Blue Zone Assessment — Riverside City Council, August 6, 2024

ASSESSMENT, READINESS,

AND FEASIBILITY REPORT
City of %2!./% !
Riverside County, CA
April 2023
Thank You
We want to thank Riverside University Health System - Public Health for partnering with us in this assessment. We applaud them in their ongoing commitment to improving well-being in Riverside County by bringing the best innovations to the region. We also want to acknowledge the support of our assessment contributors, who share our vision of a healthier, happier future for Riverside County.

Ben Leedle, CEO Blue Zones
Riverside
County -
Steering
Committee
Executive Director
Reach Out
Diana Fox
Chief Executive Officer
RUHS Medical
Center
Jennifer Cruikshank
CEO
Desert Regional
Medical Center
Michele Finney
Executive Director
Riverside County
Transportation Committee
Anne Mayer
Advisor to Mayor:

Policy and Advocacy
City of Riverside
Edward Coronado
President &
Chief Executive Officer
Community Health Association
Inland Southern Region
Jodie Wingo
Assistant City Manager
City of Riverside
Rafael Guzman
Former CEO
Greater Riverside
Chamber of Commerce
Cindy Roth
Superintendent
Riverside County
Office of Education
Edwin Gomez (Dr.)
Director of Sustainability &
Community Engagement
Palm Springs Convention
& Visitor Center
Lauren Bruggemans
Former Mayor
City of Riverside
Rusty Bailey
Chief of Cardiology
Kaiser Permanente
Columbus Batiste
City Manager
City of Coachella
Gabriel Martin (Dr.)
Chief Strategy Officer
Community Advocacy for
Desert Care Network
Linda Evans
Executive Director
Alianza
Silvia Paz
CEO
Desert Healthcare
District & Foundation
Conrado Barzaga (Dr.)
Former Mayor
City of Palm Springs
Geoff Kors
President
Inland SoCal United
Way, 211+ Connect IE
Lisa Wright
Executive Director
Inland Congregations
United for Change
Tom Dolan
Executive Director
DAP Health
David Brinkman
Chief Executive Officer
Inland Empire
Health Plan (IEHP)
Jarrod McNaughton
Chair & Professor
UC Riverside
Mark Wolfson
Executive Director
Mizell Center
Wes Winter
CEO
Tilden-Coil
Construction
Dayne Brassard
Chief Executive Officer
Riverside County -
Executive Office
Jeff Van Wagenen
President &
Chief Executive Officer
Eisenhower Health
Martin (Marty) Massiello
Assistant CEO
RUHS
=DUHK6DUUD²DQ

4Activate Riverside County - City of Riverside Assessment Report5 Blue Zones: Riverside County Report Table of ContentsTable of Contents
Headline Two Lines HereActivate Riverside - By the Numbers Activate Riverside Keynote — January 31, 2023

KEYNOTE EVENT COMMUNITY ENGAGEMENT/

SCHOOLS FOCUS GROUPS

POLICY FOCUS GROUPS
92 key community stakeholder
attendees
49 individuals engaged
44 individuals engaged
Table of Contents
The report is divided into the following sections:
• The Executive Summary contains a high-level look at our major ﬁndings and recommendations.
• The next section outlines the Blue Zones approach to
community well-being transformation.
• The next three sections provide detailed ﬁndings and
recommendations for the Policy, Places, and People sectors we explored.
• The last section is the Appendix with additional data, references, policy scans, and other supplemental
information.

This report builds upon what we have learned from Riverside.

It is not exhaustive of what is going on in all these arenas, but an assessment of the feasibility of applying the Blue Zones model to Riverside.

How to read this report:

Executive Summary ...................................................8

THE BLUE ZONES MODEL
What is Blue Zones ..................................................16 Power 9....................................................................17 Life Radius.............................................................19 What We Do ..............................................................20 The Blue Zones Approach..............................20 Transformation is Possible ..............................24 Value Delivered and Measured......................25
Well-Being Imperative ......................................26

THE STATE OF WELL-BEING IN RIVERSIDE
COUNTY
What is Well-Being? ...............................................30 The State of Well-Being in Riverside County....32
Well-Being Driver Analysis...................................48 POLICY
Built Environment.....................................................56 Food Environment.................................................100 Alcohol........................................................................132 Tobacco ......................................................................150 PLACES
Schools........................................................................156 Worksites ...................................................................168 Restaurants ...............................................................176 Grocery Stores .........................................................180 PEOPLE
Civic & Faith-Based Organizations ..................186

APPENDIX
Health Equity..........................................................200 Value Brief .................................................................212 RUHS Public Health Contributors....................222
Meet Our Team........................................................224 89 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Executive
Summary
The City of Riverside* is a beautiful, historic
city with a strong sense of community,
diverse population, vibrant arts scene, love of
the outdoors, and rich agricultural heritage.

Riverside is a unique and inspiring place to call home.

Riverside is a rapidly growing city located in the Inland Empire, which is known for its warm, dry climate and diverse economy.

With a population of around 320,000 people, Riverside serves as the county seat of Riverside County.

A diverse city, Riverside has a large Hispanic/Latino population making up approximately 52% of the city’s residents, and a growing number of Asian and African American residents.

There is a strong sense of community, with residents taking pride in their city and actively participating in local events and the vibrant arts and culture scene.

The City is known for its bustling Downtown core, which features a variety of local shops, restaurants, and cultural attractions. Riverside is a center for higher learning, with institutions including University of California - Riverside, La Sierra University, Cal Baptist University, and Riverside City College located within City limits. Riverside is therefore home to many students, university staff, and faculty, who collectively play an active role in shaping the city’s identity and contributing to an enviable intellectual and cultural diversity.

Riverside has a strong and growing economy, with job growth outpacing the national average in recent years. The city also boasts an extensive park system, with over 60 parks and 2,000 acres of open space, providing ample opportunities for outdoor recreation. Riverside is also actively investing in infrastructure improvements and various initiatives to promote healthy living.

However, although the median household income in Riverside is on par with the national median income, it is signiﬁcantly lower than California’s median income. The city also faces challenges with traffic congestion and air pollution, which can have negative health effects on residents.

In addition, Riverside is plagued by the same U.S. well-being trends that threaten the health and prosperity of many
Americans. According to Gallup, 1 in 2 are struggling with their health, 7 in 10 are obese or overweight, and 1 in 2 experience regular ﬁnancial stress.

These well-being shortcomings are not only causing needless suffering for the people in Riverside, they are also costing countless billions in lost productivity, absenteeism, and healthcare costs.

We estimate that over the next ten years, Riverside could save about $468 million with a coordinated comprehensive effort.* *See Appendix for full Value Brief *unless otherwise stated, “Riverside” within this report refers to the City of Riverside.

Riverside County is either referred to as “Riverside County” or “the County” 1011 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
11 The city is plagued by the same U.S. trends that threaten the health and prosperity of many Americans.

According
to Gallup:
1 in 2 Riverside
residents are
struggling with their
health
1 in 2 report they
are not proud of
their community
1 in 2 are experiencing
regular ﬁnancial stress
For the people of Riverside, everyone needs better
access to the things that measurably improve
well-being, including healthy food, transportation
options, jobs, education, and safe places to gather
with others. Everyone gains from creating a resilient,
prosperous city where all residents have equitable
access to opportunities and can contribute to the
larger community and economy.

The people of Riverside and organizations like the
Riverside University Health System are ready to
jumpstart community transformation. A long-term,
regional collective vision is foundational for success, and will allow the people and organizations working
together to leverage and amplify each other’s
efforts over time.

Blue Zones help communities optimize their human-made surroundings so the healthy choice is not only the easy choice, but at times the unavoidable choice in the places and spaces people spend the most time. We achieve this by improving:

Policy
We’ve aggregated evidence-based policy “menus” that favor healthy food over junk food, walkability over increased traffic, the non-smoker over smokers, and a “sweetspot” for alcohol consumption that allows for a vibrant community with a minimum of misuse. Then, we help the city drive consensus around most feasible and effective policies. Finally, we ensure that the chosen policies are implemented.

Places
We administer a Blue Zones Approval Program that recognizes places that make it easy to help people eat less junk food, move naturally all day, smoke less, build strong social networks, and live out their lives with purpose. In ﬁve years, we aim to get 30% of all of the region’s schools, grocery stores, restaurants, and workplaces Blue Zones Approved.

People
Our teams will help 15% of the adult population to optimize their homes for less mindless eating and more natural movement, upgrade their social circle so that they have at least ﬁve friends commited to healthy living they see regularly, and identify their life purpose and put it to work through volunteering. This perfect storm of healthy nudges and defaults sets people up for success as they move through their day.

Blue Zones brought a team of experts
together during the assessment period,
where we investigated conditions, talked to
local stakeholders, ran focus groups across
sectors, and dove deeply into data. To truly
understand the community and its strengths
and challenges, we try to understand it from
as many angles as we can - from a bird’s
eye view to a data-centric view to close
conversations with residents and neighbors.

This process was the foundation for our
community transformation plan centered
around the Blue Zones philosophy of
making healthy choices easier for everyone
living in Riverside.
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CRITERIA: Governing Body Support and Continuity
Elected officials and supervisory representatives who participated demonstrated support for a Blue Zones transformation in Riverside. In addition, the City’s Envision 2025 Strategic Plan contains numerous strategic priorities that align with Blue Zones’ mission, including Community Well-Being, Economic Opportunity, Environmental Stewardship, and Infrastructure, Mobility, & Connectivity In a next stage transformation, it will be important to engage additional municipal leaders.

CRITERIA: Well-Being Improvement
Key well-being indicators show that there is a high need across Riverside for a well-being transformation effort, such as a Blue Zones Project. This includes higher than average rates of obesity, high blood pressure, diabetes, and depression among other risks when compared to top MSA (Metropolitan Statistical Area) communities. By leveraging Blue Zones model for transformation, we believe there is an opportunity to positively impact these, and other, risks and improve well-being for all residents of Riverside.

SCORE:

4.0 SCORE:

4.0 READINESS MEASUREMENT
Readiness is measured on a scale from 1-5 (low to high, respectively) and is a reﬂection of attendance of key leadership at events or one-on-one meetings, and overall community input during the assessment process.

CRITERIA: Alignment of community’s current initiatives and strategic plans with Blue Zones Riverside City Council has adopted six Strategic Priorities that are well aligned with Blue Zones, most notably the priority on Community Well-Being. During the assessment Blue Zones gathered evidence of many initiatives in support of this priority and Community leaders identiﬁed multiple opportunities for collaboration between Blue Zones and initiatives currently underway across Riverside. Many community leaders also voiced a desire to learn more about and engage with Blue Zones.

CRITERIA: Leadership Support Across Sectors
Riverside leaders from health care, education, government, civic and non-proﬁt organizations, human service organizations, and faith-based organizations, demonstrated strong commitment and support for a Blue Zones transformation in Riverside. Many of these leaders attended presentations and focus groups and were eager to share information and suggestions for alignment with Blue Zones. Several cited an opportunity for greater cross sector communication and collaboration.

SCORE:

4.0 SCOR
40 SCORE:

4.5 SCO
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The Blue Zones
Approach
s

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What is Blue Zones
The Original Blue Zones
Places where people
live measurably longer,
healthier lives
In 2004, Dan Buettner teamed with National Geographic, the National Institutes on Aging, and the world’s best longevity researchers to identify pockets around the world where people lived measurably better, longer. In these blue zones, they found that people reach age 100 at rates 10 times greater than in the United States.

Power 9®
Though the original blue zones are located
across vastly different parts of the world, their
residents share nine speciﬁc traits that lead
to longer, healthier, and happier lives. We call
these the Power 9®.

1. Move Naturally
The world’s longest–lived people
are in environments that nudge
them into moving without thinking
about it.

2. Purpose
Waking up in the morning knowing
your purpose is worth up to seven
years of extra life expectancy.

3. Down Shift
Stress leads to chronic inﬂammation
and is associated with every major
age–related disease. The world’s
longest–lived people have routines
that shed stress.

4. 80% Rule
“Hara hachi bu”—the Okinawans
say this mantra before meals as
a reminder to stop eating when
80 percent full.

5. Plant Slant
The cornerstone of most
centenarian diets? Beans. They
typically eat meat—mostly pork—
only ﬁve times per month.

6. Wine at 5
Moderate drinkers outlive non-
drinkers, especially if they share
those drinks with friends.

7. Positive Pack
The world’s longest–lived people
chose or were born into social circles
that support healthy behaviors.

8. Loved Ones First
Centenarians put their families
ﬁrst. They keep aging parents and
grandparents nearby, commit to a life
partner and invest in their children.

9. Belong
Attending faith-based services four
times per month—no matter the
denomination—adds up to 14 years
of life expectancy.
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Blue Zones Mission: We help people live better,
longer by improving their environment.

Blue Zones focuses ﬁrst on changing the
human-made surroundings and systems
that have such a big impact on our health
instead of focusing on changing individual
behaviors. We take an environmental
approach to improving the health and
well-being of entire communities by
impacting the places and spaces people
live, work, and play.

We focus on the Life Radius®,
the 20-mile radius close to
home where we spend 90%
of our lives.

We focus on the Life Radius®,
the20-mileradiuscloseto
home where we spend 90%
ofourlives.

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What We Do
The Blue Zones Approach
How can we improve all the places and spaces we spend the most time so that the healthy choice is the easiest choice? In our work in communities, we improve the food environment and built environment to increase the availability and accessibility of healthy food and opportunities to walk, bike, and move. To reduce the culture of excessive drinking and the culture of smoking on the population level, we focus on policies to reduce the access and availability of alcohol and tobacco products. To improve the social environment and reduce loneliness, we help people ﬁnd ways to connect, give back, and ﬁnd their purpose.

We weave together a set of complementary strategies that are multi- faceted and multi-level and target the entire community — we use policy as the biggest lever to create positive change, but we also reach into all the places people live, work, learn, worship and play.

INCREASE HEALTHY

FOOD AND MOVEMENT

OPTIONS

DECREASE

TOBACCO AND

ALCOHOL OPTIONS
We use Gallup’s Well-Being Data to inform our work. Well- being includes not just physical health, but also social, ﬁnancial, community, and career health. You can predict someone’s life expectancy and health status based on their zip code, and this “Zip Code Effect” shows wide health
disparities exist.

These disparities affect well-being and quality of life but also cost billions of dollars in terms of unnecessary healthcare costs and lost productivity. The interconnectedness of our health to that of our neighbors has never been more clear, and we believe that communities can bridge glaring gaps with a community-wide initiative that combines macroscale policies and micro-level grassroots action.
20 In our work in over 70 communities in America, we’ve demonstrated a measurable ability to increase levels of physical activity and the consumption of healthy food over junk food. We’ve seen smoking, obesity, and loneliness
decline. We are good at helping people ﬁnd their purpose and put that purpose to work. All of these factors have a measurable impact on people’s well-being. We work with
the world’s top experts, use the science of well-being, and ﬁnd deep engagement at the community level. We build a
collective vision with people and leaders to drive consensus around policies that will be most effective and feasible in creating a healthier and happier population.

We test rigorously, innovate relentlessly, and
use evidence-strategies to improve health at
a population level. The result is that people
improve their lives and strengthen their
community at the same time.

In ourwork in over 70 communities in America we ve
In ourwork in over 70 communities in America we’ve
At i tRi id C t Cit f Ri id A t R t
Community Collaboration
An essential component to Blue Zones is
meeting the community where they are. A Blue
Zones Project is not something that is “done”
to a community, but rather in full collaboration
with the community. From hiring the local
team directly from the community to hosting
design charrettes to dedicated staff specifically
for community engagement, the Blue Zones
process is grounded on collaborating, listening,
and learning from residents, stakeholders, and
leaders within the neighborhoods.
2223 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of ContentsTable of Contents
25% INCREASE
$425M31% DECREASE
in property values in
downtown Albert Lea, MN
Muscatine, IA
received in grants
in smoking in
Fort Worth, TX
15% DROP
68% DROP
in overweight and obese adults in Beach Cities, CA
in Childhood Obesity
in healthcare spending
over 6 years at NCH
in Florida
54% DECREASE
Fort Worth moved from
185th to 31st healthiest in
the nation since launch of
Blue Zones Project.

Physical activity is
up 16.8 percent since 2014.
$9.9M funding secured for
built environment policies and
infrastructure projects and
$656k secured for community
and school gardens.
e of ten
Fort Worth, TX, the largest Certiﬁed
Blue Zones Community®
Since we began work in 2014, the largest gains in well-being came among those who needed it the most. Neighborhoods and sectors of Fort Worth whose residents showed the highest well-being disparities in 2014 now show the greatest gains in well-being. Higher risk populations have lower health outcomes and higher-than-average rates of healthcare costs; this signiﬁcant achievement comes at a time when most cities in the U.S. see widening gaps in health disparities.
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Transformation is Possible
In 2009, Blue Zones worked in partnership with the
AARP and the United Health Foundation to apply
the Power 9 principles to Albert Lea, Minnesota.

It worked: After just one year, participants added an estimated 2.9 years to their average lifespan, while health care claims for city workers dropped 49 percent.

Blue Zones has since expanded to over 70 communities across the United States and Canada, impacting millions of people.

At Blue Zones, we transform communities. Applying the principles of the world’s longest lived people, we are pioneers in creating big picture change through altering environments — the places where people live, work, learn, and play. Rather than a siloed approach that concentrates on speciﬁc challenges, we represent a paradigm shift to a focus on root causes, not just the symptoms. We help re- engineer environments and cultures to make the healthy choice the easy choice and measurably improve the well-being of entire populations.

Value Delivered and Measured
Transforming communities takes time, but every step of the way adds value.

Blue Zones rigorously measures this value throughout the entire process so that change is not just felt, but proven. Our work is quantiﬁable through three levels of meaningful impact:Reduction in lifestyle risks Well-being isn’t just an idea. It’s calculable. We measure risk reduction with the Gallup Well-Being Index® and survey elements tied to overall well-being improvement and Blue Zones interventions.

Movement in community prioritized metrics
This isn’t a one-size-ﬁts-all approach. Your community has its own unique challenges and concerns, and a Blue Zones activation is tailored to make them a priority. We work with community leadership to identify and track community-speciﬁc metrics utilizing available data sources.

Media interest
Working with Blue Zones is a partnership with a global brand, respected for our pioneering longevity research and groundbreaking work transforming communities in America. Media interest in our work becomes media interest in your work, helping you generate support and secure grant funding for your project.
“...the biggest healthy living experiment
in America.”
— DALLAS MORNING NEWS
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Well-Being Imperative
In February of 2021, consulting ﬁrm Deloitte
released a new report that predicted healthcare
spending as a percentage of GDP would decelerate
over the next 20 years. They expect healthcare
spending to grow to $8.3 trillion by 2040, which
is $3.5 less than the current federal government
estimate. The discrepancy is what they call a “well-
being dividend,” or the return on investment for
tools, systems, or protocols that help consumers to
take an active role in their health and well-being.”
In January of 2021, the Office of the Surgeon General and the U.S.

Department of Health and Human Services released a Community Health and Economic Prosperity report. The ﬁrst of its kind, it raises awareness to business leaders of the advantage of investing in community health for the health of their businesses and the health of their economy. It shows that the return on investment in community well-being is economic development which means more prosperity and happiness for individuals, organizations, and the community at large.

By 2040, 60% of healthcare
spending will go to improving
health and well-being.

DELOITTE CONSULTING
Table of Conentste
60%
The Economy of Well-Being is defined
as the ‘capacity to create a virtuous
circle in which citizens’ well-being
drives economic prosperity, stability
and resilience, and vice-versa.”

ANGEL GURRIA,

OECD SECRETARY GENERAL
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Headline Two Lines Here Headline Two Lines Here
The State of
Well-Being
in Riverside
County
“Our well-being and that of our families and
community is what matters. Creating the best
possible conditions for well-being is not just the
right thing to do philosophically, but it is also
the smart thing to do since happier individuals
are more pro-social, more productive, and live
longer and healthier lives.”
— Jan-Emmanuel De Neve, Economist and Professor, Oxford University 3031 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Headline Two Lines Here
What is
Well-Being?
Why Does Well-Being Matter?
Our well-being and that of our families and
community is what ultimately matters
Most policy-makers underestimate that creating the
best possible conditions for well-being is not just
the right thing to do philosophically, but that it is
also the smart thing to do since happier individuals
live longer and healthier lives, are more pro-social,
more productive, and also show greater support for
incumbent government leaders.

