Quarterly
Report
FY22 Q3
Jacob Ellis, City Manager
Kim Sitton, Finance Director
May 4, 2022
Overview
Q3
Strategic Plan
Implementation
Progress Report
Q3
Budget
Update
Q3
Operational
Performance
Update
Q3 Budget Update
General Fund &
Utilities Funds
3 General Fund – Inflows
Revenues + Transfers In - Highlights
4 FY 2022 Projected - Net increase $222.0 Million from Spring Financial Wksp ↑ Proceeds from Long Term Obligations (Pension Obligation Bonds) • $222.0 M from Bond Proceeds (one-time item, with offsetting expense) FY 2022 Projected – Estimated $14.2 M over Cumulative Budget Through Q3 86.4% received (was 73.3% in FY 2021)
↑ Measure X - Increase of $8.9 M
↑ Sales Tax - Increase of $3.5 M
↑ Intergovernmental Revenues – Increase of $0.7 M
• Fire Mutual Aid Reimbursements and other grant revenues ↓ Property Taxes – Decreasing 0.5% (-$0.3 Million)
• Secured Property Taxes
*Note: Projected FY 2022 is increase of $222.0 M for bond proceeds (pension obligation bonds). 5 General Fund – Inflows
Revenues + Transfers In
Budget to Projected FY 2022 Estimates (updated April 2022) General Fund Cumulative Budget Projected $ %
Revenue Category FY 2022 FY 2022 Change Change
Sales Tax $ 45,168,306 $ 48,688,910 $ 3,520,604 7.8%
Measure X 30,000,000 38,895,000 8,895,000 29.7%
Property Tax 53,697,100 53,415,400 (281,700) -0.5%
Other Revenue 11,534,124 11,496,694 (37,430) -0.3%
Current Services 10,667,079 11,143,297 476,218 4.5%
Other Taxes 11,097,000 11,613,000 516,000 4.6%
Payments in Lieu of Services 6,086,383 6,086,383 - 0.0% Intergovernmental Revenues 2,589,814 3,329,943 740,129 28.6% Licenses, Fees & Permits 1,928,400 1,987,500 59,100 3.1% Fines, Penalties & Forfeitures 569,250 766,762 197,512 34.7% Special Assessments 497,332 570,746 73,414 14.8%
Investment Earnings 2,477,625 2,485,306 7,681 0.3%
Proceeds from Long Term Oblig.* - 221,996,682 221,996,682 NA Total Revenues $ 176,312,413 $ 412,475,623 $ 236,163,210 133.9% Transfers In 1,281,600 1,281,600 - 0.0%
Total Inflows $ 177,594,013 $ 413,757,223 $ 236,163,210 133.0% 6 *Note: Projected FY 2022 is increase of $222.0 M for bond proceeds (pension obligation bonds).
General Fund – Inflows
Revenues + Transfers In
Mid-Year Estimates (updated April 2022) to Actuals – March 2022 General Fund Projected Through Q3 %
Revenue Category FY 2022 FY 2022 Received
Sales Tax $ 48,688,910 $ 29,040,162 59.6%
Measure X 38,895,000 22,909,219 58.9%
Property Tax 53,415,400 46,522,118 87.1%
Other Revenue 11,496,694 9,680,407 84.2%
Current Services 11,143,297 9,655,909 86.7%
Other Taxes 11,613,000 7,300,907 62.9%
Payments in Lieu of Services 6,086,383 4,530,002 74.4%
Intergovernmental Revenues 3,329,943 2,109,703 63.4%
Licenses, Fees & Permits 1,987,500 1,783,749 89.7%
Fines, Penalties & Forfeitures 766,762 701,193 91.4%
Special Assessments 570,746 292,290 51.2%
Investment Earnings 2,485,306 228,872 9.2%
Proceeds from Long Term Oblig. 221,996,682 221,996,682 100.0% Total Revenues $ 412,475,623 $ 356,751,213 86.5%
Transfers In 1,281,600 688,849 53.7%
Total Inflows $ 413,757,223 $ 357,440,063 86.4%
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 12,771,584 1,496,520 13.3% 10,606,561 1st Quarter Jan - Mar 10,907,420
2nd Quarter Apr - June 12,515,641
Fiscal Year Total $ 47,044,524 $ 25,764,496 $ 2,143,034 $ 19,464,003 Projected FY 2022 (April 2022) $ 48,688,910 $ 38,895,000 Percentage of estimated revenue received 52.9% 50.0%
SALES TAX
