Attachment 1 – Health in All Policies 10 Year Progress Report, 2025.pdf

Health in All Policies,
10 Year Progress Report
Richmond, California
December 2025
DRAFT
2 Acknowledgments
This report was made poss ible by a partnership
between the City of Richmond (COR) & the UC
Berkeley, Center for Global Healthy Cities
(CGHC).

Richmond City Council
Eduardo Martinez – Mayor
Jamelia Brown - Councilmember (District 1)
Cesar Zepeda - Vice Mayor / Councilmember
(District 2)
Doria Robinson - Councilmember (District 3)
Soheila Bana – Councilmember (District 4)
Sue Wilson - Councilmember (District 5)
Claudia Jimenez - Councilmember (District 6)
Community Partners
GRID Alternatives
Groundwork Richmond
Lifelong Medical Center
Pogo Park
Urban Tilth
City of Richmond
Shasa Curl
Beatriz Guerrero Auna
Gabino Arredondo
Lina Velasco
LaShonda White
Michael Romero
Sam Vaughn
Yahna Williamson
Samantha Carr
Trina Jackson-Lincoln
UC Berkeley,
Center for Global Healthy Cities
Professor Jason Corburn
Alice Bruno
Catherine Flowers
Carson Mays
Julian Rocha
Anali Casarrubias
Mia Starr J Palacios Haertel
Suggested Citation: City of Richmond & Center for Global Healthy Cities, UC Berkeley. 2025. Richmond Health in All Policies 10 Year Progress Report. December. 3 Yahna Williamson
Trina Jackson-Lincoln
Gabino Arredondo
Samantha Carr
Community Partners
Urban Tilth
Pogo Park
Lifelong Medical Center
GRID Alternatives
Groundwork Richmond
UC Berkeley,
Center for Global Healthy Cities
Prof. Jason Corburn
Alice Bruno
Catherine Flowers
Carson Mays
Julian Rocha
Anali Casarrubias
Mia Starr J Palacios Haertel
Introduction ............................................................................................ 5 Governance & Leadership ................................................................... 23 Economic Development & Education ................................................. 31 Full Service & Safe Communities ....................................................... 41 Residential & Built Environment ......................................................... 49 Environmental Health & Justice ......................................................... 57 Quality Accessible Health Homes & Services .................................... 68 Next Steps ........................................................................................... 76 Table of Contents
4 City Manager Note
The City of Richmond maintains an unwavering commitment to health equity. As we release this 2025 Health in All Policies (HiAP) report, we reflect on more than a de - cade of work integrating health, equity, and well-being into every facet of our city’s operations. Our HiAP Strategy, first launched in 2013 grounded in the Community Health and Wellness Element of the Richmond General Plan 2030, has transformed how we govern, plan, and serve. Since the adoption of the HiAP Ordinance and Strat - egy, Richmond has led the way in incorporating health into the ongoing work of every department. A citywide effort that continues to reflect our shared dedication to putting health, equity, and community well-being at the center of how we work. And I see the impact of these efforts every day. I see it in our staff who go above and beyond to serve residents, and in the partnerships, we’ve built across sectors to tackle big chal - lenges like improving the built environment, housing stability, racial disparities, and climate resilience. I also see it in the strength and dedication of the community, who continue to show up, speak out, and help guide the City’s direction.

Richmond has proven that when a city sees health not just as a service, but as a lens through which all policy is made, powerful change is possible. Key initiatives high - lighted in this report, such as the response to COVID-19, multiple park improvements, creation of the Department of Children and Youth, rehabilitation of Richmond Hous - ing Authority affordable housing properties,
implementation of the Transformative Climate
Communities $35M initiative, the Race Equity
Task Force, Community Crisis Response, and
the implementation of our Climate Action Plan,
demonstrate our ongoing commitment to ad -
dressing the root causes of health disparities.

Thank you to every city employee, resident,
partner and funder who continues to make this
work possible. Your efforts don’t go unnoticed,
and they are making a real difference.

With pride and purpose,
City Manager Shasa Curl
November 2025

5 Introduction
Moving towards Health Equity: 2014 - 2024
Richmond’s Health in All Policies Ordinance and Strategy codified the City’s commitment to health equity. Over the past 10 years, the conditions for health equity have changed in Richmond, as have policies and practices to promote well-being.

An improved sense of safety has also reduced fear among r esidents and the r elated stress that can come with those fears. In this Progres s Report we present data from the Richmond Community Survey (RCS) identified in the 2014 HiA P Strategy as important for tracking progress toward health equity.

We acknowledge that the HiAP is not the only influence over these indicators. Achieving health equity is an on-going process and demands a commitment from the City and part - ners to continually improve the conditions for all res idents to lead fulfilling and healthy lives. In the table below, we present responses fr om the RCS that reported 'good or excellent' to the survey questions.

In 2023, 77% of respondents described their neighbors as being friendly, kind, helpful, sociable and possessing goodwill. That same year, 72% indicated their overall health was better than it had been the y ear before.
*This question comes from a study by the CGHC at UC Berkeley, which asked residents of the Iron Triangle if they “borrow things & exchange favors with their neighbors” in 2009 and in 2019.
6 HIAP Evaluation Key Findings
19%
71%
25%
23%
32%
66%
27%
66%
21%
65%
29%
60%
24%
17%
14%
17%
13%
11%
57%
High Blood
Pressure
Fair or Poor
Air Quality
High School
Dropout Rate
Richmond
as a Poor
Place to
Work
Had Experience
with Discrimination
or Racism
Poor or Fair
Self-Reported
Health
Physically
Inactive
Adults
Mental
Distress
% of Adults
Diagnosed
with Asthma
% of Households
Overpaying for
Housing
2013
2023
73%
10%
49%
Reducing Health Inequities: What We Want to Avoid
In 2014, a coalition of residents, community organizations, city staff and academic s cre- ated two radar charts that included 11 indicators to help track whether or not k ey determinants of health and toxic stress were being reduced or increased. Both c harts were included in the 2014 HiAP Strategy document. In the above chart, we r eproduce one of the radar charts focused on eliminating some of the key drivers of health inequities. The data comes from the Richmond Community Survey and the US Center s for Dis-ease Control. On each axis , we plot the 11 indicators bas ed on the percentage report-ing ‘Yes’ in 2013 and again for 2023 (except for High S chool Drop-out rate). The chart communicates that all these indicators must be reduced to eliminate health inequities.

For almost every measure, the percentage reporting positively is less in 2023 than in 2013. This suggest some progr ess toward reducing these dr ivers of health inequities. 7 Reducing Inequities
Identifying & Eliminating Chronic Stressors
The driving hypothesis behind HiAP is that the cumulative impact of multiple stres sors on the body is a key reason for the persistence of health inequities in some Richm ond neighborhoods and for low- income communities of color. Chronic stress, from s uch sources as discrimination, poverty, and violence, tells your brain to produce more hor- mones like cortisol (a stress hormone) that increases your heart rate, can inc rease your appetite, increases blood glucose, and contributes to internal inflammation that clogs arteries and adds fat, am ong other adverse health impacts.

All of these factors contribute to weight- related outcomes, diabetes and heart disease.

Many of these stressors c an be influenced by city dec isions. The HiAP Strategy explicitly aims to reduce the community stressors that residents and community-based organi - zations identified as chronic or on-going, and which the city could likely influence. The graphic below shows some of the drivers of chronic stressors in Richmond’s neighbor - hoods that the HiAP aims to r educe.
8 Community Stressors
44%
27%
27%
26%
23%
47%
22%
65%
39%
2013
2023
12%
13%
17%
76%
Adults Who
Engage in Regular
Physical Activity
Excellent or
Good Overall
Safety
Excellent or
Good Availability
of Affordable
Quality Housing
Excellent or
Good Sense of
Community
Excellent or
Good K-12
Educational
Opportunities
% Seeing their
Neighborhood
as a Place to
Live
Government does
Excellent or Good
Job at Involving
Citizens
Excellent or Good
Self-Reported Health
Excellent or Good
Quality of Life
Excellent or
Good Air Quality
53%
73%
13%
33%
34%
32%
34%
Advancing Health Equity: What We Want to Promote
The above chart reflects 10 indicators the HiAP Strategy Document identified as health promoting and stress-reduc ing for Richmond residents. These indicators reflect pro- cesses and outcomes that the City and its partners c ould influence and are important for promoting well-being for all. The percentages reflect those reporting good or excellent in theRCS except for physical activ ity which is a percentage of the population as reported by the Centers for Diseas e Control (CDC). Like the 'inequities' chart, we view all the above measures as conditions that together can prom ote health equity in Ric hmond Richmond residents’ perception of the community has im proved in 2023 compared to 2013. A greater percentage of RCS respondents rated the sense of community, their neighborhood as a place to live and their overall quality of life as better in 2023 than in 2013. However, fewer repor ted that the Richmond government did a good or excellent job involving citizens in decis ions in 2023 compared to 2013. 9 Promoting Equity
Promoting Equity, Healing & Health
Identifying chronic stress ors is only one aspect of Richm ond’s HiAP. The goal is to eliminate the chronic str essors and also implement polic ies, practices and programs that
can contribute to healing from those stressors, ultim ately improving health for all.

The brain and bodily impac ts of stress can start early in life and accumulate over one’s lifetime. We know that HiAP will not eliminate all s tressors but it can help the c ity pri- oritize healing & health equity in its decision making, expenditures and policies . In the graphic below, we highlight some of the actions, programs & partnerships the City of Richmond has invested in over the last decade that c an help reduce stressors, s upport community healing and promote greater health equity.

The image below shows som e of the programs, policies, projects and partnerships that the City is committed to that c an help promote greater health equity. 10 Promoting Wellness & Healing
Office of Neighborhood Safety (ONS)
When the Health in All Policies ordinance and str ategy was first passed in 2014, gun violence was one of the major drivers of fear, anxiety and stress in Richmond and a key hindrance to public safety and well-being.

When a community is plagued by high rates of gun v iolence, too many youth lose their lives, impacting families and the entire community . In neighborhoods exper iencing gun- violence, residents may liv e in fear, avoid going outside, or move away entir ely. Health indi-cators like mental health, obesity, sleep quality and school performance can also be adversely impacted when gun violence is prevalent.

The Office of Neighborhood Safety (ONS) has used its Peacemaker Fellowship since 2010 to engage those at the c enter of gun violence and s upport them to identify and change their behaviors. ONS als o employs street outreach workers, called Neighborhood Change Agents (NCAs), to interrupt and mediate conflic ts in the city where guns are present.

From 2020-2024, the ONS has enr
olled 283 Fellows, or par ticipants, in the
Peacemaker Fellowship. The average age of an ONS Fellow is 19 years old, and 55% are Black and 31% Latino.
11 Reducing Gun Violence
Firearm
Incidents
Prevented21
$9-$21M
Savings from preventing
gun violence
Firearm Incidents Causing Injury or
Death Prevented
1 Gun
Homicide
Costs: $1 M
1 Injury
Shooting
Costs: $435 K
0 10
20 30
40 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Y ear
Number of Homicides
Victim Group
All Homicides
Black Men Under 35
Hispanic/Latino Men Under 35
Black and Latino Men Under 35 vs All Homicides (2010+)
Homicide Victimization in Richmond, CA
The Neighborhood change Agents (NCAs) have engaged Fellows 50,941 times and invested 54,805 hours with the Fellows. At the end of 2024, 84% of Fellows reported they
were no longer using guns to resolve conflicts and 59% said they felt safer in their communit
y, had improved conflict resolution skills and improved self-reported mental health.

The NCAs also interrupted 393 community conflicts, responded to 93 shootings, and mediated 21 conflicts where guns were present. If all 21 of tho se conflicts
resulted in a homicide, this would have cost the city and county about $21M, and if all were injury shootings about $9.1M.

These estimates are based on the 2022, Cost of
Gun Violence in Richmond, report by the National Institute for Criminal Justice Reform.

