact bonds - A contract with the public sector or governing authority, whereby it pays for better social outcomes in certain areas and passes on part of the savings achieved to investors
• California Public Utilities Commission – Self-Generation Incentive Program (SGIP) provides rebates to support existing, new, and emerging distributed energy resources on the customer side of the utility meter. • Marin Clean Energy (MCE) – energy efficiency
• Association of Bay Area Governments
• BayREN – energy efficiency
• Federal – fidelity bonding for the first six months of employment for hard-to- place candidates; provides up to $5,000 of protection against losses 1879
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Loans
Bonds
Bonds are a fixed-income instrument that represents a loan made by an investor to a borrower, typically corporate or governmental. Examples include:

Financing
Number of Jobs Created
Investment funding available determines the number of jobs that will be created.

A common metric is jobs created per million dollars invested. California Climate Investments (CCI) from the state’s Greenhouse Gas Reduction Fund are granted For Projects Offering Returns on Investment
The following financial tools may be available for businesses or public agencies that need investment funding for capital or operating expenses. • Project finance
• Venture capital
• CalRecycle - Recycling Market Development Zone (RMDZ) low-interest loans • Department of Toxic Substances Control (DTSC) - Brownfields Revolving Loan Fund Grant Program
• Other revolving loan funds
• Commercial bank loans
• Loan guarantees
• Green bonds – A fixed income debt instrument in which an issuer (typically a corporation, government, or financial institution) borrows a large sum of money from investors for use in sustainability-focused projects (DOE) • Industrial development bonds - Tax-exempt financing up to $10 million for qualified manufacturing and processing companies for the construction or acquisition of facilities and equipment (IBank)
• Exempt facility – Privately-owned projects that are financed with tax-exempt “private activity” bonds using state and local government entities as the conduit issuers of such bonds. Exempt facilities include airport facilities, solid waste disposal facilities, sewage facilities, etc.
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by the State. Appendix I details dozens of different projects funded by CCI and the number of jobs created per million dollars invested.

For the number of jobs that will be created by different projects through the Richmond Green-Blue New Deal and the number of capacity building staff needed to catalyze these jobs, see Figure 29.

Figure 29: RGBND Projects Organized by Potential Number of Jobs Created
Project Description Project
Size
Number
of Jobs
Capacity
build-
ing staff
(FTE)*
Boat building
Battery
manufacturing
Green
hydrogen
Solar
emergency
microgrids
Building
electrification
retrofits
Green
accessory
dwelling units
and tiny homes
Destination
downtown
Transition to
zero-emission
vehicles
Port upgrades
including
electrification
Offshore
wind turbine
manufacturing
Invest in streetscape of a commercial area, support
cohort of entrepreneurs for new restaurants, cafes,
shared micro-manufacturing and micro-retail
Install and maintain electric vehicle charging
infrastructure; maintain electric vans, fleet vehicles, buses, commercial trucks, and big rigs
Clean up pollution, rebuild wharfs to handle heavier
loads, electrify
Develop requests for proposals; design, permit, and
install microgrids
Retrofit older homes (pre-1940 then pre-1978) for
insulation, electric water heating and electric HVAC
(heat pumps)
Build factory to host workforce development training
and build housing units in Richmond
Build parts for offshore wind development projects in
California and elsewhere
Manufacture boats which could range from smaller
electric tugboats to larger 500' offshore wind turbine
installation vessels
Attract more battery manufacturers to Richmond
Manufacture hydrogen for difficult to decarbonize
industries; if safety concerns and renewable energy
sources addressed and if the community approves
Large
Large
Large
Large
Large
Medium
Medium
Medium
Medium
Medium 10-100
10–100
10–100
10–100
10–100
100–1,000
100–1,000
100–1,000
100–1,000
100–1,000 0

0.5 0.5

0.2 0.2

0.2 0.5

0.1 0.1

0.2 *FTE = full-time equivalent
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Re-entry
entrepreneurs
Surplus food
rescue
Blue tech
incubator and
accelerator
Berthing
vessels at the
port
Training
center for boat
maintenance
and repair
Shoreline
ecotourism
Community
land trust
Transportation
management
association
Richmond
remakery and
fixery
Building
deconstruction
firms
Building
salvage
warehouse
Expanding the
tree canopy
Living levee
Brownfields
research &
innovation hub
Host large vessels at the port for a fee
Train the next generation of boat mechanics
Dismantle old buildings and sort salvaged materials by
type for donation or sale
Accept donated materials such as wooden doors,
windows, furniture, kitchen cabinets, art and hardware
then sell them to keep valuable materials out of the
landfill
Grow seedlings into trees; urban planting
Construct levee and plant native plants to manage
storm surge waters
Conduct research on soil cleanup technologies and
showcase relative effectiveness of each
Offer the public opportunities for recreation, education, and tours of local plants and animals
Develop contracts for shared ownership to build wealth
in the community
Provide information and incentives to encourage
residents and workers to commute by mass transit and
active mobility modes
Combine tool lending library, maker space, workshop,
fixit clinic, after school enrichment classes, and summer camps
Offer members of the re-entry population business
plan and woodworking classes to encourage starting
businesses such as building furniture from salvaged
materials
Pick up surplus food from events, caterers, grocery
stores, and other large generators then deliver to non- profits serving people experiencing food insecurity
Help aspiring entrepreneurs incubate and accelerate
their blue tech ideas
Medium
Medium
Medium
Medium
Medium
Small
Small
Small
Small
Small
Small
Small
Small
Small
1-10
1-10
1-10
1-10
1-10
1-10
1-10
1-10
1-10
10-100
10–100
10–100
10–100
10–100
0 0
0 0

0.1 0.1

0.1 0.2

0.1 0.1

0.2 0.1

0.25 0.25
The total number of green-blue jobs unlocked for Richmond will be a function of which projects the community decides to pursue and funding available. 1882
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This report provides recommendations for projects that, when implemented, will create green-blue jobs. After choosing which projects the City of Richmond and the community are interested in pursuing, the necessary level of effort to move projects to the starting line is not insignificant.

Initiating implementation requires project managers: people to identify funding sources for capital and operating expenses and to write grant proposals or business plans. City staff do not need to do all the heavy lifting to start these projects, though. Residents, staff at businesses, local community-based organizations, and Economic Development Commissioners have expressed interest in championing various green-blue projects once initial and ongoing funding options have been confirmed.