General Fund – Outflows
Expenditures + Transfers Out - Highlights
8 Through March, approximately 75% of FY 2022 complete (approximately, due to timing of payments)
Overall outflows % of cumulative budget spent 81.4%, or 67.2% adjusted for pension obligation issuance costs
Most departments trending lower than 75% 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 – March 2022
General Fund Cumulative Budget Through Q3 %
Expenditures By Department FY 2022 FY 2022 Spent
Capital Improvement Projects $ 27,307,329 $ 7,047,333 25.8% City Manager's Office 5,937,450 2,531,738 42.6%
Community Services 12,633,360 7,989,020 63.2%
Debt Service 242,207,922 225,870,640 93.3%
Economic Development 1,508,653 917,717 60.8%
Elected Officials 146,308 100,358 68.6%
Finance 4,332,459 2,552,657 58.9%
Fire 30,418,876 22,229,382 73.1%
General Government 23,687,795 16,587,319 70.0%
Human Resources 2,411,659 1,298,083 53.8%
Legal & Risk Management 1,621,758 1,185,555 73.1%
Maintenance Services 5,637,606 3,564,135 63.2%
Planning & Development 5,572,773 3,258,419 58.5%
Police 47,695,080 35,002,636 73.4%
Public Works 3,986,319 2,048,053 51.4%
Total Expenditures $ 415,105,346 $ 332,183,043 80.0%
Transfers Out 30,441,557 30,269,916 99.4%
Total Outflows $ 445,546,903 $ 362,452,959 81.4%
10 General Fund Reserves
Note: Not a full list of General Fund Reserves
Emergency Budget Total of Noted
Fiscal Year End Contingency Balancing * Reserves
June 30, 2015 $ 18,300,000 $ 38,951,177 $ 57,251,177
June 30, 2016 $ 30,000,000 $ 19,429,676 $ 49,429,676
June 30, 2017 $ 30,000,000 $ 28,945,252 $ 58,945,252
June 30, 2018 $ 32,600,000 $ 25,182,735 $ 57,782,735
June 30, 2019 $ 32,600,000 $ 34,433,788 $ 69,564,280
June 30, 2020 $ 33,846,470 $ 40,539,138 $ 76,916,100
June 30, 2021 $ 36,522,368 $ 43,614,486 $ 80,136,855
Emergency Budget Total of Noted
FY 2022 Adjustments Contingency Balancing Reserves
June 30, 2021 $ 36,522,368 $ 43,614,486 $ 80,136,855
Pension Stabilization Trust (30,000,000) (30,000,000)
Property Acquisition (5,103,760) (5,103,760)
POB Debt Service (4,588,677) (4,588,677)
Adjusted Totals $ 36,522,368 $ 3,922,049 $ 40,444,418
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
11 Utilities Funds – Inflows
Revenues + Transfers In
Highlights – Mid-Year Estimate Changes
12 Net decrease $4.6 Million, 3.5% compared to adopted 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
Utilities Funds – Inflows
Revenue + Transfers In
Budget to Projected FY 2022 Estimates
13 Enterprise Funds Cumulative Budget Projected $ %
Fund Type FY 2022 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% Utilities Funds – Inflows
Revenue + Transfers In
Projected Estimates to Actuals – March 2022
14 Enterprise Funds Projected Through Q3 %
Fund Type FY 2022 FY 2022 Received
Electric $ 17,108,860 $12,325,604 72.0%
Water 70,791,931 45,505,347 64.3%
Water Reclamation 35,583,216 22,765,105 64.0%
Total Revenues $ 123,484,007 $80,596,055 65.3%
Transfers In - Electric - - N/A
Transfers In - Water 4,701,340 - 0.0%
Transfers In - Wtr Rclm - - N/A
Total Inflows $ 128,185,347 $80,596,055 62.9%
Utilities Funds – Outflows
Expenditures + Transfers Out - Highlights
15 Outflows 50.5% of budget spent:
Electric 67.3%
• Operating budget 70.3% spent
• Capital improvement project budget 32.6% spent
Water 52.7%
• Operating budget 70.6% spent
• Capital improvement project budget 20.6% spent
Water Reclamation 45.0%
• Operating budget 69.7% spent