Firearm homicides reached their lowest ever recorded number in 2023. Victimization rates for Black and Latino men under 35 years old–the group most impacted by gun violence–has also dramatically declined. In 2010, Black men under 35 represented 46%
of all homicide victims, however,by 2023 only 3% of firearm victims.

Richmond, CA Gun Violence Victims:

Black & Latino men under 35 years old
12 Reducing Gun Violence
Richmond, CA Gun Violence Victims:

Black & Latino men under 35 years old
Transformative Climate Communities (TCC)
In October, 2022, the City of Richmond was awarded a $35M Transformative Climate Communities grant from the California Strategic Growth Council to implement the Richmond Rising: Healthy, Connected, and Climate Strong initiative. Richmond Rising is a new signature project linked to community wellness, resilience and health equity. The program includes a coalition of local organizations wor king to support Richmond’s most underserved communities as they face the challenges of c limate change.

Richmond Rising is a place-based implementation of HiA P, since it integrates multiple programs and plans in under-r esourced neighborhoods. Ric hmond Rising aims to ensu re that health impacts are cons idered in policy decisions across various sectors, such as active transportation, healthy homes, education & workfor ce development, and acce ss to healthy food.

Along with Richmond Rising, Richmond’s Climate Action Plan (CAP) serves as a roadmap for the city to reduce greenhouse gas emis sions and prepare for the impacts of a changing climate. The CAP is also aligned with the City’s General Plan 2030, both of which emphasize climate justic e and health equity. These doc uments are integrated with the City’s Health in All Policies (HiAP) Strategy.

The HiAP and CAP are committed to fostering a healthy and resilient community by investing in community-based initiatives and other policies that enhance infrastructure, economic opportunities and public spaces. Climate and health benefits overlap with goals such as green and walkable neighborhoods, quality jobs, and affordable, safe and energy efficient homes.

The CAP, General Plan and related documents also emphasize that a resilient communi-ty is one with a prosperous local economy. This can include supporting businesses that promote energy efficient buildings, clean transportation, food security, greening and safe land uses.
13 Healthy Climate Resilience
Bissell Ave
9t
h St
6th St
6th St
Lincoln Ave
W O hio Ave
7th St
21st St
Nevin Ave
Roosevelt Ave
Ohio Ave
Rheem Ave
24th St
Burbeck Ave
Chanslor Ave
15th St
2nd St
4th St
Sanfo rd Ave
Sanford Ave
Richm
ond P
kwy
Costa Ave
1st St
8th St
Florida Ave Florida Ave
Willard Ave
Garvin Ave
Dunn Ave
Esmond Ave
Mai ne Ave Maine Ave
Canal Blvd
Canal Blvd
S 8th St
W Cu tting Blvd
Seacliff D
r
Potrero Ave
D
ornan Dr
Meeker Ave
Virginia Ave
Brickyard Cove Rd
Tulare Ave
28th St
Ohio Ave
McBryde Ave
Esmond Ave
33rd St
Nevin Ave
26th St
Roosevelt Ave
36th
St
Rheem Ave
34th St
35th St
Florida Ave
30th
St
Center Ave
46th
St
R obin Dr
580
580
Marina Park
School
Richmond High
Historical Park
Front National
War II Home
Riveter/World
Rosie the
Richmond
Downtown
Richm ond
Poin t
Richmond
Carlson Blvd
Castro St
Barrett Ave
Richmo
nd Pkwy
Cutti ng Blvd
Harbour
W
ay South
San
Pablo
Ave
Harbour
W
ay
Ohio Ave
Macdonald Ave
M
arina W
ay South
S 23rd S
treet
County of Marin, California State Parks, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, US Census Bureau, USDA, USFWS, Esri, NASA, NGA, USGS, FEMA Peres
Elementary
School
Nystrom
Elementary
School
Coronado
Elementary
School
Lincoln
Elementary
School
Unity
Park
Harbour-8
Park
Richmond
Greenway
Pogo
Park
Richmond
BART
Richmond
Ferry Terminal
Nevin
Center
0 0.5 10.25 Miles
Legend
Orchard for All! Fruit Trees
Parks
Neighborhood Complete Streets
Richmond Wellness Trail Phase 2
Universally Accessible Garden
E-Bike Lending Library
Bosque del Barrio Tree Plantings
Resilient Homes Solar Installations
Basins of Relations Installations
Yellow Brick Road
Richmond Wellness Trail Phase 1
Existing Bike Lanes
Richmond Rising projects include: Neighborhood Complete Streets; Richmond Wellness Trail; E-Bike Lending Library (at Unity Park); E-Bike Share; Resilient Homes; Basins of Relations; Bosque del Barrio; ADA Accessible Garden; Orchard for All, and; Veggie Rx.

Richmond Rising (Year 1) Projects
14 Health Status
The next few pages share some select health outcomes for Richmond residents. While we acknowledge that these outcomes can take decades or longer to change at the pop - ulation scale, the activities and actions of HiAP is aimed at influencing these and other indicators of health equity.

Hearth Disease
Heart or cardiovascular disease is the number one cause of death in the U.S. High blood pressure is closely associated with heart attacks & strokes. 28.6% of adults re - ported high blood pressure in Richmond in 2021, while the CA average is 35%.

High blood pressure can reflect health inequities, as African Americans tend to have higher blood pressure than other groups. In South Richmond, 30.9% of adults reported high blood pressure compared to 27.3% in the Iron Triangle.

High Blood Pressure in Richmond, California
15 Evolving Health in Richmond
Diabetes
Diabetes is a chronic dis ease characterized by high blood sugar (glucose) levels in the body and can lead to insulin res istance. Diabetes can c ontribute to other illnes ses like cardiovascular disease, stroke, nerve damage, and k idney disease, and some pr ecursors to diabetes include being overweight/obese and having high blood pressure. The City can influence diabetes rates by promoting acc ess to healthy and affordable foods, safe neighborhoods, and promoting greater inclusion.

Diabetes in Richmond, CA
16 Evolving Health in Richmond
Physical Inactivity & Weight-Related Health
Outcomes
Physical inactivity can be a measure of whether or not the city offers safe opportunities for all residents to walk, exercise and play. Physical inactivity is associated with a range of chronic diseases, including type 2 diabetes, heart disease, some cancers, being over-weight and shortened life expectanc y. According to the US, Centers for Disease Control and Prevention (CDC), fewer adults in Richmond were physically inactive in 2022 com-par
ed to 2014. This metric reports the percentage of adults who report no leisure-time physical ac tivity in the past 30 day s.

BMI measures average body weight to average height. A BMI of 18.5 -24.9kg/m2 is generally associated with the lowest risk of chronic dis ease. In 2022, the per centage of adults in Richmond who repor t a BMI greater than 30 k g/m2 was 33.3%, lower than the national average of about 40%. However, Richmond's percentage was higher than the

28.4% mean for Contra Cos ta County. In the Iron Triangle, 38.4% of residents were reported as obese & 41.6% in South Richmond.

Obesity in Richmond, CA
17 Evolving Health in Richmond
City Decisions Impact our Health
Health in All Policies ( HiAP) is a framework to pur sue health equity. Health equity means that everyone has a fair and just opportunity to be as healthy as possible. This requires removing obstacles to health such as poverty, discrimination, and their consequences, including lack of access to good jobs with fair pay, quality education, health care, affordable housing and safe environments.

Health equity is something that is accomplished by ensuring that everyone – young and old, no matter your ethnicity , race, language, country of origin or identity gr oup – lives, learns, works, plays and prays , in conditions that promote well-being.

To achieve health equity across marginalized communities, we must recognize that not every group or neighborhood is starting from the same position in terms of resources, environmental conditions and social status. Thus, health equity in Richmond’s HiA P strategy means taking intentional and concerted efforts to identify and redres s systemic inequities. HiAP is a r oad map to help guide city departments and par tners on how to improve the conditions in the community that suppor t health. HiAP is not a s tatic concept or an end-point; HiAP is not one approach or intervention; HiAP is not about changing behaviors without also changing institutions.
“Health in All Policies” (HiAP) is another way of saying “Healthy Public Policy” and refers to the practice of integrating health promotion into the day-to-day decisions, policies and actions of the City of Richmond.
18 What is HiAP in Richmond, CA?
Richmond’s On-Going Commitment
Richmond’s commitment to HiAP began in 2005 when the city became the first in Cal- ifornia to draft and adopt a Community Health and Wellness Element or chapter into its General Plan update. The City then established the Richmond Health Equity Partnership (RHEP) in 2010 as a way to implement recommendations from the Health Element. The RHEP was led by UC Berkeley Pr of. Jason Corburn and c onsisted of Community Bas ed Organizations, the school district, county health department and city government officials.

One goal emerging from the RHE
P was to draft a HiAP Strategy.

A new committee was created in 2012 to draft the HiAP Strategy and Ordinance with the participation of community based organizations and hundreds of residents. Additionally, every City department was consulted in drafting the HiAP Strategy, and staff provided key recommendations and feedback. Community engagement was fundamental to the process of selecting health equity indicators, identifying priority actions and policies, and defining health equity for the City
of Richmond. HiAP recognizes that improving the health of Richmond residents is best done through partnerships between the City, other government, non-profit and private-sector actors .

The HiAP Strategy is shaped by a commitment to recognize and address structural r acism & the resulting toxic stres sors in Richmond. It aims to do this through 6 action ar eas, each with specific goals and indicators or progres s attached to them. The 6 actionareas are: 1.

Governance & Leadership, 2. Residential & Built Environment, 3. Economic Development & Education, 4. Environmental Health & Justice, 5. Full Service & Safe Communities & 6. Quality & Accessible Health Homes & Services. 19 What is HiAP in Richmond, CA?
Economic Development
& Education
Full Service & Safe
Communities
Environmental Health & Justice
Quality Accessible Health, Homes, & Services
Governance & Leadership
Residential & Built Environment
The location, quality,
affordability and accessibility
of culturally-appropriate
services contribute to
our health and well-
being. Feeling safe in our
community can reduce
stress & its adverse health
impacts.

Access to quality & affordable health care is
essential to treat disease and manage the severity
of illness. While the City does not provide health
care, it is a key partner with county, state, federal
& hospital providers to ensure all have access.

The physical environment where we
live can be peaceful & protective and
affordable, or it can expose us to harm,
such as mold, dilapidated parks &
unsafe intersections.

This is the day-to-day management decisions, within the City of Richmond, including but not limited to inclusiveness of different viewpoints and participants.

Governance influences health because it is about the distribution, exercise, and consequences of power.

Health in All Policies (HiAP) INTERVENTION AREAS
Our economic resources
and opportunities shape
our ability to make healthy
choices. Education is crucial
for being an informed citizen,
making healthy decisions &
gaining access to satisfying
employment.

The air we breathe, the food we have access to and
the quality of our natural environment all influence
our health. Yet, we know that people of color and
lower-income residents often have not had access
to these and other environmental benefits, as
compared to white people & the wealthy.
20 Timeline: A 20+ year commitment
Full Service & Safe
Communities
Governance & Leadership
The location, quality,
affordability and accessibility
of culturally-appropriate
services contribute to
our health and well-
being. Feeling safe in our
community can reduce
stress & its adverse health
impacts.

Quality Accessible Health, Homes, & Services
Access to quality and affordable health care is
essential to treat disease and manage the severity
of illness. While the City does not provide health
care, it is a key partner with county, state, federal
and hospital providers to en sure all have access.

Residential & Built Environment
The physical environment where we
live can be peaceful and protective
and
affordable, or it can expose us to
harm, such as mold, dilapidated parks
& unsafe intersections.

This is the day-to-day management decisions, within the City of Richmond, including but not limited to inclusiveness of different viewpoints and participants.

Governance influences health because it is about the distribution, exercise, and consequences of power.

Health in All Policies (HiAP) ACTION AREAS
Economic Development
& Education
Our economic resources
and opportunities shape
our ability to make healthy
choices. Education is crucial
for being an informed
citizen,
making healthy
decisions and gaining access
to satisfying employment.

Environmental Health & Justice
The air we breathe, the food we have access to and
the qualit
y of our natural environment all influence
our health.

