RIVERSIDE
INNOVATION
DISTRICT
Triangle Master Plan
August 2021
Innovation Districts are a contemporary economic
development model that focus new businesses,
medical institutions, research universities, and
technology in areas where people live and play.
Purposely clustered and connected, the Innovation
District offers a location where e ntrepreneurs,
startups, accelerators, incubators, and creative
industries become ec onomic generators within the
community. Innovation Districts shift the design and
market from previously isolated suburban rese arch
parks and stand- alone Class A office parks towards
dynamic, mixed -use, walkable, amenity- rich places
where people live, work, shop, play, and learn.
Riverside’s Innovation District (R ID) provides the
space for a competitive regional space where
innovation, arts & culture, and residents coalesce. RID provides the cri tical mass to support technology-
based jobs and work, Research & Development,
education, the arts, housing, and transportation
choices.
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TABLE OF CONTENTS
1.0 the Riverside Innovation District ............................... 5
1.1 Introdcution........................................................... 5
1.2 Link with Envision Riverside 2025 .......................... 6
1.3 Background............................................................ 6
1.4 Opportunities and Constraints ............................... 6
1.5 The Planning Process ............................................. 7
1.6 Planning Principles ................................................. 7
2.0 The Triangle District ................................................ 10
2.1 Master Plan Development ................................... 12
2.2 TRIANGLE EMPHASIS AREAS Build Out ................ 17
3.0 IMPLEMENTATION .................................................. 18
ACKNOWLEDGEMENTS
Mayor Rusty Bailey
Riverside City Council Members
Erin Edwards, Ward 1
Mike Gardner, Ward 1 (former)
Andy Melendrez, Ward 2 (former)
City Manager’s Office
Al Zelinka, FAICP, CMSM - City Manager
Rafael Guzman, City Manager
Community & Economic Development
Department
David Welch, Director
Nathan Freeman, Sr. Project Manager
Mary Kopaskie-Brown, City Planner
Dave Murray, Principal Planner
Matthew Taylor, Senior Planner
Public Works Department
Nathan Mustafa, Deputy Director
UC Riverside
Kim Wilcox, Chancellor
David Pearson
Jeff Kraus
Riverside Community College
Rebeccah Goldware
Dr. Wolde-Ab Issac
Greg Anderson
CONSULTANT TEAM
AVRP Studios
Howard M. Blackson III, CNUac
Danica Trow
Sub-Consultant
Bruce Donnelley
GreenPrint (Vision Workshops)
Susan Harden
Images Attribution
Cover Image - Unsplash.com
Figure 1 – Context Map
Map tiles by Stamen Design, under CC BY 3.0.
Data by OpenStreetMap under ODbL
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1.0 THE RIVERSIDE INNOVATION DISTRICT
1.1 INTRODCUTION
The Riverside Innovation District (RID) is a cutting-edge initiative, linking residents and entrepreneurs with
resources to grow creative new businesses in the City of Riverside. Riverside is a major location for all types of new businesses, including those owned by minority
entrepreneurs and millennial s. The RID will leverage the power of the growing population by promoting a mix of
uses, including residential, educational, commercial,
business, and open space, that results in a walkable
community and encourages creative, innovative design.
The California Air Resources Board headquarters, located in the RID, provides both the anchor and t he synergy for
future development.
With four institutions of higher learning within the City limits, and several others nearby, Riverside is already preparing students for futures in the medical field,
engineering, social justice, and the arts. The RID will provide the types of jobs needed to retain those graduates, and provide training for and employment in quality technical and trade careers
New development in the RID complements and support s
the historic and culturally rich East Side neighborhood. With the availability of local infrastructure and resources, businesses can grow and prosper in the RID. E co-friendly public transportation will connect workers to high -paying jobs while also promoting and encouraging aff ordable and attainable housing . Residents will benefit from the
diversification of housing and jobs in the RID , with
affordable housing being maintained while creating
opportunity for all Riversiders to participate meaningfully in a healthy economy.
Figure 1 Context Map
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1.2 LINK WITH ENVISION RIVERSIDE 2025
The RID supports the Envision Riverside 2025 Strategic Plan.
The Vision in the Strategic Plan includes:
Riverside is a city where every person is respected and cherished, where equity is essential to community well - being, where residents support one another, and where
opportunities exist for all to prosper. In Riverside, everyone comes together to help the community, economy and
environment reach their fullest potential for the public good.