Well-being is about how we
are doing as individuals and
communities and, in turn, how
that makes us feel about the way
our lives are going.

A recent large-scale survey shows that over three quarters (78%) of people globally now feel strongly that happiness and well-being should be prioritized over money.*
This demand for change is being championed by the
younger members of our society, with the 25-34-year-old age group representing the highest percentage of responses in favor of change.
*Unilever Wall’s 2020 Happiness Research
https:/ /www.unilever.com/Images/walls-manifesto_tcm244-558473_en.pdf 3233 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Headline Two Lines Here
3232
Table of Conof Contentste
The goal of this work is to help
us identify policies that are most
likely to improve the happiness of
the people of Riverside.

The State of
Well-Being
in Riverside
County
10 9
8 7
6 5
4 3
2 1
0 Best possible
life for you
Worst possible
life for you
“Please imagine a ladder with steps numbered from zero at the bottom to ten at the top. The top of the ladder represents the best possible life for you and the bottom of the ladder represents the worst possible life for you. On which step of the ladder would you say you personally feel you stand at this time?” Secondary measures for well-being also survey optimism as well as positive and negative emotions.
“On which step do you think you will stand about ﬁve years from now? ” “Did you experience the following feelings during a lot of the day yesterday? How about __________?” (well-rested, smile or laugh, enjoyment, etc) “Did you experience the following feelings during a lot of the day yesterday? How about __________?” (physical pain, worry, stress, sadness, etc Survey respondents evaluate their life as follows:

Understanding & Mapping Life
Satisfaction in Riverside County
For this assessment, we teamed up with Oxford
University and Gallup to understand both what
seems to make people in Riverside County most
happy and what speciﬁc policies are most likely
to increase happiness and life satisfaction. The
goal of this work is to help us identify policies
that are most likely to improve the happiness of
the people of Riverside County.

Over the past decade, Gallup has surveyed Americans to determine their life satisfaction and what characteristics most drive that satisfaction. We know from this work that the happiest Americans are socializing more than six to seven hours per day, that people who sleep less than six hours a day are 30% less happy than people who sleep at least eight hours, and that obese people are 11% less happy than similar people of normal weight.

Our experts have analyzed the Gallup Well-Being Data for Riverside County to determine what seems to be most driving life satisfaction and day-to- day happiness in this community. While health, city, community, safety, and work are all important for happiness everywhere, we are able to discern their relative importance. Knowing this will help policymakers decide what policies should provide the most happiness for Riverside.

The primary measure for well-being asks survey respondents to evaluate the quality of their life.

This is normally done by asking respondents to rate their life satisfaction on a scale from 0 to 10. 3435 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Headline Two Lines HereWell-Being in Riverside County Optimism in Riverside CountyData Source 01 Between 2009-18
All data analyses in this report draw
on the Gallup daily poll which ran
between 2009-18
02 N=16,829 surveys
We look at Riverside County as the
main geographic unit of interest in
our principal analyses
03 N=29,082 surveys
We also compare San Bernardino
MSA to Riverside County in some
analyses
34 Table of Contents
Headline Two Lines Here
Life Satisfaction
Average well-being in Riverside County is 7.02 out of 10.

This is above San Bernardino (6.95), but below average for California (7.09) and the USA (7.07).

Life Satisfaction in 5 Years
Average expected well-being in Riverside County is 7.62 out of 10.

This is slightly below San Bernardino (7.73), California (7.70), but above the USA average (7.56).

San BernardinoSan Bernardino RiversideRiverside
0 02468 1 0
5 10PRESENT
15 20
25 0
02468 1 0
5 10PRESENT
15 20
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Well-Being by Gender Positive Emotions by Gender Negative Emotions by Gender Well-Being by Income

5.5 6

6.5LIFE EVALUATION
7 7.5
8 50
60 70POSITIVE AFFECT
80 90
100
10 20
30 NEGATIVE AFFECT
40 50
60 WOMENWOMENWOMENUNDER $11,999
$12,000 TO $23,999
$24,000 TO $35,999
$36,000 TO $47,999
MENMENMEN$48,000 TO $59,999
$60,000 TO $89,999
$90,000 TO $119,999
$120,000 AND OVER

LIFE EVALUATION

5.5 6

6.5 7

7.5 8
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Optimism by Racial Differences

LIFE EVALUATION

5.5 6

6.5 7

7.5 8

LESS THAN HIGH SCHOOL DIPLOMA WHITE

HIGH SCHOOL DEGREE OR DIPLOMA BLACK

TECHNICAL/VOCATIONAL SCHOOL ASIAN

SOME COLLEGEHISPANIC

COLLEGE GRADUATE

POST GRADUATE WORK OR DEGREE
LIFE IN 5 YEARS

6.5 7

7.5 8

8.5 9
Well-Being by EducationWell-Being by Age
18 - 29
30 - 39
40 - 49
50 - 59
60 - 69
70+

LIFE EVALUATION

5.5 6

6.5 7

7.5 8
Optimism by Age
LIFE IN 5 YEARS
6 6.5
7 7.5
8 8.5
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Well-Being Over Time
Life Evaluation Over Time
LIFE EVALUATION (0-10)
6 2008 2010 2012 2014 2016 2018

6.5 7

7.5 8
Rest of CA
Rest of USA
Riverside
San Bernardino
100
95 90
85 POSITIVE AFFECT (0-100)
80 75
70 2008 2010 2012 2014 2016 2018
55 50
40 35
NEGATIVE AFFECT (0-100)
30 25
20 2008 2010 2012 2014 2016 2018
Positive Emotions Over Time Negative Emotions Over Time Rest of CARest of CA Rest of USARest of USA RiversideRiverside San BernardinoSan Bernardino 4243 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Mapping Well-Being
Mapping Well-Being in California Mapping Well-Being in Riverside County – San Bernardino MSA

LIFE SATISFACTION

7.31 - 8.83

7.07 - 7.13

6.91 - 6.96

4.86 - 6.72

7.21 - 7.31

7.02 - 7.07

6.83 - 6.91

7.13 - 7.21

6.96 - 7.02

6.72 - 6.83

7.28 - 8.06

7.05 - 7.11

6.82 - 6.88

6.20 - 6.66

7.16 - 7.28

6.97 - 7.05

6.78 - 6.82

7.11 - 7.16

6.88 - 6.97

6.66 - 6.78
Optimism Over Time
42Activate Riverside County - City of Riverside Assessment Report LIFE EVALUATION (0-10)
6 2008 2010 2012 2014 2016 2018

6.5 7

7.5 8 Well-Being Over Time
by Age
70+
50 - 59
40 - 49
30 - 39
18 - 29
Optimism Over Time
LIFE IN 5 YEARS

6.5 2008 2010 2012 2014 2016 2018
7 7.5
8 8.5
9 Rest of CA
Riverside
San Bernardino
Rest of USA
60 - 69
4445 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Mapping Well-Being
Mapping Well-Being in Riverside County

LIFE SATISFACTION

7.20 - 8.06

6.89 - 7.03
<10 Respondents

7.14 - 7.20

6.77 - 6.89

7.03 - 7.14

6.32 - 6.77
Mapping Well-Being in Riverside County
ZIP BZ CommunityLife Sat Life in 5YNeg AffPos AffSample ZIP BZ CommunityLife Sat Life in 5YNeg AffPos AffSample

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4647 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Life
Satisfaction
Life
ExpectancyWELLBYs
Riverside City6.96 80.0 557
Riverside County Total 7.03 80.0 562
Mapping Positive & Negative Emotions in Riverside County Positive Affect
Negative Affect

89.8 - 93.9

85.7 - 86.8
<10 Respondents

87.9 - 89.8

84.2 - 85.7

86.8 - 87.9

79.4 - 84.2

36.2 - 41.9

31.4 - 33.0
<10 Respondents

34.7 - 36.2

27.9 - 31.4

33.0 - 34.7

17.1 - 27.9
Well-Being-Adjusted Life Years (WELLBYs)
Across Riverside
Calculating WELLBYs
Gives us a single metric
that combines average life
satisfaction with average
life expectancy.

WELLBYs Approach
Thus allows us to
evaluate whether we are
‘adding years to life and
life to years’.
Considering well-being and life expectancy together reveals larger inequalities than considering these variables separately because happier places also tend to be healthier. Average WELLBYs in Riverside is 562 as compared to USA average of 547. For reference, Finland tops the chart of all countries in the world at 638 WELLBYs per person.
4849 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Headline Two Lines Here
City of Riverside Assessm
Well-Being Driver
Analysis:

What factors best explain differences
in well-being across people in Riverside
County?
Variable Groupings & Question Wordings
Work
At work, do you get to use your strengths to do what you do best every day, or not?
Are you currently employed?
Does your supervisor always create an environment that is trusting and open, or not?
Does your supervisor at work treat you more like he or she is your boss or your partner?
In the last seven days, I have felt active and productive every day.

Health Status
Do you have any health problems that prevent you from
doing any of the things people your age normally can do? During the past 30 days, for about how many days did
poor health keep you from doing your usual activities?
BMI greater than or equal to 30 (derived from height and weight) Have you ever been told by a physician or nurse that you have depression?
Would you say your own health, in general, is ...? (1-5, excellent to poor)
Safety
I always feel safe and secure.
In the city or area where you live, is it easy or not easy to get a safe place to exercise?
City and People
You can’t imagine living in a better community than the one you live in today.
You are proud of your community or the area where you
live.
Are you satisﬁed or dissatisﬁed with the city or area where you live?
The city or area where you live is a perfect place for you. Approximately, how many minutes does it take you to get from your home to your workplace?
The house or apartment that I live in is ideal for me and my family.
If you were in trouble, do you have relatives or friends you can count on to help you whenever you need them, or not? Someone in your life always encourages you to be healthy. Your friends and family give you positive energy every day.

Health Behaviors
Do you smoke?
In the last seven days, on how many days did you exercise for 30 or more minutes?
In the last seven days, on how many days did you have ﬁve or more servings of fruits and vegetables
Did you eat healthy all day yesterday?
5051 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Driver Analysis of Well-Being in Riverside County by Gender Driver Analysis of Well-Being in Riverside County Most notable are the changing drivers of well-being over the life course. The importance of health status rises dramatically with age. The opposite is true for the workplace and city & people variables which are much more important to the well-being of the young.

Categorization of Gallup data variables relevant to Blue Zones interventions.

Methods: variance decomposition and hot-deck imputation RIVERSIDE: POOLED

10.03%
Healthy Behavior

7.00%
Personal Safety

56.06%
Health Status

10.03%
Workplace

15.07%
City & People

12.04%
Healthy Behavior

6.05%
Personal Safety

56.08%
Health Status

9.01%
Workplace

16.03%
City & People

8.05%
Healthy Behavior

8.01%
Personal Safety

56.04%
Health Status

12.01%
Workplace

15.00%
City & People

MENWOMEN
While health, community, and work are all important for happiness everywhere, we are able to discern their relative importance. For instance, our analysis ﬁnds:

Individual health status stands out as the most important driver for life satisfaction with general satisfaction with city and people a contributor to it. Healthy behaviors, personal safety, and work satisfaction are other strong drivers for life satisfaction. 5253 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Driver Analysis of Well-Being over the Life Course in Riverside County

HEALTH STATUSHEALTHY BEHAVIORPERSONAL SAFETYWORKSPACECITY & PEOPLE Age
31 - 59

49.05%

14.00%

19.01%

6.02%

11.02%
Age
60+

60.02%

17.08%

6.06%

7.04%

8.00%
Age
18 - 30

41.05%

14.50%

18.01%

10.01%

15.08%
5455 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Policy Overview
Optimizing the built environment, the food
environment, and tobacco and alcohol policies is
a high-impact, cost-effective strategy to reduce
chronic disease and increase well-being.

With this approach, individuals can see tangible
transformation taking place in their lives: from the
buildings they work in, to the streets and paths they
use to get around, to the foods they buy and eat.
he food
cohol polic
rategy to
well-bein
ith this appro
rmation ta
hey work
ound, to

CITY OF RIVERSIDE
5657 Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Built Environment
Our built and natural environments have a direct impact on our health. The built environment encompasses the human-made spaces where we live, work, learn, and play, which includes our streets, intersections, buildings, homes, and sidewalks. How well our built and natural environments are integrated is an essential predictor of natural movement, socializing, and downshifting in any community.

Optimizing built environments can increase physical activity of an entire community by over 30%. It can also enhance the social life of a community by increasing a sense of belonging, ownership, watchfulness, and involvement in one’s community.

CITY OF RIVERSIDE
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. 5859 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of ContentsTable of Contents
Introduction
Today, Riverside has established a sense of place and
community pride while celebrating the unique character and history of the area with the City Raincross Symbol. Derived from blending the California Mission Bell and the cross to which the Navajo and Central American Indigenous people prayed for rain, variations of the symbol can be found on the city ﬂag and throughout Riverside in architecture, street signs, and lighting standards. Known for art and innovation, there are many facets to admire in this city of over 300,000 people.

Leveraging limited resources to ensure economic stability and the strategic and deliberate use of funds has gone toward tangible community improvements. Due to City efforts, the largest Chicano art collection housed at the Cheech Art Museum, and the California Air Resources Board SoCal headquarters, are located in Riverside. Additionally, a revitalized downtown, parks and green spaces, recreational opportunities, city leadership with vision, neighborhoods with charm, an engaged community, and multiple institutions of higher and specialized education are among some of the more enviable accomplishments in Riverside.

The Riverside 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 to assess 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 ﬁndings, observations, and next step recommendations. It is intended to inform stakeholders and leadership, with the goal of advancing informed and strategic decisions about built environment opportunities and priorities.

As with most of the County, the City of Riverside has
a dynamic past with many points of historic interest.

From being a stop along the Spanish Trail to home
to half of all orange trees in California, Riverside
has been a place for industry innovation. Some of
this heritage can be visited today at the Mission
Inn, 1862 Trujillo Adobe, Gage Canal, and preserved
historic architecture. Known as a commuter city due
to its proximity to Los Angeles, Riverside was once
tagged as the navel orange capital of the world and
wealthiest city per capita.
6061 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
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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 easiest by walking among mixed use buildings, parks and plazas.

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. 6263 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Assets & Strengths
This is where Riverside starts to leverage to
create environments that better prioritize
pedestrians, support natural movement by foot
and bicycle, and create social gathering areas.

Essential assets include:

ESTABLISHED DOWNTOWN AND NEIGHBORHOODS:

The city is an easy place to navigate with a historic grid street network supporting established neighborhoods
that have retained historic housing stock. There is a robust Riverside Neighborhood Partnership for the 27 distinct
neighborhoods that residents identify by – all with a speciﬁc plan for development and purpose. Surrounded by these very successful neighborhoods is the cohesive downtown core
that is rife with mixed land uses, density, and character. The downtown has beneﬁtted from signiﬁcant attention to ensure sidewalk network connectivity, Americans with Disabilities Act (ADA) compliance, bicycle facilities and high visibility striped crosswalks. New and redevelopment initiatives ensure buildings are near the street with any parking located behind the structures. Hiding and eliminating surface parking lots as more development arrives are opportunities to contribute to the walkability of the core.

NATURAL AMENITIES AND SOCIAL GATHERING SPACES: Recreation, open space, and community gathering facilities, such as the Main Library, are highly prized by residents. The history of Riverside can be found throughout the city in its natural spaces. Residents and visitors alike can get an understanding of the citrus industry commemorated in the Citrus State Park, the restored packing houses in the Downtown’s Marketplace district and innovative irrigation system of the Gage Canal Trail project.

Residents enjoy access to popular expansive parks including Mt. Rubidoux and Sycamore Canyon Wilderness Park. The steam locomotive train in Fairmont Park and the Civil Rights Walk with six statues of historic ﬁgures dotted along three blocks of the downtown Pedestrian Mall are also anchors for a unique past. Accessing these spaces by car, transit, bike, and as pedestrians is a key component to making the healthy choice the easy choice.

COMMITTED LEADERSHIP: There is evident momentum with well executed community engagement and community pride. Riverside has improved several street corridors with wider sidewalks, protected bicycle facilities, and inviting parks. The City has updated plans and policies, found a means to leverage funding sources for project implementation, and is keen to attract new types of business.

The City of Riverside has exhausted the majority of developable greenﬁeld lands, and leadership recognizes the value of supporting inﬁll development that already has good access to city services and walkable infrastructure to best manage development and growth. This combination of investment and private development can continue to spread from the core incrementally to transform other more suburban development areas of the city. Addressing many aspects of existing government practice that need to be created, updated, amended, and implemented, Riverside staff and leadership are working hard to bring the community supported vision to fruition.

6465 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Activate Riverside County - City of Riverside Assessment Report There are challenges that could prevent or hinder
Riverside 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 has to offer. These include:

The Blue Zones Built Environment team
identified additional challenges, as well:

COMMUNITY-GENERATED COMMENTS
Challenges & Threats to Overcome
Strong car-dependency
Air quality
Funding to enhance connectivity and maintain facilities Keeping parks and open spaces safe
Policies need to be updated to reﬂect current vision
Housing diversity
Limited convenient public transportation
Homeownership programs for middle income – to build
home ownership
Availability and Access to Affordable Housing
Santa Ana River – water quality and wildﬁres, etc.
Not enough public transit
While improvements are underway in terms of walkability, pockets with poor walkability exist
Creating stronger lines of communication with other
organizations and non-proﬁts
Signiﬁcant decline in transit ridership since pandemic (Q4 2022 ridership down 62% on Q4 2019)
MAINTENANCE OF NEW INFRASTRUCTURE: Riverside
has been investing in new infrastructure improvements to create spaces for people, and this means budgeting for
ongoing maintenance costs. Highlighting the economic
beneﬁts of these improvements in the context of
reduced community costs, due to improved health, air,
and water quality, can help message the importance of
continued capital investment. Ensure residents understand funding needs for the costs to maintain these important community plans and projects.

HOUSING INFILL:The City’s Housing Element update is complete and adopted, and the City is making positive progress towards expanding housing access with the City obtaining “pro-housing designation “ from California Governor Newsom’s Office in April 2023. The policy per State mandate means Riverside needs to add a signiﬁcant number of housing units over eight years. The increased number of permits needing to be issued monthly is nearly triple what staff process now. This mandate presents a challenge for implementation, as well as protecting the local sense of place and existing neighborhood character. The various mechanisms for inﬁll development in built out neighborhoods can allow for a cafeteria plan of options. Including community supported criteria for approval can help facilitate the addition of housing units across the city. 65 ate ActivaA Riverside County - City of Riverside Assessment Report 464
6667 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Table of Contents
66 Table of Contents

COMMUNITY-GENERATED COMMENTS
Opportunities
Proposed River District Project
Partnership with developer to locate trail head
$24M for road paving allocated
Ongoing sidewalk repairs
Grants for safe routes to school
Dense urban core in downtown
Wide range of uses and land development patterns
Variety of zoning districts
Capitalize on existing investments such as densifying
along transit corridors.
Improve quality of life, especially downtown, to increase graduate retention at academic institutions such as UCR.

There are opportunities to increase well-being in
Riverside. During our focus group meetings, we
heard observations from participants on several
opportunities. Most suggestions cited efforts
already underway to becoming a well-being
focused community. This includes:

The Blue Zones Built Environment Team would
agree with many of these opportunities, as they
help to clarify where interest is for improving city-
wide well-being and walkability. Based on time
in community, research, and interviews, the Blue
Zones Built Environment Team has identified
actions to increase well-being in the city. Key
opportunities include:

IMPROVED TRANSPORTATION NETWORK: The recently
adopted transportation initiative PACT - Pedestrian Target Safeguarding Plan, Active Transportation Plan, Complete Streets Ordinance, and Trails Masterplan - is the City of Riverside’s vision is to build a safer, healthier, and more sustainable transportation network. Providing an opportunity to continue examining neighborhood roadways, goals
include improving community health and safer transportation options. The opportunity is ripe to integrate these plans and comprehensively view the street grid to implement the identiﬁed best routes for transit, locations for mobility hubs, and feeder streets with protected bicycle and pedestrian facilities to improve safety, circulation, and reduce vehicle traffic while supporting residential growth.

