The Office of Community Wealth Building (OCWB) serves as the collective impact hub for an informed, energized, and aligned network of non-profits, educators, government agencies, businesses, and other Community Wealth Builders. We coordinate the implementation of a service delivery approach that promotes the eradication of barriers that prevent participants from obtaining self-sufficiency.  We advocate for the transformation of communities that leads to economic mobility.

The Office of Community Wealth Building (OCWB) in Richmond, Virginia, originated from the work of the Mayor’s Anti-Poverty Commission, which was officially launched by Mayor Dwight C. Jones administration in March 2011 with Order #2011‑3—to address systemic poverty through actionable strategies like workforce development, education pipelines, transit equity, and housing reform.

That commission, also known as the Maggie L. Walker Initiative for Expanding Opportunity and Fighting Poverty, which began in 2011, produced a final report two years later that outlined community-driven recommendations to support residents in achieving greater economic mobility and long-term stability.

One of the central recommendations was the creation of a city department dedicated to coordinating these efforts. In 2014, the City of Richmond launched the Office of Community Wealth Building, becoming the first municipality in the nation to establish such a department with a specific focus on increasing fair access to opportunities and resources. In 2015, the City Council established OCWB as a permanent city office.

The mission of the Office of Community Wealth Building is to drive solutions that improve the quality of life and expand pathways to prosperity for all Richmond residents, fostering a stronger, more unified city.

A thriving city where economic growth, community-rooted solutions, and generational advancement are accessible to all.

• Increase access to workforce development programming for impacted communities
• Provide skills training in career pathways in high demand occupations
• Increase the development of new, strategic partnerships and strengthen existing partnerships to advance the city’s economic mobility agenda
• Increase “community voice” and outreach for impacted communities
• Increase year-round programming for youth from impacted communities
• Increase wealth building initiatives to create homeownership, entrepreneurship, and other social enterprise opportunities for impacted communities
• Increase efforts in barrier mitigation (i.e., childcare, transportation, etc.)
• Increase professional development opportunities for staff
• Enhance communications strategy/brand to increase awareness of program offerings and resources available for impacted communities
• Leverage integrated data systems and performance metrics to ensure accountability and equitable access
• Align workforce policies with City priorities to ensure compliance, fiscal stewardship, and sustainable mobility
• Cultivate cross-sector partnerships with employers, community organizations, and government agencies to expand access to quality jobs, training pathways, and coordinated services