Yet, we know that people of color and
lower-income residents often have not had access
to these and other environmental benefits, as
compared to white people and the wealthy.
21 Action Areas for HiAP
Report Content and Sources
This report is the result of a mixed set of data and analytic methods. We gathered the latest data from the sources below for indicators of health and well-being as defined in the HiAP Strategy Document, including:

The American Community Survey (ACS)
City of Richmond Police Department
Transparent Richmond
Richmond Community Survey (RCS)
US, Centers for Disease Contr ol, PLACES Project
City Health Dashboard
The report follows the six Action Areas of the HiAP S trategy to document actions and progress toward health equity. We use descriptions of policies, programs and par tnerships, as well as quantitative data. The indicators we r eport on were selected by the HiAP Strategy document. We also inter viewed dozens of city employ ees, community organizations and city residents to better understand specific programs and policies and whether these actions were influencing the determinants of health. Thus, this report offers descriptive quantitative and qualitative data and characterizes key HiAP inter ventions and related health determinants.
2025 Report & Community Survey Data
The RCS is a bi-annual survey that has been administered to Richmond residents since 2007. The report uses responses to select questions and where possible, dis aggregate responses by ethnic and incom e groups, as well as neighborhoods. It is im portant to note that there can be a small number of respondents to questions in the RCS and as a result,the data may not r eflect the sentiments of all Richmond residents.

We acknowledge that responses to many indicators may differ based on where residents live and the resources alr eady available to make healthy decisions. We report the RCS included is based on the percentage of residents responding “good” or “excellent”. All of the possible responses to the RCS survey questions
were “excellent”, “good”, “ fair”, or “poor.”
What follows is a presentation of all six HiAP action areas along with progres s toward pro- moting health equity under each. We report on specific indicators identified in the 2014 HiAP Strategy and others related to each area. We use a combination of RCS data and other publicly available d ata available at the census tract and/or city scale. We also drafted short case studies to provide some more in-depth des criptions of select HiA P activities in each Action Area.
22 Methods & Data Sources
23 Governance
& Leadership
Methods & Data Sources
24 Governance & Leadership
Overview
Richmond’s HiAP is managed and led by the City Manager’s Office, which is the municipal department responsible for budgeting and coordinating all city departm ents.

The HiAP Ordinance originally created the Interdepartmental HiAP Implementation Team and required it have repr esentatives from eac h city department. Additionally, community organizations and mem bers were invited to partic ipate in the Interdepartmental Team in or der to promote more inclus ive and transparent dec ision making around health e quity goals.

The HiAP Interdepartmental Team in partnership with the City’s Racial Equity Taskforce (formally Richmond Race and Equity team) developed the racial e quity resolution, 93-18 which was adopted by City Council on December 4, 2018. The resolution supported system atically applying a racial e quity lens in decision-making.

The City launched the Transpar ent Richmond platform in 2020 which aims to increas e efficiency of City programs and services and allow the community to explore Richmond's data and strategic goals. The portal focus es on including easy to understand measures of gover nance, family and city economics, measures of environmental quality, as well as community stories .
(https://www.transparentrichm ond.org/).
25 Governance & Leadership
Above: 2013 & 2023 Richmond Community Survey responses, by resi - dents’ racial/ethnic group, to the question: “how would you rate the job the City does at welcoming Citizen Involvement?”
Above: 2013 & 2023 Richmond Community Survey responses, by res - idents’ racial/ethnic group, to the question: “how would you rate the openness & acceptance of the Richmond community toward diversity?” 26 Governance & Leadership
Progress and Accomplishments
• Civic Engagement. According to the Richmond Community Survey, 33% of respon - dents believe the city does a good or excellent job at welcoming resident involvement in 2023, compared to 31% in 2013. Also in 2023, only 28% of respondents in the RCS believe the city was excellent or good at acting in the best interests of the community in 2023.

The City has increased their active presence on social media platforms and redid the City webpage. In 2023, the City revamped a 20 year old audiovisual system in the City Council Chambers allowing both in person participants and those joining meetings vir - tually to be present, promoting active participation from residents. Additionally, Council meetings now offer Spanish translated versions published on the website. • Redistricting. Every ten years, districts must be redrawn so that each district is sub - stantially equal in population. This process, called redistricting, is important in ensuring that each city council member represents about the same number of constituents. In Richmond, the City Council is responsible for drawing council districts. Redistricting is done using U.S. Census data and most importantly with community engagement through local media, community workshops, and public hearings. The Richmond com - munity was very much involved with redrawing new district lines to reflect 2020 Census data. The City Council adopted Council District Map No. 201 at its April 5, 2022, meet - ing.

Inclusive City: Richmond Community Survey Data
According to the Richmond Com munity Survey, not all residents view the city as welcoming toward diversity. Asian Americans and African Americans reported that the city was less wel-coming toward diversity in 2023 than in 2013.

A greater percentage of Latinos and White residents r eported that the city was m ore open and accepting of diversity in 2023 than in 2013. However, these percentages are low and we would hope to see signific ant improvements acros s all groups in the future.

The RCS also reports that a lower percentage of respondents from all racial and ethnic groups think the city is doing a good or excellent job welcoming citizen involvement in 2023 as in 2013.

Finally, the rating by residents of customer servic es provided by city employees s hows 27 Governance & Leadership
47% rate Richmond as an excellent or good place to live 40% rate the Quality of Life as good or excellent
80% report that Richmond does a favorable job making all residents feel welcome
49% were not worried about themselves or family member experiencing discrimination
mixed results by income groups . In 2023, only RCS res pon-dents in the $25-$29K income group reported an im proved perception of city pr ovided services. Across all RCS respondents, the rating of excellent or good city- provided ser-v ices declined from 61% in 2013 to 41%.

Overall Customer Service by Richmond Employees (Police, Receptionists, Planners, etc.)
Above: 2015 & 2023 Richmond Community Survey responses, by resi - dents’ income group, to the question: “how would you rate the quality of service by Richmond City Employees?”
28 Governance & Leadership:

Case Study
The Richmond Race Equity Taskforce
The Richmond Race Equity Task force (formally Richm ond Race and Equity Team) is a city-supported initiative focused on embedding racial equity within Richmond’s governmental structures. The interdepartmental and m ultiracial task force incor porates racial equity principles through tailored employee trainings, curriculum dev elopment, planning workshops, and trans parency efforts.

The Taskforce hosts city-wide trainings, posted helpful toolkits with resour ces and developed the Racial Equity Action Plan (REAP) to guide departments in apply ing a racial equity lens to programs, polic ies, and community engagement. The Taskforce envisions a city where life expectancies are not years lower than those of surrounding cities, where there is equitable access to r esources, and where we, together, can achieve justice.

Key Goals
The Racial Equity Taskforce in partnership with community members and community-based or ganizations c rafted four goals for the implementation of racial equity.

1. Foster an Inc lusive and Racially Equitable Workplace

2. Promote Community Ownership and Equity

3. Advance Racial Equity in Contracting & Procurement

4. Achieve Health Equity for BIP OC Communities
29 Governance & Leadership:

Case Study
Racial Equity Taskforce and Action Plan
The task force has implemented department specific anti-racism trainings as well as community workshops focused on drafting the city’s Racial Equity Action Plan (REAP).

The task force has also presented on the Race Equity and Reparations Plan to the City Council and led the city’s Government Alliance for Racial Equity (GARE). Rich - mond’s GARE included city staff that have helped create a learning and practice net - work across all departments that is dedicated to advancing racial equity so that we all thrive where we live, learn, work and play.

Racial Equity Taskforce and Action Plan
Richmond’s City Council acknowledges the harmful legacy of racism in the United States and its role in perpetuating current disparities. These inequities have become institutionalized through longstanding policies and practices, requiring a proactive and intentional approach to dismantle them. When discrimination against certain races ex - ists at the individual and cultural level, this inequality is reproduced in larger institutions through procedures and practices that become part of normal life. “Each division plays an integral role in supporting the table. If one leg is weak, the table isn’t solid. If one leg is broken, then the table
falls,” said Trina Jackson-Lincoln, the Taskforce
Leader.

These “normal” practices are unequal at a
structural level and create opportunity gaps in
interconnected institutions such as health care,
housing, education and employment. These
gaps reduce the availability of resources such
as healthy food, green spaces, and access to
healthcare for marginalized groups.

On an individual level, the experience of racism
as a daily stressor has been linked to chronic
stress, cardiovascular disease, longer waiting
times in hospitals, and greater maternal mortali -
ty. Therefore, the Race Equity Taskforce is work-
ing toward larger improved health outcomes.

30 Governance & Leadership:

Case Study
Establishing the Race Equity Framework
In 2015, the City Council approv ed membership in the Gov ernment Alliance on Rac e and Equity (GARE). GARE is a joint project of the new Race Forward and the Othering and Belonging Institute former ly known as the Haas Institute for a Fair & Inclusive Soc iety at UC Berkeley. The national GA RE network provided the city with trainings and tools focused on normalizing conver sations about race, operationalizing new policies, practices and organizational cultur es, and organizing to achieve racial equity. The initial Richmond Race and Equity Team began with about 10 employees , creating an interdepartm ental and multiracial team of city s taff and community partners. The team created a lear ning and practice network across all departments dedicated to advancing racial equity where we live, learn, work and play. B uilding on the work of the GARE team, the city expanded its anti-racism work and renamed its efforts the Racial Equity Taskforce. The new task force created and is implementing Richmond’s Racial Equity Action Plan (REAP). The Taskforce is currently revising the Action Plan to s trengthen community input and in-clude more specific actions. A ccording to Jazzman Brown, a Task Force leader, “the Race Equity Taskforce has express ed their devotion to identifying problems, highlighting solu- tions, and working both with the community and city to establish equitable envir onments.

Over time, the task force will continue to revise and improve its structure and strategies with community input.”
After the adoption of the City of Richmond Racial Equity Resolution 93-18, the team started codeveloping the draft Richmond Racial Equity A ction Plan (REAP) during the inaugural learning cohort in 2016. Since then, it has been revised several tim es through the years from employees and community members. Healthy Contra Costa became par t of the team in 2017 and began hosting forums in 2017/18. In October 2020, Healthy Contra Costa (formally Healthy Richmond) and the City of Richmond Race and Equity team cohosted the Spectrum of Community Engagement Work shop with over 60 members of various community-based organizations, city gov ernment entities, school distr ict leadership, and parent/r esident leaders for a half- day online workshop focused on centering resident voice and com munity leadership in the REAP. Through the community workshops and feedback, the plan was revised to ens ure language was clear and accessible, and to strengthen community ties.

The task force is now organized into four sub-groups based on its core goals, w orking to “chop down the goals into piec es and break them dow n,” recognizing that dismantling systemic inequities requires steady, ongoing effort. Through collaboration, work shops, and public engagement, the Rac ial Equity Taskforce continues to identify problems, highlight solutions, and build equitable environments for all Richmond residents.

31 Economic
Development &
Education
32 Economic Development &
Education
Overview
Economic attainment and educ ational opportunities have significant impacts on both individual and community well being. Communities with ac cess to economic oppor tu- nities, early educational progr ams, and community support have increased s table employment, healthy choices and improved physical and mental health outcomes, including longer life expectanc y.

According to the American Com munity Survey in 2023, 8.3% of Richmond youth aged 16 to 19 were not in work or school when compared to, 13.7% in 2013. This rep- resents a 5.4% point decline in 10 years. In the Iron Triangle, the percentage of youth not in school decreased 4%, reflecting rising educational attainment throughout Ric h- mond.

In 2013, 11.8% of residents aged 16 and older were unemployed and actively seek ing work, compared to just 7% in 2023. This overall decline in unemployment and Rich- mond residents not in school or work shows the meaningful progress in youth en- gagement, education, and ac cess to opportunity over the past decade. In 2019, Rich- mond’s minimum wage was $15/hour and will increase to $19.18 per hour in 2026.

The City continues to reduc e economic barriers for individuals and businesses by expanding employment programs, job training, and educational pathways.