The backbone of the transportation network in Riverside is an L-shaped 4-6 lane boulevard with frequent transit service. The City is driving development to this corridor with mixed-use zoning and focusing residential growth to augment the need for denser housing inﬁll. Ensuring a mix of housing density that contributes, continues and complements existing housing stock is essential. The key component for the transportation network to support the residential, commercial, retail and office inﬁll is to prioritize people.

Near term action can reallocate existing pavement with
repaving and re-striping to slow travel speeds, reduce crashes, and prioritize people movement. Focusing on neighborhood collector and residential streets to reduce the amount of pavement dedicated to vehicles improves safety for all road users. The reallocation of pavement can add protected bicycle facilities, pedestrian refuge islands for mid-block crossing, high visibility crosswalks at intersections, and bulb outs at corners or tightening turning radii. All of these design elements create a safer and healthier built environment. Orienting the city along this east-west axis can extend the vibrant existing core and knit the ends of the city together for improved ease of residential movement.

PROVIDE MORE HOUSING OPTIONS: Seeking to provide
a number of State-mandated housing units over the next
decade, Riverside is advancing several strategies that include an adopted housing element, standard construction drawings for Accessory Dwelling Units (ADUs), inclusionary housing 6869 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
6 Readiness
policy, and compact and mixed use development.

Also, including “missing middle” housing options can
guide growth to happen sustainably, avoid greenﬁeld
development, and reduce the impact to city services.

Allowing missing middle housing provides gentle
density in mostly single family home neighborhoods
by incorporating a range of housing types in select
contexts. Duplex, triplex, foursquare, townhomes, and
garden apartments can blend in most neighborhoods
with more intense multi-family zoning assigned along
commercial corridors and near the college campuses.

A light touch is required to be able to implement
changes residents can support.

Auditing City regulations to ensure barriers are
removed to allow a range of housing types in the
right places can help meet the local housing demand
and city vision. Design guidelines to promote building
placement, orientation, massing and articulation of
structures can ensure what is getting developed
retains the appropriate scale for the neighborhood
context, community feel and character.
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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?
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:
?
?
?
?
Through conversations with local stakeholders,
elected officials and local leadership, the Blue
Zones Built Environment Team believes there
is signiﬁcant support and desire by the City
of Riverside community to encourage and
increase well-being region wide and ensure
walkable and bikeable public spaces for
ongoing development.
7071 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Acknowledgements

NAME ORGANIZATION
Alisa SramalaParks, Recreation and Community Services
Andrea GalvánSpecial Projects Manager, Article Partners Antone PierucciDeputy Director, County Regional Park and Open-Space District Carrie Harmon Assistant Director, Riverside County Economic Development Agency Chris GrayDeputy Executive Director, Western Riverside Council of Government Dan FairbanksU.S. Air Force
Edward OlmedoSPX Family Services Data Analysis
Eric LewisPrevious traffic engineer / avid biker
Jennifer Larratt-SmithPsychiatric Social Worker, Kaiser Permanente Matthew TaylorCity Principal Planner, Community and Economic Development Department MengLi LuIntern, RUHS - Public Health
Michael MooreFire Chief, City of Riverside
Michelle DavisHousing Authority Manager, City of Riverside Pamela Galera Director, Parks, Recreation and Community Services Rafael GuzmanAssistant City Manager, City of Riverside
Randy McDanielDeputy Director, Parks, Recreation and Community Services

7273 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
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.

SMALLMEDIUMLARGEEXTRA LARGE Level of Effort:

Category:

Blue Zones Built Environment Policy Menu and Scan
GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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

PRIORITIZE

WALKING FOR

EVERYONE
M
Adopt or amend complete streets policies to direct speciﬁc changes to the design of streets (such as those identiﬁed below). For communities without a complete streets policy, adopt one that identiﬁes relevant changes (such as those listed below) and establishes prioritized schedules for implementing those changes.
1 The city has a detailed complete streets ordinance. It is part of the PACT, which consists of "Pedestrian Target Safeguarding Plan (PTS), an Active Transportation Plan (AT Plan), a Complete Streets Ordinance (CSO), and a Trails Master Plan (TMP)." (The "Riverside PACT Section 7, Complete Streets Ordinance (riversideca.gov)" and "PACT | riversideca.gov.") The standards are keyed into the city code under Title 13, Streets, Sidewalks, Trails, and Trees. (See "§ 13.19 - Complete Streets Ordinance.")
XX X
MIdentify critical walking/biking routes in local communities (especially those that connect key community assets such as schools, parks, libraries, and other civic institutions) and schedule capital improvements to complete missing or insufficient sidewalks or paths.1 The city's PACT includes an active transportation plan and trails master plan. Together, these identify the critical walking and biking routes. There is also a section 4 "Pedestrian Target Safeguarding Plan." This is to prevent vehicles from entering keep pedestrian spaces. (See "Riverside PACT Section 4, Active Transportation Plan (riversideca.gov)," "Riverside PACT Section 5 Trails Master Plan (riversideca.gov)," "Riverside PACT Section 6 Pedestrian Target Safeguarding Plan (riversideca.gov)," and "§ 13.19 - Complete Streets Ordinance.")

X XXX X
MCreate a program to place, establish, and maintain street trees in neighborhoods with inadequate tree canopy.1 Street trees seem to be required sometimes, but not always. They are strongly encouraged, however, and the city helps pay for some maintenance with a tree program. There is a master plan for tree plantings detailing their species and maintenance requirements. Riverside Public Utilities offers a rebate for shade trees. There is also a group called "Tree People." See "Riverside, California | Trees & Landscaping (riversideca.gov)," "Riverside, California | Trees & Landscaping | Tree Care Program (riversideca.gov)," "Tree Power | Riverside Public Utilities (riversideca.gov)," and "Let’s GREEN Riverside - TreePeople.")

X X XXX XX
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REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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

PRIORITIZE

WALKING FOR

EVERYONE
LEvaluate the need for traffic calming, reduced travel lane width or number, and reduced pedestrian crossings along critical walking/ biking routes, and provide timely capital improvements to implement ﬁndings.1 The city has a Neighborhood Traffic Management Program through the Public Works Department. This is a comprehensive program, and traffic calming as one of its tools. (See "Riverside, California | Neighborhood Traffic Management (riversideca.gov)," "Neighborhood Traffic Management (riversideca.gov)," "chapter 19.880-Transportation Demand Management Regulations," and "Chapter 2.62 – Transportation Board.") XX XX
MAdopt tactical urbanism strategies to demonstrate easily implementable streetscape changes.2 City continues to experiment with tactical urbanism, including the Fairmont Park Pedestrian Zone Pilot which is informing best practices in future tactical urbanism events. Another example includes mutli-block road closures in Downtown Riverside for special events such as the Lunar New Year (See "Street Plans to Test Diagonal Crosswalk Today in Riverside, CA > Street Plans (street-plans.com)" and "Go Human - Southern California Association of Governments.") XX X
SRequire wide sidewalks in commercial areas and places where multi-unit housing and townhouses are prevalent.2 The city requires that sidewalks meet the city engineer's requirements, and the city engineer can require additional with. This appears to leave it up to the engineer to decide an appropriate width, except that the complete streets standards require a minimum 5 foot clearance for walking. This is in addition to any width for amenities or e.g. sidewalk dining. The detail drawing for sidewalks says that widths greater than 6.5 feet may be required. (See "Sidewalk – Standard Drawing No. 325 | city of Riverside Public Works Department (riversideca.gov).") XX X
MLimit the number and width of curb cuts to preserve continuous and safe sidewalks.2 Projects in commercial and mixed-use zones must undergo design review. (See "chapter

19.710-Design Review," "§ 19.110.050 - Design review required," "§ 19.120.015 - Design review required," "19.120.030 - Site plan review permit and required ﬁndings," and "Design Review Information Sheet (riversideca.gov).") Speciﬁc plan zones and overlay zones (e.g. Neighborhood Commercial Overlay Zone) have their own standards. (See "Chapter 19.215 - Neighborhood Commercial Overlay Zone (NC)," which includes a discretionary review.) XX X
LRemove bans on on-street (parallel) parking on local and collector streets, and on arterials where possible, to help slow traffic and to protect sidewalk users from moving vehicles.2The Active Transportation Plan (mentioned earlier) suggests removing parking where it could cause conﬂicts with bicycle lanes.XX X X
STrain key staff, administrators, partners, and consultants on the importance of implementation measures for complete streets.2 City staff recieve training on Riverside’s Complete Street measures, and also attend community meetings hosted by the Riverside Community Health Foundation. The Police Department has a Traffic Education Unit. (See "Traffic Education | Riverside Police Department (riversideca.gov).")

XX X X X
7677 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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

MAKE IT EASIER TO

WALK TO SCHOOL
MCreate a Safe Routes to School Plan that sets priorities for the most important improvements.3Yes - City has applied for funding to create Safe Routes to School plans, as prioritized in the Riverside PACTXX X
MImplement the Safe Routes to School Plan through capital improvements.3See immediately above.XX X LMaintain, renovate, and create new neighborhood schools; avoid relocating existing schools to non-walkable locations.1 Although the district owned several properties with available land, no plans for that land are part of the RUSD Long-Range Facilities Master Plan from 2016. (This is latest plan.) The current plan includes some new buildings, for example at the Beatty Elementary School, but these are on existing sites. (See "RUSD - Long Range Facilities Master Plan 2016 (sharpschool.com).")

XX XX X

MAKE THE WALK

WELCOMING AND

COMFORTABLE
MAmend zoning regulations to better support the "pedestrian realm" by requiring buildings to be located close to the sidewalk, with sidewalk-facing entries and windows.2
Most zones have only minimum setbacks, not maximum, and parking location varies. The R-3 & R-4 residential and mixed-use zones prohibit parking in front of the building. (See "19.100.070 - Additional regulations for the R-3 and R-4 Zones," "19.120.050 - Development Standards [for mixed-use zones]," and "§ 19.120.070 - Design standards and guidelines.") Moreover, there are separate design guidelines for several speciﬁc plan zones.

XX X MCreate or update street design standards that prioritizes pedestrians and increases pedestrian safety. 1The Complete Streets standards do this. (See "§ 13.19 - Complete Streets Ordinance" and "The city has a detailed complete streets ordinance…," above.)XX XXX X SRequire street trees be planted when properties are developed or redeveloped.1 The program doesn't seem to require tree planting in new development directly, but it requires that developers prepare and adhere to a "Public Landscape Plan" and follow the Master Plan.

Thus, per the city's Urban Forestry Policy Manual, the city requires at least one tree per lot or no further than 35 feet apart on larger lots. They must be planted as speciﬁed in the Master Plan. Per § 13.16.110, all public landscape improvements except street trees must be approved by the City Engineer. Between them, then, the Master Plan and the approved Public Landscape Plan cover landscaping in the public realm. (See "Public Landscape | City of Riverside City Engineering (riversideca.gov)," "§ 13.16.110 - Submission and preparation of plans," "City of Riverside Urban Forestry Policy Manual (riversideca.gov)" (page 24), and "City of Riverside Public Works Landscape Speciﬁcations and Guidelines (riversideca.gov).") The city has extensive resources on trees. (See "City of Riverside Tree Care Program | (riversideca.gov)" and "City of Riverside Tree Planting Guide | (riversideca.gov).") XX X
7879 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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

MAKE THE WALK

WELCOMING AND

COMFORTABLE
LAllow awnings and canopies over public sidewalks to provide shade and rain protection for pedestrians.1The Citywide Design Guidelines encourage awnings and other shade devices. (See "Citywide Design and Sign Guidelines (riversideca.gov).")XX X
SRequire pedestrian-scaled lighting be provided along sidewalks when commercial or multi-unit properties are developed or redeveloped.1 The Citywide Design Guidelines encourage pedestrian-scaled lighting for mixed uses, saying, "Critical design components contributing to the success of this building type include pedestrian interaction and connectivity, human scale, signage, lighting, and parking." (See "Citywide Design and Sign Guidelines (riversideca.gov)," page IV-3.) In another section, the guidelines say the ﬁxtures should be compatible with the architecture and that they shall be "appropriately sized and in scale" with the building facade. Meanwhile, the building facades should be amenable to pedestrians.

XX X
SRequire street furniture such as trash and recycling receptacles, bike racks, and benches in commercial areas when properties are developed or redeveloped.1
The design guidelines do this, but I observe plenty of consistent street furniture in walkable areas on Google Street view. The non-Mall stretch of Main Street between the Mission Inn and the Convention Center is probably best. However, some key locations in the city, like Orange Street and University Avenue, are devoid of public street furniture. Some areas, like Main Street near Poplar Street, seem inexplicable and unpleasant.

XX X
LCreate physical buffers between pedestrians and moving cars, using features such as curb extensions, street trees, street furniture, street-level stormwater management, and on-street parking.2The city does this in many places observed. Physical barriers between pedestrians and moving cars were observed across Riverside, although not uniformly. XX X

SUPPORT

MOVEMENT BY

BICYCLE
MCreate a bicycle master plan to prioritize new bicycle connections between key community assets.1The city has a Bicycle Master Plan, though it dates from 2007. (See "City of Riverside Bicycle Master Plan (riversideca.gov).")XX X
LInvest in bicycle infrastructure such as separated/protected bike lanes and bike/pedestrian trails.1The city has both separated bike lanes and un-separated ones. Such decisions seem to have been deliberated extensively, at least sometimes with public comment.XX X MProvide bicycle racks in commercial districts, major workplaces, and near civic institutions.2 The Bicycle Master Plan calls for bicycle parking.The city touts its bicycle parking at its top eight employers, and it has facilities in parks. (See "Riverside, California Bicycle Parking (riversideca. gov)," "Riverside, California Parking and End of [bike] Trip Facilities (riversideca.gov)," and "Riverside, California Multiple Modes of Transportation (riversideca.gov).") XX X
8081 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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

SUPPORT

MOVEMENT BY

BICYCLE
SAmend zoning to require a minimum amount of bicycle parking in new developments.2 Bicycle parking is not required in zoning. However, some projects are subject to transportation demand management requirements. (See "chapter 19.880-Transportation Demand Management Regulations.") Bicycle parking facilities and amenities can reduce parking required. However, the state of California will be requiring bicycle parking for buildings covered by the California Green Building Standards Code. (See "CGBSC 5.106.41, Bicycle Parking.") Note, the state of California will be requiring bicycle parking for buildings covered by the California Green Building Standards Code.

XX X
MCreate or enhance community education programs that teach bicycle laws and roadway safety.2 One of the items on the city of Riverside's legislative platform for 2021 to 2022 is an "expanded driver education and recurring licensure testing/training program." (See "2021 to 2022 Legislative Platform," Priority 6.27.)

XX X X X

EXTEND THE

RANGE OF PEOPLE

WALKING AND
BIKING
MCreate or enhance transit based on community size, e.g., commuter or other van service, express bus, or on-demand bus or van service.2 Comparing residential density, household income, etc. on City-Data.com and the transit map, the Riverside Transit Agency's routes follow main streets. However, two large residential areas in the west side of the city are not served at all. The household density in those areas is lower than one might expect from the population density, suggesting that the area around La Sierra Avenue has a greater population than might be gleaned by looking only at the large unbuilt patches there. (See "RTA 2022 September System Map (riversidetransit.com)" and "Riverside, CA |city-data.com.")

XX XX XX
LEstablish a publicly-accessible circulator, especially in places without transit service.3 The RTA has no circulators, except for paratransit, including a dial-a-ride service, Riverside Connect, which services seniors and people with disabilities. Circulators would help the situation described immediately above.

XX XX XX XX
LProvide more frequent transit service, especially in underserved areas.3See immediately above.XX XX X XX MProvide all-weather shelters at bus stops.2
There are some shelters, mainly downtown. However, there are few enough that it was news when some were installed at the UCR campus. (See "Bus shelters upgraded near campus | Inside UCR.")
XX X X
8283 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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

EXTEND THE

RANGE OF PEOPLE

WALKING AND
BIKING
SProvide bicycle racks on all buses.1All buses have bicycle racks.XX X X MAmend regulations that block micro-mobility options on public streets.2 The Riverside PACT, mentioned at top, has an Active Transportation Plan. This plan favors bicycles over micro-mobility, but it does mention it. (See "Riverside PACT Section 4, Active Transportation Plan (riversideca.gov).") The municipal code was updated before 2018 so that skateboards, scooters, etc. were regulated similarly to bicycles. (See "§ 9.04.290 - Bicycles, skateboards, etc.") Some scooter rental services were piloted in Riverside, but they do not seem to be in business any longer.

XX X
SEstablish a mobility education program focused on safety for users and nonusers.1 The city received a grant for such education in 2019, and it still offers bicycle safety classes. (See "Riverside Awarded Grant for Bicycle, Pedestrian Safety and Education Program | riversideca.gov" and "Riverside, California | Bicycle Program (riversideca.gov).")

XX X X XX
CREATE

PARK-ONCE

ENVIRONMENTS
MAmend zoning to locate parking for enhanced walkability, such as prohibiting parking between the front of buildings and the sidewalk.2See "Most zones have only minimum setbacks…," above. Some zones specify that parking cannot be located in front of the building. XX X
MAdd on-street parking spaces that can be shared throughout the day; this can sometimes be accomplished through lane reduction and restriping.2The city has on-street parking, but it competes with bicycle lanes. XX X SAmend zoning to allow off-site and shared parking, instead of requiring all parking to be on-site.2The city allows shared parking in mixed-use developments, but there does not seem to be a way to share parking among multiple owners. (See "§ 19.580.060 - Parking requirements.")XX X XLEstablish a parking management district to coordinate shared parking (instead of requiring a set number of parking spaces for each use at all times).2
The city owns parking lots and garages, managed by Republic Parking. I do not see parking management outside the city center and major institutions. (See "ParkRiverside (parkriversideca.com).")

XX XX X X
8485 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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

INCREASE

ACCESS TO PARKS

AND OTHER

RECREATION
AREAS
LProvide more playgrounds in neighborhoods parks, especially in underserved areas, using municipal funds or private fundraising efforts. 2 According to the city's parks map, there are 35 playgrounds in the city, and their well-placed.

However, in some places long walks are still necessary. (See "Parks Map | Parks, Recreation and Community Services (riversideca.gov).")

