Exhibit 1 - Fiscal Year 2023 Proposed Budget — Corona City Council, June 15, 2022 (part 1 of 2)

CITY OF CORONA
PROPOSED BUDGET FISCAL YEAR 2023
City of Corona Fiscal Year 2023 Proposed Budget, Page i FISCAL YEAR 2023

PROPOSED BUDGET
City Council & Executive Team
Mayor Wes Speake
Vice Mayor Tony Daddario
Council Member Jacque Casillas
Council Member Tom Richins
Council Member Jim Steiner
City Treasurer Chad Willardson
Jacob Ellis, City Manager
Roger Bradley, Assistant City Manager
Joanne Coletta, Planning & Development Director
Dean Derleth, City Attorney and Legal & Risk Management Director Jessica Gonzales, Economic Development Director
Savat Khamphou, Public Works Director
Chris McMasters, Chief Information Officer
Tom Moody, Director of Utilities
Robert Newman, Chief of Police
Angela Rivera, Chief Talent Officer
Kim Sitton, Finance Director
Dr. Anne Turner, Community Services Director
Brian Young, Fire Chief
City of Corona Fiscal Year 2023 Proposed Budget, Page ii The City of Corona received the Distinguished Budget Presentation Award from the Government Finance Officers Association of the United States and Canada (GFOA) for the Fiscal Year ending June 30, 2022 Annual Budget. To receive this award, a governmental agency must issue a budget document that meets nationally recognized guidelines for effective budget presentation. The guidelines are designed to assess how well an entity’s budget serves as policy document, financial plan, operations guide, and communications device.

The City received the GFOA budget award for the last five fiscal years, starting with the Fiscal Year 2017 Annual Budget. The Fiscal Year 2023 budget document has been prepared with the GFOA guidelines in mind and will be submitted for award consideration.

City of Corona Fiscal Year 2023 Proposed Budget, Page iii The City of Corona received the Operating Budget Excellence Award for Fiscal Year ending June 30, 2022 from the California Society of Municipal Finance Officers (CSMFO). There are two levels of the budgeting award issued by the CSMFO. The first level, Meritorious Award, includes basic budget criteria established by the CSMFO. The second level, Excellence Award, includes additional budget communication criteria that must be met to receive the designation.

The City has been receiving the “Excellence Award” each year since Fiscal Year 2005. The City will submit the Fiscal Year 2023 budget document for award consideration.

City of Corona Fiscal Year 2023 Proposed Budget, Page iv Table of Contents
Introduction
Budget At A Glance 2
City Manager’s Message 3
Vision, Values and Strategic Goals 8
Guide to the Budget Document 10
About the City of Corona 11
Open Data & Transparency Initiatives 15
Chart – City Organization Chart 19
Guide to the City Budget Process 20
Understanding the City Budget 24
Chart – Fund Structure Organization Chart 30
Citywide Budget Overview + Financial Summaries
Key Budgetary Assumptions & Changes 32
Schedule – Consolidated Financial Summary / Major Funds 40 Schedule – Estimated Fund Balance Changes and Working Capital (All Funds, except Fiduciary) 41
Revenue – Where Does it Come From? 44
Schedule – Estimated Revenue 54
Expenses – What Are Our Costs? 57
Schedule – Service Adjustment Changes (Operating Budget) 65 Measure X Allocation Plan 72
Schedule – Expenditures by Fund Type 88
Debt Service Obligations 92
Interfund Transfers 97
Cost Allocation Plan 98
Citywide Positions 100
Schedule – Summary of Citywide Positions 107
Five Year Capital Improvement Plan
Capital Improvement Plan Overview 121
Schedule - CIP Schedule of Estimated Carryover and New Funding, by Fund 129 City of Corona Fiscal Year 2023 Proposed Budget, Page v City Departments
City Manager’s Office 140
Community Services Department 153
Economic Development Department 181
Elected Officials 188
Finance Department 194
Fire Department 201
General Government 213
Human Resources Department 21
8 Information Technology Department 22
6 Legal & Risk Management Department 23
6 Planning & Development Department 24
3 Police Department 26
0 Public Works Department
277
Utilities Department 298
Appendix
Budget Glossary
319
City of Corona Fiscal Year 2023 Proposed Budget, Page vi City of Corona Fiscal Year 2023 Proposed Budget, Page 1 Want more details? View the full text of the Adopted Budget at www.CoronaCA.gov.

CITY OF CORONA BUDGET FY 2023

GENERAL FUND AND CAPITAL IMPROVEMENT PROGRAM AT A GLANCE Your General Fund Dollars Support Crucial City Services.

CriƟcal Service Area Budget Program DescripƟon
Citywide Internal Support $61.4 M
Citywide financial administraƟon, human resources, employee safety training programs, procurement, legal, risk management, communicaƟons, homeless programs, and debt service.

Planning & Economic
Development $7.4 M
Land use planning and zoning, plan checks, administraƟon of low and moderate income housing funcƟons and assets, and building and property inspecƟons, city clerk, and economic development.

Infrastructure, Maintenance &
Open Space $20.6 M
Citywide uƟliƟes, citywide faciliƟes, parks and trees, administraƟon of capital improvement programs, land development, street maintenance, storm maintenance, and graffiƟ removal.

Library & RecreaƟon $5.8 M
CreaƟve recreaƟonal programming, promoƟon of reading and learning acƟviƟes, citywide special events, aquaƟcs programming, youth and adult sports, summer camps and hundreds of recreaƟonal classes.

Public Safety &
Emergency Response $82.2 M
Fire operaƟons, suppression and prevenƟon services, mutual aid, training and safety, community service officers, domesƟc violence response team, air support unit, patrol bureau, special response team, traffic unit, and special enforcement bureau.

Capital Improvement Project Funding Totals $61.3 million (all funds).

ELECTRIC FACILITIES, SYSTEMS

AND COMMUNITY
ASSETS

PARKS AND OPEN
SPACE

STREETS AND STORM
DRAINS

WATER AND

RECLAIMED WATER
SEWER
$0.8 M $6.8 M $3.0 M $17.1 M $23.9 M $9.7 M
Electric DistribuƟon
& Upgrades,
General Safety,
Maintenance and
Other
Improvements
City FaciliƟes &
Improvements, City
Systems and
Controls,
Community Assets
& ProgrammaƟc
Projects
General Safety,
Maintenance and
Other
Improvements, Park
Paving, Courts, and
Pathways, Play‐
grounds, Fencing
and LighƟng
Storm Drains,
Culverts, Creeks,
and Flood Control,
Bridges, Railroads
and Driveways,
Paving and Striping,
Streetlights and
Poles, Traffic
Signals
Quality, Supply, and
Storage,
Transmission and
DistribuƟon, Pump
StaƟons,
Supervisory
Control and
Data
AcquisiƟon
Pipeline
RehabilitaƟon,
Sewer Main
RehabilitaƟon,
Pump StaƟons and
LiŌ StaƟons,
Treatment
Subprograms Funding
City of Corona Fiscal Year 2023 Proposed Budget, Page 2 City Manager’s Budget Message
Proposed Budget FY 2023
Honorable Mayor and City Council,
I am pleased to present the City of Corona’s Fiscal Year (FY) 2023 budget document. This budget was prepared with the City’s Strategic Plan in mind, representing the City’s commitment to provide high-quality municipal services that support our residents and their priorities, and make sound decisions to remain financially sustainable.

The City of Corona 2021-2026 Strategic Plan was adopted by the City Council in February 2021.

The Strategic Plan was developed based on robust input from Corona residents and stakeholders and identifies current issues, needs, and interests that are of strategic importance to the community. This plan sets a course of action for the next five years by establishing priority goals for the City, outlining actions to effectively achieve those goals, and setting up the plan to report our progress to the public.

The City’s Strategic Plan goals provide the framework for the FY 2023 budget process. These goals include Financial Stability, Strong Economy, Sound Infrastructure, Safe Community, Sense of Place, and High-Performing Government. Multiple objectives have been identified for FY 2023 within each category to meet the goals as outlined in the Strategic Plan. Many of the projects listed below began in FY 2022 and will be completed in FY 2023 or will continue into future fiscal years.

City of Corona Fiscal Year 2023 Proposed Budget, Page 3 FY 2022 was filled with many accomplishments that furthered the goals in the Strategic Plan. A major accomplishment from FY 2022 was the issuance of pension obligation bonds (POBs) in October 2021. The City received a bond rating of AA+, an increase of two levels compared to the prior rating of AA-. The issuance of the POBs allowed the City to take advantage of historically low-interest rates and refinance the City’s unfunded accrued pension liability to a significantly lower rate than provided by the California Pension Retirement System (CalPERS). This action will save the City’s budget and Corona residents an estimated $166 million over 20 years. In addition, the City established a Pension Stabilization Trust as part of the Pension Management Policy to aggressively address and eliminate any future unfunded pension liabilities that CalPERS may assess.

Other major accomplishments in FY 2022 include:
 Negotiated successor Memorandums of Understanding (MOU) for all employee associations through December 2024.
 Established a Park Ranger Program to provide education and enforcement elements for city parks and trails. Park Rangers act as a liaison with the public to enhance a visitor’s park experience.
 Updated City fees and set intentional cost recovery goals for City services.  Created a Police Officer Business Liaison Program to engage local businesses, provide advice on crime prevention, and respond to concerns.
 Executed an agreement with SiFi Networks to build out a high-speed Fiber Optic network citywide at no cost to Corona residents.
 Implemented the Community Wildfire Protection Plan.
 Launched a Student Discovery Day for local students to tour City facilities and help them gain a vision for potential future job opportunities.
 Launched a Corona Citizen’s Academy to educate residents on the major elements of City services and how the City operates.
 And much, much more.

Budgetary Highlights
The total proposed budget for FY 2023 includes revenues of $473.9 million and expenditures of $400.8 million. In FY 2023, the estimated revenues exceed expenditures by $73.1 million. This is primarily due to a timing issue, with one-time revenues from reimbursement or other grant funding sources to be received in FY 2023, while the expenditure budget for the associated projects was appropriated in FY 2022. All funds are balanced with current revenues and expenditures, and use of existing reserves or fund balance, as needed. The total budget consists of Fiduciary Funds, Proprietary Funds (Enterprise and Internal Service), and Governmental Funds (General Fund, Special Revenue, and Capital Project Funds). Only the General Fund is at the full discretion of the City Council for spending appropriations. All other funds are restricted in some way based on the funding source. Please reference the Revenues section, pages 44-56, for information on funding sources.

For FY 2023, the proposed new investment in capital improvement projects totals $61.3 million.

This investment will fund projects in the following categories:
 Water Projects – $23.9 million
 Facilities, systems, and community assets – $6.8 million City of Corona Fiscal Year 2023 Proposed Budget, Page 4  Street and storm drain projects – $17.1 million
 Sewer projects – $9.7 million
 Parks and open space – $3.0 million
 Electric projects – $0.8 million
Significant project investments include $10.1 million for the AMI meter replacement project, $8.7 million for annual street pavement rehabilitation, $3.5 million for the Downtown Sixth Street waterline replacement, $2.0 million for the 1380 zone water storage tank, $1.9 million for the USACE in-kind service agreement, $1.8 million for the WRCRWA reclaimed waterline, $1.5 million for the Sierra Del Oro lift station and pipelines, $1.3 million for the Magnolia Avenue bridge and roadway widening project, $1.1 million for the Sewer Master Plan Update Program, and $1.1 million for the Auburndale amenities improvements. Please reference the ‘Capital Improvement Plan’ section, pages 121-138, or the separate 5-year planning document for project details.

Budgetary Changes
The estimated revenue budget for FY 2023 is $473.9 million, which represents a decrease of $200.2 million, or 29.7%, compared to the FY 2022 revenue projections. This is due to one-time revenues for bond proceeds, totaling $222.0 million, related to the pension obligation bond issuance. Excluding this item, revenue estimates are growing by $21.9 million, from $452.0 million in FY 2022 to $473.9 million in FY 2023. The most significant growth, $11.9 million, is in the Capital Projects Fund Type. The net increase in this group is largely for the McKinley Grade Separation project. The second largest change is an increase of $5.1 million in the General Fund, which is primarily due to an increase in Sales Tax and Property Taxes. The third largest change is in the Special Revenue funds, with an increase of $4.8 million. This includes developer improvement funds, Gas Tax, Measure A, and Community Facilities Districts (CFD)/Landscape and Lighting Maintenance Districts (LMD) funds.

The proposed expenditures budget for FY 2023 totals $400.8 million, which is an increase of $29.9 million, or 8.1%, compared to the FY 2022 adopted budget. The net change is based on increases in the following categories: $18.0 million in Debt Service, $5.8 million in Contractual Services, $4.7 million in Materials and Supplies, $2.5 million in Utilities, and $1.0 million in Personnel costs.

In addition, there are decreases of ($1.9 million) in Capital Improvement Projects and ($0.2 million) in Claims Expenses. The increase of $18.0 million in the Debt Services category is primarily due to the issuance of pension obligation bonds in FY 2022. With the bond issuance, the City’s unfunded accrued liability (UAL) costs shift from the Personnel category to Debt Service.

There are an additional 41.07 FTE included in the FY 2023 proposed budget. Increases are in alignment with the City’s six Strategic Plan goals. Please reference the Citywide Positions Overview, section, pages 100-119 for the complete list of positions added.

In early FY 2022, the City implemented a reorganization of the City departments. The new organizational structure is focused on clarity, simplicity, organizational effectiveness, unity of command, manageable spans of control, and most importantly, customer service. These changes occurred after the FY 2022 budget was adopted and is reflected in the FY 2023 proposed budget.

Some of the changes in the organizational structure include:
 Department of Water and Power changed its name to the Utilities Department.

City of Corona Fiscal Year 2023 Proposed Budget, Page 5  Community Development Department changed its name to the Planning and Development Department.
 Fleet operations and street maintenance moved from the Utilities Department to Public Works Department.
 Warehouse operations moved from the Utilities Department to Finance Department.  Community assistance (includes housing and federal assistance grants) moved from the Planning and Development Department to Community Services Department.  Transit services moved from the Public Works Department to Community Services Department.
 Airport operations and building maintenance moved from the Utilities Department to Community Services Department.
 Land development services moved from the Public Works Department to Planning and Development Department.

Challenges
In addition to the City’s many accomplishments, there are also challenges the City continues to work through on a routine basis.
 Unfunded pension liabilities. With the issuance of pension obligation bonds, the City put in place a concrete plan that will eliminate its legacy unfunded pension liability in 13 years or less. Staff will continue to vigilant and proactively manage this issue, guided by the new Pension Management Policy. As each fiscal year closes, financial statements are presented to the City Council. Based on the year-end results, there will be recommendations about addressing any new unfunded pension liabilities through contributions directly to CalPERS or via the Pension Stabilization Trust. The pension obligation bonds, along with the newly adopted Pension Management Policy, will help to provide long-term financial stability for the City.
 Asset management planning. The City does not currently have a comprehensive asset management plan which has resulted in a more reactive approach to maintaining and replacing public infrastructure assets. The development of an initial plan is anticipated to be completed in FY 2023. The plan will identify all major City assets in one centralized system to help plan maintenance schedules to prolong the life of the assets and ensure the highest quality infrastructure at the lowest possible long-term price.  Downtown revitalization. The revitalization of the downtown area continues to be a top priority for the City of Corona and is aligned with the City’s Vision for a safe, vibrant, and family friendly community. A Downtown Revitalization Plan is currently under development and is expected to be complete in Summer 2022, with implementation anticipated to begin in Fall 2022. As part of the Plan development, the City has led a robust community engagement strategy and conducted a market study revealing the primary challenges in the Downtown and the community’s desire for transformation of the area. These challenges include public safety concerns, deteriorated infrastructure, lacking sense of place and need for community events and programming. The Plan will incorporate goals, strategies, and design guidelines to address these challenges and City of Corona Fiscal Year 2023 Proposed Budget, Page 6 create a cohesive vision and identity in the Downtown that results in a thriving, vibrant destination.

Thank you for engaging and participating in the budget process. Please explore the details of the budget document or try the online budgeting tools available on the City’s website. I want to acknowledge all the staff throughout the departments that contribute to the budget process.

There are so many details that go into building the annual budget and this document. It is truly a team effort.

Respectfully Submitted,
Jacob Ellis,
City Manager
City of Corona Fiscal Year 2023 Proposed Budget, Page 7

OUR VISION
The City of Corona will be a safe, vibrant, and family-friendly community.

Subprograms Funding

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.

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.

HONEST
We strive to do what is right, not what is easy. We keep our commitments and take responsibility for the results, even if things go wrong.

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.

TEAM We give voice to our community. We trust and honor the process of collaboration. We achieve more together.

City of Corona Fiscal Year 2023 Proposed Budget, Page 8 Want more details? View the full text of the Strategic Plan at www.CoronaCA.gov.

Subprograms Funding

OUR STRATEGIC GOALS
Financial Stability.

Strong Economy.

Sound Infrastructure.

Safe Community.

Sense of Place.

High-Performing Government.

Financial Stability: Ensure the City has adequate and sustainable funding to deliver high-quality services to residents.

Strong Economy: Expand the local economy by supporting local businesses, providing opportunities for new businesses, and ensuring there are ample opportunities for job seekers.

Sound Infrastructure: Sustain high quality service delivery by investing in public infrastructure, including parks, buildings, equipment, roads, and technology.

Safe Community: Protect our quality of life by ensuring the community is safe and clean.

Sense of Place: Building community through celebrating our rich heritage, increasing access to recreational and cultural activities, and improving the relationship between the city and residents.

High-Performing Government: Improve the efficiency and effectiveness of the City’s services to bring government into the 21st century.