Multiple local efforts ar e making a difference by supporting youth through college readiness programs, scholar ships, and or vocational training; assisting entrepreneurs and busi-nesses with opportunities to s tart or expand; and, investing in adults by equipping them with the nec essary skills to join the wor kforce, advance their car eers, and im-prove their quality of life.
33 Economic Development &
Education
Progress & Accomplishments
• Richmond’s credit rating: In 2024, the City received an A3 rating from Moody’s & AA- from Standard & Poor’s . These strong ratings allow the city to borrow r espon- sibly & reflect the City’s im provements with well m anaged finances and overall fiscal health.
• Richmond Promise. Since 2016, Richmond Promise has awarded scholarships to more than 4,600 Richmond youth. On average, 91% of r ecipients identify as people of color, 61% are fir st-generation college s tudents, and 70% of students come from low-income households. In 2025, Richmond Promise awarded scholarships to 451 firs t-time awardees, 91% of whom successfully claimed their scholarship and matriculated to higher education in their fall semester. Additional- ly, in the 2024 - 2025 academic year, Richmond
Promise hosted or participated in 63 financial
aid workshops, 14 of which wer e tailored to
families, and hosted 16 s cholarship information
sessions across 14 school sites .
• Literacy for Every Adult Program (LEAP).

LEAP is a free program s ponsored by the
Richmond Public Library in which tutors and
learners work one-on-one or in small groups.

LEAP’s purpose is to help adults develop the
skills and confidence they need to achieve their
individual goals that can var y between tradition-
al skills building ass ignments, creative projects,
learner generated interests, and blended learn-
ing. Blended learning provides learners, tutors,
and teachers the ability
to incorporate digital
literacy, where adult learner s can become more
confident and comfortable us ing the computer.

LEAP has received $187K in gr ant funding and
in 2023 there were 287 ac tive adult learners in the pr ogram with 6 GED certifi- cates awarded and 100 family participants.
• City of Richmond Revolving Loan Fund. The he City of Richmond Revolving Loan Fund (RLF). RLF was created with the goal of fostering local economic growth through creation and r etention of employment opportunities for Ric hmond residents and complementing c ommunity and indiv idual development initiatives .

The fund provided for c apital improvements, acquiring machinery or equipm ent, or for facade improvements and ranged from $5,000 to a maximum of $100,000.

34 Economic Development &
Education
In 2019, City Council appr oved Resolution 107-19 to tr ansfer the Richmond Revolving Loan Fund to Community Housing Development Cor poration (CHDC) . CHDC established Community First Lending who now administers the RLF program.

• Food Production Clusters. A formerly vacant industrial area of Richmond has become a new home for several new businesses employing tens of residents, including Artisan Kitchen, Blue Apron, Galaxy Deserts, Urban Remedy, Whole- Foods & Chef’s Warehouse. The woman-owned and operated Liquified Juicery in
Richmond’s Marina Bay neighborhood opened their door s during the Pandemic in 2020.
• Richmond Certified Farmers Market Association (RCFMA). In partnership with the City of Richmond, RCFMA supports local agriculture, small business develop- ment, and community health through the operation of certified farmers’ mark ets.

RCFMA manages weekly markets at Civic Center Plaza and Mar ina Bay, providing access to fresh, culturally relevant produce while foster ing community engage- ment. This collaboration aligns with Richmond’s br oader Green Blue New Deal goals by promoting sustainable loal food system s, economic inclusion, and neighbor-hood revitalization.
• ARPA Small Business Support COVID-19 Relief Grant Program. Adminis-t ered in partnership with the Renaissance Entrepreneurship Center, the program will have awarded $350,000 in funding to 48 small business es impacted by the COVID-19 pandemic upon completion. In addition to financial relief, the program provided general business support to help local entrepr eneurs recover, stabilize their operations, and build long-term resilience. This initiative reflects the City’s commitment to strengthening Ric hmond’s small busines s community and promot- ing a more inclusive and sus tainable local economy.
35 Economic Development &
Education
• Business License. Richm ond now collects more r evenue from local businesses and, through Measure U, provided tax relief to sm all businesses. The updated model calculates busines s taxes based on gross rec eipts. This new system generates additional revenue to protect vital City serv ices that support Richm ond residents. In 2025, the City implemented the new iMS Land Management software to make it easier for users to process and pay per mits and taxes. • Sidewalk Vending and The Lot: Downtown Richmond Food Court. On July 2, 2024, the Richmond City Council adopted an ordinance adding Chapter 7.42 to the Richmond Municipal Code, establishing sidewalk vending regulations in alignment with state law. As part of this action, the Counc il also directed staff to dev elop and implement the Mobile Vendor Plaza Program—now known as The Lot: Downtown Richmond Food Court—to prov ide sidewalk vendors and other entrepreneurs with a safe, regulated, and licensed environment to operate. This initiative has enabled vendors to legally sell food and goods, with many now exploring the transition to permanent brick-and-mor tar establishments.
• YouthBUILD and RichmondBUILD. Both programs are training local youth and adults to develop skills in c onstruction and renewable energy. Since its estab- lishment on April 23, 2007, the Pre-Apprenticeship Construction Skills and Gr een Jobs Training Academy has prepared hundreds of Ric hmond residents for careers in the trades. In 2018, the pr ogram graduated 66 participants—all from low-income households—with 95% identifying as minorities and more than 30% having prior involvement with the justice system.
• RichmondWORKS and YouthWORKS. These programs collec tively support more than 7,000 individuals eac h year through employ ment, training, and workfor ce de- velopment services. YouthWORKS serves over 400 y oung people ages 16–24 an- nually, partnering with more than 90 worksites to provide paid work experience. In 2024, YouthWORKS placed 779 youth in paid positions, while RichmondWORKS assisted 191 residents with job search services , supported them in securing em- ployment, and enrolled 55 individuals in occupational skills training. • Neighborhood Public Art Mini Grant. The Richmond Arts and Culture Commis- sion administers the Neighborhood Public Art Mini grant, which provides funds from $7,000-$15,000 to support gr assroots arts projects throughout Richmond. 36 Economic Development &
Education: Case Study
Richmond Fund for Children and Youth
Service gap reduction
High-quality, equitable
service delivery
Strengthened
collaboration between
service providers
Increased availability
of services
• Increased safety
supports for
children and youth
Results In Community
Impact
Fund
Impact
Richmond's children,
youth, and young
adults are physically,
emotionally, mentally,
and socially healthy;
educated and
successful in school;
and live in stable, safe,
and supported families
and communities.

Theory of Change
From Kids First to the Department of Children &
Youth
The Richmond Kids First Initiative approved a City of Richmond charter amend-m ent (Article 15) in 2018 to create the Richmond Departm ent of Children and Youth (RDCY) and require that a portion of the General Fund be set aside to fund y outh programs and services. Starting in fiscal year (FY) 2021–22, RDCY provided grant funding through the Richmond Fund for Children and Y outh (RFCY) to various orga- nizations serving Richmond and North Richmond youth under the age of 24. By fund-ing Richmond-serving organizations, the RFCY is designed to reduce service gaps, deliver more high-quality and equitable services, and promote stronger collaboration between service prov iders across the c ity. Over time, these short- term outcomes will lead to increased availability of services and safety supports for Richmond children and youth.

Through these positive shor t- and intermediate- term outcomes, the RFCY will ensure that Richmond children, y outh, and young adults are healthy; educated and suc cess- ful in school; and live in stable, safe, and suppor tive communities. The Fund reflects the City’s commitment to the Health in All Policies ( HiAP) framework. Through thes e investments, Richmond is lay ing the groundwork for healthier futures and a stronger community shaped by and for its youth. RFCY funded 56 programs in FY 21-24 and have funded 36 programs for FY 25-27, spanning ser vices in mental and be-h avioral health, education and employ ment, out-of-school time, violence prevention, ac cess to basic needs, and case managem ent.

Theory of Change
37 Economic Development &
Education: Case Study
Key Goals

1. To ensure that Richmond’s children, youth, and young adults are physically, emotionally, mentally, and socially healthy; educated and successful in school; and live in stable, safe, and supported families and communities.

2. To increase safety for children, youth, and young adults, their parents/ guardians, families, and the communities in which they live by preventing problems and enhancing the strengths of children, youth, young adults, and their families.

3. To ensure young people are provided with gender responsive, trauma-in - formed, population-specific, and culturally competent services.

4. To strengthen collaboration between public agencies and community-based organizations around shared outcomes among all service providers for chil - dren, youth, young adults, and their parents/guardians.

5. To ensure an equitable distribution of resources to all of Richmond’s young people in recognition of the importance of investment in their futures from birth through young adult.

6. Fill gaps in services and to leverage other resources whenever feasible. 38 Economic Development &
Education: Case Study
According to the Childhood Opportunity Index (above), in 2018, 37% of Richmond Youth lived below 200% of the Federal Poverty Line. The COI measures and maps 44 neighborhood conditions children need to grow and thrive, like access to healthy food, good schools, safe housing, play - grounds and green space among others. A low score (light shading) indi - cates greatest need.

Childhood Opportunity Index
39 Economic Development &
Education: Case Study
Equity & Access for Youth
Throughout FY 2021–24, each funded program served between 21 and 2,700 children and youth per quarter across 120 sites throughout Richmond, with high representation from areas of greatest need. Youth Programs offered through the Department’s Fund are a range of activities. Grantees served a racially and ethnically diverse population of children and youth. Many programs were intentional in providing services for Span - ish-speaking children, youth, and families. Several programs offered services in more than two languages. In addition, many programs embedded trauma-informed and culturally responsive practices.

Through active participation, youth will be able to develop different skills and have ac - cess to educational opportunities within a space that welcomes them. Through devel - oping their interests, youth would gain access to more resources, be part of a commu - nity, and feel the mental and physical health benefits of being part of their program.

The program plans to be fully operational by late 2025. A public data dashboard will be created to track outcomes and service metrics, showing the impact of the work in the community. As it grows, the program aims to expand its reach, strengthen partner - ships, and create sustainable systems that keep people supported beyond the crisis moment. These efforts open opportunities for deeper community involvement and support.

Priority Area of Funded Programs (FYS 21 - 24)
$3,007,657
33%
$2,128,957
23%
$2,026,335
22%
$805,300
9%
$620,000
7%
$536,008
6%
Out-of-School Time,
After School, Sports
& Enrichment
Education Support
& Employment/
Training Support
Youth Violence
Prevention
Information,
Guidance, & Case
Management
Access to
Basic Needs
Behavioral Health:

Mental Health
& Wellness
Priority Area of Funded Programs
FYS 21–24
40 Economic Development &
Education: Case Study
Community Needs Example Activities from Funded
Programs
Lack of mental health resources; bully -
ing; high rates of anxiety + depression
Individual and group counseling/therapy
sessions; violence and trauma recovery
programs; intervention + wellness pro -
grams; trauma informed training for staff,
teachers, and first-responders
Concerns over healthcare access; lack
of adequate number of physicians
Community Health Center & Clinic Ser -
vices
Need for Access to healthy food & nu -
trition
Gardening, sustainability, and food jus -
tice programs; Shelter & Food Services
Addressing Basic Needs; Environmental
Health Awareness & Services; Healthy
eating & nutrition programs
High demand for drug awareness, pre -
vention, and treatment programs Drug education & prevention programs High need for safe parks, open spaces,
and fitness programs
Sports Programs and Recreation Leagues;
Summer Camps; Healthy Lifestyle Pro -
grams (e.g. yoga, walking clubs, aero -
bics); Outdoor & Youth Adventure Pro -
grams
41 Full Service &
Safe Communities
42 Full Service & Safe Communities
Overview
A safe community with a range of affordable and accessible services plays a vital role in both individual and
community health. Having access to services such as reliable transportation, public art, community events, walking and biking paths, recreational spaces, and healthy foods, can all promote physical activity, people knowing their neighbors
, nutritious eating, and overall healthy lifestyles.

