Quarterly
Report
FY22 Q2
Jacob Ellis, City Manager
Kim Sitton, Finance Director
February 2, 2022
Overview
Q2
Strategic Plan
Implementation
Progress Report
Q2
Budget
Update
Q2
Operational
Performance
Update
Mid-Year/Q2
Budget Update
General Fund
3 4
Highlights – Mid-Year Estimate Changes
General Fund Inflows – Revenues + Transfers In
Net increase $6.9 Million, +3.9% compared to current budget ↑ Sales Tax – Increasing 7.4% ($5.6 Million)
• $3.0 M Measure X and $2.6 M other sales tax items
↑ Other Taxes – Increasing 4.6% ($0.5 Million)
• Business License Taxes and Franchise Fees
↑ Current Services – Increasing 4.4% ($0.5 Million)
• Plan Check, Passport Processing, and Engineering & Inspection ↑ Intergovernmental Revenues – Increasing 11.2% ($0.3 Million) • Fire Mutual Aid Reimbursements and other grant revenues ↓ Property Taxes – Decreasing 0.5% (-$0.3 Million)
• Secured Property Taxes
General Fund – Inflows – Revenues + Transfers In
Budget to Mid-Year Estimates
5 General Fund Cumulative Budget Mid-Yr Estimate $ %
Revenue Category FY 2021 FY 2022 Change Change
Property Tax $ 53,697,100 $ 53,415,400 $ (281,700) -0.5% Sales Tax 45,168,306 47,721,910 2,553,604 5.7%
Measure X 30,000,000 33,000,000 3,000,000 10.0%
Other Revenue 11,534,124 11,496,702 (37,422) -0.3%
Other Taxes 11,097,000 11,613,000 516,000 4.6%
Current Services 10,667,079 11,136,187 469,108 4.4%
Payments in Lieu of Services 6,086,383 6,086,383 - 0.0% Intergovernmental Revenues 2,589,814 2,880,287 290,473 11.2% Investment Earnings 2,477,625 2,485,306 7,681 0.3%
Licenses, Fees & Permits 1,928,400 1,987,350 58,950 3.1% Fines, Penalties & Forfeitures 569,250 766,462 197,212 34.6% Special Assessments 497,332 570,746 73,414 14.8%
Proceeds from Long Term Oblig. - 16,777 16,777 NA
Total Revenues $ 176,312,413 $ 183,176,510 $ 6,864,098 3.9% Transfers In 1,281,600 1,281,600 - 0.0%
Total Inflows $ 177,594,013 $ 184,458,110 $ 6,864,098 3.9% General Fund – Inflows – Revenues + Transfers In
Mid-Year Estimates to Actuals – December 2021
6 General Fund Mid-Yr Estimate Through Q2 %
Revenue Category FY 2022 FY 2022 Received
Property Tax $ 53,415,400 $ 35,851,588 67.1%
Sales Tax 47,721,910 16,564,025 34.7%
Measure X 33,000,000 12,434,371 37.7%
Other Revenue 11,496,702 4,728,775 41.1%
Other Taxes 11,613,000 4,572,325 39.4%
Current Services 11,136,187 5,064,055 45.5%
Payments in Lieu of Services 6,086,383 3,027,487 49.7%
Intergovernmental Revenues 2,880,287 1,703,666 59.1%
Investment Earnings 2,485,306 (210,620) -8.5%
Licenses, Fees & Permits 1,987,350 1,178,788 59.3%
Fines, Penalties & Forfeitures 766,462 432,680 56.5%
Special Assessments 570,746 - 0.0%
Proceeds from Long Term Oblig. 16,777 16,777 100.0%
Total Revenues $ 183,176,510 $ 85,363,917 46.6%
Transfers In 1,281,600 504,571 39.4%
Total Inflows $ 184,458,110 $ 85,868,488 46.6%
7 General Fund – Inflows – Sales Tax and Measure X Revenues
MEASURE X
Quarter
Reporting
Period
FY 2021
Quarter Total
FY 2022
Quarter Total
Yr over Yr
Qtrly Total
Change $
Yr over Yr
Qtrly Total
Change %
FY 2022
Quarter Total
3rd Quarter July - Sept $ 12,346,399 $ 12,992,912 $ 646,514 5.2% $ 8,857,442 4th Quarter Oct - Dec 11,275,064
1st Quarter Jan - Mar 10,907,420
2nd Quarter Apr - June 12,515,641
Fiscal Year Total $ 47,044,524 $ 12,992,912 $ 646,514 $ 8,857,442 Estimated FY 2022 (Mid-Year) $ 49,845,000 $ 33,000,000
Percentage of estimated revenue received 26.1% 26.8%
SALES TAX
8 Highlights
General Fund – Outflows – Expenditures + Transfers Out
Through December, approximately 50% of FY complete (due to timing of payments)
Overall outflows % of cumulative budget spent 41.0%
Most departments trending lower than 50% due to PERS unfunded liability payments and pension obligation bond (POB) issuance
• Unfunded liability payments generally paid in full in July • FY 2022 payments made monthly through October, stopped with issuance of POB
• First POB debt service payment in May 2022
Other: Vacancies, Contractual Services, Multi-Year Capital Projects 9 General Fund – Outflows – Expenditures + Transfers Out Budget to Actuals – December 2021
General Fund Cumulative Budget Through Q2 %
Expenditures By Department FY 2022 FY 2022 Spent
Capital Improvement Projects $ 22,165,625 $ 1,435,413 6.5% City Manager's Office 6,025,181 1,671,167 27.7%
Community Services 12,705,292 5,288,811 41.6%
Debt Service 4,244,773 2,817,880 66.4%
Economic Development 1,387,005 608,450 43.9%
Elected Officials 157,807 68,386 43.3%
Finance 4,674,258 1,718,042 36.8%
Fire 31,186,799 16,079,580 51.6%