However, it would be helpful to have the equivalent of four additional full-time- equivalent personnel for a few years to line up the six elements for each chosen project to help get these projects off the ground: scope, demand, champion, workers, training, and funding.

Capacity Building
Next Steps for the
Richmond Green-
Blue New Deal
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A few options to add to the City of Richmond’s capacity to prepare green jobs projects include:
• Applying to foundations for capacity-building funding to hire more staff • Hiring Environmental Defense Fund Climate Fellows
• Hiring FUSE Fellows
• Hiring CivicSpark Fellows
• Finding consultants specializing in various topics
Details about tasks for project implementation can be found in the RGBND Implementation Plan.

In February 2019, Representative Alexandria Ocasio-Cortez introduced the U.S.

House of Representatives Resolution 109: “Recognizing the duty of the Federal Government to create a Green New Deal.”37 The resolution was described as a historic opportunity to reduce greenhouse gas emissions in order to avoid the worst consequences of climate change while also working to fix societal problems like economic inequality and racial injustice. It inspired Green New Deals around the country, including the City of Richmond’s Green-Blue New Deal Resolution, with the City Council adding “Blue” as a nod to Richmond’s 32 miles of shoreline, the potential for work to restore waterways, and technological innovation in water- based industries.

In the years since the federal GND resolution, many cities have learned from each other and formulated increasingly specific green jobs plans. Federal, state, and regional government agencies, as well as philanthropies and the private financial sector, are standing by, ready to help. They’re just waiting for more detailed plans about projects they can invest in. Capacity building to tee up these projects is key to tapping these opportunities so that Richmond’s businesses, community-based organizations, and residents can capitalize on these opportunities.

Conclusion
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Endnotes
2 The U.S. Census estimates Richmond’s population at 114,106 as of July 1, 2023. 3 California Workforce Development Board. “Putting California on the High Road: A Jobs and Climate Action Plan for 2030.” June 2020, https://laborcenter.berkeley.edu/putting-california-on-the-high-road-a-jobs-and-cli- mate-action-plan-for-2030/. Accessed 3/29/2024.
4 Richmond City Council. “Resolution No. 88-21: Resolution to Begin a Planning Process to Establish a Vision and Identify Actions to Implement a Local Green-Blue New Deal That Will Provide 21st Century Jobs for Our Rich- mond Community.” 7/6/2021, https://www.ci.richmond.ca.us/ArchiveCenter/ViewFile/Item/11284. Accessed 3/29/2024.
5 Health in All Policies - This health-oriented public policy refers to the practice of integrating health promotion into the day-to-day decisions, policies and actions of the City of Richmond and its partnerships with other governments, non-profits, residents, and the private-sector. 6 MIG and Appraccel. “Community Outreach and Findings Report.” 6/15/2023. 7 Safe Return Project and Appraccel. “Insights About the Future Green-Blue Economy from Justice-Involved Rich- mond Residents.” 5/18/2023.
8 California Office of Environmental Health Hazard Assessment. “CalEnviroScreen 4.0.” https://oehha.ca.gov/ calenviroscreen/report/calenviroscreen-40. Accessed 4/1/2024. 9 City of Richmond. “City Facts.” 2/9/2024, https://www.ci.richmond.ca.us/DocumentCenter/View/8348/ COR-Fact-Sheet?bidId=. Accessed 7/3/2024.
10 California Workforce Development Board. “Putting California on the High Road: A Jobs and Climate Action Plan for 2030.” June 2020, https://laborcenter.berkeley.edu/putting-california-on-the-high-road-a-jobs-and- climate-action-plan-for-2030/. Accessed 3/29/2024.
11 HR&A. “Richmond Green-Blue New Deal Workforce Development Plan: Community Profile & Economic Devel- opment Insights.” January 2023.
12 The Interstate Renewable Energy Council’s interactive career advancement map for the solar industry can be found at https://www.irecsolarcareermap.org/. Accessed 7/3/2024. 13 The U.S. Department of Energy’s Advanced Manufacturing Career Map which applies to battery manufactur- ing can be found at https://advancedmanufacturing.careerpathplatform.com/map/. Accessed 7/3/2024. 14 National Renewable Energy Laboratory. “The Impacts of Developing a Port Network for Floating Offshore Wind Energy on the West Coast of the United States.” September 2023, https://www.nrel.gov/docs/fy23os- ti/86864.pdf. Accessed 3/30/2024.
15 Details about workforce development training for upcoming offshore wind development projects in Santa Barbara County, CA, can be found at https://offshorewindhrtp.slocoe.org/. Accessed on 7/3/2024. 16 U.S. Department of Energy’s Wind Career Map can be found at https://www.energy.gov/eere/wind/wind-ca- reer-map. Accessed 7/3/2024.
1 According to the California Public Utilities Commission, the term “disadvantaged communities” refers to the areas throughout California that most suffer from a combination of economic, health, and environmental burdens.

These burdens include poverty, high unemployment, air and water pollution, and hazardous waste, as well as a high incidence rate of asthma and heart disease.
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17 City of Richmond. “6th Cycle Housing Element Update (2023-2031).” Revised September 2023, https://www. ci.richmond.ca.us/DocumentCenter/View/66913/6th-Cycle-Housing-Element_Certified?bidId=. Accessed 5/1/2024.
18 National Renewable Energy Laboratory. “Equitable Electrification Analysis for Existing Buildings in Richmond, CA.” October 2023, https://www.energy.ca.gov/publications/2023/equitable-building-decarbonization-di- rect-install-program-guidelines. Accessed 3/30/2024.
19 The Interstate Renewable Energy Council’s HVAC career pathways map can be found at https://hvaccareer- map.org. Accessed 7/3/2024.
20 City of Stockton. “Accessory and Junior Accessory Dwelling Units: Pre-Approved Plans for ADUs.” 12/6/2023, https://www.stocktonca.gov/business/building___life_safety/accessory_dwelling_units.php#collapse72140b4.