City of Corona Fiscal Year 2023 Proposed Budget, Page 9

GUIDE TO THE BUDGET DOCUMENT
The budget document is designed to communicate the cost of providing services and the associated revenues accurately and openly. The budget document for Fiscal Year 2023 is divided into the following sections:

INTRODUCTION
The budget document starts with the Budget at a Glance and the transmittal letter by the City Manager.

Also included in this section are the demographics information for the City of Corona, transparency initiatives, and details about the budget process and the budget document.

CITYWIDE BUDGET OVERVIEW AND FINANCIAL SUMMARIES
The Citywide Budget Overview and Financial Summaries section includes an overview and analysis of multiple parts of the City’s total budget. This section includes discussion about the key budgetary assumptions for both expenditures and revenues for Fiscal Year 2023 as compared to Fiscal Year 2022.

In addition, there are schedules that provide the detail of fund balance and working capital changes, revenue estimates, budgeted expenditures, service level changes, debt service obligations, interfund transfers, cost allocation plan, and position changes. Information on the allocation of Measure X funds can also be located in this section.

FIVE YEAR CAPITAL IMPROVEMENT PLAN
The Five-Year Capital Improvement Plan section includes the budget information for the capital improvement projects. The overview provides a highlight of projects approved for funding in Fiscal Year 2023. Additionally, there is a Schedule of Estimated Carryover and New Funding by Fund that provides a breakdown of continuing appropriations and new approved funding. For additional project details, please reference the City of Corona’s Five-Year Capital Improvement Plan document for Fiscal Years 2023 to 2027, available on the Finance page of the City’s website at www.CoronaCA.gov.

CITY DEPARTMENTS
The City Departments section provides department mission statements, descriptions of program activities, accomplishments for Fiscal Year 2022, goals for Fiscal Year 2023, department organization charts, financial summaries by category and funding sources, and workload/performance measures. The information is organized alphabetically by department.

APPENDIX
The Appendix section includesthe budget resolutions adopted by the four authorities associated with the City of Corona: Corona City Council, Corona Utility Authority, Corona Housing Authority, and Corona Public Financing Authority. The GANN resolution is also a part of this section. These budget resolutions will be included in the Adopted Budget document. In addition, there is a glossary that contains acronyms and terms to assist with understanding the discussion of the budget document.

City of Corona Fiscal Year 2023 Proposed Budget, Page 10

ABOUT THE CITY OF CORONA

THE CITY IN BRIEF
County
County of Riverside, established May 4, 1886
Population
156,778 (Source: California Department of
Finance, Estimate January 2022)
Nickname and Motto
The Circle City
Lemon Capital of the World
Crown Jewel of the Inland Empire
“To Cherish Our Past, To Plan Our Future"
www.CoronaCA.gov
Area and Location

39.3 sq. miles at the upper end of Santa Ana
River Canyon + Santa Ana Mountains. Located
adjacent to Orange County at the junction of the
91 and 15 freeways.

Climate
Mediterranean climate with mild winters and
hot summers.

Government
The City of Corona is a General Law City with a
Council-Manager form of government. The first
district elections were held in 2018 with Districts
1, 4, and 5 electing a City Council Member that
resided in their respective district. In 2020,
Districts 2 and 3 held their first district election.

The City has a rotating Mayor and Vice Mayor
which is determined in December of each year by
the City Council. The next general municipal
election for the City of Corona will be held on
November 8, 2022, for three Council seats –
Districts 1, 4, and 5. To find your district
information, search ‘district’ or ‘election’ on the
City’s website at www.CoronaCA.gov.

School Districts
Corona-Norco Unified School District
www.cnusd.k12.ca.us
Alvord Unified School District
www.AlvordSchools.org
City of Corona Fiscal Year 2023 Proposed Budget, Page 11

ABOUT THE CITY OF CORONA
Demographic Profile
City of Corona population consist of 28% of
persons who are under the age of 20 years and
12% are 65 years or over. Average median age is
34 years old. (Source: Applied Geographic
Solutions)
The median household income in Corona is
$91,068. Approximately 41% of households make
over $100,000 and about 30% of households make
less than $50,000 annually. (Source: Applied
Geographic Solutions)
The following chart outlines the City’s ethnic
diversity:

Source: Applied Geographic Solutions
Education
There are 38 public and private colleges within a
90-mile radius of the City of Corona including
California Baptist University; California State
University, San Bernardino; Norco College; La
Sierra University; Riverside Community College;
and the University of California, Riverside.

Approximately 86% of Corona population has a
high school diploma or higher. Only about 7% of
the population has education level less than 9th
Grade. (Source: Applied Geographic Solutions)

Housing According to California Department of Finance
January 2022 estimate, there are 50,287 housing
units in Corona. 48,374 homes are occupied with

3.23 persons per household.

The median sales price for homes in Corona for
March 2022 was $745,000.

Source: Realitor.com; median sales price was based on
single-family, condo and townhome properties.

City of Corona Fiscal Year 2023 Proposed Budget, Page 12

ABOUT THE CITY OF CORONA
Parks & Open Space
Description Count
Total Park Acreage 376
Playgrounds 27
Baseball/Softball Diamonds 36
Soccer/Football Fields 18
Community Centers 7
Library & Recreation
Description Count
Libraries 1
Number of Library Visits 62,561
Volumes in Collection 210,747
Circulation (Volumes Borrowed) 182,733
Number of Recreation
Program/Event Participants 655,545
Fire
Description Count
Fire Stations 7
Sworn Fire Personnel 120
Emergency Responses 14,422
Fires Extinguished 524
Police
Description Count
Police Stations + Zone Offices 3
Sworn Police Personnel 164
Patrol Units 65
Physical Arrests 2,345
Parking Violations 2,731
Traffic Violations 6,051
Transit
Description Count
Number of Fixed Route Minibuses 7
Number of Dial-A-Ride Minibuses 13
City of Corona Fiscal Year 2023 Proposed Budget, Page 13

ABOUT THE CITY OF CORONA
City Infrastructure
Description Count
Strees and Alleys (miles) 463
Streetlights 15,117
Traffic Signals 191
Water Main (miles) 736
Water Storage Capacity
(millions of gallons) 55
Sanitary Sewer (miles) 464
Storm Sewers (miles) 225
Treatment Capacity
(millions of gallons) 16.0
Average Daily Sewage Treatment
(millions of gallons) 12.8
New Water Connections 634
Average Daily Water
Consumption
(millions of gallons) 33.2
Potholes Filled (square feet) 20,204

City of Corona Fiscal Year 2023 Proposed Budget, Page 14

OPEN DATA / TRANSPARENCY INITIATIVES
About the Open Budget Initiative
The City of Corona exists to serve our community of private citizens and their families as well as facilitate a thriving economy for our local businesses. To do that well, we are clearing pathways to promote an understanding of the allocation of public funds in the City budget. This is core to the promise of a readily available government which invites public participation and keeps itself accountable to the objectives and strategic goals which are developed as a result of this partnership.

Through www.OpenDataCorona.com, readers can explore data sets directly exported out of the City’s financial system. The web portal is mobile-friendly, encouraging citizen access and outreach.

The ‘Open Budget’ application is a guided view
through the financial complexities of the City’s
operating budget and presents ordinarily dense
data in an interactive and easy-to-understand
way. Users can also view an interactive map of
capital projects currently in progress. The
datasets include the adopted operating
budgets, capital project budgets, and revenue
estimates. In Fiscal Year 2021, the Open
Budget platform was amended to include
expenditure and revenue actuals which are
updated on a weekly basis.

The ‘Open Checkbook' dataset includes payments made to vendors via the City’s accounts payable system.

A search bar enables viewing across multiple categories.

City of Corona Fiscal Year 2023 Proposed Budget, Page 15

OPEN DATA / TRANSPARENCY INITIATIVES
Open Payroll
The City of Corona regularly provides employee salary and benefits information to multiple agencies, including the State of California. For historical information on this, please visit the State Controller website at www.sco.ca.gov or Transparent California at www.TransparentCalifornia.com.

City of Corona Fiscal Year 2023 Proposed Budget, Page 16

OPEN DATA / TRANSPARENCY INITIATIVES
Balancing Act / Taxpayer Receipt
In October 2017, the City introduced the Citizen Tax Receipt and Balancing Act budget engagement applications. The applications are designed to make the budget more interactive and transparent to residents. Both applications are available in English and Spanish.

The Citizen Tax Receipt application is intended to provide an estimate to Corona residents on where their tax dollars go. Sales and property tax funds are spent on City services such as fire, police, library, parks, street maintenance, administration, and public works. Sales and property taxes are split among several different entities including the county and school districts. By simply entering your age, income, and the value of your home (if applicable), the tool will show you an estimate of your tax bill and where the money is spent. The application calculates taxes on real estate and estimates taxes on restaurant meals and sales tax activity, based on age and income. It does not include fees for water, sewer, trash, and storm water.

After reviewing the Tax Receipt Estimates, residents are given the opportunity to engage in budget allocations by utilizing the Balancing Act application. This portion provides a graphical representation of the General Fund budget. The simulator allows residents to adjust revenues and expenditures to create a balanced budget, while providing feedback on service and spending priorities which the City can use as it develops future budgets.

Open Data Dashboards – “Corona Open Performance”
In July 2018, the City of Corona launched “Corona Open Performance” - open data dashboards, powered by Socrata. The dashboards are a way for people to make sense of large amounts of data in a visual format.

Site users can download the data sets in spreadsheets, flag data sets to watch or compare, create visualizations, such as maps, charts, and graphs, as well as embed the data into their websites. There are many data sets available for consumption that cover a variety of City operations, such as library and recreation patronage, social media, SeeClickFix, finance, police and fire activity, and transportation.

The Corona Open Performance platform will continue to evolve as goals and objectives are set and the City works towards achieving those long-term performance management targets. The City will continue to release additional data sets as they become available.

Please visit the Corona Open Performance page at http://Corstat.CoronaCA.gov.

City of Corona Fiscal Year 2023 Proposed Budget, Page 17

OPEN DATA / TRANSPARENCY INITIATIVES
Get Involved & Join the Conversation
The first step in getting involved is getting to know the City of Corona – what we do, and what it takes to provide city services. We invite you to explore the online tools for yourself by visiting the following web pages:

Open Budget and Open Checkbook: www.OpenDataCorona.com
Balancing Act and Taxpayer Receipt: www.CoronaCA.gov/BalancingAct Corona Open Performance: http://Corstat.CoronaCA.gov
City of Corona Fiscal Year 2023 Proposed Budget, Page 18 Citizens of Corona
City Treasurer
Chad Willardson, City Treasurer
City Council
Wes Speake, Mayor
Tony Daddario, Vice Mayor
Jacque Casillas, Council Member
Tom Richins, Council Member
Jim Steiner, Council Member
Legal & Risk
Management
Dean Derleth, City Attorney and
Legal + Risk Management Director
City Manager
Jacob Ellis, City Manager
City Manager’s
Office
Jacob Ellis, City Manager
Police Department
Robert Newman,
Chief of Police
Fire Department
Brian Young,
Fire Chief
Planning and
Development
Joanne Coletta, Planning and
Development Director
Community Services
Dr. Anne Turner,
Community Services Director
Finance Department
Kim Sitton,
Finance Director
Public Works
Savat Khamphou,
Public Works Director
Economic
Development
Jessica Gonzales,
Economic Development Director
Utilities
Tom Moody,
Director of Utilities
Information
Technology
Chris McMasters, Chief
Information Officer
Human Resources
Angela Rivera,
Chief Talent Officer

CITYWIDE ORGANIZATIONAL CHART
City of Corona Fiscal Year 2023 Proposed Budget, Page 19

GUIDE TO CITY BUDGET PROCESS
Building the Budget
The budget is a communication tool which accurately and openly explains the cost of providing services to the community and other public agencies. In addition, it establishes the foundation of effective financial planning. The budget is a resource planning document, with City staff and monetary support as its primary tools for achieving its goals. It establishes fiscal controls and is the legal limit for spending.

The Proposed Fiscal Year (FY) 2023 budget will be presented to City Council on June 15, 2022.

SIGNIFICANT BUDGET POLICIES & GUIDING PRINCIPLE
The Corona Municipal Code, Chapter 2.04.060
requires that the City Manager prepare and
submit the Annual Budget to the City Council
for approval.

Under policy directive and guidance, the budget
is developed based upon:
• Guidance and policy direction provided by
the City Council through the City Manager
and to his/her executive team.
• Long-term financial plan which reviews at
least 3 years of actuals with a 5-year
economic and financial outlook.
• The Citywide Strategic Plan.
• Federal, State, and Local law and emerging
issues.

Balanced Budget
The City is required to maintain a balanced budget. The total of budgeted expenses and transfers out shall not exceed the total of estimated revenues, transfers in, and use of any one-time funding or fund balance (including reserves). This information is summarized on the Schedule of Estimated Fund Balance Change
Financial
Stability
Strong
Economy
Sound
Infrastructure
Safe
Community
Sense of
Place
High-Peforming
Government
The City Strategic Plan outlines 6 major goals which
should be the City’s primary focal points for
investment.

City of Corona Fiscal Year 2023 Proposed Budget, Page 20

GUIDE TO CITY BUDGET PROCESS
Constitutional Spending Authority
Appropriations in the Annual Budget comply with the City’s appropriation limit as calculated in accordance with Article XIII-B of the Constitution of the State of California and Government Code Section 7900 (Gann Appropriation Limit), which limits growth in appropriations to a percentage
increase in the cost of living as well as the City’s population.

General Fund Balance Reserve Policy
The City’s General Fund Balance Reserve Policy was originally established in 2010. The emergency contingency reserve was $36.5 million as of June 30, 2021. The City also maintains a budget balancing reserve which is used to maintain critical services which may be impacted by sudden economic or legislative changes that may adversely impact City revenues. The City’s budget balancing reserve was $43.6 million as of June 30, 2021. In FY 2022, City Council approved $30.0 million to the Pension Stabilization Trust.

Investment Policy
The City formally adopts its Investment Policy on an annual basis. It provides guidelines for the prudent investment of the City's idle cash and outlines the policies for maximizing the efficiency of the City's cash management. The Investment Policy is in conformity with the California Government Code Sections 53600 et seq. The City Treasurer is delegated investment authority on a year-to-year basis. Within the constraints set forth in the policy, the City Treasurer has the authority to direct investment strategy and approve investment policy and procedures for the City's investment portfolio. The criteria for selecting investments and the order of priority are safety, liquidity, and yield.

The Investment Policy is approved by the City Council and adopted by resolution. The policy is available on the Finance Department’s page of the City of Corona’s website at www.CoronaCA.gov.

Debt Policy
The debt policy is adopted as a means of standardizing the issuance and management of debt. The primary objective is to establish conditions for the use of debt, to minimize the City’s Debt Service requirements and cost of issuance; to retain the highest practical credit rating; to maintain full and complete financial disclosure and reporting; and to maintain financial flexibility for the City. The policy applies to all debt issued by the City and its component units. The policy is an important tool to ensure the use of the City's resources to meet its commitments, to meet the needs of the citizens of Corona, and to maintain sound financial management practices.

City of Corona Fiscal Year 2023 Proposed Budget, Page 21

GUIDE TO CITY BUDGET PROCESS
The Debt Policy is approved by the City Council and adopted by resolution. The policy is available on the Finance Department’s page of the City of Corona’s website at www.CoronaCA.gov.

City Budget Calendar
The budget process begins as a team effort in January of each year. The Finance Department works in cooperation with all City departments to formulate revenue projections for the upcoming fiscal year.

From this, the individual departments use the projected revenues and existing fund balance information to prioritize and recommend the budget to meet the next fiscal year’s objectives.

The City Manager’s Office and the Finance Department review each budget proposal, revenue assumptions, and all current financial obligations, before presenting the proposed budget to the City Council.

For Fiscal Year 2023, two public study sessions were held to provide more in-depth details, additional City Council and public input, and discussion about the City’s budget. With the implementation of Measure X in Fiscal Year 2022 (the City’s new sales tax measure), a large part of the conversation was to ensure the budget meets the community’s priorities with the additional funds. • April 7, 2022 Workshop #1 – Revenues, Operating, and Capital Budget • May 11, 2022 Workshop #2 – Service Adjustments and Proposed Budget Overview/Recap • June 15, 2022 FY 2023 Budget Adopted by City Council
Jan - early Feb
•Budget process
begins
•Personnel cost
budgeting and
revenue
forecasting
Feb - March
•Department
budget meetings
• Discussion and
prioritization of
service
adjustments
March - May
•Budget
consolidation
• Prepare
Proposed
Budget
Information;
Budget
Workshop
Presentations
June
•June 15, 2022
City Council
adoption of
annual budget
City of Corona Fiscal Year 2023 Proposed Budget, Page 22

GUIDE TO CITY BUDGET PROCESS
Budgetary Control and Amendments
New and continuing (multi-year) appropriations are set for City funds via a majority vote of the City Council. The legal level of budgetary control is at the City Manager and department level. Budget amendments within departments are approved by Department Directors, as long as the amendment does not increase the department’s overall spending authority as dictated by the current budget.

Any amendment which increases spending authority must obtain City Council approval by majority vote.

Furthermore, an amendment to the City’s Capital Budget requires City Council approval. (Please refer to the ‘Five Year Capital Improvement Plan’ section and/or separately issued ‘Capital Improvement Plan FY 2023 to FY 2027’ for additional details). This is because each capital project, having a specific scope, is awarded funding on a discrete basis, and therefore, is treated as a stand-alone budget.

As a practical matter, capital project budgets may be exceeded, from time to time, due to circumstances that cannot always be predicted in advance. In that event, departments are permitted to transfer up to 10% from a similar project within the same subprogram and having the same funding source. If this condition cannot be met, then departments are required to obtain City Council approval to increase, decrease or transfer funding which exceeds the 10% threshold.