General Government 23,788,657 10,784,008 45.3%
Human Resources 2,541,152 841,233 33.1%
Legal & Risk Management (dept name correction) 1,780,788 829,517 46.6% Maintenance Services 5,790,585 2,361,341 40.8%
Planning & Development 5,771,495 1,901,838 33.0%
Police 51,797,066 25,197,460 48.6%
Public Works 4,174,852 1,319,933 31.6%
Total Expenditures $ 178,191,334 $ 72,923,059 40.9%
Transfers Out 441,557 269,916 61.1%
Total Outflows $ 178,632,891 $ 73,192,975 41.0%
10 General Fund Reserves
Note: Not a full list of General Fund Reserves
Emergency Budget Pension Total of Noted
Fiscal Year End Contingency Balancing * Obligation Reserves June 30, 2015 $ 18,300,000 $ 38,951,177 N/A $ 57,251,177 June 30, 2016 $ 30,000,000 $ 19,429,676 N/A $ 49,429,676 June 30, 2017 $ 30,000,000 $ 28,945,252 N/A $ 58,945,252 June 30, 2018 $ 32,600,000 $ 25,182,735 N/A $ 57,782,735 June 30, 2019 $ 32,600,000 $ 34,433,788 $ 2,530,492 $ 69,564,280 June 30, 2020 $ 33,846,470 $ 40,539,138 $ 2,530,492 $ 76,916,100 June 30, 2021 $ 36,522,368 $ 43,614,486 $ - $ 80,136,855 * $30 Million transferring to Pension Stabilization Trust, approved Jan. 19, 2022.
Mid-Year/Q2
Budget Update
Utilities Funds
11 12
Utilities Funds
Water Funds Water Reclamation
Funds
Electric Funds
2012 Water Revenue
Bond Project Fund
Water Reclamation
Capacity Fund
Electric Utility Fund
Water Capacity Fund 2013 Wastewater
Revenue Bond
Project Fund
Electric Utility Grant/
Agreement Fund
Reclaimed Water
Utility Fund
Water Reclamation
Utility Fund
Water Utility Fund Water Reclamation
Utility Grant/
Agreement Fund
Water Utility Grant/
Agreement Fund
13 Highlights – Mid-Year Estimate Changes
Utilities Funds – Inflows – Revenues + Transfers In
Net decrease ($4.6) Million, (3.5%) compared to current budget ↑ Electric – Increasing 5.0% ($0.8 Million)
• Intergovernmental Revenues, Other Revenue, Utility Service Charges ↓ Water – Decreasing 7.1% (-$5.4 Million)
• Increases: Intergovernmental Revenues
• Decreases: Licenses, Fees & Permits (one-time capacity fees), Utility Service Charges, and Fines & Penalties
↓ Water Reclamation – Decreasing 0.1% (-$53K)
• Increases: Utility Service Charges and Licenses, Fees & Permits • Decreases: Fines & Penalties, Intergovernmental Revenues, and Investment Earnings
14 Utilities Funds – Inflows – Revenue + Transfers In
Budget to Mid-Year Estimates
Enterprise Funds Cumulative Budget Mid-Yr Estimate $ %
Fund Type FY 2021 FY 2022 Change Change
Electric $ 16,286,836 $ 17,108,860 $ 822,024 5.0%
Water 76,178,570 70,791,931 (5,386,639) -7.1%
Water Reclamation 35,636,437 35,583,216 (53,221) -0.1%
Total Revenues $ 128,101,843 $ 123,484,007 $ (4,617,836) -3.6% Transfers In - Electric - - - N/A
Transfers In - Water 4,701,340 4,701,340 - 0.0%
Transfers In - Wtr Rclm - - - N/A
Total Inflows $ 132,803,183 $ 128,185,347 $ (4,617,836) -3.5% 15 Utilities Funds – Inflows – Revenue + Transfers In
Mid-Year Estimates to Actuals – December 2021
Enterprise Funds Mid-Yr Estimate Through Q2 %
Fund Type FY 2022 FY 2022 Received
Electric $ 17,108,860 $ 8,567,382 50.1%
Water 70,791,931 30,106,725 42.5%
Water Reclamation 35,583,216 13,545,124 38.1%
Total Revenues $ 123,484,007 $ 52,219,231 0.0%
Transfers In - Electric - - N/A
Transfers In - Water 4,701,340 - 0.0%
Transfers In - Wtr Rclm - - N/A
Total Inflows $ 128,185,347 $ 52,219,231 40.7%
16 Highlights
Utilities Funds – Outflows – Expenditures + Transfers Out Outflows 23.6% of budget spent:
Electric 38.3%
Operating budget 41.2% spent
Capital improvement project budget 8.5% spent
Water 22.5%
Operating budget 38.1% spent
Capital improvement project budget 5.8% spent
Water Reclamation 23.5%
Operating budget 36.7% spent
Capital improvement project budget 10.4% spent
17 Utilities Funds – Outflows – Expenditures + Transfers Out Budget to Actuals – December 2021
Enterprise Funds Cumulative Budget Through Q2 %
Expenditures By Department FY 2022 FY 2022 Spent
Electric
Capital Improvement Projects $ 1,546,473 $ 131,487 8.5% Finance 2,002 518 25.9%
Public Works 185,902 64,771 34.8%
Utilities Department 15,315,017 6,325,908 41.3%
Electric Total 17,049,394 6,522,684 38.3%
Water
Capital Improvement Projects $ 52,646,827 $ 3,070,698 5.8% Finance - 1,553 N/A
Public Works 895,423 297,603 33.2%
Utilities Department 55,113,379 21,033,604 38.2%
Water Total 108,655,629 24,403,458 22.5%
Water Reclamation
Capital Improvement Projects $ 28,728,206 $ 2,993,805 10.4% City Manager's Office 2,926 1,032 35.3%
Finance 12,013 3,107 25.9%
Public Works 622,455 201,826 32.4%