XX XX X X
LProvide paved walkways and benches in neighborhood parks using municipal funds or private fundraising.1All the parks that should have such facilities do. Exceptions, such as Challen Park, seem to be for deliberate reasons.XX XX X X
MAmend school district policy to enable community use of school recreational facilities after hours.1 According to the RUSD Community Relations policy, organized groups (e.g. YMCA) can use facilities: "The Board authorizes the use of school facilities or grounds without charge by nonproﬁt organizations, clubs, or associations organized to promote youth and school activities." (See "GAMUT Online: Riverside USD : Use Of School Facilities BP 1330.") XX X
LPrioritize trail network extensions and crossings in capital improvement programs, especially in underserved areas. 1The city does this. (See "Riverside PACT Section 5 Trails Master Plan (riversideca.gov).)XX X MAmend existing standards to provide more frequent and smaller parks, e.g., pocket parks, linear parks, neighborhood parks, within neighborhoods (to supplement larger community and regional parks).1A comparison between the parks map and aerials on Google Street view suggests that the city employs this strategy, or one similar to it. XX X
MCreate a parks and recreation master plan that evaluates park access and facilities for all neighborhoods.1The city has such a plan. (See "City of Riverside Parks Master Plan Vision 2030 (riversideca. gov).")XX X
MAmend comprehensive plans to identify the need for neighborhood and community parks that support active and passive recreation for all residents.1
The master plan mentioned immediately above and the PACT plan do this. (See "Riverside PACT Section 4, Active Transportation Plan (riversideca.gov)" and "Riverside PACT Section 5 Trails Master Plan (riversideca.gov).")
XX X
GOAL: ENCOURAGE SOCIABLE GATHERING PLACESGOAL: ENCOURAGE SOCIABLE GATHERING PLACES 8687 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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

INCREASE

NEIGHBORHOOD

SPACES FOR

GATHERING
SAmend zoning to allow excess, underutilized parking lots or other spaces to be used for alternative activities such as outdoor dining, farmers' markets, pop-up retail, and similar events.2
Allowed during COVID-19 lockdowns. (See "City of Riverside Temporary Outdoor Flex-Space Permit Program for Restaurants (riversideca.gov)" and "COVID Outdoor Dining Permits Flow Chart (riversideca.gov).")
XX X

ENCOURAGE

GATHERING WITHIN

PUBLIC RIGHTS-OF-
WAY
SAmend regulations as needed to allow sidewalk dining.2 Nothing speciﬁcally permitting sidewalk dining, but there is sidewalk dining in the city. Note that mixed-use zones require paving the shallow front setbacks where they are required. Sidewalk vendors are also permitted. (See "Sidewalk Vendor Brochure (riversideca.gov)," and "Property Search (publicaccessnow.com).")
XX X
SAmend regulations to enable parklets and dining decks in on-street parking spaces.2These were permitted under the COVID policy. XX X MEstablish outdoor entertainment districts within deﬁned geographic areas and with speciﬁc performance standards (such as limited hours of service and number of drinks allowed).2Outdoor entertainment encouraged downtown (Magnolia Center). (See "City of Riverside At Home in Riverside (riversideca.gov).")XX X
GOAL: ENCOURAGE SOCIABLE GATHERING PLACESGOAL: ENCOURAGE SOCIABLE GATHERING PLACES 8889 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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

REMOVE ZONING

BARRIERS TO

COMPLETE

NEIGHBORHOODS
MEnsure that dimensional standards in zoning districts are aligned with existing or desired pattern of buildings.2The biggest-use district seems to do this. (See "§ 19.120.070 - Design standards and guidelines.")XX X
MAmend zoning to allow more mixing of uses within zoning districts, both within buildings and by proximity to other buildings.3 According to the permitted land uses for base zones, there is very little mixed use permitted, except in the Mixed use zones, and many of those require at least a minor conditional use permit. (See "Chapter 19.150 - Base Zones Permitted Land Uses.") XX X
LAmend zoning to allow small-scale commercial uses within or along the edge of residential neighborhoods; ensure that on-site parking is not required or is very minimal.2
Almost every quarter of a square mile section in the city has some commercial retail or general commercial land within it or across a bounding street, however the zoning does not speciﬁcally break out small-scale uses from more common larger uses. (See "Zoning Map (riversideca. gov).")
XX X
ENABLE

NEIGHBORHOOD

MAIN STREETS
(TO PROVIDE

ACCESS TO DAILY

GOODS AND

SERVICES)
LAllow on-street parking, especially in and around neighborhood main streets areas.2Parking is permitted on streets, but not on most of the major roads, except downtown.X XXX MEstablish a program to recruit a mix of supportive businesses in neighborhood main streets.2 The city makes the retention and attraction of businesses its ﬁrst priority in its "Poised for Prosperity Roadmap." This refers both to larger economic base businesses and smaller ones.

It also includes a "ShopRiverside" campaign. It includes a toolkit for businesses already within the city, offering several incentives and resources. (See"City of Riverside Poised for Prosperity Roadmap (riversideca.gov)," "Shop Riverside (riversideca.gov)," "Shop Riverside Toolkit (riversideca.gov)," and "Resources & Incentives | CEDD (riversideca.gov).")

XX X X X X X
MEncourage the establishment of new local Main Street programs, e.g., a National Main Street Center program. 2 The city's pedestrian mall & Raincross Square on Main Street is its own program, which amounts to a main-street program. (See the "City of Riverside Business Resource Guide" anď"Riverside Downtown Partnership.")

XX XX X X
LDesignate existing and potential neighborhood main streets in general plans or zoning regulations. 1 The land use and urban design elements of the current general plan, which was revised in 2019, includes regional centers as well as downtown.This depends on implementation through Speciﬁc Plans. (See "City of Riverside General Plan | CEDD (riversideca.gov)" and "04 Land-Use and Urban Design Element, Riverside Gen. Plan 2025 (riversideca.gov).") XX X
REFORM

MUNICIPAL

PARKING

REGULATIONS
LReduce or eliminate minimum on-site parking requirements.3Not found.XX X GOAL: COMPLETE OUR NEIGHBORHOODSGOAL: COMPLETE OUR NEIGHBORHOODS 9091 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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
REFORM

MUNICIPAL

PARKING

REGULATIONS
MRequire that any on-site parking spaces in walkable areas be placed behind buildings.2As noted above at "Most zones have only minimum setbacks, not maximum.…," most places do not have this provision, but some zones have it — including mixed-use zones.XX X MAllow off-site and shared parking.2
As noted above at "The city allows shared parking in mixed-use developments…," The city's support for shared parking is incomplete. It could be extended to become by-right in more areas, and it could use a way to coordinate shared parking across different property owners, such as shared-use agreements.

XX X
MProvide easily accessible bike parking in high-demand locations.2Throughout the downtown core numerous types and formats of bike racks were observed.XX X

RETAIN AND

RECRUIT CIVIC

INSTITUTIONS AND

NON-PROFITS
MEstablish non-proﬁt hubs in neighborhood main street or other neighborhood-adjacent areas.2 The Inland Empire Community Foundation (IECF) seems to be such a hub. Speciﬁcally, it has recently opened a "giving hub." The foundation itself, though, is 80 years old. (See "IECF | Inland Empire Community Foundation (iegives.org).") If you mean a physical hub, I do not see one.

XX X X X X
LEstablish a community foundation to support local community-focused non-proﬁts.1The IECF operates as a foundation.XX XX X

IMPROVE ACCESS

TO EMPLOYMENT
MAmend zoning to allow small-scale manufacturing within neighborhood centers or main streets3 This is only permitted by mixing zones permitting such businesses into the residential areas-- which might require revising the purposes and intents of the zones. (See "Chapter 19.150 - Base Zones Permitted Land Uses.")
XX X
LIncentivize and recruit new businesses within walkable, bikeable, and transit accessible areas.3Not found.XX X

IMPROVE ACCESS
TO RECREATIONMBuild parks where they are easily reachable by foot, bike, or transit.1The parks seem well-distributed.XX XX X X GOAL: COMPLETE OUR NEIGHBORHOODSGOAL: COMPLETE OUR NEIGHBORHOODS 9293 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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

DEVELOP

NEIGHBORHOOD
PLANS
MDevelop master plans for downtown and other neighborhood centers to guide mixed-use inﬁll development and redevelopment.1 There are such plans, though some of them are very old. (See "City of Riverside Northside Neighborhood and Pellissier Ranch Speciﬁc Plan," "City of Riverside Downtown Speciﬁc Plan (riversideca.gov)," "City of Riverside Magnolia Avenue Speciﬁc Plan (riversideca.gov)," "City of Riverside University Avenue Speciﬁc Plan (riversideca.gov)," "City of Riverside – Riverside Marketplace (riversideca.gov)," "Chapter 19.146 – Northside Speciﬁc Plan Zone (NSP)," and "Chapter 19.147 Downtown Speciﬁc Plan Zone (DSP).")
XX X X
MAmend zoning as needed to implement new downtown and neighborhood center plans.1The city does this.XX X X

ALIGN PLANNING
DOCUMENTS SEnsure that comprehensive plans include goals and policies on health and equity.1The city does not have a health and equity element in its general plan, although its air-quality element considers health risks from air quality.XX X
GOAL: COMPLETE OUR NEIGHBORHOODSGOAL: COMPLETE OUR NEIGHBORHOODS 9495 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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

REDUCE THE COST

OF PROVIDING

ADDITIONAL

HOUSING
MAmend parking requirements to reduce the number of on-site parking spaces required for new housing.1 The city has a "density bonus" with several incentives for affordable housing. The city encourages affordable housing by building some affordable new units in new construction, by taking condominiums and converting some units to low income or moderate income households, or by donating land to be developed for affordable housing. These are traded for a density bonus and at least one other incentive. One of these incentives is a "parking standards incentive." This reduces the parking required from the builder. (See "Chapter 19.545 – Density Bonus," particularly at "19.545.060 – Parking standards incentive.") The city also does these things: It offers loans for rehabilitation to try to keep people in their homes. It also offers incentives for participating in the city's rental assistance programs. (See "City of Riverside Housing Rehabilitation Program | riversideca.gov," "City of Riverside Landlord Incentive Plan (riversideca.gov)," and "Funding for Affordable Housing (State and Federal) | riversideca.gov.") XX X
SAmend parking requirements to allow on-street parking spaces to count towards any on-site parking requirements.3Not found.XX X MWhere impact fees exist, reduce or eliminate fees for affordable housing.2There are a lot of intertwined incentives, no exceptions to reduce or waive impact fees for affordable housing. XX X
MWhere impact fees exist, tier fees by the size and location of new housing units.3They are not tiered, except that multifamily units generally cost less than single or two-family ones. XX X
SAmend zoning to remove requirements that each new housing unit be larger than an arbitrary size.2 No such requirements found, except in large-lot zones — and then it is 750 square feet. In any case, the city helped develop tiny homes in 2021, and a tiny home community is regulated in the zoning code. (See "Transitional Housing Tiny Home Village To Open In Riverside This Weekend | LAist," "Office of Homeless Solutions | riversideca.gov," and "Tiny homes in 19.150.020.B Incidental Uses Table.")
XX X
MAmend ordinances that arbitrarily limit the acceptable composition of a family1 The deﬁnition of family just requires that individuals be in a single housekeeping unit, and it says that the deﬁnition does not include institutional group living situations. (See "§ 19.910.070 - "F" Deﬁnitions.")
XX X
GOAL: INCREASE HOUSING OPTIONSGOAL: INCREASE HOUSING OPTIONS 9697 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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

REDUCE THE COST

OF PROVIDING

ADDITIONAL

HOUSING
LAmend allowable densities to align with inﬁll housing models (such as missing middle types).3 The zoning code, in general, does not seem to encourage small apartment buildings on small lots. Preliminary online research indicates that most new housing in multifamily buildings seems to be in big developments or in big buildings.

XX X
SEstablish a program to reimburse application and review fees for affordable housing.3See "There are a lot of intertwined incentives…," above. XX X LEstablish a local affordable housing development non-proﬁt.2 There is a large one already, the Riverside Housing Development Corporation. There are also others. (See "Affordable Housing in the Inland Empire - RHDC (rhdcca.org)" and "Riverside, CA Nonproﬁts and Charities | GreatNonproﬁts.")

XX X X X
MEstablish a community land trust or similar entity, if one does not exist, to provide and manage affordable housing.1There is a new one: the Inland Equity Community Land Trust. (See "Inland Equity Community Land Trust.")XX X X X
LEncourage area institutions (e.g. hospitals and universities) to provide nearby affordable housing for their staff.2Not found for hospitals, and UC Riverside seems to have a limited supply of housing that it leases. (See "Faculty/Staff Housing | Real Estate Services (ucr.edu).")XX XX X X

ENABLE AND

ENCOURAGE INFILL

HOUSING
LAmend zoning to allow missing middle housing in single-family zones.3Not found.XX X M Amend zoning to permit more intensive housing along transit lines (where they exist)2 Multifamily housing is only allowed in two of the mixed-use zones. Looking at the city's zoning map (GIS version), it appears that those zones are not predictably related to the main routes through the city. They are mapped in small bits, despite the apparently enormous amount of work that went into making them. (See "City of Riverside General Plan, City Zoning and Speciﬁc Plan Map (arcgis.com).")
XX X
MAmend zoning to reduce maximum lot coverage caps to block inﬁll housing.3Not found.XX X SAmend zoning to allow residential uses in commercial zones.3No residential use is permitted in commercial zones — except mixed-use zones.XX X GOAL: INCREASE HOUSING OPTIONSGOAL: INCREASE HOUSING OPTIONS 9899 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENTGOAL: 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.

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

ENABLE AND

ENCOURAGE INFILL

HOUSING
LProvide streamlined review processes for small-scale inﬁll housing, such as making site-plan review an administrative rather than a discretionary process.1The city has a streamlined review process. (See "City of Riverside – Build Riverside – Streamline Riverside" and "SB 35, SB 8 and SB 330 Preliminary Application (riversideca.gov).")XX X SSchedule an Incremental Development training session for potential local developers to facilitate small scale inﬁll housing. 3Not found.XX XX X X

ENABLE AND

ENCOURAGE

ACCESSORY

DWELLING UNITS
SAmend zoning to allow accessory dwellings on residential lots, within existing buildings or as accessory buildings, including the following regulatory elements.1As noted above at "The city has a 'density bonus' with several incentives…," The state requires cities to allow accessory dwellings, and Riverside has complied enthusiastically.XX X SAmend zoning for accessory apartments to eliminate size caps that are smaller than than 600 sq.ft. or 50% of the primary dwelling unit size, whichever is greater.2Applications for accessory dwellings far smaller than 600 ft.2. It may be important to remember that accessory dwellings can be within homes, and the city allows rooms to let.XX X SAmend zoning that requires owner-occupancy for the principal or accessory unit.1According to the FAQs for accessory dwelling units, the owner need not necessarily live on-site. (See "Accessory Dwelling Units FAQs (riversideca.gov).")XX X SAmend zoning to remove parking requirements for accessory dwelling units.1According to the FAQs mentioned above, no additional parking is required — and if the ADU is in a converted garage that parking need not be replaced.XX X SProvide training and assistance for homeowners in creating accessory dwelling units.1The city offers bothXX XX X X ALIGN

COMMUNITY'S

PLANNING

DOCUMENTS

WITH COMMUNITY
GOALS
M Ensure that the housing element in a comprehensive plan includes essential goals and strategies to encourage additional housing, such as those listed above.1Cities are required to plan to absorb new residents in California, and the city of Riverside seems enthusiastic about doing so.XX X
MComplete a housing study to analyze and document existing conditions and needs, and describing next steps in creating additional housing.1This is a required part of the housing element the state requires in general plans. Moreover, the city is preparing an update. (See "Housing Element Update and RHNA | riversideca.gov.")XX XX X GOAL: ENCOURAGE SOCIABLE GATHERING PLACESGOAL: ENCOURAGE SOCIABLE GATHERING PLACES 100101 Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
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 diet- related chronic diseases.

CITY OF RIVERSIDE
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. 102103 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report 20% of our health is
related to genetics
10% determined by our
access to healthcare
70% can be managed
through behaviors and the
design of our community’s
environmet
1 1 Herskind AM, McGue M, Holm NV, Sørensen TI, Harvald B, Vaupel JW. The heritability of human longevity: a
population-based study of 2872 Danish twin pairs born
1870-1900. Hum Genet. 1996 Mar;97(3):319-23. doi:

10.1007/BF02185763. PMID: 8786073.

The City of Riverside has a rich agricultural history and serves as the population, cultural, and economic epicenter for the ‘Inland Empire.’ A unique municipality with numerous food environment assets, Riverside boasts a large research university with sizable agricultural research and educational programs. In keeping with its agricultural identity, the city features privately owned working farms within city limits, an abundance of backyard, community and school gardens, farmers markets and farm stands, and a variety of long-standing and new innovations in food environment, including local restaurants, a food hall, food hub, farm to institution programs, and diverse food sources for the community.

These assets are offset by numerous challenges, which include inadequate access to affordable, healthy food near where people live, learn, and play. The cost-of-living is squeezing household budgets making it challenging to meet basic needs. Yet, in many places, the abundance of just-picked, healthy food and a mild climate foster a culture of and interest in healthy food – often grounded in the cultural traditions of residents. With an intriguing range of assets and opportunities, the City of Riverside is well-positioned to ensure the people who live and work there can maximize their well-being. Food environment leaders recognize there is work to be done, which can build from infrastructural assets and strong collaborative leadership, with a focus on long-term community vitality.

Riverside’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 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. The evaluation 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 report synthesizes core ﬁndings, related next steps, and perspectives on Riverside’s food system. It is designed to provide useful information to community leaders and interested stakeholders, with the aim of generating strategic, informed decisions about opportunities and priorities for the City’s food system. The assessment highlights a clear set of opportunities to further enhance the area’s food system. 103
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Blue Zones Food System 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. The City of Riverside 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.
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Assets & Strengths
The City of Riverside 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:

DYNAMIC SHARED LEADERSHIP TO SUPPORT LOCAL
FOOD ENVIRONMENT: Successful development and
sustainability of a vibrant, healthy local food system is dependent upon the support and engagement of individual leaders, community anchor institutions, and shared vision and resources to realize clear aims. The Riverside Food Systems Alliance demonstrates the individual and collective commitment of non-formal and positional leaders across
systems and organizations in the community, who have
worked together for several years to grow the local food economy and further develop a vibrant local food system.

With ambitious, long-term plans that are multi-generational in scope and impact, the Alliance and other partners and leaders in the community are well on their way to forging a healthy food future for Riverside. These leaders understand the power of collective advocacy and collaboration and have an exemplary record of success and a clear plan that spells out a detailed way forward for the community’s food system.

A key part of this shared leadership for Riverside’s food system is the mutual understanding and support for
developing and including the next generation of food
environment leaders and practitioners, across sectors and areas of expertise. Collective leadership is essential for a community to successfully and sustainably implement
policies, systems, and environmental changes that create a healthy community food system.

EXISTING AND PLANNED COMMUNITY FOOD ASSETS TO

SUPPORT INNOVATION IN FOOD CULTURE AND FOOD
INFRASTRUCTURE: There is a plethora of longstanding and planned infrastructural food environment resources that reﬂect a thriving local food culture, the community’s commitment to food and health, and its agricultural heritage. Downtown, interested eaters can ﬁnd an array of locally owned food enterprises at the Food Lab, an incubator food hall offering a variety of healthy, plant-based options.

Numerous community gardens exist across Riverside, located next to schools, public housing, and on campus at UC-Riverside.

These gardens provide an important way to connect people to each other; enable them to grow their own food; and expand their gardening and food preservation skills. Support from Extension’s Master Gardener program and Riverside Garden Council help facilitate the success of these endeavors. The Riverside-Corona Conservation District offers a seed library, where gardeners can obtain free seeds for their gardens.

Multiple certiﬁed farmers markets, held in different places on different days of the week, offer prepared and unprocessed food options, including dry beans, nuts, fresh produce, and food items from diverse cultural traditions.

Growers from the area serve as vendors at these markets, two of which are certiﬁed and accept SNAP, WIC, and offer market match dollars for eligible shoppers. There are also farmstands and small produce vendors located at key points in the city, including in neighborhoods that are zoned for agricultural production with larger farmers that raise food for local eaters.

In 2019, the Riverside Uniﬁed School District established a food hub to procure and provide locally grown foods to K-12 students and presents the potential for serving as a wholesale hub for districts in other areas of the county and other institutional systems (such as hospitals, the university, and large employers).

Finally, the City of Riverside, in partnership with the Riverside Food Systems Alliance and Riverside Corona Resource
Conservation District, has utilized USDA funding to purchase a 7+ acre site on the city’s Northside to create an urban educational farm where the next generation of local farmers can sharpen their skills at farming. Known as Northside Ag Innovation Center, the site will include: “453 tree and shrub species selected for high carbon sequestration and pollution absorption properties; ﬁelds for training beginning farmers, including incubation plots for small start-up farms; a community garden and carbon-sequestering demonstration
orchards; a composting area to recycle green waste, which will be used to increase soil health; a farm stand that will provide fresh produce in an area with no grocery; and two trails and a bike lane that will reduce vehicle miles traveled and the related pollutants.”
Infrastructural assets, such as these in the Riverside, are the building blocks of a healthy local food system.
0610
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BROAD-BASED COMMITMENT TO LOCAL FOOD AND
HEALTHY EATING IN THE LOCAL SCHOOLS: It is not
surprising that an agricultural community, such as Riverside, features numerous local farmsteads and a university in the middle of town with internationally recognized agricultural programs (including a large swathe of land in food production).