Griffin Park
City of Corona Fiscal Year 2023 Proposed Budget, Page 23

UNDERSTANDING THE CITY BUDGET

THE CITY BUDGET IN A NUTSHELL
The City of Corona’s fiscal year begins July 1st and ends June 30th. Annually, through a public process, the Adopted Budget commits financial resources to a myriad of services and programs that the City provides.

In other words, it commits funding to what we do. However, the budget also works to legally limit funding too. The legal limit is required because financial resources are finite. Therefore, the investments that we make (of these finite resources) into what we do (or want to do) reflect the priorities of the City and the direction of its future.

WHAT DOES THE CITY OF CORONA DO?
In alignment with the City’s Strategic Plan, all City services and the cost of providing those services can be tied back to one of 6 Citywide Priorities which influence the quality of life for our residents. These are the primary components or goal posts of the annual operating budget.

Financial
Sustainability
Strong
Economy
Sound
Infrastructure
Safe
Community
Sense of
Place
High
Performing
Government
City of Corona Fiscal Year 2023 Proposed Budget, Page 24

UNDERSTANDING THE CITY BUDGET
Budget Accounting & Presentation
A formal budget is employed as a management control
device during the year. Budgets are adopted on a basis
consistent with accounting principles generally accepted in the United States of America.

The accounts of the City are organized by funds, each of which is considered a separate accounting entity. The
operations of each fund are accounted for in a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures or expenses, as appropriate. City resources are allocated to and accounted for in individual funds based upon the purpose for which they are to be spent and the means by which spending activities are controlled.

The City budget includes information regarding estimated costs (or outflows) and revenue (or cash inflows) for identified programs, projects, and levels of service to meet the needs of the City. All annual operating budget appropriations lapse at the end of the fiscal year, except for items that have specifically received City Council approval and grant funded programs with a funding period that ends after June 30th.

Capital projects typically span more than one fiscal year, and the appropriations roll forward (continuing appropriations) until projects are completed, placed into service, accounted for as capital assets, or abandoned at the discretion of the City or the City Council.

The City of Corona’s budget is prepared and based on five expense categories; personnel, non-personnel (such as supplies and services), capital outlay, debt service and capital improvement projects. The first two listed are considered operational in nature and are known as recurring costs. Capital outlays refer to minor equipment purchases which are generally infrequent and valued at less than $50,000. Capital outlays are paid for out of operating funds. Debt service refers to principal and interest payments on borrowed funds (such as bonds or long-term loans). Capital improvement projects (CIP) are asset acquisitions and/or major facilities, systems, and infrastructure improvements which cost over $50,000.

These reside “outside” of the operational budget and are an example of a one-time cost.

Basis of Accounting and Budgeting
Basis of accounting refers to the timing of revenue and expenditure recognition for budgeting and financial reporting. The City’s financial statements and accounting records are maintained in accordance with Generally Accepted Accounting Principles (GAAP) of the United States and outlined by the Governmental Accounting Standards Board (GASB). The accounts of the City are organized by funds, each of which is considered a separate accounting entity. The City collects and records revenues and expenditures within the following categories: Governmental Funds, Proprietary Funds, and Fiduciary Funds.

City of Corona Fiscal Year 2023 Proposed Budget, Page 25

UNDERSTANDING THE CITY BUDGET
Governmental Funds include the General Fund, Special Revenue, Debt Service, and certain capital project funds which receive primarily grants or intergovernmental revenues (such as Housing and Urban Development - HUD). These funds are accounted for using the modified accrual basis where revenues are recognized in the accounting period in which they become both measurable and available to finance expenditures of the current period.
• The General Fund is the City’s primary operating fund and accounts for most City programs and services which are supported by general taxing revenue and/or fees. • The Special Revenue Funds are used to account for and report the proceeds of specific revenue sources that are restricted or committed to specified purposes, often by legislative authority. For example, Gas Tax (Highway User Tax) and Transportation Urban Mitigation Fee (TUMF) revenues may only be used for certain street improvement and transit programs (and no other purpose). • The Capital Project Funds are used to account for and report financial resources that are restricted, or assigned to capital expenditures, including acquisition or construction of capital facilities and other capital assets.
• The Debt Service Funds are used to account for and report financial resources that are restricted, committed or assigned to expenditure for the payment of general long-term debt principal, interest, and related costs, other than enterprise debt.

Proprietary Funds are accounted for using the accrual basis of accounting. Under the accrual basis of accounting, revenues are recognized in the period in which they are earned, while expenses are recognized in the period in which the liability is incurred. Proprietary funds include Enterprise and Internal Service Funds.
• The Enterprise Funds are used to separately account self-supporting activities that are supported by rates and/or fees. These funds include Airport, Electric Utility, Water Utility, Transit (Dial-a-Ride and Fixed Route Shuttles) and Sewer Utility.
• The Internal Service Funds are used to separately account for departments that provide services to other City departments, and, therefore, incur costs that are then allocated to each receiving department. These costs include risk management, warehousing, and fleet.

Fiduciary Funds are custodial in nature (assets equal liabilities) and are accounted for on the accrual basis of accounting. Successor Agency (formerly the Corona Redevelopment Agency) and funds that are maintained to account for debt service obligations relating to certain assessment and community facilities districts are included in this category.

The City’s Capital Improvement Plan, which is a multi-year, multi-milliondollar effort, consists of a myriad of projects (organized by program and sub-program) which are approved in aggregate by the City Council. Capital projects are accounted for directly in the fund (budgetary source). The City Council adopts the Five-Year Capital Improvement Plan along with the operating budget, and a separate document is published with a full listing of projects, new appropriations as well as continuing appropriations.

City of Corona Fiscal Year 2023 Proposed Budget, Page 26

UNDERSTANDING THE CITY BUDGET
Table – Listing of City Funds

GOVERNMENTAL FUNDS
General Fund
110 General Fund
120 Measure X Fund
232 Civic Center Fund
Special Revenue Funds
206 Library Facilities Fee Fund
207 Fire Wildland Mitigation Fund
208 TC Police Facilities Fund
209 TC Fire Facilities Fund
211 Street and Traffic Signals Fund
212 Drainage Fee Fund
213 Police Facilities Fund
214 Fire Facilities Fund
215 Public Meeting Facilities Fund
216 Aquatics Center Fund
217 Parks and Open Space Fund
218 Corona Mall BID Fund
221 RMRA Fund
222 Gas Tax (2105-2106-Prop 42) Fund
224 Rideshare-Trip Reduction Fund
227 Measure A Fund
231 CAL COPS Grants Fund
234 Parkland Acquisition Fee Fund
235 CFD 2016-3 Zn12 Lemon Grove Fund
236 CFD 2018-1 Spec Tax B Bedford Fund
237 CFD 2018-2 Spec Tax B Sierra Bella Fund
238 CFD 2017-2 Spec Tax B Valencia Fund
239 CFD 2016-3 Zn13 Corona Industrial Pk Fund
241 Abandoned Vehicle Abatement Fund
246 CFD 2000-1 (Eagle Glen II) Fund
247 CFD 2002-2 LMD Fund
248 CFD 97-1 Landscape Fund
249 CFD 2001-1 Landscape Fund
250 Asset Forfeiture Fund
251 CFD/LMD 2002-3 Fund
252 LMD 2003-1 Lighting Fund
253 CFD/LMD 2011-1 Landscape Fund
255 CFD 2016-2 Terrassa Special Tax Fund
257 CFD 2016-3 Zn2 Boardwalk Fund
258 CFD 2016-3 Zn3 Dollar Self Fund
259 CFD 2016-3 Zn4 515 S Promenade Fund
260 Residential Refuse/Recycling Fund
261 SC Major Thoroughfares Fund
Special Revenue Funds (continued)
263 CFD 2016-3 Zn17 Corona Med Center Fund
264 CFD 2016-3 Zn18 Corona Interchange Fund
266 CFD 2016-3 Zn20 Bedford Marketplace Fund
267 CFD 2016-3 Zn21 Christopher Ranch Fund
268 CFD 2016-3 Zn22 N Main Retail Fund
269 CFD 2016-3 Zn23 Fullerton/Taber Fund
270 CFD 2016-3 Zn20 Bedford Marketplace Fund
271 CFD 2016-3 Zn25 Prom Dist Fund
273 CFD 2016-3 Zn27 Corona Tle Fund
274 South Corona Landscaping Fund
287 CFD 2016-3 Zn15 Northpoint Fund
288 Park Development (Quimby) Fund
289 Dwelling Development Tax Fund
294 CFD 2016-3 Zone 6 Chung Fund
297 CFD 2016-3 Zone 8 K Parker Fund
410 PLHA Grant Fund
411 US Dept of Justice Grant Fund
413 American Rescue Plan Act Fund
415 Library Other Grants Fund
422 Traffic Offender Fund
442 Adult and Family Literacy Grant Fund
446 LMD 84-1 Lighting Fund
455 LMD 84-2 Zone 2 Fund
456 LMD 84-2 Zone 4 Fund
457 LMD 84-2 Zone 6 Fund
458 LMD 84-2 Zone 7 Fund
460 LMD 84-2 Zone 10 Fund
461 LMD 84-2 Zone 14 Fund
462 LMD 84-2 Zone 15 Fund
463 LMD 84-2 Zone 17 Fund
464 LMD 84-2 Zone 18 Fund
468 LMD 84-2 Zone 19 Fund
470 LMD 84-2 Zone 20 Fund
471 LMD 84-2 Zone 1 Fund
473 Eagle Glen HOA Fund
City of Corona Fiscal Year 2023 Proposed Budget, Page 27

UNDERSTANDING THE CITY BUDGET

PROPRIETARY FUNDS
Enterprise Funds
275 Airport Fund
440 Sewer Capacity Fund
453 2012 Water Revenue Bonds Fund
454 2013 Wastewater Revenue Bonds Fund
507 Water Capacity Fund
567 Reclaimed Water System Fund
570 Water Utility Fund
571 Water Utility Grant Fund
572 Sewer Utility Fund
573 Sewer Utility Grant Fund
577 Transit Services Fund
578 Electric Utility Fund
579 Electric Utility Grant Fund
Internal Service Funds
680 Warehouse Services Fund
681 Information Technology Fund
682 Fleet Operations Fund
683 Workers’ Compensation Fund
687 Liability Risk Retention Fund
Debt Service Funds
391 2016 Lease Revenue Bonds Fund
485 Sec 115 Trust – Pension STB Fund
Capital Projects Funds
243 PW Grants/Agreements Fund
245 NPDES Discharge Fund
291 Low Moderate Income Housing Fund
431 CDBG Fund
432 HOME Investment Partnership Fund
445 Bicycle Transportation Account Fund
478 TUMF – RCTC Fund
479 TUMF – WRCOG Fund
480 Reimbursement Grants Fund

FIDUCIARY FUNDS
Agency Funds
342 CFD 86-2 (Woodlake) Fund
358 CFD 89-1 A (LOBS DW) Fund
359 CFD 89-1 B (LOBS Improvement)
365 AD 95-1 (Centex) Fund
366 AD 96-1, 96 A (Mtn Gate) Fund
368 AD 96-1, 97 A (Van Daele) Fund
369 AD 96-1, 97 B (WPH) Fund
370 Ref CFD 90-1 (South Corona) Fund
371 CFD 97-2 (Eagle Glen I) Fund
373 AD 96-1, 99A (Centex) Fund
374 CFD 2000-01 (Eagle Glen II) Fund
377 CFD 2001-2 (Cresta-Grande) Fund
378 CFD 2002-1 (Dos Lagos) Fund
381 CFD 2002-4 (Corona Crossings)
382 CFD 2004-1 (Buchanan Street) Fund
383 CFD 2003-2 (Highlands Collection) Fund
384 CFD 2018-1 Bedford 1A Fund
386 CFD 2018-2 Spec Tax A Sierra Bella Fund
387 CFD 2002-1 (Improvement Area) Fund
390 CFD 2016-2 Terrassa Special Tax A Fund
392 CFD 2017-2 Spec Tax A Valencia Fund
Successor Agency Funds
233 Obligation Payment Fund
417 RDA Successor Agency Fund
475 Successor Agency Administration Fund
City of Corona Fiscal Year 2023 Proposed Budget, Page 28

UNDERSTANDING THE CITY BUDGET
FY 2023 Fund Types, by Department
City of Corona Fiscal Year 2023 Proposed Budget, Page 29 Fund Structure
General Fund
General Fund
Special Revenue Fund Enterprise Funds
Refuse + Recycling
Historic Civic Center
Development Impact
Fees
Gas Tax
Rideshare Trip
Reduction
Asset Forfeiture
Special Taxing Districts
Other Grants +
Endowments
Airport
Water
Utility
Water Reclamation
Utility
Reclaimed Water
Utility
Electric
Utility
Workers’
Compensation
Internal Service Funds
Warehouse
General Liability
Transit
Note: Not all funds have
been shown above due to
space restrictions, such as the
fiduciary funds (e.g. Corona
Successor Agency), certain
capital projects funds that are
mostly grant‐funded and the
debt service funds. All funds
are included in the “Summary
of Expenditures by Fund
Type”
Fleet
Governmental Proprietary
Information
Technology
Measure X

CITY FUND STRUCTURE
City of Corona Fiscal Year 2023 Proposed Budget, Page 30 City of Corona Fiscal Year 2023 Proposed Budget, Page 31

KEY BUDGETARY ASSUMPTIONS & CHANGES
Source: Beacon Economics, March 2022

GENERAL ECONOMIC OUTLOOK FOR CALIFORNIA
Influences on the current and next year͛s economic drivers include high inflation passed along in the cost of goods and expected interest rate increases by the Federal Reserve. Food service, retail, and hospitality industries struggle to find and retain employees. Economic drivers will also be impacted by the UkraineͲ Russia crisis, high fuel prices, and supply chain issues. In addition, COVIDͲ19 still remains a public health concern. On a positive note, more than 58% of the Inland Empire͛s residents are fully vaccinated and COVIDͲ19 hospitalizations have fallen dramatically. Hopefully this marks the end of a twoͲyear tumultuous period in California͛s history that included tens of thousands of virusͲrelated deaths, strains on the healthcare system, and major impacts to the economy. City staff continue to monitor the global, national, state and local stage for signs of change, which will have a material impact on the City͛s revenue or expenditures budget.

The City of Corona has a diversified mix of businesses. The following are some exciting economic development activities occurring within Corona that will bolster the City͛s economic condition:
x City of Hope opened its 32,500 square foot Corona medical facility in early 2022, providing critical treatment to cancer patients.
x A fourͲstory 119Ͳroom hotel is under construction at the Foothill Center, slated for opening in summer 2022. The hotel, EverHome Suites, is a newly formed brand under Choice Hotels and Corona will serve as its flagship location.
x Bedford Marketplace has completed construction on a majority of its property, with several tenant spaces occupied and opened in early 2022. The center will also feature a new, 135Ͳroom Hampton Inn and Suites.
x Latitude Business Park is nearly complete with construction, adding more than one million square feet of industrial space and several new tenants have moved in or are working on tenant improvements. x Fender Musical Instruments started tenant improvements on its 117,000 square foot expansion building.
x Lab Holding LLC continues to move forward with the redevelopment of the Corona Mall with construction plans for the South Mall currently underway.

National and Statewide Economic Drivers
Estimated
FY 2022
Estimated
FY 2023
U.S. Real GDP Growth 4.70% 3.90%
U.S. Unemployment Rate 4.20% 3.90%
California Employment Growth (NonͲFarm) 5.90% 4.20%
California Unemployment Rate 6.00% 5.20%
California Median Existing Home Price $ 661,566 $ 691,924 California Residential Building Permits 120,075 129,288 City of Corona Fiscal Year 2023 Proposed Budget, Page 32

KEY BUDGETARY ASSUMPTIONS & CHANGES
x The adoption of the Downtown Revitalization Plan is expected for Summer 2022, with implementation beginning in Fall 2022. This plan will incorporate goals, strategies, and design guidelines to create a cohesive vision and identity in the downtown and create a thriving, vibrant destination.

Key Revenue Assumptions

PROPERTY TAX REVENUE
Property tax revenues are estimated at $55.8 Million for FY 2023. This represents an overall property tax growth of 4.0% for FY 2023, when compared to the FY 2022 yearͲend projection of $53.7 Million.
x Assessment roll growth is assumed to be
approximately 3.3% when compared to
Fiscal Year 2022. The City continues to see
growth in the taxable assessed values for
properties. As of 2022, assessed values in
the City of Corona are at the highest point
in Corona͛s history. Property tax collected
in Fiscal Year 2023 is based on a valuation
date of January 2022. While homeowners
are seeing increasing values in the real
estate market, assessed value growth is
capped at 2% based on Proposition 13.

The additional growth in assessed value is
due to additional inventory and reͲassessed value as property change ownership. x Assessment roll growth is partially offset by delinquencies which affect the City͛s ability to collect property tax revenue. The delinquency rate is assumed to be approximately 3% for FY 2023, which is in line with normal trends for delinquencies. FY 2022 was estimated with a 5% delinquency as economic activity was continuing to recover from the pandemic. x The Vehicle License Property Tax revenues are estimated to increase by $0.5 Million, or 3%, as that line item is based on the assessed valuation growth.

The Property Tax Receipts graph is a tenͲyear look
of total property tax revenues. The budget for FY
2023 includes the estimated increase in assessed
valuation. For the property tax line items where the
delinquency factor applies, those estimates have
been adjusted appropriately.