• Capital improvement project budget 14.6% spent
16 Utilities Funds – Outflows
Expenditures + Transfers Out
Budget to Actuals – March 2022
Enterprise Funds Cumulative Budget Through Q3 %
Expenditures By Department FY 2022 FY 2022 Spent
Electric
Capital Improvement Projects $ 1,783,216 $ 581,853 32.6% Debt Service 5,232,993 4,886,249 93.4%
Finance 518 518 100.0%
Public Works 166,831 99,124 59.4%
Utilities Department 15,133,454 9,445,505 62.4%
Electric Total 22,317,012 15,013,250 67.3%
Water
Capital Improvement Projects $ 43,865,297 $ 9,026,666 20.6% Debt Service 23,380,866 21,831,653 93.4%
Finance 1,553 1,553 100.0%
Public Works 809,497 425,430 52.6%
Utilities Department 54,310,037 33,166,645 61.1%
Water Total 122,367,250 64,451,948 52.7%
Water Reclamation
Capital Improvement Projects $ 33,505,201 $ 4,904,541 14.6% City Manager's Office 2,981 1,462 49.0%
Debt Service 13,125,724 12,256,015 93.4%
Finance 3,107 3,107 100.0%
Public Works 561,939 288,000 51.3%
Utilities Department 27,651,911 16,253,583 58.8%
Water Reclamation Total 74,850,864 33,706,707 45.0%
Transfers Out - Electric - - N/A
Transfers Out - Water - - N/A
Transfers Out - Water Reclamation 4,701,340 - N/A
Grand Total $ 224,236,467 $113,171,904 50.5%
QUESTIONS?
(951) 279-3500
Kim. [email protected]
www.CoronaCA.gov
Q3 Strategic Plan
Progress Report
18 The Plan
• 1 Vision
• 1 Purpose
• 6 Value statements
• 6 Goals
• 21 Objectives
• 138 Strategic Actions
• 125 Performance Indicators &
Milestone Measures
VISION
Corona will be a safe, vibrant,
family-friendly community
PURPOSE
To create a community
where everyone can thrive
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 Q3 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
27 Sustainable
Finances
28 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
Review and
Update City
Fees
Public budget in
both English and
Spanish
!
29 Financial Stability Progress Update
FY22 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
Will be completed with
FY23 Adopted Budget
Review and update City fees and set intentional cost recovery goals for City services.
On Track
New fee schedule
adopted March 2022.
Implementing fees in
various systems; will be
completed May 2022.
Financial Stability Performance Report
Performance Indicators FY21
Q3
FY22
Q3
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 Not Available Not Available -- Major operating funds maintaining minimum fund balance 100% 100% *Actual debt reflects an accounting change resulting from the issuance of the Pension Obligation Bonds (POBs).
Strong Economy
31 Strong
Economy
32 Strong Economy
Progress Highlights
Develop an
Economic Development
Strategic Plan
Establish a process
to promote local
business
Build partnerships and
programs that support
workforce development
Develop a
Downtown
Revitalization Plan
Redevelop the
Corona Mall
Properties
33 Strong Economy Progress Update
FY22 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.
Establish a process to promote local businesses as part of the City's ongoing communication and outreach efforts. Completed “Business Spotlight” e-newsletter launched April ’21; dedicated marketing campaigns ongoing
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
Initial recommendations will be included in the
Economic Development Strategic Plan and
explored further in FY 23.
Develop entrepreneurial workshops and trainings in English and Spanish.