Utilities Department 27,831,218 10,228,348 36.8%
Water Reclamation Total 57,196,818 13,428,118 23.5%
Transfers Out - Electric - - N/A
Transfers Out - Water - - N/A
Transfers Out - Water Reclamation 4,701,340 - N/A
Grand Total $ 187,603,181 $ 44,354,260 23.6%
QUESTIONS?
(951) 279-3500
Kim. [email protected]
www.CoronaCA.gov
Q2 Strategic Plan
Implementation
Progress Report
19 The Plan
• 1 Vision
• 1 Purpose
• 6 Value Statements
• 6 Goals
• 21 Objectives
• 138 Strategic Actions
• 125 Performance Indicators & Milestone
Measures
“Corona will be a safe, vibrant,
family friendly community”
Definition VISION
States the ideal
future state of
the organization
or community
PURPOSE
“To create a community where
everyone can thrive”
Definition
Explains “why”
we do what we
do
VALUES
We are Bold
We challenge the status quo in our relentless pursuit to rethink how we do business. We are on a mission to
innovate, modernize services, and bring government
into the 21st century.
We are Humble
Everyone has a role to play, and we find purpose in
doing our part. We own mistakes and learn from them to
become better. We value feedback, embrace our
vulnerabilities, and take time to celebrate others.
We are Driven
We have strong work ethic and tackle issues head on,
even the tough stuff. We anticipate problems, develop
creative solutions, and push ourselves to be better.
We are Honest
We strive to do what is right, not what is easy. We keep our commitments and take responsibility for results,
even if things go wrong.
We are Kind
No matter who you are or where you are from, you’re
welcome here. We embrace diversity, treat people
with dignity, and genuinely care for others.
We are a Team
We give voice to our community. We trust and honor
the process of collaboration. We achieve more
together.
GOALS
Structure
Vision
Purpose
Values
Goal
Objective
Strategic
Action
Objective
Activity 2022 Target
2022 Target
2022 Target
2022 Target
2022 Target
2022 Target
Activity
Activity
Strategic
Action
Strategic
Action
2022 Target
2022 Target
2022 Target
2022 Target
2022 Target
2022 Target
2022 Target
2022 Target
Activity
Activity
Activity
Activity Strategic
Action Activity 2022 Target
2022 Target
Strategic Plan Work Plans
FY22 Q2 Progress Report
(Projects, Performance Measures & Milestones)
Legend
On Track*
*based on the adopted project schedule
Work
Underway
On
Track
Project
Complete
Not
Started
Work
Underway
Not Started Completed
Financial Stability
28 Sustainable
Finances
29 Financial Stability
Progress Highlights
Develop a longrange financial
forecasting model
Proactively manage
the City’s pension
liability debt
Create
strategic
reserve funds
Implement
new budgeting
software
Simplify
budget
information
Public budget in
both English and
Spanish
!
30 Financial Stability Progress Update
FY21/22 Projects & Milestones Status Notes
Develop a long-range financial forecasting model and plan based on needs and community assessments to ensure adequate capital reserves. Completed Forecasting model completed March 2021
Proactively manage the City’s pension liability debt. Completed POBs issued October 2021 Create strategic reserve funds (e.g. redevelopment, land acquisition, business attraction, etc.) to achieve organizational objectives. Completed Reserve fund created in the FY22 Budget
Implement new budgeting software to streamline the annual budget development process, reduce timeline, resources needed, and enhance budgeting scenario capabilities. Completed New software (Questica)
utilized to create the FY22
budget
Find ways to simplify budget information. Completed Budget information revamped for FY22
Ensure budget information is available in both English and Spanish. Work Underway
Spanish version in
development
Review and update City fees and set intentional cost recovery goals for City services. On Track New fee schedule to be adopted February 2022
Financial Stability Performance Report
Performance Indicators FY21
Q2
FY22
Q2
Positive
Neutral
Negative
GO Bond credit rating AA- AA+
Outstanding debt per capita* $564 $2,047
% of GO debt capacity used* 0.98% 8.04%
Debt payments as a % of operating budget 2.49% 11.03%
Unfunded pension liability/POB balance* $272M/$0M $0/$276M Diversity of revenue sources (# and range in size) #14
0.27% -27.60%
#14
0.43% -28.54%
% of assets funded for scheduled repair & replacement Unknown Unknown Major operating funds maintaining minimum fund balance 100% 100% *Actual debt reflects an accounting change as a result of the issuance of the Pension Obligation Bonds (POBs).