Yet other community anchor institutions also center healthy eating and food production as core commitments. From our in-community research, nine of Riverside’s 31 elementary schools have school gardens, with more under development.

One school features an orchard that serves as a learning lab for students, a food source, and important green space that supports student well-being.

The Riverside Uniﬁed School District’s Food Hub enables the District’s food and nutrition service to prepare and serve healthy, locally grown plant-based options to its students and reﬂects its dynamic farm to school program. The popular salad bar program offered across the school district is accompanied by a healthy eating curriculum. There are some nutrition- related items in existing school wellness policies.

Thanks to recent changes in California State law, all students can eat school breakfast and lunch for free. The City of Riverside partners with the School District to offer USDA-sponsored summer meals to students during vacation periods. Area hunger relief agencies support a school backpack program, where participating/eligible students receive a backpack with shelf- stable food items that they can consume on weekends and when school is not in session. This comprehensive array of food- related assets in the local school district centers young people in the community’s commitment to healthy eating, a vibrant food culture, and the importance of agriculture to community identity, economic growth, and well-being.

SUPPORTIVE LOCAL ZONING: A variety of municipal policies support key aspects of Riverside’s food system, including growing, making, and eating healthy food. On the food
production front, permissive zoning code enables people to grow food in their front yards, keep bees for honey production and to provide pollinators for agricultural crops in the area, and maintain a small ﬂock of animals (rabbits or chickens) in their backyards for egg and meat production. Greenhouses are regulated and permitted. Local code also requires pesticide- free management of public lands to ensure pollinator-friendly landscapes. Nearly 5,000 acres of farmland within city limits is protected by State and local statute and include citrus groves, nut and fruit tree crops, and a range of produce.

State and County policy also permit micro-entrepreneurs to have small restaurants in their home. Riverside is the ﬁrst location in the county to offer these restaurants, featuring four in-home restaurants mostly owned by new immigrants.

Employing the power of local zoning and ordinances can
develop and protect improvements to a community’s food
supply.

A MATURE HUNGER RELIEF SYSTEM: Food insecurity is a
fact of life for many Americans; Riverside residents are no exception, especially considering California’s high cost of living and rising food prices. The hunger relief system provides a consistent source of food for many residents. Food backpack programs serve 2,000 students in the local school district; area food banks provide a drive-through option at local schools to serve limited resource families. Local hunger relief agencies partner with grocery stores and other food retailers and farmers who glean their surplus food to rescue and redistribute a signiﬁcant amount of food to those in need. Some of these agencies also partner with the UC Riverside Campus to provide items for the campus food pantry, which serves people who work and go to school on campus. Ensuring access to food for those in need is particularly critical when it comes to health, since the majority of people in any community with diet- related health issues are low-income.
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Challenges & Threats to Overcome
There are several challenges that could prevent
or hinder Riverside from maximizing or fully
capitalizing on opportunities. This includes:

DISCONNECTEDNESS AMONG KEY
PLAYERS AND EFFORTS: One of the
challenges for a community with such
a diverse and extensive portfolio of
food environment-related activities
is that people and efforts can be
disconnected. This disconnection can
lead to unproductive duplication of
effort, competition for limited resources,
and missed strategic opportunities. The
Riverside Food Systems Alliance offers
a unique opportunity for coordination,
integration, and communication among
food environment actors, entities, and
initiatives, but there is more to be done.

LIMITATIONS TO CARRYING FOOD ON
PUBLIC TRANSIT: For residents with
limited resources who rely on public
transit, they are limited by local ordinance
to carrying three grocery bags on the
bus. This policy may inadvertently create
a ‘time tax’ on these residents, who must
visit their food sources more frequently
due to these limitations.

A GLUT OF JUNK FOOD: Across the
community, there are too many sources
of unhealthy food and beverages.

From convenience stores to fast food
restaurants, there are too many calories
in the community that are precursors to
diet-related chronic disease. The City’s
long-range food environment plan calls for
corner and convenience store makeovers,
as a way to increase access to healthy
food and reduce access to unhealthy food.

LIMITATIONS TO CARRYING FOOD ON
AG L U TO FJ U N KF O O D :

Across the
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Opportunities
Participants identiﬁed several
opportunities to improve food
environment in Riverside. This includes:

BUILDING RIVERSIDE’S NEXT GEN FOOD SYSTEMS
INFRASTRUCTURE: A full investment in the Riverside Food Systems Alliance long-range plans for Northside Heritage Meadows and other priorities represent a real opportunity to move the dial on health outcomes and food systems
development in a positive, lasting direction. Supporting the continued growth and viability of the school district’s food hub and district wellness policies to integrate and align with Good Food Purchasing Practices and Blue Zones nutrition guidelines, while expanding the food hub’s reach to other districts and institutional entities, represent real opportunities.

Greater investment, infrastructure development, and
sustainable staffing support for R’Garden (UC Riverside’s community garden) could turn this acreage into a major
community asset for students, staff, and area residents alike.

Long-term investments in these types of efforts will create and sustain much needed food-related infrastructure for the community, leading to longer term food self-sufficiency, improved health outcomes, greater economic and cultural dynamism that centers around the community’s identity as an agricultural community, greater access to healthy food, and a well-equipped next generation of food and farm
leaders and entrepreneurs for Riverside.

STRENGTHENING POLICIES AND INFRASTRUCTURE FOR
HUNGER RELIEF SYSTEM AND HEALTHY FOOD ACCESS:

Further work on augmenting access to healthy food for limited resource residents is critical, particularly considering rising food costs and the sunsetting of COVID-era Federal food programs. Creating system-wide policies for healthy food donations and procurement across the hunger relief system, combined with implementing best practices in merchandising, display, and behavioral nudges can continue to move the dial on healthy food habits.

Investments in prescription produce programs, food insecurity and associated referrals at patient appointments, healthy corner store initiatives, and an expansion of market match programs to encompass retail settings are all strategies to improve access to healthy food. These efforts can augment resident access to healthy food, including increases in daily consumption of fruits and vegetables.

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 post-secondary education, the
healthcare system, and local units of government. These types of policies will increase farm to institution purchasing; 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.

DEPLOYING ZONING TO IMPROVE HEALTH: Innovations in
zoning also present interesting opportunities for Riverside.

Creating a ‘healthy zoning overlay’ that provides regulation and incentives to improve access to healthy food and reduce access to unhealthy options is one such example. Developing public transit express routes to major grocery stores with retroﬁtted buses that provide bins for people to place their grocery bags is another option. Implementing these suggested changes, in addition to others, can improve access to healthy food, prompt better dietary choices, and reinforce the
community’s cultural commitment to well-being.

Table of Contents

STRENGTHENING POLICIES AND INFRASTRUCTURE FOR
CREATING HEALTHY FOOD POLICIES AT KEY SITES:

There
114115 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Readiness
The City of Riverside is clearly prepared to build
on a powerful base of collaboration, demonstrated
success, and a long abiding commitment to
fostering a vibrant local food system. Local
government, community anchor institutions (such as
K-12 and higher education and healthcare), food and
farm entrepreneurs, nonproﬁt organizations, and
other programs (such as Extension, CalFresh, and
area farmers markets) are in alignment and alliance
to advance further work to grow a next generation
food system for the city.

The existence of key local coalitions, such as the Riverside Food Systems Alliance, have built social capital, advanced strategic efforts, and laid the groundwork to grow the
presence and resilience of a healthy, locally scaled food system for the community. Essentially, this body serves as the local food policy council for the community. Furthermore, the Alliance expresses deep support for and excitement about how a Blue Zones Project could elevate and deepen the reach and impact of their planned efforts. With their eye on community development, economic, and well-being dimensions of this work, combined with the engagement and commitment of key institutions and players, the City of Riverside is well-poised to host and advance the food-focused body of work that a Blue Zones Project would facilitate.

Acknowledgements

NAME ORGANIZATION
Amaris GonzalezCalFresh Healthy Living, City of Riverside Cyndi YancuMaster Gardener
Diana RuizPublic Affairs Manager at Riverside Corona Resource Conservation District
Edward OlmedoSBX Youth and Family Services
Gurumantra KhalsaWorld Be Well
Marci CoffeyDirector of Community Partnerships, Inland Empire Health Plan
Richard ZapienR’ Garden Manager, UC Riverside Office of Sustainability
Seth WilsonWorld Be Well
Sue StruthersRiverside Food System Alliance; Riverside Co-op Thurman HowardMaster Gardener
Tom DonahueFamily Service Association
Vanessa MercadoFeeding America
ActivateRiverside County - Cityof Riverside Asent essmeseR ActivateRiverside County - Cityof Riverside AssessmentReport A

116117 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Blue Zones Food Environment Policy Menu
GOAL: BUILD FOOD SKILLSGOAL: 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.

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

PRIORITIZE

EDUCATION ON

HOW TO GROW

AND COOK

HEALTHY FOOD
XLRequire all middle school students to take a course on healthy eating and healthy food preparation2 Farm to School and nutrition education is central to the Riverside Uniﬁed School District.

Though it is not clear that there is a mandated curriculum for middle school students, the district places a high priority on food skills education in the classroom, through school gardens, and programs like their Salad Bar program, which pairs education with eating in elementary school cafeterias.

XX X
MLeverage 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. 1 The Riverside Food System Alliance has an extensive education network, including the Riverside Uniﬁed School District Farm to School program, Extension, and youth-serving organizations; potential to network more with youth-focused nonproﬁts offering nutrition education within the Riverside Food System Alliance.

XX XXXXX X SConduct an inventory of existing food skill resources and programs to guide a community-wide strategy.2There is a healthy network, but no indication of ongoing or regular inventory of education opportunities or gap analysisXX XX X X
M Develop and adopt a comprehensive, community-wide food skill & education strategy.2 There is an extensive network already; There is an annual GROWRiverside educational conference and Northside Heritage Meadows will serve as a community education and demonstration farm and garden site. A strategy to identify and ﬁll any gaps would strengthen this item.

XX
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.

SMALLMEDIUMLARGEEXTRA LARGE Level of Effort:

Category:
118119 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: BUILD FOOD SKILLSGOAL: 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.

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

PRIORITIZE

EDUCATION ON

HOW TO GROW

AND COOK

HEALTHY FOOD
MLeverage 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.1 The Riverside Food System Alliance has an extensive education network, including the Riverside Uniﬁed School District Farm to School program, Extension, and youth-serving organizations; potential to network more healthcare and faith-based initiatives

XX XX X
SEstablish a seed give-away program, which may be run through libraries, schools, or local non-proﬁts.1The Learning Center. A program of the Riverside-Coronoa Convervation District, has a free seed library; other garden education programs give seeds away as part of their classes as well. XX XX X S Establish a home garden education program.1There is a robust UC Cooperative Extension Master Gardener program and Riverside Garden CouncilXX XX XX X
EATING TOGETHER SEstablish programs that incentivize a shared mealtime day of the week, including a recommendation to eat a plant-slant meal. 5This is not happening but it is unclear yet if it would be a priority or good community ﬁt.XX X XX 120121 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: BUILD FOOD SKILLSGOAL: 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.

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

INCREASE

PARTICIAPTOIN IN

HEALTHY FOOD

PROGRAMS
MInclude 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.5It is unclear where food insecurity screenings are offered within the various healthcare systems, though many note that reducing food insecurity is part of their community improvement plans.XX X MEstablish requirements or offer ﬁnancial incentives for farmers markets, grocery stores, and all other food retailers to accept SNAP and WIC payments.4No clear indication of incentives for retailers or program to do soXX X X X MIncrease enrollment of eligible childcare providers in USDA's Child and Adult Care Food Program (CACFP).4There is not evidence this is happening.XX X X MEstablish 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.2 Market Match is available to SNAP and WIC recipients to redeem at the 2 certiﬁed farmers markets in Riverside. There is a contact person for Market Match and Coop activities at the Riverside Food Alliance for guidance. There is a pilot produce prescription program (HealRx Farm to Fork) at two Eastside clinics

XXX 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.4There are zoning regulations for drive-throughs but they are not prohibitive in the way this policy recommends.XX X
MEstablish 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 Riverside, but this may be due to state limitations with the program. Locally administered programs (like the pilot HealRx) may be better ﬁts for expansion to retail locations.

XX X

GIVE CHILDREN
ENOUGH FOODSIncrease enrollment for eligible K-12 school students in free/reduced school meals programs.1California recently passed legislation that will provide free school breakfast and lunch to all CA children. XX X
GOAL: MAKE HEALTHY FOOD ACCESSIBLE AND AFFORDABLE FOR EVERYONEGOAL: MAKE HEALTHY FOOD ACCESSIBLE AND AFFORDABLE FOR EVERYONE 122123 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: BUILD FOOD SKILLSGOAL: 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.

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

GIVE CHILDREN

ENOUGH FOOD
MEstablish universal second chance breakfast at all schools.5It is unclear how many schools offer second chance breakfast. This level of assessment will require further engagement with school personnel. XX X
MExpand participation in USDA summer meals programs for eligible children.2The City of Riverside partners to provide summer meals. It is not clear what the uptake of these meals areXX X
SSupport 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 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.

XXX X

PRIORITZE

HEALTHY HUNGER

RELIEF PROGRAMS
MAdopt 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.4There is not evidence this is happening on a policy level. X XXX X MDevelop food rescue initiatives with area food retailers to accept donations of healthy, surplus food for hunger relief system.2 Many organizations take part in food rescue, both from grocers and from farmers. The Feeding America Riverside San Bernardino Food Bank has a robust grocery rescue program. The Riverside Food Systems Alliance works with farmers to glean thousands of pounds of produce.

XX X X
LDevelop mobile food delivery infrastructure for communities with limited access to healthy food.2The Feeding America Riverside San Bernardino Food Bank has a mobile pantry program serving more rural areas. They are looking to expand this program in the future.XX X X SCreate 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. CalFresh works with food pantries in the City of Riverside to adopt healthy policies.

XX X
GOAL: MAKE HEALTHY FOOD ACCESSIBLE AND AFFORDABLE FOR EVERYONEGOAL: MAKE HEALTHY FOOD ACCESSIBLE AND AFFORDABLE FOR EVERYONE 124125 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: BUILD FOOD SKILLSGOAL: 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.

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

ENSURE HEALTHY

OPTIONS AND

HABITS FOR YOUNG

CHILDREN
LExpand childcare licensing regulations to include wellness requirements around healthy snacks and meals, plant slant options, and beverages that align with Blue Zones nutrition standards.4There is not evidence this is happening.XX X MIf changing licencing requirements isn't an option, create voluntary well-being policies around healthy snacks, meals, and beverages that align with Blue Zone nutrician standards. 4There is not evidence this is happening.XxX 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 everywhere 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.
2Some wellness policies identify healthier nutrition standards and some do not. XX X MEstablish policies around merchandising, display, and verbal and behavioral prompts that encourage healthy eating. 2These exist in some places but not others.XX X SEstablish a school garden education program. 2Nine of 29 Riverside Uniﬁed School District elementary schools have school gardens. The District is working to create others. XX X

INCREASE HEALTHY

EATING BEHAVIORS

AND HABITS

ON CAMPUS OF

HIGHER LEARNING
MSet guidelines for nutrition and local procurement practices for all foodservice and vending contracts in all places where students learn.5Procurement and vending contract review was outside of the scope of this assessment. XX X MEstablish local food procurement standards for learning campuses, using Blue Zones nutrition guidelines to guide food procurement and preparation.5Procurement and vending contract review was outside of the scope of this assessment. XX X

INCREASE HEALTHY

EATING BEHAVIORS

IN HOSPITALS
MAdopt CDC recommendations for healthy hospital foods served to patients and within the cafeteria and vending machines that align with BZ nutrition standards.4There is not evidence this is happening.XX X SEstablish programs to promote breastfeeding for new mothers.2 The City of Riverside has a supportive breastfeeding policy for employees. RUHS has a 24 hour breastfeeding helpline. The Inland Empire Breastfeeding Coalition promotes friendly breastfeeding policies.

XX XX X XX
MImplement 'baby friendly hospital' policies and procedures.2Parkview Community Hospital and Riverside Community Hospital are designated "baby- friendly." Other hospitals in the area do not have this certiﬁcation. XX X GOAL: INCREASE HEALTHY FOOD ENVIRONMENTS GOAL: INCREASE HEALTHY FOOD ENVIRONMENTS 126127 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: BUILD FOOD SKILLSGOAL: 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.

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

INCREASE HEALTHY

EATING BEHAVIORS

IN HOSPITALS
MEstablish local food procurement standards, using Blue Zones nutrition guidelines to guide food procurement and preparation.5Procurement and vending contract review was outside of the scope of this assessment. XX X

INCREASE HEALTHY

EATING BEHAVIORS

IN PUBLIC

FACILITIES
LEnact nutrition policy that aligns with BZ nutrition guidelines and applies to all food and beverages purchased by a local government.4This is not currently happening.XX XXX MEstablish local food procurement standards, using Good Food Purchasing Practices and BZ nutrition guidelines to guide food procurement and preparation in publicly managed facilities.4This is not currently happening.XX XXX

PROMOTE HEALTHY

OPTIONS AND

HABITS FOR

EVERYONE

MAdopt 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.2The Food and Agriculture policy plan suggests this, but it is unclear where it has happened XX X MEstablish farm to institution program, everwhere children and young adults learn and eat, using Good Food Purchasing Practices and Blue Zones nutrition guidelines to guide food procurement and preparation.2 The Riverside Uniﬁed School District has a robust program and is working to help other institutions procure more fresh local produce. GFPP have not yet been adopted. The Riverside Food Hub has worked with childcare and restaurant settings across the county.

X X XX XX
SEncourage businesses and institutions to provide private, convenient, and clean spaces for breastfeeding.2This is happening in some places but not everywhere. X X XX XX SCreate nudges to increase consumption of healthy options by students, including marketing, merchandising and display, and verbal and behavioral prompts.2This is happening in some places but not everywhere. XX X X X X X LProhibit the sales of energy drinks to minors.4This is not currently happening.X XXX SEstablish 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.4This is not currently happening.XX X GOAL: INCREASE HEALTHY FOOD ENVIRONMENTS GOAL: INCREASE HEALTHY FOOD ENVIRONMENTS 128129 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: BUILD FOOD SKILLSGOAL: 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.

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 LASTING

LEADERSHIP ON

FOOD ISSUES FOR

THE COMMUNITY
SEstablish a city or county food policy council to provide ongoing advice and input to policymakers and staff on food-related issues.1 The Riverside Food Systems Alliance is a robust body that has made signiﬁcant impact on the food systems work in Riverside to date and continue to advocate and facilitate improvements.

The Riverside Food Policy Action Plan, adopted by the Riverside City Council, was the result of the work of this group.

XX X ?X

BUILD A BASE OF

RESOURCES TO

KEEP CHILDREN

HEALTHY
XLEnact healthy kids impact fee at the register to provide a permanent resource for community health strategies designed to ensure child and adolescent health.4This is not currently happening. XXX XL/S

MAKE HEALTHY

GROCERY ACCESS

EASY FOR

EVERYONE
SAdopt or amend transit policies to allow grocery bags on public transportation, reducing barriers for individuals reliant on transit to buy groceries.4There is a limit of 3 grocery bags per person on RTA transit. XX XXX MAmend zoning regulations to allow vacant, unimproved, or otherwise blighted lands to be used for small-scale production of agricultural crops and animal husbandry.4This is not currently happening.

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.
2This has not happened to this extent, though there are elements of it in a few different places. A plan update presents opportunity. XX X
XLProvide incentives for grocers to locate in food desert neighborhoods with limited access to healthy food.4No evidence of this happening. XXX XX XXX GOAL: GROW LONG-TERM COMMUNITY HEALTHGOAL: GROW LONG-TERM COMMUNITY HEALTH 130131 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: ENCOURAGE SOCIABLE GATHERING PLACESGOAL: ENCOURAGE SOCIABLE GATHERING PLACES GOAL: BUILD FOOD SKILLSGOAL: 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.

