Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies:
1. Locale has done all that it can and must do to effect the policy.
2. Locale is working on it.
3. Locale has not started or has not conceptualized the policy.
4. Locale is prevented from taking action, by e.g. preemption from state.
Coachella Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
REFORM
MUNICIPAL
PARKING
REGULATIONS
M Require that any on-site parking spaces in walkable areas be placed behind buildings. 2 Not found in code, but the general plan supports it. (See "04 - Land-Use + Community Character (coachella.org).") X X X
M Allow off-site and shared parking. 2 Off-site parking is only encouraged in one area. See above at "Although no general policy found, there is a de-facto…." X X X
M Provide easily accessible bike parking in high-demand locations. 3 Not found. X X X
RETAIN AND
RECRUIT CIVIC
INSTITUTIONS AND
NON-PROFITS
M Establish non-profit hubs in neighborhood main street or other neighborhood-adjacent areas. 3 Not found. X X X X X X L Establish a community foundation to support local community-focused non-profits. 3 Not found. X X X X X
IMPROVE ACCESS
TO EMPLOYMENT
M Amend zoning to allow small-scale manufacturing within neighborhood centers or main streets 3 Not found. X X X L Incentivize and recruit new businesses within walkable, bikeable, and transit accessible areas. 3 Not found. X X X
IMPROVE ACCESS
TO RECREATION M Build parks where they are easily reachable by foot, bike, or transit. 3 Not found. X X X X X X
DEVELOP
NEIGHBORHOOD
PLANS
M Develop master plans for downtown and other neighborhood centers to guide mixed-use infill development and redevelopment. 1 The city does this. The Pueblo Viejo plan mentioned several times above is one example. (See "Pueblo Viejo District Plans | Coachella, CA" and "Zona Central; Downtown Expansion (coachella.org)" at Figure 9. The other specific plans may do this as well. There is also the general plan's call for planning the neighborhood centers identified in "04 - Land Use + Community Character (coachella.org)."
X X X X
M Amend zoning as needed to implement new downtown and neighborhood center plans. 3 The general plan calls for, or in any case would require, updating zoning throughout. X X X X
ALIGN PLANNING
DOCUMENTS S Ensure that comprehensive plans include goals and policies on health and equity. 1 The general plan includes community health and wellness. Moreover, the state requires that both de considered. (See "06 - Community Health + Wellness (coachella.org).") X X X GOAL: COMPLETE OUR NEIGHBORHOODS GOAL: COMPLETE OUR NEIGHBORHOODS 88 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 89 Table of Contents Table of Contents
Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies:
1. Locale has done all that it can and must do to effect the policy.
2. Locale is working on it.
3. Locale has not started or has not conceptualized the policy.
4. Locale is prevented from taking action, by e.g. preemption from state.
Coachella Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
REDUCE THE COST
OF PROVIDING
ADDITIONAL
HOUSING
M Amend parking requirements to reduce the number of on-site parking spaces required for new housing. 2 The density bonus and development program incentives can be used to reduce parking permits for affordable and senior housing. (See "Chapter 17.88 - Density Bonus and Development Incentives.")
X X X
S Amend parking requirements to allow on-street parking spaces to count towards any on-site parking requirements. 3 Not found. X X X M Where impact fees exist, reduce or eliminate fees for affordable housing. 3 Not found. X X X M Where impact fees exist, tier fees by the size and location of new housing units. 3 The impact fee schedule makes no distinction, except between single family and multi-family. (See "Development Impact Fee Schedule.") X X X
S Amend zoning to remove requirements that each new housing unit be larger than an arbitrary size. 3 Each zone has its own development regulations, so the examples given here are not the only ones. Each of them sets them unit sizes and/or capacity in rooms that may be arbitrarily large by some standards. (§ 17.18.020 - Permitted uses (R-0 6000 zone)" and "§ 17.20.030 - Property development standards (R-M Zone).")
X X X
M Amend ordinances that arbitrarily limit the acceptable composition of a family 1 A family is a "…person or persons living together as a single housekeeping unit in a residential building." (See "§ 17.06.070 - Definitions beginning with "F".") X X X L Amend allowable densities to align with infill housing models (such as missing middle types). 3 The existing zones are not geared to missing middle densities, although they can be built to some extent. For example, in the R-M Multiple Family Zone, the minimum site area is 10,000 square feet for a building of five units, or one unit per 3,200 square feet per unit on smaller lots. Thus, a 9,999 square foot lot could only have three units, but a 10,000 square foot lot could have five units. This tends to favor building on lots a minimum of about 1/4th acre in size.
However, it also means that relatively small tweaks could make missing middle possible. (See "§
17.20.030 - Property development standards (RM Zone).") X X X
GOAL: INCREASE HOUSING OPTIONS GOAL: INCREASE HOUSING OPTIONS 90 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 91 Table of Contents Table of Contents
Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies:
1. Locale has done all that it can and must do to effect the policy.
2. Locale is working on it.
3. Locale has not started or has not conceptualized the policy.
4. Locale is prevented from taking action, by e.g. preemption from state.
Coachella Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
REDUCE THE COST
OF PROVIDING
ADDITIONAL
HOUSING
S Establish a program to reimburse application and review fees for affordable housing. 2 This can be done with the density bonus. X X X L Establish a local affordable housing development non-profit. 2 The Riverside Housing Development Corporation is active in the county, as is the Coachella Valley Housing Coalition. (See "Affordable Housing in the Inland Empire - RHDC (rhdcca.org)" and "Affordable Housing Development Organization - Coachella Valley Housing Coalition (cvhc. org).")
X X X X X
M Establish a community land trust or similar entity, if one does not exist, to provide and manage affordable housing. 1 There is a new one: the Inland Equity Community Land Trust. (See "Inland Equity Community Land Trust" and "Home | Housing Authority of the County of Riverside (harivco.org).") X X X X X L Encourage area institutions (e.g. hospitals and universities) to provide nearby affordable housing for their staff. 3 Not found. X X X X X X
ENABLE AND
ENCOURAGE INFILL
HOUSING
L Amend zoning to allow missing middle housing in single-family zones. 3 Not found. X X X M Amend zoning to permit more intensive housing along transit lines (where they exist) 3 Not found. X X X M Amend zoning to reduce maximum lot coverage caps to block infill housing. 3 Not found. X X X S Amend zoning to allow residential uses in commercial zones. 3 Not found. X X X GOAL: INCREASE HOUSING OPTIONS GOAL: INCREASE HOUSING OPTIONS 92 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 93 Table of Contents Table of Contents
Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies:
1. Locale has done all that it can and must do to effect the policy.
2. Locale is working on it.
3. Locale has not started or has not conceptualized the policy.
4. Locale is prevented from taking action, by e.g. preemption from state.
Coachella Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
ENABLE AND
ENCOURAGE INFILL
HOUSING
L Provide streamlined review processes for small-scale infill housing, such as making site-plan review an administrative rather than a discretionary process. 3 Not found. X X X
S Schedule an Incremental Development training session for potential local developers to facilitate small scale infill housing. 3 Not found. X X X X X X
ENABLE AND
ENCOURAGE
ACCESSORY
DWELLING UNITS
S Amend zoning to allow accessory dwellings on residential lots, within existing buildings or as accessory buildings, including the following regulatory elements. 1 The state requires cities to permit accessory dwellings. (See "§ 17.60.010 - Property development standards (General)" at H.) X X X S Amend zoning for accessory apartments to eliminate size caps that are smaller than 600 sq.ft. or 50% of the primary dwelling unit size, whichever is greater. 1 See immediately above. X X X
S Amend zoning that requires owner-occupancy for the principal or accessory unit. 1 There is no owner-occupancy requirement for ADUs built after January 1, 2020. (See "§
17.60.010 - Property development standards (General)" at H.5.f.) X X X S Amend zoning to remove parking requirements for accessory dwelling units. No parking is required for accessory dwelling units in some circumstances. (See "§ 17.60.010 - Property development standards (General)" at H.6.g.) X X X S Provide training and assistance for homeowners in creating accessory dwelling units. 3 Not found. X X X X X X ALIGN
COMMUNITY’S
PLANNING
DOCUMENTS
M Ensure that the housing element in a comprehensive plan includes essential goals and strategies to encourage additional housing, such as those listed above. 1 The housing element does. (See "11 - Housing (coachella.org).") X X X M Complete a housing study to analyze and document existing conditions and needs, and describing next steps in creating additional housing. 1 The housing element did so. (See "11 - Housing (coachella.org).") X X X X X GOAL: INCREASE HOUSING OPTIONS GOAL: INCREASE HOUSING OPTIONS 94 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 95 Table of Contents Table of Contents
Item 21.
Food Environment
The food system includes all the components and activities associated with growing, handling, packaging, distributing, getting, making, and eating food. These elements are supported and shaped by policies and systems that ultimately result in the design of a community’s food environment, which encompasses the availability of healthy and unhealthy food and beverages in the places we work, live, learn, and play.
The extent to which a community’s food system enables
people to have easy, reliable access to affordable healthy food is a key predictor of dietary choices and risk for dietrelated chronic diseases.
COACHELLA
This report is meant to be a snapshot in time for local community policy and well-being. The policy team endeavors to explore all policy work that is underway in the community.
This report may not reflect all efforts in which the community is engaged.
96 97
Table of Contents Table of Contents
Item 21.
Introduction
The well-planned City of Coachella features a charming, historic downtown replete with locally owned Mexican grocery stores and a busier, lengthy commercial corridor with small and large food retailers and numerous types of restaurants.
The downtown is surrounded by residential neighborhoods of various economic strata that eventually shift into newer, more affluent housing developments and extensive agricultural production on the outskirts of town.
With a strong historical and contemporary connection to agriculture, Coachella was a key locus for farmworker labor organizing led by Cesar Chavez and remains a population center for a large Latino agricultural workforce. The cultural and economic reality of agricultural labor is essential to Coachella’s past and current community identity. The
jurisdictional footprints of the city and Riverside County share a geography with multiple sovereign tribal nations.
The confluence of these factors forge unique and intriguing opportunities for Coachella’s food future.
These assets are offset by numerous challenges, which include higher than average rates of food insecurity and diet-related diseases. California’s current cost-of-living squeezes household budgets that must be stretched to meet basic needs. High need, combined with an overall lack of adequate resources to address them and to invest in innovative new strategies, strains existing systems. It is important to state that many of the dietrelated health issues faced by Coachella residents are a result of the structural inequities and economic conditions they face as an immigrant labor force working physically demanding jobs with low pay and long hours.
Coachella’s food environment assessment was completed
through background research, a site visit, and interviews with local leaders. Led by the Blue Zones Food environment Team, this process engaged key food and agriculture stakeholders and included windshield and walking tours; visual inventories of food-related assets; and a scan of relevant food-related policies. The food environment assessment is a means
to evaluate community readiness to enhance well-being
by increasing access to healthy food and beverages and
decreasing access to unhealthy food and beverages in the places people spend their time. This report synthesizes core findings, related next steps, and perspectives on the state of Coachella’s food system and is designed to provide useful information to community leaders and interested stakeholders. 98 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 99 Table of Contents Table of Contents
Item 21.
Blue Zones Food environment Goals
MAKE HEALTHY FOOD ACCESSIBLE AND AFFORDABLE
FOR EVERYONE: Increase participation in healthy food
programs; ensure children have enough healthy food to eat; and foster healthy hunger relief programs to ensure that all residents have easy access to healthy food.
BUILD FOOD SKILLS: Prioritize education on how to grow
and cook healthy food and foster opportunities for families to eat together. Strengthening people’s food skills can equip them with the knowledge they need to select and prepare healthy food, improving the nutritional quality of their daily food choices.
INCREASE HEALTHY FOOD ENVIRONMENTS: Ensure
healthy options and habits for young children, children in K-12 environments, and on college campuses; increase healthy eating behaviors in hospitals and public institutions; and promote healthy options and habits for everyone.
Making the healthy choice the easy choice in the places people spend time will increase consumption of nutritious items and decrease consumption of unhealthy items.
Enjoying a nutritious diet daily, combined with
social connection, and a sense of purpose are
fundamental components of the healthy, active Blue
Zones lifestyle. In the context of food, this means
the community where we live and the environments
where we spend most of our time offer affordable,
culturally relevant, nourishing dietary choices and
the opportunity to relax and enjoy our meals in the
fellowship of others. It also means our local food
system fosters a vibrant, healthy local food culture;
access to nutritious options in the places we spend
time; community food assets and infrastructure that
promote local agriculture and healthy options; and
the development of healthy food skills across the
lifespan. Policy and systems changes, combined
with shifts to community infrastructure, are proven
ways to move the dial on health outcomes. Each
of the core Blue Zones food environment aims are
described below.
GROW LONG-TERM COMMUNITY HEALTH: Establish lasting
leadership on food issues for the community; build a base of resources to keep children healthy; and make healthy grocery access easy for everyone. Ongoing, thoughtful planning around food, health, and agriculture with consistent relevant resource support creates healthy choice options in a community.
GROW THE LOCAL FOOD SUPPLY: Use public land and
planning to enable food production by local residents; care for natural resources needed to grow food; and support area farmers and food enterprises to raise and sell food for local markets. Creating and sustaining a community’s infrastructure around food production and food and farm enterprises fosters a dynamic food culture; galvanizes the local economy; and fosters community food self-sufficiency.
The Blue Zones Food Policy Menu identifies specific strategies that can help achieve the above goals. Coachella’s food environment assessment focused on determining the extent to which the City has pursued strategies contained in the policy menu, within the geographic focus area.
100 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 101 Table of Contents Table of Contents
Item 21.
Strengths
NEW AND EMERGING FOOD ASSETS: On the edge of town,
across from Coachella’s High School, the Augustine Band of Cahuilla Indians recently opened the 50-acre Temalpakh Farm. This multi-faceted agricultural enterprise raises an array of organically grown fruits and vegetables, which they sell through individual subscriptions for weekly boxes (CSA share); wholesale accounts; and an on-farm indoor market that includes a smoothie bar. An adjacent classroom space, combined with an array of outdoor seating areas, offers an opportunity for groups to learn more about agriculture, tribal presence in the region, and healthy eating. While the surrounding community may not fully realize it, the Tribe has built an incredible asset that not only is a new source of affordable, healthy, locally grown food, but is also a food hub. At present, they are aggregating, processing, and distributing food grown onsite.
Immediately across the road from Temalpakh Farm’s front gate, a small number of livestock are sheltered in covered pens – part of the high school’s agricultural education program. Behind the animals lies a large, open tract of land. In coming years, this acreage will become the District’s state of the art Agricultural and Natural Resources Academy.
The facilities will feature a section for farm animals, a greenhouse, and two plots for seasonal and long-term crops production. These plots will include a vineyard, orchards, date palm groves, vertical production, spaces for large scale composting and vermiculture, and more.
Both of these significant investments provide long-term growth opportunities for Coachella’s local food system. The thought leadership and associated investment of the Tribe, combined with the School District’s commitment to train a next generation of agricultural professionals show true vision and innovation.
Across the community anchor institutions and systems
in Coachella, there is a high degree of engagement
and support to respond to and innovate around foodrelated issues. The City Council is highly involved and open to innovation, as is the School District. Gamechanging statewide legislation around micro-enterprise home kitchens originated here. New agricultural assets
that focus on the local community, combined with
other plans afoot for food skills development show
real promise. There are numerous resources to foster
a vibrant local food culture, healthy food skills and
food environments, and a robust community food
infrastructure. Key assets include:
102 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 103 Table of Contents Table of Contents
Item 21.
A ROBUST INFRASTRUCTURE OF CULTURALLY FOCUSED
FOOD RETAIL: Coachella offers an array of culturally
familiar food retail options across the community that offer an abundance of healthy options. City staff note that large grocery retailers may not best serve their community; smaller, locally owned stores seem to work better in Coachella. Many “food desert” studies miss these important markets.
Numerous, locally owned carnicerias and other small Mexican markets offer abundant dried, fresh, and frozen produce, beans, whole grains, and grain based products for home
cooks, as well as prepared items. While there are unhealthy foods and beverages sold in these outlets, they are well stocked with healthy items. Larger Mexican grocery outlets also line the main commercial corridor downtown, including Rancho Grande and Cardenas markets.
Throughout the community, one can also find small vendors selling fresh fruits and prepared foods at intersections and larger farm stands. Just across the city limits in Indio, the beloved L&G Desert Store offers just-picked, locally grown, high quality produce, a variety of other groceries, and numerous prepared food items, many of which are healthy.
GARDENS GALORE: Many Coachella residents are extremely skilled at growing food and have an active interest in home gardening. There are multiple community gardens in Coachella, including two community gardens with multiple raised beds located in affordable family housing sites that are managed by the City. By local ordinance, food gardens and orchards are permitted as incidental uses, but chickens and beekeeping are only permitted in agricultural and agricultural transition zones.
The City’s current General Plan also features important content relevant to food production, expressing support for creating further opportunities to grow more food. The Agriculture Element of the plan defines how to preserve important agricultural land. The Plan’s chapter, “Community Health and Wellness” stipulates: “Neighborhoods will provide opportunities for residents to improve their physical and mental health while meeting daily needs – walking to the store, meeting friends, bicycling to school, taking transit to work and having access to nutritious and affordable food that can be purchased or grown in the neighborhood.”
COMPREHENSIVE RESPONSE TO FOOD
INSECURITY: Many Coachella residents
struggle to meet basic needs, including the
ability to pay for food. Food insecurity rates
are higher than average. The hunger relief
system is well integrated and offers an array
of ways that people in need can get culturally
familiar, healthy food. CalFresh and WIC
programs provide important resources to
purchase food. Locally administered hunger
relief programs reach farmworkers at their
employer farms, as well as through a network
of food pantries in town located in churches,
schools, and social service providers. Hidden
Harvest is a local non-profit organization that
rescues produce via gleaning from local large
agricultural producers and redistributes this
healthy food through the hunger relief system.
104 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 105 Table of Contents Table of Contents
Item 21.
Challenges Opportunities
FOOD IS EXPENSIVE: Poverty is a core challenge for Coachella residents and plays an instrumental role in peoples’ access to healthy food and their risk for diet-related chronic diseases.
Many Coachella residents are low income, which limits their ability to purchase healthy options. Fresh produce is viewed as particularly costly, which means people are putting their food dollars toward items that go the farthest in terms of filling stomachs for the lowest price. Often, the cheapest items are highly processed and least nutritious. Put another way, there is a high rate of food insecurity in Coachella. While many programs and people work mightily to close the missing meals gap and provide as much healthy, culturally relevant food as possible, there is still more to do.
BIG IDEAS, FEW RESOURCES: There is no shortage of well
thought out and carefully planned ideas to undertake foodfocused community well-being and local food environment initiatives. Resources are the issue. Coachella needs an infusion of investment and support to undertake these ambitious
concepts, respond to opportunities, and implement needed healthy eating efforts.
ALIGNING AND COORDINATING COACHELLA’S FOOD
SYSTEM LEADERS: Coachella would benefit from more
strategic alignment and formalization of networks among key food environment players and resources. Establishing a local food policy council and involving representation from key systems and food environment sectors (including tribal participation, if interested), can help the community implement innovative food environment development initiatives to create healthier food environments, expand food skills education, and generate supportive infrastructure for the local food system.
HATCHING A COMPREHENSIVE FOOD ENVIRONMENT PLAN:
While Coachella has several assets, there is a lot of interest in and opportunities to strengthen the local food system and improve community well-being. A food system’s plan that offers goals, related objectives, and proven strategies across sectors and priorities can help Coachella improve the health of the community and serve as a valuable resource for obtaining resources to execute the plan.
There are several challenges that could prevent
or hinder Coachella from maximizing or fully
capitalizing on opportunities. These include:
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Item 21.
Readiness Acknowledgements CREATING HEALTHY FOOD POLICIES AT KEY SITES: There is also more that can be done around nutrition and healthy food procurement policies at anchor institutions across the community, including K-12 schools, post-secondary education, the healthcare system, and local units of government. These types of policies will increase farm to institution purchasing; improve the quality of meals; expand support for school gardens and community agricultural activity; reduce access to unhealthy food and beverages; increase access to healthy items; and elicit a comprehensive improvement to many food environments across the community where people spend time every day. There is already groundwork laid in many of these settings, but much more could be accomplished with time, attention, and resources.
GROWING WELL BEING AT AREA SCHOOLS: The School
District has a demonstrated track record of food environment work, including farm to school, nutrition education, school gardens, agricultural education programs, and hunger relief work. Yet there is more to be done, in terms of need, interest, opportunity, and innovation. Coachella’s schools would like to take on new initiatives but require more resources and infrastructure to do so, including offering a culinary skills program, growing school garden programs, and increasing farm to school. Limitations of staff and budget are the constraining factors.
There seems to be an opportunity to :
Introduce a farmers market
Provide outlets / licenses for small scale producers to have farm stands on property.
By all reports, key agencies and core players are
eager to further develop Coachella’s local food
system, with an eye to community well-being and
vitality. Individually and collectively, leaders have
done a lot of thinking and planning, engaging many
stakeholders along the way. There is extensive
support from the grassroots and grasstops for
community food environment work.
Blue Zones acknowledges the following individuals
who contributed to Assessment Phase activities.
NAME ORGANIZATION
Brad Hardison Master Gardener
Esmerelda Nunez CalFresh Healthy Living
Gabriel Perez Development Services Director, City
of Coachella
Gurumantra Khalsa World Be Well
Jasmine Martinez City of Coachella
Marcus Alonzo Coachella Valley Unified School
District Nutrition Services
108 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 109 Table of Contents Table of Contents
Item 21.
Blue Zones Food Environment Policy Menu
NON-REGULATORY — Creating or changing programs, guidance, or education efforts.
REGULATORY — Creating or changing legally binding standards, rules, or laws, such as zoning codes, ordinances, permitting, or licensing standards.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE
Category:
GOAL: BUILD FOOD SKILLS GOAL: BUILD FOOD SKILLS
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies from Policy Scan:
1. Locale has done all that it can and must do to effect the policy.
2. Locale is working on affecting the policy but could do more.
3. Locale recognizes the need for work on the policy but has not started to work on it.
4. Locale does not recognize this policy as a priority and has no plans to work on it.
5. The scope of this assessment did not ascertain information about the status of this item.
Coachella Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
PRIORITIZE
EDUCATION ON
HOW TO GROW
AND COOK
HEALTHY FOOD
XL Require all middle school students to take a course on healthy eating and healthy food preparation 2 There is not evidence of a requirement for middle school students. Nutrition education is delivered through Health Education classes. Coachella Valley HS has a culinary curriculum through CTE.
X X X
M Leverage existing youth programs, such as school classes, parks and recreation programs, and other local or regional efforts, to provide culturally responsive, healthy food skills education. 2 Some youth program do have nutrition and food skills education. SNAP-ED is active throughout the county, healthcare offers nutrition classes to patients. X X X X X X X X S Conduct an inventory of existing food skill resources and programs to guide a community-wide strategy. 4 Inventory not identified. X X X X X X M Develop and adopt a comprehensive, community-wide food skill & education strategy. 4 This is not happening. X X M Leverage community and regional organziations, such as non-profit programs, federal and extension nutrition programs, faith based initiatives, to provide culturally responsive, healthy food skills education. 2 SNAP ED is active in food skills education throughout the county, including Coachella. X X X X X S Establish a seed give-away program, which may be run through libraries, schools, or local non-profits. 4 There is not currently a large organized event or location for seed swapping, though the Master Gardeners or some community gardens may do so on a small scale. X X X X X S Establish a home garden education program. 2
There is a robust UC Cooperative Extension Master Gardener program that includes activity in Coachella. The Desert Hortilcultural Society is also engaged in putting on "Coachella Garden Day."
X X X X X X X
EATING TOGETHER S Establish programs that incentivize a shared mealtime day of the week, including a recommendation to eat a plant-slant meal. 5 This is not happening but it is unclear yet if it would be a priority or good community fit. X X X X X 110 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 111 Table of Contents Table of Contents
Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: BUILD FOOD SKILLS GOAL: BUILD FOOD SKILLS
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies from Policy Scan:
1. Locale has done all that it can and must do to effect the policy.
2. Locale is working on affecting the policy but could do more.
3. Locale recognizes the need for work on the policy but has not started to work on it.
4. Locale does not recognize this policy as a priority and has no plans to work on it.
5. The scope of this assessment did not ascertain information about the status of this item.
Coachella Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
INCREASE
PARTICIPATION IN
HEALTHY FOOD
PROGRAMS
M Include food insecurity screenings at healthcare providers as part of well-baby and regular doctor's appointments to increase enrollment in free and low-cost hunger relief programs and services. 5 No clear indication food insecurity screenings are offered within the various healthcare systems, though many note that reducing food insecurity is part of their community improvement plans. X X X M Establish requirements or offer financial incentives for farmers markets, grocery stores, and all other food retailers to accept SNAP and WIC payments. 4 No clear indication of incentives for retailers or program to do so X X X X X M Increase enrollment of eligible childcare providers in USDA's Child and Adult Care Food Program (CACFP). 4 There is not evidence this is happening. X X X X M Establish locally administered food incentive programs, such as market match, Power of Produce, produce prescriptions, and healthy food boxes for seniors from local farms and farmers markets. 4 There are no certified farmers markets in the City of Coachella, but there are several in neighborhing cities that accept SNAP and WIC and Market Match. There was once a FM that was not successful. City staff are interested in learning more about what could be successful in Coachella.
X X X X X
L Amend zoning regulations to prohibit new fast-food restaurants near schools and public playgrounds, and in neighborhoods that are saturated with fast-food restaurants. 4 No evidence of this policy X X X M Establish or expand locally administered food incentive programs for SNAP and/or WIC recipients, such as market match and prescription produce to retailers, such as large and small grocery stores and corner and convenience stores. 5 There are no retail locations that accept Market Match in Coachella, but this may be due to state limitations with the program. X X X
GIVE CHILDREN
ENOUGH FOOD
S Increase enrollment for eligible K-12 school students in free/reduced school meals programs. 1 California recently passed legislation that will provide free school breakfast and lunch to all CA children. X X X
M Establish universal second chance breakfast at all schools. 5 Many schools offer second chance breakfast, and it is specifically mentioned as a priority in the student wellness policy. X X X
GOAL: MAKE HEALTHY FOOD ACCESSIBLE AND AFFORDABLE FOR EVERYONE GOAL: MAKE HEALTHY FOOD ACCESSIBLE AND AFFORDABLE FOR EVERYONE 112 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 113 Table of Contents Table of Contents
Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: BUILD FOOD SKILLS GOAL: BUILD FOOD SKILLS
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies from Policy Scan:
1. Locale has done all that it can and must do to effect the policy.
2. Locale is working on affecting the policy but could do more.
3. Locale recognizes the need for work on the policy but has not started to work on it.
4. Locale does not recognize this policy as a priority and has no plans to work on it.
5. The scope of this assessment did not ascertain information about the status of this item.
Coachella Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
GIVE CHILDREN
ENOUGH FOOD
M Expand participation in USDA summer meals programs for eligible children. 2 Coachella Valley Unified School District works with a number of partners to provide summer meals X X X
S Support a food backpack program for children that align with BZ nutrition guidelines. 2 United Way Inland SoCal runs a backpack program that served 2,000 homeless or very low income youth in the past year. There is no indication that the program has nutritional guidelines.