The RID supports the cutting threads in the Strategic Plan.
Community Trust is realized as the public interest is served and benefits the City’s diverse population. Equity is also supported in the RID by providing living and entrepreneurial opportunities for all residents. Riverside is being Fiscally Responsible by ensuring that any public funds expended in the RID will create entrepreneurial and housing
opportunities. The RID provides an Innovative approach to new business opportunities by streamlining and providing a flexible and predictable development process. The RID will attract Sustainable businesses that bring Riverside the forefront as clean industries locate in the City.
1.3 BACKGROUND
The concept for Ri verside’s Innovation District began after Mayor Rusty Bailey identified it as a priority in his 2016 State of the City address. In other jurisdictions around the country — including Boston, Raleigh, North Carolina; and Oklahoma City — similar tech-driven districts, capitalizing on each location’s unique strengths, had been successfully established.
From 2016 – 2017, the City held a series of community
meetings. On December 19, 2017, the City Council
unanimously approved the creation of a series of
Innovation Districts in Riverside to attract new investment, retain local talent, and create jobs.
1.4 OPPORTUNITIES AND CONSTRAINTS
The RID encompasses Downtown and the geographic area
between Downtown and University of California Riverside (UCR), including portions of the East Side and University Avenue neighborhoods. The City’s first Innovation District includes a Metrolink station, a future multimodal
transportation center, UCR, portions of Riverside
Community College, Downtown civic and cultural
institutions and venues, the future California Air Resources Board campus, existing and new food venues and
entertainment destinations and opportunities for new
investment.
The RID is home to several under -utilized former packing houses and industrial buildings with the pot ential to serve a variety of needs. Businesses could range from
incubators/accelerators, co-working space for startup firms to established companies looking to expand or relocate.
Firms that focus on research and bringing to market green transportation solutions could find ideal partnerships with the nearby UCR Center for Environmental Research &
Technology and the coming California Air Resources Board campus.
Specific Opportunities and Constraints in the RID include:
1. Infrastructure – Opportunities exist t o implement
energy conservation programs and building design
elements in new and redevelopment construction,
such as 1) the use of smart grid technology; 2) the
installation of solar panels; 3) energy efficient
buildings design; 4) energy efficient applian ces; 5)
energy conservation techniques; 6) expansion of
Fiber Optic use and 7) potential for City Implemented
Wireless Networks.
Constraints to development would stem from the
regulatory settings governing the utility service
providers within the City of Riverside and would
derive from the administrative procedures employed
by the providers of these infrastructure services.
2. Transportation network - Opportunities to partner
with transit and rail agencies to increase the
efficiency of existing transit services that provide
access in/out of the District.
Constraints: Access and proximity to the freeway is a
negative constraint due to both air quality and
inefficient access to I-215 and SR-60.
3. UCR - The agricultural research lands adjacent to UCR provide an opportunity to retain innovative and
agriculture related job generation from UCR’s
research and development departments.
4. Riverside City College – Additional opportunities for student housing.
Constraints include proximity to R iverside City
College campus on the southern edge of the RID.
5. CARB – The district is an opportunity to attract
innovative and ‘green’ job generation in need of
proximity to CARB’s research and development
capabilities.
6. Downtown - The District has large - medium tracts of land available along with smaller underutilized
parcels can create opportunities for infill projects,
good backbone street system, vacant or
underutilized parcels provide an opportunity to
increase resid ential, commercial, retail, or
business/office park development immediately
adjacent to downtown.
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Constraints are older industrial uses that may create
environmental and clean up issues that may limit
parcel assemblage and future development options.
7. Existing Neighborhoods - Potential of establishing a commercial focus or entertainment district s with
specific design themes/standards can create a s ense
of place or destination. Main Street area along 3 rd
Street could serve as a gateway for East S ide
pedestrians, public transit, and local residences.
Constraints include disparate individual ownership of
underutilized parcels, creating potential assem blage
concerns, as well as unsatisfactory t ransitions
between Residential and Industrial land uses,
resulting in increased noise, traffic, and undesirable
views. Residential setbacks in the East S ide
neighborhood are varied.
