1 CITY OF CORONA
2022
FINANCIAL PRIORITIES
Section 1. Community Services
1.1 Project: Community Recreation Complex
A City facility that supports recreational sports and contains a community center, aquatic facilities, and lighted sports fields. The facility is needed to meet the increase in demand from City andCounty residents for sports fields.
• Cost: Approximately $50M
• Lead Department: Community Services
1.2 Project: Park Improvements
An assessment was performed at all City parks to determine park condition, amenities, parking availability, irrigations, and lighting efficiencies. The following projects were identified to improve safety, efficiency, and enjoyment of the City Parks: Park Facilities –Install or improve restrooms and picnic structures; Parks Hardscape Improvements – Improve and expand parking lots, sidewalks, curbs, and gutters; Parks Irrigation Improvements – Improve and expand parks irrigation systems to improve efficiency, lower electric costs and reduce water consumption; Parks Lighting Improvements – Improve and expand parks lighting facilities to improve efficiency, lower electric costs and provide better coverage.; Parks Enhanced Amenities – Addition of playgrounds, sports fields, sports courts, and shelters. • Cost: Approximately $18M
• Lead Department: Community Services
1.3 Project: Historic Civic Center Fire Suppression System In 2005 and 2006, the City received EDI grant funds which were used for improvementsto the Historic Community Room and Theater. A new heating and air conditioning system and electrical upgrades are needed at the Historic Community Room. Additionally, because of the potential ongoing uses within the building for offices and assembly areas, upgrades to the building are continually being evaluated to maintain its long-term use, given its status as a historic resource. Therefore, an interior buildingsprinkler system is needed to minimize potential fire damage to the building. Costs for this project include Community Room upgrades and a sprinkler system for the entire building.
• Cost: $1.25M
• Lead Department: Community Services
2 1.4 Project: Historic Civic Center Renovation
The Historic Civic Center renovation would include assessment and upgrades to the electrical, plumbing, undertaking structural rehab on the buildings and breezeway pergolas, installing state-of-the-art theater lighting and controls, and improvements to landscaping. The timeline for the assessment phase of the project would be approximately one year, at the cost of $200,000.00. The following steps would include bidding on the project and construction. Once this phase takes place, the City would hire a contractual project manager to oversee the project and anticipate the provided engineers’ estimates for the cost of a project of this scale to range from $12 – 15 million dollars. Additionally, areas that have been discussed as a focus were the following: security lighting assessment/installation of lighting, security camera systems, turf removal (along Sixth St.), a structural assessment of the canopy walkway between the main building and detached building, an assessment of Suite 110, and signage. • Cost: Approximately $15M
• Lead Department: Community Services
1.5 Project: City of Corona Griffin Park Renovation Phase II After being closed for nearly 13 years, Griffin Park was recently re-opened with limited amenities that included an ADA compliant lighted sidewalk, picnic seating area, and small and large dog park. However, much of the park remains undeveloped, and additional funding is required to help complete the unique 13-acre site. Phase II improvements for Griffin Park will include a new playground, additional shade structures and vistas, benches, an additional picnic area, and new lighted pathways for a nature walk. The site will be restored to include habitat for both native flora and a butterfly sanctuary, including informational signage. • Requested Amount: $2M
• Lead Department: Community Services
1.6 Project: Santa Ana River Trail
The Santa Ana River Trail (SART), once completed, is expected to comprise approximately 110 miles from the San Bernardino National Forest to the Pacific Oceanin Huntington Beach. It will link three counties and many communities along the way.Portions of the trail will be accessible to all users and will include Class I and II bikewaysand pedestrian paths as well as decomposed granite trails for hikers, mountain bikers,and equestrians, and other parts will remain largely untamed. SART is anticipated to be one of Southern California’s most important recreational amenities. SART partners include counties, cities, flood control, water, and recreation districts, the state, and others. To date, the trail is approximately 60% complete. There are two significant gaps in the trail. One of those gaps is a several-mile stretch through Corona and Norco. This section is located primarily on federal land, with a section of the trail traversing various portions immediately adjacent to the city streets of Norco and Corona. These undeveloped phases (one of which includes a proposed rest area along Auto Center Drive) are needed to eliminate this gap in the trail and connect area residents to other trails and trail users, provide non-motorized transit between counties and ease regional traffic burdens, and expand recreational access to millions of Southern California residents.