The Feeding America Riverside San Bernardino and Riverside Food Bank Distributions does drive-through food distributions for parents of school children at school sites, consistently in the same locations with routine distribution schedules. NOTE: Desert Sands District elementary schools have 31 of 33 elementary schools providing suppers M-F.
X X X X
PRIORITZE
HEALTHY HUNGER
RELIEF PROGRAMS
M Adopt food pantry and food bank policies geared to healthy items, such as fresh produce, beans, and whole grains, and limit donations of unhealthy processed food and beverages. 4 There is not evidence this is happening. X X X X X M Develop food rescue initiatives with area food retailers to accept donations of healthy, surplus food for hunger relief system. 2 The Feeding America Riverside San Bernardino and Riverside Food Bank has a robust grocery rescue program that includes sites in Coachella X X X X L Develop mobile food delivery infrastructure for communities with limited access to healthy food. 2 The Feeding America Riverside San Bernardino and Riverside Food Bank has a mobile pantry program serving more rural areas that does come to Coachella, serving about 250 families per month. They are looking to expand this program in the future. In the urban areas, mobile grocery services do accept SNAP and WIC.
X X X X
S Create a food pantry on college campuses that features healthy options. 2 The Feeding America Riverside San Bernardino Food Bank has a program that works with campus partners to provide food for campus food pantries. It is unclear if there are nutritional guidelines.
X X X
GOAL: MAKE HEALTHY FOOD ACCESSIBLE AND AFFORDABLE FOR EVERYONE GOAL: MAKE HEALTHY FOOD ACCESSIBLE AND AFFORDABLE FOR EVERYONE 114 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 115 Table of Contents Table of Contents
Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: BUILD FOOD SKILLS GOAL: BUILD FOOD SKILLS
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies from Policy Scan:
1. Locale has done all that it can and must do to effect the policy.
2. Locale is working on affecting the policy but could do more.
3. Locale recognizes the need for work on the policy but has not started to work on it.
4. Locale does not recognize this policy as a priority and has no plans to work on it.
5. The scope of this assessment did not ascertain information about the status of this item.
Coachella Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
ENSURE HEALTHY
OPTIONS AND
HABITS FOR YOUNG
CHILDREN
L Expand childcare licensing regulations to include wellness requirements around healthy snacks and meals, plant slant options, and beverages that align with Blue Zones nutrition standards. 4 There is not evidence this is happening X X X M If changing licensing requirements isn't an option, create voluntary well-being policies around healthy snacks, meals, and beverages that align with Blue Zone nutrician standards. 4 There is not evidence this is happening X x X X
ENSURE HEALTHY
OPTIONS AND
HABITS FOR
CHILDREN IN K-12
ENVIRONMENTS
M
Adopt nutrition standards that align with Blue Zone nutrition guidelines for food and beverages everhwere students consume food, such as after school program, in the lunchroom, classroom, vending machines, concession and other areas where students may consume food or beverages.
2 The school wellness policy has some nutrition standards but could be more robust. X X X M Establish policies around merchandising, display, and verbal and behavioral prompts that encourage healthy eating. 4 There is not evidence of this at a policy level. X X X S Establish a school garden education program. 2 There are school gardens in several schools but they need more support. X X X
INCREASE HEALTHY
EATING BEHAVIORS
AND HABITS
ON CAMPUS OF
HIGHER LEARNING
M Set guidelines for nutrition and local procurement practices for all foodservice and vending contracts in all places where students learn. 5 Procurement and vending contract review was outside of the scope of this assessment. X X X M Establish local food procurement standards for learning campuses, using Blue Zones nutrition guidelines to guide food procurement and preparation. 5 Procurement and vending contract review was outside of the scope of this assessment. X X X
INCREASE HEALTHY
EATING BEHAVIORS
IN HOSPITALS
M Adopt CDC recommendations for healthy hospital foods served to patients and within the cafeteria and vending machines that align with BZ nutrition standards. 2 The Desert Healthcare District is recognized for its efforts to have a Healthy Cafeteria and patient meals X X X S Establish programs to promote breastfeeding for new mothers. 2 There are some breastfeeding programs, though there is advocacy for hospitals and employers to do more. X X X X X X X
GOAL: INCREASE HEALTHY FOOD ENVIRONMENTS GOAL: INCREASE HEALTHY FOOD ENVIRONMENTS 116 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 117 Table of Contents Table of Contents
Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: BUILD FOOD SKILLS GOAL: BUILD FOOD SKILLS
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies from Policy Scan:
1. Locale has done all that it can and must do to effect the policy.
2. Locale is working on affecting the policy but could do more.
3. Locale recognizes the need for work on the policy but has not started to work on it.
4. Locale does not recognize this policy as a priority and has no plans to work on it.
5. The scope of this assessment did not ascertain information about the status of this item.
Coachella Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
INCREASE HEALTHY
EATING BEHAVIORS
IN HOSPITALS
M Implement 'baby friendly hospital' policies and procedures. 2 No hospitals in Coachella are listed as "baby-friendly" but they do demonstrate efforts to support breastfeeding. X X X
M Establish local food procurement standards, using Blue Zones nutrition guidelines to guide food procurement and preparation. 4 No evidence of this policy X X X
INCREASE HEALTHY
EATING BEHAVIORS
IN PUBLIC
FACILITIES
L Enact nutrition policy that aligns with BZ nutrition guidelines and applies to all food and beverages purchased by a local government. 4 No evidence of this policy X X X X X M Establish local food procurement standards, using Good Food Purchasing Practices and BZ nutrition guidelines to guide food procurement and preparation in publicly managed facilities. 4 There is not evidence this is happening. X X X X X
PROMOTE HEALTHY
OPTIONS AND
HABITS FOR
EVERYONE
M Adopt a "Healthy Corner Store" policy to require/encourage corner stores to offer healthy food and beverage options, decrease unhealthy food advertising, adjust floor plans to encourage healthier eating choices. 4 Though there may be healthier options at some smaller stores, there is not evidence of an initiative on a policy level. X X X
PROMOTE HEALTHY
OPTIONS AND
HABITS FOR
EVERYONE
M Establish farm to institution program, everywhere children and young adults learn and eat, using Good Food Purchasing Practices and Blue Zones nutrition guidelines to guide food procurement and preparation. 4 There is not evidence this is happening anywhere but schools. X X X X X X S Encourage businesses and institutions to provide private, convenient, and clean spaces for breastfeeding. 2 This is happening in some places but not everywhere. X X X X X X S Create nudges to increase consumption of healthy options by students, including marketing, merchandising and display, and verbal and behavioral prompts. 2 This is happening in some places but not everywhere. X X X X X X X L Prohibit the sales of energy drinks to minors. 4 No evidence of this policy X X X X S Establish pricing incentives for food and beverages sold in vending machines, where healthier options are priced more affordably than unhealthy options, accompanied by marketing that prompts healthy choices. 4 No evidence of this policy X X X GOAL: INCREASE HEALTHY FOOD ENVIRONMENTS GOAL: INCREASE HEALTHY FOOD ENVIRONMENTS 118 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 119 Table of Contents Table of Contents
Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: BUILD FOOD SKILLS GOAL: BUILD FOOD SKILLS
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies from Policy Scan:
1. Locale has done all that it can and must do to effect the policy.
2. Locale is working on affecting the policy but could do more.
3. Locale recognizes the need for work on the policy but has not started to work on it.
4. Locale does not recognize this policy as a priority and has no plans to work on it.
5. The scope of this assessment did not ascertain information about the status of this item.
Coachella Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
ESTABLISH LASTING
LEADERSHIP ON
FOOD ISSUES FOR
THE COMMUNITY
S Establish a city or county food policy council to provide ongoing advice and input to policymakers and staff on food-related issues. 4 There is no multi-sector food policy body. X X X ? X
BUILD A BASE OF
RESOURCES TO
KEEP CHILDREN
HEALTHY
XL Enact healthy kids impact fee at the register to provide a permanent resource for community health strategies designed to ensure child and adolescent health. 4 No evidence of this policy X X X X L/S
MAKE HEALTHY
GROCERY ACCESS
EASY FOR
EVERYONE
S Adopt or amend transit policies to allow grocery bags on public transportation, reducing barriers for individuals reliant on transit to buy groceries. 1 There is no policy prohibiting bags on transit. X X X X X M Amend zoning regulations to allow vacant, unimproved, or otherwise blighted lands to be used for small-scale production of agricultural crops and animal husbandry. 4 No evidence of this policy, but there is city support in the General Plan to create opportunities to grow more food (see next item) L
Amend zoning laws to create a Healthy Food Overlay district that establishes limits on prevalance of small box food retailers; requires minimum square footage of store space to offer healthy, perishable options and increases access to land and resources for community gardens and farmers markets.
2 No evidence of this specific policy, but a chapter on "Community Health and Wellness" are part of the General Plan: "Neighborhoods will provide opportunities for residents to improve their physical and mental health while meeting daily needs – walking to the store, meeting friends, bicycling to school, taking transit to work and having access to nutritious and affordable food F59that can be purchased or grown in the neighborhood." https:// cityofcoachellageneralplanupdate.weebly.com/uploads/1/2/1/2/12129446/community_health_ and_wellness.pdf
X X X
XL Provide incentives for grocers to locate in food desert neighborhoods with limited access to healthy food. 4 No evidence of this policy. City staff note that large grocery retailers may not serve their community best. Small, locally-owned stores seem to work better. Many "food desert" studies miss these important markets.
X X X X X X X X
GOAL: GROW LONG-TERM COMMUNITY HEALTH GOAL: GROW LONG-TERM COMMUNITY HEALTH 120 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 121 Table of Contents Table of Contents
Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: BUILD FOOD SKILLS GOAL: BUILD FOOD SKILLS
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies from Policy Scan:
1. Locale has done all that it can and must do to effect the policy.
2. Locale is working on affecting the policy but could do more.
3. Locale recognizes the need for work on the policy but has not started to work on it.
4. Locale does not recognize this policy as a priority and has no plans to work on it.
5. The scope of this assessment did not ascertain information about the status of this item.
Coachella Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
USE PUBLIC LAND
AND PLANNING
TO ENABLE FOOD
PRODUCTION BY
LOCAL RESIDENTS
M Amend zoning regulations to permit backyard chickens, beehives, front yard fruit trees, food gardens, non-commercial greenhouses, and rooftop gardens. 2 Greenhouses, Food gardens, and orchards are permitted as incidental uses; chickens and bees are only allowed in agricultural and ag transition zones. X X X X X S Amend zoning regulations to establish, protect, and expand community gardens and orchards on public land and land provided by community organizations and members. 2 There is not yet policy that specifically protects or supports community gardens, but city staff is interested in learning more about what is effective and necessary that they can work on. X X X X L Establish plant edible landscaping and pollinator friendly perennial landscapes program on publicly managed landscapes and new localgovernment funded housing developments 2 There are two city-supported community gardens at multi-family housing sites in Coachella. X X X X X L Amend the zoning to preserve prime farm lands for primary agriculture use and to preserve of high quality fish and wildlife habitat primarily for fishing and hunting. 2 The Agriculture Element of the City General Plan seeks to define how to preserve important ag land.
M Amend zoning regulations to create an urban agricultural incentive zones in which there are dedicated sites are eligible for reduced property taxes if the site is used for an agricultural public benefit, e.g., education, community garden, or food donations. 4 No evidence of this policy X X X
CARE FOR
NATURAL
RESOURCES
NEEDED TO GROW
FOOD
M Amend jurisdictional ordinances or policies to prohibits the use of pesticides on publicly managed lands to support pollinators. 4 No evidence of this policy X X X S Educate retailers to discourage the sale of nursery plants treated with pesticides that are particularly harmful to bees and other pollinators. 4 No evidence of this policy X X X X
SUPPORT AREA
FARMERS TO RAISE
FOOD FOR LOCAL
MARKETS
L Establish a food hub where local farmers can sell their produce to restaurants, schools, hospitals, and institutions.
There has been a lot of work done to figure out what it would take to create a food hub in Coachella, but the new tribally owned Temalpakh Farm essentially functions as a brand new food hub, as well as retail and wholesaler of orgnaically grown produce raised on their farm:
https://ulidigitalmarketing.blob.core.windows.net/ulidcnc/sites/58/2020/08/ShareKitchen.pdf Note: ShareKitchen does not appear to be in business at this time.
X X X X X
GOAL: GROW THE LOCAL FOOD SUPPLY GOAL: GROW THE LOCAL FOOD SUPPLY 122 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 123 Table of Contents Table of Contents
Item 21.
Alcohol
Excessive use of alcohol through binge drinking or heavy drinking (drinking 15 or more drinks per week for men or 8 or more drinks per week for women) also increases the risk of many health-related problems including liver disease.
COACHELLA
Alcohol misuse is the third leading cause of death in the U.S., and it frequently figures in motor vehicle crashes, homicides, suicides, drownings, falls, and many diseases. It remains a greater threat to public health than opioids or street drugs. According to the National Center for Drug Abuse Statistics (NCDAS), alcohol abuse, alcoholism and alcohol use kills 95,000 Americans each year. NCDAS also reports a 60% increase in alcohol consumption since the COVID-19 lockdowns.
This report is meant to be a snapshot in time for local community policy and well-being. The policy team endeavors to explore all policy work that is underway in the community.
This report may not reflect all efforts in which the community is engaged.
124 125
Table of Contents Table of Contents
Item 21.
A readiness assessment of Coachella, California, was conducted during January - February 2023, beginning with a scan of the Coachella Municipal Code to identify local alcohol policies, followed up by focus groups with local stakeholders on
January 25. This readiness assessment focused on existing alcohol-related policies and initiatives that affect the overall community environment to either enable or restrict alcohol access, availability, and consumption. This report also reviewed the environmental context of alcohol as a community-wide variable of intervention for prevention and control efforts to improve overall community health and vitality. The methods used to inform this report included convening and interviewing key stakeholders, reviewing key documents and data, and understanding the alcohol policy infrastructure and the types of programs and services available to the Coachella community.
In the United States, each state has the authority to regulate the manufacture, distribution, and sale of alcohol within its state borders. This means state and local jurisdictions may have their own requirements in addition to federal
requirements and can enhance and strengthen what Federal law provides. California’s alcohol policies directly related to the manufacture, distribution, and sale of alcoholic beverages are established at the state level by the California Alcoholic Beverage Control Act (ABC Act), enforced by the Department of Alcoholic Beverage Control (CA-ABC) and preempt the
authority of local jurisdictions.
For example, only CA-ABC can issue a license to a business allowing it to sell alcohol in the State of California. Taxes on the sale of alcohol in California can only be established by the State and Federal Governments, and not at the local level.
The minimum drinking age, maximum blood alcohol limits for driving, and dram shop liability are other policies strictly under State authority.
However, local jurisdictions in California can use land use (zoning) and nuisance authority to manage access,
availability, and consumption of alcohol. For example, a local jurisdiction can require that alcohol establishments obtain a conditional use permit (CUP) to sell/serve alcohol in the municipality to ensure that the use is compatible with the surrounding neighborhood and does not contribute to an
overconcentration of alcohol businesses or problems in the area. Local government agencies such as code enforcement and police departments can monitor the compliance of such businesses with permit conditions and State laws.
According to the California Department of Alcoholic Beverage Control (CA-ABC), there are 75 establishments licensed to sell alcohol in Coachella. This amounts to 17.7 alcohol outlets per 10,000 people and consists of 29 off-sale (e.g., convenience stores, liquor stores, grocery stores, supermarkets) and 46 onsale outlets (e.g., restaurants, bars).20 Coachella’s Municipal Code includes an ordinance that
specifies factors like alcohol consumption by minors as a criterion for designating a loud and unruly gathering as a public nuisance. The code also includes policies that place limits on the location, density, and operating standards of licensed establishments by requiring conditional use permits for on-sale, off-sale, and entertainment businesses that sell and serve alcohol. Other policies restrict public consumption and provision of alcohol, intoxication, and open containers of alcohol in public. Based on evaluation and supplemented with interviews and additional research into the policies and practices of Coachella, there are ways to strengthen the City’s alcohol policy environment. These opportunities are presented in this Assessment Report.
17/10,000
people
75 29
establishments licensed
to sell alcohol in Coachella
o
-sale (e.g., convenience stores, liquor
stores, grocery stores, supermarkets)
46 on-sale outlets (e.g., restaurants, bars)
20 California Department of Alcoholic Beverage Control, 2023. https://www.abc.ca.gov/licensing/licensing-reports/licenses-by-city/ 126 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 127 Table of Contents Table of Contents
Item 21.
Blue Zones Alcohol Policy Goals
The Blue Zones Project Alcohol Policy Menu identifies
three primary goals and best-practice strategies
for reducing the availability and accessibility of
alcohol to reduce excessive alcohol consumption and
associated harms.
The Blue Zones Project Alcohol Policy Goals include:
GOAL: Reform legal liability to reduce excessive drinking GOAL: Enhance public safety programs
GOAL: Discourage excessive and under-age drinking
These policy goals are applicable to most communities and are supported by the existing evidence base and U.S. Centers for Disease Control and Prevention (CDC) best practices. It is also noteworthy to add that Blue Zones recognizes that each community is unique, and strategies will vary from community to community.
Why focus on alcohol? The evidence base clearly establishes that excessive alcohol consumption is associated with many health and societal problems including chronic diseases, unintentional injuries, violence, and community decay.
According to the CDC, excessive alcohol use includes bingedrinking, defined as consuming 4 or more drinks on an occasion for a woman or 5 or more drinks on an occasion for a man; and heavy drinking, defined as 8 or more drinks per week for a woman or 15 or more drinks per week for a man; or any alcohol use by pregnant women or anyone younger than 21.
Most people who drink excessively are not alcohol-dependent and do not have alcohol use disorder (AUD). Additionally, underage drinking is considered a form of excessive drinking because it is both illegal and often involves consumption in quantities and settings that can lead to serious immediate and long-term consequences.21 Principally, these goals seek to implement policies that affect access, availability, and consumption of alcohol. Furthermore, these goals seek to change the environmental context of the community by
cultivating a culture that values the importance of responsible alcohol sales and consumption.
BINGE
drinking
drinks on occasion
5 15
4 8
MEN
WOMEN
HEAVY
drinking
drinks per week
Strengths
21 U. S. Centers for Disease Control and Prevention (CDC), 2023. https://www.cdc. gov/chronicdisease/resources/publications/factsheets/alcohol.htm Coachella has assets and strengths to leverage for
reducing the availability and accessibility of alcohol
to reduce excessive alcohol consumption, youth
consumption and access to alcohol, and associated
harms. This includes:
ALCOHOL POLICIES: The City of Coachella has established policies to limit the consumption and sales of alcohol in public places. In addition, the City of Coachella uses its zoning authority to regulate where new alcohol establishments can be located and limit the density of alcohol outlets to protect the health and safety of specific neighborhoods. It does this by designating retail alcohol sales as a “special use,” requiring an application for a conditional use permit (CUP) to sell or serve alcohol at on-sale, off-sale, or entertainment establishments in the city. After the application is reviewed by the City Planning Department and Police Department, conditions of operation may be placed on the business to ensure that it operates in a manner compatible with the surrounding neighborhood. In addition, Coachella works to prevent underage drinking and the provision of alcohol to minors in private settings by using its authority to declare what constitutes a nuisance, including underage alcohol consumption, at large and unruly gatherings.
PROBLEM PREVENTION STRATEGIES TO SUPPORT
COMPLIANCE WITH POLICIES: The Coachella Planning
Department and Police Department are actively engaged in reviewing alcohol (CUPs). This process includes conducting public hearings to understand the resident’s opinions and concerns about new alcohol outlets. The Coachella Police Department participates in regional and state DUI prevention and enforcement activities, including the Office of Traffic Safety Sobriety/Driver License Checkpoints. The City of Coachella requires permits for special events that sell alcohol and asks applicants to report the “types of alcohol” and “location of alcoholic beverage sales (i.e. beer garden, booth)” at the special event. Community stakeholders reported talking to youth in recovery to determine where youth accessed
alcohol. However, this practice was not currently connected to alcohol policy implementation or compliance efforts.
128 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 129 Table of Contents Table of Contents
Item 21.
GENERAL PLAN 2035 – COMMUNITY HEALTH AND
WELLNESS: In its General Plan Update (2035), Coachella has included goals that align with alcohol policies:
Goal 3: Smoke-Free Environments. Reduced negative
public health impacts of tobacco smoke.
3.4 Liquor and Tobacco marketing. Prohibit stores from
placing alcohol and tobacco products near candy and
from placing alcohol and tobacco advertisements on
exterior signage and below four feet in height, which is child’s eye level.
Goal 6: Healthy Food Access. Safe and convenient access to healthy, affordable, and culturally diverse foods with low concentrations of unhealthy food providers.
6.6 Non-alcoholic beverages. Require new liquor
licensees to offer a variety of non-alcoholic beverages to their customers during all business hours.
6.7 Liquor stores. Prohibit off-site alcohol sales within 600 feet of religious institutions, hospitals, schools, parks, playgrounds, and preschools to reduce youth exposure
to alcohol and the potential externalities of liquor store establishments. Consider prohibiting new liquor licenses in areas of the City where numerous alcohol retail
establishments already exist.
INTERVENTION PROGRAM: Riverside County has a program
to integrate screening, brief intervention, and referral to treatment (SBIRT) for individuals experiencing problems with alcohol use countywide (not specific to Coachella).
OTHER STRENGTHS: The following strengths are not related to alcohol policies but were mentioned by focus group members:
School and Community-Based Prevention Programs
Riverside County Latino Commission provides education and prevention services for Coachella youth and parents. The Latino Commission has representatives working in seven schools in Coachella Valley Unified School District. They provide substance use counseling and conduct “Behavioral Research to Improve Medication-Based Treatment” (BRIM) and American Society of Addiction Medicine ASAM screenings.
The Coachella Valley Unified School District conducts drug and alcohol prevention activities, such as Red Ribbon Week.
Friday Night Live is a Riverside County Substance Abuse Program that encourages school and community-based peer prevention clubs.
Treatment Programs
Riverside County provides extensive mental health treatment options for Coachella residents: https://www.rcdmh.org/ Other organizations, such as The Awareness Group, also provide mental health and substance use treatment.
130 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 131 Table of Contents Table of Contents
Item 21.
Challenges Opportunities
Building from the assets, there are several
opportunities to increase well-being in Coachella:
DEVELOP DATA COLLECTION METHODS: City officials
and community stakeholders reported the need to collect and analyze data to make policy and prevention decisions.
Collecting alcohol-related data will require resources and partner participation, including the schools, police, and business community.
UNDERAGE ACCESS TO ALCOHOL: Community stakeholders
reported that youth access to alcohol is often in social settings, family homes, and similar places. Coachella’s stakeholders and City leaders have the opportunity to
conduct an assessment of youth access to alcohol to
determine how and where youth obtain alcohol. In part, this assessment could include determining analyzing existing “California Healthy Kids” survey data to assess the level of underage drinking and where youth are accessing and using alcohol. Coachella Valley Unified School District appears not to have participated in the California Healthy Kids Survey in the past three years. Coachella has an opportunity to resume the practice of participating in this survey to study valuable prevention data. The results, including identifying areas to improve and celebrating positive results, can be shared among stakeholders to deepen the understanding of youth access to alcohol and policy strategies to address it locally.
An assessment can help determine challenges, what is working, and help with allocating limited resources. Conducting these assessments regularly can inform prevention and policy
implementation activities. In addition, community stakeholders reported talking to youth in recovery about where and
how they accessed alcohol. This data could also be used anonymously to inform policy and prevention activities.
UNDERSTAND THE LOCAL IMPACT OF EXCESSIVE
DRINKING: Sources and types of data can include:
Police agencies (RCSO/CPD, CHP, CA-ABC) data - Annual alcohol-related police calls for service/crimes in areas with a high density of alcohol outlets and driving under the influence (DUI) crashes in Coachella; “place of last drink” information from those arrested for DUI; and
Local hospitals data – Alcohol-related emergency room admissions, for example, injuries (from crashes, assaults, etc.) and alcohol poisoning/overdose.
Due to limited community participation in focus groups and interviews, the key challenges that could prevent or hinder Coachella from maximizing or fully capitalizing on any
opportunities:
MISSING INFORMATION: This assessment includes little to no understanding of the house policies or practices of alcohol-licensed establishments in Coachella. Although there are several areas in the Blue Zones policy scan that are under the direct authority of alcohol business owners or managers, there was no participation in focus groups or interviews by representatives of individual alcohol businesses, local merchant associations, or the Chamber of Commerce. Furthermore, those who participated in interviews and focus groups were unable to provide information about the policies and practices of local alcohol establishments or merchant associations. This information is necessary to include in assessing the complete picture of the alcohol policy environment and community readiness.
PROJECTED DEVELOPMENT IN THE DOWNTOWN
CORRIDOR NEEDS CONTINUED CAREFUL
PLANNING AROUND ALCOHOL SALES:
In a community presentation, a city official
stated the city’s desire to be a business-friendly,
job-creation community, and to revitalize the
downtown corridor into an entertainment center
(there are currently 3 casinos). Ensuring the use
and enforcement of existing policy tools, can help
proactively prevent any alcohol-related problems
that may result from increased access to retail
alcohol sales.
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Item 21.
Readiness Acknowledgements
In general, there appears to be an appreciation for alcohol policy and prevention and an interest in engaging in new efforts among Coachella City officials and community
stakeholders. For example, City officials expressed interest in Coachella as an entertainment “destination” to revitalize the downtown, but also expressed concern about balancing the problems associated with alcohol sales. City officials also expressed interest in methods to collect and analyze data to use alcohol policy proactively to prevent underage and excessive alcohol use. In addition, the updated General Plan includes goals related specifically to alcohol policies.
Blue Zones acknowledges the following individuals who
contributed to Assessment Phase activities:
Some community stakeholders did not demonstrate knowledge of policy-based prevention strategies. They reported that they attributed problems with underage alcohol use to a lack of education about alcohol use. This could indicate stronger support for informational strategies, and softer support for evidence-based policies and practices that limit access.
Although this may be due in large part to the specific directservice occupations of some stakeholders (e.g., treatment, school-based prevention education), additional data about local alcohol-related issues and the evidence base of policy strategies may increase readiness to consider policy changes.