1.5 THE PLANNING PROCESS
1.5.1 Reconnaissance Tour
In 2016, the City’s Community & Economic Development
Department, with support from other City Departments,
toured several Innovation Districts across the country. The delegation identified Oklahoma City and Memphis as
providing the most releva nt case studies. Key lessons
learned included the value of partners and the need to
engage local community in developing the vision for
changes that need to take place to enable a new approach to development.
The tour also showed that Detroit’s ‘Pink’ or ‘Lean’ code, provided direction on a possible t regulatory approach that would enable and implement mixed- use, walkable, and
transit-support districts. The Pink Zone — an area where the red tape is lightened — identified strategies and
improvements that co uld be undertaken with new
protocols that were pre-negotiated. The ultimate goal is to remove barriers to economic development and community-
building.
The Pink Zone had similarities to the Innovation Districts visited in that they spur revitalization, enga ge populations that have been left out of the development process,
stimulate sustainable economic activity and asset -building through incubator and maker spaces, and address both
physical assets and community assets. Combining both
approaches allow for a c reative economic development
(e.g., new technologies, commercial innovation, high -
growth businesses) within the Innovation District while removing regulatory barriers within a Pink Zone for start-up businesses, shared workspaces, markets, housing, retail, and other support services.
1.5.2 Visioning Process
On August 1, 2019, the City initiated a visioning process for the Innovation District. An initial visioning charrette, a common technique to consult with community
stakeholders early in a project. Several se ssions were held between August – October 2019. Attendees included the
Mayor and City Councilmembers from Wards 1 & 2;
representatives from UCR, Riverside Community College
District; representatives from the Greater Riverside
Chambers of Commerce; and City staff from the Community & Economic Development Department, Mayor’s Office, and
the City Manager’s Office.
The charrette process included several intensive meetings, whereby stakeholders gathered to discuss issues,
challenges, and desires of a project as well as differences, which were identified and resolved through common
understanding of the issues, opportunities, and challenges from different perspectives. Ultimately, the charrette
identified a shared vision by City leaders and stakeholders in Riverside.
1.6 PLANNING PRINCIPLES
In developing the Vision Plan for the RID, Planning Principles that guided its preparation include:
1. Telling the City’s Innovation Story – A clear branding of the RID will help to attract creatives,
entrepreneurs, scientist, artists, residents, and
academics and establish a hub of “clean and green
tech” businesses. Branding, marketing, and
storytelling will tell story effectively to ensure a
cohesive message that unifies/unites the community
while meeting the goals and objectives outlined in
the Innovation District Report.
2. Promoting the RID Neighborhoods
a. The 3rd Street Industrial Area would be
transformed into a walkable, mixed-use area that
encourages transit- supported, high density
residential through a regulatory framework that is
streamlined, flexible and predictable. This area
would also include housing, including both market
rate and affordable.
b. The Historic Packing House Area would focus on
transforming the structures into creative
commercial, office, and clean technology
enterprises for small, growing, and mid- sized
companies.
c. The Downtown Area emphasize its existing
character and identity. Downtown is well suited
for additional small startups to large -scale
operations in adaptively reused, existing and
defined redeveloped spaces.
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d. Stabilization zones include the East Side , North
Main and the UCR agriculture research station
with opportunities for revitalization including
University Avenue, 3rd Street and Park Street.
3. Create Design Based Land Use Regulations - Using a
design-based approach, the land use regulations
would be flexible and predictable. This streamlined
process will promote a mixed-use neighborhood.
4. Promote the Opportunity Zones - By promoting the
Opportunity Zone, which encompasses the entire
Innovation District, potential investors/developers
will be encouraged to seek 1031-type tax shelters for
their capital gains.
5. Consider CEQA Exemptions to F acilitate Housing
Development
a. Section 15332 - Infill Development Project
Exemption for infill development, less than 5 -
acres, provided the proposal is consistent with the
General Plan and Zoning.
b. Section 15194 – Affordable Housing Exemption
for affordable housing development consisting of
50 or fewer units.
c. Section 15195 – Residential Infill Exemption for
residential development on parcels less than 4 -
acres, under 100 units and not exceeding 100,000
square feet.
6. Focus on a Replicable Framework – This is the first Innovation District in the City and can serve as a
replicable model to create, highlight, and nurture
other innovative districts, corridors and/or key places of innovation in Riverside.