Completed
Launched Emprendedor@s program in 2021
(90+ graduates to date); partnered with SCORE
on English trainings; additional trainings
planned for FY23.
Explore the creation of an economic development corporation in partnership with WRCOG. Completed WRCOG voted not to proceed in May '21.
Develop a Downtown Revitalization Plan. On Track Project started June ‘21. Plan completion anticipated in Summer '22.
34 FY22 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 Q4.
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
LAB presented conceptual plans to
Council on 2/2/22; construction
schedule for the South Mall advancing;
finalizing selection of residential partner
for the SE corner of the North Mall.
Partner with regional workforce development boards to increase job opportunities.
Work
Underway
Partnership with RCWDB. Job fair
planned in Fall ‘22.
Build partnerships and programs that support youth and adult workforce development. On Track Partnership with LAUNCH, CNUSD,
CMTC, and local employers.
Strong Economy Progress Update
Sound Infrastructure
35 Sound
Infrastructure
36 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
Establish consistent
quality and
maintenance standards
37 Sound Infrastructure Progress Update
FY22 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.
Work
Underway
Initial changes made to FY23
CIP; full revamp planned for FY24
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; initial scoping is being developed
Develop a Parks and Recreation Master Plan
On Track
Parks & Reconomics
sessions scheduled with staff;
Parks tour with consultants in
April.
Develop Trails Master Plan On Track Launched Community Trails Survey in March
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/monthly
playground inspections now in
place; dashboard underway
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
Finalizing job description for Asset
Mgmt. Coordinator position;
recruitment anticipated in Q4.
Establish consistent quality and maintenance standards for parks & recreation facilities. On Track Amenity standards established;
weekly park inspections ongoing
38 Sound Infrastructure Performance Report
Performance Indicators FY21
Q3
FY22
Q3
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 days) 96% 98.25% Town-wide average street PCI rating 70 70
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 -- *Data will be available following completion of National Community Survey Safe Community
39 Safe
Community
40 Safe Community
Progress Highlights
Enhance City’s
Graffiti Removal
program
Address chronic
staffing issues in
dispatch call center
Enforce camping
and trespassing
ordinances
Implement the
Community Wildfire
Protection Plan
Implement the
Homeless Strategic
Plan
Safe Community Progress Update
FY22 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. On Track Plan developed; multiple
dispatch positions in
background. 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. On Track
Housing program
implemenation as part of
the Housing Element Update
2021-2029.
Expand Community Emergency Response Team (CERT) trainings and build neighborhood-based CERT Teams. On Track
English CERT 04/29/22
Teen CERT 05/13/22
Spanish CERT 06/24/22
Implement the Community Wildfire Protection Plan (CWPP). Completed Will be used as foundation for Fire Safe Council
42 Safe Community Progress Update
FY22 Projects & Milestones (Cont.) Status Notes
Improve emergency response times to meet or beat national benchmarks. On Track Evaluating dispatch protocols
to reduce call queue time;
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 and 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 released in Jan ‘22.
Implement the Homeless Strategic Plan. On Track Plan implementation on track; reported on semi-annually.
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 in
Spring ‘22.