NAME ORGANIZATION
Daisy Ramirez Health Equity Community Outreach Coordinator, RUHS Public Health
Gabriel Perez Development Services Director, City of Coachella Jeff Davied Operations Director, The Awareness Group
Lucero Fabela Human Resources Specialist, Riverside County Latino Commission
Misty Mejia Program Administrator, Riverside County Latino Commission on Alcohol and Drug Abuse Services
Reha Hussain RUHS Public Health
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Item 21.
NON-REGULATORY — Creating or changing programs, guidance, or education efforts.
REGULATORY — Creating or changing legally binding standards, rules, or laws, such as zoning codes, ordinances, permitting, or licensing standards.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE
Category:
Blue Zones Alcohol Policy Menu
GOAL: REFORM LEGAL LIABILITY TO REDUCE EXCESSIVE DRINKING ACTION
(Objective)
CATEGORY
LEVEL OF
EFFORT
FOCUS (Strategy)
ESTABLISH
DRAM-SHOP OR
COMMERCIAL-HOST
LIABILITY
L
Establish dram-shop liability that holds the owner
or server of a retail alcohol establishment legally
responsible for harms inflicted by a customer who
recently was served alcoholic beverages.
State preemption
ESTABLISH SOCIALHOST LIABILITY L
Establish social-host policies that establish legal liability for adult responsible for serving alcohol and any harm
caused by a person who becomes intoxicated as a
result of excessive consumption.
"7.05.020 Loud or unruly gatherings—Public nuisance.
It shall be unlawful and a public nuisance to conduct a gathering of ten (10) or more persons on any private property in a manner which constitutes a substantial disturbance of the quiet enjoyment of private or public property in a significant segment of a neighborhood, as a result of conduct constituting a violation of law. Illustrative of such unlawful conduct is excessive noise or traffic, obstruction of public streets by crowds or vehicles, public drunkenness, the service of alcohol to minors, fights, disturbances of the peace, litter. A gathering constituting a public nuisance may be abated by the city by all reasonable means including, but not limited to, an order requiring the gathering to be disbanded and citation and/or arrest of any law violators under any applicable local laws and state statutes.
(Ord. No. 1023, § 1, 11-17-10; Ord. No. 1025, 11-17-10)" GOAL: REFORM LEGAL LIABILITY TO REDUCE EXCESSIVE DRINKING ACTION
(Objective)
CATEGORY
LEVEL OF
EFFORT
FOCUS (Strategy)
REGULATE
OPERATION OF
MOTORIZED VEHICLES
S
If not already in place, establish standards above which it is illegal to operate recreational watercraft while
legally intoxicated.
State preemption
S
If not already in place, establish standards above which it is illegal to operate electric scooters and other micromobility devices on roads or sidewalks while legally intoxicated.
State preemption
ADJUST PUBLIC
CONSUMPTION LAWS
FOR ALCOHOL
M
If not already in place, adopt public-consumption laws
to appropriately control the use and availability of
alcohol in public places, which may include community
events, public venues (e.g., concerts, street fairs, and sporting events), public parks, beaches, and other
public spaces. These laws may specify the conditions of availability and use of alcohol in other public settings. *SEE ON NEXT PAGE
INVEST IN ALCOHOL
ENFORCEMENT S
Establish an alcohol-control program to reduce the
social and health harms of excessive alcohol use.
Enforcement efforts must complement policies and
create a deterrent effect.
Unknown. Need to hear from key informants.
ESTABLISH FREERIDE-HOME
PROGRAMS
S Establish and promote programs to provide free rides
home to people who may be intoxicated. Unknown. Need to speak with key informants.
ESTABLISH PLACEOF-LAST-DRINK
REPORTING
S
Establish a system to collect information on the
location where a person last consumed alcohol if they
are involved in an alcohol-related incident (e.g., driving under the influence of alcohol, assault).
Unknown. Need to speak with key informants.
GOAL: ENHANCE PUBLIC SAFETY PROGRAMS
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Item 21.
GOAL: REFORM LEGAL LIABILITY TO REDUCE EXCESSIVE DRINKING ACTION
(Objective)
CATEGORY
LEVEL OF
EFFORT
FOCUS (Strategy)
INTEGRATE
SCREENING, BRIEF
INTERVENTION,
AND REFERRAL TO
TREATMENT
S
Establish a program to integrate screening, brief
intervention, and referral to treatment (SBIRT) for
individuals experiencing problems with alcohol use.
"Riverside University Health System - Screening, Brief Intervention and Referral to Treatment (SBIRT) for Substance Misuse and Substance Use Disorders
Funder: Substance Abuse and Mental Health Services Administration (SAMHSA)
Program Goal: The SoCal Optimization of SBIRT (SOS) Project uniformly optimizes and standardizes SBIRT services at FQHCs in San Diego, Riverside and Imperial Counties to prevent and reduce alcohol and other substance misuse among adolescents (ages 12-17) and adults (ages 18+) in primary care and community health settings.
Participating Health Centers: Neighborhood Healthcare, Clinicas de Salud Del Pueblo, Inc., Imperial Beach Community Clinic, North County Health Services and San Ysidro Health
About: Health Quality Partners will partner with five member health centers to expand Screening, Brief Intervention and Referral to Treatment (SBIRT) services in primary care."
STATUS OF STRATEGIES FOR: ADJUST PUBLIC CONSUMPTION
LAWS FOR ALCOHOL
*“Chapter 9.04 ALCOHOL RELATED OFFENSES (See page 137)
Sections:
9.04.010 Alcoholic beverages.
A. Purpose. The purpose of this section is to protect the health, safety and welfare of the city’s residents and visitors and to protect property values from declining due to nuisance related activities associated with alcoholic beverages.
B. Alcoholic Beverage. Alcoholic beverage means to include alcohol, spirits, liquor, wine, beer, and every liquid or solid containing alcohol, spirits, wine, or beer, and which contains one-half of one percent or more of alcohol by volume and which is fit for beverage purposes either alone or when diluted, mixed, or combined with other substances.
C. Consumption.
1. It is unlawful for any person to drink, use or consume any alcoholic beverage upon any public street, sidewalk, highway, road, lane or alley, or in or upon any park or recreation area, or upon any other publicly owned property which is not licensed for the consumption of such alcoholic beverage on the premises by the Department of Alcoholic Beverage Control of the state of California.
2. It is unlawful for any person to drink, use or consume any alcoholic beverage upon privately-owned property, which is open to the use or patronage of the general public at the time, unless the person doing or committing the act has the express or implied permission or invitation to do so from the owner or lessee or other person in charge of the private property or business premises involved.
3. The provisions set forth in this subsection are intended to protect all persons, including, but not limited to, adults, teenagers, adolescents, supervised minors and unsupervised minors from causing or suffering from injuries that are proximately caused by acts committed while drinking, using or consuming alcoholic beverages.
D. Retail Package Off-Sale Premises and Adjacent Parking Lots and Public Sidewalks.
1. All retail package off-sale alcoholic beverage licensees licensed pursuant to Division 9 (commencing with Section 23000) of the California Business and Professions Code shall post on their respective licensed premises, any parking lot (other than a privately owned residential parking lot) located immediately adjacent to such licensed premises, and any public sidewalk situated immediately adjacent to such licensed premises and any posted parking lot signs that contain the following message:
“”It is unlawful for any person who has in his or her possession any bottle, can or other receptacle containing an alcoholic beverage which has been opened, or has its seal broken, or has its contents partially removed, to enter, be, or remain on these premises.
All violations will be reported to the Riverside County Sheriffs Department.”” All such signs shall be clearly visible to patrons and members of the public using the subject public sidewalk.
2. It is unlawful for any person who has in his or her possession any bottle, can or other receptacle containing an alcoholic beverage which has been opened, or has its seal broken, or has its contents partially removed, to enter, be, or remain on any premises posted pursuant to this subsection.
E. Illegal Provision of Alcohol. As set forth in Penal Code Section 11200, every building or place used for the purpose of unlawfully selling, serving or giving away any spirituous, vinous, malt or other alcoholic liquor, and every building or place in or upon which such liquors are unlawfully sold, served or given away, shall be declared a nuisance which permits the city attorney to maintain an action to abate and prevent the nuisance pursuant to Penal Code Section 11200 et seq.
F. Infraction Violation. A violation of subsection (C)(1) or (2), and subsection (D) (1) or (2) of this section by the person responsible for committing such violation shall constitute an infraction violation.
G. Civil Fines. Any person convicted of an infraction under this section shall, for each violation of this section, be subject to: (a) a civil fine in an amount not to exceed two hundred fifty dollars ($250.00) for a first conviction of an offense; (b) a civil fine in an amount not to exceed five hundred dollars ($500.00) for a second conviction of the same offense within a twelve (12) month period of the date of the first offense; and (c) a civil fine in an amount not to exceed seven hundred fifty dollars ($750.00) for the third conviction of the same offense within a twelve (12) month period of the date of the first offense. The civil fine for a fourth and subsequent conviction of the same offense within a twelve (12) month period of the date of the first offense shall be one thousand dollars ($1,000.00).
H. Criminal Fines. Any person convicted of an infraction under this section shall, for each separate violation of this section, be subject to: (a) a criminal fine in an amount not to exceed one hundred dollars ($100.00) for a first conviction of an offense; (b) a criminal fine in an amount not to exceed two hundred fifty dollars ($250.00) for a second conviction of the same offense within a twelve (12) month period of the date of the first offense; and (c) a criminal fine in an amount not to exceed five hundred dollars ($500.00) for the third and any subsequent conviction of the same offense within a twelve (12) month period of the date of the first offense.
I. Misdemeanor Violation. A fourth violation and subsequent violations of subsection (C)(1) or (2) of this section within a twelve (12) month period shall be deemed a misdemeanor violation subject to the fines and imprisonment provisions set forth in section 1.08.010 of this code.
(Ord. 892 § 13, 2003; prior code § 14-11)“
GOAL: ENHANCE PUBLIC SAFETY PROGRAMS
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Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: REFORM LEGAL LIABILITY TO REDUCE EXCESSIVE DRINKING ACTION
(Objective)
CATEGORY
LEVEL OF
EFFORT
FOCUS (Strategy)
REGULATE ALCOHOL
OUTLET DENSITY* M
If not already in place, establish standards for approval of use permits for businesses that sell alcohol, which
may include minimum distance from sensitive uses,
hours of operation, and other conditions to ensure
compatibility with surrounding neighborhood(s) and
prevent high density of alcohol outlets.
"Chapter 5.24 ENTERTAINMENT ESTABLISHMENTS WHERE ALCOHOL
IS SERVED
5.24.030 Permit—Required—Exceptions.
Chapter 17.74 Conditional Uses
17.74.015 Conditional use permits for liquor, on-sale and off-sale.
D. Additionally, if the California Department of Alcoholic Beverage Control (ABC) notifies the City that the proposed establishment is either (1) subject to the State law moratorium/limit on the number of liquor licenses that may be issued within the city under California Business and Professions Code Section 23817.7 or, (2) is in an area of ""undue concentration"" of liquor licenses, as defined in California Business and Professions Code Section 23958.4; the planning commission must additionally find that the public convenience or necessity nonetheless justifies the issuance of the liquor license to the establishment. (Ord. No. 1088, § 5, 12-14-16)"
RESTRICT MARKETING
AND ADVERTISING OF
ALCOHOL
M
Adopt state or community standards that control
the placement and content of alcohol marketing
materials, which may include prohibiting alcohol-related promotions or giveaways, restricting sponsorship
of civic events, and restricting the content of print,
Internet, radio, and television marketing in locations or during times where children are likely to be present.
Not specific to alcohol.
XL
Restrict billboard advertising of alcohol where it can
be demonstrated that such restrictions would advance
a significant governmental interest in improving the
health of residents.
Not specific to alcohol
GOAL: DISCOURAGE EXCESSIVE & UNDER-AGE DRINKING
GOAL: REFORM LEGAL LIABILITY TO REDUCE EXCESSIVE DRINKING ACTION
(Objective)
CATEGORY
LEVEL OF
EFFORT
FOCUS (Strategy)
SUPPORT THE
RESPONSIBLE
CONSUMPTION OF
ALCOHOL
S
Establish parameters for alcohol consumption in
responsible social settings, such as outdoor dining and entertainment, by limiting hours of service and the
number of drinks served.
Unknown. Need to hear from key informants.
S Work with tourism industry in marketing local craft
beer, distilleries, and wineries to appropriate audiences. Unknown. Need to hear from key informants.
M
Allow establishments serving alcohol to be located in
walkable areas by removing barriers such as minimum
parking requirements (which encourage driving after
drinking) and overly restrictive locational standards
(which can push alcohol service to locations that
require customers to drive home).
Unknown. Need to hear from key informants.
S
Establish a program to encourage bars and restaurants
to disallow events that encourage excessive drinking,
such as 21st birthday parties and bachelor/bachelorette parties.
Unknown. Need to hear from key informants.
END DISCOUNTS AND
DRINK SPECIALS M
Eliminate price discounts, drink specials, and times
when drinks are sold at substantially discounted
rates by bars and restaurants (which increase alcohol
consumption and the risks associated with excessive
drinking).
Unknown. These would be created at individual licensed establishments.
Need to hear from key informants
IMPLEMENT
RESPONSIBLEBEVERAGE-SERVICE
AND MANAGEMENT
TRAINING
S
"Implement responsible-beverage-service (RBS)
training programs that provide service staff in licensed establishments with knowledge and skills to serve
alcohol in a responsible manner and to comply with all
legal requirements governing alcohol service."
No local policy for off-sale establishments
S
"Implement responsible-beverage-service (RBS)
training programs for owners and managers of licensed
establishments that focuses on establishment policy
development, policy enforcement, and dealing with
challenging situations."
No local policy.
INCREASE ALCOHOL
TAXES L
"Increase taxes on the unit cost of alcohol (beer,
wine, and distilled spirits) to discourage excessive
consumption."
State has preemptive authority over alcohol taxes
GOAL: DISCOURAGE EXCESSIVE & UNDER-AGE DRINKING
GOAL: DISCOURAGE EXCESSIVE & UNDER-AGE DRINKING
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Item 21.
Tobacco
Curbing tobacco use is one of the most easily available ways to improve health in Riverside County.
Tobacco use is the single most preventable cause of disease, disability and death in the United States. Half a million Americans die prematurely of smoking or exposure to secondhand smoke annually. Another 16 million live with a serious illness caused by smoking that erodes their quality of life.
COACHELLA
This report is meant to be a snapshot in time for local community policy and well-being. The policy team endeavors to explore all policy work that is underway in the community.
This report may not reflect all efforts in which the community is engaged.
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Item 21.
Despite widespread knowledge of the risks of
smoking and tobacco use, nearly 40 million U.S.
adults still smoke cigarettes, and about 4.7 million
middle and high school students use at least one
tobacco product. Every day, about 1600 U.S. youth
younger than 18 years of age smoke their first
cigarette. (Source: CDC)
Research has shown that preventing youth from developing a smoking habit reduces the likelihood that they will become adult smokers.
Smoking is still the leading cause of preventable disease, disability, and death in the United States, according to the Centers for Disease Control (CDC) and the American Lung Association (ALA).
2.81 billion
740$
annual health care costs in
Washington state directly
caused by smoking
costs per household for
tobacco related health
care in Washington State
million 40 4.7 million
adults smoke
cigarettes
1600
U.S. youth
< 18years
every day,
smoke their
first cigarette
middle and high
school students
use at least one
tobacco product
The City of Coachella has a 16.4% adult smoking
rate. It scores an overall “D” grade on the ALA’s
State Of Tobacco Control 2023 Report Card, while
having an “A” for a Tobacco Retail License, “F” for
Smokefree Housing and “F” for Smokefree Outdoor
Air.
There are 0.5 tobacco retailers per 1,000 Population
and 4.3 % within 500’ of a school and 26.1% within
1,000’. The City of was recently awarded a tobacco
education and enforcement grant and hired a
Community Service Officer in March 2022.
The program has developed a campaign with the
city titled “GET YOUR HEAD OUT OF THE CLOUD…
your health is WORTH IT!” The City of Coachella has
an opportunity, like Riverside City, for a future TRL
ordinance strengthening and to adopt smokefree
policies.
City of Coachella
adult smoking rate
ALA’s State Of Tobacco Control
2023 Report Card
Tobacco Retail License
Smokefree Housing and
Smokefree Outdoor Air
4 .
3 %
to
bacco
retailers - 500 ft 26.1% tobacco retailers - 1000 f
SCHOOLS
t
D
GRADE A
GRADE F
GRADE
16.4%
SEE Appendix Page 212 for the full
Tobacco Report for Riverside County.
Cities must follow tobacco laws passed at the
federal, state, and local levels, including the county
level. Cities can pass more restrictive policies than
the county’s policies and counties can pass more
restrictive policies than the state’s policies.
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Item 21.
Places Overview
The Blue Zones approach to community transformation is to optimize the places and spaces people spend the most time so that healthy choices are easier or even unavoidable. Large worksites and public schools are a focus because they are where most adults and children spend the majority of their waking lives. Administered and run by our team, we deploy a Blue Zones Approval program for schools, worksites, restaurants, and grocery stores.
SCHOOLS | WORKSITES | RESTAURANTS | GROCERY STORES
Over time, our objective is to get a minimum threshold of these places Blue Zones Approved™. In Blue Zones communities, we typically have 70% or higher name awareness and recognition, so a Blue Zones designation is highly coveted. By working collaboratively to make permanent and visible changes, healthy choices become easy choices in all the places where people live, work, learn, pray, and play.
COACHELLA
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Item 21.
Schools make a wise investment for health resources because outcomes can last 70 years or longer. Good habits adopted at an early age lead to healthier, happier, more productive lives, and enormous cost savings in medical and social expenditures.
The Blue Zones team will focus on helping 50% of the
schools in the community implement a critical mass of
best practice items from the Blue Zones Schools Pledge
to become Blue Zones Project Approved schools.
Schools
COACHELLA
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Item 21.
Introduction Background
The Blue Zones region of focus encompasses six
communities across Riverside County, including
Coachella, representing an opportunity to make a
tangible impact on this vibrant community’s public
health.22 In this regard, a focused effort to improve
the health of educational environments is a critically
important issue. Of the host of public health
issues many communities across the country face,
providing healthy environments in public schools is
a challenge with an undeniably strong influence on
most other outstanding problems.
The following readiness assessment examines public schools in the City of Coachella, CA (Coachella). In addition to compiling data through analysis of textual resources, focus groups with stakeholders, including school leaders, building and districtlevel personnel, community engagement professionals, community organizations, and other representatives proved instrumental in capturing valuable information for this report.23 The purposes of these gatherings were to gain a deeper
understanding of the City’s public schools, and determine their readiness for working with Blue Zones to revitalize school environments and better promote physical, social, and emotional health throughout the region of focus.
The education system consists of the Coachella Valley
Unified School District (CVUSD). Despite its name, it
does not serve the entire Coachella Valley, only the
areas of Coachella, Mecca and Thermal.24 There are 14
elementary schools, 4 middle schools, 4 high schools
and 1 adult school.25
Also in this region is Desert Sands Unified School
District (DSUSD)—it primarily serves five communities
in the central Coachella Valley of California: Bermuda
Dunes, Indian Wells, Indio, La Quinta, and Palm Desert.
There are 20 elementary schools, 8 middle schools, 7
high schools and 1 adult school.26
Our review of current practices and local realities illuminates that many public schools within the study area are uniquely positioned to work with Blue Zones toward improving school environments. While numerous perennial public health
challenges, objectives, and priorities exist, leveraging Blue Zones-established best practices, and practically applying them at both a macro and micro level with the knowledge gained from this review, will begin to empower these school districts to better serve the groups and individuals who are in need of such collaboration.
14 elementary
schools
4 middle
schools
4 high
schools
1 adult
school
14 elementary
schools
4 middle
schools
4 high
schools
1 adult
school
20 elementary
schools
8 middle
schools
7 high
schools
1 adult
school
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Item 21.
Strengths
State of California Programs and
Funding
CALIFORNIA UNIVERSAL MEALS PROGRAM
California is the nation’s first state to implement a
universal meals program for school-aged children.27
Beginning in the 2022–2023 school year, the California
Universal Meals Program is a statewide initiative aimed at providing nutritious meals to all children in California “regardless of their family’s income or immigration
status”.28 This program was established to address food insecurity and ensure access to healthy meals, with all children under the age of 18 eligible to receive two free meals, breakfast and lunch, at participating schools,
community centers, and various locations. The program
is funded by the State of California and administered by the California Department of Education in partnership
with local schools, community organizations, and food
service providers. The meals provided through the
program are based on USDA nutrition standards, and
designed to meet the dietary needs of growing children
while instilling healthy eating habits.
KITCHEN INFRASTRUCTURE AND TRAINING FUNDS (KIT FUNDS)
In 2022 California passed legislation allocating necessary funds through 2025 to improve schools’ kitchen infrastructure and train food service staff with the goals of increasing schools’ capacity to prepare fresh meals on site that are minimally processed and incorporate locally grown and sustainable ingredients, and with the overarching aims of promoting nutritious foods while reducing waste.29
COUNTY OF RIVERSIDE
Riverside County’s Office of Education focuses on developing students from the perspective of the whole child model, which includes fostering children’s physical, mental, and spiritual health in addition to their academic growth.
The county’s Superintendent of Schools, Dr. Edwin Gomez, established 4 initiatives addressing issues related to equity and inclusion, mental health, literacy by 5th grade, and financial literacy to support students.30 Moreover, through partnerships with Riverside Latino Commission, Riverside University Health Systems Behavioral Health, Boys & Girls Club of the San Gorgonio Pass, and the Riverside County Department of Animal Services, various organizations are helping to provide mental health services, including a program called CAREspace that creates dedicated safe spaces in schools.31 Given the focus on the whole child, and existing programs and initiatives serving students and families, the county’s Office of Education is aligned with Blue Zones’s efforts.
Critically, Superintendent Gomez expressed his openness and willingness to collaborate with Blue Zones, noting the importance of Blue Zones’s efforts and the need for them to be integrated regionally.
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Item 21.
COMMUNITY-BASED EFFORTS TO IMPROVE SCHOOL
ENVIRONMENTS
Among the most significant strengths that Coachella Valley possesses are partnerships with community organizations that work to support students and families. Schools are no longer a place that only provide an education—they
are neighborhood hubs that community organizations
collaborate with to offer critical services and resources, including healthcare and dental services, social services and social and emotional learning, translation services, tutoring, child care, and additional meals for dinner and during the summer. While reconciling the demand placed on schools
to offer these supports with available resources poses a significant challenge, community organizations in the region of study are stepping in to assist and offer programming to help meet some of these needs. A sample of these efforts shared by focus group members are as follows.
A particularly important point of collaboration is with the University of CA, Riverside Cooperative Extension and CalFresh Healthy Living (CA SNAP-Ed). This partnership provides
several schools (Caesar Chavez, Las Palmitas Elementary Schools) with gardens along with programming that includes educational services to schools and children, such as online gardening lessons, and works with volunteers and teachers to promote gardens as academic experiences. Incorporating school gardens into students’ daily activities provides meaningful opportunities to learn and experience growing and eating healthy foods.
Both CVUSD and DSUSD provide extended care through the
After School Education and Safety (ASES) Program. ASES
provides free after-school enrichment for students at schools through art, music and sports activities, along with academic intervention.32 This program cannot service all students that need after-school care, but has expanded its enrollment over the years due to increased support from the state’s Department of Education and local fundraising efforts. The program works through partnerships between a school and local community resources to provide literacy and study skills, academic enrichment, character development, physical activity and safe constructive alternatives for students in kindergarten through sixth grade.33
Further, addressing how partnerships between schools and community organizations can work in more harmonious ways, and helping them create healthier environments through the Blue Zones Pledge, could further ease the burden schools face to offer the aforementioned services and resources.
Community organizations can be a part of district and school wellness communities that offer valuable resources and
learning opportunities to many, while Blue Zones can help to align resources to the school pledge actions through current and additional well-being initiatives.
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Item 21.
COACHELLA VALLEY UNIFIED SCHOOL DISTRICT AND DESERT SANDS
UNIFIED SCHOOL DISTRICT
District and school-level communications are bilingual, which has helped significantly in increasing family participation in events and activities.
Moreover, parent and student engagement on social media is substantial and impactful—this can be a great tool for sharing well-being efforts, events, and healthy educational opportunities with district community members. The focus group illuminated the dramatic impact that this strength has had on increasing parental engagement with the school community.
At CVUSD, an initiative to revamp an athletic field and improve its surrounding area at Seaview Elementary School, which included replacing fencing, creating a walking path, building covered outdoor learning spaces, and installing new turf proved remarkably popular and successful—there are now three more fields in the district scheduled for similar renovations and improvements, and one has funding committed to it. These fields are places for students and families to learn and play in a safe, positive environment.
Wellness centers are implemented at the middle school and high school-level, with behavioral specialists and mentors, aroma therapy, meditation, yoga, and stress relief activities, free counseling to students and their families through the Latino Commission, and two counselors per school. Future plans exist to introduce wellness centers into elementary schools as well.
School meal menus include the daily
availability of salads for students.
Charter schools offer family-oriented activities
and community celebrations—this provides
a sense of belonging and connectedness to
the school and each other. Additionally, these
events provide moments for the community to
recognize and appreciate the cultural diversity
surrounding them. Local food festivals, for
example, have been a popular way to bring
people in this community together and expose
them to culturally relevant foods (American
and Hispanic).
DSUSD promotes its wellness policy online and
provides resources that align with wellness
for students, such as healthy online nutrition
education tools, including the Smart Snack
Calculator that helps teachers and parents
choose healthier snacks. In previous years,
DSUSD had several schools achieve recognition
from the Alliance for a Healthier Generation’s
Healthy Schools Program, which indicates that
these schools value making changes toward
improving well-being and can implement
additional well-being initiatives that already
align with current efforts.34
Riverside University Health System started a farmers
market that tried to enlist local farmers, but focus group discussion revealed that the initiative struggled, as it proved difficult to identify local vendors who would
sell their products. Schools, therefore, could benefit by building relationships with local vendors.
Substance abuse, including marijuana and vaping,
continue to pose a significant challenge for the
community.35 Indeed, 9.7% of high school-aged youth in
California currently consume some form of tobacco.36
One attempt to combat this issue involves a law
enforcement officer visiting schools to educate students on the harmful effects of vaping and substance abuse.37 This is in partnership with the City of Coachella, which facilitates the program through a three-year initiative, Get Your Head Out of The Clouds.38
Discussions during the focus group highlighted CVUSD’s current socialemotional programs, and frequently referred to the Latino Commission’s efforts to help students living with mental health conditions. It was, however, also mentioned that there is still a need for greater programmatic support to address these exacerbating challenges.
Focus groups participants claimed that parks are run down (broken glass and poor lighting) and need improvement. The city is currently in the midst of a revitalization effort wherein parks’ facilities are improved for more effective use and to increase a sense of safety in these places. An ongoing challenge related to park usage includes meager transportation options to and from the existing parks, diminishing the benefits and purposes of offering these spaces to the community. Joint-use agreements are often used for student activities. The lack in the number of play areas combined with the physical state of existing spaces, however, has created a challenging supply constraint wherein the demand for sports fields and playtime facilities is not accommodated.