Strong Economy
32 Strong
Economy
33 Strong Economy
Progress Highlights
Develop an
Economic Development
Strategic Plan
Create a Police
Officer Business
Liaison program
Develop entrepreneurial
workshops and trainings
in English and Spanish
Develop a
Downtown
Revitalization Plan
Redevelop the
Corona Mall
Properties
34 Strong Economy Progress Update
FY21/22 Projects & Milestones Status Notes
Develop an Economic Development Strategic Plan. On Track Project started May ’21. Plan completion anticipated in Summer ‘22.
Create Police Officer Business Liaison Program for business crime prevention & addressing concerns. Completed Rolled out in June ‘21.
Promote local businesses as part of the City's ongoing communication and outreach efforts. Completed Started April ‘21 via e-newsletter business spotlight.
Partner with the Chamber in its Corona 2030 Plan for local job creation to reduce local unemployment.
Work
Underway
City and Chamber cosponsor business
events throughout the year to support
entrepreneurship and job growth in Corona.
Craft an incentive strategy for businesses to locate in Corona. Work Underway
Hold Team Corona meetings to provide
regional, state and federal incentives and
streamline City approvals.
Develop entrepreneurial workshops and trainings in English and Spanish.
Completed
Launched Emprendedor@s program in 2021
(50+ graduates to date) and partnered with
SCORE on English trainings. Additional
trainings planned for FY 22-23.
Explore the creation of an economic development corporation in partnership with WRCOG. Completed WRCOG group voted not to proceed in May '21.
Develop a Downtown Revitalization Plan. On Track Project started June ‘21. Plan completion anticipated in Summer '22.
35 FY21/22 Projects & Milestones Status Notes
Explore creating a program to assist long-time Corona restaurants to open smaller scale operations in the downtown. Work
Underway
Staff exploring assistance program
through the DRP process and
upcoming business grants.
Explore the benefits and feasibility of a discounted development fee structure for "historic home" infill developments. Not Started Targeted to begin work in Q3.
Take steps to increase crime prevention within the downtown business district. Completed HOPE Team doubled; anti-camping ordinance enforced.
Review and update the City’s purchasing process to ensure it follows best practices. Completed Completed in March ’21.
Redevelop the Corona Mall Properties. Work
Underway
Recurring meetings with LAB and
Kosmont Companies to discuss
progress. LAB is finalizing plans for
Council review.
Partner with regional workforce development boards to increase job opportunities.
Work
Underway
Partnership with RCWDB. Job fair
planned in Spring ‘22.
Build partnerships and programs that support youth and adult workforce development.
Work
Underway
Partnership with LAUNCH, CNUSD,
CMTC, and local employers.
Strong Economy Progress Update
Sound Infrastructure
36 Sound
Infrastructure
37 Sound Infrastructure
Progress Highlights
Develop a Trails
Masterplan
City Wide Fiber
Optic Agreement Optimize traffic flows and
light responsiveness.
Develop a Parks and
Recreation Master Plan
38 Sound Infrastructure Progress Update
FY21/22 Projects & Milestones Status Notes
Review and revamp the Capital Improvement Plan (CIP) program to include all potential capital improvement projects utilizing a 10-year time horizon. Not Started Slated to begin in Q3.
Develop a Fiber Optic Master Plan. Completed SIFI Contract approved Dec ‘21 Modernize traffic cameras and explore utilization of Artificial Intelligence with traffic cameras to optimize traffic flows and improve responsiveness of traffic lights. On Track ARP funding secured, .
Develop a Parks and Recreation Master Plan On Track Contract approved January ‘22 Develop Trails Master Plan On Track
Professional Services
Agreement awarded to Alta
Planning + Design Dec. ‘21
Institute regular park inspections to proactively identify needed repairs, improvements, and required maintenance to ensure a consistent high-quality experience and develop an easy-to-read report card.
Work
Underway
Weekly Park inspections and
monthly playground inspections
now in place. Working on
Dashboard.
Develop an asset management program for all city infrastructure, including condition assessments, lifecycle determinations, and preventative maintenance program for major capital assets – including City buildings – to extend their lifecycle.
Work
Underway
Asset Management
Coordinator position added in
FY22 Budget
Establish consistent quality and maintenance standards for parks & recreation facilities.
Work
Underway
Second presentation to Parks &
Rec Commission in Feb 2022 for
final recommendation.