City of Corona Fiscal Year 2023 Proposed Budget, Page 33

KEY BUDGETARY ASSUMPTIONS & CHANGES

SALES TAX REVENUE
The sales tax revenue category is estimated at $90.1 Million for Fiscal Year 2023 which represents a 4.8% increase, when compared to the FY 2022 yearͲend projection of $86.0 Million.

In FY 2022, the sales tax revenues are projected to be $86.0 Million, an increase of $41.3 Million as compared to the FY 2021 actuals of $44.8 Million. The increase is mainly due to the addition of Measure X which is $37.3 Million. Measure X was approved by a majority of Corona voters in November 2020. The additional 1% sales tax measure was effective on July 1, 2021. Original estimates were $30 Million on a recurring basis. Updated net estimates are $37.3 Million for FY 2022 and $40.5 Million for FY 2023. The net estimates include the sales tax agreement payments to be paid to businesses with those agreements.

Adjusting for the new sales tax measure, normal sales tax activity is estimated to increase by $3.9 million.

The following chart is a tenͲyear look at the total sales tax revenue category. Starting in FY 2018, an accounting change was made to move sales tax agreements (aka operating covenant agreements) from expenditures to a contra revenue account. This change was to provide more clarity on the net sales tax revenue available for funding the City͛s operations. A full listing of the City͛s operating covenant agreements is available on the City͛s website, on the City Manager͛s Office page.

Sales Tax Revenue History
[1] FY 2018 Projected and forward Ͳ includes accounting change for sales tax agreements. [2] FY 2019 includes $1.4 Million received for FY 2018 activity.

City of Corona Fiscal Year 2023 Proposed Budget, Page 34

KEY BUDGETARY ASSUMPTIONS & CHANGES
Estimated Statewide Sales Tax Trends, by Industry Group:

Source: Beacon Economics, March 2022
The following pie chart breaks down the City͛s estimated sales tax revenue by industry group for Fiscal Year 2023.

City of Corona Fiscal Year 2023 Proposed Budget, Page 35

KEY BUDGETARY ASSUMPTIONS & CHANGES
HIGHWAY USER TAXES ʹ GAS TAX AND ROAD MAINTENANCE AND

REHABILITATION ACCOUNT (RMRA)
Gas Tax revenue (Fund 222) is estimated at $4.2 Million for Fiscal Year 2023, an increase of 3.7% as compared to FY 2022 projected. The Road Maintenance and Rehabilitation Account (RMRA, fund 221) is estimated at $3.9 Million for FY 2023. This estimate is an increase of 17.4% when compared to the FY 2022 yearͲend projection.

Provisions in the California Streets & Highway Code allocate funding to cities for the maintenance and improvement of public streets, roads, and highways. Revenues are collected on taxes imposed on the purchase of gasoline and fuel, and allocations are administered by the California Department of Tax and Fee Administration.

California has experienced a shift in consumer preferences, from traditional gasolineͲpowered to more fuelͲefficient vehicles due to tax incentives, rebates, and environmental concerns. This has resulted in reduced available revenues for cities and constricted cash flows needed to support critical street maintenance and transportationͲrelated projects.

In 2017, the Governor approved additional gas taxes to
fund street and road infrastructure projects throughout the State of California. The Road Repair and
Accountability Act of 2017, now known as the Road
Maintenance and Rehabilitation Account (RMRA),
contains special provisions to protect the funds from
being diverted for other purposes. Funding is estimated to provide $15 Billion for California streets and roads over the next ten years.

The following table provides estimates for both the
RMRA Fund and the Gas Tax Fund. Both the RMRA Fund and the Gas Tax Fund were being impacted by the COVIDͲ19 ͚safer at home͛ orders over the last two years. Now that people are returning to work and other activities, this is driving the estimated increase for FY 2023.

City of Corona Fiscal Year 2023 Proposed Budget, Page 36

KEY BUDGETARY ASSUMPTIONS & CHANGES

WATER & SEWER REVENUE
In the Water Utility Fund in FY 2023, revenue is anticipated to increase by $3.8 Million, or 6.4% over the FY 2022 projections. The increase is primarily related to water sales commercial, ready to serve charge, final notice fees, and penalties. The estimates include the anticipated rate increase in 2023.

In the Sewer Utility Fund, FY 2023 revenues are estimated to increase by $0.3 Million, or 0.8%. The increased revenue estimate is largely based on estimated penalty charges. The sewer service charge revenues remain flat when compared to FY 2022.

Significant Expense Assumptions
ZEROͲBASED BUDGET
Effective with the FY 2017 budget, the City of Corona implemented the first phase of a ͚zeroͲbased͛ budget procedure, which is a rigorous, structured approach in evaluating each dollar that is appropriated to fund critical City services and programs. Department directors were required, as part of this process, to build their budgets from ͚the ground up͛ via a costͲ
substantiation budget procedure that extensively
reviewed the cost of citywide programs at a granular
level of detail. This included several years of historical actuals, funding sources, revenue performance, and a
review of most commonly used commodities and
service level agreements used citywide in the context
of service needs and goals for the forthcoming year.

Previously, the City set a goal for FY 2023 to create a standardized threeͲyear process, creating an inͲdepth
zeroͲbased budget review of departments on a three
year cycle. Due to unforeseen events, the City has set a new goal to accomplish this in FY 2024.

Actual Actual Actual Projected Estimated Growth %
Fund FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 to FY 2022 570 Ͳ Water Utility $ 52,019,049 $ 52,656,523 $ 58,433,302 $ 59,431,092 $ 63,228,539 6.4% 572 Ͳ Sewer Utility $ 38,074,950 $ 36,348,234 $ 34,049,974 $ 32,872,357 $ 33,146,726 0.8% City of Corona Fiscal Year 2023 Proposed Budget, Page 37

KEY BUDGETARY ASSUMPTIONS & CHANGES

SALARIES AND BENEFITS
The salaries and benefits budget for FY 2023 has been prepared based on current resolutions or Memorandums of Understanding (MOU). All represented groups have negotiated contracts set to expire December 31, 2024.

Note: The negotiated terms for the City Manager and City Attorney/Legal & Risk Management Director are based on their individual contracts as approved by the City Council. Copies of their contracts along with the rest of the Executive group can be found on the City͛s website (www.CoronaCA.gov) in the Open & Transparent section.

The FY 2023 budget includes base salary increases for all fullͲtime positions effective in January 2023, approved as noted in the table above. The increase for employees in the Corona Firefighters Association is 5.49%. The increase for employees in the Corona Police Employees Association and Corona Police Supervisors Association is 3.24%. The nonͲsafety groups, including the Executive and Management/Confidential employees, have increases that vary by position based on the second year implementation of a class and compensation plan.

With respect to health care costs, the City has budgeted based on individual employee elections and the current MOUs or adopted resolutions. Health related costs in FY 2023 are budgeted at $15.5 Million which is a 47.2% increase as compared to the Adopted FY 2022 budget. The increase is directly related to the new employee contracts which included an increase in the health allowance and an additional 37 fullͲtime positions added with the FY 2023 budget process.

City of Corona Fiscal Year 2023 Proposed Budget, Page 38

KEY BUDGETARY ASSUMPTIONS & CHANGES
CALIFORNIA PUBLIC EMPLOYEES RETIREMENT SYSTEM (CalPERS) /

PENSION OBLIGATION BONDS
In October 2021, the City issued pension obligation bonds to reduce overall pension impacts on the City͛s budget and ultimately save the citizens of Corona. The action was
officially approved by the City Council in January 2021. The bonds extinguished the unfunded accrued liability (UAL) at that time. With the payment structure of the bond issuance, the City anticipates a savings of $166 million, over 20 years. On an annual basis, CalPERS will assess the investment returns and the City͛s current and future retirees to issue an actuarial report. Staff will review the actuarial report to evaluate and address any future unfunded liabilities per the City͛s adopted Pension Management Policy.

To achieve cash flow savings, for several years the City of Corona utilized the annual lump sum preͲ payment option offered by CalPERS. By making the full annual payment of the UAL in July, rather than spread over 12 months, the City can take advantage of a savings of approximately 3%. For FY 2023, the City is not utilizing this option due to the issuance of the pension obligation bonds. Staff will reͲevaluate this option in the future as new unfunded liabilities are assessed.

OTHER POSTͲEMPLOYMENT BENEFITS (BENEFITS FOR RETIREES)
OPEB costs are estimated to decrease by $742,304, or 7.9%, in FY 2023 as compared to the FY 2022 adopted budget.

The City is obligated to pay certain other postͲ
employment benefits (͚OPEB͛) to retirees, consisting
primarily of retiree medical costs. To mitigate the
further escalation of OPEB costs, the City established
an irrevocable OPEB trust fund through the California
Employers͛ Retiree Benefit Trust (CERBT) Program in
March 2008. The current fiscal policy is to fund the
annual required contribution (͚ARC͛). The ARC is an actuariallyͲdetermined, annual contribution that addresses current costs (for active retirees) and future costs (for eligible, current employees) which the City is obligated to pay.

OPEB costs in FY 2022 were budgeted at $9,342,059. The budget for FY 2023 is $8,599,755 which is a decrease of $742,304, or 7.9%, over the budget for FY 2022. As noted above, the budget is based on the most recently completed actuarial report which considers a multitude of factors to calculate the City͛s contribution.

City of Corona Fiscal Year 2023 Proposed Budget, Page 39

CONSOLIDATED FINANCIAL SUMMARY

CONSOLIDATED FINANCIAL SUMMARY / MAJOR FUNDS
The following summarized schedule shows a threeͲyear period for the City of Corona͛s major funds:

General Fund and Water Utility Fund. A fund whose revenues or expenditures are greater than 10% of the overall total revenues or expenditures is considered a major fund, for budget purposes.

City of Corona Fiscal Year 2023 Proposed Budget, Page 40 Schedule of Estimated Fund Balance Changes Ͳ NonͲEnterprise Funds Projected FY 2022 Projected
Note: Fiduciary funds not included Beginning FY 2023 FY 2023 Estimated Ending Balance Estimated Proposed Net Balance
Fund No. / Description 07/01/22 Revenues Expenditures Transfers 06/30/23 General Fund $ 324,917,226 $ 194,749,508 $ (182,426,091) $ 1,200,000 $ 338,440,643 206 Library Facilities Fee Fund 112,435 77,157 (745) Ͳ 188,847 207 Fire Wild Land Mitigation Fund 41,177 6,313 (30,403) Ͳ 17,087 208 Temescal Canyon Police Facilities Fund 138,863 65,001 Ͳ Ͳ 203,864 209 Temescal Canyon Fire Facilities Fund 0 45,405 Ͳ Ͳ 45,405 211 Street and Traffic Signals Fund 2,745,670 444,506 (1,383,181) Ͳ 1,806,995 212 Drainage Fee Fund 1,204,247 204,414 (802,353) Ͳ 606,308 213 Police Facilities Fund 71,859 41,898 (2,585) Ͳ 111,172 214 Fire Facilities Fund 190,724 78,983 (119,880) Ͳ 149,827 215 Public Meeting Facilities Fund 90,000 52,201 (9,763) Ͳ 132,438 216 Aquatics Center Fund 215,726 34,954 (100,000) Ͳ 150,680 217 Parks and Open Space Fund 1,210,515 668,374 (239) Ͳ 1,878,650 218 Corona Mall Bus. Impr. Dist. Fund 2,689 6,918 Ͳ Ͳ 9,607 221 RMRA Fund 772,606 3,910,025 (3,939,909) Ͳ 742,722
222 Gas Tax Fund 2,061,705 4,221,941 (5,083,307) (1,200,000) 339 224 RideshareͲTrip Reduction Fund 1,568,154 219,509 (33,300) Ͳ 1,754,363 227 Measure A Fund 1,355,394 5,985,949 (7,341,000) Ͳ 343 231 CAL COPS Grant Fund 0 374,703 (374,703) Ͳ 0
234 AB1600 Parkland Acquisition Fee Fund 257,631 600,206 Ͳ Ͳ 857,837 235 CFD 2016Ͳ3 Zone 12 Lemon Grove Fund 989 1,948 (1,223) Ͳ 1,714 236 CFD 2018Ͳ1 Spec Tax B (Bedford) Fund 9,522 142,766 (142,766) Ͳ 9,522 237 CFD 2018Ͳ2 Spec Tax B Sierra Bella Fund 72,583 175,191 (99,903) Ͳ 147,871 238 CFD 2017Ͳ2 Valencia Special Tax Fund 34,389 44,464 (39,349) Ͳ 39,504 239 CFD 2016Ͳ3 Zone 3 Corona Industrial Pk Fd 11,532 20,695 (11,321) Ͳ 20,906 241 Abandoned Vehicle Abatement Fund 212,444 102,901 (86,451) Ͳ 228,894 243 Public Works Capital Grants Fund (66,592,291) 50,667,734 (925,713) Ͳ (16,850,270) A 245 Co. Svc. Area 152 (NPDES) Fund 201,057 1,154,752 (1,087,188) Ͳ 268,621 246 CFD 2000Ͳ1 (Eagle Glen II) Fund 1,032,882 36,386 (4,881) Ͳ 1,064,387 247 CFD 2002Ͳ2 LMD Fund 418,039 77,240 (57,783) Ͳ 437,496 248 CFD 97Ͳ1 Landscape Fund 959,646 429,652 (358,853) Ͳ 1,030,445 249 CFD 2001Ͳ1 Landscape Fund 4,474,789 704,575 (690,995) Ͳ 4,488,369 250 Asset Forfeiture Fund 258,070 7,630 (162,600) Ͳ 103,100 251 CFD/LMD 2002Ͳ3 Landscape Fund 307,411 21,605 (27,859) Ͳ 301,157 252 LMD 2003Ͳ1 Lighting Fund 590,762 161,815 (139,680) Ͳ 612,897 253 CFD/LMD 2011Ͳ1 Landscape Fund 246,490 90,773 (94,700) Ͳ 242,563 255 CFD 2016Ͳ2, Terrassa Special Tax Fund 49,111 34,704 (32,901) Ͳ 50,914 257 CFD 2016Ͳ3, Zone 2 Boardwalk Fund 106,854 62,892 (53,745) Ͳ 116,001 258 CFD 2016Ͳ3, Zone 3 Dollar Self Fund 7,008 2,807 (1,523) Ͳ 8,292 259 CFD 2016Ͳ3, Zone 4 515 S Promenade Fd 37,274 11,623 (4,035) Ͳ 44,862 260 Residential Refuse/Recycling Fund 0 12,012,548 (11,625,690) Ͳ 386,858 261 So Corona Major Thoroughfares Fund 44,459 638 (111) Ͳ 44,986 263 CFD 2016Ͳ3 Zone 17 Corona Medical Center Fund 66,857 17,883 (2,495) Ͳ 82,245 264 CFD 2016Ͳ3 Zone 18 Corona Int Com Fund 27,249 5,718 (2,381) Ͳ 30,586 266 CFD 2016Ͳ3 Zone 20 Bedford Market Place Fund 13,228 17,971 (13,816) Ͳ 17,383 267 CFD 2016Ͳ3 Zone 21 Christopher Rn Fund 3,731 4,784 (1,107) Ͳ 7,408 268 CFD 2016Ͳ3 Zone 22 N Main Retail Fund 4,723 5,809 (1,576) Ͳ 8,956 271 CFD 2016Ͳ3 Zone 25 Prom Dist Fund Ͳ 2,111 (1,598) Ͳ 513 273 CFD 2016Ͳ3 Zone 27 Corona Tle Fund Ͳ 1,571 (1,198) Ͳ 373 City of Corona Fiscal Year 2023 Proposed Budget, Page 41 Schedule of Estimated Fund Balance Changes Ͳ NonͲEnterprise Funds Projected FY 2022 Projected
Note: Fiduciary funds not included Beginning FY 2023 FY 2023 Estimated Ending Balance Estimated Proposed Net Balance
Fund No. / Description 07/01/22 Revenues Expenditures Transfers 06/30/23 274 So Corona Landscaping Fund 392,650 36,395 (424) Ͳ 428,621 287 CFD 2016Ͳ3 Zone 15 Northpoint Fund 399 1,166 (964) Ͳ 601 288 Park Development Fund (7,781,597) 800,000 Ͳ Ͳ (6,981,597) B 289 Dwelling Development Tax Fund 151,819 Ͳ Ͳ Ͳ 151,819 291 Low Mod Income Housing Asset Fund 31,480,455 708,633 (285,294) Ͳ 31,903,794 294 CFD 2016Ͳ3 Zone 6 Chung Fund 56,010 42,114 (34,719) Ͳ 63,405 297 CFD 2016Ͳ3 Zone 8 Karen Parker Fund 3,052 3,111 (2,529) Ͳ 3,634 410 PLHA Grant Fund (1,486,616) 1,486,616 Ͳ Ͳ Ͳ
411 US DOJ Grant Ͳ Police Fund 11,046 311,054 (305,225) Ͳ 16,875 413 American Rescue Plan Act Fund (14,384,084) 14,789,322 Ͳ Ͳ 405,238 415 Library Other Grants Fund 4,519 43,763 Ͳ Ͳ 48,282
422 Traffic Offender Fund 75,924 38,829 Ͳ Ͳ 114,753
431 CDBG Fund 1,295,106 425,000 (1,207,223) Ͳ 512,883
432 HOME Investment Partnership Prog. Fund 2,927,140 75,000 (497,089) Ͳ 2,505,051 442 Adult & Family Literacy Grant Fund 36,218 64,601 Ͳ Ͳ 100,819 445 Bicycle Transportation Account Fund 2,065 29 Ͳ Ͳ 2,094 446 LMD 84Ͳ1 Lighting Fund (699,078) 2,167,894 (2,370,076) Ͳ (901,260) C 455 LMD 84Ͳ2, Zone 2 Fund 98,824 81,504 (90,482) Ͳ 89,846 456 LMD 84Ͳ2, Zone 4 Fund 248,290 96,673 (81,057) Ͳ 263,906 457 LMD 84Ͳ2, Zone 6 Fund 473,894 317,826 (346,583) Ͳ 445,137 458 LMD 84Ͳ2, Zone 7 Fund 149,535 80,257 (73,419) Ͳ 156,373 460 LMD 84Ͳ2, Zone 10 Fund 7,470,188 2,239,440 (1,494,471) Ͳ 8,215,157 461 LMD 84Ͳ2, Zone 14 Fund 1,802,910 611,749 (401,651) Ͳ 2,013,008 462 LMD 84Ͳ2, Zone 15 Fund 93,326 28,114 (26,170) Ͳ 95,270 463 LMD 84Ͳ2, Zone 17 Fund 10,301 22,237 (33,526) Ͳ (988) D 464 LMD 84Ͳ2, Zone 18 Fund 51,764 36,493 (64,718) Ͳ 23,539 468 LMD 84Ͳ2, Zone 19 Fund 40,310 458,751 (568,560) Ͳ (69,499) D 470 LMD 84Ͳ2, Zone 20 Fund 2,699,920 1,089,017 (797,559) Ͳ 2,991,378 471 LMD 84Ͳ2, Zone 1 Fund 26,188 4,502 (2,565) Ͳ 28,125 473 Eagle Glen HOA Streetlight Fund 18,436 68,845 (68,845) Ͳ 18,436 478 TUMF Ͳ RCTC Fund (2,603,880) Ͳ Ͳ Ͳ (2,603,880) A
479 TUMF Ͳ WRCOG Fund (1,366,856) Ͳ Ͳ Ͳ (1,366,856) A
480 Reimbursement Grants Fund 1,569,733 Ͳ Ͳ Ͳ 1,569,733 680 Warehouse Services Fund 32,047 446,680 (264,403) Ͳ 214,324 681 Information Technology Fund 1,224,067 14,231,808 (13,201,411) Ͳ 2,254,464 E 682 Fleet Operations Fund 1,395,056 5,188,631 (4,870,744) Ͳ 1,712,943 683 Workers' Compensation Fund 3,798,370 1,665,350 (2,893,302) Ͳ 2,570,418 687 Liability Risk Retention Fund 426,117 2,654,534 (3,150,250) Ͳ (69,599) E Total NonͲEnterprise Funds $ 309,299,000 $ 328,125,089 $ (250,454,159) $ Ͳ $ 386,969,930 A Ͳ Revenue / Reimbursement Offset Expected in Outyears Ͳ Revenue recognized when expensed.