Challenges
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Item 21.
Opportunities
The District Wellness Council exists in CVUSD through the nutrition services department but focuses primarily on school meals; this can be expanded to address a more comprehensive approach to well-being.
At charter schools, frozen meals are heated and served since no partnerships with local vendors exist to provide fresh, nutritious meals.
Fostering partnerships with local farmers and vendors could enhance school meals that offer a greater variety of fruit and vegetables. Most fruit and vegetables come from Los Angeles, and consist of those that have a longer shelf life, such as bananas, apples, and oranges, rather than culturally appropriate items like mangos.
Kitchens that allow for food preparation are available in CVUSD’s schools, though they are small, and fresh food is not always available.
A central kitchen would likely be a suboptimal solution due to transportation challenges related to the district’s 1,200-square-mile geography. Some foods are from sources from local vendors, but most of it is outsourced.
Additional parks would offer more safe space for student and family activities.
CVUSD has several school gardens with relevant programming— growing gardens in additional schools would expose more students to these experiential learning opportunities that incorporate nutrition curriculum, provide opportunities for brain breaks and physical activity, and foster social-emotional skills. Blue Zones can help foster collaboration and build partnerships throughout the community to help schools receive these beneficial programs.
Blue Zones can help to create a streamlined approach to school health through the Blue Zones Project School Pledge Actions and offer assistance in updating the district wellness policies that districts in the region of focus will benefit from.
For example, the following areas in the Blue Zone Pledge could be implemented with school principal support: creating additional social connectedness opportunities in and out of school
creating physical activity opportunities and mindfulness into the school day
specific goals for nutrition promotion and education, physical activity, and other school-based activities that promote student wellness
support policies for other foods and beverages available on the school campus during the school day (e.g., in classroom parties, classroom snacks brought by parents, or other
foods given as incentives)
assist in building more collaborations with organizations and community members to enhance well-being initiatives. 158 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 159 Table of Contents Table of Contents
Item 21.
People and Organizations Engaged during Assessment
NAME ORGANIZATION
Brad Hardison Master Gardener, UCCE Riverside County
David Baucom Director of Facilities, Operation & Planning, CVUSD Dr. Edwin Gomez Superintendent, Riverside County Office of Education Grace Jimenez Imagine School Riverside
Juanita Goodwin Unit Director, Frank Foster & Palmer Powell Family Clubhouse Boys and Girls Clubs of Coachella Valley
Kat Satterly CA Program Manager, Alliance for a Healthier Generation Lisa Hernandez NOVA Academy
Manuel Arriaga Teacher, CVUSD
Marta Shand Nutrition Services (former), DSUSD
FOOTNOTES
22 Image courtesy of the United States
Census Bureau. https://data.census.gov/
profile?g=0500000US06065
23 Building- and district-level personnel include
superintendents, those from child nutrition services,
and those from health and physical education.
24 Ibid
25 Coachella Valley Unified School District. https://
www.cvusd.us/
26 Desert Sands Unified School District https://www.
dsusd.us/schools
27 California Department of Education. (n.d.).
Universal meals - school nutrition. https://www.cde.
ca.gov/ls/nu/sn/cauniversalmeals.asp
28 Ibid
29 California Department of Education (n.d.). 2022
Kitchen Infrastructure and Training Funds. https://
www.cde.ca.gov/ls/nu/kitfunds2022.asp
30 Riverside County Office of Education. (n.d.).
Superintendent’s Initiatives. https://www.rcoe.us/
about-us/superintendent/superintendent-s-initiatives
31 Riverside County Office of Education. (n.d.).
CAREspace. https://www.rcoe.us/departments/
student-programs-and-serv ices/alternativeeducation/carespace 32 Hwang, K. (2016, July 5). CVUSD after-school
program gives students opportunity. The Desert
Sun. https://www.desertsun.com/story/news/
education/2016/07/05/cvusd-after-school-programgives-students-opportunity/86515772/ 33 Ibid
34 Alliance for a Healthier Generation. https://www.
healthiergeneration.org/
35 Focus Group (2022, December 7)
36 Zhu S-H, Braden K, Zhuang Y-L, Gamst A, Cole AG,
Wolfson T, Li S. (2021). Results of the Statewide 2019- 20 California Student Tobacco Survey. San Diego,
California: Center for Research and Intervention in
Tobacco Control (CRITC), University of California, San
Diego. https://www.cdph.ca.gov/Programs/CCDPHP/
DCDIC/CTCB/CDPH%20Document%20Library/
ResearchandEvaluation/FactsandFigures/2019-
20CSTSBiennialReport_7-27-2021.pdfv
37 The officer’s visit plays a dual role of conducting a security check throughout the school building.
38 City of Coachella. (n.d.). Tobacco awareness
campaign. https://www.coachella.org/departments/
police-department/tobacco-awareness-campaign
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Worksites
Most Americans spend about half their waking life
on the job, making workplaces a prime opportunity
to encourage healthy lifestyles.
The Blue Zones approach to transforming worksites
is to offer a Blue Zone Approval program that
implements a critical mass of initiatives that nudge
employees into moving more, eating less junk food,
making meaningful connections with coworkers, and
helping people find and live out their purpose.
The Blue Zones Worksite Pledge is designed
along five areas of best practice:
Leadership
Purpose
Physical Environment
Social Networks / Engagement
Policies and Benefits
To achieve Blue Zones Certification, we require 50% of the largest workplaces to become Blue Zones Approved.
Employers who take the Blue Zones Worksite Pledge are
offered consulting support at no cost, but they are required to take the process seriously. To that end, our assessment involved identifying the top employers in the county and then meeting with a representative sample of those employers to assess their interest and readiness to move forward with a Blue Zones initiative.
The program provides free purpose workshops and moais — a process by which we build employee social networks around walking and healthy eating.
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Challenges
As indicated by the “Coachella
Cares” statement at the
Community led presentation, the
community fosters a sense of
health and well-being, and this is
pervasive through the presence
of nonprofit organizations and
well-established partnerships
in the community such as Grow
Coachella Valley, and Desert
Healthcare District Foundation.
The Desert Healthcare District Foundation
Mobile Medical Unit was able to provide
vaccines, enabling workers to maintain health
and productivity so work could continue
during the pandemic. This mobile unit has now
expanded its offerings to include Flu Vaccines,
as well as HIV Testing for farmworkers to help
keep them healthy and productive.
ALEJANDRO ESPINOZA,
MPH, CHES, CHIEF of
COMMUNITY ENGAGEMENT
Desert Healthcare
District Foundation
Strengths
As indicated by the “Coachella
Cares” statement at the
Community led presentation, the
community fosters a sense of
health and well-being, and this is
pervasive through the presence
of nonprofit organizations and
well-established partnerships
in the community such as Grow
Coachella Valley, and Desert
Healthcare District Foundation.
Several nonprofit organizations are doing great work supporting the health of farmworkers. These organizations include Grow Coachella Valley, The Health Equity Collaborative and Desert Healthcare District Foundation (Mobile Medical Unit, mobile Covid and Flu Vaccines, as well as HIV testing). Experience with prior community health initiative, “Building Healthy Communities”(BHC), focused on impacting health inequities. The city leadership is committed to health improvement. Being a “Healthy City” is part of Coachella’s vision and guiding principles, and Community Health+Wellness Goals - building out on the foundational commitment. Prior experience provides a strong foundation to improve health and build out Blue Zones in the community. Coachella was the first community to develop a five-year “Blueprint for Action” with the Clinton Health Matters Initiative (2011- 2012) so there is a long-standing interest and experience focusing on a strategy to improve health and wellness in the community.
Coachella’s zip code has some of the
lowest socioeconomic index scores
across Riverside County.
BIPOC (Black, Indigenous and people
of color) residents face barriers to
finding culturally competent health
providers. Worksite experts indicated
that residents have difficulty finding
health care providers with whom they are
comfortable; given the limited number of
culturally similar providers in the area and
community residents’ language barriers.
The recent job growth in warehouses and
Logistics/Transportation industry brings
jobs, but not always work that supports
worker growth, development, and health.
Frequently these jobs offer minimal pay,
and skill development, rigid schedules,
and limited options for breaks and time
away policies. As one local subjectmatter expert indicated, “The warehouses are coming into poor communities of
color not wealthy communities because
they are not wanted in the more affluent
areas of the county”.
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Opportunities
Based on the community led presentation, the top lifestyle related conditions with the greatest opportunity for health improvement are obesity, sedentary lifestyle, smoking, and sleep. An approach of working with local employers to make the healthier choice the easy choice by improving access and making popular local dishes with fresh and healthy vegetables, and creating opportunities for natural movement and social connection can improve these health risks.
Limited high wage jobs in the county so many of the younger generation leave Coachella to move for better education and career opportunities. This was referred to as community “brain drain”.
Explore leveraging the foundation from the prior policy framework “Building Health Communities” (BHC) impacting health inequities to build out Blue Zones community initiative.
Develop partnerships and align efforts with other nonprofits in the community to encourage employers and empower workers to improve health. Coachella as a city and community has a desire to focus healthy living and recreational resources.
Coachella city goals around increasing bike lanes, and public transportation access (zero emission buses) align with Blue Zones approach to encourage active commuting options for workers in the community. Employers can encourage an active community by adding incentives for employees in their benefits designs. (Employers are not typically incentivizing active commuting today).
Explore opportunities (proposed
in community led presentation and
beyond) to activate the near site green
space and potentially community
volunteers to enhance existing parks
(such as Wellness Hub @Bagdouma
Park) in the community.
Work with employers to implement
worksite social gatherings and or
before/after work moais to support
natural movement.
Explore partnership with local
growers to set up a Farmer’s Market
in Coachella and neighboring
communities.
Partner with nonprofits and health
systems to offer education of the
value of fresh fruits and vegetables
in diet and healthy recipes of cultural
favorite dishes using healthier fresh
ingredients (encourage integration
into Hispanic rice and beans-based
diets).
There are opportunities to support
employer and worksite health by
supporting behavioral and mental
health, continuing to improve
access to healthcare services, health
education, and communication of
available services.
UNIVERSITY OF CALIFORNIA, RIVERSIDE
SCHOOL OF MEDICINE, DEPT. OF SOCIAL
MEDICINE POPULATION AND PUBLIC HEALTH
Ann M. Cheney, Ph.D
In Riverside County it is not about people at the top coming in and saying we’re going to do this because Blue Zones has found in their research that this is what’s going to make our communities healthy it’s about providing people with the information and educating them and helping them
make choices about what may or may not work in their
community and then supporting them in building the
capacity to make that happen … it’s the leaders who are there to bring the resources to the community.
“”
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Restaurants
Blue Zones Approved restaurants tend to save
money on food costs and attract more business
through customers who want to eat healthier.
Our goal is to assure a critical mass of restaurants
offer residents healthy options when they go out to
eat. To that end, we administer a Blue Zones
Approval Program that helps restaurants make the
healthy choice the easy choice by offering plantbased meals, smaller portions, and less processed foods with sugar and sodium. Blue Zones Approved
restaurants tend to save money on food costs and
attract more business through customers who want
to eat healthier.
In our work in cities and counties across the nation, our goal is for 10% of all restaurants within the community to take the Restaurant Pledge to become Blue Zones Approved.
Benefits to Restaurants
Attract new diners by offering healthier
options
Increase overall revenue with sales of
healthy food and beverage options
Community recognition for Blue Zones
Approved status
Promotion through Blue Zones Project
social media and website
The Blue Zones Project Restaurant Pledge is designed around five areas of best practices:
Healthier Entrée Offerings: Provide more entrée
options that align with the plant-based focus of Blue
Zones regions around the world.
Side Dishes and Ingredients: Provide more options for
healthier side dishes and portion sizes.
Education and Awareness: Train restaurant staff on
Blue Zones restaurant guidelines.
Physical Environment: Model the Blue Zones principles
in the restaurant work environment.
Preparation and Presentation: Design menus and
present food to highlight healthier options, enabling
diners to make better choices
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Relying on online sources, there are
80 restaurants located in the City of
Coachella. More discovery is needed to
determine a full list of eateries and a
breakdown of local/chain restaurants.
The majority of restaurants in
Coachella appear to be locally owned
and serve Mexican cuisine or specialize
in tacos, with many of these being
quick-serve restaurants with counterstyle ordering. Most of these are mom and pop restaurants, which is a positive
in our experience. These owners are
most likely to have the autonomy
to make marketing decisions, menu
changes and modifications to the
dining environment, such as removing
saltshakers or eliminating free refills.
In Blue Zones Project cities, working
with locally owned restaurants has
been a successful strategy. Unlike
regional or national chains, locally
owned businesses can implement
changes because marketing decisions
are made by a manager or owner who
is typically on-site.
There are a few chain eateries, but these
all serve fast food. These include:
Del Taco
Taco Bell
Carl’s Jr.
Jack in the Box
Little Caesar’s Pizza
Domino’s
Subway
Although more research is needed, there seem to be
no restaurants in Coachella that specialize in vegan,
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Item 21.
Grocery Stores
Grocery stores influence what people choose to
eat, for better or for worse. Food companies have
known and used this to increase their sales with instore marketing for decades, but health-promoting businesses have only recently started targeting food
retailers as untapped resources for healthy eating.
Grocery stores play a key role in Blue Zones Project
as more and more customers are demanding healthy
options. By following best practices from around
the country, grocery stores can meet this growing
customer demand and dramatically increase revenue,
all while improving customers’ health. Local grocery
stores may already be pointing customers toward
healthier choices; but there are many opportunities
to expand upon what they are currently doing.
Benefits to Grocers Retail grocers realize clear benefits by affiliating with Blue Zones:
Healthy Sales: The employee-owned and operated chain of HyVee grocery stores in one regional center in southern Minnesota and seven Iowa communities, grew sales of healthy product categories like whole grains, produce, frozen vegetables, and healthy snacks.
Customer Growth: Blue Zones social media, web, and
community promotions connect the store to potential new customers and other involved organizations. Participating Iowa communities averaged 70% public awareness with several
communities reaching nearly 90%. More than 50% of residents reported being highly engaged in the work.
Customer and Staff Satisfaction: The Blue Zones Grocery Store Pledge fits with evolving consumer preferences for healthier foods. Participation helps optimize and showcase these
offerings.
Involvement also sends a positive message to customers
and employees that the business is doing its part to help the community thrive.
The Blue Zones approach to creating healthy food
options benefits both residents and grocery stores. For a community to obtain Blue Zone Certification, 25% of
grocers must implement the Blue Zones Pledge, which
includes 35 proven best practices associated with
these domains:
Healthier beverages: Promoting healthier drinks
and decreasing the focus and promotion of
sugar-sweetened beverages
Physical environment: Re-imagining the store
layout to make healthy choices more prominent
Education and promotion: Adjusting marketing
strategy and timing of promotions to highlight
healthier options
Retail grocers realize clear benefits by affiliating with Blue Zones Customer and
Staff Satisfaction Healthy Sales Customer Growth
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Grocery store chains in Coachella include:
Smart & Final
(a warehouse-style supermarket chain)
Food4Less
(a no-frills grocery chain owned by Kroger)
Walmart Neighborhood Market
(2 locations)
ALDI
Cardenas
In addition, there are approximately 10-15
small food stores in Coachella with more
than half of these advertising themselves
as Mexican supermarkets, grocery stores or
markets.
There is also at least one discount store and
several convenience stores in Coachella that
sell a limited selection of groceries.
There do not appear to be any grocery
stores in Coachella that specialize in health
foods.
However, there is at least one certified
organic farm that offers fresh, locally grown
produce. Temalpakh Farm grows a large
variety of organic produce from November
through May. It offers residents weekly farm
boxes filled with their organic produce for
$35, and it also offers wholesale pricing to
restaurants. Located at the intersection of
Van Buren and Ave. 55, the farm’s market
is open daily except Sundays, at least
seasonally, and also has a smoothie bar.
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People Overview
Blue Zones engages people in activities that change mindsets and habits in lasting ways. We provide individuals tools, tips, and resources that empower them to transform their lives so that healthy choices become the easy choice. During a community transformation, our staff administers a Blue Zones Ambassador Program aimed at 15% of the adult population (a tipping point needed for widespread change).
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Civic &
Faith-Based
Organizations
In addition to business and government, a third
lesser-known sector exerts a major influence upon
every aspect of life in a community: religious
congregations and civic organizations, ranging
from service clubs like the Rotary to advocacy
groups. Very little progress is made in any
direction without their valuable involvement.
Civic organization and faith-based communities
have a unique ability to connect and engage a
large number of residents from a wide range of
ethnic, cultural, racial backgrounds, abilities, and
language groups.
During the life of a Blue Zones Project, faith
and civic organizations are involved as leaders,
designing the overall well-being plan for the
community, as engagement partners that mobilize
an informed community to support and amplify the
work, and by utilizing the Blue Zones Organization
Checklist that support the well-being of their
employees and stakeholders.
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The City of Coachella has a strong
amount of civic engagement. Some
notable agencies involved within the
community are:
Alianza Coachella – this non-profit formed out
of the work of the California Endowment.
Pueblo Unido PDX – legal services for
immigrants.
Raices Cultura – youth empowerment through
the arts
Hidden Harvest – gleaning program providing
local fruits and vegetables to the food bank
and senior centers (Valley-wide but located in
Coachella)
One Future Coachella Valley – preparing
and connecting students to post-secondary
education
Lift to Rise – Housing stability and economic
mobility
TODEC Legal Center – Serving Immigrants and
their Families
Hidden Harvest is a Coachella based organization that serves the greater Riverside County area. Hidden Harvest is a
produce recovery organization that employs low-income farm workers to “rescue” produce that is left behind in fields and orchards and provides this rescued produce to low-income members of the community. Hidden Harvest has gathered
hundreds of thousands of pounds of produce left behind
for a variety of reasons, including superficial blemishes, overproduction, and falling market prices. The fresh produce rescued has been delivered to over 50,000 in-need residents of Riverside County.
Alianza Coachella is engaged in civic projects related to civic engagement, environmental justice, community justice, and youth organizing. It brings together community members, non-profits, and government leaders to shape policy and public funding priorities. Some notable recent accomplishments include changing the Coachella Valley Water District from an all at-large board to a district board, which ensured minority representation on the board, and also formed the Disadvantaged Community Infrastructure Task Force in the Water District. Alianza’s other recent accomplishments include lobbying for the first public bus route in North Shore, securing funding for paved roads in 40 eastern Coachella mobile home parks, and organizing two youth-led festivals.
OneFuture Coachella Valley works to prepare local students for college and the workforce by supplying scholarships and financial aid. They also provide students with meaningful career explorations in concert with local schools and
business partners.
Life to Rise brings together community advocates and policy leaders in both public and private sectors to increase housing stability and upward financial mobility among families in Coachella. Their 2022-2024 Action Plan was created as the result of several years of cross-sector collaboration, community listening, focus groups, and extensive data analysis.
Civic Organizations
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Faith-Based Organizations
There are a small number of Faith
communities within Coachella, the
majority of which are Christian, and
several of which cater to the Spanishspeaking population. There is a high amount of collaboration among the
Coachella Valley faith leaders.
There are over 8 tax-exempt religious
organizations in Coachella, CA.
Faith-Based Organizations in Coachella, CA
Iglesia Bautista del Valle
Our Lady of Soledad Parish
Pentecostal Church
Templo La Hermosa of the Assemblies of
God of Coachella
Iglesia Evangelica Libre de Coachella
Apostolic Church
The Promise Church
Tam Nguyen Temple
Community-Generated Input: Faith, Civic and Community Engagement Our focus group meeting was attended by 4 representatives from public health and nutrition organizations. During the focus group, we learned about the strengths, opportunities, and challenges in community involvement in Coachella.
Strengths
The Interfaith Alliance led by Jacob Alvarez has no formal website but does have an active email distribution list. Riverside County is not particularly siloed.
The Galilee Center in Mecca has a thrift shot that helps fund Martha’s Village which is a homeless shelter. They also bring portable showers to farmers, among other projects. True collaboration exists in the city, such as addressing housing and rental issues during the COVID-19 pandemic. The police bring social services when working with
homeless encampments.
In nearby Indio, the Backpack Medicine and the Volunteers in Medicine groups have been helpful.
The Retired and Senior Volunteer Program through the
Office of Aging.
Women in Agriculture is a strong organization.
In Coachella, youth helped to spread the word about
hydration stations, which was a great opportunity for them. There is also the Boys and Girls Club of Coachella Valley that does outreach programming.
There is an online portal for school parents called
“PeachJar” which also reaches Head Start parents.
COMMUNITY-GENERATED INPUT
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Challenges Opportunities
Coachella is very far east and so it’s difficult to recruit volunteers from across the county to come; Palm Springs residents don’t want to leave Palm Springs.
Residents of Coachella are lower-income and the city
doesn’t have a big budget and is stretched for time.
A lot of civic groups overlap city boundaries.
It was noted 95 percent of the county are Spanish
speakers, and 80 percent of Spanish speakers are
Catholic, so the Archdiocese is a good method of
communication out to the community.
Opportunities for the Optimist Club and Rotary to
connect with schools.
Volunteer clearing house is needed.
Many residents don’t have cars, which is problematic because they often have to leave Coachella for services like medical appointments. However, the younger generation is helping around their households with things like giving their parents rides outside of the city limits. Also, farmworkers do a lot of carpooling, which caused an issue while COVID restrictions were in place, however, this helped to leave a car at home for stay-at-home spouses who needed to run errands or take children to school.
Focus group members emphasized the need for a local
Coachella voice within the broader county. They expressed that just because a person may work at a farm doesn’t mean they have access to the fresh food grown there.
People and Organizations Engaged
NAME ORGANIZATION
Jenna Lecomte-Hinely Health Assessment and Research for Communities (HARC) Gayle Hoxter PH Program Chief III, Nutrition And Health Promotion, RUHS Public Health Kim Saruwatari Director of Public Health, RUHS Public Health Tanya Mayton RUHS Nutrition Services
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Item 21.
Appendix
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Item 21.
Built
Environment
Riverside County, part of the “Inland Empire,” encompasses a massive territory with a rich array of assets to leverage to increase well-being throughout the region. With a history stretching back centuries, the County is home to diverse populations and cultures that contribute to the unique fabric of the community. Hosting a number of County, State and National Parks, Forests, Refuges, Monuments, Wilderness & Conservation Areas and Preserves, the range and bounty of natural open space in Riverside County is unmatched.
Local geography spans mountain ranges, river valleys and desert that has been explored throughout history by Native Americans, Spanish Mission Fathers, gold prospectors,
agricultural interests and people seeking a new life.
The evolution of transportation in the region spans
the history of travel itself: from walking the Spanish
Trail to horses leading stagecoaches to steam engine
trains and the railroads and major highways of today.
The area is also known for a citrus industry that started with the introduction of the navel orange and lemon
trees. Growth has been driven in recent decades by
people looking for affordable housing outside of the Los Angeles and San Diego metro areas, with corporations
following the growth in some parts of the county.
Leveraging this growth to build walkable communities
throughout the county to create a sense of place can
also double as an economic development strategy for
cities within the county. The County displays a past
ability to change with emerging trends. The County now
has an opportunity to manage growth to ensure the
health and economic well-being of residents for a more
resilient and economically stable region. Implementing
people focused transportation networks with supportive
land use policies should include connected bicycle,
pedestrian, trails and transit networks that provide
access within, to and among the various cities clustered in the west side of the county to the east side and major
RIVERSIDE COUNTY
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Item 21.
metropolitan areas nearby.
There is significant research that links walkable places with resilience, economic growth and community
well-being. For example, research has shown positive
correlations between improved walkability, enhanced
value of local services and goods and the creation of
more job opportunities. In Lancaster, California, making the downtown more walkable generated $130 in private
investment and $273 million in economic output after the City invested in taming its Main Street to create not only a walkable downtown but a central gathering area for the city.1
According to Cities Alive: Towards a More Walkable
World, walkability creates public spaces that are a
pleasure to pass by and ensures small and well-planned
distances between destinations to enhance the pleasure
of strolling through the city and enjoying local services, shops and landmarks. A city’s identity is driven by how cultural and social interactions occur, which can be
enhanced by improvements in the public realm to create
that greater “sense of place.”2
Riverside County’s built environment assessment
was completed through research, observation and
conversations with local leaders. This process was
facilitated by the Blue Zones Built Environment Team,
who engaged with key stakeholders and conducted
windshield and walking tours. This engagement was
to assess the County and individual city readiness
to improve well-being through more opportunities
to move naturally, socialize, and downshift. The Built
Environment Team gleaned insights into planning and
leadership, existing on-the-ground efforts, and other
considerations.
This report summarizes key findings, observations
and next-step recommendations for the County. It is
intended to inform stakeholders and leadership, with
the goal of advancing informed and strategic decisions
Optimizing built environments
can increase physical activity of an
entire community by over 30%.
Our built and natural environment has a direct impact on our health, and — for most people — the amount of daily physical activity they get.
about built environment opportunities and priorities.
Based on our evaluation, supplemented with on-site
interviews, and additional research into the policies
and practices of Riverside County, we believe there are a number of ways to strengthen the region’s built and
natural environment across the County.
Blue Zones Built Environment
Goals
Routine, daily movement and social connection
are central tenets of the Blue Zones principles of a
healthy, engaged lifestyle. This does not necessarily
mean structured exercise or scheduled interactions,
rather, through an environment that is supportive of
walking, bicycling, and social connectedness. Essential Blue Zones goals for the built environment include
moving naturally, encouraging social gathering places,
completing neighborhoods, and increasing housing
options. Extensive research has demonstrated that
neighborhoods or communities that have these
components have higher rates of walkability, economic
development, vitality, and greater overall health and
safety for residents. Each of the core Blue Zones built environment goals are described below.
PROMOTE NATURAL MOVEMENT: A comprehensive and
connected network of pedestrian and bicycle facilities, such as sidewalks and crossings, bicycle lanes, and
trails are available to all residents and visitors. Major roads are designed or retrofitted to fully accommodate
those walking and bicycling to access their destinations safely and comfortably. Streets are compact, green,
comfortable, and inviting, serving low-speed movement
of all. Traditional, well-connected paths favor walking and biking. Essential to this goal is ensuring the safety, security, and access for people of all ages and abilities.
Daily needs are met the easiest by walking among
mixed use buildings, parks and plazas.
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ENCOURAGE SOCIAL GATHERING SPACES: Accessible
areas are integrated into the neighborhood fabric to
facilitate and encourage connections between people
and places. Examples include parks, open spaces and
community nodes like a plaza or neighborhood square.
Sometimes uninviting and nonessential pavement can
be transformed into community amenities.