Accessed 4/21/2024.
21 The U.S. Department of Energy’s career advancement routes for green building careers can be found at https://greenbuildingscareermap.org. Accessed 7/3/2024. 22 City of Richmond. “6th Cycle Housing Element Update (2023-2031).” Revised September 2023, https://www. ci.richmond.ca.us/DocumentCenter/View/66913/6th-Cycle-Housing-Element_Certified?bidId=. Accessed 5/1/2024.
23 Ibid.
24 Ibid.
25 The U.S. Department of Energy’s career advancement routes for green building careers can be found at https://greenbuildingscareermap.org. Accessed 7/3/2024. 26 CalRecycle. “2021Disposal Facility-Based Waste Characterization Study.” November 2022, https://calrecycle. ca.gov/wcs/dbstudy/. Accessed 5/1/2024.
27 The 81,000 tons of food waste figure from the business sector is from 2014, the latest waste characterization numbers CalRecycle has for Contra Costa County.
28 U.S. Environmental Protection Agency. “Cleaning Up Brownfields Sites.” September 2019, https://www.epa. gov/sites/default/files/2019-10/documents/cleaning_up_brownfield_sites.pdf. Accessed 3/30/2024. 29 U.S. Environmental Protection Agency. “Remediation Technology Descriptions for Cleaning Up Contaminated Sites.” November 8, 2023, https://www.epa.gov/remedytech/remediation-technology-descriptions-clean- ing-contaminated-sites. Accessed 5/1/2024.
30 National Renewable Energy Laboratory. “The Impacts of Developing a Port Network for Floating Offshore Wind Energy on the West Coast of the United States.” September 2023, https://www.nrel.gov/docs/fy23os- ti/86864.pdf. Accessed 3/30/2024.
31 California Workforce Development Board. “Putting California on the High Road: A Jobs and Climate Action Plan for 2030.” June 2020, https://laborcenter.berkeley.edu/putting-california-on-the-high-road-a-jobs-and- climate-action-plan-for-2030/. Accessed 3/29/2024.
32 Centers of Excellence for Labor Market Research. “Bay Region Green Jobs Exploratory Dashboard.” Updated April 2023, https://lookerstudio.google.com/reporting/6d389ba6-9320-4614-84cc-ed6343a14045/page/ zmO7C. Accessed 4/3/2024.
33 U.S. Department of Energy. “Advanced Manufacturing Career Map.” https://advancedmanufacturing.career- pathplatform.com/map/. Accessed 4/3/2024.
34 U.S. Department of Energy. “Green Buildings Career Map.” Energy Efficiency and Renewable Energy, https:// greenbuildingscareermap.org/. Accessed 4/3/2024.
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35 California Workforce Development Board. “High Road Training Partnerships.” https://cwdb.ca.gov/initiatives/ high-road-training-partnerships/. Accessed 4/3/2024.
36 Chevron Refinery Modernization Project Environmental and Community Investment Agreement. https://www. ci.richmond.ca.us/DocumentCenter/View/37791/ECIA-12-7-15?bidId=. Accessed 5/1/2024. 37 H.R.109 – 116th Congress (2018-2019): Recognizing the Duty of the Federal Government to Create a Green New Deal. (2019, February 7). https://www.congress.gov/bill/116th-congress/house-resolution/109/text.

Accessed 7/3/2024.
38 J.R. DeShazo et al. “Employment Benefits from California Climate Investments and Co-Investments.” UCLA Luskin Center for Innovation, https://innovation.luskin.ucla.edu/wp-content/uploads/2019/03/Employment_ Benefits_from_CA_Climate_Investments_and_Co-investments.pdf. Accessed 5/20/2024. 1887
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Appendices
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Appendix I:

Jobs per $1 Million Invested
California Climate Investments is a program administered by the California Air Resources Board (CARB). It is funded solely by Cap-and-Trade proceeds and aims to reduce greenhouse gas emissions, strengthen the economy, and improve public health and the environment, particularly in disadvantaged communities.

Figure 30: California Climate Investment Expenditures - Building Electrification and Energy Efficiency Projects Figure 31: California Climate Investment Expenditures - Sustainable Transportation Projects
Greenhouse Gas
Reduction Fund (GGRF)
program
Greenhouse Gas
Reduction Fund (GGRF)
program
CCI invest-
ments ($
millions)
CCI invest-
ments ($
millions)
Total CCI +
co-invest-
ment ($
millions)
Total CCI +
co-invest-
ment ($
millions)
Jobs per
million
(direct
FTE’s)
Jobs per
million
(direct
FTE’s)
Direct
FTE’s from
CCI +
co-invest-
ment
Direct
FTE’s from
CCI +
co-invest-
ment
%
construc-
tion
%
construc-
tion
%
manufac-
turing
%
manufac-
turing
% profess-
sional
services
% profess-
sional
services
Other
Other
GGRF Energy Sector
Single-family/small
multi-family energy
efficiency + solar
water heating
Single-family solar
photovoltaics
Large multi-family
energy efficiency +
renewables
49 72
24 GGRF Transportation Sector
High speed rail
Transit and inner
city rail
Low-carbon transit
operations
707
208
116
49 72
29 209
116
6,307

4.583

4.664

4.528

2.483

8.336

10.896 534
330
133
519
967
28,559
8%
34%
38%
54%
72%
73%
0%
5%
0%
3%
10%
19%
0%
8%
0%
53%
49%
28%
0%
0%
0%
66%
90%
N/A
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GGRF Waste Sector
The Greenhouse
Gas Reduction Loan
Program
Recycled Fiber,
Plastic, and Glass
Grant Program
Organics Grant
Program
Affordable housing +
sustainable
communities
Clean vehicle rebates
Hybrid and zero-
emission truck + bus
vouchers
Enhanced fleet
modernization
Car sharing and
mobility options
Public fleet pilot
Financing assistance
pilot
Zero-emission truck +
bus pilot
Multi-source facility
demonstration
Zero-emission
drayage truck
demonstration
3 3
1 9
5 20
12 25
25 25
15 411
204
2 81
43 10
13 46
47 41
70 19
45 411
679