Performance Indicators FY21
Q3
FY22
Q3
Positive
Neutral
Negative
Avg. Police response time to Priority 1 calls / Avg. Police response time to 90% of Priority 1 calls 5:56/ 4:35 5:35 / 4:44 Police arrival time within 5:00 min. of all Priority 1 calls 34% 42% Avg. response time to all fire incidents / Avg. response time to 90% of fire incidents 5:29 / 8:27 5:11 / 7:53 Fire arrival time within 6:00 min. to fire incidents 65% 75% Avg. response time to all medical calls / Avg. response time to 90% of medical calls 5:11 / 7:22 5:00 / 7:09 Fire arrival time within 6:00 min. to medical calls 74% 84% Violent crimes / clearance rate 62 / 56% 80 / 49%
Property crimes / clearance rate 1,022 / 7% 980 / 6%
Homicides 1 0
% 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 0
Traffic fatalities 2 5
Traffic accidents 265 282
Safe Community Performance Report
*Data will be available following completion of National Community Survey 44 Performance Indicators (Cont.) FY21
Q3
FY22
Q3
Positive
Neutral
Negative
Drug/alcohol related traffic collisions 18 24
% 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. 0** 0**
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 40 -- Average length of homelessness Not Available 3.75 years -- Annual returns to homelessness Not Available 2 --
Number of affordable housing units 1,564 1,564
Number of permanent supportive housing units under development Not Available 90 -- Safe Community Performance Report
**Covid-19 impacts
*Data will be available following completion of National Community Survey 45 Performance Indicators (Cont.) FY21
Q3
FY22
Q3
Positive
Neutral
Negative
Number of code compliance/property maintenance citations or warnings 573 491 Median annual household income $83,752* $88,434**
Median Single Family Home Cost Not Available Not Available -- % of residents rating the overall cleanliness of Corona as good or excellent Not Available Not Available*** -- % 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 57,184 Avg. number of days to replace dead or damaged trees 28 days 28 days Safe Community Performance Report
*Based on 2019 US Census data
**Based on 2020 US Census data
***Data will be available following completion of National Community Survey Sense of Place
46 Sense of
Place
47 Sense of Place
Progress Highlights
Full-Time Special
Event Coordinator
Hired
Community
Events &
gatherings
Community
Volunteer
Events
Reimagine the
City’s brand,
identity and story
City Website
Improvements
48 Sense of Place Progress Update
FY22 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
Beginning exploration of regional
promoters for events such as 5Ks;
assessing facility availability to host
events.
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
2022 Calendar of Community
engagement events posted;
engagement ongoing.
Update the Mills Act Landmark list. Work
underway
Slated for Q4 discussion on Historic
Preservation in June ‘22.
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. On Track Branding agency selected; anticipated approval in May 2022.
Pursue opportunities to highlight the contributions of Latinx, Asian, Indigenous, and Black residents to Corona’s history, culture, and current community. Work underway
Held Community Conversation
during Black History Month.
Exploring a similar format for
cultural recognition and discussion
through calendar year.
49 Sense of Place Progress Update
FY22 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 FY23.
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 Q4.
Promote the use of public spaces for festivals or shows that showcase arts and culture.
Work
Underway
Events Coordinator re-opened
co-sponsorship requests;
applications under review.
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
MIG scope of work includes
community survey regarding park
and facility use. These are now in
development.
50 Performance Indicators FY21
Q3
FY22
Q3
Positive
Neutral
Negative
Total annual number of participants in City recreation programs. 65,001 147,327 % of City facilities that are ADA compliant. Not Available Not Available -- % of City services that can be accessed in Spanish. Not Available Not Available -- % of persons who click on “apply now” after viewing the posting description on diversityjobs.com. Not Available Not Available -- % of residents rating Corona as a place to live as good or excellent. Not Available Not Available* -- % of residents rating Corona as a place to raise a child as good or excellent. Not Available Not Available* -- % of residents rating the community’s openness and acceptance towards people of diverse backgrounds as good or excellent. Not Available Not Available* -- % of residents rating the overall image or reputation of Corona as good or excellent. Not Available Not Available* -- % 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* -- % of residents rating the sense of community in Corona as good or excellent. Not Available Not Available* -- % of residents very likely to recommend living in Corona to someone who asks. Not Available Not Available* -- % of residents who say, given the chance to start over, they would choose to live in Corona again. Not Available Not Available* -- % 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
*Data will be available following completion of National Community Survey High Performing
Government
51 High Performing
Government
52 High Performing Government
Progress Highlights
Digital
Engagement
Roadmap
Establish Regular
Community
Satisfaction Surveys
Standard Annual
Performance
Reporting
Management
Cycle
Calendar
Incorporate Resident
Input into Major
Planning Efforts
Develop Annual
Department
Workplans
53 High Performing Gov’t Progress Update
FY22 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.
On Track
National Community Survey
currently underway;
scheduled for resident
distribution in May / June ‘22
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
1,569 social posts, 271k+ video
views. Downtown survey =
2,200+ responses. Working on
Phase 1 Implementation of
Salesforce.