39 Sound Infrastructure Performance Report
Performance Indicators FY21
Q2
FY22
Q2
Positive
Neutral
Negative
Capital asset and building condition ratings Not Available Not Available -- Net investment in capital assets $43.0 M $63.2 M
% of city facility assets replaced per schedule in the Asset Management Plan Not Available Not Available -- Street signs replaced within target timeframes (30-day target timeframe) 96% 96% Town-wide average street PCI rating 71 71
Miles of trails per 1,000 residents 0.17 0.17
% of residents rating recreation facilities as good or excellent Not Available Not Available -- % of residents rating the availability of paths and walking trails as good or excellent Not Available Not Available -- % of residents rating the bike lanes as good or excellent Not Available Not Available -- % of residents rating the quality of public parks as good or excellent Not Available Not Available -- Total acres of parks and green space owned/managed by the City 873.17 873.17 Average level of service for key intersections during AM and PM peak hours Not Available Not Available -- % of housing within walking distance of commercial centers & public transportation Not Available Not Available -- % of signalized intersections using AI or advanced detection systems Not Available Not Available -- Safe Community
40 Safe
Community
41 Safe Community
Progress Highlights
Enhance City’s
Graffiti Removal
program
Low Acuity
Fire Response
Service
Enforce camping
and trespassing
ordinances
Improve use of
SeeClickFix
App
Implement the
Homeless Strategic
Plan
Safe Community Progress Update
FY21/22 Projects & Milestones Status Notes
Develop a low acuity response service model in Fire. On Track FY22 apparatus ordered; FY23 deployment to begin.
Explore opportunities to adopt best practices with computer aided dispatch systems.
Work
Underway
New system (Soma)
identified for Fire; PD still TBD.
Develop a plan to address chronic staffing issues in the dispatch call center. Work Underway
PT positions approved; new
Mgr. hired; bifurcating Fire/PD
CAD/dispatch in progress.
Develop a long-term funding strategy—including capital and operating reserve funds—for emergency service assets.
Work
Underway
Fire facility and fire apparatus
replacement plans in
development.
Develop a strategy to meet the mandated Regional Housing Assessment residential unit numbers.
Work
Underway
Work is underway and is part
of Housing Element Update
2021-2029.
Expand Community Emergency Response Team (CERT) trainings and build neighborhood-based CERT Teams. On Track
Classes in Sept ‘21 and Mar
‘22; CERT plan in
development.
Implement the Community Wildfire Protection Plan (CWPP). On Track Public comment Dec ’21; plan completion Jan ’22.
43 Safe Community Progress Update
FY21/22 Projects & Milestones (Con't) Status Notes
Improve emergency response times to meet or beat national benchmarks. Work Underway
Added more officers;
partnering on Fire dispatch.
Continue and enhance the City’s Graffiti Removal program. Completed Contract service, now with 48 removal targets.
Improve the use of the SeeClickFix app to report issues. Completed Revisions made; presented to
Council; Improvements now
implemented.
Enforce current anti-camping and trespassing ordinances. Completed City now enforcing no camping as needed.
Raise public awareness of local hazards and risks via a communication initiative. On Track
Alert system enhancement in
development; Wildland risk
story map release in Jan ‘22.
Implement the Homeless Strategic Plan. On Track
Plan implementation on
track; reported on semiannually.
Create a Fire Safe Council to better equip residents to mitigate impacts of natural disasters. On Track
CWPP nearing completion;
kick-off of FireSafe Corona
March ‘22.
Performance Indicators FY21
Q2
FY22
Q2
Positive
Neutral
Negative
Avg. Police response time* / Avg. Police response time to 90% of calls* (*Priority 1 calls) 5:44 / 4:47 5:40 / 4:46 Arrival time within 5:00 min. of all Priority 1 calls 39% 39% Avg. response time to all fire incidents / Avg. response time to 90% of fire incidents 5:35 / 8:57 5:24 / 8:18 % of responses at 6:00 min. or less to fire incidents 67% 70% Avg. response time to all medical calls / Avg. response time to 90% of medical calls 5:09 / 7:19 5:08 / 7:26 % of responses at 6:00 min. or less to medical calls 74% 73% Property crimes per 1,000 residents / clearance rate 1.89 / 10% 1.58 / 5% Violent crimes per 1,000 residents / clearance rate .38 / 59% .49 / 57% Homicides 0 1
Percent of residents feeling very safe in their neighborhoods during the day Not Available Not Available -- Community satisfaction rating of public safety efforts Not Available Not Available -- Suicides 3 2
Traffic fatalities per 1,000 residents 0 .01 (2 in Q2)
Traffic accidents per 1,000 residents 1.44 (242 total) 2.11 (355 total) Safe Community Performance Report
45 Performance Indicators (Con't) FY21
Q2
FY22
Q2
Positive
Neutral
Negative
Drug/alcohol related traffic collisions per 1,000 residents .27 (46 total) .30 (50 total) Percent of community members who report they are prepared for an emergency
Not Available Not Available --
Annual number of residents taking part in emergency preparedness trainings.