A
full service and safe community promotes social connection, which is a building block for
health. As noted above, Richmond was one of the first cities in the nation to start an O
ffice of Neighborhood Safety (ONS). The ONS has helped reduce gun violence in the city to all-time lows. Reforms within the Police Department, such as community patrols, have also helped improve public safety. Community-based organizations have also played a significant role in helping to create and maintain ‘the peace’ in Richmond
though partnerships & programs.

The ONS is critical to Richmond’s health equity work since they are willing to directly engage individuals who are most likely to either commit or suffer from gun violence.

Reducing gun violence has saved the lives of countless young people, reduced trauma and stress for numerous families, and contributed to an increased sense of safety for
residents of all neighborhoods, incomes and racial/ethnic groups in Richmond.

Richmond is a Sanctuary Cit y. As part of its commitment to a safe community, Rich- mond passed Resolution No. 106-16, in 2016,
“reaffirming its com
-
mitment to support for
our sanctuary policies;
c
ondemning violence,
hate crimes and hate
s
peech against all those
targeted for their ethnic-
ity, race, religion, dis -
abilit
y, gender, sex and/
or sexual orientation;
and reemphasizing our
commitment to combat
climate change.

The Center offers a full range
of healing and safety services,
including counseling, legal
assistance, housing support,
emergency shelter, and em -
ployment resources. In 2023,
the Center served 1,374 cli -
ents; 837 individuals met with
a Navigator, 204 were survi -
vors of sexual assault or human trafficking, and 1,116 were victims of domestic violence. In 2024, the Center provided support to 1,105 families, including 1,125 children.
• The National Institute of Arts and Disabilities (NIAD). The non-profit organiza - tion is a revolutionary arts space that has provided artists with disabilities a place to display their talents for over 40 years. Helping more than 60 artists each week, NIAD’s goal is to redefine contemporary art with an emphasis on people who don’t often have a chance or place to speak their truth. These “outsider” artists, as they are called, are able to sell their work which is highly collected throughout the Unit - ed States.
• Local Hazard Mitigation Plan. The City of Richmond Local Hazard Mitigation Plan (LHMP) is a strategic planning document that aims to enhance community resilience through better understanding of the various natural, technological, and man-made risks and hazards that could threaten the safety and security of resi - dents. The LHMP also identifies associated projects and activities that would help minimize the impact of these hazards in the community, should they occur. The City of Richmond LHMP serves as an annex to the wider Contra Costa County Multi-Jurisdictional Hazard Mitigation Plan. Its most recent update was completed in 2024, which included contributions from over 40 agencies, including Richmond.

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30 3135
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27 MacDonald Ave.

Barrett Ave.

BART
Richmond Greenway Harbour Way
City Amenities
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Arts, Education, Culture
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45 Full Service & Safe Communities
46 Full Service & Safe Communities:

Case Study
ROCK: Reach Out with Compassion and Kindness
ROCK, formerly the Community Crisis Response Program (CCRP), handles low-acuity , non-criminal
911 calls that don’t require police or fire response. ROCK is housing in the Office of
Neighborhood Safety (ONS). From a confused elderly person lost in a parking lot to
a man in the midst of a mental health crisis atop a PG&E substation, ROCK provides immediate assistance and follows through with long-term care.

Recognizing it is one link in a larger chain of support, ROCK meets regularly with community partners to shape a continuum of care. “It’s an exciting space—nobody has the full recipe, but every
one brings valuable input,” says program manager Mic hael Romero.

Improving Public Safety
The benefits of ROCK also extend to Richmond Police and Fire Departments. Per Richmond’s call database, about 35 percent of calls are considered low-priority , rang-ing from noise complaints, neighbor disputes, to wellness checks. These sorts of calls take up resources and induce strain and delays onto public service.

1. Respond to non-criminal, low-acuity calls

2. Engage vulnerable populations facing systemic health inequities

3. Collaborate as a link in the chain of care

4. Reduce strain and risk in emergency services

5. Support holistic community well-being
Key Goals
47 Full Service & Safe Communities:

Case Study
Supportive Services
ROCK is enabling easier access to specialized services for those in greatest need.

For example, school truancy is typically handled by police, and their approach may not be tailored to each individual. ROCK takes the opposite approach. According to Mr. Romero the program’s manager, “If we have a [truant] kid…if we can develop a plan…[to] pick him up at eight o’clock and take him to school…but then you’re also going to tie him into an after school program where they have basketball, where he can do some music or recording or whatever.”
Future Outlook
The program plans to be fully operational by late 2025. A public data dashboard will be created to track outcomes and service metrics, showing the impact of the work in the community. As it grows, the program aims to expand its reach, strengthen partner - ships, and create sustainable systems that keep people supported beyond the crisis moment.

According to Romero: “We need more analysts, folks, to manage everything that we’re going through right now. And
so, a lot of what we’re doing right
now is trainings, building out the
data, and equipment acquisition…
we’re trying to organize as much as
we can.

How ROCK Promotes Health Equity
Relieve Strain on Emergency Services
About 35% of Richmond’s emergency calls are considered low priority, ranging from noise complaints to wellness checks. These calls not only take up resources, but can be worsened by emergency services that are not equipped to handle them.

Capacity to Support Community Needs
ROCK responds with two crisis intervention specialists in dedicated vans instead of police, medics, or firefighters. The specialists are trained in de-escalation, trauma-informed response, and more.

Case Study
How ROCK Promotes Health Equity
Relieve Strain on Emergency Services
About 35% of Richmond’s emergency calls are considered low priority, ranging from noise complaints to wellness checks. These calls not only take up resources, but can be worsened by emergency services that are not equipped to handle them.

Bridge People to Health Services
ROCK can directly connect and transport people in crisis to services such as the Contra Costa County Crisis Stabilization Unit and Richmond Health and Wellness
Improving Food and Social Support
ROCK connects people to programs such as VeggieRx, food banks, and Meals on Wheels. Teams also distribute items including granola bars, snacks, waters, socks, hand warmers, towels, chapstick, and in some cas - es coffee and soup.
49 Residential &
Built Environment
Above: 2013 & 2023 Richmond Community Survey responses, by res - idents’ income group, to the question: “how would you rate the avail - ability of quality & affordable housing in Richmond?”
50 Residential & Built Environment
Overview
The quality and affordability of our housing, along with the conditions of our neighbor- hoods, are key contributors to community health. Safe, affordable and stable housing, quality green spaces, community centers and complete streets can make an entire community more healthy. These community conditions can also reduce the chron ic
stress that might occur from substandard and expensive housing, few safe green spaces, lack of
community centers and unsafe streets. Investments in the built environment can also bring people together, supporting social connections which we already mentioned is a building block
for healthy people and places.

According to Zillow, home values in 2025 in Richmond averaged $611,104; more than Vallejo ($534,857) and San Pablo ($570,354). Housing affordability was rated lower by every income group in Richmond in the 2023 RCS, with fewer than 10% of respon-dents
in the $50K-$99,999 income range reporting that there was good or excellent affordable quality housing in Richmond.

Richmond’s Fair Rent and Just Cause for E
viction Law established a Rent Control
Program in 2017. By 2019 there were 19,418 units within the rent control program. Yet, housing affordability remains one of the greatest concerns for residents.

According to the 2023 Richmond Community Survey:
• 16% thought the availability of affordable housing was good or excellent in 2023 • 27% thought Richmond’s hous
ing options were good or excellent in 2023.
51 Residential & Built Environment
Progress & Accomplishments
• The San Pablo Avenue Complete Streets Project. A multi-modal access, safe- ty and connection along San Pablo Avenue. The project includes safety projects, such as the installation of new traffic signals, sidewalks, bicycle facilities, cross - walks, and lighting improvements.
• Richmond Housing Authority is
working with federal partners, the City
of Richmond, and experienced afford -
able-housing developers to preserve
and improve long-term affordable hous -
ing for seniors, families, and persons
with disabilities.
• Strengthening RHA Operations.

RHA continues to implement the Public
Housing Agency Recovery and Sus -
tainability (PHARS) Agreement with the
U.S. Department of Housing and Urban
Development. This agreement guides
improvements in financial stability,
property management, and long-term
planning to better support residents
and protect affordable housing in Rich -
mond.
• Hacienda Heights Senior Community. Once condemned and fully vacated in 2014 due to unsafe conditions, Hacienda Heights has been transformed. Re - opened in 2023, the modern 150-unit senior community includes 25 apartments dedicated to formerly homeless seniors. Now managed by Mercy Housing and the Community Housing Development Corporation, Hacienda Heights demonstrates how strong partnerships can revitalize aging housing while keeping it affordable. • Friendship Manor & Triangle Court. Friendship Manor and Triangle Court suc - cessfully converted to HUD’s Rental Assistance Demonstration (RAD) program.

This shift provides more reliable federal funding and supports ongoing property improvements. At Triangle Court, the installation of 98 rooftop solar systems is projected to save residents and the community nearly $1.9 million in energy costs over 25 years while significantly reducing greenhouse-gas emissions. 52 Residential & Built Environment
• Nevin Plaza Redevelopment Phase I – Modernizing Senior Housing . Nevin Plaza Phase I focuses on rehabilitating the 140-unit senior apartment building.

Constrution is nearly complete, with final approvals in progress. The project im - proves accessibility, safety, and overall living conditions while ensuring all residents maintain the right to return. Phase II – New Senior Housing Phase II will add 76 new affordable homes for seniors and persons with disabilities on the adjacent vacant parcel. The Land Lease and Disposition (LDDA)agreement has been executed, and the project is moving through predevelopment planning.
• Nystrom Village Revitalization. RHA has partnered with Eden Housing and the Community Housing Development Corporation to redevelop Nystrom Village. The plan includes replacing the existing 100 public housing units with modern, high-qual - ity affordable homes. A residents’ right to return is guaranteed, and long-term afford - ability will be preserved. The project is currently in early planning and negotiation stages.
• Accessory Dwelling Units (ADUs). The City adopted an ADU law, which allows property owners to increase the density on their sites and build more housing.Since 2019 Richmond has permitted the construction of 372 ADUs since 2021. • HomeKey Program . 49-unit motel acquisition
and supporting services for extremely low income
and unhoused population. The City received two
Homekey grants for $14.5 million.
• Housing First Program . $1.150 Million City
funded Housing First Program to provide rental as -
sistance to unhoused individuals and provide emer -
gency short term motel rooms.
• Metro Walk Phase 2 – 150 Affordable Housing
Units and BART Station upgrades. $43M Secured for
improvement.
• Richmond Housing Renovation Program.

RCF Connects (formerly Richmond Community Foundation) has developed a So - cial Impact Bond to help purchase, renovate, and sell abandoned blighted homes to first-time, low-medium income home-buyers. Since 2015, the program has acquired, renovated, and sold 29 & has 5 homes under construction. • Richmond Rent Program. As of 2024, there were 1,046 single family units that enrolled to the rent program. There was a total of 2,675 enrolled landlords: 18,134 53 Residential & Built Environment
total units; 43% rent controlled; 25% government subsidized rental units. • Your Neighborhood as a Place to Live. Richmond residents continue to rate their neighborhoods as good or excellent places to live. In 2013, 53% of residents reported their neighborhood as good or excellent place to live, but 65% reported this in 2023.

Also in 2013, 88% of residents had a positive view of their neighborhood as a place to live.
• Yellow Brick Road® - Pogo Park. The City, in
partnership with Pogo Park, secured $13 million
from state and federal grants to design and build
the Yellow Brick Road®, a safe bike and walking
route through Richmond’s Iron Triangle neigh -
borhood that connects key community assets
such as schools, parks, churches, public hous -
ing, transportation, businesses, and services.

Today the Yellow Brick Road® features yellow
bricks that designate the Yellow Brick Road
route; 24 new intersections configured to make
them safer for pedestrians and bicyclists; 93
new street trees; 2,000 new plants; 144 pedes -
trian-scale street lights; benches; trash recepta -
cles; and public art.