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.
54 High Performing Gov’t Progress Update
FY22 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
completed; taking results
from recent employee
survey to find gaps.
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. Completed
Mgmt. cycle calendar
completed and reviewed
regularly
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 budgeting awards
from GFOA & CSMFO;
additional certifications
assigned to ATTCMs for Q4.
Conduct annual employee engagement surveys and establish standard internal metrics to track engagement. On Track Survey planned for June ‘22
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 occurred at Spring Financial Workshop.
55 High Performing Gov’t Progress Update
FY22 Projects & Milestones Status Notes
Ensure annual reporting on Strategic Plan and departmental work plan milestones and performance measures. On Track First Annual Report planned for August ’22; quarterly reports ongoing
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. Completed Performance indicators established for major services.
Proactively pursue and incorporate resident input into all major planning efforts.
On Track
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. Completed Orientations, workshops, and more implemented and ongoing.
Hold bi-annual Council workshops for policy making and financial planning.
Completed
Workshops held Fall ’20, Spring ’21,
Fall ’21; Spring Financial Workshop
scheduled April ‘22; occurs 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
Q3
FY22
Q3
Positive
Neutral
Negative
Number of social media engagements 346,735 317,574
Number of social media impressions 5,218,553 6,433,629
% of major City services that are offered virtually 60% 80% % of residents expressing confidence in city government Not Available Not Available* -- % of residents rating the overall direction the City is taking as good or excellent Not Available Not Available* -- % of residents who believe all City residents are treated fairly Not Available Not Available* -- % of residents rating overall quality of City services as good or excellent Not Available Not Available* -- % of residents rating value of services as good or excellent Not Available Not Available* -- Annual Employee turnover rate Not Available Not Available -- % 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 -- *Data will be available following completion of National Community Survey Q3 By the Numbers
Operational Performance Update
57 58
Community Services
Q3 Operational Performance
121,939
Registered Library
Users
12,795
Library Program
Participants
8,385
Trees Trimmed
777
Trees Planted
33,500
Recreation Activity
Participants
655/3,776 hrs.
Community
Volunteers
350
Attendees @
Special Events
23,813
Corona Cruiser
Ridership
5,375
Dial-a-Ride Ridership
444
Trees Removed
59 Homelessness
Q3 Operational Performance
1,275
CPD Homeless Related
Calls for Service
380
Cubic Yards of Debris
Removed
121
Emergency Shelter
Clients Served
297
City Net Street Outreach &
Engagement Contacts
5 Permanent Housing
Placements
40*
Emergency Shelter
Beds Available
*10 Path of Life Beds and 30 Motel Voucher Rooms
60 Community Engagement
6,433,629
Social Media Impressions
666,820
Website Visits
Q3 Operational Performance
271,675
Total Video Views
235,507
Emails Opened
188,311
Total Social Media Audience
317,574
Social Media Engagements
61 SeeClickFix
Q3 Operational Performance
1,626
Total Tickets submitted
0.9 Average days to
acknowledge
5.1 Average days to close
206
Street Maintenance Tickets
68,347 SF
Graffiti Removed
521
Graffiti Tickets
203
Parkway Maintenance Tickets
(Landscape and Trees)
62 Economic Development
Q3 Operational Performance
319*
New Businesses
6 Companies supported via
Team Corona Meetings
1,187*
Businesses Retained
150
Participants at
Community Meetings
24 Entrepreneurship
Program Participants
518
Individuals connected
via DRP survey
60 Individuals supported by Live
Work Corona Webinar Series
16,618
Interactions on
TheCoronaCircle.com
* This number reflects business with physical locations in Corona.