Events include CERT training and CPR classes. (*covid impacts) 0* 198 Community satisfaction rating of the City’s efforts to reduce homelessness Not Available Not Available -- Number of homeless individuals within the City/First time Homeless Not Available 109/26 -- Number of emergency shelter / motel voucher beds Not Available 30 -- Average length of homelessness Not Available 3.4 years -- Annual returns to homelessness Not Available 0 --
Number of affordable housing units 1,564 1,564
Number of permanent supportive housing units Not Available 12 -- Safe Community Performance Report
46 Performance Indicators (Con't) FY21
Q2
FY22
Q2
Positive
Neutral
Negative
Number of code enforcement/property maintenance citations or warnings 1,595 413 Median annual household income (*based on 2019 US Census data) $83,752* $83,752* Median Single Family Home Cost Not Available Not Available -- Percent of residents rating the overall cleanliness of Corona as good or excellent Not Available Not Available --
Percent of residents rating the overall appearance of Corona as good or excellent Not Available Not Available --
Total number of trees in City owned parks and rights of way 56,271 56,851 Average number of days to replace dead or damaged trees 4-6 weeks (once removed)
4-6 weeks
(once removed)
Safe Community Performance Report
Sense of Place
47 Sense of
Place
48 Sense of Place
Progress Highlights
Full-Time Special
Event Coordinator
Hired
Community
Events &
gatherings
Community
Volunteer
Events
RFP issued for
New City
Branding
City Website
Improvements
49 Sense of Place Progress Update
FY21/22 Projects & Milestones Status Notes
Increase large-scale recreation events (sports themed, food, etc.) that provide both social and economic benefits to the community. Work Underway
Introduced the Night Market this
year and executed the Wall that
Heals. New Special Events
Program Coordinator hired and
call to events promoters will begin
shortly.
Explore the option of forming a special events unit within the Community Services Department. Completed Instituted Sept ‘21.
Review and revamp the City’s calendar of signature community events to clarify the City’s role, determine potential partners, and identify opportunities to celebrate diverse cultures.
On Track
Volunteer Program Coordinator
has been hired and monthly event
for calendar year 2022 will be
published in January 2022.
Update the Mills Act Landmark list. Work
underway Slated for Q3 discussion.
Reimagine the City of Corona's brand, identity, and story, and brand City facilities to instill a sense of pride and make them more welcoming.
Work
Underway
RFP issued, contract anticipated
for approval in March '22.
Pursue opportunities to highlight the contributions of Latinx, Asian, Indigenous, and Black residents to Corona’s history, culture, and current community. Work underway
Published Hispanic Heritage
month campaign. Producing
Black History Month Event/Social
Campaign.
50 Sense of Place Progress Update
FY21/22 Projects & Milestones Status Notes
Ensure that City services can be accessed in both English and Spanish. Completed Website translation, budget,
Spanish and English PSAs,
expanded bilingual pay.
Improve the City website for ease of use. Work
Underway
Website heat mapping complete.
Staff working on RFP for complete
website overhaul.
Develop an implementation plan for ADA improvements to City facilities and ensure ADA-required improvements are included as part of the City’s Capital Improvement Program planning.
Not Started
The ADA Transition Plan was last
updated in 2017. Staff will begin
the next Plan update in Q1 FY 23.
Develop an Equal Employment Opportunity plan to ensure the City workforce reflects the racial and gender diversity of the community. Not Started Slated to begin in Q3.
Promote the use of public spaces for festivals or shows that showcase arts and culture.
Work
Underway
New special events coordinator
to spearhead this starting Q3.
Ensure robust engagement with a broad cross section of all segments of the community when developing plans for new or renovated parks and facilities.
Work
Underway
Planning for more surveying,
engagement and community
outreach underway.
51 Performance Indicators FY21
Q2
FY22
Q2
Positive
Neutral
Negative
Total annual number of participants in City recreation programs. 65,001 102,004 Percent of City facilities that are ADA compliant. Not Available Not Available -- Percent of City services that can be accessed in Spanish. Not Available Not Available -- Percent of persons who click on “apply now” after viewing the posting description on diversityjobs.com. Not Available Not Available -- Percent of residents rating Corona as a place to live as good or excellent. Not Available Not Available -- Percent of residents rating Corona as a place to raise a child as good or excellent. Not Available Not Available -- Percent of residents rating the community’s openness and acceptance towards people of diverse backgrounds as good or excellent. Not Available Not Available -- Percent of residents rating the overall image or reputation of Corona as good or excellent. Not Available Not Available -- Percent of residents rating the quality and number of places to recreate, socialize, meet and connect with friends, neighbors, and family as good or excellent. Not Available Not Available -- Percent of residents rating the sense of community in Corona as good or excellent. Not Available Not Available -- Percent of residents very likely to recommend living in Corona to someone who asks. Not Available Not Available -- Percent of residents who say, given the chance to start over, they would choose to live in Corona again. Not Available Not Available -- Percent of residents who volunteered time to some group/activity in Corona at least once last month. Not Available Not Available -- Sense of Place Performance Report
High Performing
Government
52 High Performing
Government
High Performing Government
Progress Highlights
Digital Engagement
Roadmap
P&D Customer
Survey Reviews
Standard Annual
Performance Reporting
Management Cycle
Calendar
New Departmental
Structure
Council
Workshops
54 High Performing Gov’t Progress Update
FY21/22 Projects & Milestones Status Notes
Develop annual department work plans based on the Strategic Plan. Completed Strategic Plan integrated into workplans Q1 ‘22.