Case Study
Community Resilience Center
In 2026, the City & the organization Pogo Park will open the doors of its first ever Community Resilience Center, located at Pogo’s Harbour-8 Park along the Richmond Greenway. Harbour Hall CRC will serve as a secure location for members of the com - munity to gather during any sort of climate emergency. Resources such as food, wa - ter, and transportation to overnight shelters will be provided and information regarding the emergency and proper next steps will be distributed in multiple languages.

The project was funded by the State of California, Strategic Growth Council. Rich - mond received $10M and was one of the first communities in the state to win this prestigious award.

1. Provide a safe, community-centered space where residents can gather, connect, and access vital resources year-round.

2. Strengthen emergency preparedness by training residents as Block Captains and offering biweekly CERT emergency response courses.

3. Support workforce development through hands-on solar installation and certification programs in partnership with GRID Alternatives.

4. Promote environmental resilience by planting trees, installing filtered water stations, and reducing the urban heat island effect.

5. Foster social connection and wellness through arts, recreation, senior programs, and low income children can access free meals.

Above: Vision of Pogo Park’s Harbour-Hall CRC
Key Goals
Projected Impact of The CRC
Civic Leadership
A Civic Engagement Board (CEB) of nine community members will guide the CRC’s ongoing projects, ensuring that local voices remain central to its programs and future development .

Workforce Development and Green Jobs
Through a partnership with GRID Alternatives, Pogo Park will provide hands-on solar installation and workforce training for residents seeking new career opportunities. .

Emergency Preparedness and Training
To bolster the Iron Triangle’s readiness for disasters, Pogo Park will recruit and train “Block Captains” who distribute safety bags, educate residents on emergency preparedness, and build trust through quarterly neighborhood block parties. Pogo Park will also collaborate with the City of Richmond Community Emergency Response Team (CERT) to host biweekly emergen - cy preparedness trainings open to all community members.

Case Study
Above: Pogo Park’s Harbour-Hall CRC, nearing completion in 2025 Projected Impact of The CRC
Civic Leadership
A Civic Engagement Board (CEB) of nine community members will guide the CRC’s ongoing projects, ensuring that local voices remain central to its programs and future development .

Community Engagement and Wellness
Harbour Hall CRC will serve as a daily gathering place for art classes, chess lessons, free community lunches, special events and senior circles. 57 Environmental
Health & Justice
58 Environmental Health & Justice
Overview
In Richmond, “environmental health” refers to how the physical and built environment — including industr ial pollution, air quality, waste, infrastructur e, and land use — affects community health and well-being, espec ially in vulnerable neighborhoods. This includes addressing environm ental burdens in an equitable way, integrating health into city planning, and reducing exposure to harmful pollutants. This concept is embedded in Richmond’s Health in All Policies approach, which integrates environmental conditions into policymaking to address social determinants of health and pr omote health equity.

As climate change continues to reshape ecosystems and disrupt established weather patterns, strengthening community resilience has become increasingly v ital.

Communities are increasingly facing extreme heat ev ents, frequent wildfires, prolonged droughts, severe stor ms, and flooding—all of which contribute to increased power outages, poor air quality, damage to infrastructure, and heightened risks of heat-related illness es. These impacts als o carry significant economic consequences for low-income communities, including higher utility costs, increased home maintenance expenses, ris ing medical bills, and lost wages for residents and businesses alike.

The overall quality of the City’s
natural environment declined
in 2021 but rebounded to its
2019 level by 2023, with 38%
of respondents rating it as
‘excellent’ or ‘good.’ Air quality
ratings have remained rela -
tively stable since 2015, con -
sistently around 29%, reach -
ing a modest peak of 30% in
2023. However, perceptions
of cleanliness have declined
over time, dropping from 15%
rating it as ‘excellent’ or ‘good’
in 2015 to just 12% in 2023.

The City of Richmond adopted its Climate Action Plan in 2016 to help reduce its greenhouse gas emissions and prepare for the impacts of climate change. One of the City’s goals was to install 1,010 new residential solar panel systems by 2030.

As of 2025, this goal has been surpassed, as 2,736 solar panel systems have been installed since 2017. Installing solar panels in more homes provides job opportunities and lowers energy costs for families, while avoiding the environmental and health harms that accompany non-renewable electricity generation. 30% rate the quality of air as good or ex cellent
38% rate the quality of natural environm ent as
good or excellent
42% rate the quality of parks & recreation op -
portunities as good or excellent
According to the Ric hmond Community S urvey in 2023:
59 Environmental Health & Justice
Progress & Accomplishments
• Equitable Electrification Analysis for Existing Buildings in Richmond. In 2022, in partnership with RCF Connects, the City applied for and was awarded a technic al assistance grant through the Department of Energy’s Community Local Energy Action Program (C-LEAP). C-LEAP is a pilot technical assis tance program intended to facilitate sustained comm unity-wide economic and environm ental ben-efits to low- income and energy-burdened c ommunities experienc ing environmental justice or related impacts.
• Code Enforcement- Cleaning Up the City. Resolved over 4,000 cases in resi- dential homes from 2013-2022 within 60 days of reporting. In 2023, 852 of 1,39 case were closed; 2,162 inspections completed and 836 v iolation notices issued, inv oicing over $555K in fees and violations.
• Abatement Division -Cleaning Up the City. In 2023 the City’s Abatement Division c
leaned up 2,797.7 tons of illegally dumped debris. That same year, the City in parntership with the Richmond Neighborhood Coordinating Council, Republic Services and Sims Metal, the City hosted 32 Neighborhood cleanups collecting approximately 779.41 tons of debris.

61 Environmental Health & Justice
• Air District Regulation 12, Rule 12 Flares at Refineries. The Bay Area Air Dis- trict (BAAQMD) under Regulation 12, Rule 12 requires petroleum refineries to monitor flares and file monthly reports. The flare systems gather the vented gases, such as hydrocarbon gases, and combust them to keep them from being released directly into the air
. The regulation aims to cut emissions from flares by reducing their number and size.
• California Assembly Bill (AB) 617.

The California law (Garcia, C., Chapter 136,
Statutes of 2017) created a Community Air Protection Program to more effectively reduce air pollution in communities most impacted. The Richmond-San Pablo area was selected as one of the focus communities. Key com ponents of the law include community-level air monitoring, emission reduction plans, and a focus on environ- mental justice to improve air quality and public health through improved collabora- tion between the California Air Resources Board (CARB), local air districts, and the c
ommunities themselves
•
Citizen Scientists & Air Pollution. The Air Rangers Program launched in 2019 by Groundwork Richmond, is aimed at supporting
AB 617. The program installs
remote air quality monitors in Richmond’s parks and public facilities, collects vital air quality data
and shares real-time air quality information with residents. The pro- gram has two maps available to the public for tracking real-time air pollution within and around Richmond:

I. Purple Air, US EPA PM2.5 by PurpleAir
II. Shair, Ramboll Shair
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27 MacDonald Ave.

Barrett Ave.