B Ͳ Park Bond Payable / amount owed to General Fund.

C Ͳ Loan Payable from LMD 84Ͳ1 to Electric Utility Fund for Streetlight Retrofit Project.

D Ͳ Currently assessing options to ensure the financial sustainability of zones within the District that have funding shortages. Will update City Council at Fall Workshop.

E Ͳ Projected ending balance due to GASB adjustments (book entries). Will resolve over multiple years.

City of Corona Fiscal Year 2023 Proposed Budget, Page 42 Schedule of Estimated Working Capital Ͳ Enterprise Funds Projected FY 2023 FY 2023 Estimated
Working FY 2023 Principal FY 2023 Estimated Working
Capital Estimated Payments Proposed Net Capital
Fund No. / Description 07/01/22 Revenues on Debt Expenditures Transfers 06/30/23 Utility Funds:
440 Sewer Capacity Fund 7,542,106 2,051,610 (2,155,890) (501,982) 6,935,844 Ͳ 453 2012 Water Revenue Bond Fund 3,619 Ͳ Ͳ Ͳ Ͳ 3,619
454 2013 Wastewater Revenue Bond Fund 10,883 Ͳ Ͳ Ͳ Ͳ 10,883 507 Water Capacity Fund 1,316,826 3,579,628 (678,550) (2,519,232) 1,698,672 Ͳ 567 Reclaimed Water System Fund 277,470 5,472,826 (1,993,770) (2,806,728) Ͳ 949,799 570 Water Utility Fund 11,687,750 63,228,539 (1,155,602) (72,756,975) 1,003,712 Ͳ 571 Water Utility Grant Fund (2,586,760) 1,802,781 (2,159,505) Ͳ (2,943,484) Ͳ F 572 Sewer Utility Fund 38,460,751 33,146,726 (715,305) (40,543,958) 30,348,214 Ͳ 578 Electric Utility Fund 7,280,797 16,857,432 (1,051,436) (15,343,958) 7,742,835 Ͳ Total Utility Funds $ 63,993,442 $ 126,139,542 $ (7,750,554) $ (136,632,338) $ 45,750,093 Ͳ $ Total Water Funds 10,421,435 66,808,167 (1,834,152) (77,435,712) 2,706,003 Ͳ Total Reclaimed Water Funds 277,470 5,472,826 (1,993,770) (2,806,728) Ͳ 949,799 Total Sewer Funds 46,013,740 35,198,336 (2,871,195) (41,045,940) 37,294,940 Ͳ Total Electric Funds 7,280,797 16,857,432 (1,051,436) Ͳ 9,445,126 Ͳ Total Utility Funds $ 63,993,442 $ 124,336,761 $ (7,750,554) $ (121,288,380) $ 50,395,868 Ͳ $ NonͲUtility Funds:
275 Airport Fund 796,453 890,457 Ͳ (533,908) 1,153,002 Ͳ 577 Transit Services Fund 731,705 3,193,062 (3,353,686) Ͳ Ͳ 571,081 F Ͳ Revenue / Reimbursement Offset Expected in Outyears Ͳ Revenue recognized when expensed.

City of Corona Fiscal Year 2023 Proposed Budget, Page 43 REVENUE - WHERE DOES IT COME FROM?

GENERAL FUND REVENUE OVERVIEW
Property Taxes $ 55,813,100
Sales Tax 90,134,926
Other Revenue 11,193,910
Other Taxes 11,896,000
Special Assessments 587,581
Current Services 11,334,877
Payments In Lieu Of Services 6,144,200
Investment Earnings 2,675,853
Intergovernmental 2,160,011
Licenses, Fees & Permits 2,067,250
Fines, Penalties & Forfeitures 741,800
Total $ 194,749,508
City of Corona Fiscal Year 2023, Page 30
City of Corona Fiscal Year 2023 Proposed Budget, Page 44 REVENUE ʹ WHERE DOES IT COME FROM?
General Fund Revenue Overview
The largest components of the General Fund revenues are Property Tax and Sales Tax. The two categories combined make up 74.9%, or $145.9 million out of a total $194.7 million. The next three largest categories, Other Taxes, Current Services, and Other Revenue total 17.7% of the estimated revenues for Fiscal Year 2023. The revenue categories will be discussed in more detail on the following pages.

Revenue estimates are carefully developed using current and historical trends, published industry data, workload and operating indicators collected by City staff, as well as opinions from expert third parties which may include the State of California͛s Department of Finance, County of Riverside and local economists. Please also refer to the ͚Schedule of Estimated Revenue͛ which includes two years of revenue actuals by fund, the current year projection, as well as the City͛s proposed budgeted revenue for Fiscal Year 2023. The next graph is a recap of General Fund revenues for Fiscal Year 2020 through Proposed Fiscal Year 2023.
*Graph excludes $222 million proceeds from Long Term Obligation in FY 2022. $Ͳ
$10
$20
$30
$40
$50
$60
$70
$80
$90
$100 Millions

REVENUE COMPARISON
Actual FY 2020 Compared to Estimated FY 2023
Actual FY 2020
Actual FY 2021
Adopted FY 2022
Projected FY 2022
Estimated FY 2023
City of Corona Fiscal Year 2023 Proposed Budget, Page 45 REVENUE ʹ WHERE DOES IT COME FROM?
The General Fund revenue in FY 2022 is projected to be $411.7 million. This is $263.0 million more than FY 2021 actuals and $236.2 million higher than originally approved through the FY 2022 budget process. Of the $236.2 million increase in projections, $222.0 million is for proceeds from long term obligations. This is a oneͲtime item as a result of the pension obligation bonds issuance. The other significant increase is $10.8 million in the Sales Tax Category. The increase is largely due to Measure X, with more accurate data available now that the item has been active since July 2021.

The estimated FY 2023 revenue of $194.7 million is estimated to decrease by $216.9 million as compared to FY 2022 projections. This represents a decrease of 52.7% due to the oneͲtime proceeds from long term obligations in FY 2022. Adjusting for the proceeds from long term obligations, the FY 2023 estimates are growing by $5.1 million, or 2.7%. The FY 2023 estimates include the following changes over the FY 2022 Projections:
x Property Tax FY 2023 Estimated: $55.8 million. This represents a growth of $2.1 million over FY 2022 projections. The estimated budget is based on an increase in assessed valuation of 3.0% which incorporates additional housing inventory for the tax rolls. It also includes a delinquency rate of 3.0%, based on a lookͲback of prior delinquency trends. x Sales Tax FY 2023 Estimated: $90.1 million. The estimate is an increase of $4.1 million over FY 2022 projections. Regular sales tax activity is estimated to increase by $0.7 million and Measure X by $3.2 million. The sales tax category also includes Proposition 172 sales tax activity (for public safety) and a contra revenue account, allowance for sales tax agreements (AKA operating covenant agreements). A full listing of operating covenant agreements is available on the City͛s website, on the City Manager͛s Office page.

City of Corona Fiscal Year 2023 Proposed Budget, Page 46 REVENUE ʹ WHERE DOES IT COME FROM?
x Other Taxes FY 2023 Estimated: $11.9 million. This is an increase of $283,000 over FY 2022 projections. Franchises fees are estimated to increase by $150,000 in FY 2023. Franchise fees are received from Waste Management, Ware Disposal, Southern California Edison, SoCalGas, and local cable companies. Transient Occupancy Tax (TOT) revenues are estimated to increase by $108,000 in FY 2023.
x Licenses, Fees, and Permits FY 2023 Estimated: $2.1 million. The estimate is a decrease of $20,250 when compared to projections for FY 2022. The largest estimated declines are from electric permits and miscellaneous permits. There are also increases in occupancy fees, encroachment permits, plumbing permits, and heating and air conditioning permits. The bulk of the revenue generated in this category is related to building activity. As such, timing of development projects has a large impact on this category. This group can experience significant variations from one year to the next. Also Included in this group are permits for animal licensing, alarm permits, and garage sale permits.
x Fines, Penalties, and Forfeitures FY 2023 Estimated: $741,800. The FY 2023 estimate is a decrease of $97,672 when compared to FY 2022. The decreases are in miscellaneous fines and penalties, parking fines, and administrative fines. The remainder of the activity is from vehicle code fines, business license penalties, city code fines, and other penalties. x Special Assessments FY 2023 Estimated: $587,581. This category is from public service assessments and is part of the tax roll. The FY 2023 estimate is an increase of $16,835 over FY 2022 projections.
x Investment Earnings FY 2023 Estimated: $2.7 million. The estimate is a increase of $190,547 over FY 2022 projections. The estimate is based on current investment strategies and performance of the portfolio, and cash balance in the General Fund.
x Intergovernmental Revenue FY 2023 Estimated: $2.2 million. This is a decrease $1.2 million as compared to FY 2022 projections. The revenue generated from this group includes mutual aid reimbursement, and State and Federal grant revenues. Many grant related items are oneͲtime in nature and are not a sure source of revenue in future years. This category also experiences fluctuations from one year to the next from mutual aid reimbursements, depending on the severity of the fire season.
x Current Services FY 2023 Estimated: $11.3 million. This represents a decrease of $64,896 when compared to FY 2022 projections. Primary revenue items in this group include plan check fees, engineering and inspection fees, recreation revenues, and the EMS program. As with the Licenses, Fees, and Permits category, fluctuations in building related activity can have a significant impact on this revenue group. There are increases in cannabis revenues, general benefit revenues, recreation and library programs, and activities related to fire inspections. Additionally, there are City of Corona Fiscal Year 2023 Proposed Budget, Page 47 REVENUE ʹ WHERE DOES IT COME FROM?
decreases included for plan check and inspection fees, formation revenues, police agreement revenues, and police alarm permit renewals.
x Payments in Lieu of Services FY 2023 Estimated: $6.1 million. The estimate is an increase of $57,817 when compared to FY 2022 projections. The increase is related to the updated Cost Allocation Plan, which is reviewed annually.
x Other Revenue FY 2023 Estimated: $11.2 million. The decrease in this category is $354,823 over FY 2022 projections. There are estimated decreases in miscellaneous income for oneͲtime items received in FY 2022. In addition, there are decreases for development agreements, sale of surplus property in FY 2022, damage recovery, and estimated donations. The is an estimated increase in special district administrative reimbursements.

City of Corona Fiscal Year 2023 Proposed Budget, Page 48 REVENUE ʹ WHERE DOES IT COME FROM?
Where Do Your Tax Dollars Go?
Property Tax
Property tax is applied to the net assessed property value as determined by the County of Riverside AssessorͲRecorder. California Proposition 13 sets the maximum tax rate at 1%, which excludes voterͲ approved overrides (such as additional taxes for community facilities districts). Proposition 13 also limits the growth in assessed property values to the lesser of inflation or 2% per year.

The City carefully monitors property tax, in conjunction with the County of Riverside AssessorͲ Recorder.

According to the County of Riverside AssessorͲRecorder, of each $1 in your base 1% property taxes that you pay, only 8 cents go to Corona͛s General Fund to pay for critical services such as (but not limited to) police, library services, infrastructure, parks, recreation, and fire.

Example: Home valued at $775,000
1% secured property tax = $620 to the
City of Corona General Fund
Corona͛s Median Home Price
(sold) approx. $775,000
(April 2022 ʹ Realtor.com)
City of Corona Fiscal Year 2023 Proposed Budget, Page 49 REVENUE ʹ WHERE DOES IT COME FROM?
Sales Tax
Sales and use taxes are imposed on retail transactions and are remitted to the State of California, which allocates the sales tax to state and local agencies. The program is administered by the California Department of Tax and Fee Administration (CDTFA).

Generally, sales of tangible items in California are subject to sales tax, such as clothes, gasoline, vehicles, and most retail goods. However, not all transactions are subject to sales tax. Transactions exempt from sales tax include sale of certain food products for human consumption (i.e. groceries) and sales of prescription medicine. In California, internet sales (i.e. Amazon) are generally taxable too.

Staff carefully monitors sales tax, along with published economic data as well as HdL Companies, the City͛s sales tax consultant. HdL and City staff provide an update to the City Council on a quarterly basis at the Committee of the Whole meeting.

Effective July 1, 2021, the City of Corona sales tax rate increased by 1.00%, to 8.75%. This is due to Measure X, also known as the City of Corona Economic Recovery, Public Safety, City Services Measure.

Measure X was approved by a majority of the City of Corona voters in November 2020. Revenue collected will provide additional locally controlled funds to address City services and communityͲ expressed priorities.

Below is an infographic which illustrates your City of Corona sales tax dollars and where they go.

County Transportation $0.25
Measure A $0.50
City General Fund $1.00
Measure X $1.00
State of California $6.00
Total Tax Paid (on a $100 purchase) $8.75
The City's sales tax rate is

8.75%. This means for
every $100 you spend, you
spend another $8.75 in
sales tax. Here's a
breakdown of where it
goes:

City of Corona Fiscal Year 2023 Proposed Budget, Page 50 REVENUE - WHERE DOES IT COME FROM?

CITY OF CORONA REVENUE OVERVIEW
Governmental Funds
General Fund $ 194,749,508
Special Revenue Fund 56,157,430
Capital Project Fund 53,031,148
303,938,086
Proprietary or Business Type
Enterprise Fund 129,387,193
Internal Service Fund 24,187,003
153,574,196
Fiduciary Funds
Agency Funds 7,160,891
Successor Agency Fund 9,189,289
16,350,180
Total $ 473,862,462
Note: Excludes Fund 391 (duplicate debt service fund), reference the 'Schedule of Estimated Revenue.' City of Corona Fiscal Year 2023, Page 37
City of Corona Fiscal Year 2023 Proposed Budget, Page 51 REVENUE ʹ WHERE DOES IT COME FROM?
Revenue ʹ Other Funds
Other funds (aside from the General Fund) receive revenue from multiple sources, such as utility rates (for water, sewer, and electric services), special capital grants (such as the federal Housing and Urban Development agency and community development block grants), as well as Gas Tax and Measure A.

Below is a table which describes other significant nonͲGeneral Fund revenue sources. For additional details, please also refer to documents on the Finance Department͛s page on the City͛s website (www.CoronaCA.gov) such as the ͚Budget Resources Manual͛ and presentations from budget workshops.

Special Revenue Funds ʹ used to account for and report the proceeds of specific revenues sources that are restricted or committed to specific purposed, often by legislative authority. x Development Impact Fees (DIF) ʹ Various
funds
Fees charged to real estate developers under
AB1600. Fee is based upon the additional
costs of providing public services to the new
development. These fees are used to fund
major capital projects.
x Gas Tax Fund 222 and Road Maintenance
and Rehabilitation Account (RMRA) Fund
221
A tax on gasoline per the California Streets
and Highway Code. The use of this revenue is
limited to maintenance, rehabilitation, or
improvement of public streets (such as
paving).
x Measure A Fund 227 Comes from a 0.50% sales tax rate originally approved by voters in 1988 (in Riverside
County). In 2002, voters extended this sales
tax rate through 2039. Revenue used to
maintain and construct local streets and
roads, and is allocated by the Riverside
County Transportation Commission (RCTC) to
cities within Riverside County.
x Special Taxing Districts ʹ Special
Assessments ʹ Various funds
A special assessment on a property tax parcel
for a special benefit provided. This revenue is
only used to fund maintenance efforts in the
City͛s landscape maintenance (LMD) and
community facilities districts (CFD).