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

USE PUBLIC LAND

AND PLANNING

TO ENABLE FOOD

PRODUCTION BY

LOCAL RESIDENTS
MAmend zoning regulations to permit backyard chickens, beehives, front yard fruit trees, food gardens, non-commercial greenhouses, and rooftop gardens.2
Chapter 19.455 - ANIMAL KEEPING of Riverside City Code only allows 5 or fewer chicken or rabbits on lots over 20,000 sq. ft. Bee-keeping is allowed with miminal requirement. There is no restriction on front yard fruit trees or food gardens. A greenhouse is considered an accessory structure and regulated as such. Hoophouses are not mentioned.

XX X X X
SAmend zoning regulations to establish, protect, and expand community gardens and orchards on public land and land provided by community organizations and members.4
Zoning codes do not mention community gardens explicitly to allow or disallow them. The Housing Element plan notes the city will assess its processes to determine how to best support community gardens and farmers markets in targeted locations.

XX X X
LEstablish plant edible landscaping and pollinator friendly perennial landscapes program on publicly managed landscapes and new local- government funded housing developments4No evidence of this happening in any intentional way.XX XX X LAmend 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 county has a process to preserve agricultural lands of 100 acres or more, in alignment with the state's Williamson Act. In the city of Riverside, about 4600 acres of private lands have been protected for more than thirty years by Proposition R in 1979 and Measure C in 1987. The 2025 General Plan provides for preservation of these and a few other areas. The Riverside-Corona Conservation District promotes the use of conservation easements and fee-title donations of land.

MAmend zoning regulations to create 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.2 The Northside Heritage Meadows site is a developing 7-acre urban agricultural production and education site owned by the city. There are no zoning regulations to incentivize agricultural use on other property at this time.

XX X

CARE FOR

NATURAL

RESOURCES

NEEDED TO GROW
FOOD
MAmend jurisdictional ordiances or policies to prohibits the use of pesticides on publicly managed lands to support polinators.4 The code only prohibits chemicals on a statewide list: No chemical shall be used for cultivation that contains any substance on the list prepared pursuant to California Health and Safety Code section 25249.8.

XX X
SEducate retailers to discourage the sale of nursery plants treated with pesticides that are particularly harmful to bees and other pollinators.4No evidence of this policyXX X X

SUPPORT AREA

FARMERS TO RAISE

FOOD FOR LOCAL

MARKETS
LEstablish a food hub where local farmers can sell their produce to restaurants, schools, hospitals, and institutions. 1 The Riverside Uniﬁed School District has Food Hub within their school food and nutrition department to aid in their Farm to School Program. In addition, Riverside County passed a "ﬁrst- of-its-kind" micro kitchen ordinance that allows for small home-based entrepreneurs to do more food production in their home kitchens.

XX X XX
GOAL: GROW THE LOCAL FOOD SUPPLYGOAL: GROW THE LOCAL FOOD SUPPLY 132133 Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Alcohol
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.

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.

CITY OF RIVERSIDE
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. 134135 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents
A readiness assessment focused on the alcohol policies and environment of Riverside, California, was conducted during January - February 2023, beginning with a scan of the
Riverside Municipal Code to identify local alcohol policies, followed up by focus groups with local stakeholders on
January 30 and a key informant interview on February 21.

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 Riverside 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 542 establishments licensed to sell alcohol in Riverside. This amounts to 17 alcohol outlets per 10,000 people and consists of 341 off-sale (e.g., convenience stores, liquor stores, grocery stores, supermarkets) and 201 on- sale outlets (e.g., restaurants, bars)

2. Riverside’s Municipal Code
includes ordinances that restrict public alcohol consumption and intoxication and open containers of alcohol in public.

Other policies place limits on the consumption of alcohol in public parks and recreational facilities and on the location and density of businesses that sell and serve alcohol.

Based on our evaluation and supplemented
with interviews and additional research into
the policies and practices of Riverside, there
are ways to strengthen the city’s alcohol
policy environment. These opportunities are
presented in this Assessment Report.
17/10,000 people
542
341
establishments licensed
to sell alcohol in Riverside
off-sale (e.g., convenience stores, liquor
stores, grocery stores, supermarkets)
201
on-sale outlets (e.g., restaurants, bars)
2 California Department of Alcoholic Beverage Control, 2023 136137 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Blue Zones Alcohol Policy Goals
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 binge- drinking, 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

3. 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.

ALCOHOL POLICIES: Riverside has established policies
to limit the consumption of alcohol in public places and sales of alcohol near schools and parks. In addition, the City of Riverside 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. The City does this by
designating retail alcohol sales as a “special use,” requiring an application for a conditional use permit to operate 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.

The City of Riverside also has a “social host” ordinance to monitor underage drinking parties and hold accountable
the adults that provide, allow, or provide a place for minors to consume alcohol on private property.

BINGE
drinking
drinks on occasion
51 5
48 MEN
WOMEN
HEAVY
drinking
drinks per week
Assets & Strengths
Riverside has several assets to leverage to help create environments that can prevent excessive and underage
drinking and related problems. Riverside City officials reported extensive use of prevention strategies along with policy enforcement to decrease underage and excessive
alcohol use.

Activate Riverside County - City of Riverside Assessment Report 3 U. S. Centers for Disease Control and Prevention (CDC), 2023. https:/ /www.cdc. gov/chronicdisease/resources/publications/factsheets/alcohol.htm 138139 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents

PROBLEM PREVENTION STRATEGIES TO SUPPORT
COMPLIANCE WITH POLICIES: The Riverside Police
Department has a special unit to address “quality of life” issues, such as problems associated with alcohol use. According to City officials, this unit monitors compliance with laws related to alcohol and tobacco and takes a proactive approach to help educate existing and new businesses to understand the laws and responsibilities of serving and selling alcohol, including, “over serving, underage drinking, and consuming alcohol in settings not approved for use.”
This proactive approach includes reaching out to community residents and the business community to assess the alcohol sales landscape, especially in the entertainment district that has a high concentration of alcohol outlets. These activities are supported, in part, by funding from a grant program for local law enforcement provided jointly by the California Department of Alcoholic Beverage Control (CA-ABC) and the California Office of Traffic Safety (OTS). The goals of the grant, entitled “Minor Decoy Program,” are to reduce the number of licensees who sell alcohol to minors and reduce youth access to alcohol.

The Riverside Planning Department conducts active reviews of alcohol conditional use permit applications and works with a designated police sergeant to participate in the approval of new business licenses that include sales of alcohol and tobacco. This is part of a set of proactive prevention strategies to assist in assuring compliance with alcohol policies.

In addition, City officials reported proactively monitoring compliance with the “social host ordinance” to prevent parties that are serving alcohol to underage minors. City officials reported checking social media and regularly interacting with youth to help prevent underage drinking parties.

The Riverside Police Department website describes the
“Know Your Limit” program. Officers go on foot into
Riverside’s various entertainment districts, where they contact club and bar goers outside the businesses.

Volunteers are asked what they believe their BAC is currently, and if they feel they’d be safe to drive a car. They then blow into a breathalyzer in front of their friends. The program is designed to provide an educational opportunity within the Riverside Community to encourage groups to designate a
sober driver and make good choices.

INTERVENTION PROGRAM: Riverside County has a program
to integrate screening, brief intervention, and referral to treatment (SBIRT) for individuals experiencing problems with alcohol use and provides this program in Riverside.

OTHER STRENGTHS: The following strengths are not related to alcohol policies but were mentioned by focus group members:
School-Based Programs
Riverside Uniﬁed School District participates with local treatment providers to provide treatment for students.
Treatment Programs
Stakeholders reported that Riverside County Behavioral
Health and other organizations, such as Solid Ground
Wellness and Riverside Recovery Resources, provide
treatment services for people with substance use
disorders or addiction. Riverside County Behavioral Health coordinates regular meetings of treatment providers to
monitor the progress of treatment services provided to
residents of the City of Riverside and other areas in the County. Stakeholders also reported that the recovery
community in the City of Riverside is large and very
engaged in helping youth and adults in the recovery
process. The recovery community could be an asset in
supporting policy development in Riverside.
ate ActivaARiverside County - Cityof Riverside AssessmentReport

140141 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Challenges
There are challenges that could prevent or hinder
Riverside from maximizing or fully capitalizing on
opportunities. These include:

During focus groups, meetings, and interviews,
opportunities emerged for improving some aspects
of Riverside’s alcohol policy implementation.

MAINTAINING AND EXPANDING SUPPORT FOR ALCOHOL
POLICY IMPLEMENTATION: Maintaining the City of Riverside’s current practices of alcohol policy implementation, including continuing to monitor and support alcohol businesses,
could be challenging. Change in City personnel or a change in political support for the current practices could create challenges that require support from community residents.

FUNDING AND OTHER RESOURCES: Riverside City officials
report high anticipated residential growth. Maintaining the implementation of alcohol policies requires resources.

Currently, the City of Riverside uses grant funding to help implement alcohol policies. Sustaining these efforts will likely be a challenge when grant funding ends. This challenge includes the resources to collect and analyze data to assess progress in improving the safety and health of the community.

ADDITIONAL POLICY ADOPTION: Engaging the business
community in adopting policies and practices that limit youth access to alcohol and excessive drinking in the entertainment zone could help sustain policy implementation.

MESSAGING: Community stakeholders expressed interest
in increasing the messaging, such as regular public service announcements and improving education on substance use
issues, to help prevent youth alcohol consumption. If used to raise awareness about evidenced-based policies to prevent access and consumption by youth, these messages may
increase community members’ awareness of the issues related to youth access to alcohol and increase support for policy development and implementation.

DATA ANALYSIS: The City of Riverside’s ongoing alcohol
policy implementation creates an opportunity to collect and analyze data, including feedback from residents, review current practices and processes, plan improvement, and
celebrate successes.

Opportunities
Activate Riverside County - City of Riverside Assessment Report 142143 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
ReadinessAcknowledgements
In general, there appears to be an appreciation
for alcohol policy and prevention and an interest
in engaging in new efforts among Riverside
city officials and community stakeholders. City
officials reported interest in maintaining what they
perceive as a low level of calls for police service to
alcohol establishments. For example, the City has
adopted alcohol policies and created a method for
comprehensive implementation through the city’s
planning and police departments. These efforts
could serve as a model for other communities in
Riverside County or other Blue Zone communities.

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 direct-service 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.

Riverside community stakeholders and City officials appear engaged in decreasing underage drinking and excessive
drinking. To address these issues, City officials explained that they rely mainly on grants to reduce harm related to alcohol and may need additional/new resources to sustain their efforts.

These efforts indicate interest in and readiness to engage in further enhancement of alcohol prevention and enforcement activities and potential Blue Zones related initiatives.

Riverside’s policy implementation could be enhanced and sustained through the engagement of the business community, gaining support from community residents, and support
through Blue Zones’ efforts.

NAME ORGANIZATION
Chad CollopySergeant, Riverside Police Department
Desmond YoungCommunity Relations Business Development Manager, Riverside Recovery Resources Gabriela AlonsoCoordinator School, Family, and Community Partnership, Riverside Unified School District Lisa MolinaFounder, Solid Ground Wellness and Recovery
Nathaniel TollefsonSupervision Behavioral Health Specialist, Riverside County

144145 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
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.

SMALLMEDIUMLARGEEXTRA LARGE Level of Effort:

Category:

Blue Zones Alcohol Policy Menu and Scan
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)

CATEGORY

LEVEL OF
EFFORT
FOCUS (Strategy)
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 above.

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.

4. State preemption

ESTABLISH SOCIAL-

HOST LIABILITYL
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.

1. Riverside, CA Code of Ordinances, Chapter 9.07 - Social Host of Minors Accountability
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)

CATEGORY

LEVEL OF
EFFORT
FOCUS (Strategy)
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 above.

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.

4. State preemption
S
If not already in place, establish standards above which it is illegal to operate electric scooters and other micro- mobility devices on roads or sidewalks while legally
intoxicated.

4. 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.

1. Riverside, CA Code of Ordinances, Chapter 9.05 - Possession of Alcoholic Beverages on Posted Premises and Consumption of Alcoholic Beverages in Public Places

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.
"1.a) The city of Riverside has funding from the California Department of Alcoholic Beverage Control (ABC) Enforcement / Office of Traffic Safety grant programs for local law enforcement: “Minor Decoy Program” The goals of the Minor Decoy Program are to reduce the number of licensees who sell alcohol to minors and reduce youth access to alcohol. Local law enforcement agencies can contact the Department of Alcoholic Beverage Control (ABC) to ﬁnd [out] about available funding for th[e]s[e] program[s] by the Department and/or by the California Office of Traffic Safety (OTS) through the National Highway Traffic Safety Administration (NHTSA).

1.b) On its website, Riverside PD lists this as a “Prevention Program:”

Riverside PD “Know Your Limit” program
Riverside Police Department has launched the Know Your Limit program.

RPD officers go on foot into Riverside’s various entertainment districts where they contact club and bargoers outside the businesses. Volunteers are asked what they believe their BAC is currently, and if they feel they’d be safe to drive a car. They then blow into a breathalyzer in front of their friends.

The program isn't intended as a scare tactic. Instead, it’s designed to provide an educational opportunity within the Riverside Community to encourage groups to designate a sober driver and make good choices.

RPD is also working with the Downtown Partnership and other business owners to make sure the program is a positive inﬂuence on their patrons and does not negatively impact their business."
GOAL: ENHANCE PUBLIC SAFETY PROGRAMS
146147 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)

CATEGORY

LEVEL OF
EFFORT
FOCUS (Strategy)
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 above.

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.

1. Riverside, CA Code of Ordinances, Chapter 19.450 ALCOHOL SALES.

The purpose of regulating the sale of alcohol is to ensure compatibility of such uses with surrounding uses and properties and to avoid any impacts associated with such uses. Subsections: Applicability and permit requirements, Site location, operation, and development standards, Other applicable regulations (overconcentration and PCorN), Variances.

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.
"1. Riverside, CA Code of Ordinances
Chapter 19.620 - GENERAL SIGN PROVISIONS

19.620.040 - Exempt signs

19.620.050 - Prohibited signs.

19.450.030 - Site location, operation, and development standards.

D. 8. No beer or wine advertising shall be located on gasoline islands; no lighted advertising for beer or wine shall be located on buildings or in windows. [same as state law]"
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

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.

SWork 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.

GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)

CATEGORY

LEVEL OF
EFFORT
FOCUS (Strategy)
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 above.

ESTABLISH FREE-

RIDE-HOME

PROGRAMS
SEstablish and promote programs to provide free rides
home to people who may be intoxicated.Unknown. Need to speak with key informants.

ESTABLISH PLACE-

OF-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.

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.

Unknown. Need to speak with key informants.

GOAL: DISCOURAGE EXCESSIVE & UNDER-AGE DRINKING
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: ENHANCE PUBLIC SAFETY PROGRAMS
148149 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
REGULATORY Level of Effort:Category:NON-REGULATORY SMALLMEDIUMLARGEEXTRA LARGE GOAL: PROMOTE NATURAL MOVEMENT
ACTION
(Objective)

CATEGORY

LEVEL OF
EFFORT
FOCUS (Strategy)
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 above.

SUPPORT THE

RESPONSIBLE

CONSUMPTION OF

ALCOHOL
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

RESPONSIBLE-

BEVERAGE-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
150151 Blue Zones: Riverside County Report
Table of Contents Table of Contents
Tobacco
Curbing tobacco use is one of the most easily available ways to improve health in Riverside.

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 second- hand smoke annually. Another 16 million live with a serious illness caused by smoking that erodes their quality of life.

CITY OF RIVERSIDE
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. 152153 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
152
Table of Contents
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).
40million4.7million
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

32.3%tobaccoretailers-500
ft

11.5%
tobacco
retailers-1000
ft SCHOOLS
Riverside City 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 Riverside City. 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 Riverside City to strengthen retail policies. Riverside City’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 Riverside City 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.

SEE Appendix Page 225 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.

Challenges & Threats
to Overcome
Assets & StrengthsOpportunities
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CITY OF RIVERSIDE
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 certiﬁcation 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 50-70% 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. 156157 Blue Zones: Riverside County Report
Table of Contents Table of Contents
Schools make a wise investment 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

CITY OF RIVERSIDE
158159 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of ContentsTable of Contents
The following readiness assessment examines school districts within the City of Riverside (Riverside), including Riverside Uniﬁed School District (RUSD), serving eastern Riverside, Alvord Uniﬁed School District, (AUSD), serving Western
Riverside, Sherman Indian High School, serving Native
American tribal members, and the CA School for the Deaf, Riverside. In addition to compiling data through analysis of textual resources, focus groups with stakeholders, including school leaders, community engagement professionals,
community organizations, and other representatives proved instrumental in capturing valuable information for this report.
5 The purposes of these gatherings were to gain an
understanding of the districts’ schools, and determine their readiness for working with Blue Zones to identify current strengths that enhance efforts of well-being, weaknesses to better understand challenges, and opportunities to revitalize school environments and better promote physical, social, and emotional health throughout the region.

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.

Located in the southern region of California, Riverside County is the State’s fourth largest by total area, comprising 7,206 square miles, and bordered by San Diego, Imperial, La Paz, San Bernardino, and Orange Counties.
6 Riverside enjoys a diverse
population of just over 2.4 million residents who live across a mix of urban and rural localities.
7 Riverside is a community of approximately 317,500 residents located 54 miles southeast of Los Angeles and 100 miles north of San Diego.
8 The City’s education system consists of
Riverside Uniﬁed School District (RUSD), Alvord Uniﬁed School District (AUSD), and Sherman Indian High School (Bureau of Indian Education) and the CA School for the Deaf, Riverside.

RUSD has 49 schools serving approximately 42,000 students across 29 elementary schools, 7 middle schools, 5 high schools, 8 specialty schools, and 21 pre-school programs.
9 AUSD has
23 schools that serve approximately 20,000 students across 14 elementary schools, 5 middle schools, 2 high schools, and 2 continuation schools.
10 Background
49 schools
42000
students
29 elementary
schools
7 middle
schools
5 high
schools
8 specialty
schools
21 pre-school
programs
23 schools
20000
students
14 elementary
schools
5 middle
schools
2 high
schools
2 continuation
schools
The Blue Zones region of focus encompasses six communities across Riverside County, including the City of Riverside, representing an opportunity to make a tangible impact on this vibrant community’s public health.
4 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 difficult to prioritize, with an undeniably strong influence on most other outstanding challenges. 160161 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
161
Table of Contents
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.11 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”.
12 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.
13 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.
14 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.
15 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.

RIVERSIDE COMMUNITY-BASED EFFORTS TO IMPROVE SCHOOL

ENVIRONMENTS
Among the most signiﬁcant strengths school districts in this community possess are partnerships with community organizations that work to support students and families. Schools are no longer places that only provide an education—they are neighborhood hubs that community organizations collaborate with to offer critical services and resources, including 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, especially in areas where the institutional pull on education occurs more frequently and intensely, several community organizations in the region of study have nobly answered the call to service, stepping in to assist and offer programming to help meet these needs.

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 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. These opportunities are an impactful way to incorporate nutrition curriculum through experiential learning. Moreover, gardening provides opportunities for brain breaks and physical activity, and fosters social- emotional skills.
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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.

Table of Contents
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.