Develop an external communication plan to tell our story and build trust between the City and residents. Completed Plan presented at the May ‘21
Council Study Session.
Establish regular community satisfaction surveys to gather statistically significant data, track residential concerns over time, and ensure that services and service levels are consistent with community needs and wants.
Not Started Slated to start in Q3.
Increase the frequency, quality, and quantity of resident feedback and engagement that better reaches the “silent majority,” as well as diverse and historically underrepresented communities.
Work
Underway
1,607 social posts, 264k+ video
views. Downtown survey =
1,493 responses. Developing
Trails and Homelessness survey
distributed w/ad targeting
based on census data.
Streamline and simplify the recruitment process and hiring new employees to reflect best practices. Not Started Slated to start in Q4.
Establish a staff recognition program/policy and a retiring employee recognition program/policy to recognize the amazing efforts across the organization and thank longtime employees who are retiring from service.
Not Started Slated to start in Q4.
55 High Performing Gov’t Progress Update
FY21/22 Projects & Milestones Status Notes
Utilize customer survey reviews where possible, including for plan check and building inspections. Completed Survey auto generated for
every customer.
Increase the number of online options for all major City services that can be offered virtually. Work Underway
Digital Services Portfolio to
be completed Q3 of FY22
to track all virtual services.
Increase accountability by establishing standard annual performance reporting to Council. Completed Regular quarterly reports implemented in Q1 ’22.
Develop a management cycle calendar to ensure effective, efficient sequencing of key annual organizational processes. On Track On track for completion in Q3.
Pursue meaningful award and certification opportunities to evaluate municipal services and better demonstrate the talent, commitment, outcomes achieved by the City for its residents. Work Underway
Received First Place Digital
Cities Award; additional
certifications assigned to
ATCMs for Q3.
Conduct annual employee engagement surveys and establish standard internal metrics to track engagement. On Track Slated for Q4.
Ensure competitive salaries and benefits by reviewing classification and compensation every three to five years and make appropriate adjustments based on data. Completed Class and Comp. Study completed.
Review the Strategic Plan annually and track goals through established performance indicators to provide a framework for budget decisions. On Track First year review to occur March 2022.
56 High Performing Gov’t Progress Update
FY21/22 Projects & Milestones Status Notes
Ensure annual reporting on Strategic Plan and departmental work plan milestones and performance measures. On Track First Annual Report scheduled at the end of Q4.
Use the open data portal to increase transparency and help residents engage with City government. Completed Open data portal active and
includes multiple data sets.
Quantify results from programs to drive process improvements and evaluation efforts. Work Underway
Performance indicators established
for major services.
Proactively pursue and incorporate resident input into all major planning efforts. Work Underway
More issue specific videos and
surveys going out to engage
residents.
Meet periodically with representatives of the local building and development industry to discuss issues of mutual concern. Completed
First meetings held in April 2021.
Annual meetings to be held each
year.
Build a high-performing team between Council and City management. Work Underway Orientations, workshops, and more.
Hold bi-annual Council workshops for policy making and financial planning.
Completed
Workshops held Fall ’20, Spring ’21,
Fall ’21; scheduled to occur every six
months thereafter.
Review and restructure City departments as needed to improve efficiency and achieve organizational objectives. Completed Major restructure completed Q1 FY22.
High Performing Gov’t Performance Report
Performance Indicators FY21
Q2
FY22
Q2
Positive
Neutral
Negative
Number of social media engagements 511,862 398,672
Number of social media impressions 7,822,762 6,528,154
Percent of major City services that are offered virtually 60% 80% Percent of residents expressing confidence in city government Not Available Not Available -- Percent of residents rating the overall direction the City is taking as good or excellent Not Available Not Available --
Percent of residents who believe all City residents are treated fairly Not Available Not Available -- Percent of residents rating overall quality of City services as good or excellent Not Available Not Available -- Percent of residents rating value of services as good or excellent Not Available Not Available -- Annual Employee turnover rate Not Available Not Available -- Percent of employees agreeing or strongly agreeing that they would recommend the City as a place to work Not Available Not Available -- Number of City awards/certifications earned Not Available Not Available -- Q2 By the Numbers
Operational Performance Update
58 59
Community Services
Q2 Operational Performance
124,368
Registered Library
Users
6,777
Library Program
Participants
6,705
Trees Trimmed
360
Trees Planted
60,000
Recreation Activity
Participants
300+/3,500 hrs.