Capital Project Funds ʹ used to account for and report financial resources that are restricted, or assigned to capital expenditures, including acquisition or construction of capital facilities and other capital assets.
x Home Investment Partnership Grant
(HOME) Fund 432; Neighborhood
Stabilization Program Grant (NSP) and
The City receives federal funding from the
Housing and Urban Development Agency (HUD).

CDBG funds may be used for eligible projects
and are allocated to benefit low and moderate
City of Corona Fiscal Year 2023 Proposed Budget, Page 52 REVENUE ʹ WHERE DOES IT COME FROM?
Community Block Development Grants
(CDBG) Fund 431
income persons and/or to fund programs and
projects to alleviate blighted conditions within
eligible CDBG areas. HOME funds may be used
for activities that increase and preserve
affordable housing. NSP funds are used to
acquire and rehabilitate foreclosed properties
within the City for future multiͲfamily
development.
x Transportation Uniform Mitigation Fee
(TUMF) Funds 478 and 479
A voterͲapproved fee in 2002, which charges
real estate developers a fee to fund
transportation projects required as a result of
growth. The program is administered by the
County of Riverside.

Enterprise Funds ʹ used to separately account selfͲsupporting activities that are supported by rates and/or fees.
x Utility Rates ʹ Various funds Utility rates are calculated and charged based on the cost of service for each of the City͛s
utilities ʹ water, sewer, electricity, and
reclaimed water in accordance with
Proposition 218. A rate study is conducted
every 3 years.

Internal Service Funds ʹ used to separately account for departments that provide services to other City departments, and therefore incur costs that are then allocated to each receiving department. x Services to Other Funds ʹ Various funds Internal service funds provide services to City departments, such as fleet operations,
information technology, risk management,
and warehouse services. Revenues received
by Internal Service Funds are treated as
expenses by other departments receiving the
services.

City of Corona Fiscal Year 2023 Proposed Budget, Page 53

SCHEDULE OF ESTIMATED REVENUE
Actuals Actuals Adopted Projected Proposed
Fund Number/Description 2020 2021 2022 2022 2023
General Fund
Property Taxes 49,470,941 52,583,003 53,697,100 53,681,000 55,813,100 Sales Tax 39,657,924 44,752,843 75,168,306 86,016,723 90,134,926 Other Taxes 10,634,358 11,679,069 11,594,332 12,183,746 12,483,581 Licenses, Fees & Permits 2,550,070 2,666,520 1,928,400 2,087,500 2,067,250 Fines, Penalties & Forfeitures 1,014,288 790,144 569,250 839,472 741,800 Investment Earnings 6,844,997 959,706 2,477,625 2,485,306 2,675,853 Intergovernmental Revenues 1,545,061 5,578,331 1,791,265 3,329,943 2,160,011 Current Services 11,312,015 11,461,455 10,619,079 11,399,773 11,334,877 Payments In Lieu Of Services 4,534,660 5,630,255 6,086,383 6,086,383 6,144,200 Other Revenue 12,301,807 12,604,126 11,534,124 11,548,733 11,193,910 Proceeds From Long Term Obligt - - - 222,013,459 -
Total General Fund 139,866,121 148,705,452 175,465,864 411,672,038 194,749,508 Special Revenue Fund
206 Library Facilities Fee Fund 96,665 114,838 119,281 77,006 77,157 207 Fire Wild Land Mitigation Fund 16,169 36,788 845 6,256 6,313 208 TC Police Facilities Fund 92,064 40,742 49,411 104,652 65,001 209 TC Fire Facilities Fund 74,734 51,163 66,370 75,027 45,405 211 Street and Traffic Signals Fund 777,405 808,767 474,185 792,807 444,506 212 Drainage Fee Fund 203,134 499,209 812,180 152,629 204,414 213 Police Facilities Fund 27,554 77,817 594,532 41,765 41,898 214 Fire Facilities Fund 72,592 46,901 99,837 78,355 78,983 215 Public Meeting Facilities Fund 32,548 45,566 79,826 52,047 52,201 216 Aquatics Center Fund 25,033 33,129 50,574 34,608 34,954 217 Parks and Open Space Fund 449,714 62,697 706,088 663,593 668,374 218 Corona Mall Business Improvement
District Fund 156,254 (1,264) 9,950 6,434 6,918
221 RMRA Fund 3,136,311 2,947,419 3,316,865 3,329,547 3,910,025 222 Gas Tax (2105-2106-Prop 42) Fund 4,033,254 3,683,238 4,176,947 4,285,087 4,221,941 224 Rideshare -Trip Reduction Fund 288,377 210,564 18,072 218,145 219,509 227 Measure A Fund 5,425,036 5,559,413 4,670,250 4,622,061 5,985,949 231 CAL COPS Grants Fund 239,381 471,635 356,254 492,439 374,703 234 AB1600 Parkland Acquisition Fee Fund 449,169 300,666 40 600,191 600,206 235 CFD 2016-3 Zone 12 Lemon Grove - - - 1,910 1,948
236 CFD 2018-1 Special Tax B (Bedford) Fund 13,835 73,940 126,636 112,260 142,766 237 CFD 2018-2 Special Tax B (Sierra Bella)
Fund 29,473 64,374 62,914 84,582 175,191
238 CFD 2017-2 Valencia Fund 38,366 42,315 43,264 43,574 44,464 239 CFD 2016-3 Zone 13 Corona Industrial Park
Fund - 19,752 19,830 20,280 20,695
241 Abandonded Vehicle Abatement Fund - - 100,000 82,698 102,901 246 CFD 2000-1 (Eagle Glen II) Fund 66,263 26,791 36,944 34,960 36,386 247 CFD 2002-2 LMD Fund 90,093 73,929 77,402 76,858 77,240 248 CFD 97-1 Landscape Fund 464,733 428,035 429,671 428,864 429,652 249 CFD 2001-1 Landscape Fund 875,795 664,995 708,992 699,896 704,575 250 Asset Forfeiture Fund 100,594 233,768 6,634 62,821 7,630 251 CFD/LMD 2002-3 Landscape Fund 31,897 18,112 22,089 21,298 21,605 252 LMD 2003-1 Lighting Fund 167,424 147,225 140,322 158,313 161,815 253 CFD/LMD 2011-1 Fund 89,407 78,570 81,548 88,801 90,773 255 CFD 2016-2 Terrassa Fund 34,192 32,819 33,364 33,975 34,704 257 CFD 2016-3 Zone 2 Boardwalk Fund 30,014 60,146 55,211 61,594 62,892 258 CFD 2016-3 Zone 3 Dollar Self Fund 2,783 2,615 2,710 2,749 2,807 259 CFD 2016-3 Zone 4 515 S Promenade Fund 11,457 10,867 11,174 11,374 11,623 260 Residential Refuse / Recycling Fund 9,898,646 10,164,934 11,123,186 10,644,653 12,012,548 City of Corona Fiscal Year 2023, Page 40
City of Corona Fiscal Year 2023 Proposed Budget, Page 54

SCHEDULE OF ESTIMATED REVENUE
Actuals Actuals Adopted Projected Proposed
Fund Number/Description 2020 2021 2022 2022 2023
261 South Corona Major Thoroughfares Fund 67,259 (32,844) 23,202 593 638 263 CFD 2016-3 Zone 17 Corona Med Ctr - - - 17,532 17,883 264 CFD 2016-3 Zone 18 Corona Int Com - - - 5,606 5,718 266 CFD 2016-3 Zone 20 Bedford Market Place - - - 11,854 17,971 267 CFD 2016-3 Zone 21 Christopher Rn - - - 4,690 4,784 268 CFD 2016-3 Zone 22 N Main Retail - - - 5,695 5,809
271 CFD 2016-3 Zone 25 Prom Dist Ctr - - - - 2,111
273 CFD 2016-3 Zone 27 Corona Tle - - - - 1,571
274 South Corona Landscaping Fund 55,713 4,784 167,798 35,248 36,395 287 CFD 2016-3 Zone 15 Northpoint
Evangelical Church Fund - 1,108 1,123 1,143 1,166
288 Park Development (Quimby) Fund - - 850,000 686,232 800,000 289 Dwelling Development Tax Fund 199,680 166,080 - - - 294 CFD 2016-3 Zone 6 Chung Fund 19,732 40,234 40,431 41,254 42,114 297 CFD 2016-3 Zone 8 Karen Parker Fund 1,445 2,969 3,667 3,049 3,111 410 Permanent Local Housing Grant Fund - - - - 1,486,616 411 US Department of Justice Grant Fund 12,843 108,686 168,100 161,000 311,054 413 American Rescue Plan Fund - - - 14,774,641 14,789,322 415 Library-Other Grants 50,382 23,518 711 43,710 43,763 422 Traffic Offender Fund 45,363 54,668 55,163 40,771 38,829 442 Adult and Family Literacy Grant Fund 77,001 76,375 1,068 98,614 64,601 446 LMD84-1 Street Lights Fund 2,137,884 2,267,722 2,064,698 2,194,120 2,167,894 456 LMD 84-2 Zone 4 Fund 192,053 175,911 178,762 176,967 178,177 457 LMD 84-2 Zone 6 Fund 336,804 317,119 318,267 317,410 317,826 458 LMD 84-2 Zone 7 Fund 89,036 79,708 80,266 80,127 80,257 460 LMD 84-2 Zone 10 Fund 2,496,121 2,179,331 2,239,929 2,211,633 2,239,440 461 LMD 84-2 Zone 14 Fund 656,945 601,450 609,953 604,417 611,749 462 LMD 84-2 Zone 15 Fund 26,368 32,070 27,765 28,017 28,114 463 LMD 84-2 Zone 17 Fund 24,937 21,872 22,470 22,221 22,237 464 LMD 84-2 Zone 18 Fund 42,435 35,496 36,554 36,433 36,493 468 LMD 84-2 Zone 19 Fund 468,538 463,386 461,239 458,876 458,751 470 LMD 84-2 Zone 20 Fund 1,172,489 1,088,152 1,097,172 1,086,847 1,089,017 471 LMD 84-2 Zone 1 Fund 5,154 4,358 4,462 4,477 4,502
473 Eagle Glen HOA Fund 50,330 62,575 70,310 70,203 68,845 Total Special Revenue Fund 35,768,878 34,907,203 37,206,508 51,527,489 56,157,430 Capital Project Fund
243 Public Works Capital Grants Fund 28,465,265 15,359,820 - 36,416,737 50,667,734 245 County Service Area 152 (NPDES) Fund 1,035,127 907,152 1,049,028 1,049,028 1,154,752 291 Low Moderate Income Housing Asset Fund 1,230,788 632,172 849,353 1,814,623 708,633 431 CDBG Fund 2,436,464 2,405,622 1,200,000 1,266,177 425,000 432 Home Investment Partnership Program
Fund 2,089 4,356 446,500 540,179 75,000
445 Bicycle Transportation Account 91 8 31 27 29
478 TUMF - RCTC Fund 52,098 1,526,835 - - -
479 TUMF - WRCOG Fund 139,574 188,918 - - -
480 Reimbursement Grants Fund 27,175 163,535 - - -
Total Capital Project Fund 33,388,671 21,188,418 3,544,912 41,086,771 53,031,148 Enterprise Fund
275 Airport Fund 452,753 614,290 442,062 525,952 454,589 440 Sewer Capacity Fund 3,847,758 2,780,300 2,553,907 2,688,925 2,051,610 453 2012 Water Revenue Bonds - Project Fund 92,063 2,547 - - - 454 2013 Wastewater Rev Bonds 26,568 217 - - -
507 Water Capacity Fund 7,575,118 5,276,118 5,808,363 1,965,381 3,579,628 567 Reclaimed Water System Fund 3,997,337 4,946,365 4,972,006 5,449,519 5,472,826 570 Water Utility Fund 52,649,480 58,433,303 61,110,922 59,431,092 63,228,539 City of Corona Fiscal Year 2023, Page 41
City of Corona Fiscal Year 2023 Proposed Budget, Page 55

SCHEDULE OF ESTIMATED REVENUE
Actuals Actuals Adopted Projected Proposed
Fund Number/Description 2020 2021 2022 2022 2023
571 Water Utility Grant / Agreement Fund 81,175 394,021 - 3,559,542 1,802,781 572 Sewer Utility Fund 36,348,236 34,049,975 32,893,509 32,872,357 33,146,726 573 Sewer Grant / Agreement Fund - - - 24,347 -
577 Transit Services Fund 2,610,148 1,905,574 6,313,350 6,087,706 2,793,062 578 Electric Utility Fund 17,493,866 16,601,390 16,286,836 16,872,117 16,857,432 579 Electric Utility Grant/Agreement Fund - - - 236,743 - Total Enterprise Fund 125,174,502 125,004,100 130,380,955 129,713,681 129,387,193 Internal Service Fund
680 Warehouse Services Fund 340,708 363,356 433,228 433,228 446,680 681 Information Technology Fund 8,170,353 10,984,000 12,727,431 12,716,082 14,231,808 682 Fleet Operations Fund 3,867,738 4,340,141 5,147,407 5,309,644 5,188,631 683 Workers' Compensation Fund 3,346,636 2,150,897 1,640,000 1,667,319 1,665,350 687 Liability Risk Retention Fund 625,628 1,631,850 2,153,978 2,153,978 2,654,534 Total Internal Service Fund 16,351,063 19,470,244 22,102,044 22,280,251 24,187,003 Agency Funds
295 AB109 PACT/Other State Allocation Fund 9,497 (6,760) 388 331 356 342 CFD 86-2 (Woodlake) Fund 20,982 3,292 1,696 1,470 1,580 358 CFD 89-1 A (LOBS DW) Fund 330,998 7,074 1,650 1,276 1,372 359 CFD 89-1 B (LOBS Improvement) Fund 255,089 6,163 1,379 1,042 1,120 365 AD 95-1 (Centex) Fund 2,737 586 396 219 236
366 AD 96-1, 96 A (MTN Gate) Fund 26,062 (857) 600 366 394 368 AD 96-1, 97 A (Van Daele) Fund 63,858 36,597 335 393 422 369 AD 96-1, 97 B (WPH) Fund 138,741 74,932 493 535 576 370 Ref CFD 90-1 (South Corona) Fund 257,389 80,649 11,071 9,488 10,201 371 CFD 97-2 (Eagle Glen I) Fund 1,275,068 1,244,822 1,209,067 1,174,306 1,177,312 373 AD 96-1, 99 A (Centex) Fund 212,509 202,801 200,285 198,181 198,456 374 CFD 2000-1 (Eagle Glen II) Fund 4,777,140 447,916 437,045 420,086 422,770 377 CFD 2001-2 (Cresta-Grande) Fund 2,455,965 241,301 231,213 226,829 225,653 378 CFD 2002-1 (Dos Lagos) Fund 1,268,371 1,197,062 1,163,871 1,163,835 1,153,478 381 CFD 2002-4 (Corona Crossings) Fund 624,426 610,994 605,202 598,634 601,582 382 CFD 2004-1 (Buchanan Street) Fund 2,768,903 204,899 200,066 200,849 197,764 383 CFD 2003-2 (Highlands Collection) Fund 5,779,199 467,605 450,588 445,594 439,948 384 CFD 2018-1 Bedford Fund 746,264 11,966,490 988,984 1,089,850 1,089,955 386 CFD 2018-2 Sierra Bella Debt Service Fund 189,610 402,428 385,539 506,917 507,448 387 CFD 2002-1 (Improvement Area) Fund 558,206 541,585 536,534 535,411 529,233 390 CFD 2016-2 (Terrassa Special Tax A) Fund 381,078 358,185 354,895 352,386 344,456 392 CFD 2017-2 (Valencia Special Tax A) Fund 267,863 274,791 260,256 272,977 256,579 Total Agency Funds 22,409,955 18,362,555 7,041,553 7,200,975 7,160,891 Successor Agency Fund
Obligation Payment Fund 11,415,449 11,056,025 - 10,707,629 8,948,141 RDA Successor Agency Fund 308,727 243,528 241,148 241,148 241,148 Successor Agency Administration Fund 553 - - - -
Total Successor Agency Fund 11,724,729 11,299,553 241,148 10,948,777 9,189,289 Total All Funds 384,683,919 378,937,525 375,982,984 674,429,982 473,862,462 Duplicate Debt Service/Agency Items
(accounted for in multiple funds)
391 2016 Lease Revenue Bonds Fund 2,111,937 2,106,213 2,108,150 2,108,150 2,112,750 Total Duplicate Debt Service/Agency Items
(accounted for in multiple funds) 2,111,937 2,106,213 2,108,150 2,108,150 2,112,750 Total Total All Funds, Including Duplicate Debt
Service Items, for Appropriate Purposes 386,795,856 381,043,738 378,091,134 676,538,132 475,975,212 City of Corona Fiscal Year 2023, Page 42
City of Corona Fiscal Year 2023 Proposed Budget, Page 56 EXPENSES - WHAT ARE OUR COSTS?

CITY OF CORONA EXPENSE OVERVIEW
Governmental Funds
General Fund $ 182,426,090
Special Revenue Fund 39,645,443
Capital Project Fund 4,002,508
226,074,041
Proprietary or Business Type
Enterprise Fund 140,527,622
Internal Service Fund 24,380,110
164,907,732
Fiduciary Funds
Agency Funds 6,619,446
Successor Agency Fund 3,179,391
Total $
400,780,610
Note: Excludes Fund 391 (duplicate debt service fund), reference the 'Schedule of Expenditures by Fund Type.' City of Corona Fiscal Year 2023, Page 51
9,798,837
City of Corona Fiscal Year 2023 Proposed Budget, Page 57 EXPENSES ʹ WHAT ARE OUR COSTS?
Expense Overview
The City͛s total proposed budget for Fiscal Year (FY) 2023 is $400.8 million (excluding duplicate debt service fund 391). This represents an 8.1% increase, or $29.9 million, as compared to the FY 2022 adopted budget.