7. Place and Prosperity Focus - Within the applicable
Innovation Districts, the following broad land use
categories provide investors, decision -makers, and
staff with aspirational reference to interpret highly
desired activities, design, and development. These
areas of focus are not absolutes but represent the
spirit of desired land uses to elevate place and
prosperity for Riverside, now and in the future.
A. Clean-TECH: Start-Ups, Scale-Ups, Information
Industries, Schools, and Businesses That Make the
World a Better Place
B. Green-TECH: Innovation Enterprises, Research
& Testin g Institutions, & Advanced Manufacturing
That Improve the Environment
C. Care-TECH: Benefit Corporations (B Corp),
Entrepreneurial Ventures, NGOs, and Wellness
Centers That Contribute to Betterment of People
D. Cultural-TECH: Museums, Art Centers,
Cooperatives, Ethnic Enterprises, Schools, and Faith-
Based Institutions That Represent and Reinforce
Riverside’s Authenticity, Diversity, and Inclusiveness
E. Home-TECH: Housing of All Kinds for All People
and Integrated within a Human-Centered, Mixed Use
Urban Fabric That Reinforces Connectivity Between
Riverside Residents.
F. Place-TECH: Public Spaces, Meet- Up Spots,
Third Places, Community Building Locales, Civic Uses,
Mixed Uses, Outdoor Markets, and the Like that
Connect People to People, People to Place, a nd
People to Economy.
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Figure 2 - RID Vision Plan
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2.0 THE TRIANGLE DISTRICT
The City of Riverside Innovation District Master Plan
(Master Plan) provides a strategic policy for a specific geographical place within the RID. The area is generally bounded by SR 91, SR 60, and 3
rd Street (Triangle). The scale
and intensity of this 220- acres area will cultivate an ‘eco - system’ that grows innovation and creativity that competes economically from the local to national scales while
respecting the neighboring local lifestyle and expectations.
The Master Plan sets out the vision fpor the Triangle for a location to house technology -based jobs and work,
Research & Development, education, the arts, housing, and transportation alternatives. The critical mass of uses will support each other an d provide a location in Riverside to live, work, learn, teach, and play. The Triangle is designed for scientist, creatives, teachers, residents, artists, employees, entrepreneurs, and students, to name a few, to live, work, learn, teach, and play.
The economic infrastructure and governance of the City, infused with the resources of local champions,
entrepreneurs, and civic leadership, will thrive. The RID vision, regulations and management structure will build a creative alternative to the conventional Cla ss A Business Park model by creating interest and complexity for a future vision of Riverside’s economy.
Housing would also be focused in this area to help the City meet its Regional Housing Needs Assessment (RHNA)
obligations that includes a minimum 18,45 8 units.
Combined with the possible inclusionary housing policy, both market rate and affordable housing could be realized in the Triangle.
Fig
ure 3 – Triangle Context Map
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Figure 4 – RID Triangle Concept
Incremental transformation of a single-use office
park into a creative and innovative mixed-use,
walkable, and transit accessible district.
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2.1 MASTER PLAN DEVELOPMENT
A. Regulatory Approach
In March 2020, the City initiated a process to develop a Land Use Regulation Framework for the Triangle portion of the RID. By removing regulatory barriers, the City is meeting the goals of the RID Vision Plan. This approach will allow for creativity and flexibility for the development community as they design their sites. Establishing a predictable,
streamlined entitlement process was also essential in
moving forward with an Overlay Zone.
The City’s 6
th Cycle Housing Element rezoning program,
being completed at the same time as the Land Use
Regulation Framework was being developed, allowed the
City to initiate the regulatory changes. Title 19 has been updated with the RID Overlay Zone and the applicable
standards. At the same time, the City is undertaking a Streetcar Feasibility Study and the regulatory framework supports this mobility option if it comes to fruition in the City.
B. Master Plan Development Process
The steps completed to develop the Triangle Master Plan include:
1. Identify the main existing public street intersections as the District’s thoroughfare framework (Chicago
and Kansas Avenue are north/south at
Massachusetts Avenue, Spruce Street, and/or 3
rd
Street, which are east/west).
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2. Consider an additional north-south oriented r ight-
of-way for one (1) additional new main public street
equidistance between Chicago and Kansas and
Massachusetts and Spruce and 3rd Street.