INCREASE COMPLETE NEIGHBORHOODS: Offer
residents options on where and how to live, work,
shop, play, learn, worship, and get around. Destinations and well-connected low speed routes are designed
to encourage social connections and reward those
who arrive on foot or bike. Benches, shade structures,
planters, awnings, water fountains, human scaled
lighting, way-finding elements and well-placed quality
bicycle parking offer safe, welcoming, comfortable, and appealing surroundings. Buildings provide security by
their placement near walkways and transparent window
coverage.
INCREASE HOUSING OPTIONS: Providing a range of
housing can increase affordability of neighborhoods and communities. Missing middle housing, such as accessory
dwelling units, townhomes, duplexes, four squares,
courtyard homes, pocket neighborhoods, apartments
and other housing options traditionally found in
communities are encouraged. Missing middle housing
can also help gently increase density in a neighborhood, increasing its vitality, sense of community, and
opportunities for social connectedness.
Assets & Strengths
The communities of Riverside County have a number
of assets to leverage to help create environments that
better prioritize pedestrians, support natural movement by foot and bicycle, and create social gathering areas.
Essential assets across the County include:
ENGAGED COMMUNITIES: Riverside County has smallscale rural communities, suburban development and mostly built-out urban cities. Cities within the County are engaged and committed to honoring the diverse
populations, welcoming healthy development, and
creating vibrant and inviting communities. Several of
the cities assessed are eager to tackle barriers they are facing to become model communities that prioritize
well-being with a sense of identity that reflects the
growing population. While the various entities are at
different stages on this spectrum, the region has a
history of evolving to meet the demands of change.
ACCESS TO NATURE: Growing up in Riverside County
affords close contact with an abundance of nature,
even when living in urban areas. The impact of
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land-consuming sprawl settlement and over-paving
varies across the county, with competing interests
in maintaining rural feel and demand for affordable
housing. Existing regional trail networks provide unique connections and opportunities for natural movement,
and the bounty of open and green spaces provides
endless cultural, historic and natural experiences.
The County and the State have prioritized resources
to sustain natural spaces for residents to continue
to enjoy and to have healthy, livable, affordable, and
vibrant places to call home. Access to nature on a daily basis provides significant heath and learning benefits, so ensuring connections to assets is important for
residents and visitors alike.
MURAL ARTWORK: Public art murals add interest and
value to communities, while also providing an economic
opportunity for encouraging local investment in the
community. Local murals are on display in a number
of the communities visited in Riverside County and
can provide a means to connect within the community
across cultures and language barriers.
TRANSIT MOBILITY HUBS: The benefits of public
transportation are amplified when systems provide
reliable, interconnected, high-quality user experiences.
Governed by a regional transportation entity, Riverside County transit systems are connected and supported in
some locations by local circulators. These connections
help riders move throughout the area, are safer than car travel, and can improve a city’s economy by giving more people the ability to get to jobs and meet daily needs.
Transit Oriented Development land use designations
paired with frequent or on-demand transit service
to key local destinations provide access, choice and
freedom.
DOWNTOWNS WITH ARCHITECTURE THAT HAS
RETAINED ITS SOUL: A walkable city consists of
a series of walkable neighborhoods, and it’s these
neighborhoods that give many cities their character.
Some of the cities visited have retained the character
of their original downtowns and surrounding core
neighborhoods, with an abundance of beautiful
buildings throughout the county. This traditional
architecture is a wonderful asset from which to build
and leverage. The adaptive re-use of these structures
should include mixed uses such as affordable housing,
ground floor retail, office space and food access options that can serve the community in the surrounding area
to highlight the unique flavor or attributes of the area.
Newer cities in the county can implement policies to
create town centers that mimic the successful local
examples to create a sense of place for residents.
A STRONG TRANSPORTATION COMMISSION: A unique
asset, Riverside County Transportation Commission
(RCTC), functions as the Regional Transportation
Planning Organization to distribute State and Federal
funding. The RCTC also distributes Measure A funds – a
half cent sales tax approved through 2039 - to every
locality in Riverside County. Each community receives a fair share of local road funds for all transportation needs identified and approved in local Capital Improvement
Plan budgets for capital, maintenance, and operating
cost.
RCTC provides all transportation planning, design,
operations and funding in the county; manages transit,
toll express lanes, mobility hubs, bus stops and rail
stations; makes major improvements to highway
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corridors; helps local communities build railroad
overpasses and underpasses; administers state and
federal funds to improve sidewalks, bike lanes, and
accessibility for persons with disabilities (ADA); as well as funds for specialized transportation in partnership
with Metrolink, SunLine Transit Agency, and Riverside
Transit Agency.
Additionally, in January 2021, the RCTC became the
managing agency for the Western Riverside County
Regional Conservation Authority (RCA). Created in
2004 to implement one of the largest Multiple Species
Habitat Conservation Plans (MSHCP) in the nation,
the MSHCP mission is to protect multispecies habitat
in permanent conservation to provide access to open
space and reduce nature deserts. Currently, there are
410,000 acres acquired with a goal of 500,000 acres to
form a habitat reserve for 146 native species. The RCA
also monitors habitat loss and the welfare of protected species, while managing the conserved lands to help
animals and plants thrive.
Challenges & Threats To
Overcome
There are several significant challenges that could
prevent or hinder Riverside County from maximizing
or fully capitalizing on the assets described. During
our focus group meeting, we heard from participants
on challenges that are preventing residents from fully
maximizing the built and natural amenities Riverside
County has to offer. This includes:
MANAGING LOGISTICS AND WAREHOUSING
SPRAWL: While a local economic driver, the logistics
and warehousing locations across Riverside County
maintain an immense footprint with significant impacts
to transportation networks, air quality and livability of the area. A comprehensive vision for containing future
growth to ensure community and economic benefits,
infilling what is built, and managing the sprawl of this type of development is key for communities to maintain
their identity and quality of life. Street networks within and to these immense complexes also require review
to reduce the overly wide pavement and consider
roundabouts (mountable for large trucks) to better
manage traffic flow.
DEFAULT STREET DESIGN: Design guideline standards
county-wide should be updated to create safe streets.
The default typical section county-wide is to build a
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5-lane street that move cars as quickly as possible
with overly wide lanes, regardless of the purpose of
the street or the surrounding land use. Commercial
corridors, neighborhood collectors, and residential
streets should all be designed with people as the
priority and within their land use context. The main
purpose of these types of streets is to provide access
and move people. A default typical section for average
daily vehicle trips of less than 20,000 should start at 2–3 lanes, no more than 11-feet wide. Design elements
that should be considered include 6-foot wide
sidewalks, 10-12-foot wide side-paths or trails, buffered or protected bicycle lanes, on-street parking and midblock pedestrian refuge islands between intersections.
MORE STAKEHOLDER ENGAGEMENT REQUIRED:
While we were able to engage with a number of city
leaders, it would be beneficial to further engage
RCTC to better understand potential concerns, areas
of focus overlap and how efforts could be leveraged
and messaged to better serve communities. Transit,
in particular, is an essential means of travel to help
address commuter traffic. Convenient connections from
housing to existing and planned mobility hubs should
be done in partnership with the communities they serve.
RCTC is a willing partner to participate, and bringing
their voice to the table provides an opportunity for all parties to better understand how their existing services can amplify and complement serving the growing
community.
Opportunities
Based on our time in the community, research, and
follow-up interviews, the Blue Zones Built Environment
team found emerging themes county-wide for improving
well-being and walkability. The Team has developed
initial recommendations for what the County could do
to increase well-being. Key overarching opportunities
noted to promote more natural movement include:
UPDATE STREET DESIGN GUIDELINES AND
STANDARDS: Riverside County can work with RCTC to
conduct an internal policy and process review for all
governing agencies for how new streets are designed,
developer requirements are written, and the annual
street repair and maintenance cycle is prioritized.
Changes for a more people-focused built environment
could be incorporated into County policy for local
jurisdictions to apply. Minimal changes to design
guidelines when repaving and re-striping streets could
incorporate reduced vehicle lane widths to include
buffered or protected bicycle facilities; fill sidewalk gaps; and retrofit curbs to meet ADA standards.
Additionally, default design standards when new streets are planned or developed should complement and
support the surrounding land use i.e. if the street is a residential or neighborhood collector street surrounded by housing with a desired speed of 25 mph, the road
needs to be designed for that speed to significantly
transition the pedestrian experience to be comfortable
and safe.
ADOPT VISION ZERO RESOLUTION AND
IMPLEMENTATION STRATEGY: The county could
impact the transportation network comprehensively
by working with the RCTC to formally adopt a Vision
Zero Resolution and Implementation Strategy to
eliminate all traffic fatalities and severe injuries, while increasing safe, healthy, equitable mobility. A Vision
Zero Resolution and Action Strategy are an opportunity
to look holistically at how the County, cities within the county and RCTC plans, designs for, and accommodates
people using all modes of travel to move safely
throughout the county. Using crash data to identify key projects to implement and prioritize funding, a Vision
Zero Strategy can be an effective tool for meaningful
impact. Having a strategy in place can also leverage
RCTC funding to apply for significant Safe Streets 4 All Federal grants.
SAVE OR CREATE THE CORE: Restore, revitalize,
and infill main streets, downtowns and adjacent
neighborhoods to take advantage of existing gridded
streets, services and buildings, and thus avoid the
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need for new and expensive repairs to maintain
infrastructure. By focusing first on historic downtowns and the surrounding core areas, the County can
preserve and enhance each community’s individuality,
identity, character, history, and culture. With its colorful historic past, Riverside County communities that are
emerging in unincorporated areas can tap into these
same desired characteristics for creating a unique local identity. Walkable downtown cores or town centers,
close-in neighborhoods, access to parks and trails can
all be created through policy frameworks that guide
development for land use and supporting transportation
networks.
INCREASE HOUSING OPTIONS: Increase housing
stock for community members, maintain affordability
and address local displacement due to the influx of
commuters by creating a county-wide policy that
allows and encourages a variety of housing options to
contribute to improved walkability. “Missing middle”
housing types such as accessory dwelling units (ADUs),
duplex, triplex, four squares, garden apartments
and townhomes should be allowed, encouraged
and incentivized in emerging areas and existing
neighborhoods. An audit of existing housing, and a
review of county-wide and local regulations could
identify any unintentional Zoning language preventing
missing middle housing from being built. Working
with engaged developers to identify any opportunity
to modify plans and offer a greater variety of housing
types will greatly improve the livability and walkability of the residential development underway and in the
future to meet the local housing demand.
Readiness
A first step after Blue Zones is invited into a community is to assess readiness. This is an essential step as a
number of communities are interested in transformation
to enable “making the healthy choice the easy choice.”
Specific to our four policy areas, we seek to answer the following questions: Does the political leadership of the jurisdiction have a strong willingness to support Blue Zones efforts?
Are the city’s/region’s decision-makers on board to
change (some) jurisdictional policies and processes
to support a Blue Zones project?
Are community groups excited about the possibility
of a Blue Zones project and on board to partner and
collaborate to move a Blue Zone project forward?
Are other community influencers excited about the
potential and willing to support our work?
1 Steuteville, Rob. “Ten economic benefits of walkable places.” Published in CNU’s Public Square, August 21, 2021. https://www.cnu.org/ publicsquare/2021/08/18/ten-economic-benefits-walkable-places. 2 ARUP. Cities Alive: Towards a More Walkable World. 2016.
Across Riverside County, the Built Environment
assessment of each community found a range of
opportunities from a county-wide perspective to the
micro-level in each city. Some cities are further along with understanding the change that needs to occur
for well-being and others have a greater ability to put policies into place now to ensure future development
creates a connected, walkable and livable community.
Through conversations with local stakeholders, officials and local leadership, the Blue Zones Built Environment
Team is confident that there is support, enthusiasm,
and desire to do the hard work needed to transform
the communities assessed in Riverside County and to
increase well-being region wide.
Acknowledgements
Ann Mayer, Executive Director, Riverside County Transportation Commission
Stakeholders in the assessed communities informed the Riverside County report
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Riverside County has a rich agricultural history and remains an agricultural powerhouse today in many areas. It is also a geography in transition, with the development of massive tracts of warehouses, new housing developments for a growing population, and a diverse populace that brings an array of food-related preferences and practices. For some communities within the County, easy access to affordable, healthy food near where people live, learn, and play is a challenge. Long commutes and the cost-of-living are squeezing household budgets and families are stretching to meet basic needs. Yet, in many places, there is an abundance of just-picked, healthy food and a broad availability of food options. The mild climate fosters a culture which supports healthy food – often grounded in the cultural traditions of residents. With an intriguing range of assets and opportunities, Riverside County, California, is well-positioned to ensure the people who live and work there can maximize their well-being.
Riverside County’s food environment assessment was
completed through background research, a multi-day
site visit with stops in numerous communities, and
interviews with local leaders. Led by the Blue Zones
Food Environment Team, this process engaged key food
and agriculture stakeholders and included windshield
and walking tours; visual inventories of food-related
assets; and a scan of relevant food-related policies. The food environment assessment is a means to evaluate
community readiness to enhance well-being. This
can occur by increasing access to healthy food and
beverages and decreasing access to unhealthy food
and beverages in the places people spend their time.
The food environment assessment generated insights
into planning and leadership, current food environment
development activities underway, and other key factors at the intersection of food, health, and agriculture.
This assessment report synthesizes core findings, related next steps, and perspectives on the state of Riverside
County’s food system. The report is designed to provide useful information to community leaders and interested
stakeholders, with the aim of generating strategic,
informed decisions about opportunities and priorities.
The Riverside County food environment assessment has
generated a clear set of opportunities to further enhance the area’s food environment.
Food
Environment
RIVERSIDE COUNTY
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Blue Zones Food
Environment Goals
Enjoying a nutritious diet daily, combined
with social connection, and a sense of
purpose are fundamental components of
the healthy, active Blue Zones lifestyle.
In the context of food, this means
the community where we live and the
environments where we spend most
of our time offer affordable, culturally
relevant, nourishing dietary choices and
the opportunity to relax and enjoy our
meals in the fellowship of others. It also
means our local food system fosters
a vibrant, healthy local food culture;
access to nutritious options in the places
we spend time; community food assets
and infrastructure that promote local
agriculture and healthy options; and the
development of healthy food skills across
the lifespan. Policy and systems changes,
combined with shifts to community
infrastructure, are proven ways to move
the dial on health outcomes. Each of the
core Blue Zones food environment aims
are described below.
MAKE HEALTHY FOOD ACCESSIBLE AND
AFFORDABLE FOR EVERYONE: Increase
participation in healthy food programs;
ensure children have enough healthy food
to eat; and foster healthy hunger relief
programs to ensure that all residents have
easy access to healthy food.
BUILD FOOD SKILLS: Prioritize education
on how to grow and cook healthy food
and foster opportunities for families to
eat together. Strengthening people’s food
skills can equip them with the knowledge
they need to select and prepare healthy
food, improving the nutritional quality of
their daily food choices.
INCREASE HEALTHY FOOD
ENVIRONMENTS: Ensure healthy
options and habits for young children,
children in K-12 environments, and on
college campuses; increase healthy
eating behaviors in hospitals and public
institutions; and promote healthy options
and habits for everyone. Making the
healthy choice the easy choice in the
places people spend time will increase
consumption of nutritious items and
decrease consumption of unhealthy items.
GROW LONG-TERM COMMUNITY
HEALTH: Establish lasting leadership
on food issues for the community; build
a base of resources to keep children
healthy; and make healthy grocery
access easy for everyone. Ongoing,
thoughtful planning around food, health,
and agriculture with consistent relevant
resource support creates healthy choice
options in a community.
GROW THE LOCAL FOOD SUPPLY: Use
public land and planning to enable food
production by local residents; care for
natural resources needed to grow food;
and support area farmers and food
enterprises to raise and sell food for
local markets. Creating and sustaining a
community’s infrastructure around food
production and food and farm enterprises
fosters a dynamic food culture; galvanizes
the local economy; and fosters community
food self-sufficiency.
The Blue Zones Food Policy Menu
identifies specific strategies that can help
achieve the above goals for Riverside
County.
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Assets & Strengths
Riverside County features numerous resources to
support food environments that foster a vibrant local
food culture, healthy food skills and food environments, and a robust community food infrastructure. Key assets
include:
LONGSTANDING AGRICULTURAL EPICENTER:
Agriculture is a central activity around the county,
including nut and fruit orchards, date groves, fruit and vegetable production, and some animal production.
Agriculture defines a sizable portion of the county’s
economy, cultural identity, workforce, and land
management. Unlike most places in California, some
parts of the county are not struggling with water access issues. The University of California Riverside campus
features large plots of land in agricultural production that serve as research plots. Many of the incorporated
and unincorporated communities across the county
have established zoning codes to preserve and protect
farmland; agricultural activity often occurs adjacent to housing developments and town centers. The presence
of agriculture in Riverside County means that decisionmakers are accustomed to making long-term decisions about food production; understand the importance of
policymaking and cross-sector collaboration related to
food, health, and agriculture; and are open and willing to undertake innovative food environment initiatives.
RECORD OF HEALTHY EATING INITIATIVES: Across the
county, there are numerous systems and organizations
that focus on food and nutrition. Riverside County is
committed to providing programs and making systems
changes that increase people’s access to affordable,
healthy food where they live, learn, and work and equip them with the know-how to plan, grow, make, and enjoy
a healthy diet. County administration of CalFresh and
WIC, in cooperation with UC Cooperative Extension,
provide food-focused public health programs; broadbased food insecurity and nutrition resources; and nutrition education and support through health systems.
Notably, many of the County’s School Districts offer
farm to school programs, including purchasing and
preparation of locally grown foods; school gardens with cross-subject curricular content; and academic and
non-academic opportunities for students of all ages to
learn about food, health, and food production. In fact, the Riverside Unified School District has established a successful food hub, procuring food from local growers
for school meals. This exciting asset offers promise
as an infrastructural resource to other school districts and organizations with institutional food services
interested in farm to institution efforts. Furthermore, California’s statewide investment in universal free
school meals and USDA sponsored snack and supper
programs, combined with county-wide food resource
programs (such as backpack programs, school-based
food pantries, and regularly scheduled food distribution days at area schools) help close the meal gap for
many Riverside County students. Finally, county-wide
nutrition education learning opportunities are available to specific populations on an ongoing basis, such as
SNAP-Ed classes offered to those enrolled in CalFresh.
WIC, CalFresh, and area health systems also offer
nutrition and lifestyle education to patients..
BUILDING A NEXT GENERATION OF GROWERS AND
FOOD ENVIRONMENT PROFESSIONALS: In various
parts of the county, there are institutions with active and planned high quality educational programs
designed to create a future workforce for the county’s
food system. UC Riverside offers multiple majors and
a wide array of coursework in food and agriculturerelated subjects, as well as access to numerous career development opportunities in the county. Formal
and informal agriculture education programs at the
secondary level are available in districts across the
county, including agriculture education classes, Future Farmers of America (FFA), Riverside Food System
Alliance, and student clubs. Mead Valley’s high school
features a brand new array of resources to support their programs, including an aquaponics facility; multiple
raised beds; and large production areas that raise food for the school’s cafeteria. Coachella has a massive,
ambitious agricultural studies complex planned, with
construction beginning later this year and significant
support from local agricultural interests.
PASSION FOR GARDENING: Throughout the county,
many people participate in food gardening, and County
and local policy encourage it. Community gardens
feature raised beds, learning opportunities, and social gathering spaces, many of which are supported
by local municipalities, faith based organizations,
non-profit organizations, and affordable housing
complexes. Gardening clubs, programs, and resources
(such as the countywide UC Cooperative Extension’s
Master Gardener program) support individual and
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community gardens, equipping
people with the seeds, knowledge,
and tools needed to raise food for
themselves, their loved ones, and the
community. For example, Banning is
investing municipal resources in the
construction of a new community
garden and educational space,
providing much needed infrastructure
and a hub for its gardening culture.
HELPFUL FOOD AND AGRICULTUREFOCUSED POLICY AND PROGRAMS:
County regulation and policy
encourages and permits farmland
preservation; beekeeping; backyard
small animal husbandry; micro home
kitchen operations; and cottage
food operations. Other countywide
efforts further community well-being
with specific emphasis on healthy
eating. The Healthy Riverside County
Initiative combines four components–
healthy eating, active living, tobacco
control, and the built environment–to
address issues of chronic disease. The Riverside County Health Coalition, a collaboration that undertakes policy development, advocacy, and community engagement
to promote healthy lifestyles. The County Nutrition
Action Plan (CNAP) main focus is on countywide
nutrition action plans and is a public-private partnership addressing the food system as well as USDA-funded
programs. Finally, the Ag Trail is a project to promote agriculture and connect Riverside County farms to
homes and businesses.
MOMENTUM ON FOOD ENVIRONMENT
INFRASTRUCTURE DEVELOPMENT: There is both
strategic coordination and independent emergent
efforts to create what will become an ecosystem of
local food environment infrastructure across the county.
All of these efforts provide important mutual learning
opportunities across geographies and systems, as
well as a powerful, aggregate investment in Riverside
County’s future local food system. This includes
Coachella’s new agricultural high school complex,
combined with new, innovative tribally operated organic farm and food hub across the street; Banning’s new
community garden complex; the City of Riverside’s
long term, comprehensive food system development
plan and associated plans for a large incubator farmer
program on the edge of town and the school district’s
new food hub; and Mead Valley’s new agricultural
infrastructure which includes a school farm. These
reflect this momentum.
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Furthermore, the collaborative leadership required
to advance the City of Riverside’s ambitious food
system plan illustrates the potential and need for
cross-sector strategic partnerships aligned around a
shared, comprehensive vision. This leadership model,
further nurtured in communities across the county, and
collectively across these communities, demonstrates
exciting potential for how Riverside County can develop and advance ambitious, much needed innovations at the
intersection of food, health, and agriculture to support community and economic well-being for years to come.
Challenges & Threats to
Overcome
There are several challenges that could prevent or
hinder Riverside County from maximizing or fully
capitalizing on opportunities. These include:
COST OF LIVING, FOOD INSECURITY, AND HEALTH:
Like most of California, residents in Riverside County
struggle to make ends meet. The rising cost of food,
high gas prices in communities primarily designed for
vehicle use, expensive housing, and other expenses
(such as childcare) are combined with lengthy
commutes. Time burdens are a reality for most
residents. Cessation of COVID-related Federal food
benefits occurring this month will further exacerbate
food insecurity for Riverside County residents.
Concerning rates of food insecurity and many working
low wage jobs present very real obstacles for people
just trying to get by. The psychological stress of this reality, combined with the health impacts of a poor diet, mean a higher incidence of diet-related diseases.
RAPID COMMERCIAL AND RESIDENTIAL
DEVELOPMENT: As an historically agricultural region,
the Inland Empire is facing dramatic change, particularly in unincorporated areas. Developers are purchasing
farmland, transforming it into miles of large warehouses and housing developments. The County government is
racing to keep up with these rapid shifts, addressing
basic infrastructure needs (such as roads, utilities,
and commercial needs) and has little time for longer
term planning around land use and considerations
like agricultural production and food access. This
momentum is permanently and quickly shifting the
landscape, culture, and character of the region.
STRENGTHEN FOOD ENVIRONMENT PLANNING
AT THE COUNTY LEVEL: There currently is not a
structured, comprehensive plan for food environment
development at the county level. Across scales,
geographies, jurisdictions, sectors, and issues, there is a need for a thoughtful plan that describes opportunities, needs, goals, associated objectives and evidencebased actions, with an associated workplan. Riverside County must thoughtfully and holistically address
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healthy food access in the places people spend time,
food skills development, healthy food infrastructure,
local food culture, and agricultural vitality in the region.
To do this, a collective understanding on investment
and engagement of leadership across many agencies,
institutions, and places are needed. Adopting a similar approach with a cross-jurisdictional, cross-function,
cross-sector framework can provide a fundable,
strategic roadmap for the county’s food future.
Furthermore, an operational backbone to support the
execution and necessary collaboration of this effort is needed.
Opportunities
Participants identified several opportunities to improve food environment in Riverside County. These include:
COUNTYWIDE FOOD ENVIRONMENT PLANNING:
Riverside County would benefit from the development of
a countywide food environment plan that responds to and aligns with existing, planned, and hoped for healthy eating and food environment development plans in communities
across the county. This plan can guide county-level efforts to cultivate and coordinate food skills development;
healthy food environments; local food infrastructure
development; farmland preservation; and community
and economic development efforts that foster a vibrant
culinary and agricultural identity for the region.
HEALTHY INSTITUTIONS: There are a series of
strategies that can be implemented in anchor
institutions across the county that play a role in
healthy eating. Expanding participation in state-funded Market Match programs, combined with prescription
produce and other local incentive programs for eaters
with limited resources, can increase peoples’ access
to healthy food and reduce their risk of diet-related
diseases. A comprehensive initiative to support corner
and convenience store ‘makeovers’ to reduce unhealthy
food and beverage availability and increase nutritious
offerings would be a welcome addition. Additionally,
updates and enhancements to school district wellness
policies across the county would be a beneficial step,
including universal use of second chance breakfast
at all Riverside County public schools. Institutional
food services in community anchor institutions (such
as hospitals) and worksites could create nutrition
guidelines that align with Blue Zones nutrition standards for food service, vending, and catering. Expanding farm to institution programs at anchor institutions, including implementation of ‘Good Food Purchasing Practices’
and expansion of the Riverside Unified School District’s food hub to serve these food services could continue to improve community health and economic vitality of the
region.
FOOD INSECURITY SCREENINGS: Finally, establishing
food insecurity screenings as standard practice for
patient, student, and client intake at a variety of
institutions across the county would be a valuable step, increasing peoples’ access to and participation in federal and state food benefit programs and local hunger relief programs (RUHS uses a “whole person health score”
screening which includes nutrition.). Healthcare systems could conduct these simple assessments and provide
referrals at regular patient and annual school/sports
physical appointments; senior centers and schools could conduct this assessment through usual intake practices.
Readiness
Riverside County is well poised to take on a new body of food environment work that builds from previous initiatives and successes and is inspired by truly innovative work, collaboration, and models occurring across the county. A coordinated, strategic approach that involves partners from across the sectors of the food system, local agencies and institutions, and geographies could meaningfully move the dial on community health outcomes, while leaning into the Inland Empire’s agricultural character and connection to community and economic development. Blue Zones could
offer strategic guidance, expertise, and support to ensure a robust, dynamic portfolio of efforts that galvanize the health and vitality of the entire county.
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Item 21.
Tobacco policy
addresses four major
intervention arenas: 1)
commercial tobacco
retail environments, 2)
secondhand / thirdhand
smoke exposure, 3) youth
prevention education,
and 4) cessation support.
Commercial tobaccouse / smoke exposure is
the number one cause of
preventable disease and
death in the US.
3 Riverside
County is a model leader
in the state for coalition
and health agency
collaborations as well as
for advancing commercial
tobacco prevention, health
equity and non-smoker rights. Still, there is much
work to be done in the policy arena to move the
dial forward in one of California’s highest populated
counties.