Table ʹExpenditures (All Funds)
The net changes between FY 2022 and FY 2023 are from the following categories:
x Personnel: Increase of $1.0 million. There are 37 fullͲtime positions and 4.07 partͲtime positions included with the FY 2023 budget. This category also includes the MOU increases as approved during FY 2022. There are increases to base pay, health allowance, partͲtime salaries, overtime, and associated benefits such as PERS Normal Cost, Medicare, Workers Compensation, and Unemployment Insurance costs. There is a decrease of $19.3 million for the PERS unfunded accrued liability, with the issuance of the pension obligation bonds. The change is offset with an increase in the debt service category.
x Contractual: Increase of $5.8 million. The largest increase in this group, $4.4 million, is for professional/contractual services. There are also increases for CAD dispatch services and special legal counsel costs.
x Materials and Supplies: Increase of $4.7 million. There are multiple increases and decreases leading to the net increase in this category. There are decreases in bad debt expense and administrative service charges. There are increases in internal service charges, chemical costs, vehicle costs, minor equipment, tree maintenance, water purchases, public safety radio City of Corona Fiscal Year 2023 Proposed Budget, Page 58 EXPENSES ʹ WHAT ARE OUR COSTS?
communications, insurance premiums, and payments related to the agreement with the Western Riverside County Regional Wastewater Authority (WRCRWA). x Utilities: Increase of $2.5 million. The utilities category increase is primarily due to electric utility costs and wholesale energy costs.
x Debt Service: Increase of $18.0 million. The increase in this category is due to the issuance of the pension obligation bonds. That item caused a shift from the personnel category to debt service.
x Capital Improvement Projects: Decrease of $1.9 million. The decreases compared to FY 2022 is due to the oneͲtime nature of budgeting for capital projects and the fluctuations from yearͲtoͲ year.

The General Fund proposed budget for Fiscal Year (FY) 2023 is $182.4 million. This represents an 12.8% increase, or $20.7 million, as compared to the FY 2022 adopted budget.

Table ʹExpenditures (General Fund)
The General Fund net changes between FY 2022 and FY 2023 are from the following categories:
x Personnel: Increase of $0.7 million. There are 37 fullͲtime positions and 4.07 partͲtime positions included with the FY 2023 budget, many of which are budgeted in the General Fund. This category also includes the MOU increases as approved during FY 2022. There are increases to base pay, health allowance, partͲtime salaries, overtime, and associated benefits such as PERS Normal Cost, Medicare, Workers Compensation, and Unemployment Insurance costs. There is a decrease of $15.4 million for the PERS unfunded accrued liability, with the issuance of the pension obligation bonds. The change is offset with an increase in the debt service category. x Capital Outlay: Increase of $0.5 million. In FY 2023, there are increases in machinery and equipment, computer software, and licensed vehicles.

City of Corona Fiscal Year 2023 Proposed Budget, Page 59 EXPENSES ʹ WHAT ARE OUR COSTS?
x Contractual: Increase of $3.0 million. The largest increase in this group, $2.3 million, is for professional/contractual services. In the General Fund, there is also an increase for CAD dispatch services.
x Materials and Supplies: Increase of $3.6 million. There are multiple increases and decreases leading to the net increase in this category. There are decreases in inspection services, outside labor, and insurance premiums. There are increases in internal service charges, minor equipment, tree maintenance, vehicle costs, public safety communications, maintenance and operating costs, program expenditures, graffiti removal, conferences and training, and computer equipment.
x Utilities: Increase of $0.2 million. The utilities category increase is primarily due to wireless communications, electric utility costs, water utility, and recycled water utility costs. x Debt Service: Increase of $17.1 million. The increase in this category is due to the issuance of the pension obligation bonds. That item caused a shift from the personnel category to debt service.
x Capital Improvement Projects: Decrease of $4.4 million. The decreases compared to FY 2022 is due to the oneͲtime nature of budgeting for capital projects and the fluctuations from yearͲtoͲ year.

PERSONNEL COSTS
The main drivers for
personnel costs are salaries,
health care contributions,
CalPERS normal employer
contributions, overtime and
comp time, and other postͲ
employment benefits (retiree
medical benefit).

Please refer to the Schedule of
Positions for a historical
overview of City staffing,
including changes during FY
2022 and position changes
authorized in the budget
process for FY 2023.

The total citywide personnel budget for all funds is $137.6 Million (includes fiduciary funds).

City of Corona Fiscal Year 2023 Proposed Budget, Page 60 EXPENSES ʹ WHAT ARE OUR COSTS?
Salaries
Salary costs may vary as a result of changes in staffing levels, which occur either through salary savings as a result of vacant positions (authorized but unfilled), employee separation (attrition due to a retirement, resignation, or layoff) or new fullͲtime equivalent positions (FTE) that are authorized in the budget. As a general rule, vacant positions are budgeted at the midͲsalary range of the position.

The City includes a fullͲtime position vacancy factor in the budget process for the General Fund and utility funds. Historically, there was a savings at the end of each fiscal year based on vacancies from attrition and other related reasons. Instead of budgeting 100% of the positions, a vacancy factor has been applied to FY 2023 to account for the savings at the beginning of the budget process. The savings will continue to be monitored throughout the year to determine if adjustments are needed. For existing positions, the rates were determined using a lookback period of five years. x Vacancy Factor Applied: Sworn ʹ Fire 0.0%
x Vacancy Factor Applied: Sworn ʹ Police 1.3%
x Vacancy Factor Applied: NonͲSworn 2.3% average (varies by department, 0.0%Ͳ4.7%) x Vacancy Factor Applied: NonͲSworn Utilities 3.9%
CalPERS Employer Contributions (Pension Costs) / Pension Obligation Bonds CalPERS contributions are made up of two components: normal cost and unfunded accrued liability (UAL). The following tables reflect the City͛s employer contributions as forecasted by CalPERS over the next five fiscal years, which takes into account mortality rates, and CalPERS investment returns. The information is based on the June 30, 2020 actuarial report released in August 2021. The information from the actuarial report includes the discount rate (assumed rate of return) of 7.0% as approved by the CalPERS Board of Administration in December 2016. The employer normal cost rates below are calculated on base pay, special compensation and other PERS͛able items. PERS is not calculated on overtime unless the hours were worked on a holiday.

Actual/Estimated CalPERS Employer Contribution ʹ Normal Cost Note: Safety employees contribute 1.50% towards the employer contribution, not reflected above City of Corona Fiscal Year 2023 Proposed Budget, Page 61 EXPENSES ʹ WHAT ARE OUR COSTS?
Actual/Estimated CalPERS Unfunded Accrued Liability (UAL) Value In Millions
In October 2021, the City issued pension obligation bonds to reduce overall pension impacts on the City͛s budget and ultimately save the citizens of Corona. The action was officially approved by the City Council in January 2021. The bonds extinguished the unfunded accrued liability (UAL) at that time. With the payment structure of the bond issuance, the City anticipates a savings of $166 million, over 20 years as compared to the CalPERS amortization schedules for the UAL. On an annual basis, CalPERS will assess the investment returns and the City͛s current and future retirees to issue an actuarial report. Staff will review the actuarial report to evaluate and address any future unfunded liabilities per the City͛s adopted Pension Management Policy.

Other PostͲEmployment Benefits (Retirees)
The City is obligated to pay certain other postͲemployment benefits to retirees (͚OPEB͛), consisting primarily of retiree medical costs. To mitigate the further escalation of OPEB costs, the City established an irrevocable OPEB trust fund through the California Employers͛ Retiree Benefit Trust (CERBT) Program in March 2008. The current budgetary policy is to fund the annual required contribution (͚ARC͛). The ARC is an actuariallyͲdetermined, annual contribution that addresses current costs (for active retirees) and future costs (for eligible, current employees) which the City is obligated to pay.

Unfunded Liability,
PERS Plan
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Est.

FY 2024
Est.

FY 2025
Est.

FY 2026
Est.

FY 2027
Miscellaneous $ 11.00 $ 8.90 $ TBD TBD TBD TBD Ͳ
Police $ 5.90 $ 6.80 $ TBD TBD TBD TBD Ͳ
Fire Ͳ Classic $ 4.00 $ 4.20 $ TBD TBD TBD TBD Ͳ
Fire Ͳ PEPRA $ 0.02 $ 0.02 $ TBD TBD TBD TBD Ͳ
Totals $ 20.92 $ 19.92 $ Ͳ TBD TBD TBD TBD
City of Corona Fiscal Year 2023 Proposed Budget, Page 62 EXPENSES ʹ WHAT ARE OUR COSTS?
Health Care Costs
The health care costs budgeted for FY 2023 are based on elections that employees made during the open enrollment period in October 2021. Employees can select a health plan option based on their hire date and respective bargaining unit. The health care costs include medical insurance premiums and medical insurance opt out payments. The budget for health care was prepared based on the current Memorandums of Understanding (MOU) and resolutions for each bargaining unit. The health costs in FY 2023 are expected to increase by $5.0 million, or 47.2%, as compared to the adopted FY 2022 budget.

The increase is largely based on the new MOUs that were approved in late 2021 and early 2022 and the additional new fullͲtime positions included through the FY 2023 budget process.

Service Adjustments (Operating Budget)
A service adjustment change relates to new programs, service level enhancements, and/or new authorized positions. A capital outlay is a nonͲrecurring operating expense, typically a oneͲtime small equipment purchase, which does not meet the criteria of a new capital project (less than $50K). The following schedule shows the service adjustment changes included in the FY 2023 Proposed Operating Budget.

OPEB by Funding Source
Actuals
FY 2020
Actuals
FY 2021
Adopted
FY 2022
Proposed
FY 2023
$ Change
FY 2022 to
FY 2023
General Fund $ 7,466,653 $ 8,347,946 $ 7,485,340 $ 7,146,031 $ (339,309) Water, Sewer, Electric Funds 1,619,759 618,614 1,324,582 997,462 (327,120) Other Funds 633,750 240,019 532,137 456,262 (75,875)
Totals $ 9,720,162 $ 9,206,579 $ 9,342,059 $ 8,599,755 $ (742,304) Year over year change ($) (513,583) 135,480 (742,304)
Year over year change (%) Ͳ5.3% 1.47% Ͳ7.9%
City of Corona Fiscal Year 2023 Proposed Budget, Page 63 EXPENSES - WHAT ARE OUR COSTS?

GENERAL FUND EXPENSE OVERVIEW
Personnel Services $ 111,060,639
Materials And Supplies 47,242,267
Utilities 4,041,185
Contractual 14,555,360
Capital Outlay 612,781
Capital Projects 4,913,858
Total $ 182,426,090
City of Corona Fiscal Year 2023, Page 44
City of Corona Fiscal Year 2023 Proposed Budget, Page 64

FUND DEPARTMENT DESCRIPTION AMOUNT
GENERAL FUND (FUND 110 & 120)
City Manager's Office Additional Advertising, Office Supplies, and Conferences and Training
4,000
City Manager's Office Audible Subscription 720
City Manager's Office Citizens Academy 3,500 City Manager's Office City Management Fellow Position Salary Range Adjustments 11,200 City Manager's Office City Website Redesign 50,000 City Manager's Office Department Recognition Program 10,000 City Manager's Office Digital Media Specialist Overtime, Computer, and Cell Phone 10,000 City Manager's Office Digital Media Specialist Position 92,396 City Manager's Office Eliminate Two (2) PT Broadcast Operators Positions (27,668) City Manager's Office Federal Lobbyist 60,000 City Manager's Office Grant Writing Services 30,000 City Manager's Office Increase Hours for Two (2) PT Broadcast Operators Positions 26,666 City Manager's Office Leadership Forum 12,000 City Manager's Office Management Analyst I Position 108,187 City Manager's Office Marketing Cloud Software 160,000 City Manager's Office National Community Survey 30,000 City Manager's Office Social Media Archiving Platform 6,000 City Manager's Office Social Media Specialist Overtime, Computer and Cell Phone 10,000 City Manager's Office Social Media Specialist Position 92,396 City Manager's Office Student Discovery Day Lunch and Buses for 200 Students 3,000 Community Services Additional Advertising for Facilities Maintenance 1,100 Community Services Additional Children, Teen, Adult Books, eBooks, and Print 25,000 Community Services Additional Office and Program Supplies, and Postage 8,000 Community Services Additional Program Supplies 21,665 Community Services Administrative Assistant Position 34,985 Community Services Administrative Assistant Position 87,465 Community Services Arbor Day Celebration 4,000 Community Services Audio/Visual Streaming Services 9,000 Community Services Bibliotheca Maintenance Contract Increase 8,055 Community Services Children's Art Theater (CAT) Building Improvements 20,000 Community Services Circle City Center Program Enhancements 5,000 Community Services Community Events CoͲSponsorship Program 25,000 Community Services Contingency, Unforeseen, and Emergency Services 100,000 Community Services Electronic Info Resources Increase 10,000 Community Services Eliminate PT Office Worker Position (18,089) Community Services Evidence Based Collection Development Software 12,000 SERVICE ADJUSTMENTS Ͳ OPERATING BUDGET
yW E^ ^ Ͳ t, d Z KhZ K^d^͍
City of Corona Fiscal Year 2023 Proposed Budget, Page 65

FUND DEPARTMENT DESCRIPTION AMOUNT
SERVICE ADJUSTMENTS Ͳ OPERATING BUDGET
Community Services Exterior Light Improvements to Library, Historic Civic Center, and City Hall
45,000
Community Services Halloweekend PT Staffing 947
Community Services Halloween Video Wall Rental               3,600 Community Services Historic Civic Center Gym Lobby and Restrooms Deep Cleaning and Paint
10,000
Community Services Increase Hours for PT Senior Park Ranger Position               2,149 Community Services Install Electric Hand Dryers at the Library             10,000 Community Services July 4th Celebration PT Staffing and Overtime             11,084 Community Services Meetings and Hosted Events Facility Rentals               7,000 Community Services New Tractor             45,000
Community Services Night Market Events at the Circle City Center               2,000 Community Services Night Market PT Staffing               2,525 Community Services Park Maintenance Staff Annual WiͲFi Access               2,000 Community Services Pickleball Court Light Installation Project             75,000 Community Services Projector and Screen for Historic Civic Center Theater             14,000 Community Services PT Library Assistant Position             19,984 Community Services Reforestation of the City's Urban Forest           700,000 Community Services Skyline Weed Abatement             10,000 Community Services Summer Concerts PT Staffing               2,856 Community Services Training Center Traffic Loops and Concrete Approach Installation
40,000
Community Services Volleyball Referee Stands               2,500 Community Services Volunteer Program               8,482 Economic Development Additional Advertising, Promotion/Public Outreach, Postage, and Conferences
18,800
Economic Development Business Events Facility Rentals               1,000 Economic Development Management Analyst II Wireless Communication 650 Elected Officials Town Hall Meetings               7,500 Finance Grant Administrator Computer Equipment               2,000 Finance Grant Administrator Position           130,539
Finance Senior Financial Analyst Computer Equipment               2,000 Finance Senior Financial Analyst Position           136,699 Finance Senior Financial Analyst Recuring Software Licenses               1,850 Fire Cardiac Monitor Replacement Program (12 Cardiac Monitors) 520,000 Fire Eliminate PT Emergency Services Assistant            (28,394) Fire EMS Medication Dispensing Machine             88,000 Fire Fire Radio Replacement Program Phase III           322,000 yW E^ ^ Ͳ t, d  Z  KhZ  K^d^͍
City of Corona Fiscal Year 2023 Proposed Budget, Page 66

FUND DEPARTMENT DESCRIPTION AMOUNT
SERVICE ADJUSTMENTS Ͳ OPERATING BUDGET
Fire New Hires Training and Specialty Resources             70,000 Fire Office Assistant Position             72,664
Fire PSEC Subscription (73 Radios)             35,452
Fire PT Emergency Services Coordinator Position             46,524 Fire Reclassify Emergency Services Coordinator to Emergency Services Manager
22,702
Fire Three (3) PT Fire Cadet Positions             57,885 Human Resources Assessment and Selection of New HRIS System           100,000 Human Resources Human Resources Assistant Computer Equipment               2,500 Human Resources Human Resources Assistant Position             70,209 Human Resources Wellness Program Development             25,000 Legal & Risk Management Additional Attorney Position           243,460 Planning & Development Associate Planner Position           120,638 Planning & Development Building Permit Technician II Computer Equipment               2,500 Planning & Development Building Permit Technician II Computer Equipment               2,500 Planning & Development Building Permit Technician II Position             98,164 Planning & Development Building Permit Technician II Position             98,164 Planning & Development Eliminate Permit Technician Consultant            (98,164) Planning & Development Plan Check Engineer Computer Equipment               2,500 Planning & Development Plan Check Engineer Position           150,678 Planning & Development Planning Technician Computer Equipment               2,000 Planning & Development Planning Technician Position             99,290 Planning & Development Public Works Inspector II Position             79,979 Planning & Development Public Works Inspector II Shirts, iPad, Cell Phone, Computer, and Conferences
11,778
Planning & Development Public Works Permit Technician II Computer Equipment               2,500 Planning & Development Public Works Permit Technician II Position             98,164 Planning & Development Reclassify Public Works Inspector II to Senior Public Works Inspector
9,915
Planning & Development Senior Engineer Bilingual Pay               3,181 Planning & Development Senior Public Works Inspector Shirts, Cell Phone, iPad, Computer, and Conferences
5,580
Planning & Development Senior Public Works Inspector Shirts, Cell Phone, iPad, Computer, and Conferences
11,778
Planning & Development Senior Public Works Inspector with Bilingual Pay             91,871 Planning & Development Senior Public Works Permit Technician Computer Equipment 2,500 Planning & Development Senior Public Works Permit Technician Position           110,038 Planning & Development Three (3) Code Compliance Inspectors Bilingual Pay               7,908 Planning & Development Two (2) Associate Engineers Bilingual Pay               5,272 yW E^ ^ Ͳ t, d  Z  KhZ  K^d^͍
City of Corona Fiscal Year 2023 Proposed Budget, Page 67