4.815

1.701

0.346

1.628

4.200

2.154

2.913

3.255

0.634

1.133

1.230

3.744

14.500
28 70
42 28
29 26
79 23
134
153
170
1,979
1,154 0%
0%
0%
0%
0%
0%
97%
13%
11%
22%
33%
20%
86%
0%
7%
0%
7%
26%
67%
11%
25%
17%
24%
33%
68%
43%
2%
5%
3%
4%
0%
7%
33%
26%
95%
17%
19%
27%
N/A
2%
0%
5%
0%
1%
69%
93%
63%
72%
67%
48%
26%
14%
Figure 32: California Climate Investment Expenditures - Zero Waste Projects
Greenhouse Gas
Reduction Fund (GGRF)
program
CCI invest-
ments ($
millions)
Total CCI +
co-invest-
ment ($
millions)
Jobs per
million
(direct
FTE’s)
Direct
FTE’s from
CCI +
co-invest-
ment
%
construc-
tion
%
manufac-
turing
% profess-
sional
services
Other
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Figure 33: California Climate Investment Expenditures - Green Infrastructure and Urban Forestry Projects
Figure 34: California Climate Investment Expenditures - Water Projects
Greenhouse Gas
Reduction Fund (GGRF)
program
Greenhouse Gas
Reduction Fund (GGRF)
program
CCI invest-
ments ($
millions)
CCI invest-
ments ($
millions)
Total CCI +
co-invest-
ment ($
millions)
Total CCI +
co-invest-
ment ($
millions)
Jobs per
million
(direct
FTE’s)
Jobs per
million
(direct
FTE’s)
Direct
FTE’s from
CCI +
co-invest-
ment
Direct
FTE’s from
CCI +
co-invest-
ment
%
construc-
tion
%
construc-
tion
%
manufac-
turing
%
manufac-
turing
% profess-
sional
services
% profess-
sional
services
Other
Other
Forest Health
Program
GGRF Water Sector
State Water Efficiency
and Enhancement
Program
Water-Energy Grant
Program
State Water Project
Turbines
18 56
47 20
GGRF Natural and Working Lands Sector
Dairy Digester
Research and Development
Program
Urban and
Community Forestry
Program
11 37
16 16
Forest Legacy
Program 4 19
Sacramento-San
Joaquin Delta and
Coastal Wetlands
Restoration
Mountain Meadow
Ecosystems
Restoration
15 15
6 6
18 56
47 26

2.810

9.268

0.036

6.377

6.153

2.165

6.850

2.538

13.434
1 98
36 66
105
146
245
120
321
5%
0%
55%
64%
24%
57%
15%
N/A
N/A
9%
0%
0%
0%
0%
0%
43%
N/A
N/A
0%
0%
20%
50%
16%
58%
37%
N/A
N/A
0%
15%
44%
20%
17%
43%
N/A
N/A
100%
Source: UCLA Luskin Center for Innovation38
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Appendix II:

Eight Municipal Green New Deals
Richmond may be interested in reaching out to other cities that have crafted Green New Deals to see how they could help each other successfully implement their green jobs plans. The following eight GNDs are all different but ambitious. • Los Angeles Green New Deal Sustainable City pLAn
• OneNYC 2050
• Boston Green New Deal and Just Recovery
• Green New Deal, Seattle, Washington
• Austin Climate Equity Plan, Austin, Texas
• Green New Deal, Ithaca, New York
• Green New Deal, Portland, Maine
• Portland Clean Energy Fund, Portland, Oregon
The Mayor released the first Sustainable City pLAn in 2015, committing to annual progress reports and a major update to the plan every four years. L.A.’s 2019 Green New Deal is an expanded vision of their pLAn, securing clean air and water and a stable climate, improving community resilience, expanding access to healthy food and open space, and promoting justice for all and for the future. L.A.’s Green New Deal will guide the city’s transition to an equitable and abundant economy powered by 100% renewable energy.

This plan will support the creation of hundreds of thousands of good green jobs in all L.A. communities by:

1. Supplying 55% renewable energy by 2025, 80% by 2036, and 100% by 2045

2. Sourcing 70% of water locally by 2035 and capturing 150,000 acre ft/yr of stormwater by 2035

3. Reducing energy use per sq ft for all types of buildings with 22% by 2025, 34% by 2035, and 44% by 2050

4. Reducing vehicle miles travelled (VMT) per capita by at least 13% by 2025, 39% by 2035, and 45% by 2050
Los Angeles Green New Deal Sustainable City pLAn
Los Angeles, California
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5. Ensuring 57% of new housing units are built within 1,500 ft of transit by 2025 and 75% by 2035

6. Increasing the percentage of zero-emission vehicles in the city to 25% by 2025, 80% by 2035, and 100% by 2050

7. Creating 300,000 green jobs by 2035 and 400,000 by 2050

8. Converting all city fleet vehicles to zero emission where technically feasible by 2028

9. Reducing municipal GHG emissions by 55% by 2025 and 65% by 2035 (from 2008 baseline levels), achieving carbon neutrality by 2045 A 2023 progress review by the City’s Controller critiqued the lack of measurable progress on the plan’s 47 long-term sustainability targets and 97 short-term milestones. The Controller recommended bolder targets for renewable energy, housing, the reduction of fossil-fuel powered cars, and alignment of the most urgent priorities with Inflation Reduction Act funding opportunities.

In 2019, Mayor de Blasio announced New York City’s Green New Deal, which comprises $14 billion in new and committed investments, legislation, and concrete action at the city level to ensure a nearly 30% additional reduction in emissions by 2030. New York views a Green New Deal as a bold vision that meets the twin challenges of climate change and inequality.

In OneNYC 2050, New York hopes to demonstrate a model for inclusive growth and climate action with a focus on:
• Creating good-paying jobs, including green jobs, and promoting prosperity and economic security for all
• Ensuring equitable access to nature, clean air, and water • Climate and community resiliency
• Healthy food
• Guaranteeing the right to quality healthcare and education in all communities
• Promoting justice by recognizing (and repairing the damage caused by) historic oppression of communities of color, migrant communities, youth, and other frontline and marginalized communities
OneNYC consists of eight goals and 30 initiatives that comprise a strategy to OneNYC 2050: Building a Strong and Fair City
New York City, New York
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prepare New York City for the future. The eight goals are: a vibrant democracy, an inclusive economy, thriving neighborhoods, healthy lives, equity and excellence in education, a livable climate, efficient mobility, and modern infrastructure. • Committing to carbon neutrality by 2050 and 100% clean electricity • Requiring buildings to cut their emissions – require all large existing buildings of 25,000 sq ft or more (of which there are 50,000 citywide) to make efficiency upgrades that lower their energy usage and emissions or face steep penalties
• Banning new inefficient glass-walled buildings – will no longer allow all-glass facades in new construction unless they meet strict performance guidelines, making inefficient glass-heavy building designs a thing of the past • Hydro-powered City government – 100% carbon-free electricity supply for City government operations with the building of a new connection linking New York City to zero-emission Canadian hydropower
• Mandatory organics recycling – will make organics collection mandatory citywide, expanding the country’s largest organics management program, including curbside pickup, drop-off sites, and support for community composting opportunities
• Reducing waste and carbon-intensive consumption – the City will end unnecessary purchases of single-use plastic foodware, phase out the purchase of processed meat, reduce the purchase of beef by 50%, and commit to a carbon-neutral City fleet by 2040
• Aligning with the U.N.’s Sustainable Development Goals In 2020, the then-City Councilor, Michelle Wu, released a plan outlining a Green New Deal and Just Recovery for the City of Boston to make Boston a transformed city. A local Green New Deal and Just Recovery must direct this scale of collective action to take aim at the root causes of systemic injustices. This report presents 15 examples to demonstrate the power of cities to lead:

1. Accelerating decarbonization as Boston commits to citywide carbon neutrality by 2040, 100% renewable electricity by 2030, and a net-zero municipal footprint by 2024

2. A justice audit and framework

3. Easing upfront costs of clean-energy infrastructure through green municipal bonds and the Property Assessed Clean Energy (PACE) program Boston Green New Deal
Boston, Massachusetts
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4. Green workforce development

5. Divesting from harmful industries and reinvesting in a clean, just future

6. An urban climate corps

7. De-commodifying housing

8. Renters’ right to counsel

9. Just and resilient development

10. Resilient stormwater infrastructure

11. Transportation justice

12. An equitable small business recovery

13. Food justice

14. Expansion of the urban tree canopy

15. A local blue new deal
Boston also has a Green New Deal coalition, a civic network of community organizations and issue advocates.

In 2020, the Seattle City Council voted to form the Green New Deal Oversight Board to advance the work of establishing a Green New Deal for Seattle. In 2022, Mayor Bruce Harrell signed into law $6,491,539 in Green New Deal Opportunity Fund investments, which will accelerate the City’s efforts to reduce greenhouse gas emissions, build community resilience to climate change, and increase net-zero affordable housing. These investments are the first set to be recommended by the Oversight Board, which also suggested $2.6 million in rebates and incentives to help middle- and low-income residents to transition off oil to clean electric heat pumps.

Investments for the $6.5 million Green New Deal Opportunity Fund include:

1. $2.4 million to identify and develop resilience hubs in Seattle

2. $2.3 million to support efforts to get all City-owned buildings off fossil fuels by 2035 (the City of Seattle owns 650 buildings, including 27 public libraries, which are increasingly on the front lines of community care during climate emergencies)

3. $2 million to increase the number of city-funded affordable housing projects

4. $300,000 to support climate data and the Community Health Indicator project

5. $100,000 for community engagement to inform climate elements of the One Seattle Comprehensive Plan update
Green New Deal
Seattle, Washington
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Green New Deal Ithaca, New York
On June 5, 2019, the City of Ithaca Common Council unanimously adopted the Ithaca Green New Deal resolution, a government-led commitment to community- wide carbon neutrality by 2030 that focuses on addressing historical inequities, economic inequality, and social justice.

The Green New Deal goals include: 1) Community-wide carbon neutrality by 2030; 2) Ensuring that benefits are shared among all local communities to reduce historical social and economic inequities; 3) Meeting the electricity needs of government operations with 100% renewable electricity by 2025; and 4) 50% reduction of emissions from the city vehicle fleet by 2025. Ithaca also has an ecovillage, a community of three neighborhoods that have been
built over 20 years. Each cohousing unit has pioneered and continues to develop Austin Climate Equity Plan
Austin, Texas
In September 2021, the City Council adopted the Austin Climate Equity Plan.

The plan includes the bold and aggressive goal of equitably reaching net-zero community-wide greenhouse gas emissions by 2040, with a strong emphasis on cutting emissions by 2030. Austin’s Climate Equity Plan was created with input from nearly 200 community members, with an intentional focus on engaging racially and economically diverse residents about the challenges, barriers, and opportunities facing historically excluded groups.

Community Climate Ambassadors were mobilized to engage members of the Austin community on climate-related topics and provide feedback on potential strategies.

Additionally, each strategy in the plan was evaluated through an equity tool that accounted for outcomes related to health, affordability, accessibility, community capacity, cultural preservation, accountability, and a just transition to green jobs.

The plan comprises 17 goals and 74 strategies to achieve net-zero across five focus areas: Sustainable Buildings, Transportation and Land Use, Transportation Electrification, Food and Product Consumption, and Natural Systems.

Overarching strategies of the plan include green jobs and entrepreneurship; prioritization of local community initiatives; regional collaboration; and local carbon- reduction projects, carbon dioxide removal, and carbon offsets. 1896
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new practices for green buildings and energy use. Ithaca also launched Electrify Ithaca, an initiative to replace all fossil fuel infrastructure with electric equivalents (such as heat pumps, induction cooktops, and air sealing) to ensure conditioned air is kept indoors. The City has partnered with expert BlocPower to provide competitive financing for residential and commercial electrification.

In 2018, Portland voters passed a ballot measure that created the Portland Clean Energy Fund (PCEF), which was officially adopted by the city council in 2019. The PCEF establishes a 1% business tax on companies that annually make over a billion dollars nationally and more than $500,000 locally. That money will be used for environmentally friendly job creation and sustainable building projects that will benefit low-income people and people of color.

Portland’s Green New Deal requires any project receiving more than $50,000 in public subsidy to include solar or green roofs and to match other energy efficiency standards, and it requires developers of those projects to meet certain pay standards and employ apprentices on each job.

It also increases inclusionary housing standards so that 25% of units in new projects will be affordable to people earning up to 80% of the area median income, which in Portland is just over $100,000 a year for a family of four. The fee for opting out of including those units on site will be raised from $100,000 to $150,000.

The law also requires that the City produce an annual report surveying the reduced use of fossil fuels in building and construction. By tying together climate, housing, and labor goals, the measure is meant to show how the concept of a Green New Deal can be implemented at a local level.

In 2020, Maine also passed An Act to Establish a Green New Deal for Maine.