Community
Volunteers
15,000
Special Events
Attendance
22,071
Corona Cruiser
Ridership
5,411
Dial-a-Ride Ridership
273
Trees Removed
60 Homelessness
Q2 Operational Performance
1,036
Calls for HOPE Team
Assistance
375
Cubic Yards of Debris
Removed
83 Emergency Shelter
Clients Served
103
City Net Street Outreach &
Engagement Contacts
8 Permanent Housing
Placements
30 Emergency Shelter
Beds Available*
*10 Path of Life Beds and 20 Motel Voucher Rooms
61 Community Engagement
6,057,791
Social Media Impressions
602,902
Website Visits
Q2 Operational Performance
264,963
Total Video Views
133,339
Mailchimp Emails Opened
185,302
Total Social Media Audience
311,174
Social Media Engagements
62 SeeClickFix
Q2 Operational Performance
1,449
Total Tickets submitted
1.6 Average days to
acknowledge
6.9 Average days to close
213
Street Maintenance Tickets
79,831 SF
Graffiti Removed
368
Graffiti Tickets
246
Parkway Maintenance Tickets
(Landscape and Trees)
63 Economic Development
Q2 Operational Performance
238
New Businesses*
10 Companies
supported via Team
Corona Meetings
1,542
Businesses
Retained*
200 Participants
in Community
Meetings
150 Participants
in Entrepreneurship
Programs
1,414 Individuals
connected via DRP
survey
600 Students
connected to
manufacturing opportunities
17,401 People
reached via Shop Dine
Corona campaign
* This number reflects business with physical locations in Corona. Overall, including contractors, 472 new businesses licenses were pulled, and 2037 business licenses were renewed.
INSPECTION
SERVICES
64 PLANNING & DEVELOPMENT
PLANNING
SERVICES
203
Applications Processed
100%
Applications processed
within adopted timeline
21 Average Days to Process
Applications
(Does not include over the
counter permit)
PLAN
CHECK
1,895 / 797
Building Plan Checks/
Permits Issued
46 New Residential Permits
Issued
82.6%
Satisfaction Rating
(Future Metric:
Avg. Days to Issue Permit)
Q2 Operational Performance
DEVELOPMENT
SERVICES
153
Misc. Permits Issued
91 / 67
Dry Utility Plan Checks/
Permits Issued
45 / 5
Grading Plan Checks/
Permits Issued
5 TTM/PM Plan Checks
(Future Metrics: Avg. Days to Issue
Permit & Satisfaction Rating)
3,026
Building Inspections
736
Infrastructure
Inspections
100%
Inspections Completed
on Time
(Future Metric:
Satisfaction Rating)
CODE
COMPLIANCE
289
Cases Opened
269
NOVs Issued
268
Cases Closed
78 Citations Issued
65 Public Works
Q2 Operational Performance
TRAFFIC
ENGINEERING
36 Work Orders
Completed
(signing, striping, curb painting)
170
Traffic Signals
Maintained
185
Traffic Plan Checks
Completed
CAPITAL
PROJECTS
60 Active CIP Projects
44 Planning/Design Phase
14 Out to Bid/Under
Construction
2 Projects Completed
NPDES
INSPECTIONS
42 Commercial/Industrial
Inspections
167
Construction Site
Inspections
84 Illicit Connections &
Discharges Identified
STREET
MAINTENANCE
880 / 851
Work Orders Received
/ Completed
7,291
Curb Miles Swept
159
Streetlights Repaired
7,457 SF
Sidewalk, Curb, Gutter
Replaced
FLEET
255 / 278
Scheduled vs.
Unscheduled Repairs
255
Vehicles & Equipment
Inspected
22 / 56
Fire Apparatus
Inspections/
Unscheduled Repairs
66 Public Safety
257
Vehicles
Towed
96 Fire
Calls
Q2 Operational Performance
936
Fire
Inspections
3,950
Calls for
Service
2,473
Medical
Calls
22,541
Calls for
Service
4:46
Avg. response time
to 90% of calls*
1,132
Parking
Citations
36 Acres of land
cleared
5:10
Average
Response Time
1,787
Vehicle
Citations
728
Arrests
39%
Response rate at
5:00 mins or less*
73%
Response to
medical calls at
6:00 mins or less
70%
Response to fire
incidents at 6:00
mins or less
*Response time to Priority 1 Calls
67 Utilities
BILLING &
ADMINISTRATION
1 min. 24 sec.
Average Speed of
Answer
135,053
Bills Mailed
8,135
Customer Service Calls
569
Front Counter Calls
UTILITIES
MAINTENANCE
1,395/1,306
Work Orders
Received / Closed
103,051 LF
CCTV Inspected
125,020
Sewer Mains Cleaned
1,949
Meters Replaced (YTD)
ELECTRIC
UTILITY
99.99%
Time Power is On
244,955,520
Customer Mins. w/ Power
30,201
Customer Mins w/o Power
5 Electrical Outages
WATER
UTILITY
2.33 Billion Gal.
Water Treated
1,277 / 100%
Water Samples /
Compliance Rate
1.22 Billion Gal.
Wastewater Treated
3,096 / 99.9%
Wastewater Samples /
Compliance Rate
Q2 Operational Performance
INFORMATION
TECHNOLOGY
1,185,300
Total Cyber Attacks
Deflected
2,468
IT Service Requests
Completed
#1
National Ranking for IT
Services for the 125K250K City Population
Internal Support
CLERK’S OFFICE
240
Public Records
Requests
15 Agendas Published
17 Claims Received
34 Subpoenas Processed
HUMAN
RESOURCES
48 Jobs Posted
51 New Hires
31 Promotions
39 Separations
PURCHASING
40 Bids Issued
247
Contracts Executed
815
Purchase Orders
Issued
749
P-Tracks Completed
ACCOUNTING
86%
Invoices Paid within 30
days
6,214
Invoices Processed
31 Years
GFOA Annual Award for
Financial Reporting
Q2 Operational Performance
QUESTIONS?
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www.CoronaCA.gov
70