▪ Cost: Unknown
▪ Currently Funded: Partially (multi-agency involvement) ▪ Lead Department: Community Services
Section 2. Economic Development
2.1 Project: Corona Innovation Center
The City of Corona has had a longtime interest in creating an innovation center to houseeconomic development resource partners and incubate startup businesses. The City is seeking state 3 and/or federal dollars to secure and renovate a facility that can serve as the Corona Innovation Center to move forward with this effort. The facility will helpensure that Corona maintains its economic position in the inland empire and continuesfostering business innovation through developing science, technology, and research-driven enterprises for the region. • Cost: $2.5M
• Currently Funded: $1.5M ARP Fund Allocation
• Lead Department: Economic Development
Section 3. Homeless Solutions
3.1 Project: Santa Ana River Bottom Encampment Response Plan (SARB ERP) The Santa Ana River Bottom Encampment Response Plan is a multi-jurisdictional and multidisciplinary collaborative that involves the cities of Corona, Eastvale, Jurupa Valley, Norco, and Riverside as well as multiple County Agencies, US Army Corps of Engineers, US Fish and Wildlife Services, Western Riverside County Regional Conservation Authority and Orange County Water and Flood Control Districts. The SARB ERP Collaborative has three Working Groups: 1. Public Safety, 2. Homeless Encampment Response, and 3. Facilities and Habitat.
The SARB ERP Collaborative has four primary goals: 1. Rehouse Existing Homeless Encampment Residents, 2. Remove and Mitigate Physical Encampments, 3. Conduct CleanUp and Habitat Restoration, and 4. Establish strategies to prevent the reoccurrence of homeless encampments.
Funding priorities should support the three Working Groups and facilitate implementation of the four goals.
• Cost: Unknown
• Currently Funded: Partially (multi-agency involvement) • Lead Department: City of Corona in collaboration with the County and Cities in the Western Region
Section 4. Public Safety
4.1 Project: Replacement of Special Response Team Mobile Equipment Unit/ Command Post
The Police Department uses the current City of Corona Special Response Unit. It was initially purchased in 2004, and it is fourteen years old. A new unit would replacethe older one and is a critical operations vehicle to ensure reliability. This vehicle is essential as it carries vital equipment and acts as a command post vehicle during incidences such as active shooter, hostage situations, barricaded suspects, and other tactical operations requiring the use of a specialized unit.
• Cost: $400,000
• Lead Department: Police
4.2 Project: Funding of Artificial Intelligence Resources to assist in Criminal Investigations
As technology improves, there is a growing need for enhanced artificial intelligence to assist law enforcement in identifying criminals and solving violent and non-violent crimes. Additional computer-aided technology will allow the police department to conduct more efficient investigations utilizing the equipment as a force multiplier for ourofficers. 4 • Cost: Unknown
• Lead Department: Police
4.3 Project: Develop a Community Wildland Protection Plan (CWPP) Wildland-urban interface (WUI) fires are an enduring community problem. In Corona, the fire service has the authority and responsibility to provide life safety and property protection. As fire service leaders, along with this operational response, wehave the authority and responsibility to work with cooperators and property owners tomitigate wildfire risk. In addition to protecting life and property, wildfire mitigation can also improve firefighter safety and help protect at-risk populations, critical infrastructure, cultural sites, and natural resources. The City of Corona desires to develop a Community Wildfire Protection Plan (CWPP). The CWPP would outline a mitigation and preparedness plan to reduce wildfire risk. The CWPP reinforces collaborative relationships with federal and state agencies and local stakeholders before an event occurs.
The CWPP also documents planning and projects for garnering grant success. The establishment of a CWPP directly aligns with the City’s desire to create a Firesafe Council. • Cost: $150,000
• Lead Department: Fire
4.4 Project: Emergency Operations Center Infrastructure Enhancement Funding is needed for infrastructure enhancements to the City’s Emergency OperationsCenter.
Core functions conducted in an Emergency Operations Center include but are not limited to logistics management, resource support, public emergency warning coordination, external affairs/public information collection and dissemination, mass care, housing, and human services coordination. These functions are required to effectively and efficiently communicate both internally and externally. The City Emergency Operations Center does not have the infrastructure to support some of these functions adequately. • Cost: $400,000
• Lead Department: Police, Fire, and IT
Section 5. Public Utilities
5.1 Project: Reclaimed Water Reservoirs
Construct two reservoirs within the City’s service area to store reclaimed water. This will enable the City to provide additional reclaimed water and reduce the discharge of unused reclaimed water. Reclaimed water reservoirs will also reduce the demand for potable water from the State water system.
• Cost: $9.5M
• Lead Department: Utilities
5.2 Project: Desalter Facility
Construct a desalter facility that uses membrane treatment technology to remove dissolved solids (salts) from groundwater having a moderately high total dissolved solids(TDS) level. This will allow the City of Corona to produce additional potable water while complying with TDS water quality standards for both drinking water and wastewater discharge after use. Permeate from the membranes is mixed with a well water bypass stream before being pumped to various points in the water distribution system for delivery to the water customers. The TDS removed in the treatment process aredisposed of via the Santa Ana Regional Interceptor Pipeline operated by the Santa AnaWatershed Project Authority (SAWPA).