The law will create a task force of labor, youth, climate science, and other representatives to craft a strategy for achieving 80% renewable energy in Maine by 2040, for creating good jobs in renewable energy and manufacturing, and to ensure low-income households have access to affordable solar power.

Green New Deal
Portland, Maine
Portland Clean Energy Fund
Portland, Oregon
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Through this fund, small organizations can apply for mini-grants of up to $5,000 for projects that address racial, social, and climate-justice issues. The Portland Bureau of Planning and Sustainability released a full draft of the PCEF inaugural five-year Climate Investment Plan that outlines proposed funding allocations, strategies, and outcomes for program investments from 2023 through 2028.

Priority funding categories include: renewable energy and energy efficiency projects; transportation decarbonization projects; green infrastructure projects; regenerative agriculture projects; climate jobs training, apprenticeships, and contractor development projects; organizational capacity-building projects; and other projects that reduce or sequester greenhouse gases.
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Appendix III:

K-12 Environmental Education
and Green Careers Awareness
Preparation for Green Careers of the Future
In the World Economic Forum’s Future of Jobs Report 2020, employers estimate that four in ten workers will need to be reskilled. To prepare today’s students for the green jobs of the future, here are six key skills that will be helpful.

1. Science skills: Key roles include environmental scientists, biologists, hydrologists, and biochemists. People in these jobs will monitor, manage and protect natural resources including land and valuable water supplies.

2. Architectural and planning skills: Buildings will become more energy efficient, with fewer resources used to construct and operate them. Architects and planners will design these buildings to comply with environmental regulations and client demands for green spaces.

3. Green engineering and tech skills: Helping to design and maintain solar panels, wind turbines, low emission vehicles and other green economy technology.

4. Agriculture skills: As farming and food supply becomes more sustainable, there’ll be a growing number of green jobs in areas such as organic farming, urban farming and precision agriculture. The use of information technology and other tech-based programs to make farming more accurate and controlled.

5. Environmental justice skills: Workers will gain legal, social and historical awareness to ensure humanity does not repeat the mistakes of the past which led to racial and social injustice and poor environmental and social health.

6. Systems skills: Workers will need to assess systems against performance indicators and find ways to optimize and improve system operations. They will need skills in macroeconomics to build sustainability into long-term infrastructure projects.

An important foundation for these skills is an understanding of the natural environment cultivated in elementary, middle, and high school. Below are links to six K-12 environmental education and environmental careers curricula. 1899
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Roots of Success
An empowering environmental literacy and job training program that prepares youth and adults who have been failed by the education system to access jobs and career pathways in environmental fields and improve environmental and social conditions in their communities.

Centered around a federally registered Department of Labor (DOL) Apprenticeship and Pre-Apprenticeship, Roots of Success is offered in high schools, youth programs, job training programs, reentry programs, prisons, jails, juvenile facilities, and other workforce and education settings throughout the United States. Since 2009, over 26,000 youth and adults have gone through the program; with 12,000 taking the course while incarcerated.

California Department of Education
The Education and the Environment Initiative was adopted by the State Board of Education in 2010 with the goal to increase environmental literacy for California’s kindergarten through grade twelve (K-12) students. The curriculum can serve as a useful resource for teaching academic content standards within an environmental context.

San Francisco Unified School District
The SFUSD is working towards district-wide implementation of the Next Generation Science Standards (NGSS) through a core curriculum. The curriculum engages students in taking on real-life tasks that use San Francisco as the classroom.

Students are led to build mastery and personalize their learning in their approaches to the real-life tasks. Their website has a breakdown of NGSS standards by grade level.

Washington Office of Superintendent of Public Instruction The K-12 Integrated Environmental and Sustainability Learning Standards were developed in collaboration with educators from across Washington and describe what all students should know and be able to do in the area of Environmental and Sustainability Education. Their website has a spreadsheet with examples of what the curriculum would look like based on grade and makes connections to themes of climate change, environmental justice, etc.
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U.S. Environmental Protection Agency
The EPA has a list of lesson plans, teacher guides and online environmental resources for educators that is separated by the grade it applies to and the type of resource it is.

National Environmental Education Foundation (NEEF)
NEEF partners with organizations to reach a national audience of students with environmental education activities that develop a deeper sense of environmental stewardship. The foundation has two approaches: 1) Greening STEM: A collaboration between schools, nonprofits, and public spaces to create an immersive outdoor learning experience that enriches STEM learning and creates a sense of place for students. This utilizes place-based learning to bring the classroom outside. 2) Climate Superstars education guide: standards-aligned lessons that teach students about climate change, energy efficiency, and sustainability.

North American Association for Environmental Education
(NAAEE)
The organization created K-12 Environmental Education: Guidelines for Excellence that provides students, parents, caregivers, educators, and others a roadmap to achieving environmental literacy by setting expectations for fourth (age 10), eighth (age 14) and twelfth grade (age 18) students and outlining a framework for effective and comprehensive environmental education programs and curricula. The guidelines set a standard for high quality education, based on what an environmentally literate person should know and be able to do by the time they graduate from high school. 1901
City Green-Blue Project Statuses and Accomplishments

The City of Richmond and the community is continuously working to promote a competitive, sustainable, and equitable economy for all. Since the inception of this initiative, there are several green and blue initiatives and projects in Richmond.

Table 1: Status of RGBND Opportunity Report Projects

Sector # Recommended
Projects
Status Status Details
Renewable
Energy
RE1 Solar emergency
microgrids
(SEMs) at critical
community
facilities

In-progress  MCE’s Virtual Power Plant
Pilot Project
 Public Works drafted RFP
to inventory and assess
City Facilities
 City is in progress of
updating the Local Hazard
Mitigation Plan
RE2 Battery
manufacturing

Additional resources
needed

Workforce roles and
responsibilities still
need to be defined
by the industry
 City of Richmond
Employment and Training
Department is completing
exploratory steps around
workforce opportunities
RE3 Offshore wind
turbine
manufacturing
In-progress

Workforce roles and
responsibilities still
need to be defined
by the industry
 City of Richmond Port
completing exploratory
steps
Building
Electrification
& Energy
Efficiency
BE1 Building
electrification
retrofits
In-progress