The annual American Lung Association’s (ALA) State of Tobacco Control Report is a valuable tool for measuring the existence and strength of local tobacco prevention policies across jurisdictions. The report grades policy progress for “Smokefree Outdoor Air, Smokefree Housing, Flavored Tobacco and Reducing Sales of Tobacco Products” for each of these categories from “A” to “F.” It also provides an overall grade for counties and cities. For instance, a jurisdiction could have an “A” grade for retail interventions but an “F” grade for Smokefree Housing. Overall grades provide a high-level vantage point as to how strong community will has been jurisdiction by jurisdiction for commercial tobacco prevention.
According to the ALA’s 2023 report, none of the 29 jurisdictions, including unincorporated areas, in Riverside County have overall “A” grades and just five have “B” grades. Eleven jurisdictions are ranked with “C” grades, nine with “D” grades, and there are four “F” grades. Riverside County has around one-third of its jurisdictions only achieving average policy results, and over one third of jurisdictions have policies failing or close to failing levels. An anecdotal overview suggests that unlike many jurisdictions in California that have overall and category-specific grades at the “D” or “F” level, Riverside jurisdictions collectively shows both promise and challenges for commercial tobacco prevention.
Riverside County’s tobacco assessment was completed through research, observation, and conversations with medical professionals, community Tobacco
RIVERSIDE COUNTY
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Item 21.
health workers, policy influencers and coalition
members. This process was facilitated by the Blue Zones Tobacco Team who engaged with key stakeholders
and conducted windshield tours, neighborhood walks
and store visits. The purpose was to assess readiness
to improve well-being through more opportunities to
reduce commercial tobacco sales and the impacts from
secondhand and thirdhand smoke. Key components are
also youth education and community cessation support.
The Blue Zones Tobacco Team interviewed staff at
Riverside County Tobacco Control Project, members
of Riverside County Coalition for Tobacco Free
Communities and California Tobacco Control Program
grantee partners, as well as other community members.
These stakeholders are working to reduce teen initiation to nicotine products, curtail the tobacco industry’s
targeting of vulnerable communities and population
groups, and support cessation from nicotine.
Advancing health equity for all is centered on lowering tobacco sales and use to alleviate much of the
engineered public health crisis caused by the tobacco
industry. Based on this evaluation, interviews, and
research into the policies and practices of Riverside
County, there are a number of ways to strengthen
the region’s health indicators. These opportunities
are presented in this Assessment Report. Please note
that adult smoking rates cited in this report are drawn from SHAPE Strategic Health Alliance Pursuing Equity
Riverside County’s published datasets.4
Assets & Strengths
The communities of Riverside County have a number
of assets to leverage to help create environments
that reduce tobacco retailing, protect residents from
secondhand and thirdhand smoke, educate youth
against nicotine initiation, and support cessation for
community members who are commercial tobacco/
nicotine users. Essential assets include:
A MODEL COALITION: Riverside County Coalition for
Tobacco Free Communities, in many ways, sets the
standard for effective coalitions. The Coalition has
a Western chapter and a Desert chapter. Both meet
independently on a quarterly basis. The Coalition is
further organized into groups that support members
to engage in direct action to promote key messaging,
grow community will and galvanize support from
decision-makers. The Coalition has the following Action Teams: Flavored Tobacco, Urban Planning & Healthy
Communities, Social Media, Outreach & Logistics, and
Cessation. The Coalition also has two Policy Campaigns
Task Forces: Secondhand Smoke and Retail.
A STRONG COUNTY TOBACCO PREVENTION
PROGRAM: Riverside University Health System’s
(RUHS) Tobacco Control Project (TCP) is a worldclass organization funded by the California Tobacco Control Program (CTCP) and designated by them
as the County’s Local Lead Agency (LLA). Having a
county tobacco program within this structure uniquely
positions prevention efforts for effective and energized collaboration with research and education stakeholders.
Part of RUHS TCP’s role is to support the Coalition with a staff coordinator who, while not permitted under Prop 56/99 restrictions to advocate, can provide educational, logistical and administrative support to allow nonfunded grassroots membership to maximize their advocacy work.
STRONG COLLABORATIVE PARTNERSHIPS WITH
EXPERT ORGANIZATIONS: RUHS TCP and the Riverside
County Coalition for Tobacco Free Communities
partner with a number of other State grantees known
as Partner Organizations not limited to the American
Lung Association, American Cancer Society Cancer
Action Network, Inc., American Heart Association,
TUPE-Tobacco Use Prevention Education, and Riverside
County Black Chamber of Commerce.
STRONG COLLABORATIVE PARTNERSHIPS WITH
NON-CTCP FUNDED PREVENTION ALLIES: RUHS
TCP and the Riverside County Coalition for Tobacco
Free Communities also help move policies forward by
partnering with other stakeholders such as local medical providers, health plans, higher education institutions, youth and adult allies, the business community, local
media, law enforcement, schools, youth-serving
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Item 21.
organizations, civic and volunteer groups, and religious and fraternal organizations.
ASSESSED JURISDICTIONS HAVE SOME TOBACCO
PREVENTION POLICIES IN PLACE: All the jurisdictions
in this policy assessment have commercial retail policies in place and received “A” grades specifically for tobacco retail licensing in the ALA’s State of Tobacco Control
2023 Report Card. While great gains have been made
towards reducing sales, much work is still needed to
be done to reduce second/thirdhand smoke exposure.
Because of this need, the jurisdictions covered in this assessment, except for one, have overall tobacco control grades at a “C” or higher.
THE RUHS TOBACCO CONTROL PROJECT’S CURRENT
WORKPLAN IS BASED OFF RIGOROUS COMMUNITY
NEEDS ASSESSMENT ACTIVITIES: The RUHS Tobacco
Control Project completed a Communities of Excellence
(CX) Needs Assessment in 2021 that ranks policy priorities in their current CTCP workplan. This helps identify
community tobacco policy priorities, which directs RUHS’s tobacco grant workplan and helps validate the Coalition’s focus areas. The CX process ranked Tobacco Retail
Licensing at top priority, smokefree multi-unit housing as second and smokefree outdoor public spaces as third. The 2021 CX process and report provide a main foundation
layer for gauging jurisdictional readiness for particular policies. This is complemented by CTCP grantee workplan activities such as regular use of jurisdiction-specific Midwest Academy Strategy Charts and other tools gauging readiness for change related to political leadership and decisionmaker openness, as well as community group and influencer support.
FLAVORED TOBACCO BAN: The recent statewide ban
on flavored tobacco in California prohibits the sale
of all flavored tobacco products, including menthol
cigarettes, flavored cigars, and flavored smokeless
tobacco. The ban also applies to electronic cigarettes
and vaping products with flavors like fruit, candy, and mint. The goal of the ban is to protect youth from the
harmful effects of tobacco by reducing their access to
flavored tobacco products, which are often marketed
to young people. The ban went into effect on January 1, 2021, and includes fines for retailers who violate the law.
Challenges & Threats To
Overcome: Riverside County
There are several significant challenges that could delay or present other barriers to Riverside County Coalition for Tobacco Free Communities, RUHS Tobacco Control
Project and partner organizations from maximizing on
the opportunities described above. During our focus
group meetings and interviews, participants shared
a number of challenges that impact progress and
momentum in saving lives and preventing teen initiation to commercial tobacco in Riverside County.
THERE ARE ENTRENCHED MINDSETS AROUND ANTIREGULATION AS WELL AS INDIVIDUAL RIGHTS:
Focus group sessions pointed to profit-centrism and
individualism as being widespread mindsets and
value systems related to decision-maker hesitancy
and pushback. These can be substantial hurdles that
educators and advocates for tobacco retail control and
non-smokers rights face with decision-making bodies.
These mindsets have been known to block and delay
the consideration of stricter retail provisions, multi-unit housing ordinances and other smoke-free policies.
ASSESSED JURISDICTIONS ARE JUST A FEW AMONG
MANY RUHS AND THE COALITION ARE WORKING
IN: Interviews and focus group sessions suggest
an optimism for community readiness for tobacco
prevention policies across all County jurisdictions.
Potential Blue Zones Project community candidates
will benefit from both the vision and the demonstrated
success of Coalition stakeholders to get policies
enacted. Logistically, any future Blue Zones Project
tobacco objectives in target jurisdictions will need to be aligned as much as possible with CTCP funded agency
workplans to avoid duplication or competition with
established Coalition priorities. Ultimately, capacity can impact progress with so many jurisdictions.
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Item 21.
SOME OF THOSE MOST IN NEED OF CESSATION
SERVICES HAVE SOME OF THE BIGGEST CHALLENGES
ACCESSING THEM: Focus group sessions highlighted
that many of the most vulnerable community members
in greatest need for cessation support live remotely
and/or lack resources to travel to support centers. While free, online quit services are effective to some, but
many are still not accessing it.
THERE IS A STRONG NEED FOR EDUCATION AND
CESSATION INNOVATIONS: A number of stakeholders
voiced a need for additional innovative resources such
as culturally appropriate and trauma-informed youth
prevention approaches and new cessation recruitment
solutions. One key stakeholder mentioned that current
cessation approaches across California have reached a
plateau of efficacy.
THERE ARE HIGH DENSITIES OF TOBACCO RETAILING
OCCURRING IN MANY JURISDICTIONS: Tobacco
retail clustering and associated advertising in some
neighborhoods, such as in Banning, might aptly be
described as blight. High density of tobacco retailing
can promote a normalizing effect in communities and
neighborhoods for tobacco in the retail environment.
During retail store visits, State-banned cheap, flavored tobacco products were found in a donut shop as well as
a feed store, not just in convenience stores.
SMOKE/VAPE SHOP LOCATIONS PROLIFERATE
AROUND RETAIL CENTERS AND STORES SERVING
VULNERABLE AND LOW SOCIO-ECONOMIC STATUS
(SES) RESIDENTS: In the jurisdictions assessed, upscale retail centers serving more economically advantaged
community members generally have a distinct absence
of smoke shops in their neighborhoods. By contrast, in
a number of retail centers serving low SES residents,
it is typical to find these smoke shops more common
and in proximity to discount markets, hydration
outlets and laundromats. Because of this, tobaccoblight may be invisible to stakeholders and policy influencers from affluent communities that do not see
commercial tobacco blight in their immediate retail
landscapes. Stakeholders from neighborhoods
more heavily targeted by Big Tobacco pay
greater health costs, such as more frequent
illness and shortened lifespans. In this way,
commercial tobacco victims are disadvantaged
to challenge anti-regulation/pro-business
arguments of decision-makers.
THERE ARE EXAMPLES OF SHARP
CONTRASTS IN COMPLIANCE WITH THE
STATE FLAVOR BAN: Smoke shops visited
in the city of Riverside, Corona and some
unincorporated areas have extensive flavored
tobacco inventories in contravention of the
State’s new flavor ban. Staff members in stores
visited voiced intentions not to comply and
intimated that supply would not be a problem.
By contrast, some shops in the City of
Coachella and French Valley are making visible
efforts to discontinue these products and,
in some cases, featured signage explaining
flavor products were being discontinued.
Compliance inconsistencies can bolster retailer
opposition to policies and can fuel skepticism
by bureaucrats as to the efficacy of policies.
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Item 21.
Challenges & Threats To
Overcome: Jurisdictions
A. FRENCH VALLEY
French Valley is a region within unincorporated
Riverside County and, as such, falls under Riverside
County’s Tobacco Retail License Ordinance and smokefree outdoor air laws. According to the California Tobacco Health Assessment Tool, there are just
three State-licensed brick and mortar retail tobacco
establishments in French Valley, which include two fuel convenience stores and one Smoke Shop. There are
only 0.1 retailers per 1,000 population and no retailers within 500’-1000’ of a school. With median household
incomes higher than Mead Valley, it is noteworthy that
fewer retail establishments exist there in comparison.
French Valley has the lowest adult smoking rate of the
communities assessed in this report at 11.9 %. Further
assessment will be needed to determine if there is a
substantial inventory of multi-unit housing and if this inventory is managed by companies that are already
smoke-free. French Valley has the advantage of falling
under the policy umbrella of County Unincorporated,
and efforts at the County-level will automatically apply.
C. CITY OF RIVERSIDE
The City of Riverside is the only district in Riverside County to have an “A” for a Tobacco Retail License
and an “A” for Smokefree Housing within the ALA’s
State Of Tobacco Control 2023 Report Card. In this
way, political will for commercial tobacco prevention
and decision maker allies to support further policies
are demonstrated by the city being a leader among
jurisdictions in the county. The city’s 13.2% adult
smoking rate is currently higher than the State average.
As the 2022-enacted smoke-free multi-unit housing
ordinance ages, smoking rates may drop in the City
of Riverside. There is, nevertheless, further work to be done as the city is still at a “D” for Smokefree Outdoor Air policies. Focus group participants voiced concerns
for high density of retailing in the city, which, like on sections of Magnolia Avenue, tobacco outlets appear
to cluster. It is important to note that 11.5% of the city’s tobacco retailers are within 500’ and 32.3 % are within 1,000’ of a school. February 2023 visits to multiple
stores revealed full inventories of flavored products
on display. One store clerk in a prominent smoke shop
asserted his store would not be complying with the
State-wide flavor ban and that their distributor had a
reliable supply of flavored products.
The contrast between A-level policies in place yet retail density and compliance issues reveal the opportunity
for the City of Riverside to strengthen retail policies.
B. MEAD VALLEY
Mead Valley is a region within unincorporated Riverside County and, as such, like French Valley, falls under Riverside County’s Tobacco Retail License Ordinance and smoke-free outdoor air laws. According to the California Tobacco Health Assessment Tool, there are just eight State-licensed brick and mortar retail tobacco establishments: one smoke shop, two liquor stores, three convenience stores, one market and one feed store that sells a variety of tobacco products as well as drug paraphernalia. There are 0.4 retailers per 1,000 population and no retailers within 500’-1000’ of a school. The one smoke shop is within the same building
as La Michoacan Ice Cream Factory. While the tobacco
retail footprint in Mead Valley is not as substantial as metropolitan areas, the median household income is much lower than French Valley. The proximity of a smoke shop next to a child/family friendly ice cream store as well as a mini-smoke shop within Mead Valley Feed demonstrates
that while tobacco retail density may not be a prominent, retail locations may reflect the norming of commercial
tobacco use in a community with a 16.7 % smoking rate,
which is the highest of the communities assessed in this report. There does not appear to be a noteworthy inventory of multi-unit housing. Mead Valley’s smoking rates provides poignant arguments in support of Unincorporated Riverside County to strengthen its Tobacco Retail License (TRL) to include a flavor ban and other provisions such as minimum price points and pack sizes.
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Item 21.
The City of Riverside’s Tobacco Retail License (TRL) is aligned with most others in Riverside County that have
adopted the County’s ordinance. Focus group input
noted that the City of Riverside should strengthen their TRL with more strict and contemporary provisions to
ensure A grades. This action will effectively reduce
smoking and teen initiation rates, especially in
neighborhoods characterized by health disparities. It
is to be determined if an ordinance upgrade is best to
happen at the county-level, first, to maximize parity
opportunities for all jurisdictions that adopted the
County ordinance.
D. CORONA
Corona has a 12.8% adult smoking rate and scores
an overall “C” grade on the ALA’s State Of Tobacco
Control 2023 Report Card. It has an “A” for a Tobacco
Retail License, “F” for Smokefree Housing and “D” for
Smokefree Outdoor Air. There are 0.6 tobacco retailers
per 1,000 Population and 4% within 500’ of a school
and 15.4% within 1,000’. Like Riverside, Corona has
retailer density issues, especially along the length of East-West 6th Street, where many stores are located
within 500’ of schools. During a visit to one prominent smoke/vape store, vast quantities of flavored products
were on display. When asked if the store was affected
by the State flavor ban, the manager explained they
intended to disregard the ban. While this may be the
case, this store had substantial inventories of flavored hookah and loose-leaf products for sale which are
not covered by the ban. Corona would benefit from
Riverside County strengthening its ordinance and giving the City a chance to amend theirs accordingly.
E. COACHELLA
Coachella has a 16.4% adult smoking rate. It scores an
overall “D” grade on the ALA’s State Of Tobacco Control 2023 Report Card, while having an “A” for a Tobacco
Retail License, “F” for Smokefree Housing and “F” for
Smokefree Outdoor Air. There are 0.5 tobacco retailers
per 1,000 Population and 4.3 % within 500’ of a school
and 26.1% within 1,000’. The city was recently awarded
a tobacco education and enforcement grant and
hired a Community Service Officer in March 2022. The
program has developed a campaign with the city titled
“GET YOUR HEAD OUT OF THE CLOUD… your health is
WORTH IT!” Coachella has an opportunity, like the City
of Riverside, for a future TRL ordinance strengthening
and to adopt smokefree policies.
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Item 21.
F. BANNING
Banning has a 15% adult smoking rate and an overall
“C” Grade on the ALA’s State Of Tobacco Control 2023
Report Card. It has an “A” for a Tobacco Retail License, “F” for Smokefree Housing and “D” for Smokefree
Outdoor Air. There are 1.1 tobacco retailers per 1,000
population, the highest density of any communities
assessed in this report. Three percent of tobacco
retailers are within 500’ of a school and 15.2% are within 1,000’. Almost all of the city’s 33 licensed retailers
are on or adjacent to Ramsey Street, the east-west
commercial corridor. Locations of smoke shops tell
a sad story of unfortunate positioning for maximum
access to people of low SES status. For example,
smoke shops are located next to a hydration store and
near a laundromat. In another case, a smoke shop is
next door to a Mother’s Nutritional Center. One donut
store prominently advertises tobacco products in its
store window, as if from a bygone era, 5-packs of fruit flavored cigarillos for under $1.50 are displayed next
to frosted pastries. Banning, while faced with many
challenges in the tobacco prevention front, still scores high for retail protections. Advocates for stricter retail laws can leverage its retail landscape challenges for
maximum impact on decision-makers to point out how
more responsible tobacco retailing could transform the
city’s tobacco retail blight, as well as support lowered smoking rates overall.
Opportunities
Building upon existing assets and
cognizant of challenges faced, there are
a number of opportunities to increase
well-being in Riverside County. During
focus group meetings, participants shared
several opportunities. This includes:
PUBLIC HEALTH ALLIES VALUE
RELATIONSHIPS: Blue Zones Project
community engagement policy strategies
are relationship-centric and can
provide formats and modalities to both
enhance and maximize existing strong
collaborations.
TRUST BUILDING AND TRUSTMAINTAINING: During community
interviews, one stakeholder voiced a
strong maxim related to work towards
greater health equity in Riverside County,
“We need to move at the speed of trust.”
There is a strong ethos of doing policy
“with” communities that fit the Blue
Zones Project community participatory
model.
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Item 21.
3 Centers for Disease Control and Prevention https://www.cdc.gov/ tobacco/data_statistics/fact_sheets/fast_facts/diseases-and-death. html#:~:text=Smoking%20is%20the%20leading%20cause%20of%20 preventable%20death.&text=Cigarette%20smoking%20is%20responsible%20 for,or%201%2C300%20deaths%20every%20day
4 Strategic Health Alliance Pursuing Equity SHAPE Riverside County, https:// www.shaperivco.org/
UPSTREAM INNOVATIONS FOR PREVENTION:
Approaches to prevention that demonstrate both
the assaults to entrepreneurship, profitability and
productivity that the tobacco industry causes to
communities, the cumulative impact of commercial
tobacco use and secondhand/thirdhand smoke exposure
could be useful to help “flip the script,” in regard to influences on decision makers that would slow or avoid
progress in a misguided homage to individual rights
and profit-centric values. Blue Zones Project’s upstream frameworks that speak to the economic advantages
of health and well-being in communities could greatly
complement the already effective policy efforts of
Riverside County tobacco prevention supporters.
Readiness
In each interview and focus group session conducted,
stakeholders expressed confidence and initiative for
advancing tobacco prevention in all forms and policy areas.
There was no hesitation or reticence expressed at what
needed to be achieved. Stakeholders expressed prioritizing all solutions for broad, diverse and strong tobacco
prevention policies. Prevention partners, together with Coalition stakeholders, uniformly expressed a strong “we can do it” resolve and initiative. Given stakeholder collaboration, community-based leadership and action-orientation,
strengthening “A” graded policies and moving lower grades to “A’s” is very realistic and not just aspirational.
STAKEHOLDERS VOICED DEMAND FOR MORE
INNOVATIVE “UPSTREAM,” CULTURALLY
APPROPRIATE AND TRAUMA-INFORMED SOLUTIONS
FOR SERVING COMMUNITIES: Blue Zones Project,
in contrast to many government-funded program
workplans, can often adapt, respond more nimbly and
innovate to fill niches that community partners need
to make policy work more effective. Riverside County,
already a national leader in tobacco prevention, may
be able to leverage Blue Zones Project frameworks to
demonstrate newer, innovative approaches to tobacco
prevention.
VALUING OF MORE INNOVATIVE APPROACHES
TO PROMOTING PREVENTION EDUCATION AND
CESSATION: Focus group participants strongly voiced
support for whole-child, whole family, trauma-informed
and culturally informed approaches to prevention
education and cessation. Addressing the role of Adverse Childhood Experiences (ACES) in nicotine initiation was highlighted prominently as a crucial consideration for
innovative community engagement for both youth and
adults. The need to address the “root cause” of nicotine susceptibility was emphasized as key to supporting
prevention and cessation. Participants highlighted the
need for more resources to expand prevention work
at the kindergarten-level and maintain a consistent
preventative program through 12th Grade to prevent
youth from falling prey to the tobacco industry.
Acknowledgements
Blue Zones acknowledges the following individuals who
contributed to Assessment Phase activities:
Dr. Eddy Jara, Director, Riverside University Health System (RUHS) Tobacco Control Project (TCP)
Michelle Anguiano, Health Education Assistant II, Riverside University Health System (RUHS) Tobacco Control Project (TCP)
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Item 21.
GOAL: REDUCE OPPORTUNITIES TO SMOKE
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
GD’s Policy Scan:
1. Locale has done all that it can
and must do to effect the policy
2. Locale is working on it
3. Locale has not started or has
not conceptualized the policy
4. Locale is prevented from taking
action, or doesn’t need to take
action e.g., preemption from
state, satisfactory state policy,
self-enforcing provisions, etc.
Riverside Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
ADOPT A
COMPREHENSIVE
NO-SMOKING
ORDINANCE
INTO COUNTY
OR CITY CODES
TO RESTRICT
SMOKING IN
PUBLICLY
ACCESSIBLE
INDOOR AND
OUTDOOR SPACES
XL
This comprehensive tobacco
ordinance should address both
outdoor and indoor smoking
in public and private buildings,
such as those listed below.
The ordinance should include
all pipes, vaping, smokeless
tobacco, and marijuana.
3 X X X X X X X X X
NON-REGULATORY — Creating or changing programs, guidance, or education efforts.
REGULATORY — Creating or changing legally binding standards, rules, or laws, such as zoning codes, ordinances, permitting, or licensing standards.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE
Category:
Blue Zones Tobacco Policy Menu GOAL: REDUCE OPPORTUNITIES TO SMOKE ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
GD’s Policy Scan:
1. Locale has done all that it can
and must do to effect the policy
2. Locale is working on it
3. Locale has not started or has
not conceptualized the policy
4. Locale is prevented from taking
action, or doesn’t need to take
action e.g., preemption from
state, satisfactory state policy,
self-enforcing provisions, etc.
Riverside Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
IF A
COMPREHENSIVE
ORDINANCE IS
NOT POSSIBLE,
ADOPT AN
ORDINANCE
CREATING SMOKE
AND TOBACCOFREE SPACES,
INCLUDING AS
MANY OF THE
FOLLOWING AS
POSSIBLE
S Government Buildings 4 X X X X X X X X
M Private workplaces 4 X X X X X X X X
L Schools 4 X X X X X X X X
S Childcare facilities 4 X X X X X X X X X
L Health care facilities 4 X X X X X X X X X
M Restaurants 4 X X X X X X X X X
S Bars 4 X X X X X X X X
S Indoor events 2 X X X X X
M Private vehicles unknown
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Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: REDUCE OPPORTUNITIES TO SMOKE
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
GD’s Policy Scan:
1. Locale has done all that it can
and must do to effect the policy
2. Locale is working on it
3. Locale has not started or has
not conceptualized the policy
4. Locale is prevented from taking
action, or doesn’t need to take
action e.g., preemption from
state, satisfactory state policy,
self-enforcing provisions, etc.
Riverside Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
IF A
COMPREHENSIVE
ORDINANCE IS
NOT POSSIBLE,
ADOPT AN
ORDINANCE
CREATING SMOKE
AND TOBACCOFREE SPACES,
INCLUDING AS
MANY OF THE
FOLLOWING AS
POSSIBLE
L Outdoor public venues and
destinations (spaces). 2 X X X X X X X X X
L Other indoor spaces open to the
public. 2 X X X X X X X X
M
Encourage businesses, retail,
and other Main Street or
neighborhood center areas to
create a smoke free outdoor
zones to create a cultural
change in the neighborhood.
2 X X X X X X X X X X
S Other areas as community
determines. unknown
IF LIMITED
ORDINANCES DO
NOT ADDRESS
SMOKING IN
INSTITUTIONS
AND PRIVATE
BUILDINGS,
ADVOCATE FOR
ADOPTION OF
PRIVATE AND
INSTITUTIONAL
POLICY TO
ELIMINATE
SMOKING.
M
Advocate for policy change with
other local boards, associations,
non-profits, and institutions.
2 X X X X X X X
M
Adopt an ordinance requiring
multi-unit housing providers to
disclose the smoking policy for
the property, the location of any
designated smoking areas, and
the previous smoking status of
units.
3 X X X X X X X
GOAL: REDUCE OPPORTUNITIES TO SMOKE
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
GD’s Policy Scan:
1. Locale has done all that it can
and must do to effect the policy
2. Locale is working on it
3. Locale has not started or has
not conceptualized the policy
4. Locale is prevented from taking
action, or doesn’t need to take
action e.g., preemption from
state, satisfactory state policy,
self-enforcing provisions, etc.
Riverside Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
EMPOWER
THOROUGH
ENFORCEMENT
OF NO-SMOKING
ORDINANCES
M
Increase enforcement of
ordinance requirements. In the
absence of full governmental
enforcement, establish an
independent inspection process.
2 X X X X X X X X X X
IF A
COMPREHENSIVE
ORDINANCE IS
NOT POSSIBLE,
ADOPT AN
ORDINANCE
PROHIBITING
SMOKING AND
THIRD-HAND
SMOKE THAT
WOULD AFFECT
VULNERABLE
POPULATIONS.