RIVERSIDE UNIFIED SCHOOL DISTRICT (RUSD) & ALVORD UNIFIED

SCHOOL DISTRICT (AUSD)
Wellness is of primary importance at RUSD, and centers on a robust and up-to-date wellness policy.16 In recent years, the District Wellness Council developed, implemented, and evaluated wellness programs, policies, and initiatives aimed at improving the physical and emotional health of those in the RUSD community, and strives to create a culture of wellness in the district by encouraging healthy habits and promoting physical activity, healthy eating, and positive mental health practices.
17 A few highlights
revolving around wellness include:
active, engaged student- and parent-led wellness councils and committees across elementary, middle, and high school grade levels executing events like “Kindness is Wellness Week”;
frequent wellness resource fairs,
coordinated through the RUSD Family
Resource Center, that provide families
with student learning and community
partner resources, including food;
a dedicated employee wellness
coach trains RUSD faculty and staff
how to maximize their wellness
so that students receive the rich
educational experience they deserve;
family webinars offering guidance
on ways to live a healthier life
RUSD’s Nutrition Services Department is also committed
to providing healthy foods to children, and works with local farmers to supply fresh fruits and vegetables to schools. One result of this commitment has been the introduction of salad bars in every elementary school. The district is also utilizing their KIT funds to achieve a goal of providing 40% of meals with speed scratch cooking. With scratch cooking, food is prepared with fresh ingredients so there are no preservatives or additives added—speed scratch cooking utilizes a technique that takes out a portion of the scratch cooking process to make it easier.

RUSD was awarded grant funds from California’s Department of Food and Agriculture to bring fruits and vegetables to the community. In partnership with the Riverside University Health System, the Riverside Food Hub was created to purchase
locally grown fruits and vegetables that were purchased and then sold to schools, childcare centers, restaurants, and health facilities to provide access to healthy foods that would otherwise not be available. The Riverside Food Hub also offers nutritional education to RUSD and other schools in the region. 18 AUSD promotes its wellness policy online and provides resources that align with wellness for students, such as sample healthy USDA-approved Smart Snacks and healthy
classroom fundraisers. Additionally, some schools remained active with school wellness committees that work to
implement the district wellness policy and run other wellness related activities. For example, a spirit run held by the Alvord Education Foundation was held for students and parents
to come together and show their school district spirit while fundraising for scholarships.

Further, AUSD’s Nutrition Services Department provides
online nutrition education tools for students, teachers, and parents. AUSD also encourages parents to join in helping lead school-based wellness councils. In 2017, AUSD had 8 schools achieve recognition from the Alliance for a Healthier Generation’s Healthy Schools Program, which indicates that these schools value making change toward well-being and can implement additional well-being initiatives that already align with current efforts.

Both Alvord and Riverside Uniﬁed School District received an activation grant from the Alliance for a Healthier Generation through an initiative with Kaiser Permanente. These funds can be used to procure tools that encourage physical activity, healthy eating, and social-emotional health, create calming spaces, and promote staff well-being.
19 Cumulatively, these initiatives demonstrate that RUSD and AUSD both value wellness, which indicates readiness to take the next steps in the Blue Zones transformation process. e ActivatversiRivd
162

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Activate Riverside County - City of Riverside Assessment Report Opportunities Challenges
An area of potentially signiﬁcant
opportunity mentioned in our focus
groups regarded a paradigm shift in
the metrics used to evaluate school
systems, from a focus on test scores to
implementing programs and policies
that measured students’ well-being
from a whole child approach.

Re-energizing and expanding District
Wide Councils to include additional
elements of health transformation can
help to update some of these policies,
organize efforts, and streamline well-
being activities in schools. It will
also provide opportunities for the
districts as a whole to communicate,
collaborate, and share important ideas
and resources with each other to
amplify impact.

During the focus group, community and school stakeholders expressed signiﬁcant concerns related to issues affecting students’ overall mental health, including their feelings of stress, anxiety, depression, and loneliness. They noted how community members and their families continue dealing
with perennial challenges, including economic hardships and ﬁnancial instabilities due to the exorbitant and seemingly ever- increasing costs for housing, programming, social services, and childcare, which were often labeled as underlying root causes of diminished well-being. Focus group participants also vocalized heavily the negative effects associated with students’ social media consumption.

Additionally, zoning-related issues for schools require parents to do more, including driving children to school, and traveling further for sports programming and after school activities. This also makes walking to school and other places impossible.

School districts were overtaxed during the height of the global COVID-19 pandemic, and worked hard to satisfy the many needs of students and families. Utilizing the well-organized response during this time to support students and families to leverage a new approach to overall well-being can be accomplished by reestablishing district wellness goals and policies that will help build a cultural shift wherein valuing well-being becomes the norm throughout the school environment and community. RUSD has a current District Wellness Policy and is working to further engage a district-wide committee with representatives from each school that can work together to promote well-being and meet more than the current expectation of 4 times per year. Understanding the underlying challenges reinforces the need for improved well-being throughout the community, where an investment in transformation would bring opportunities for relieving stress, reducing loneliness and alleviating depression—forming and nurturing social groups that support healthy habits leads to happier lives.

Blue Zones can help to create a streamlined approach to school health through the Blue Zones Project School Pledge Actions 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 social connectedness opportunities
adding physical activity opportunities and mindfulness into the school day assisting with joint use agreements for shared use of sports and play areas 166167 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
People and Organizations Engaged during Assessment

NAME ORGANIZATION
Christopher Bates
Owner, Raincross High
Performance
Claudia Carlos
CalFresh Healthy Living,
University of California
Cooperative Extension Riverside
Damien O’Farrell
President, CEO, Parkview
Legacy Foundation
Eddy Jara
Tobacco Prevention Coordinator,
RUHS Public Health
Dr. Edwin Gomez
Superintendent, Riverside
County Office of Education
Gabriela Alonso
School/Family Partnerships,
Family Resource Centers, RUSD
Ginko LuederNutrition Specialist, RUSD
Irene CapenFaith in Motion
Jason Jones
Student Services, Riverside
County Office of Education
Joy FehrPresident, La Sierra University

NAME ORGANIZATION
Kat Satterly
CA Program Manager, Alliance
for a Healthier Generation
KC Leonard
Master Gardener UCCE
Riverside
Kevin Straine
Business Development - School
of Business, La Sierra University
Michelle Santiago
RUHS - Public Health, Health
Equity Program
Richard Zapien
R’ Garden, University of
California, Riverside
Seth Wilson
Director Energy & Economic
Development, Cutting Edge
Capital
Shalauren Jones
Health & Well-Being Services,
University California, Riverside
Stephanie MaciasNutrition Specialist, RUSD
Tom Dickson
Director of Institution Support,
Growing Inland Achievement
7 167
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FOOTNOTES
4 Image courtesy of the United States
Census Bureau. https:/ /data.census.gov/
proﬁle?g=0500000US06065
5 Building- and district-level personnel include
superintendents, those from child nutrition services,
and those from health and physical education.
6 United States Census Bureau. Riverside County,
California - Census Bureau proﬁle. https:/ /data.
census.gov/proﬁle?g=0500000US06065
7 Ibid
8 Gehrlein, T. (2022). City of Riverside, California
[Context report, unpublished]. Elemental Advisors.
https:/ /docs.google.com/document/d/1hJp1WN3oWc
9lbAAPuyo375fd7eQwHWjb/edit#heading=h.3znysh7
9 Ibid
10 Ibid
11 California Department of Education. (n.d.).

Universal meals - school nutrition. https:/ /www.cde.
ca.gov/ls/nu/sn/cauniversalmeals.asp
12 Ibid
13 California Department of Education (n.d.). 2022
Kitchen Infrastructure and Training Funds. https:/ /
www.cde.ca.gov/ls/nu/kitfunds2022.asp
14 Riverside County Office of Education. (n.d.).

Superintendent’s Initiatives. https:/ /www.rcoe.us/
about-us/superintendent/superintendent-s-initiatives
15 Riverside County Office of Education. (n.d.).

CAREspace. https:/ /www.rcoe.us/departments/
student-programs-and-services/alternative-
education/carespace
16 Riverside Uniﬁed School District. (2022). Local
school wellness policy. https:/ /sites.google.com/
riversideuniﬁed.org/localschoolwellnesspolicy/home
17 Ibid
18 Riverside Uniﬁed School District. (n.d.). Riverside
Food Hub. https:/ /www.riversideuniﬁed.org/
departments/nutritionservices/food_hub
19 Alliance for a Healthier Generation (2019,
December 12). New Kaiser Permanente partnership
tackles the challenge of trauma and stress faced
by faculty, staff and students nationwide. https:/ /
www.healthiergeneration.org/articles/new-kaiser-
permanente-partnership-tackles-the-challenge-of-
trauma-and-stress-faced-by
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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 Approval, we require a signiﬁcant percentage 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.
9 169

CITY OF RIVERSIDE
170171 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Riverside’s forward-looking focus on
modernizing and improving access to mental
health care (State of the City, Mayor Patricia
Lock Dawson) demonstrates city leadership
support for community well-being.
Well-established worksite programs at City
of Riverside, and University of California,
Riverside provide some local models for other
employers interested in launching worksite
wellness programs. Both programs have
wellness ambassadors, and designated staff to
support wellness programming.
There is a signiﬁcant presence of higher education
institutions which could support or provide
program resources or support for worksite well-
being program development in the Riverside
community. These institutions include University
of California, Riverside, California Baptist, and
Riverside City College institutions.
Presence of nonproﬁts, such as Riverside Community Health Foundation (a nonproﬁt clinic/Federally Qualiﬁed Health Center), provides access to high- quality, medical, and dental low-cost care to uninsured and underinsured worker populations. These organizations provide service to the uninsured (10.6%) in the community. These organizations all provide support for some of the lower income, underinsured population who may work part-time or have poor insurance coverage.
The Riverside community has an active transportation/commuting masterplan, which overtime may assist workers in moving to active commuting.
There are public spaces in the community which could be leveraged by worksites for places to network and connect workers and family members, as well as possible activity moais.
Some employers, such as Alvord Uniﬁed School District, have cultures which encourage and create opportunities for employees actively volunteering in the community-however, most employers we spoke to do not have a policy, and are not encouraging volunteerism through the worksite.

RIVERSIDE LARGE EMPLOYERS
County of Riverside
22,500 employees
March Air Force Reserve
9,600 employees
University of California, Riverside
8,593 employees
Kaiser Permanente
5,846 employees
Riverside Unified School District
5,003 employees
Riverside University Health System
3,500 employees
City of Riverside
2,336 employees
Riverside Community Hospital
2,200 employees
Strengths
170
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Challenges
Top health and lifestyle risks in the community are
insufficient sleep, obesity, high cholesterol, hypertension, and sedentary lifestyle. (Sedentary lifestyle, hypertension and smoking all being higher risks than the surrounding county residents).
Riverside is an increasingly diverse community with a
growing employee population that is underserved by
a shrinking number of physicians, nurses, and related
healthcare professionals.
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 they are
comfortable; given the limited number of culturally similar providers in the area. Riverside has a 54.7 % Hispanic or Latino population.
Employers that have worksite wellness programs in place are seeing low engagement (<25% utilization).
Engaging remote and geographically dispersed employee
populations.
Most employers do not have dedicated staff to lead
initiatives and rely on volunteer committees and health plans to support workforce wellness initiatives.

CHALLENGE OF ENGAGING REMOTE

WORKERS AND NATURE OF

COMMUTERS AROUND THE COUNTY
Thereality is that a lot of people
work from home or they commute
and don’t live in Riverside… they
might live in Los Angeles and they
might live in Orange County, and so
they commute to campusand we
found a lot of the things that we did
to promote health and well-being
had limited representation from
this (remote) group because most
weren’t present on the campus.
“”
s

CHALLENGE OF ENGAGING REMOTE
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Opportunities
Employers including well-being content
in leadership training programs in the
worksite - doing this can help leaders
understand the value of focusing on
employee health and help provide
managers with the tools to support
employee health, productivity, and
organizational performance.
The focus on “community well-being”
(Mayor’s State of City, January 2023) is
a strong foundation to encourage area
businesses to support worker health and
well-being.
Based on the community led presentation, the top lifestyle related conditions with the greatest opportunity for health improvement are obesity, high cholesterol, hypertension, sedentary lifestyle, smoking, and sleep. Employers can provide targeted policy, education, and environmental changes to make healthier choices easier for nutrition, discouraging tobacco or substance use, and encourage natural movement through the day to make health improvement changes easier for employees.
Explore leveraging the foundation built from the prior policy framework “Building Healthy Communities (BHC)” impacting health inequities to build out Blue Zones community certiﬁcation.
Develop partnerships and align and leverage worksite health efforts with tools, resources and campaigns supported by the local higher education institutions and local nonproﬁts. (i.e. Best practice sharing and networking meetings, clinical/researchers sharing evidence based research on policy change, program impact, and measurement support).
Include a workstream for employers and worksite health as a part of the Mayor’s city focus on “modernization of behavioral and mental health services” for Riverside.
In addition to existing efforts to improve access to healthcare services and providers in the community through mobile and telemedicine, employers should focus on culturally appropriate health education, and communication of available well-being and preventive services (which are underutilized across employee populations in Riverside).

UNIVERSITY OF CALIFORNIA

RIVERSIDE
Executive Leader
UCR is committed to a campus
culture that promotes wellness
through healthy lifestyles that
enhance the quality of life for
our faculty, staff and students.
“”
17 747444447474747477

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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 plant-
based 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.

CITY OF RIVERSIDE
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
ss
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Riverside Restaurants
Relying on research and the county food
hygiene rating data, there are close to 900
restaurants located in Riverside with options
for diverse types of cuisines and healthier menu
items. More discovery is needed to determine
a full list of eateries and a breakdown of local/
chain restaurants. However, the majority of the
restaurants in the city appear to be locally owned.

Only about 12% are chain restaurants.

There are at least two restaurants that stood out for
specializing in plant-based options, and both are also highly rated on Google by reviewers with more than four stars.

Monty’s Good Burgers offers 100% plant-based versions
of fast food classics like burgers and shakes. The Riverside location is one of four in the state of California, according to the restaurant’s website. The Oasis Vegetarian Cafe, located on Pierce Street, offers vegetarian and vegan options of American and Mexican favorites.

Riverside is home to eclectic cuisine, reﬂective of the City’s diverse demographic make-up, with a particularly high
concentration of Mexican restaurants. In addition, types of cuisine on offer include:

There are, of course, also many restaurants serving American food or specializing in seafood. You’ll also ﬁnd more than 10 grills and pubs in the City of Riverside, in addition to the usual fast food restaurants serving foods like pizza, burgers, barbecue, and tacos.

Asian/Asian Fusion
Chinese
Creole
Filipino
French
Hawaiian
Greek
Indian
Italian
Japanese/Sushi
Korean
Mediterranean
Mexican
Middle Eastern
Pakistani
Salvadoran
Thai
Vietnamese
There are of course also many restaur
urse also man
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rants serving American
rant

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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 in-
store 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 Hy- Vee 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 Health Sales Customer Growth

CITY OF RIVERSIDE
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Riverside Grocery Stores
Initial research shows that many of the stores, markets and convenience stores that sell groceries in Riverside are concentrated along or near the I-10 corridor. More discovery is needed for a full list of grocery stores of all types in the city. However, an initial online search shows that there are more than 50 grocery stores and food markets in the City of Riverside, not counting convenience stores. There appear to be many options in the city ranging from large big-box stores and major grocery store chains to ethnic markets and specialty stores. There are a handful of stores that specialize in healthy or organic foods.

While many stores in the city offer healthy food items, there were a handful of stores that stood out for specializing in providing healthier options. These included:
Clark’s Nutrition & Natural Foods Market – Riverside – This natural foods store has four locations in California including this one on Market Street in Riverside.
Goodwin’s Organic Foods and Drinks – This family-owned store specializes in certiﬁed organic grocery items and prepared meals, and it also has a juice bar.
La Sierra Natural Foods – This health food store is located at La Sierra University.

FARMERS’ MARKETS & PRODUCE STANDS
The Riverside Downtown Farmers’ Market located on Main
Street in downtown Riverside between 5th and 6th Streets is a venue for area farmers to sell their seasonal produce. It is open on Saturdays from 8 a.m. to 1 p.m. offering fresh fruits and vegetables, hummus, cheese, baked goods and other
food items for sale.

There are also several produce markets and stands selling fresh, local produce in the City of Riverside. These include, but are not limited to, Corona Farms Fresh Produce, a
covered stand located on Madison Street, and the Gless
Ranch, a produce market with locations on Van Buren Blvd. and Dufferin Ave.

Major chains represented in the City of Riverside, with some having more than one location, include:

Besides a large selection of Mexican food markets in the City of Riverside, there are also grocery stores catering to other ethnicities. Here is a partial list showing a sample of these stores:

Hala Produce & Market
Super Seafood Asian Market
Saet Byul Asian Market (Korean grocery)
India Sweets & Groceries
European Deli Market
International India Bazaar
Farmers Market International Market
Albertsons
Ralphs
Smart & Final
El Super #57
ALDI
Stater Bros. Markets
Food4Less
Vons
Northgate Market
Sprouts Farmers Market
Grocery Outlet
Target Grocery
Cardenas Market
Trader Joe’s
Walmart Supercenter
Sam’s Club
Mother’s Nutritional Center
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CITY OF RIVERSIDE
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). 186187 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents
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.

CITY OF RIVERSIDE
188189 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Faith-Based Organizations Civic Organizations
There are over 50 registered civic,
charity, and nonproﬁt organizations
in Riverside that focus on causes
as diverse as animal shelters, food
insecurity, children’s issues, and
immigrant and refugee issues.

Some notable organizations in Riverside include
the Carolyn E. Wylie Center for Children, Youth
and Families which offers education, prevention,
and mental health treatment services for youth
and children at risk. Other organizations of note
include the Community Action Partnership of
Riverside which provides ﬁnancial support and
planning to families in crisis and the Riverside
County Office of Aging Grandparents Raising
Grandchildren Program.

Over half the population of Riverside identiﬁes as Christian, and the city is home to Catholic, Eastern Orthodox,
Church of Jesus Christ of Latter Day Saints, Seventh-Day Adventist, Protestant, and Universalist Unitarian churches, an Islamic mosque, Jewish synagogue, Hindu temple, and
several Buddhist temples. Riverside is also home to the Inland Empire Atheists and Agnostics organization. The
Riverside Interfaith Forum hosts weekly, free interfaith talks by leading religious and spiritual leaders from the Riverside faith community.

Faith-based groups offer more than just fellowship and
religious expression. For example, Faith in Motion is
a collaboration of faith communities across Riverside
County that provides support for foster children and their prospective families. Over 100 faith communities from
across the county participate in this collaborative effort.

The Faith in Motion collaboration was founded in 2013 by the Department of Social Services and provides outreach and support to faith-based communities who participate in the program by providing donations and physical support to foster children and their families.

Other faith-based groups that offer community support
and engagement in Riverside include Harvest Christian
Fellowship, which provides regularly scheduled events such as “Homeless Outreach in the Park” in Fairmount Park, as well as youth events.
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All Saints Episcopal Church has an
active outreach ministry called “Path of
Life” that serves Riverside residents.

Path of Life participates in the Love Your
Neighbor program that serves Riverside’s
homeless community, advocates for
best practices for the Riverside police
force, works to build bridges across
diverse faith communities and ethnic
and racial minorities and refugee groups,
and advocates for the end of gun
violence. Path of Life extends its religious
commitment to include social justice
programs that improve the quality of life
for all Riverside residents.

The City of Riverside has Community
Development Block Grant (CDBG) funds
available for faith-based organizations who
are engaged in sustainable neighborhood
revitalization and urban renewal programs.

There are over 155 tax-exempt religious
organizations in Riverside, CA.