Workforce
conundrum with
certifying electricians
 City application submitted
for EPA Community
Change Grant and included
workforce elements
 City’s No-Cost Solar
Program with GRID
Alternatives
 TCC Project- Resilient and
Healthy Homes
 TCC Project- Workforce
Development with
RichmondBuild
 Regional and State energy
efficiency, weatherization,
and electrification rebates
1902
and incentives are
available
BE2 Green accessory
dwelling units
and tiny homes
In-progress  TCC Project- ADU toolkit
 9/24/24 City Council Item-
Electrification of new
developments
BE3 Community land
trust
In-progress  TCC Project- Community
Land Trust
Sustainable
Transportation
ST1 Destination
downtown

In-progress  TCC Project- Buy Local
 TCC Project- Business
Beautification Project
 Initiation of Downtown
Richmond Taskforce
ST2 Transportation
management
association
Additional resources
needed
 West Contra Costa
Transportation Advisory
Committee
ST2 Transition to
zero-emission
vehicles
In-progress  City of Richmond released
an RFP for a consultant to
support transitioning the
City’s vehicle fleet to ZEVs
 Regional, State, and
Federal EV purchasing
incentives
Zero Waste ZW1 Building
deconstruction
firms

Additional resources
needed

ZW2 Building salvage
warehouse

Additional resources
needed

ZW3 Richmond
remakery and
fixery
In-progress  RecycleMore recently
started hosting Fix-it Clinics
ZW4 Re-entry
entrepreneurs
Additional resources
needed

ZW5 Surplus food
rescue
In-progress  RecycleMore grant to
support organizations
rescuing food
Green
Infrastructure
& Urban
Forestry
GI1 Expanding the
tree canopy

In-progress  TCC Project- Bosque del
Barrio (Tree Planting)
 Richmond Arbor Day
GI2 Living levee In-progress  Collaboration led by Contra Costa County
Land Use LU1 Brownfields
research &
innovation hub
Additional resources
needed
 Employment and Training
currently implementing
1903
workforce training grants in
Brownfields remediation
 Aligns with Shoreline
Resiliency Plan
Water WW1 Blue tech
incubator and
accelerator
In-progress  City of Richmond Port
completing exploratory
steps
WW2 Port upgrades
including
electrification
In-progress  City of Richmond Port is in
the progress of updating
infrastructure
 Port Report brought to City
Council on 11/7/2024
 Awarded and appropriated
the Zero-Emission Freight
and Marine Program Grant
to install grid-based shore-
side power at Berths 7 & 8
on 4/15/25
WW3 Berthing vessels
at the port

In-progress

Port infrastructure
updates are
necessary
 City of Richmond Port
completing exploratory
steps
 Port Report brought to City
Council on 11/7/2024

WW4 Boat building

In-progress

Port infrastructure
updates are
necessary
 City of Richmond Port
completing exploratory
steps
 Alameda and Contra
Costa County
implementing HRTP
grants for Marine Trades
and Water Transportation
Careers Workforce
Training Program
WW5 Training center
for boat
maintenance and
repair
In-progress  Alameda and Contra
Costa County
implementing HRTP
grants for Marine Trades
and Water Transportation
Careers Workforce
Training Program
WW6 Shoreline
ecotourism
In-progress  City of Richmond Port
completing exploratory
steps
Other OP1 Green hydrogen Additional resources
needed

1904

Accomplishments:
 The City’s Employment and Training Division (E & T) has connected with local green and blue businesses to discuss the creation of green and blue workforce pathways for Richmond residents.
 E & T has been awarded an approximate total of $6,175,889 from local, State, and Federal organizations to develop innovative workforce training opportunities, expand career training, and support participation of vulnerable and undeserved Richmond populations.
 E & T and RichmondBUILD continues to contract with the Construction Trades Workforce Initiative (CTWI) to strengthen structured pathways from pre- apprenticeship to employment in the building and construction trades.  In 2023, E & T graduated 49 RichmondBUILD participants  E&T through a partnership with Richmond Promise established an internship pipeline within the City of Richmond for Richmond Promise Graduates.  In 2023 alone, E & T’s YouthWORKS supported hundreds of Richmond youth with training and job placement in over 80 work sites, started to institute Metrix Learning, an online workforce training platform for all Richmond residents.  Graduation of two cohorts from the new Beautify Richmond workforce training program which provides training to formerly incarcerated residents to enter into landscaping and groundskeeping careers through a partnership between E & T, Rubicon and the Re-entry Success Center.
 E & T has been actively researching options for the expansion of the RichmondBUILD program into electrician pre-apprenticeship programs and electricians with the Electric Vehicle Certification.
 E & T actively participates in the Jobs First Initiative to seek state and Bay Area funding to continue to support green and blue workforce projects.  This multifaceted strategy reflects Richmond's commitment to sustainable development, public health, and environmental stewardship, in collaboration with agencies like the East Bay Municipal Utility District (EBMUD) and the Richmond Workforce Development Board.
 Every two years the Business Development Division Economic Development publishes a San Francisco Business Times Richmond supplement, highlighting all businesses in Richmond with highlights of green and blue related businesses.  Business Development Division contracted with the BluDot platform to develop a business-friendly environment and market the City’s competitive advantage.  Business Development Division continuously visits and assists businesses in connecting to resources, relocating existing operations, connecting to workforce development, and facilitating business-business transaction.  Business Development Division annually participates and highlights a Richmond business in the Bay Area Manufacturing Week.
 A few green and blue businesses who have come to call Richmond home or have expanded in Richmond include but are not limited to OPT Marine Robotics, AI Crete, and others.
1905
 The Port of Richmond (Port) has identified improvement areas (conduits, pull boxes, cable management equipment, and related appurtenances) necessary to electrify shore power infrastructure for vessels to connect to while berthed.  The Port has applied for grant funding from the U.S. Department of Transportation Maritime Administration and for the Electrification, Carbon Capture, and Shore Power Program and to the Environmental Protection Agency for the Clean Ports Program: Zero-Emission Technology Deployment Competition.  The Port is in the process of switch gears and transformers to upgrade the property’s utility metering, main breaker compartment, and eventually the installation of battery backup.
 The West Contra Costa Integrated Waste Management Authority (RecycleMore) has started in 2024 to host fix-it clinics for residents in their member cities, Richmond, San Pablo, El Cerrito, Pinole, Hercules, and Unincorporated Contra Costa County.
 Since 2007, approximately 551 Richmond homes have received solar at no cost to the resident through Environmental and Health Initiatives Division’s (EHI) partnership with the non-profit GRID Alternatives. GRID Alternatives also provides training for Bay Area residents interested in entering into a solar related career.  Published analysis on transitioning existing buildings within Richmond to all electric through technical assistance from the Department of Energy’s Communities Local Energy Action Program (LEAP) Pilot.
 Awarded approximately $500,000 in grants to support with California Senate Bill 1383.
 Environmental and Health Initiatives Division (EHI), Community Development Department, and several non-profits was awarded a $35 Million grant from the California Strategic Growth Council’s Transformative Climate Communities (TCC) Program to fund green and blue projects and workforce training in the Santa Fe, Coronado, and Iron Triangle neighborhoods to decrease greenhouse gas emissions and improve community health, also known as Richmond Rising.  The Engineering Division is starting on the two Capital Improvement Projects (CIP) bicycle and pedestrian improvement infrastructure projects on Harbour Way South and Marina Way South funded by TCC.
 The Community Development Department through TCC grant and the award of a Housing Fellow is in the process of researching and developing a Community Land Trust.
 The Planning Division through the TCC grant is in the process of developing an Accessory Dwelling Unit (ADU) toolkit.
 Raven has received City permits for the development of a Hydrogen processing facility at the Organics Processing Facility.
 The California Energy Commission (CEC) awarded the City of Richmond, Zero Net Energy Alliance, and other partners the Advanced Energy Communities Phase I Grant as well as Phase II Grant for projects to advance Distributed Energy Resources Communities (DER), Virtual Power Plant Pilot, and Zero Net Carbon Ready Homes.
1906
Provide an Update on the Green-Blue New Deal
(GBND) Priority Projects for Implementation over
the next 5-years.

