What happens when unions and EJ groups build together: 7 lessons

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The Triangle’s Corner

First off, I want to say that six people with both professional and lived experience spent more than 25 hours reviewing, editing, and debating every detail of the 2-minute video I am sharing today.

That alone tells us something about the sensitivity of “just transition” and how complex it is to bring groups together that haven’t always been on the same side of the table.

To add more pudding to this, in one of my previous political roles, I was even advised not to use the term “just transition” because of how differently it could be interpreted by various communities and stakeholders.

Anyway, here is today’s story:

In 2020, the Marathon oil refinery in Martinez, California closed its gates.

Over 700 workers were laid off. For some families, it wasn’t just a job, it was an identity.

And for the neighborhoods next door? It was a reminder that while jobs disappear, the pollution often stays.

Labor unions and environmental justice groups had worked together for over a decade on refinery safety, but when it came to transition, they were often at odds. This time, they decided to plan together.

They called it the Contra Costa Refinery Transition Partnership.

BlueGreen Alliance convened it. UC Berkeley Labor Center led the research.

Based on my experience of advising on a major just transition initiative in California, now called California Jobs First, fostering such partnerships is not only difficult, but, very time consuming.

To me, this story is a powerful example of how the urgency of closing a major refinery created the momentum (and the unlikely collaboration) needed to support a just transition.

I also want to genuinely thank all the amazing colleagues who took the time to review this story and the video production in detail. It’s energizing to see people care about what matters!

Watch the 2 minute story here.

👉 Want to learn more about us?

I am Nader Afzalan, Ph.D.

Founder of The Triangle and Director of the Sustainable Environmental Program at UC Berkeley.

At The Triangle we help measure the community impact of programs and design programs that deliver.

🌐 thetriangle.io
📩 nader@thetriangle.io

Want to learn more about Jessie HF Hammerling? She is the co-director of the Green Economy Program at the UC Berkeley Labor Center. She focuses on understanding the impacts of the energy transition and developing strategies for decarbonizing the economy that generate quality jobs and equitable outcomes.

My own takeaways from the interview with Jessie Hammerling*:

*Note these are my personal takeaways and may not represent the thoughts of others involved in the project (i.e. Contra Costa Refinery Transition Partnership).

1. Crises Create Rare Windows for Collaboration

The 2020 refinery layoffs forced unions and environmental justice groups—historically at odds—to recognize a shared future. Urgency became the catalyst.
—> Use moments of disruption to bring unlikely partners to the table.

2. Funding Must Support Coalitions, Not Just Deliverables

State funding didn’t just fuel analysis. It paid for convening, coordination, and trust-building.
—> Design grants that resource relationship infrastructure, not just reports.

3. Trust-Building Takes Dedicated, Full-Time Work

The partnership spent years building trust quietly, supported by one full-time organizer.
—> Budget for the human work of partnership. Impact requires patient, deliberate relationship management.

4. Shared, Participatory Research Builds Legitimacy

Joint research became a neutral fact base that unions, EJ groups, and policymakers could all stand behind.
—> Pair policy and program design with participatory research to strengthen credibility and alignment.

5. Risk is the Hardest Barrier to Overcome

Stakeholders feared backlash, broken trust, or being seen as compromising.
—> Create low-risk, protected spaces where groups can experiment and say “yes” without fear.

6. Job Quality Must Be Designed Into the Transition

Green jobs don’t automatically match fossil fuel wages or labor standards.
—> To make transitions real, embed job quality, wage floors, and labor protections directly into policy.

7. Power Mapping is Crucial

Understanding institutional power, opposition, and leverage points shaped every strategic move.
—> Begin any transition effort with explicit power mapping (not just stakeholder mapping) to understand the real constraints and opportunities.

🧭 One Big Idea

A Just Transition Must Be Carefully Designed, Not Assumed

Good outcomes don’t emerge automatically; they require intentional choices about job quality, power dynamics, and who sits at the table.

❓ One Key Question

What Would Reduce the Risk Enough for People to Say “Yes”?

If trust is the hardest ask, what conditions make collaboration feel safe?

💡 One Practical Action

Do a Quick Power + Impact Map

Identify who is most affected, who has power, who may oppose, and where leverage lies (before designing anything).

Looking for ways to to measure your community impact?

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The fascinating part is that how this one number sparked new debates.

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