SELECTION OF FAITH-BASED ORGANIZATIONS IN RIVERSIDE, CA Aqua Viva BIC Church
Arlanza Southern Baptist
Arlington Seventh-Day Adventist
Church
Bethel Chapel
Bethel Christian Center
Born Again Christian Church
Bridges Christian Fellowship
Chabad Jewish Community Center
of Riverside
Church of Christ
Church of Christ Magnolia Center
Dayspring Christian Fellowship
East Hills Community Church
Foundations
Free Methodist Church
Grace United Methodist Church
Harvest Christian Fellowship
Hope Community Church
Iglesia Ni Christo
Inland Empire Atheist and
Agnostics
Inland Vineyard Church
Islamic Center of Riverside
La Sierra Community Church
Life Church of God in Christ
Church
LifeSpring Assembly of God
Magnolia Presbyterian Church
Mount Calvary Lutheran Church
for the Deaf
Mount Olive Romanian Church
Our Lady of Guadalupe
Pathway Christian Church
Prophet Elias Greek Orthodox
Church
Reformed Episcopal Church
Riverside Bible Church
Riverside Community SDA Church
Riverside Family Praise Fellowship
Riverside Foursquare Church
Riverside Hindu Temple
Riverside Kansas Avenue Seventh-
Day Adventist Church
Riverside Spanish SDA Church
Riverside Tongan Fellowship
Sacred Heart Parish
Sa-Rang Presbyterian Church
Saint Andrew’s Newman Center
Saint Catherine’s Catholic Church
Saint Michael’s Church
Saint Mina Coptic Orthodox
Church
Sandals Church
Temple Beth El
The Church of Jesus Christ of
Latter-day Saints Riverside
The Grove Community Church
Universalist Unitarian Church of
Riverside
Van Thu Temple
Wat Lao Buddhist Temple of
Riverside
Word of Life Ministries
International
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Faith, Civic and Community Engagement
Our focus group meeting was attended
by 22 representatives from diverse
faith and civic organizations such as
the Aquamotion Ability Foundation,
the CBU School of Business, La Sierra
University, Mt. Rubidoux SDA Church
and Starting Over, Inc. During the focus
group, we learned from the community
about the strengths, opportunities, and
challenges in community involvement
in Riverside.

Strengths
There are many civic organizations
in Riverside and it is a well-loved
community
History of grants for neighborhood
revitalization
Many community events and programs
including festivals, health fairs,
educational programs, and programs
for children and seniors
Leadership development programs,
including programs for neighborhood
leadership
Strong neighborhood alliance with 27
neighborhoods with a plan
Love Your Neighbor program
Strong volunteer culture across faith-
based and civic organizations, with a
population that is eager to engage
Want to engage the younger
population in volunteering in order to
build life skills and prepare them to be
future leaders
Many parks and walking trails,
although the trails are not properly
maintained and are unconnected
There are multiple transit
opportunities, including the Riverside
Transit Bus System, the Metro Link and
35 Mini Buses for senior transportation
Multiple food systems to address food
insecurity for the underserved
High level of commitment and energy
to serve the community among faith-
based groups
3 193
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COMMUNITY-GENERATED COMMENTS
194195 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
Opportunities Challenges
Efforts are siloed and there is a lack
of coordination across civic efforts
Resources are underutilized,
including from seniors, volunteers,
and community champions
Homelessness is on the rise,
especially among women over the
age of 55
Grants have expired for
neighborhood projects and
additional grant applications are
unknown
Changes in municipal and county
leaders means that projects started
under one administration are not
always continued under the next
Create a system or database
to remove the silos between
organizations and projects
Funding for neighborhood-based
improvement projects
Continuity of priorities and projects
during administration changes
Development of sidewalks and
streets
Development of a trails master plan
Plan for addressing homelessness
and safety
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COMMUNITY-GENERATED COMMENTS COMMUNITY-GENERATED COMMENTS 196197 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
People and Organizations Engaged

NAME ORGANIZATION
Agueda Padilla
Project Manager, City of
Riverside, Community &
Economic Development
Andrea BriggsAll Saints Episcopal Church
Austin Avantes
Catholic Charities San
Bernardino & Riverside
Counties
Deniece MarshallLutheran Social Services
Griselda MartinezResident, Active in Leadership
Gurumantra KhalsaWorld Be Well Organization
Juana GonzalezRiverside County Office on
Aging
Kim YoungbergRiverside County Animal
Services
Liza M. SernaVision y Compromisio
Louise MatusEastside Heal Zone
Lynn Heatley
LOVE Riverside (dba Under
Thriving Cities, Healthy
Leaders

NAME ORGANIZATION
Marci CoffeyInland Empire Health Plan
Matt FriedmanHomeaid Inland Empire
Norma EscobedoSupervising Nutritionist,
RUHS Public Health, WIC
Nyslie GuerrierMt. Rubidoux DA Church
Roopa BajwaRUHS Public Health
Shene Bowie-HusseyRiverside Community Health
Foundation
Tamara MartinStarting Over Inc.

Teslyn Henry KingMt. Rubidoux SDA Church /
SBCDPH
Tom DonahueFSA & Riverside
Neighborhood Partnership
Veronica UrreaRiverside Community Health
Foundation
Wandra JuliensAqua Motion / CBU University
197
Appendix
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Health Equity

RIVERSIDE COUNTY
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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.

Table of Contents
Health Equity

RIVERSIDE COUNTY
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Educational Attainment Healthy Food Access
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 non- Hispanic 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 AreaNon-Hispanic
WhiteHispanic or Latino Non-Hispanic BlackNon-Hispanic
Other Race
Disparity Index
Score
RivCo Communities
of Focus16.54% 35.10% 22.07% 15.78% 17.37
Riverside County, CA25.67% 42.10% 34.69% 21.42% 12.07
California17.54% 38.70% 37.55% 19.40% 18.50
United States18.73% 36.99% 45.91% 22.59% 17.62
Report AreaNon-Hispanic
WhiteHispanic or Latino Non-Hispanic BlackNon-Hispanic
Other Race
Disparity Index
Score
RivCo Communities
of Focus49.40% 25.38% 50.16% 33.16%12.22
Riverside County, CA49.68% 24.82% 46.92% 31.40% 13.82
California60.81% 27.33% 46.20% 44.11% 11.90
United States51.43% 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
02 0

12.22 11.90

7.31 RivCo Communities
of Focus
California
United States
20 INDEX S

DISPARITY INDEX SCORE
02 0

17.37 18.50

17.62 RivCo Communities
of Focus
California
United States
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Premature Death Health Insurance
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 AreaNon-Hispanic
WhiteHispanic or Latino Non-Hispanic BlackNon-Hispanic
Other Race
Disparity Index
Score
RivCo Communities
of Focus4.35% 11.24% 7.04% 10.47%12.50
Riverside County, CA4.65% 11.47% 6.05% 10.66% 14.14
California3.82% 11.73% 5.82% 8.86% 16.75
United States5.97% 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. 201721. Source geography: Tract Report Area Non-Hispanic White Hispanic or Latino Non-Hispanic Black Disparity Index Score RivCo Communities
of Focus336.62 236.49 389.769.50
Riverside County, CA336.62 236.49 389.76 9.50
California296.77 233.08 474.57 7.92
United States339.39 238.30 487.10 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
03 0

12.50 16.75

20.51 RivCo Communities
of Focus
California
United States
0 RITY IND

DISPARITY INDEX SCORE
02 0

9.50 7.92

14.89 RivCo Communities
of Focus
California
United States
Y IND
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Neighborhood Diversity Distribution Income Inequality
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 Focus245,4020.41
Riverside County, CA740,506 0.45
California13,217,586 0.49
United States124,010,992 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 Focus29.82 5.72 9.7 0.45 0.27 54.040.16
Riverside County, CA33.96 6.32 7.1 0.52 0.29 51.8 0.16
California36.39 5.62 15.86 0.41 0.37 41.34 0.52
United States60.01 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
01 0.41

0.49 0.48
RivCo Communities
of Focus
California
United States
0 I INDEX

DIVERSITY INDEX
01 0.16

0.52 0.36
RivCo Communities
of Focus
California
United States
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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 AreaTotal Population
(2020)State Percentile National Percentile
RivCo Communities of Focus838,106 626
Riverside County, CA2,418,185 73 31
California39,538,223 No data 20
United States334,735,155 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 AreaNon-Hispanic
WhiteHispanic or Latino Non-Hispanic BlackNon-Hispanic
Other Race
Disparity Index
Score
RivCo Communities
of Focus94.43% 92.00% 91.49% 93.14%0.44
Riverside County, CA93.43% 92.10% 92.06% 93.26% 0.33
California93.76% 90.55% 89.55% 93.06% 0.74
United States90.88% 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
0 DISPARITY INDEX SCORE
02 0

0.44 0.74

0.89 RivCo Communities
of Focus
California
United States
000
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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.
11 INFORM
Provide the
community with
relevant information
22 CONSULT
Gather input from
the community
33 INVOLVE
Ensure community
needs and assets
are integrated into
process and inform
planning
4 4

COLLABORATE
Ensure community
capacity to play a
leadership role in
implementation of
decisions
55 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.

ConclusionRecommendations
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 212213 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of Contents
The City of Riverside has
the opportunity to unlock
$468.8 million in projected
value generation and savings
through a partnership with
Blue Zones.

Blue Zones Value Brief for the City of
Riverside, CA
Over the next ten years, the City of Riverside, CA
has the opportunity to unlock up to $468.8 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 ~$164.7M
Reduction in projected workforce lost productivity
of ~$228.9M
These two sources of value result in a projected
~$159 average annual per capita medical saving
and productivity improvement value for the adult
population over the next decade
Approximately $75.2M 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 $468 million for
the City of Riverside, CA in including medical
cost savings, productivity savings, and regional
economic impact.

Creating Value for the City of Riverside, CA
2 Table of Content

CITY OF RIVERSIDE
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Tableents
The Origins of Blue Zones Project
To discover the cultural traits that lead to greater well- being, 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.
214
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 health-
related 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 LevelLow
1 234567
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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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 Model
TM, 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 Riverside, CA, area over a ten-year period.

For our purposes, the simulation model is an epidemiology- based 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 how the City of Riverside, CA ranks as compared to 157 MSAs across the nation on the ﬁve core elements of well-being measured within the Well- Being Index, contrasted with how the State of California ranks among the 50 states (Note the color of the numeric ranking indicates it’s quintile, see quintile ranking key). Notably, the City of Riverside, CA ranks in the ﬁfth quintile for community and the fourth for ﬁnancial well-being. Community measures the sense of engagement we have with the area where
we live and ﬁnancial well-being is a measure of the ability to effectively managing one’s own economic life. When
compared to the state, the City of Riverside ranks lower in all elements except purpose.

Figure 2
Figure 3
WELL-BEING VALUE for the
City of Riverside, 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 City of Riverside, CA.

The following represents a preliminary analysis, with the goal of providing an understanding of Blue Zones measurement methodology and projected impact. If Riverside moves forward with a Blue Zones community transformation, a real-time 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.

The City of Riverside, when compared to the 157 largest metropolitan statistical areas (MSAs) across the nation for which the Well-Being Index provides standard annual reports, ranks 80th in overall well-being and is in the ﬁrst quintile.

Behind the state and almost equivalent with the nation in overall well-being. (Figure 2)
The Cost of Status Quo
The City of Riverside, 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 $1.6 billion or 5.36%. (Figure 6).

Figure 6: Medical and Productivity Cost Projections Absent Intervention for Ages 18 and Up
Figure 5
Well-Being Index Risk and Disease Prevalence
Figure 4
The City of Riverside has a number of challenges in the risk proﬁle of the population. Obesity, high blood pressure, and high cholesterol are 87%, 70%, and 74% 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 higher than the benchmark MSAs by 30%, or more. Risk prevalence data is reﬂected in ﬁgure 4.

Disease prevalence rates in diabetes, depression and cancer exceed that of the benchmark MSAs. Notably, by more than 90% for diabetes, as shown in in ﬁgure 5.
s
el
+1.0
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Blue Zones Community Transformation Risk Reduction and Savings Analysis City of Riverside, CA Over the next 10 years we conservatively estimate and average cumulative risk reduction of 9.9% 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 the City of Riverside, CA
Figure 7
1 in 21 in 3 3 in 5 1 in 37 in 10
Do not have a
good perception
of their health
Do not exercise
at appropiate
levels
Do not eat
sufficient 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 the City of Riverside, CA is projected at $159 for the adult population, and a total of $189 when accounting for regional economic impact. Medical cost
savings alone are projected to generate $164.7 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 the City of Riverside, CA. Over the next ten years, the model projects the Blue Zones Community
Transformation to generate approximately $228.9 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 $393.6 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 $75.2 million over ten years (Figure 8).

In total, we project a conservative gross value estimate of up to $468.8 million in medical savings, improved productivity, and regional economic beneﬁt for The City of Riverside, CA over the next decade as a result of implementing a Blue Zones Community Transformation (Figure 8).

Figure 8
Contributors
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NAME TITLE BRANCH
Jose Arballo Jr. Senior Public Information Specialist
Katherine Au Resident Physician HIV-STD
Roopa BajwaProgram Director Nutrition and Health Promotion Robin BishopEmergency Services Coordinator Immunization and Staff Develop Sarah Bode Resident Physician HIV-STD
Jennifer Chevinsky Deputy Public Health Officer
Christopher Dael Deputy Public Health Officer
Sandra Escobar Epidemiologist Epidemiology and Program Evaluation Norma EscobedoSupervising Nutritionist II Nutrition and Health Promotion Aaron Gardner Senior Epidemiologist Epidemiology and Program Evaluation Wendy Hetherington Branch Chief Epidemiology and Program Evaluation Mariana Hernandez Program Coordinator II Epidemiology and Program Evaluation Gayle HoxterBranch Chief Nutrition and Health Promotion Danielle Huntsman Deputy Public Health Director Danielle Huntsman Eddy JaraProgram Director Nutrition and Health Promotion Geoffrey Leung Public Health Officer
Kerri Mabee Public Information Specialist

NAME TITLE BRANCH
Donna Mayer Program Director Epidemiology and Program Evaluation Tanya Mayton Program Director Nutrition and Health Promotion Andrea Morey Program Coordinator II Nutrition and Health Promotion Arianne Murphy Marketing, Media & Communications Coordinator Shelley NailSupervising Nutritionist II Nutrition and Health Promotion Marshare Penny Deputy Public Health Director
Daisy Ramirez BellProgram Coordinator II Epidemiology and Program Evaluation Rachelle Roman Deputy Public Health Director
Eduardo SantanaSupervising office Assistant II Nutrition and Health Promotion Kimberly Saruwatari Director of Public Health
Jennifer StewartProgram Director Nutrition and Health Promotion Shunling Tsang Deputy Public Health Officer
Andrea Tovar Research Analyst Epidemiology and Program Evaluation Valerie RodriguesProgram Coordinator II Injury Prevention Services Salomeh Wagaw Program Director Epidemiology and Program Evaluation Catherine WintersResident Physician HIV-STD
Daisy Zavala Office Assistant III Nutrition and Health Promotion Meet Our Team
224225 Activate Riverside County - City of Riverside Assessment Report Activate Riverside County - City of Riverside Assessment Report Table of Contents Table of ContentsTable of ContentsTable of Contents Aislinn Kotifani, Communications Specialist
•For the last 7 years, has managed the Blue Zones
brand, website, and social media presence
•Experienced with large diverse city, small
community, and niche neighborhood program
engagement and launches
Amelia Clabots, Vice President of Finance &
Operations
•Experienced operations professional with deep
experience managing cross-functional Blue Zones
teams
•For the last 10 years, has helped Blue Zones
transition from a small research company to a
global brand with multiple products, channels, and
initiatives
Ben Leedle, CEO
•Former CEO and President of Healthways, Inc.
•Transformed small business into world’s top
population health management company
•Co-founder, Blue Zones Project
•Co-founder, Gallup-Healthways Well-Being Index
Dan Buettner, Jr., Vice President of Business
Development
•Advancing Return on Well-Being models and
archetypes for businesses and communities
•International Speaker
•Global commercial real estate expert
Fabian De La Espriella, AICP, Project Manager
•Experience working with multidisciplinary teams in
both the public and private sector
•Featured in the New York Times, StreetsblogUSA,
and the American Planning Association’s Planning
Magzine
•Former Urban Design & Transportation Planning
Manager for Miami Downtown Development
Authority
Greg Damron, Tobacco Policy Expert
•Specializes in Public Health initiative community
engagement, policy strategies, planning, project
management, and evaluation.

Jan-Emmanuel De Neve, World Happiness Expert
•Professor of Economics and Director of the
Wellbeing Research Centre at the University of
Oxford
•Co-editor of the World Happiness Report
•Recipient of the Ruut Veenhoven Award in 2015
for his contributions to the scientiﬁc study of
happiness
Lisle Wescott, Director of Accounts
•Former Market President of the SSM Health
Hospitals in St. Charles County
•Expert in hospital quality metrics, patient and
employee safety, engagement, and community
health needs assessments
•Immediate past President of Crossroads Clinic—
Volunteers in Medicine
Lynn Richards, Senior Vice President, Policy and
Implementation
•Former President and CEO of Congress for New
Urbanism
•Former Acting Director and Policy Director,
Office of Sustainable Communities at the US
Environmental Protection Agency (EPA)
•Deep experience implementing policy changes at
the federal, state, and local levels
Malisa Mccreedy, Built Environment Program
Manager
•Former Director of Mobility for the City of
Gainesville, FL
•Former Division Manager for the City of Portland’s
Bureau of Transportation
Margaret Adamek, PhD, National Food Policy
Expert
•Decades of experience working with native
nations, new immigrant, and minority populations
•Designed and deployed Minnesota Food Charter
•Bush Foundation Leadership Fellow
Nadja Berneche, Food Policy Expert
•Lead Consultant and Director of Healthy
Communities Projects with Terra Soma
•Co-chair of the Saint Paul-Ramsey County Food
and Nutrition Commission
•Cross-cultural experience and demonstrated
commitment to serving diverse communities
Naomi Imatome-Yun, Editor-in-Chief
•Wall Street Journal bestselling author
•Curator of the historic Flashlight exhibit at the
Mayme Clayton African-American Museum in Los
Angeles
•Experienced reaching and engaging hard-to-
reach audiences (niche, underserved, millennial)
Nick Buettner, Vice President of Product
•Led or produced 17 world expeditions, including
explorations to identify blue zones regions
•Former COO of Foolproof, a ﬁnancial literacy
foundation
•Ed-tech innovator and co-founder of Maya Quest,
a web-based education program
Oliver Hayden, Project Manager
•Urban planning & development strategist
•Over eight years of experience delivering
innovative, data-driven project solutions
•Passionate advocate for well-designed cities and
neighborhoods
Robyn Fulwider, Account Executive
•Over 38 years of experience in the healthcare ﬁeld
•Diverse operational management experience
including strategic planning and visioning, business
planning and management, budget development,
and contract negotiations
Sara Hetrick-Couppas, Schools Expert
•Experienced Program Director with a
demonstrated history of working in the
developmental disabilities and mental health care
industry
Sharon O’Hara, DrPH, MPH, MS, Alcohol Policy
Expert
•Professor at UC Berkeley, Core Faculty, Doctor of
Public Health (DrPH) Program
•Postdoctoral Research Fellow, Paciﬁc Institute for
Research and Evaluation
•Group Leader, Berkeley Ethics and Regulation
Group for Innovative Technologies (BERGIT)
Shelly Trumbo, Chief Transformations Officer
•Founder, Starling Community Solutions
•Former Director of Community Wellness at
Adventist Health Clear Lake
•Advisory Board Member at North Coast
Opportunities, Inc.

Steve Samples, Gallup Well-Being, Senior Financial Analyst •CPA by training
•40 years of health care experience
•Analyzed well-being, health, and claims data for hundreds of organizations
•Created numerous models to analyze and present value
projections, costs, and outcomes
•Former SVP at Healthways, Inc. leading its Financial
Operations Group
Tre’ McCalister, Worksite Expert
•Former Total Health Management Consulting Practice Leader for Mercer, Central Market
•Former Global Health Strategist at Dell
•Board of Directors for Austin Mayor’s Health and Fitness Council
Tricia Gehrlein, Community Improvement Expert
•Former Director of Population Health, Morongo Basin
Healthcare District
•Former Director, Community Health Transformation, Clinton Foundation
•Former Regional Director, Coachella Valley, Clinton
Foundation’s Health Matters Initiative
•Former Grants Manager, Desert Healthcare District
Activate Riverside County - Blue Zones Team
Contact Us
[email protected]
612-596-3600
200 Southdale Center, Edina MN 55346

Riverside City CouncilAugust 6, 2024

Riverside City Council
August 6, 2024