Richmond City Council Meeting
June 17, 2025
Nannette Beacham, Economic Development Director
Samantha Carr, Environmental Manager
Yahna Williamson, Management Analyst
1 1907
Recommended Action
RECEIVE a written update on the Richmond
Green-Blue New Deal project prioritization
process and final top five projects.
21908
Background
3 On July 6, 2021, the Richmond City Council
adopted Resolution 88-21 to support the
process of developing a Richmond Green-Blue
New Deal and Just Transition to 21st Century
jobs.

On October 1, 2024, staff presented the
Richmond Green-Blue New Deal (RGBND)
Opportunities Report and its appendices to the
City Council for initial review. In response to
Council and community feedback, City staff
initiated an internal evaluation process to refine
the implementation strategy and narrow the scope
of projects to be prioritized over the next five
years.
1909
GBND
Update
Overview
What we’ve done
so far:

1. Conducted additional research into the projects
outlined in the Report.

2. Surveyed city staff, the Economic Development
Commission, and the Workforce Development
Board to identify priority projects.

3. Determined the top seven projects that
received the most votes on what to prioritize
based on the feedback received.

4. Reached out to department heads to get their
feedback on the seven priority projects.
41910
Additional Considerations Received from Department Heads:

Richmond Green-Blue New Deal | City of Richmond Slide 5 •Gap in the workforce development section
• Emphasize creating meaningful employment and entrepreneurial opportunities for local residents
•Explore adding project that’s more focused on the "Blue" aspect of the Green- Blue New Deal
•Explain that food waste and tree planting are already underway under energy- related efforts, which is why they weren’t prioritized here • Reiterate that focus is more on areas not currently receiving attention to ensure balance across initiatives
•Clarify the scope-of-work for each project
• Using Economic Development Evaluation Toolkit (next slide) to help refine scope-of-work for projects
51911
Top Five Projects Identified Based on Survey Responses:

Richmond Green-Blue New Deal | City of Richmond Slide 6

1. Port Upgrades (80%) / Offshore Wind Manufacturing (40%)

2. Building Electrification Retrofits (50%) /Green Accessory Dwellings (40%)

3. Brownfield Research and Innovation (50%)

4. Destination Downtown (50%)

5. Transition to Zero Emission Vehicles (40%)
61912
Next Steps for Each Project:

Richmond Green-Blue New Deal | City of Richmond Slide 7 Phase 1 Assessment:
• Confirm selected projects are viable and aligned with community and City priorities
• Incorporate economic development indicators
from the U.S. Economic Development
Administration's Evaluation Toolkit to assess
strategic fit, job creation potential, and
sustainability (Attachment 2)
• Assess funding needs, timelines, workforce pathways, and preliminary implementation steps
Phase 2 Community Outreach:
• Engage with stakeholders including EDC, WDB,
Downtown Task Force, and port users to align efforts
and share updates
• Provide community members with opportunities to
give input and ensure Just Transition principles are
centered
Phase 3 Strategic Planning:
• Develop implementation pathways for each project
that include workforce development alignment,
economic development impact, and job quality
metrics
• Coordinate with regional partners (e.g., Green
Empowerment Zone) to identify synergies
Phase 4 Implementation Readiness:
• Co-develop a refined scope of work for each selected
project, incorporating community input and
interdepartmental review.
• Define responsible departments, required partnerships, and resource needs.
• Prepare briefing materials and progress
tracking tools to guide ongoing
interdepartmental coordination and reporting.
71913
Economic Development Evaluation Tool
Richmond Green-Blue New Deal | City of Richmond Slide 8 Section 1: Relevance and Strategic Fit
A) Alignment with local and regional economic
development strategies.

B) Consistency with community needs and
priorities.

C) Alignment with Just Transition.

Section 2: Economic Impact
A) Potential for job creation and retention.

B) Expected increase in private investment.

C) Enhancement of local tax base.

Section 3: Feasibility and Sustainability
A) Technical and financial viability of the
project.

B) Capacity of the implementing organization.

C) Long-term sustainability and Just Transition
alignment
Section 4: Performance Measures
A) Clear, measurable objectives and outcomes.

B) Defined metrics for monitoring progress.

C) Mechanisms for data collection and
reporting.

Section 5: Risk Assessment
A) Identification of potential risks and
challenges.

B) Strategies for risk mitigation.

U.S. Economic Development Administration
81914
Recommended Action
RECEIVE a written update on the Richmond
Green-Blue New Deal project prioritization
process and final top five projects.
91915

Page 1 of 3 ends

Richmond City CouncilJuly 1, 2025

Richmond City Council
July 1, 2025