3. Assign the original existing and new main streets with an "A - Street" designation, applying the appropriate
Public Street Standard.
4. Assign the new, private, perpendicular streets/lanes a "B - Street" designation, applying the appropriate
Private Street Standard.
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5. Assign the interior private, access alleys and as “C - Lane” designations.
6. Encourage and incentivize a wider width on the A -
Streets and B - Streets to enhance walkability.
7. Link plazas and squares – visually and physically -that are framed by private building edges and accented by
public building within the public space hubs
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8. Encourage and incentivize narrower B - Streets and
C - Lanes to enhance walkability on the A and B
Streets, by widening interior courtyards with building
edges providing a pedestrian forming an urban
passageway into an interior courtyard.
9. Create natural internal courtyards bounded by A -
and B - Streets where the C - Lanes that create
interior courtyards and hubs.
10. Results in a series of squares, plazas, and courtyard hubs relatively short links between them.
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Figure 5 – RID Triangle Sub-Districts
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2.2 TRIANGLE EMPHASIS AREAS BUILD OUT
Based on land use calculations, subdivision patters, street and park types and processes, the build- out calculated per each Emphasis area.
Employment Emphasis
100 du/ac 6.0 FAR
300’ x 300’ = 90,000 sf Full Block
200 units (800 sf) 160k sf/1.7 FAR
300,000 sf Office/Manufacturing (4.3 FAR
Employment)
Industrial Emphasis
0 du/acres 2.0 FAR
East Side Transition
60 du/ac 1.5 FAR 55’ Height Limit
300’ x 150’ = 45,000 sf Half Block
62 units (1,000 sf) 62k sf/ 1.4 FAR
27,000 sf Retail / 0.6 FAR
Civic Space – Min. Area per Type
Greens – min. 2 acres
Squares – min. 1 acre
Plazas – min. 0.5 acre
Paseos – min. 0.25 acre
Housing Emphasis
150 du/ac 5.0 FAR
300’ x 300’ = 90,000 sf Full Block
200 units (800 sf) 160k sf/1.7 FAR
300,000 sf Office/Manufacturing
Industrial Emphasis Sub District encourages a wide range of industrial, office, and commercial uses that may be
integrated vertically and/or horizontally. Whi le
predominant a mix of light industrial and/or office uses, other standalone uses, such as transportation services
and energy-generation facilities.
Housing Emphasis Sub District accommodates primarily
residential housing development supported by ground-
floor active commercial uses, live work opportunities,
and less intensity of professional office and light
industrial uses.
Employment Emphasis Sub District promotes high-intensity office, industrial, and hospitality and employment centers of regional importance uses, and less-intensity of residential housing.
East Side Transition Sub District accommodates mid to low-rise buildings with a diverse array of uses, including residential, commercial services and office, to integrate more seamlessly with the Eastside Neighborhood.
Civic Spaces includes greens, squares, and plazas
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3.0 IMPLEMENTATION
The following table provides a framework to implement the entire RID and, specifically, the Triangle:
No. Action Application Responsibility
1 Appoint a Brown-act Advisory Board of representatives of the neighborhood, businesses, other stakeholders, and City staff to study both a governance structure of the RID and, the potential for a separate structure for the Triangle RID
Triangle
City Council
2 Develop an Advisory Board workplan that includes:
• Engage the public on the governance structure process • Establish a “front door”, managed, and operated by a private entity, to help start-ups, scale-ups, entrepreneurs, and small businesses engage in the City’s innovation ecosystem.
• Identify operations and management options for a governing board • Identify public/private partnerships that can be leveraged. • Identify the number of governing boards that best implement the vision • Develop an innovation “focus” where Riverside positions itself as the clean air and green technology leader of the Inland Empire
• Identify options for the governing board that could include: a non-profit, Business- or Property-based Improvement District (BID or PBID), former Economic Development Corporation or some other mechanism • Identify timeframe for the governing structure
• Prepare Recommendations
RID Advisory Board
3 Create Governing Board(s) to meet regularly with the Advisory Board RID Triangle
TBD
Based on recommendations of Advisory Board
4 Study the potential of establishing a tax-increment financing mechanism to fund infrastructure and community services
5 Prepare streamlined and flexible regulations for the entire RID. RID Governing Board Planning Division
6 1% for Art and Other Public Benefit. Per development agreement. RID Planning Division
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