INSPECTION
SERVICES
Planning & Development
PLANNING
SERVICES
304
Applications Processed
100%
Applications Processed
on Time
21 Average Days to Process
Applications
(Does not include over the counter
permit)
TBD
Satisfaction Rating
PLAN
CHECK
1,408 / 1,061
Building Plan Checks/
Permits Issued
86.4%
Plan Checks/Permits
Processed on Time
11 / 5
Avg. Days to Review Plan
Checks/Permits
(first check/rechecks)
84.8%
Satisfaction Rating
Q3 Operational Performance
DEVELOPMENT
SERVICES
436
Plan Checks/Permits
Issued*
62.6%
Plan Checks/Permits
Processed on Time*
17 Avg. Days to Review Plan
Checks/Permits*
TBD
Satisfaction Rating
3,540 / 834
Building/Infrastructure
Inspections
100%
Inspections Completed
on Time
1 Avg. Days to Complete
Inspections
TBD
Satisfaction Rating
CODE
COMPLIANCE
374
Cases
Opened
404
NOVs
Issued
355
Cases
Closed
87 *Dry Utility, Grading, TTM/PM Plan Citations Issued
Checks & Permits
64 Public Works
Q3 Operational Performance
TRAFFIC
ENGINEERING
46 Work Orders Completed
(signing, striping, curb painting)
170
Traffic Signals
Maintained
219
Traffic Plan
Checks
CAPITAL
PROJECTS
80 Active CIP Projects
60 Planning/Design Phase
16 Out to Bid/Under
Construction
4 Projects Completed
NPDES
INSPECTIONS
141
Commercial/Industrial
Inspections
131
Construction Site
Inspections
62 Illegal Connections &
Discharges Identified
STREET
MAINTENANCE
1,032 / 1,027
Work Orders
Received/Completed
6,980
Curb Miles Swept
220
Streetlights Repaired
5,784 SF
Sidewalk, Curb, Gutter
Replaced
FLEET
194/288
Scheduled vs.
Unscheduled Repairs
288
Vehicles & Equipment
Inspected
21/36
Fire Apparatus
Inspections/
Unscheduled Repairs
65 Public Safety
67 Vehicles
Towed
119
Fire
Calls
Q3 Operational Performance
97 Fire
Inspections
3,715
Calls for
Service
2,625
Medical
Calls
22,473
Calls for
Service
4:44
Avg. response time
to 90% of calls*
1,342
Parking
Citations
10 Acres of land
cleared
5:06
Average
Response Time
2,070
Vehicle
Citations
672
Arrests
42%
Response rate at
5:00 mins or less*
84%
Response to
medical calls at
6:00 mins or less
75%
Response to fire
incidents at 6:00
mins or less
*Response to Priority 1 Calls
66 Utilities
BILLING &
ADMINISTRATION
1 min. 29 sec.
Average Speed of
Answer
137,949
Bills Mailed
9,070
Customer Service Calls
432
Front Counter Calls
UTILITIES
MAINTENANCE
1,300/1,294
Work Orders
Received / Closed
65,566 LF
CCTV Inspected
81,141 LF
Sewer Mains Cleaned
2,980
Meters Replaced (YTD)
ELECTRIC
UTILITY
99.96%
Time Power is On
237,133,034
Customer Mins. w/ Power
91,126
Customer Mins w/o Power
6 Electrical Outages
WATER
UTILITY
2.514 Billion Gal.
Water Treated
1,248 / 100%
Water Samples /
Compliance Rate
1.126 Billion Gal.
Wastewater Treated
2,221 / 100%
Wastewater Samples/
Compliance Rate
Q3 Operational Performance
INFORMATION
TECHNOLOGY
1,302,104
Total Cyber Attacks
Deflected
3,039
IT Service Requests
Completed
#1
National Ranking for
IT Services
(Population125K-250K)
Internal Support
CLERK’S OFFICE
257
Public Records
Requests
15 Agendas Published
28 Claims Received
10 Subpoenas Processed
HUMAN
RESOURCES
50 Jobs Posted
64 New Hires
44 Promotions
44 Separations
PURCHASING
11 Bids Issued
60 Contracts Executed
282
Purchase Orders
Issued
352
P-Tracks Completed
ACCOUNTING
89%
Invoices Paid within 30
days
6,597
Invoices Processed
31 Consecutive Years
Receiving GFOA Award
Q3 Operational Performance
QUESTIONS?
(951) 279-3670
[email protected]
www.CoronaCA.gov
69