XL Childcare facilities 4 X X X X X X X X X X
XL Within vehicles with children
present unknown X X X X X X X X X X
XL Healthcare facilities 4 X X X X X X X X X X
XL Home healthcare businesses unknown X X X X X X X X X X 232 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 233 Table of Contents Table of Contents
Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: REDUCE OPPORTUNITIES TO SMOKE
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
GD’s Policy Scan:
1. Locale has done all that it can
and must do to effect the policy
2. Locale is working on it
3. Locale has not started or has
not conceptualized the policy
4. Locale is prevented from taking
action, or doesn’t need to take
action e.g., preemption from
state, satisfactory state policy,
self-enforcing provisions, etc.
Riverside Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
MODIFY ZONING
TO REDUCE
OR ELIMINATE
TOBACCO LAND
USES
M
Modify zoning uses in central
business district and other
neighborhood centers to reduce
or eliminate tobacco -related
land uses. This is to help create a
cultural change.
unknown
L
Restrict the number, location, or
density of smoke and tobaccoproduct retailers.
2 X X X X X X X X
M
Reduce the allowable square
footage of window and door
signage to reduce opportunities
to advertise tobacco products.
2 X X X X X X X X
ADOPT A
COMPREHENSIVE
ORDINANCE
TO RESTRICT
TOBACCO SALES
AND REDUCE
PRODUCT
VISIBILITY
L
This comprehensive ordinance
should address the specific
items listed below.
2 X X X X X X X X
GOAL: REDUCE ACCESS TO TOBACCO PRODUCTS
GOAL: REDUCE OPPORTUNITIES TO SMOKE
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
GD’s Policy Scan:
1. Locale has done all that it can
and must do to effect the policy
2. Locale is working on it
3. Locale has not started or has
not conceptualized the policy
4. Locale is prevented from taking
action, or doesn’t need to take
action e.g., preemption from
state, satisfactory state policy,
self-enforcing provisions, etc.
Riverside Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
IF A
COMPREHENSIVE
ORDINANCE IS
NOT POSSIBLE,
ADOPT SEPARATE
ORDINANCES
REGULATING
DIFFERENT
AREAS OF
TOBACCO SALES
AND VISIBILITY
ACTIVITIES
S Restrict the distribution of free
or low-cost tobacco products. 2 X X X X X X X X
S
Restrict the redemption of
coupons or similar discounts for
tobacco products.
2 X X X X X X X X
S
Restrict the placement of
tobacco and smoking products
to make them less visible within
stores.
2 X X X X X X X X
M
Eliminate the sale and
distribution of smoke- and
tobacco products where
licensed pharmacy or other
healthcare services are
provided.
2 X X X X X X X X
L
Eliminate sale of flavored
tobacco products, including
mentholated, and delivery
methods.
2 X X X X X X X X
L Eliminate or restrict access to
vending machines. unknown X X X X X X X X
L Eliminate sale of other nicotine
products. 2 X X X X X X X X
L Eliminate online sales and
delivery 2 X X X X X X X X
L
Establish minimum tobacco
product sales amounts, e.g.,
eliminate the sale of Eliminate
sale of other nicotine products
such as." loosies."
2 X X X X X X X X
GOAL: REDUCE ACCESS TO TOBACCO PRODUCTS
234 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 235 Table of Contents Table of Contents
Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: REDUCE OPPORTUNITIES TO SMOKE
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
GD’s Policy Scan:
1. Locale has done all that it can
and must do to effect the policy
2. Locale is working on it
3. Locale has not started or has
not conceptualized the policy
4. Locale is prevented from taking
action, or doesn’t need to take
action e.g., preemption from
state, satisfactory state policy,
self-enforcing provisions, etc.
Riverside Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
ESTABLISH
A TOBACCORETAILER
LICENSING
PROGRAM
M Implement comprehensive
licensing program. 2 X X X X X X X X
M
Limit the number of total and
type of retail providers within a
jurisdiction.
2 X X X X X X X X
S
Implement license fee structure
for tobacco retailers; the fees
support tobacco and control.
2 X X X X X X X X
PROHIBIT
UNDERAGE
POSSESSION
OF TOBACCO
PRODUCTS
S
Various levels of penalties can
be implemented, including fines,
written warnings, community
service, requirements for
educational classes. In some
cases, parents may be held
accountable.
2 X X
S
Create a prevention and
cessation program targeted to
youths.
2 X X X X X X X X
EMPOWER
THOROUGH
ENFORCEMENT
OF SALES AND
VISIBILITY
ORDINANCES
M
Increase enforcement of
ordinance requirements. In the
absence of full governmental
enforcement, establish an
independent inspection process.
unknown X X X X X X X X
GOAL: REDUCE OPPORTUNITIES TO SMOKE
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
GD’s Policy Scan:
1. Locale has done all that it can
and must do to effect the policy
2. Locale is working on it
3. Locale has not started or has
not conceptualized the policy
4. Locale is prevented from taking
action, or doesn’t need to take
action e.g., preemption from
state, satisfactory state policy,
self-enforcing provisions, etc.
Riverside Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
ESTABLISH
MINIMUM SALES
AGE OF 21 FOR
TOBACCO AND ALL
COMBUSTIBLES
PRODUCTS
S
Require purchase restrictions for
sale of all tobacco products by
minors.
4 X X X X X X X X
S Require photo identification to
buy tobacco products 4 X X X X X X X X
S Establish retailer penalties for
sales to minors 2 X X X X X X X X
DEVELOP
YOUTH-FOCUSED
PREVENTION
AND CESSATION
PROGRAMS
M
Create compliance and
enforcement approaches that
focus on prevention
2 X X X X X X X X
S
Establish curriculum for
education of students on
smoking and tobacco product
use, including vaping and
marijuana, and including
metrics of success. Adopt this
curriculum into school district or
school wellness policies.
2 X X X X X X
S
Create a youth-led, school
based prevention support
group.
2 X X X X X X
M
Create tobacco prevention and
cessation program for most
vulnerable populations, e.g.,
LGBTQ+, low income, homeless,
race, and ethnic populations
and those impacted by mental
health struggles.
2 X X X X X X
ESTABLISH
POINT OF SALE
REQUIREMENTS
S
Require that tobacco be
separate from other products,
e.g., behind the counter.
2 X X X X X X X X
GOAL: REDUCE ACCESS TO TOBACCO PRODUCTS
GOAL: MINIMIZE DISPARITIES AMONG VULNERABLE POPULATIONS 236 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 237 Table of Contents Table of Contents
Item 21.
Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: ENCOURAGE SOCIABLE GATHERING PLACES GOAL: REDUCE OPPORTUNITIES TO SMOKE ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
GD’s Policy Scan:
1. Locale has done all that it can
and must do to effect the policy
2. Locale is working on it
3. Locale has not started or has
not conceptualized the policy
4. Locale is prevented from taking
action, or doesn’t need to take
action e.g., preemption from
state, satisfactory state policy,
self-enforcing provisions, etc.
Riverside Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
ADOPT A
COMPREHENSIVE
ORDINANCE
INTO COUNTY
OR CITY CODES
TO RESTRICT
THE MARKETING
AND PROMOTION
OF TOBACCO
PRODUCTS
M
This comprehensive ordinance
should address the specific
items listed below:
2 X X X X X X X X
GOAL: REDUCE OPPORTUNITIES TO SMOKE
ACTION
(Objective)
CATEGORY
LEVEL OF EFFORT
FOCUS (Strategy)
GD’s Policy Scan:
1. Locale has done all that it can
and must do to effect the policy
2. Locale is working on it
3. Locale has not started or has
not conceptualized the policy
4. Locale is prevented from taking
action, or doesn’t need to take
action e.g., preemption from
state, satisfactory state policy,
self-enforcing provisions, etc.
Riverside Policy Scan
WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships
IF A
COMPREHENSIVE
ORDINANCE IS
NOT POSSIBLE,
ADOPT
ORDINANCES
REGULATING
AS MANY OF
THESE TOBACCO
MARKETING AND
PROMOTION
ACTIVITIES AS
POSSIBLE
M
Restrict marketing and
sponsorship of tobacco in
public, entertainment, and
sporting venues.
2 X X X X X X X X
S
Restrict marketing and
sponsorship of tobacco and
other smoking products at
higher education institutions.
2 X X X X X X X X
S
Require retail outlets that sell
smoking and tobacco products
to post graphic warning and
cessation messages, including
Quitline numbers, near tobaccoproduct displays and/or at the point of sale.
unknown X X X X X X X X
S Establish a minimum price for
tobacco products. 2 X X X X X X X X
S
Establish a minimum package
or volume size for tobacco
products and/or eliminate the
sale of individual or small-unit
packages of tobacco products.
2 X X X X X X X X
INCREASE
EXCISE TAXES
ON TOBACCO
PRODUCTS
M
Increase tobacco-product excise
taxes to promote cessation
and to reduce the initiation of
tobacco use among youth.
unknown X
GOAL: REDUCE TOBACCO MARKETING & PROMOTION
GOAL: REDUCE TOBACCO MARKETING & PROMOTION
238 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 239 Table of Contents Table of Contents
Item 21.
Most Americans spend
about half their waking life
on the job, making workplaces
a prime opportunity to
encourage healthy lifestyles.
The Blue Zones Worksite Approach
The Blue Zones Worksite transformation approach
takes the focus off the individual and targets the
environment, buildings, and social networks to
make the healthy choice the easy choice.
Employers are encouraged to achieve minimum
thresholds among five areas of best practice:
Leadership, Purpose, Physical Environment, Social
Networks/Engagement, Policy, and Benefits. These
initiatives nudge employees to move more, eat
healthier (avoiding processed and junk
food), make meaningful connections,
and help people to find and live out their
purpose.
Well-being has become one of the key elements of
building a workplace culture of health, and COVID-19
has intensified and highlighted the need for companies
to prioritize all aspects of well-being.
Employers who take the Blue Zones Worksite Pledge
are offered consulting support at no cost, but they
are required to take the process seriously. To that end, our assessment involved identifying a cross-section of
workforce in the Riverside County area. We completed
interviews of a representative sample of those
employers and organizations that provide and support
health for the workforce to assess their interest and
readiness to move forward with a Blue Zones initiative.
As part of the implementation, Blue Zones provides free tools and resources, such as purpose workshops, and
moais (group networking focusing on building employee
social connections around walking and healthy eating).
The program also provides specific recommendations
on how to engage leadership, increase employee
participation, encourages use of formal and informal
social networks, and provides recommendations for
policies and benefits that advocate for an employee’s
well-being.
To achieve Blue Zones Certification,
we require 50% of the largest
workplaces to become Blue Zones
Approved (adopting >70% of Blue
Zones recommended workforce
practices).
Worksites
RIVERSIDE COUNTY
Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 241 Table of Contents Table of Contents
Item 21.
Employer and Industries
RIVERSIDE COUNTY WORKSITE CONTEXT
In the U.S., employed adults spend most of their waking hours working. Unfortunately, most US worksites
(offices or remote work arrangements), where
Americans spend time working, have not been designed
to support optimal employee health and well-being.
Within many industries, in Riverside County, workers
perform sedentary jobs where they spend a large part
of the day working without stopping to take stretch or
movement breaks; while other employees in industries
such as farming, education, and healthcare include
more movement throughout the day, but they may not
have quiet areas to seek relief from stress and/or to
rest and recharge on breaks. Healthy food options are
not always readily available on-site or nearby worksites, and coworkers are not encouraged to make meaningful
social connections at work.
Compared to other US counties, Riverside County has
experienced rapid job growth over the past few years.
This growth has been led by expansion of transportation, warehouse, and logistics industry due to the pandemic
era’s increased demand for shipping and delivery services.
Although employer wellness programs are common
among medium to large employers across industries
in Riverside County, the regional transportation,
warehouse, and logistics industries typically have rigid schedules that can pose challenges for employee wellbeing. The typical approach employers take with worksite wellness in the region includes leveraging the wellness program resources offered by the health plan and regional providers to offer programs such as health fairs, biometrics screenings, fitness memberships, or individual challenges to encourage “steps” activity or healthy eating. With the pandemic, virtual care management, and counseling,
mobile screening/vaccines and telemedicine offering
options have expanded and utilization has increased.
The increased availability and utilization of these
technology-driven healthcare services has been critical for Riverside employers, given the challenge of gaining accessibility to providers across the region and state.
With industry growth in the county there continue to be opportunities to address public health concerns, such as obesity, sedentary lifestyle, inadequate diet (low intake of fruits and vegetables), as well as rising air pollution, and the continuing increased demand for regional healthcare services.
LINGERING IMPACT OF COVID IN RIVERSIDE COUNTY
AND WORKFORCE DEVELOPMENT CHALLENGES
Employers in the Inland Empire, like so many other
parts of the world, were significantly impacted by the
pandemic. The COVID-19 pandemic, and its economic
impact, resulted in many business closures and
reductions in early 2020. Businesses, as well as workers and their families, struggled with the loss or reduction of income, childcare and in-person schooling while trying
to keep themselves safe from the virus. Many businesses and jobs were impacted, and well-being programs were
put on hold or scaled down to virtual or online offerings between 2020-2022. Over the past year, as a vaccine
has become more available, and many businesses are
working through economic recovery, and employers are
renewing their focus on employee well-being programs
to keep workers healthy, present, and productive.
Despite the recovery, there are some long-lasting
impacts on the area businesses, the Riverside County
economy, and its workers. Many workers who lost their
jobs turned to the high-tech warehousing/logistics
economy to replace their income. Many of these jobs
provide a replacement income, but do not necessarily
provide career paths, or opportunities for career growth.
In addition, there was a tremendous increase in remote
working across the region. For some, this seems to have reduced commutes and improved work-life balance,
however, for others remote working proved to be
challenging due to unreliable technology and internet
access.
Based on our conversations with
employers and stakeholders, now
is the perfect time for the region
to amplify the focus on workforce
health to support the rapid growth
of the regional economy.
242 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 243 Table of Contents Table of Contents
Item 21.
The Blue Zones approach to
community transformation is to
optimize the places and spaces
people spend the most time so that
healthy choices are easier or even
unavoidable. Large worksites and
public schools are a focus because
they are where adults and children
spend most of their lives. The process
to become a Blue Zones Approved
worksite activates the Blue Zones
model through evidence-based
practices and environmental changes.
Each interested employer will focus
on people, places, and policies,
implementing semi-permanent to
permanent changes which make
healthy choices easier for all.
Riverside County (22,000 employees)
HARC, Inc. (<50 employees)
University of CA, Riverside (9,800 employees)
Riverside Chamber (<20 employees)
Professionals in Human Resources Association (PIRHA) Riverside Corona Chamber (<20 employees)
City of Riverside (2,500 employees)
Riverside University Health System (RUHS) (3,500 employees) Kaiser Health Plan (representing many employers)
Blue Shield, California (representing many employers)
We engaged with
Riverside County worksites
representing
~56,000
employees
244 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 245 Table of Contents Table of Contents
Item 21.
Riverside County Overview:
Worksites
RIVERSIDE COUNTY AREA EMPLOYERS
To achieve Blue Zones Certification, we require the majority of the larger workplaces to become Blue Zones Approved.
Employers who take the Blue Zones Worksite Pledge are
offered consulting support at no cost, but they are required to take the process seriously. To that end, our assessment included a select but representative group of employers and health service providers across all Riverside County communities. We met with the employers and program/
plan providers to assess their interest and readiness to move forward with a Blue Zones initiative.
We met with 14 employers and health organizations
during the Riverside County worksite assessment.
Collectively, these companies employ more than 60,000
county residents, including some of the county’s
largest employers and public agencies, such as City of
Riverside, Riverside County, University of California,
Riverside, representatives from the Chambers of
Commerce for several communities, Inland Empire
Health Plan, Blue Shield of California, Kaiser Permanente Health Plan, Alvord School District, and nonprofits such as Desert Healthcare District Foundation, and Growing
Coachella Valley.
All these company representatives expressed interest in the Blue Zones initiative in Riverside County.
Strengths
STRONG LOCAL RESOURCES AND ASSETS FOR
WORKSITE HEALTH PROGRAMMING
There are many resources in the community to support
and encourage community and worksite health. Health
Assessment and Research for Communities (HARC) has
been working with several communities in Riverside
County doing health needs assessment and health
planning. HARC also provides an annual worksite
conference which supports networking and encourages
worksite health programs across participating
employers and healthiest employer recognition
programs.The Riverside County Culture of Health
Department was created to increase employee access to
worksite well-being programming.
Riverside County is also home to many non-profits,
health, educational and community resources such
as Desert Healthcare District Foundation, Health,
University of California, Riverside, and several health plans (Kaiser, Blue Shield California, Inland Empire
Health Plan) who support worksite and worker health in
the region. The health plans have assisted with funding of many of the large employer wellness programs
including City of Riverside, and Riverside County (when it was in place 2014-2020). The collaborative way in
which these various providers are working with each
other today, will be a strong foundation to build out a Blue Zones community.
SEVERAL EMPLOYERS HAVE EMPLOYEE WELLNESS
PROGRAMS IN PLACE
Of the employers we interviewed, just over half (57%)
of the Riverside County employers we met with had
some type of wellness programming in place that
would align with the Blue Zones Worksite Pledge
such as fitness reimbursement or onsite fitness
programs, maps and walking trails, online health
education resources, physical activity challenges, or
free biometric screenings. Most employers offer basic
wellness through their health plans in addition to full coverage of preventive care for full-time workers.
Wellness committees or ambassadors who support
wellness programming, as well as tobacco free
workplace policies, are also in place for several of the larger employers who participated in the assessment.
All employers expressed interest in the Blue Zones
initiative, regardless of whether they currently offered wellness programs.
To achieve Blue Zones Certification, a significant
percentage of the largest employers in a community are
required to become “Blue Zones Approved” to reach a
“tipping point” of participation.
246 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 247 Table of Contents Table of Contents
Item 21.
VOLUNTEERISM AND COMMUNITY GIVING
The state/county agencies and employers encourage
volunteerism, but it is not typically offered to employees during work hours. Several employers expressed
interest in promoting volunteerism as part of their wellbeing initiatives, however, none of the participating organizations currently have policies or programs in
place
Less than one third of the
employers who participated
in Blue Zones interviews
indicated that their company
had a commitment to encourage
employees to volunteer in the
community.
Challenges
LIMITED ACCESS TO ACTIVE TRANSIT AND PUBLIC
TRANSIT
Most employers interviewed indicated that they do not
incentivize use of public transportation. However, a few employers do encourage use of public transportation
and active commuting options through offering
discounted bus passes. Some employers located outside
the downtown area offer reimbursement options or
subsidized commuter benefits for those employees who
drive in carpools, use public transportation, or ride their bikes. Public transportation outside the larger cities is very limited, and not all roads are safe for cyclists to commute to work. Most employers do have bike racks
available, and those who offer them do not feel they are utilized by more than a few employees. It is common
that larger employer campuses (such as Inland Empire
Health Plan) have fitness centers and maps or marked
trails for outdoor walking. Based on the employers’
input, typically these resources are utilized by a small portion of employees (less than 25%). Most employers
interviewed acknowledged that very little promotion of
“active commuting solutions” is done at their worksites, given the limited access to public transportation for
active commuting.
GAPS IN WORKSITE PROGRAMMING
Among the employers who participated in the assessment, only a few had worked with their on-site cafes and vending machines to ensure healthy options were available. Very few employers had on-site cafes and none of the employers with café services indicated that they subsidized healthier options. A slightly higher portion of employers indicated that they had implemented healthy vending options, and no employers highlighted healthy catering options.
Purpose was not addressed directly from any of the
participating employers, although most organizations felt that their professional development training or Employee Assistance Programs supported emotional well-being and
provided some tools to identify and make recommendations for pursuit of purpose. Several of the larger employers offered online platforms or Employee Assistance Programs through their health plans or third-party providers, which included content or counseling which helped organizations to identify their purpose and address mental and emotional needs.
No organizations indicated that they provided leadership training to support employee well-being and work-life
balance, but overall, most organizations felt that leadership support for working wellness was present at some level, but typically not present at all levels of management.
248 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 249 Table of Contents Table of Contents
Item 21.
Opportunities
IMPLEMENTATION, EDUCATION AND PROMOTION OF
HEALTHY FOOD POLICY
Blue Zones can assist large employers in working
with the cafeteria and food service companies to
implement and promote healthy food policies for onsite café, vending, and catering services. In addition, Blue Zones community initiative can improve access
to healthier options nearby worksite locations in the
community through partnerships with local grocery
stores, restaurants, and farmers markets. A key part of the Blue Zones Worksite Pledge is ensuring that on-site vending offerings have at least 50% healthy options and that employee cafeterias become Blue Zones Approved
Restaurants. Most of the employers we engaged during
the assessment did not include a focus on healthy
options in their cafes or vending machines as part of
their wellness programs.
For employers without on-site café options, Blue
Zones can provide assistance in working with nearby
restaurants and food trucks so that healthy options are available. Contacting at least 50% of restaurants within walking distance of worksites and encouraging them
to take the Restaurant Pledge is part of the Blue Zones Worksite Pledge.
In addition to ensuring healthy food options are prevalent in and near the worksite, it is critical to provide education to workers on the value of healthy options and simple
methods to prepare them. Bilingual (English/Spanish),
promotion and education are essential, particularly with the composition of Riverside County’s diverse cultures, to help all workers learn how to remake traditional cultural favorites/comfort food options with healthier ingredients (utilizing more plant-based options).
POLICY AND PRACTICES AND AVAILABILITY OF
MENTAL AND BEHAVIORAL HEALTH
Many employers expressed concerns about limited
access to mental health providers, inadequate coverage
of behavioral health conditions, and long wait times to see behavioral health counselors. Like many fast-growing areas in the US, Riverside County offers limited access to psychology or psychiatry professionals, as the demand
is higher than the supply of providers. Blue Zones could partner with employers to review benefits policy and
coverage, provide a list of best practice coverage areas for benefits, as well as review online provider options.
Given that loneliness and social support are often
associated with poor mental health outcomes, Blue Zones could also work with employers to identify opportunities to enhance employee support through mentoring, team
building, and workplace moais to improve social networks and connectedness. In addition, creating workplace social networks and stress and depression management services
are both part of the Blue Zones Worksite Pledge.
PURPOSE WORKSHOPS AND VOLUNTEER
PROGRAMMING
Our sense of purpose can have a strong influence on
our work performance and overall satisfaction in life,
in addition to helping to protect associates against
burnout. According to Gallup, associates who find
meaning at work are 93% more engaged and more than
three times as likely to stay with their organization.
Employees can also be encouraged to volunteer
and give back to the community with events or with
their families and friends to help connect them with
their purpose, create meaningful connections in their
community, and improve life satisfaction.
Although some employers interviewed offer training
and development programs which may touch on
personality type or communication styles, very few
worksites offer resources to support employees in
their search for purpose or work-life balance. A few of the larger Riverside County companies have programs
and campaigns that encourage volunteerism, but
these programs are not usually linked to broader
employee well-being programming. Blue Zones Purpose
Workshops and volunteer initiatives would address
some of the gaps that exist in traditional corporate
health and wellness programming.
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Item 21.
ACTIVE COMMUTING: CARPOOLING AND PARKING
INCENTIVES
Many employers are geographically dispersed across the
county, and several employers indicated that they still have a portion of their employee population working remotely following the pandemic. In general, most employers are
not currently encouraging or using incentives to promote public transportation. Some worksites do offer bike racks, or storage but most say they are not used. A few employers used to offer carpool incentives, but they indicated they were not used. Southern Californians who can afford to own cars, love to drive them, typically as single commuter drivers.
Blue Zones could work with employers to provide incentives to encourage active commuting, to utilize carpooling or vanpool solutions, or to use Blue Zones parking spaces.
Creating incentives and policies to encourage employees to commute to work by public or active transportation is part of the Blue Zones Worksite Pledge. The County of Riverside Commuter Services currently offers incentives for people who carpool, bike, walk, take public transit, or telecommute to work. Opportunities may exist to increase awareness of this program when working with employers.
METRICS AND DATA IMPROVEMENT
Of the employers interviewed, few (3) had consistent
leadership support and all lacked metrics to demonstrate the value of their wellness programming. Most employers would benefit from a deeper review into how they could measure, improve, and report on their programs. Aggregating
company well-being metrics and communicating them to
employees is part of the Blue Zones Worksite Pledge.
Bibliography:
MacKay, Jory. (2019, January 24). The State of Work Life Balance in 2019: What we learned from studying 185
million hours of working time. (Blog post). Retrieved
from https://blog.rescuetime.com/ work-life-balancestudy-2019/ Jory MacKay.
McGregor, Jena. (2014, September 2). The average work
week is now 47 hours. The Washington Post. Retrieved
from https://www. washingtonpost.com/news/onleadership/wp/2014/09/02/theaverage-work-week-isnow-47-hours/ https://www.census.gov/quickfacts/fact/table/
riversidecountycalifornia,CA,US/PST045222
https://www.dailynews.com/2023/02/03/riverside-sanbernardino-counties-are-us-job-creation-leader/ https://datausa.io/profile/geo/mead-valley-ca/
https://datausa.io/profile/geo/french-valley-ca/
The American Community Survey, US Census Bureau
Hispanic, or Latino
Data for French Valley, Mead Valley, Banning, Corona CDP https://www.census.gov/programs-surveys/acs/
https://www.livework.coronaca.gov/
https://www.bestplaces.net/health/city/california/corona California Healthy Places Index
People + Organizations
Engaged During Assessment in
Riverside County.
Riverside County, Jennifer D’Urso, MPH, Principal Deputy ACR and former Employee Wellness Director for Riverside County
Health Assessment and Research for Communities (HARC, Inc.), Jenna Le-Comte-Hinely, PhD, Chief Executive Officer
University of California, Riverside, Ann M. Cheney, Ph.D. Faculty Director and Former Co-Chair of Wellness, School of Medicine, Dept. of Social Medicine Population and Public Health
Riverside Chamber, Nick Adcock, President
Dominique Fruchtman, SPHR, DTM, LSBB, Owner, Escape Room Palm Springs and Former President, Professionals in Human Resources Association (PIRHA) Riverside
Corona Chamber, Bobby Spiegel, President
City of Riverside, Miriana Gonzalez, Deputy HR Leader and Jennifer Brown, SHRM-CP, Human Resources Division
Riverside University Health System (RUHS), Eddy Jara, DrPH, Program Director, Nutrition and Health Promotion Branch, RUHSPublic Health Kaiser Health Plan, Marc A. Saenz, MS, CWWS, Workforce Health Consultant, Strategic Customer Engagement, Kaiser Foundation Health Plan - Inland Empire
Blue Shield, California, Jessica Pond, Principal Account Executive, National Accounts & Public Sector/Premier, Blue Shield of California Desert Healthcare District Foundation, Alejandro Espinoza, MPH, CHES, Chief of Community Engagement
Growing Coachella Valley, Janelle Percy, Executive Director, Growing Coachella Valley
Inland Empire Health Plan, Dianna Del Toro, Director Human Resources Total Rewards, Inland Empire Health Plan
Alvord Unified School District, Amanda Benitez, Benefits Manager/ Human Resources
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Item 21.