BART
Richmond Greenway Harbour Way
City Amenities
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Arts, Education, Culture
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/gid00021/gid00018/gid00015/gid00001/gid00051/gid00072/gid00066/gid00071/gid00076/gid00078/gid00077/gid00067/gid00001/gid00036/gid00072/gid00083/gid00088/gid00001/gid00036/gid00068/gid00077/gid00083/gid00068/gid00081/gid00001/gid00034/gid00079/gid00064/gid00081/gid00083/gid00076/gid00068/gid00077/gid00083/gid00082 Health
/gid00021/gid00019/gid00015/gid00001/gid00045/gid00072/gid00069/gid00068/gid00075/gid00078/gid00077/gid00070/gid00001/gid00036/gid00075/gid00072/gid00077/gid00072/gid00066 /gid00021/gid00020/gid00015/gid00001/gid00044/gid00064/gid00072/gid00082/gid00068/gid00081/gid00001/gid00049/gid00068/gid00081/gid00076/gid00064/gid00077/gid00068/gid00077/gid00083/gid00068/gid00001/gid00051/gid00072/gid00066/gid00071/gid00076/gid00078/gid00077/gid00067/gid00001/gid00046/gid00068/gid00067/gid00072/gid00066/gid00064/gid00075/gid00001/gid00036/gid00068/gid00077/gid00083/gid00068/gid00081 /gid00021/gid00021/gid00015/gid00001/gid00035/gid00081/gid00072/gid00070/gid00071/gid00083/gid00068/gid00081/gid00001/gid00035/gid00068/gid00070/gid00072/gid00077/gid00077/gid00072/gid00077/gid00070/gid00082 Schools
/gid00021/gid00022/gid00015/gid00001/gid00038/gid00067/gid00086/gid00064/gid00081/gid00067/gid00001/gid00046/gid00015/gid00001/gid00037/gid00078/gid00086/gid00077/gid00068/gid00081/gid00001/gid00038/gid00075/gid00068/gid00076/gid00068/gid00077/gid00083/gid00064/gid00081/gid00088/gid00001/gid00052/gid00066/gid00071/gid00078/gid00078/gid00075 /gid00021/gid00023/gid00015/gid00001/gid00051/gid00072/gid00066/gid00071/gid00076/gid00078/gid00077/gid00067/gid00001/gid00041/gid00072/gid00070/gid00071/gid00001/gid00052/gid00066/gid00071/gid00078/gid00078/gid00075 /gid00021/gid00024/gid00015/gid00001/gid00043/gid00015/gid00001/gid00048/gid00015/gid00001/gid00039/gid00078/gid00081/gid00067/gid00001/gid00038/gid00075/gid00068/gid00076/gid00068/gid00077/gid00083/gid00064/gid00081/gid00088/gid00001/gid00052/gid00066/gid00071/gid00078/gid00078/gid00075 /gid00021/gid00025/gid00015/gid00001/gid00052/gid00064/gid00075/gid00068/gid00082/gid00072/gid00064/gid00077/gid00001/gid00036/gid00078/gid00075/gid00075/gid00068/gid00070/gid00068/gid00001/gid00049/gid00081/gid00068/gid00079 /gid00021/gid00026/gid00015/gid00001/gid00036/gid00068/gid00082/gid00064/gid00081/gid00001/gid00036/gid00071/gid00064/gid00085/gid00068/gid00089/gid00001/gid00038/gid00075/gid00068/gid00076/gid00068/gid00077/gid00083/gid00064/gid00081/gid00088/gid00001/gid00052/gid00066/gid00071/gid00078/gid00078/gid00075 /gid00022/gid00017/gid00015/gid00001/gid00049/gid00068/gid00081/gid00068/gid00082/gid00001/gid00038/gid00075/gid00068/gid00076/gid00068/gid00077/gid00083/gid00064/gid00081/gid00088/gid00001/gid00052/gid00066/gid00071/gid00078/gid00078/gid00075 /gid00022/gid00018/gid00015/gid00001/gid00045/gid00072/gid00077/gid00066/gid00078/gid00075/gid00077/gid00001/gid00038/gid00075/gid00068/gid00076/gid00068/gid00077/gid00083/gid00064/gid00081/gid00088/gid00001/gid00052/gid00066/gid00071/gid00078/gid00078/gid00075 /gid00022/gid00019/gid00015/gid00001/gid00051/gid00072/gid00066/gid00071/gid00076/gid00078/gid00077/gid00067/gid00001/gid00038/gid00075/gid00068/gid00076/gid00068/gid00077/gid00083/gid00064/gid00081/gid00088/gid00001/gid00052/gid00066/gid00071/gid00078/gid00078/gid00075 /gid00022/gid00020/gid00015/gid00001/gid00036/gid00078/gid00081/gid00078/gid00077/gid00064/gid00067/gid00078/gid00001/gid00038/gid00075/gid00068/gid00076/gid00068/gid00077/gid00083/gid00064/gid00081/gid00088/gid00001/gid00052/gid00066/gid00071/gid00078/gid00078/gid00075 /gid00022/gid00021/gid00015/gid00001/gid00043/gid00078/gid00071/gid00077/gid00001/gid00039/gid00015/gid00001/gid00044/gid00068/gid00077/gid00077/gid00068/gid00067/gid00088/gid00001/gid00041/gid00072/gid00070/gid00071/gid00001/gid00052/gid00066/gid00071/gid00078/gid00078/gid00075 /gid00022/gid00022/gid00015/gid00001/gid00040/gid00081/gid00064/gid00077/gid00083/gid00001/gid00038/gid00075/gid00068/gid00076/gid00068/gid00077/gid00083/gid00064/gid00081/gid00088/gid00001/gid00052/gid00066/gid00071/gid00078/gid00078/gid00075 /gid00022/gid00023/gid00015/gid00001/gid00046/gid00072/gid00066/gid00071/gid00068/gid00075/gid00075/gid00068/gid00001/gid00048/gid00065/gid00064/gid00076/gid00064/gid00001/gid00052/gid00066/gid00071/gid00078/gid00078/gid00075 /gid00022/gid00024/gid00015/gid00001/gid00045/gid00068/gid00064/gid00067/gid00068/gid00081/gid00082/gid00071/gid00072/gid00079/gid00001/gid00049/gid00084/gid00065/gid00075/gid00072/gid00066/gid00001/gid00052/gid00066/gid00071/gid00078/gid00078/gid00075/gid00082/gid00001/gid00014/gid00001/gid00051/gid00072/gid00066/gid00071/gid00076/gid00078/gid00077/gid00067 /gid00022/gid00025/gid00015/gid00001/gid00037/gid00068/gid00043/gid00068/gid00064/gid00077/gid00001/gid00046/gid00072/gid00067/gid00067/gid00075/gid00068/gid00001/gid00052/gid00066/gid00071/gid00078/gid00078/gid00075 /gid00022/gid00026/gid00015/gid00001/gid00052/gid00088/gid00075/gid00085/gid00068/gid00082/gid00083/gid00068/gid00081/gid00001/gid00040/gid00081/gid00068/gid00068/gid00077/gid00086/gid00078/gid00078/gid00067/gid00001/gid00034/gid00066/gid00064/gid00067/gid00068/gid00076/gid00088 /gid00019/gid00019/gid00015/gid00001/gid00038/gid00001/gid00046/gid00001/gid00037/gid00078/gid00086/gid00077/gid00068/gid00081/gid00001/gid00039/gid00064/gid00076/gid00072/gid00075/gid00088/gid00001 /gid00058/gid00046
/gid00036/gid00034
/gid00019/gid00020/gid00015/gid00001/gid00051/gid00068/gid00068/gid00077/gid00083/gid00081/gid00088/gid00001/gid00052/gid00084/gid00066/gid00066/gid00068/gid00082/gid00082/gid00001/gid00036/gid00068/gid00077/gid00083/gid00068/gid00081 /gid00019/gid00021/gid00015/gid00001/gid00035/gid00064/gid00088/gid00001/gid00034/gid00081/gid00068/gid00064/gid00001/gid00051/gid00068/gid00082/gid00066/gid00084/gid00068/gid00001 /gid00046/gid00072/gid00082/gid00082/gid00072/gid00078/gid00077 /gid00019/gid00022/gid00015/gid00001/gid00036/gid00064/gid00083/gid00071/gid00078/gid00075/gid00072/gid00066/gid00001/gid00036/gid00071/gid00064/gid00081/gid00072/gid00083/gid00072/gid00068/gid00082/gid00001/gid00038/gid00064/gid00082/gid00083/gid00001 /gid00035/gid00064/gid00088/gid00001/gid00051/gid00072/gid00066/gid00071/gid00076/gid00078/gid00077/gid00067/gid00001/gid00052/gid00068/gid00081/gid00085/gid00072/gid00066/gid00068/gid00001 /gid00036/gid00068/gid00077/gid00083/gid00068/gid00081
/gid00019/gid00023/gid00015/gid00001/gid00051/gid00084/gid00065/gid00072/gid00066/gid00078/gid00077/gid00001/gid00049/gid00081/gid00078/gid00070/gid00081/gid00064/gid00076/gid00082 /gid00019/gid00024/gid00015/gid00001/gid00035/gid00064/gid00088/gid00001/gid00034/gid00081/gid00068/gid00064/gid00001/gid00045/gid00068/gid00070/gid00064/gid00075/gid00001/gid00034/gid00072/gid00067 /gid00019/gid00025/gid00015/gid00001/gid00052/gid00064/gid00069/gid00068/gid00001/gid00051/gid00068/gid00083/gid00084/gid00081/gid00077/gid00001/gid00049/gid00081/gid00078/gid00073/gid00068/gid00066/gid00083 /gid00019/gid00026/gid00015/gid00001/gid00052/gid00079/gid00064/gid00081/gid00074/gid00049/gid00078/gid00072/gid00077/gid00083/gid00001/gid00036/gid00078/gid00077/gid00083/gid00081/gid00064/gid00001 /gid00036/gid00078/gid00082/gid00083/gid00064/gid00014/gid00056/gid00068/gid00082/gid00083 /gid00020/gid00017/gid00015/gid00001/gid00056/gid00068/gid00082/gid00083/gid00001/gid00036/gid00078/gid00077/gid00083/gid00081/gid00064/gid00001/gid00036/gid00078/gid00082/gid00083/gid00064/gid00001 /gid00039/gid00064/gid00076/gid00072/gid00075/gid00088/gid00001/gid00043/gid00084/gid00082/gid00083/gid00072/gid00066/gid00068/gid00001/gid00036/gid00068/gid00077/gid00083/gid00068/gid00081 /gid00020/gid00018/gid00015/gid00001/gid00058/gid00038/gid00052/gid00001/gid00047/gid00064/gid00083/gid00084/gid00081/gid00068/gid00001/gid00083/gid00078/gid00001 /gid00047/gid00068/gid00072/gid00070/gid00071/gid00065/gid00078/gid00081/gid00071/gid00078/gid00078/gid00067/gid00082 /gid00020/gid00019/gid00015/gid00001/gid00051/gid00072/gid00066/gid00071/gid00076/gid00078/gid00077/gid00067/gid00056/gid00048/gid00051/gid00044/gid00052 Central: Select Environmental Assets
62 Environmental Health & Justice
63 Environmental Health & Justice
• The Atchison Village monitor s consistently show greater detection of multiple pol- lutants and over a 2 year time period (2016-17) the community monitor detected at least four or more chemicals simultaneously more than 50% of the time. The Atchi- s
on Village community monitor most frequently detected black carbon, hydrogen sulfide, and PM2.5. However, this analysis does not mean the detected chemicals were at concentrations deemed harmful.
•
Richmond Advance Energy Communities Phase 2 Grant. Richmond and its partners were awarded the California Energy Commission, Electric Program In- vestment Charge Grant for the Richmond Advanced Energy Community (AEC) project in 2016. The project was awarded a second grant to implement Phase 2 of the project in 2018.

These resources will advance state and local goals for energy and carbon savings, while maximizing benefits to the local community, the grid, and low-income residents in greatest need. This is done through (1) Implementa- tion of a Demand Energy Response Community program that optimizes economic and resilience value at the community and grid level, while directing new revenues and societal benefits to low-income residents, and (2) Implemen tation of the Zero
Net Carbon Ready (ZNCR) Homes Program to finance the rehabilitation of aban- doned blighted homes to ZNCR status and their re-sale as afford able infill proper-
ties to low-to-middle income residents.
• Transformative Climate Communities (TCC),
Richmond Rising. In 2022 Rich-
mond was awarded
$35 million used to
fund neighborhood-lev-
el proposals that in-
c
lude multiple, coor-
dinated projects that
r
educe greenhouse
gas emissions, im-
prove public health
and projects that will
bring health and eco
-
nomic benefits to Iron
Triangle, Santa Fe,
and Coronado neigh-
borhoods.

Locations of Air District-operated
monitoring sites and selected Chevron
affiliated monitoring sites and systems.

Source: BAAQMD
64 Environmental Health & Justice
Tree Canopy in Richmond
Trees can provide a host of environmental health benefits, from shading and cooling to filtering air pollutants. Central Richmond, including the Iron Triangle has the lowest among of tree canopy or coverage in all of Richmond. Data from 2023 shows that the canopy covers only about 12% of the area. Ideally, a community is best serves when 20% of the area is has tree canopy. The Richmond Rising Evaluation team at UC Berkeley used CARB models to estimate that the Central Richmond Tree Canopy (be - low) removes 45 metric tonnes of CO2 equivalent from the atmosphere, 185 pounds of Nitrous Oxide and 31 pounds of fine particulate matter, PM2.5.

Bissell Ave
9th St
6th St
6th St
Lincoln Ave
W Ohio Ave
7th St
21st St
Nevin Ave
Roosevelt Ave
Ohio Ave
Rheem Ave
24th St
Burbeck Ave
Chanslor Ave
15th St
2nd St
4th St
Sanfo rd Ave
Sanford Ave
Richmond P
kwy
Costa Ave
1st St
8th
St
Florida Ave Florida Ave
Willard Ave
Garvin Ave
Dunn Ave
Esmond Ave
Mai ne Ave Maine Ave
Canal Blvd
Canal Blvd
S 8th St
W Cu tting Blvd
Seacliff D
r
Potrero Ave
D
ornan Dr
Meeker Ave
Virginia Ave
Brickyard Cove Rd
Tulare Ave
28th St
Ohio Ave
McBryde Ave
Esmond Ave
33rd St
Nev in Ave
26th St
Roosevelt Ave
36th
St
Rheem Ave
34th St
35th St
Florida Ave
30th
St
Center Ave
46th St
R obin Dr
Carlson Blvd
H
arbour W
ay
Castro St
22nd St
Barrett Ave
Richmo
nd Pkwy
Cutti ng Blvd
Harbour
W
ay S
MacDo nald Ave
San
Pablo
Ave
Barrett Ave
580
580
Marina Park
School
Richmond High
Historical Park
Front National
War II Home
Riveter/World
Rosie the
Richmond
Downtown
Richm ond
Poin t
Richmond
County of Marin, California State Parks, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, US Census Bureau, USDA, USFWS, Esri, NASA, NGA, USGS, FEMA 0 0.5 10.25 Miles
Carlson Blvd
Castro St
Barrett Ave
Richmo
nd Pkwy
Cutti ng Blvd
Harbour
W
ay South
Ohio Ave
M
arina W
ay South
65 Environmental Health & Justice:

Case Study
Energy Justice for all Residents
GRID Alternatives (GRID) is a non-profit organization that offers free solar panel installation to low-incom e families, as well as job training programs within the renewable energy field.

Through a partnership between the City and GRID, the Richmond no cost solar program aims to increase acc ess to renewable energy sources in disadvantaged communities and create job s tability for individuals from these communities and promote climate resilienc e and health equity through energy justice.

Key Goals

1. Expand equitable access to c lean, renewable energy for low-income and underserved communities while addressing health inequities from pollution and high energy costs.

2. Lower household energy expenses through no-cost solar ins tallations and home weatherization upgrades that improve insulation, efficiency, and indoor air quality.

3. Provide hands-on solar training that creates local car eer pathways and strengthens economic resilience.

66 Environmental Health & Justice:

Case Study
Program Operations
In collaboration with the City of Richmond, GRID Alter natives continues to advanc e clean energy access and workfor ce development. The organiz ation provides hands-on solar installation training for local residents—particularly those from historically underserved communities—and installs no-c ost solar panels on low-income homes to reduce utility bills, improve indoor air quality, and support broader energy justice and c limate goals.

The City has expanded its partnership with GRID to include electric vehicle ( EV) char- gers, home back-up batter ies, and a no-cost home electrification program led by MCE Clean Energy. Funding is also m ade available to remove c ertain participation barr iers at no cost to the homeowner, suc h as roof repairs and electrical panel upgrades , allowing for more households to rec eive no cost solar.

Advancing Energy Justice
Energy Justice is an important health equity issue, as it aims to reduce local air pollution, reduce energy costs for low-income residents and impr ove the safety of indoor residential environments. GRID Alternatives promotes energy justice by prov iding job training to Richmond residents who have been shut-out of the economic benefits of energy production and conservation. The City and par tners support low-income Richmond homeowners to reduce their energy usage and bills, improve their health, and contribute to larger energy justice goals through reduc ing greenhouse gas em issions.