• Cost: $30M
• Lead Department: Utilities
5 5.3 Project: GAC Treatment Facility
Construct a GAC Treatment facility that uses granular activated carbon (GAC) to remove contaminants of concern such as PFAS and 1,2,3-TCP from groundwater. This will allow the City of Corona to produce additional potable water while complying with PFAS and TCP water quality standards for both drinking water and wastewater discharge after use. Saturated carbon media will be treated and regenerated for reuse at an approved disposal facility. • Cost: $30M
• Lead Department: Utilities
5.4 Project: Water Reclamation Facility #2, Lift Station Improvements Replace electrical and control systems, piping, and structure. Improve mechanicalsystems. • Cost: $4M
• Lead Department: Utilities
5.5 Project: Water Reclamation Facility #1, Improvements and Expansion Install one gravity belt thickener, one belt press, and four additional digesters tomaximize capacity. Construct a new grit chamber to increase the capacity to 43.5 million gallons per day (MGD). Add additional tertiary filters needed for additional capacity. Expand clarifier capacity to greater than 15.16 MGD and add capacity to the chlorine tank to exceed 15.786 MGD. • Cost: $25M
• Lead Department: Utilities
5.6 Project: Lift Station Replacement Project
Replace existing lift station pumps at the following lift stations: Griffin, Sierra Del Oro, Prado, McKinley, Stagecoach, and Airport.
• Cost: $12M
• Lead Department: Utilities
5.7 Project: Sewer Main Replacement
Replace approximately 1,047 linear feet of 15” pipe and 1,500 linear feet of 18” pipe on Green River Road with the opportunity to run fiber along with the sewer main. • Cost: $4.2M
• Lead Department: Utilities
5.8 Project: West End Well Field Development
Develop a new well field in the west end of the City of Corona. The well field will consist of a series of new municipal groundwater wells and a transmission pipeline to convey the well water to the existing desalter or a new desalter or ion exchange facility.The new well field will be able to extract the groundwater that the City of Corona is using to recharge the Temescal basin. The ability to extract additional groundwater from our basin will reduce our dependency on imported water.
• Cost: $15M
• Lead Department: Utilities
Section 6. Transportation
6.1 Project: Interstate 15 Corridor Improvement Project in Corona Support efforts to provide State and Federal funding for regional transportation projects, 6 especially those which improve operations, increase the capacity or public safety of Interstate 15 and the various interchanges and on/off ramps associated with the project in the Corona area. RCTC plans to fund the project through Measure A and toll funding, but Measure A funds are dwindling and uncertain at this time.
▪ Cost: Approximately $175M
▪ Lead Agency: Riverside County Transportation Commission (RCTC)
6.2 Project: State Route EB91 Improvements between I-15 and Pierce The SR-91 improvements east of I-15 include extending an Express Lane east of McKinley Street and adding a general-purpose lane to Pierce Street in each direction. ▪ Cost: Unknown
▪ Lead Agency: Riverside County Transportation Commission (RCTC)
6.3 Project: State Route EB91 Improvements between SR-71 and SR-241 Develop alternatives for an additional sixth General Purpose lane to Eastbound State Route 91. ▪ Cost: Unknown
▪ Lead Agency: Orange County Transportation Authority (OCTA)
6.4 Project: Corona Airport Improvements and Lease Extension T h e 110-acre General Aviation Corona Municipal Airport requires aeronautical infrastructure improvements to comply with accepted standards and FAAregulations. Improvements include runway, taxiway, safety area, apron rehabilitation, slurry coating and markings, upgrades to airfield electrical, and airfield security enhancements. ▪ Cost: $3M
▪ Lead Department: Community Services
6.5 Project: Ontario Avenue Widening at I-15 Improvements between Compton Avenue and State Street
Widen Ontario Avenue at the underpass of I-15 to include additional thru lanes and turn lanes between Compton Avenue and State Street. Improvements include the installation of sidewalks, curb ramps, bike lanes, and a new traffic signal on State Street.
Cost: Approximately $10M
Lead Agency: City of Corona
6.6 Project: Interstate 15 Express Lane Southern Extension from Cajalco Road to Route 74/Central Avenue
Construct two express lanes in both directions in the median on I-15 between Cajalco Road and State Route 74/Central Avenue.
Cost: Approximately $660M
Lead Agency: Riverside County Transportation Commission (RCTC)
6.7 Project: Magnolia Avenue Widening at Temescal Wash
Widen Magnolia Avenue and bridge at Temescal Canyon Wash to accommodate standard shoulders, sidewalk, bike lanes, and raised medians.
Cost: Approximately $10M
Lead Agency: City of Corona