Riverside County Overview:
Health Equity Report
Understanding how equitable and inclusive a community is means looking at the opportunities all residents have compared to each other and to other communities. This summary of publicly available secondary data provides a glimpse of that, and allows for further conversations about efforts made to address these disparities and where future work should be focused.
In some areas, the six communities of
focus for Activate Riverside County have
advantages over others in Riverside County,
in California as a whole, or across the United
States. For example, the rate of residents
with health insurance is generally very
high. Income equality, internet access, and
the low level of neighborhood diversity
distribution are also positive indicators.
Among Non-Hispanic Black residents, the
rate of premature death is much lower than
state and national averages, even though it is
higher than for other population groups.
At the same time, many of these indicators are better
for Non-Hispanic White residents than for other groups.
Hispanic/Latino and Non-Hispanic Black residents are more likely to live in food deserts. The educational disparity rate is somewhat higher for these communities of focus than
the state or national numbers, and this is most likely driven by the fact that Hispanic/Latino residents have Associates Degrees or higher at about half the rate of other community groups. Even though the rate of the uninsured is lower overall, that is less true for Hispanic/Latino and Non-Hispanic Black residents. The low rates of neighborhood diversity distribution do not extend to Hispanic/Latino residents, where rates are much higher than US and California rates.
This report is built around the data for the six
communities of focus and includes comparison data
for Riverside County, California, and the United States.
When reviewing these indicators it is helpful to look at the comparisons across these locations and within the
community groups represented in each. This can aid in
understanding where needs are important to address
for the entire population and where specific groups of
residents might need particular attention.
Health Equity
RIVERSIDE COUNTY
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Item 21.
Healthy Food Access Educational Attainment
The disparity in food access, measured by the Disparity Index Score, is comparable for the RivCo Communities of Focus (17.37) and the entire United States (17.62), and lower than California as a whole (18.50). For this measure a lower number reflects greater food equality, with fewer people living without access to a large grocery store. While the percentages for Hispanic or Latinos (35.10%) and for nonHispanic Black (22.07%) in Riverside are much higher than the overall number for the community, an important factor to note, the disparity is lower when comparing these same population groups across CA and the US.
Report Area Non-Hispanic
White Hispanic or Latino Non-Hispanic Black Non-Hispanic Other Race Disparity Index
Score
RivCo Communities
of Focus 16.54% 35.10% 22.07% 15.78% 17.37
Riverside County, CA 25.67% 42.10% 34.69% 21.42% 12.07
California 17.54% 38.70% 37.55% 19.40% 18.50
United States 18.73% 36.99% 45.91% 22.59% 17.62
Report Area Non-Hispanic
White Hispanic or Latino Non-Hispanic Black Non-Hispanic Other Race Disparity Index
Score
RivCo Communities
of Focus 49.40% 25.38% 50.16% 33.16% 12.22
Riverside County, CA 49.68% 24.82% 46.92% 31.40% 13.82
California 60.81% 27.33% 46.20% 44.11% 11.90
United States 51.43% 30.31% 37.62% 44.29% 7.31
There are two different ways to look at the level of educational disparity, as seen by the number of residents that have at least an Associates Degree, in the communities of focus. Looking at the rate by race and ethnic group, 49.40% of Non-Hispanic White and 50.16% of non-Hispanic Black have this level of educational attainment, compared to only 25.38% of Hispanic/Latino residents. This is a substantial difference. When looking at the overall disparity index score, a relative measure which expresses the magnitude of disparity across population groups, these communities average slightly better than Riverside County as a whole but worse than the state average and considerably worse than the national average.
Note: This indicator is compared to the state average.
Data Source: US Department of Agriculture, Economic Research Service, USDA - Food Access Research Atlas. 2019. Source geography: Tract Note: This indicator is compared to the state average.
Data Source: US Census Bureau, American Community Survey. 2017-21. Source geography: Tract
DISPARITY INDEX SCORE
0 20
12.22 11.90
7.31 RivCo Communities
of Focus
California
United States
DISPARITY INDEX SCORE
0 20
17.37 18.50
17.62 RivCo Communities
of Focus
California
United States
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Item 21.
Health Insurance Premature Death
The health insurance disparity index score evaluating who is uninsured in these areas is 12.50 and is quite a bit lower than that of CA (16.75) and the US (20.51), which means fewer people experience insurance-related disparities. 4.35% of Non-Hispanic White are uninsured in these communities compared to 11.24% of Hispanic/Latino, 7.04% of Non-Hispanic Black, and 10.47% of Non-Hispanic Other.
These numbers are all lower than the national averages but are worse than state averages in all cases but Hispanic/Latino residents. The big difference in rates across groups in these communities is noteworthy.
Report Area Non-Hispanic
White Hispanic or Latino Non-Hispanic Black Non-Hispanic Other Race Disparity Index
Score
RivCo Communities
of Focus 4.35% 11.24% 7.04% 10.47% 12.50
Riverside County, CA 4.65% 11.47% 6.05% 10.66% 14.14
California 3.82% 11.73% 5.82% 8.86% 16.75
United States 5.97% 17.65% 9.95% 12.87% 20.51
Note: This indicator is compared to the state average.
Data Source: US Census Bureau, American Community Survey. 2017‐21. Source geography: Tract Report Area Non-Hispanic White Hispanic or Latino Non-Hispanic Black Disparity Index Score RivCo Communities
of Focus 336.62 236.49 389.76 9.50
Riverside County, CA 336.62 236.49 389.76 9.50
California 296.77 233.08 474.57 7.92
United States 339.39 238.30 487.10 14.89
The relative measure of disparity in the rate of premature death (defined as deaths occurring before age 75) within the area by population race and ethnicity is 9.50, which is between that of CA (7.92) and the US (14.89). By group, this trend compared to state and national data is consistent for Non-Hispanic, White and Hispanic/Latino community members, but better for Non-Hispanic, Black residents.
Note: This indicator is compared to the state average.
Data Source: Centers for Disease Control and Prevention, CDC - National Vital Statistics System. Accessed via CDC WONDER. Additional data analysis by CARES. 2014-20. Source geography: County
DISPARITY INDEX SCORE
0 30
12.50 16.75
20.51 RivCo Communities
of Focus
California
United States
DISPARITY INDEX SCORE
0 20
9.50 7.92
14.89 RivCo Communities
of Focus
California
United States
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Item 21.
Income Inequality Neighborhood Diversity Distribution
Using the Gini index value (0 is perfect equality, where all households have the same income; 1 is perfect inequality where only one household has any income), Riverside has a score of 0.41 compared to 0.49 for CA and 0.48 for the US. This means there is somewhat less income inequality for residents of Riverside, CA compared to California and the US. This data is not broken out by subgroups but is looked at annually in aggregate. The numbers are quite consistent going back 10 years.
Report Area Total Households Gini Index Value
RivCo Communities of Focus 245,402 0.41
Riverside County, CA 740,506 0.45
California 13,217,586 0.49
United States 124,010,992 0.48
Note: This indicator is compared to the state average.
Data Source: US Census Bureau, American Community Survey. 2017-21. Source geography: Tract Report Area
Non-Hispanic
White
Population
Non-Hispanic
Black
Population
Non-Hispanic
Asian
Population
Non-Hispanic
AI / AN
Population
Non-Hispanic
NH / PI
Population
Hispanic
or Latino
Population
Diversity
Index
RivCo Communities
of Focus 29.82 5.72 9.7 0.45 0.27 54.04 0.16
Riverside County, CA 33.96 6.32 7.1 0.52 0.29 51.8 0.16 California 36.39 5.62 15.86 0.41 0.37 41.34 0.52
United States 60.01 12.5 6.14 0.7 0.19 20.42 0.36
The measure of how evenly different population demographic groups are distributed in neighborhoods throughout the communities of focus is 0.16, where higher values between 0-1 indicate higher levels of neighborhood diversity distribution. This is compared to 0.52 in CA and 0.36 in the US. Overall, there is considerably less diversity distribution in neighborhoods for these areas and Riverside County. This is generally true at the subgroup level also, but the rates of neighborhood diversity distribution that Hispanic/Latino residents experience is substantially higher than other groups in the area and compared to state and national numbers. This is significant to note.
Note: This indicator is compared to the state average.
Data Source: US Census Bureau, Decennial Census. University of Missouri, Center for Applied Research and Engagement Systems. 2020. Source geography: Block Group
GINI INDEX VALUE
0 1
0.41 0.49
0.48 RivCo Communities
of Focus
California
United States
DIVERSITY INDEX
0 1
0.16 0.52
0.36 RivCo Communities
of Focus
California
United States
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Item 21.
Area Deprivation Index (ADI) Internet Access
The Area Deprivation Index attempts to rate the
level of advantage neighborhoods have in four
domains; education, income and employment,
house, and household characteristics. The higher
the score, from 1 to 100, the greater the advantage.
The area deprivation score for the communities of
focus is 26 and is higher than that of California (20)
but lower than that of Riverside County (31). There
is no national data to compare to.
Another way to look at the ADI data is to
see what percentage of the community falls
into different categories of advantage. For
Riverside County as a whole, there are more
disadvantaged community members than
California residents as a whole but considerably
less of the most disadvantaged compared to
the United States overall.
Report Area Total Population
(2020)
State Percentile National Percentile
RivCo Communities of Focus 838,106 6 26
Riverside County, CA 2,418,185 73 31
California 39,538,223 No data 20
United States 334,735,155 No data No data
Note: This indicator is compared to the state average.
Data Source: University of Wisconsin-Madison School of Medicine and Public Health, Neighborhood Atlas. 2020. Source geography: Block Group Very little disparity is seen across population groups having a broadband internet available at home. The low disparity score (0.44) is lower than that of CA (0.74) and that of the US (0.89). A score of 0 represents perfect equality and a 100 perfect disparity.
Report Area Non-Hispanic
White Hispanic or Latino Non-Hispanic Black Non-Hispanic Other Race Disparity Index
Score
RivCo Communities
of Focus 94.43% 92.00% 91.49% 93.14% 0.44
Riverside County, CA 93.43% 92.10% 92.06% 93.26% 0.33
California 93.76% 90.55% 89.55% 93.06% 0.74
United States 90.88% 88.42% 84.98% 91.45% 0.89
Note: This indicator is compared to the state average.
Data Source: US Census Bureau, American Community Survey. 2017-21. Source geography: Tract
AREA DEPRIVATION
INDEX SCORE
(National Percentile)
0 100
26 20
No data
RivCo Communities
of Focus
California
United States
DISPARITY INDEX SCORE
0 20
0.44 0.74
0.89 RivCo Communities
of Focus
California
United States
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Item 21.
The communities of focus have several equity and inclusion factors that put it at an advantage over the overall Riverside County area and California as a whole. While these advantages provide a strong foundation to build upon, they often don’t extend to all community groups. Conduct in-depth discovery within the
communities of focus to gain deeper
understanding of the root cause of the
considerable social and environmental
disparities experienced by Non-Hispanic,
Black and Hispanic/Latino residents.
Strengthen existing (or implement new)
multi-sector collaboratives providing
community-wide case conferencing for
residents experiencing disparities.
1 INFORM
Provide the
community with
relevant information
2 CONSULT
Gather input from
the community
3 INVOLVE
Ensure community
needs and assets
are integrated into
process and inform
planning
4 COLLABORATE
Ensure community
capacity to play a
leadership role in
implementation of
decisions
5 DEFER TO
Foster democratic
participation and equity by
bridging the divide between
community and governance,
through community-driven
decision-making
Conduct comprehensive asset
mapping, evaluating systems of care
for identified areas of disparities.
Create and implement a follow-on
strategy to prevent duplication of
services, identify and prioritize gaps
and achieve measurable improvement
in health care and social service access
for individuals impacted by equity and
inclusion disadvantages.
Prioritize equitable representation
on steering committee and other
leadership and implementation
teams, and follow research-based
principles of engagement to ensure
individuals who may be experiencing
social and environmental disparities
are empowered to be a part of the
decision-making processes.
Conclusion Recommendations
Credit: Spectrum of Community Engagement to Ownership, Rosa Gonzalez, Facilitating Power, and Movement Strategy Center https://naacp.org/resources/guidelines-equitable-community-involvement-building-development-projects-and-policies 264 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 265 Table of Contents Table of Contents
Item 21.
When Blue Zones starts work in a community, the
first thing we do is build a collective vision together with the people who live and work there. In moving
communities towards higher well-being, Blue Zones
takes an early approach to media involvement
since community awareness and engagement is
central to creating widespread change. By involving
the media as part of the solution, we are able to
mobilize and motivate people to get involved,
whether it’s in their worksite, in their school, or as a supporter of key policy changes.
By engaging the media early, we form long-term relationships to help maintain press involvement and buy-in over time. We have used this as a key Blue Zones strategy in bringing diverse and disparate people together towards a common goal.
The Riverside Press-Enterprise is the
main newspaper for the Inland Empire
region of California, including Riverside
County and covers local news as well
as statewide and national news. It is
published by Digital First Media. Its
web presence includes separate pages
for locality-specific news for each of
the major cities. The Press-Enterprise
is a daily paid newspaper and is
headquartered in downtown Riverside.
Riverside County receives radio transmissions from radio stations across the San Bernardino Valley and the Inland Empire region. KCAL-AM is a commercial radio station owned by Lazar Broadcasting and primarily broadcasts in Spanish, although it provides coverage of the Cucamonga Quakes Minor League Baseball in English. KFOO is an AM station owned by iHeartMedia and is an all-news station affiliated with the Black Information Network. The Black Information Network is a network of news stations targeted at African American communities. KCAL-FM is owned by Anaheim Broadcasting
and plays an Active Rock music rotation. KDEY-FM, also a music channel, is owned by Meruelo Radio Holdings Limited and plays a classic hip hop rotation. Other radio stations with service in Riverside include; KFRG which plays a country music rotation; KCGI which airs a contemporary music format; KLYY Media
RIVERSIDE COUNTY
According to a Pew Research
Center Study, about “one-in-five
U.S. adults (19%) who feel highly
attached to their communities
demonstrate much stronger ties
to local news than those who do
not feel attached — revealing a
link between personal connection
to the area and a desire to stay
more informed about current
issues and events.”
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Item 21.
which airs Spanish-language adult hit music and KSGN which is a noncommercial station that airs a Christian contemporary music format.
There are over 52 television channels providing broadcasting to the Riverside County area. There are two television stations based in Riverside. KRCA, owned by Estrella Media, broadcasts the Spanishlanguage station Estrella TV to the Los Angeles area. KZSW is a low-power television station based in Riverside and carries religious programming.
The Digital Divide
Over 100,000 Riverside County residents do not have high speed internet and a computing device, and are effectively shut out from the digital economy. These residents are lacking critical access to jobs, school resources including homework and assignments, and to getting health and public services online. Closing this digital divide is a priority for RIVCO Connect, which has launched a Digital Inclusion Program. The program centers on the refurbishment and donation of surplus computers and other technology and donates them to people in need throughout the county. They also provide digital/computer training and education. The program’s goals are to enable all county residents to participate in digital life. In addition to the RIVCO Connect, some broadband providers offer low-cost broadband for lower-income residents, including the Spectrum Internet Assist program, the AT&T Access program, and Frontier’s California Lifeline Discount Program.
Source: RIVCO Connect: https://data.countyofriverside.us/stories/s/RIVCOconnect-Digi Why the Digital Divide Matters
For many lower-income residents, smartphones serve as their only means of connecting to news, job applications, and school assignments. “Digital platforms have transformed most parts of daily life, from how we talk to one another, to how we consume media, to how we travel. But those platforms are only meaningful if you can access them via broadband.”
BROOKINGS INSTITUTION
Even though urban and suburban areas have the highest adoption rates, they also have the widest variation of broadband access among residents.
Broadband has become essential like education, electricity, and water. It has become a “fourth utility” that is necessary for people, businesses, and governments. that is relied on by residents, businesses, and governments alike.
Local governments now consider broadband a critical enabler of success in communities: • Rural areas with high broadband adoption had higher income growth. • Broadband is associated with a 2% increase in employment rate and lower unemployment rates. There is a positive correlation between broadband expansion and local employment growth.
• Broadband increases civic engagement and enhances gathering of civic information. It is a significant benefit for disadvantaged residents in communicating with friends and family.
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Item 21.
Coachella has the opportunity
to unlock $139.6 million in
projected value generation
and savings through a
partnership with Blue Zones.
Blue Zones Value Brief for Coachella, CA
Over the next ten years, Coachella, CA has the
opportunity to unlock up to $139.6 million in projected value generation and savings, directly benefiting the
community through a partnership with Blue Zones.
Unlocking this value is centered on the science and knowledge that people with sustainably higher well-being cost less and perform better. And for us, well-being isn’t just an ideal. It’s quantifiable.
As such, the goal of a Blue Zones community transformation is making measurable improvements in well-being across the area—specifically, improving elements of individual and collective well-being that are proven to positively drive key economic indicators.
Research has shown that lifts in personal purpose, as well as social, financial, community, and physical health factors have direct implications on future medical costs and human performance. Reductions in lifestyle risks, disease burden, and medical spend are all results that influence individual lives as well as the collective, driving results that are not only felt but are calculable in terms of economic impact.
Value Brief
The ten-year impact of a Blue Zones transformation:
Projected Medical Cost Saving of ~$48M
Reduction in projected workforce lost productivity
of ~$68.9M
These two sources of value result in a projected
~$323 average annual per capita medical saving
and productivity improvement value for the adult
population over the next decade
Approximately $22.7M of direct and indirect
benefits to the regional economy
Billions of expected positive media impressions
Additional related follow-on community grants, gifts, and investments
A cumulative total value of over $139 million
for the Coachella, CA in including medical cost
savings, productivity savings, and regional
economic impact.
Creating Value for Coachella, CA
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Item 21.
The Origins of Blue Zones Project
To discover the cultural traits that lead to greater wellbeing, scientists researched the five areas of the world where people are living longer, happier lives. We call
these blue zones, as coined and well-documented in Dan
Buettner’s New York Times best-selling book, “The Blue
Zones: Lessons for Living Longer from the People Who
Have Lived the Longest.”
This research, coupled with a now 20-year worldwide
longevity study, has been used to develop Blue Zones
tools and programs that are designed to tackle the chronic disease crisis and health disparities plaguing our nation.
Our Approach to Community
Well-Being Transformation
In collaboration with community leadership, Blue Zones ignites broad-scale well-being transformations that focus on creating systemic changes to the environments in which we live.
At the focal point of our approach is affecting policy change in our human-made surroundings to make the
healthy choice the easy choice.
To unite our communities under a common cause, an
extensive outreach and marketing campaign rallies everyone from employers, grocery stores, and restaurants, to
government entities and non-profits, schools and universities, the faith-based community, the media, and of course,
individual community members.
In addition, a variety of individual engagement strategies strengthen social connection and foster personal integrity and accountability for each community member’s part in the community’s transformation.
Due to the permanent and semi-permanent nature of
environmental and policy changes, the value of Blue Zones grows and compounds over time from the initial investment– in many aspects creating true generational impact.
Measuring the Impact of Well-Being
Research demonstrates the link between well-being, medical costs, and job performance Improve
Well-Being
Adopt or maintain
healthy behaviors
Reduce healthrelated risks
Optimize care for health
conditions and disease
Increase Total
Economic Value
States
Communities
Payers
Individuals
Reduce Total
Medical Cost
Hospitalizations
Event Rates
Disease Rates
Lifestyle Risks
Increase
Performance
Energy
Engagement
Absence
Work Impairment
Figure 1 illustrates the probability of specific outcomes based on well-being level. Low well- being individuals are more likely to visit the emergency department, have high medical claim expenditures, leave an employer, have low performance ratings, have unplanned absences, experience disability, and attend work with an inability to perform at their best.
Optimal well-being leads to higher-performing, healthier, and more productive individuals and businesses, thus creating economic value for the region.
Figure 1
Any ER Visit
High Claims Cost
Low Intent-to-Stay
Low Supervisor Rating
Any Unscheduled PTO
Any Short Term Disability days
Any Self Report Absence (HPQ)
Low Self Evaluation (HPQ
Mid-High
Mid
Mid-Low
Well Being Level
Low
1 2 3 4 5 6 7
Figure adapted from: Overall Well-Being as a Predictor of Healthcare, Productivity and Retention Outcomes in a Large Employer. Population Health Management, 2013.
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Item 21.
Our advanced modeling approach includes a simulation
model, multivariate econometric models, and coarsened
exact matching. At the heart, is an industry leading predictive population health simulation model called the Healthways Simulation ModelTM, developed by the Healthways Center for Health Research in collaboration with the World Economic Forum, Harvard University, Johns Hopkins School of Public Health, and Boston Consulting Group. Using conservative to more aggressive assumptions concerning population readiness to change, the simulation model was run with a range of scenarios— the average of which has been used to estimate the impact of a Blue Zones community transformation for the Coachella, CA, area over a ten-year period.
For our purposes, the simulation model is an epidemiologybased method used to forecast the complex and compounding relationships between existing chronic conditions and
modifiable lifestyle behaviors. It is needed not only to calculate health care-related costs associated with conditions and behaviors based on a given set of data, but also to forecast the incidence and progression of these diseases over time.
Research has proven the value—via reductions in medical claims costs, decreases in absenteeism, and increases in productivity—of well-being improvement and population
management interventions, and our simulation model is how we can quantifiably get to this goal.
Using the Gallup Well-being Index data and publicly available economic, health and demographic information, the simulation model creates a baseline of well-being risks, chronic disease burden and modifiable lifestyle risk for a population. From this baseline, the model then projects how these conditions and risk factors will interact over time to establish a future risks and disease burden profile. That future risk and
disease burden profile is then converted to medical and lost productivity costs.
Changes in these costs are modeled and attributed to
source and type in the form of medical expenditures and changes in workforce productivity and performance. With this information, the model can reasonably predict the cost of “status quo – or by not introducing transformational intervention” for populations over a given period. The
accuracy of this model was scientifically and independently validated using data available from the Framingham Heart Study, the longest- running longitudinal epidemiologic public health study of its kind.
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The graphic below (Figure 3) shows the Coachella, CA quintile ranking as compared to 157 MSAs across the nation on the five core elements of well-being measured within the WellBeing Index, contrasted with how the State of California ranks numerically among the 50 states (Note the color of the numeric ranking indicates it’s quintile, see quintile ranking key).
Notably, Coachella, CA ranks in the fourth quintile for financial well-being and in the third quintile for community, physical and social. Financial well-being is a measure of the ability to effectively managing one’s own economic life, community measures the sense of engagement we have with the area
where we live, physical is a measure of good health and enough energy to get things done on a daily basis, and social is the measure of having strong relationships and love in one’s life.
When compared to the state, Coachella ranks lower in financial, physical, community, and social but rankers higher in purpose.
Figure 2
Figure 3
WELL-BEING VALUE for Coachella, CA
Current State of Well-Being
The Gallup Well-Being Index is the nation’s largest well-being survey and database. With the ability to track nightly changes in well-being at a national, state, regional, and community level, it can report on a year-over- year basis for states and large communities. Gallup and the Blue Zones team leveraged 2017 and 2018 Well-Being Index data to identify the current state of well-being in the Coachella, CA.
The following represents a preliminary analysis, with the goal of providing an understanding of Blue Zones measurement methodology and projected impact. If Coachella moves
forward with a Blue Zones community transformation, a realtime baseline of well-being will be established in a statistically rigorous oversampling by Gallup.
Overall Well-Being Index Score
California ranks 14th out of 50 states in overall well-being, placing it in the second quintile for well-being nationwide. Coachella, when compared to the 157 largest metropolitan statistical areas (MSAs) across the nation for which the Well-Being Index provides standard annual reports, ranks 84th in overall wellbeing and is in the third quintile. Coachella is behind the nation and the state in overall well-being. (Figure 2)
The Cost of Status Quo
Coachella, CA struggles with many of the same chronic
conditions and lifestyle behaviors that plague the entire state and nation. The cost of status quo—for doing nothing differently in the future—is significant. Using the simulation model, we conservatively forecast that over the next ten years, medical and lost productivity costs will increase annually by $222 million or
5.17%. (Figure 6).
Figure 6: Medical and Productivity Cost Projections Absent Intervention for Ages 18 and Up
Well-Being Index Risk and Disease Prevalence Figure 5
Figure 4
Coachella has a number of challenges in the risk profile of the population. Obesity, high blood pressure, and high cholesterol are 95%, 91%, and 75% higher (respectively) as compared to the benchmark MSAs in the U.S. Benchmark MSAs represent the top ten performing communities within the category of comparison. Additionally, inactivity, poor diet, and tobacco use are all 45%, or more, higher than the benchmark MSAs. Risk prevalence data is reflected in figure 4.
Disease prevalence rates in diabetes, depression and cancer far exceed that of the benchmark MSAs. Notably, by more than 100% for diabetes, as shown in in figure 5.
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Blue Zones Community Transformation Risk Reduction and Savings Analysis Coachella, CA Over the next 10 years we conservatively estimate and average cumulative risk reduction of 16% across the eleven risk factors identified in figure 7 below. These critical factors are indicators of an individuals experienced well-being and a reduction of prevalence produces improved well-being. Our approach does not seek to drive these to zero at a population level, but rather drives slow, steady, and sustainable progress in reduction.
Key Well-being Measures for Coachella, CA
Figure 7
1 in 2 2 in 5 3 in 4 3 in 5 3 in 10
Do not have a
good perception
of their health
Do not exercise
at appropriate
levels
Do not eat
su
cient fruits
and vegetables
Have worried
about money in
the last week
Have a poor
current life
evaluation
Are obese or
overweight
Are not
proud of their
community
Do not feel
safe and
secure
The 10-year average annual per capita medical and
productivity value for Coachella, CA is projected at $323 for the adult population, and a total of $386 when accounting for regional economic impact. Medical cost saving alone are projected to generate $48 million for residents and employers within the region (Figure 8).
Within our framework lies a great opportunity to impact workforce productivity and provide significant economic benefit for Coachella, CA. Over the next ten years, the model projects the Blue Zones Community Transformation to
generate approximately $68.9 million in workforce productivity improvement in the form of reduced absenteeism and
increased workforce engagement and performance. Medical cost savings and improved productivity savings account for a total aggregate savings of $116.9 million (Figure 8).
Value increases further when the full regional economic impacts are considered. For every dollar of improved
workforce productivity, the regional economy benefits
in the form of increased direct and indirect household
consumption. The regional economic impact from the
proposed Blue Zones Community Transformation is
expected to be approximately $22.7 million over ten years (Figure 8).
In total, we project a conservative gross value estimate of up to $139.6 million in medical savings, improved
productivity, and regional economic benefit for Coachella, CA over the next decade as a result of implementing a Blue Zones Community Transformation (Figure 8).
Figure 8
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