Impact on Health Equity
Expanding Clean Energy Access and Reducing Energy Burden Since launching in 2007, GRID Alternatives has installed no-cost solar panels on 639 low-income single-family homes across Richmond, North Richmond, and unincorporated North Richmond. These installations have generated over $14 million in lifetime energy cost savings, helping families lower monthly utility bills and reduce energy burdens that often force trade-offs between rent, food, and medical needs.

Driving Environmental and Climate Benefits
The program has prevented more than 34,000 tons of greenhouse gas emis - sions—the equivalent of planting 695,863 trees or removing 5,726 cars from the road.

Improving Health and Quality of Life
Through home electrification and the installation of clean energy systems, resi - dents experience better indoor air quality and fewer asthma triggers by replacing gas-powered appliances that emit harmful pollutants like methane and carbon dioxide.

Creating Green Jobs and Workforce Opportunities
GRID has provided solar workforce training to more than 4,000 residents through its 200-hour Installation Basics Training (IBT 200) program, which offers hands on solar installation experience and job placement support.

Building Community Resilience and Inclusion
Through bilingual workshops, GRID ensures equitable access to renewable energy and removes participation barriers by funding roof repairs and electrical upgrades.
67 Environmental Health & Justice:

Case Study
68 Quality Accessible
Health Homes &
Services
69 Quality Accessible Health
Homes & Services
Overview
While most of the HiAP action areas focus on improving our living, working, play and education environments and the public decisions that influence these areas, the ordi - nance is also attentive to the urgent needs for many to receive quality and affordable health care and related services.

Richmond has one full service Hospital, Kaiser Richmond, which primarily serves Kai - ser members. There are two County operated health centers serving Richmond; the North Richmond Center for Health and the West County Health Center in San Pablo.

LifeLong Medical Care also has two locations in Richmond.

Following the closure of Doctor’s Medical Center, one of Richmond’s principal hos - pitals, the City took proactive measures to mitigate the resulting health care access gap.

The HiAP Interdepartmental Team collaborated with the State of California to expand enrollment in Covered California, the state’s publicly funded medical care program, ensuring continued access to affordable health coverage.

Above: 2013 & 2023 Richmond Community Survey responses, by resi - dents’ racial/ethnic group, to the question: “how would you rate the quality of health services in Richmond?”
70 Quality Accessible Health
Homes & Services
The City has also partnered with Contra Costa County to support services through community health centers. One clinic, operated by LifeLong Medical Care, in - cludes a specialized Resilience Clinic, which forms part of the Collaborative Ap - proach to Building Resilience in Everyone (CARE) initiative. Through this program, University of California medical students assess and address adverse childhood experiences (ACEs), advancing trauma-informed care and community resilience.

District 4
District 5
District 1
District 3
District 6
District 2
Sources: Esri, TomTom, Garmin, FAO, NOAA, USGS, (c) OpenStreetMap contributors, and the GIS User Community, Sources: Esri, TomTom, Garmin, (c) OpenStreetMap contributors, and the GIS User Community Above: 2023 Richmond Community Survey responses, by district, to the question: “how satisfied are you with the availability of affordable quality food?”
71 Quality Accessible Health
Homes & Services
Progress & Accomplishments
• Free Food Distribution. To address ongoing food insecurity, the City of Rich - mond, in collaboration with the Contra Costa and Solano County Food Bank, facilitates monthly free food distribution events at community centers, schools, and faith-based institutions throughout West Contra Costa County. These partnerships expand access to essential nutrition resources for residents across diverse neigh - borhoods.
• R-Transit. Provides safe and reliable transportation for seniors and individuals with disabilities to life-supporting services and activities, such as medical appoint - ments and food shopping. The service also decreases these group’s social isola - tion and enhances their ability to remain living independently. • Brighter Beginnings is a clinic and wellness center that believes that the health ofan infant depends on the entire life development of the mother, rather than just the health of the pregnancy. They provide general medicine, pediatrics, women’s health, family planning, preventive care, chronic disease management, health screenings, and mental health services. Brighter Beginnings Family Health Clinics are sanctuary facilities and will treat patients regardless of immigration status or ability to pay.

They also
offer financial
coaches at
their clinics to
support pa-
tients to learn
and advance
their financial
goals.
• The Senior
Nutrition Pro -
gram. Contra
Costa County
reopened the
Senior Nutri-
tion Program
in 2024 and
served 350-
400 meals monthly.

72 Quality Accessible Health
Homes & Services
Above: 2013 & 2023 Richmond Community Survey responses, by residents’ in - come group, to the question: “how satisfied are you with the availability of afford - able quality food?”

73 Quality Accessible Health
Homes & Services
Progress & Accomplishments
• Immigrant Legal Services & Outreach Program. The City & partner organi- zations offer free, confidential immigration legal help and Know-Your-Rights ed- ucation for Richmond residents. Services from the Multicultural Institute include immigrant rights education; Catholic Charities E ast Bay (CCEB) offers legal ser - vices, and East Bay Sanctuary Covenant (EBSC) offers removal defense and legal consultations.
• Universally Accessible Garden. As part of the TCC, Richmond Rising project, the first and only Universally Accessible Community Garden was co-designed in 2023-4 by Urban Tilth, Harbour View Senior Apartment residents, Vistability & Nur- turing Independence Through Artistic Development (NIA D). The future community garden will be along the Greenway at the end of 17th Street, adjacent to the Urban Tilth Edible Forest.

Community workshops re-imagined what accessibility c an mean for an urban green space. This first-of-its-kind initiativ e will create a garden specifically de-s igned for seniors and those in wheelchair s and with mobility challenges. Beyond accessible paths and raised beds, the gar den will be a space for community members living with disabilities and their families to
reap the benefits of
gardening – from ac-
cessing locally grown
foods to experiencing
the mental health
benefits of connect-
ing with nature and
neighbors.

Research shows that
community garden-
ing cultivates climate
resilience by helping
people reconnect
with themselves, each other, and their local environment. This connection, com- bined with the garden’s support of biodiversity and ec
osystem services like flood
and heat management, is a powerful testament to the potential of urban gardening spaces to become hubs for social justice, environmental resilience, and food secu- rity.

Another TCC, Ric hmond Ris ing pr oject, called Veggie Rx, aims to promote Food as Medicine by creating food s ystems focused on awareness of climate resilience, healthy food security, and the impacts of health on residents of Richmond. The project is led by Urban Tilth and LifeLong Medical Center. Richmond Rising project area res idents and LifeLong M edical Center patients receive local, organic produce grown by Urban Tilth and their partner farmers. LifeLong Medical Veggie Rx m
embers also attend clas ses that teach them how to cook culturally relevant, healthy, and healing meals with local produce.
74 Quality Accessible Health
Homes & Services: Case Study

1. Promote the Food as Medicine initiative through education, healthy food access, and cli - mate resilience.

2. Increase access to nutritious, local produce for Richmond residents and LifeLong Medical Center patients.

3. Prevent and manage chronic diseases through culturally relevant nutrition education.

4. Build community resilience and connectedness through food-based training and workshops.

Key Goals
Health Promoters
The Veggie Rx program also includes a training program called Climate Health Promoters to engage the wider community to understand the healing benefits of food and how food choices can contribute to climate change resilience. This project will train 60 health promot - ers per year for 5 years. Residents within the TCC Project Area are eligible to receive free Veggie Rx produce bags through the TCC grant program, which will run until July 2027.

Veggie Rx and LifeLong Medical also provide Healthy Eating Active Together (HEAT) classes for patients. The goal of the HEAT program is to teach and train LifeLong patients to cook more nutritionally, providing education on chronic disease management, physical activity, mental health, and social connections.

The HEAT program consists of eight groups with eight participants each, meeting once a 75 Quality Accessible Health
Homes & Services: Case Study
week for six weeks. Four groups are offered in English and four in Spanish, with each session including one hour of exercise and one hour of instruction and discussion.

The second Climate Health Promoters cohort graduated on November 17, 2024, with 28 graduates, and a third cohort of Climate Health Promoters graduated July 12, 2025, bringing the total to 89.

Impacts of Veggie Rx
Access to nutritious food has many benefits, especially in preventing food-related diseases. In the long term, it can help prevent doctor visits and is cost-effective. The Veggie Rx program, part of the Transformative Climate Communities (TCC) initiative, adds new literature on the role of anti-inflammatory diets and foods and examines re - lationships between community stressors, adverse environments, and internal inflam - mation.

Impacts
Supporting Food as Medicine
Veggie Rx connects healthcare and nutrition by providing local, toxin-free and sus - tainably or regeneratively grown produce to patients and residents in Richmond.

Participants learn to prepare healthy, culturally relevant meals that address chronic illnesses such as diabetes, hypertension, and heart disease.

Community Training & Empowerment
The Climate Health Promoters program has graduated 89 participants trained to educate the community on the health and environmental benefits of sustainable food systems and climate-friendly diets.

Cultural and Educational Impact
Urban Tilth published a bilingual recipe book under the Veggie Rx program promoting climate-resilient recipes. The book features 21 recipes made with plant-based ingre - dients, sustainable protein sources, and local seasonal produce. It includes Food as Medicine Health Tips for managing and preventing chronic illnesses by eating foods rich in fiber, antioxidants, Omega-3s, and magnesium.

Long-Term Health and Environmental Goals
By connecting Food is Medicine with climate resilience, Veggie Rx contributes to a holistic model of community health—one that addresses nutrition, education, environ - ment, and chronic disease prevention simultaneously.

Next Steps
76 77
Pursuing Health Equity
While Richmond has made progress toward health equity, more can be done as not all groups and neighborhoods are equitably benefiti ng.

Over the next ten years, the City should consider the following steps in order to ensure continued equitable investment in all groups and c
ommunities so all of Richmond can thrive:

1. Staffing - create a team with at least one dedicated s taff person in the City
Manager’s office to coordinate HiAP. Appoint leads in every city department.

2. Dedicated Funding
- ensure the HiAP work has a consistent budget line to
support staff and projects.

3. Community Engagement
- develop a more focused, multi-lingual, multi-
generational
campaign to engage all community members in HiAP activities &
tracking impacts.

4. Coordination - increase efforts to coordinate health equity into all city policies and partnerships, such as us ing a health equity impact assessment tool.

5. Community Partners - explore ways to deepen partnerships with community groups and residents. Report on HiAP progress in annual State of City report.

6. General Plan
- center HiAP and its goals in the City’s 2030 General Plan update

7. Data - update the Transparent Richmond web site to reflect new health equity
indica-tors and case studies. Consider data dashboards on City’s website.

8. Healing - ensure health-related investments support the healing of people &
communities harmed by injustices & toxic exposures.
78 References
• California Health in All Policies, https://sgc.ca.gov/wp-content/uploads/20220128-HiAP- Fact-Sheet.pdf
• CA Department of Public Health, HiAP. https://www.cdph.ca.gov/Programs/OHE/Pages/ HIAP. aspx
• National Association of City & County Health Officials. 2023. A Quick-Start Guide to Using Health in All Policies. https://www.naccho.org/uploads/full-width-images/HiAP- Quick-Start-
Guide-FINAL.pdf
• Association of State and Territorial Health Officials (ASTHO). 2024. HiAP Evaluation Guid
-ance Tool for local and state health departments. https://www.astho.org/4a4b1d/ globalassets/
resources/health-in-all-policies-evaluation-tool-for-state-and-local-health- departments-1.pdf
• World Health Organization. 2024.Promoting Health in
All Policies and intersectoral action
capacities. https://www.who.int/activities/promoting-health-in-all-policies-and- intersectoral-ac
-tion-capacities
• World Health Organization. (2023). Working together for equity and healthier populations:

Sustainable multisectoral collaboration based on Health in All Policies approaches.

Richmond City CouncilDecember 16, 2025

Richmond City Council
December 16, 2025