FUND DEPARTMENT DESCRIPTION AMOUNT
SERVICE ADJUSTMENTS Ͳ OPERATING BUDGET
Police Additional Conferences and Training             85,000 Police Animal Control Supervisor Position           116,170 Police Armored Rescue Vehicle Motor Pool Only             21,314 Police Automated License Plate Reader Program (60 Cameras)           150,000 Police Cellular Smartphones Replacement (estimated 10 per year)               3,750 Police Community Service Officer II Position             43,733 Police Crisis Negotiation Team Sprinter Van, Upfitting, and Motor Pool
91,477
Police DUI Trailer Motor Pool Only               7,421
Police Forensic Specialist II Position           102,889 Police Gang Task Force Sergeant Vehicle Upfitting Only, Motor Pool, and Mobile Data Computer
43,513
Police Handheld Radio, iPad, and Wireless Services               7,720 Police HOPE Sergeant Vehicle, Upfitting, Motor Pool, and Mobile Data Computer
81,513
Police Kinetic Breaching Program             12,850
Police Mobile Radio and Equipment             13,650
Police Monthly Cellular or Data Plan for 124 Devices             66,960 Police Police Sergeant Position with Assignment Pay           256,027 Police PT Parking Enforcement Officer Position             18,632 Police PT Public Safety Dispatcher II Position             49,732 Police Purchase of 109 Cellular Smartphones             40,875 Police Special Response Team Vests and Headsets             81,900 Police Vehicle Retention Unit 79215               2,082 Police Vehicle Retention Unit 79230               1,967 Police Wild Pig Trap Rentals             20,000
Public Works Additional Workstations for Staff             17,400 Public Works Asset Management Software           100,000 Public Works Associate Engineer Position             13,895 Public Works CIP Supervisor Position (Parks and Facilities)           179,055 Public Works S770 T4 Bobcat SkidͲSteer Loader           180,006 Public Works Traffic Signal Bucket Truck           155,000 GENERAL FUND TOTAL $    6,892,010
GAS TAX FUND (FUND 222)
Planning & Development Public Works Inspector II Position             15,996 Planning & Development Reclassify Public Works Inspector II to Senior Public Works Inspector
1,983
Planning & Development Senior Public Works Inspector Position with Bilingual Pay             18,374 yW E^ ^ Ͳ t, d  Z  KhZ  K^d^͍
City of Corona Fiscal Year 2023 Proposed Budget, Page 68

FUND DEPARTMENT DESCRIPTION AMOUNT
SERVICE ADJUSTMENTS Ͳ OPERATING BUDGET
Public Works Associate Engineer Position             62,528 Public Works CIP Supervisor Position (Streets/Roadways)           179,055 GAS TAX FUND TOTAL $       277,936
CAL COPS GRANTS FUND (FUND 231)
Police Increase Hours for PT Public Safety Dispatcher II             12,605 CAL COPS GRANTS FUND TOTAL $         12,605
COUNTY SERVICE AREA 152 FUND (FUND 245)
Planning & Development Senior Engineer Bilingual Pay 285 COUNTY SERVICE AREA 152 FUND TOTAL $               285
RESIDENTIAL REFUSE/RECYCLING FUND (FUND 260)
Utilities Recycling and Program Analyst Position (continued funding) 108,303 RESIDENTIAL REFUSE/RECYCLING FUND TOTAL $       108,303 AIRPORT FUND (FUND 275)
Community Services Administrative Assistant Position             26,240 AIRPORT FUND TOTAL $         26,240
LOW MOD INCOME HOUSING ASSET FUND (FUND 291)
Community Services Administrative Assistant Position             26,240 LOW MOD INCOME HOUSING ASSET FUND TOTAL $         26,240 RECLAIMED WATER UTILITY FUND (FUND 567)
Utilities Lead Utility Maintenance Technician Position               1,347 Utilities Lead Utility Maintenance Technician Vehicle Motor Pool 703 Utilities Lead Utility Service Worker Position               1,292 Utilities Two (2) PT Customer Care Assistants 398
Utilities Utilities Services Worker I Bilingual Pay 26
Utilities Vehicle Retention Unit 53078 457
Utilities Vehicle Retention Unit 53079 342
RECLAIMED WATER UTILITY TOTAL $            4,565
WATER UTILITY FUND (FUND 570)
Planning & Development Public Works Inspector II Position               5,332 Planning & Development Reclassify Public Works Inspector II to Senior Public Works Inspector
(4,671)
yW E^ ^ Ͳ t, d  Z  KhZ  K^d^͍
City of Corona Fiscal Year 2023 Proposed Budget, Page 69

FUND DEPARTMENT DESCRIPTION AMOUNT
SERVICE ADJUSTMENTS Ͳ OPERATING BUDGET
Planning & Development Senior Engineer Bilingual Pay 408 Planning & Development Senior Public Works Inspector Position with Bilingual Pay               6,125 Public Works Associate Engineer Position             41,685 Public Works CIP Supervisor Position (Utilities)             68,041 Public Works Eliminate District Engineer Position            (69,539) Utilities Lead Utility Maintenance Technician Position             70,053 Utilities Lead Utility Maintenance Technician Vehicle Motor Pool               4,098 Utilities Lead Utility Service Worker Position             67,172 Utilities Lead Utility Service Worker Vehicle Motor Pool               4,221 Utilities Two (2) PT Customer Care Assistant Positions             19,884 Utilities Utilities Services Worker I Bilingual Pay               1,371 Utilities Vehicle Retention Unit 33049               3,231 Utilities Vehicle Retention Unit 52119               2,087 Utilities Vehicle Retention Unit 53078               2,665 Utilities Vehicle Retention Unit 53079               1,996 WATER UTILITY FUND TOTAL $       224,160
SEWER UTILITY FUND (FUND 572)
Planning & Development Public Works Inspector II Position               5,332 Planning & Development Reclassify Public Works Inspector II to Senior Public Works               5,993 Planning & Development Senior Engineer Bilingual Pay 204 Planning & Development Senior Public Works Inspector Position with Bilingual Pay               6,125 Public Works Associate Engineer Position             20,843 Public Works CIP Supervisor Position (Utilities)             48,345 Public Works Eliminate District Engineer Position            (49,409) Utilities Lead Utility Maintenance Technician Position             63,317 Utilities Lead Utility Maintenance Technician Vehicle Motor Pool               4,801 Utilities Lead Utility Service Worker Position             60,713 Utilities Lead Utility Service Worker Vehicle Motor Pool               4,221 Utilities Two (2) PT Customer Care Assistant Positions             17,894 Utilities Utilities Services Worker I Bilingual Pay               1,239 Utilities Vehicle Retention Unit 33049               3,231 Utilities Vehicle Retention Unit 52119 368
Utilities Vehicle Retention Unit 53078               3,122 Utilities Vehicle Retention Unit 53079               2,339 SEWER UTILITY FUND TOTAL $       198,678
yW E^ ^ Ͳ t, d  Z  KhZ  K^d^͍
City of Corona Fiscal Year 2023 Proposed Budget, Page 70

FUND DEPARTMENT DESCRIPTION AMOUNT
SERVICE ADJUSTMENTS Ͳ OPERATING BUDGET
ELECTRIC UTILITY FUND (FUND 578)
Public Works CIP Supervisor Position (Utilities)             62,669 Public Works Eliminate District Engineer Position            (64,049) Utilities Lead Utility Maintenance Technician Vehicle Motor Pool               2,108 Utilities Two (2) PT Customer Care Assistant Positions               1,590 Utilities Vehicle Retention Unit 53078               1,370 Utilities Vehicle Retention Unit 53079               1,027 ELECTRIC UTILITY FUND TOTAL $            4,715
WAREHOUSE FUND (FUND 680)
Finance Vehicle Retention Unit 48094 500
WAREHOUSE FUND TOTAL $               500
INFORMATION TECHNOLOGY FUND (FUND 681)
Finance New Staff Recurring Software Licenses             12,950 Finance Software Subscription for Lease Management             14,000 Information Technology Applications Analyst Position           120,638 Information Technology Cisco Virtual Security Operations Center (SOC) Service           100,000 Information Technology Help Desk I Position             78,603 Information Technology Outside Consultant for IT Project Assistance           180,000 Information Technology Reclassify PartͲTime Radio Technician to FullͲTime             60,392 Information Technology UI/UX Digital Services Engineer Position           138,881 INFORMATION TECHNOLOGY FUND TOTAL $       705,464
TOTAL SERVICE LEVEL CHANGES $    8,481,701
yW E^ ^ Ͳ t, d  Z  KhZ  K^d^͍
City of Corona Fiscal Year 2023 Proposed Budget, Page 71

MEASURE X ALLOCATION PLAN
Measure X
In November 2020, City of Corona voters approved Measure X, a 1% sales tax measure effective on July 1, 2021. The sales tax measure was estimated to generate an additional $30 million in recurring revenues, based on data available at that time. With updated data, the net Measure X estimates are $37.3 million for FY 2022 and $40.5 million for FY 2023. This amount is net of the estimate to be distributed for sales tax agreements. Please reference the ‘Measure X Allocation Plan’ for a full list of operating budget items, capital improvement projects, and estimated reserve contributions.

Measure X funds for FY 2023 are allocated to community priorities as shown in the following table.

FY 2023 Allocations:

FY 2023 Measure X Allocations
Including FY 2023 Reserves
Category
Prev.

Approved
Recurring
FY 2023
New
Recurring
FY 2023
New One
Time
Total
FY 2023
Funding
FY 2023
Reserves
Economic Development $ 334,644 $ 20,450 $ - $ 355,094 $ 1,000,000 Public Safety 5,048,598 1,071,860 2,026,265 8,146,723 2,000,000 Service Improvements 5,665,360 1,570,374 145,970 7,381,704 - Proactive Debt Retirement 1,662,992 - 1,662,992 - 2,000,000 Homelessness 1,887,179 1,047,518 2,934,697 - -
Infrastructure Investments 145,238 279,217 1,659,249 2,083,704 3,550,000 Parks & Recreation 1,588,331 819,130 981,167 3,388,628 4,534,567 Community Building/Engagement 254,657 384,944 810,265 1,449,866 - Totals $ 16,586,999 $ 5,193,493 $ 5,622,916 $ 27,403,408 $ 13,084,567 FY 2023 Grand Total: Total FY 2023 Funding + FY 2023 Reserves 40,487,975 $ City of Corona Fiscal Year 2023 Proposed Budget, Page 72

MEASURE X ALLOCATION PLAN
Cumulative Allocations:

Cumulative Measure X Allocations
Including Reserves
As with last fiscal year, the City Council had discussions at the budget workshops about balancing between one-time and
recurring items. Money was also allocated to reserves to be conservative and not overwhelm the new funding stream with recurring costs. This allocation will be reviewed and discussed each year through the budget process. The cumulative Measure X funds have been allocated as follows: 40% recurring, 21% one time, and 39% reserves.

Category
Cumulative
Recurring
Cumulative
One Time
Cumulative
Funding
Cumulative
Reserves
% of
Total
Economic Development $ 661,242 $ 110,000 $ 771,242 $ 2,000,000 3.4% Public Safety 9,099,654 6,490,305 15,589,959 3,037,531 23.1% Service Improvements 9,805,927 183,240 9,989,167 2,883,056 15.9% Proactive Debt Retirement 1,789,529 1,789,529 - 4,000,000 7.2% Homelessness 4,696,005 4,696,005 - 5.8% -
Infrastructure Investments 547,504 4,013,201 4,560,705 9,804,372 19.8% Parks & Recreation 3,815,837 4,197,556 8,013,393 8,856,624 22.3% Community Building/Engagement 863,939 960,265 1,824,204 2.5% - Totals $ 31,279,637 $ 15,954,567 $ 47,234,204 $ 30,581,583 100.0% Grand Total: Cumulative Funding + Cumulative Reserves 77,815,787 $ FY 2022 Estimate 37,327,812 FY 2023 Estimate 40,487,975 Cumulative Total 77,815,787 $
City of Corona Fiscal Year 2023 Proposed Budget, Page 73

MEASURE X ALLOCATION PLAN
MEASURE X ALLOCATION PLAN - FY 2023
Strategic Goal #1 - Financial Stability Strategic Goal #4 - Safe Community Strategic Goal #2 - Strong Economy Strategic Goal #5 - Sense of Place Strategic Goal #3 - Sound Infrastructure Strategic Goal #6 - High-Performing Government Dept. Strategic
Goal Title / Description FTE One Time Recurring Reserves Total Community Building/Engagement
Various Previously approved recurring items $ - $ 254,657 $ - $ 254,657 CIP 5 City Hall Veterans Memorial - $ 450,225 $ - $ - $ 450,225 6 Digital Media Specialist 1.00 $ 5,000 $ 97,472 $ - $ 102,472 CIP 5 Heritage Room Expansion - $ 300,040 $ - $ - $ 300,040 CMO 6 National Community Survey - $ - $ 30,000 $ - $ 30,000 CMO 6 Salesforce Marketing Cloud - $ - $ 160,000 $ - $ 160,000 6 Social Media Specialist 1.00 $ 5,000 $ 97,472 $ - $ 102,472 Examples include Broadcast Technician, Digital Journalist, and Digital Outreach Salesforce: Marketing Cloud is a robust all-in-one marketing and communications platform that w ill enable the City to build stronger relationships w ith residents for life w ith data-first digital marketing. The platform includes emails, texts, advertising, analytics, journey automation, and more. Salesforce provides the tools needed to strengthen resident involvement, increase public trust, and connect w ith hard-to-reach residents to ensure they have equitable access to City services. All these objectives are in the City’s long-term strategic plan. The platform w ill support all of these by fostering efficient communications and engaging community members w here they are.

Update to the Veterans Memorial Area located south of City Hall. During the November 2021 Committee of the Whole meeting, Council gave staff direction to move forw ard w ith a CIP project that included groundw ork w ith amphitheater-style seating. The update w ill consist of tw o granite w alls, lighting updates, relocations of kiosks, additional flag poles, more signage, and groundw ork that includes amphitheater-style seating. The addition of the extended groundw ork has increased the estimated cost. Due to the volatility of construction costs currently, a 15% contingency is also included in the cost estimates. Corona Veteran groups plan to implement a Brick Paver Program to help offset the cost of the granite memorial w alls.

A Capital Improvement Project dedicated to expanding the currently existing Heritage Room to encompass the top level mezzanine at the Corona Public Library. Costs w ill include architect; construction; purchase of furniture for research use by public and for staff w ork area; security enhancements; shelving, cabinets, cases, etc. for housing collection. Scope of w ork w ill include assessment of data infrastructure needs for public and staff w ork stations, to include tools needed to process donations.

Corona's Communications Specialist (Digital Media/Video Storyteller) w ill support the Communications Division in telling Corona's story w ith engaging, captivating video and imagery that inspires. Increasing the frequency, quality, and quantity of resident engagement that better reaches the silent majority and improving the relationship betw een the City and residents is a key goal in the Strategic Plan. This position w ill directly support that endeavor by enhancing’s our ability to tell Corona’s story, build trust, and increase digital engagement.

Corona's Social Media Specialist w ill bring creativity and flair to support the City's social media endeavors to promote engagement on Corona's initiatives and reinforce community pride. Telling Corona’s story, building trust betw een the City and residents, and helping people get to know their City on a personal level is a key goal in the City’s Strategic Plan. The Social Media Specialist w ill be dedicated to building a sense of community pride and fostering tw o-w ay communication and engagement w ith residents on the City’s communication platforms.

CMO
CMO
Community survey that provides a comprehensive picture of livability and resident perspectives about local government services, policies and management; compares local results w ith benchmarks compiled from surveys conducted by cities across the U.S. Survey w ill be used to determine our current performance for several service indicators and establish targets for performance based on benchmark standards from other local government agencies.

City of Corona Fiscal Year 2023 Proposed Budget, Page 74

Examples include tw o Economic Development Administrators and GIS planning costs.

Additional funding for the w ebsite redesign w ill allow the City of Corona to implement excellent visual design, add functionality, enhance navigation, and improve the user experience to better serve the community.

Evaluating, updating, and revamping the City’s w ebsite is a fundamental element in the City’s Strategic Goals.

By improving the City’s w ebsite w ith our residents in mind, Corona can greatly improve our efficiency and effectiveness in providing top-notch services to the community.

Operating budget increase to include: Facility rental fees for business events ($1,000). Postage and shipping costs to account for monthly business letters and direct mailers, w hich w ill include monthly w elcome letters from mayor to businesses ($800). Wireless Communication budget for new staff approved during FY 2022 ($650).

Advertising for Economic Development programs, services, and events in both print and digital. Advertising venues include Site Selection Magazine and social media platforms including Facebook and Instagram. Ads in Site Selection Magazine range in price depending on size of ad ($2,500-$5,000). Social media ads are anticipated at $2,500 to boost event and program participation.

Increase in conference and training budget for tw o new staff members to attend training academy hosted by California Association for Local Economic Development and the CALED Conference.

Proposed increase due to staff holding more in-person events and participating in in-person conferences and business meetings. Change request accounts for costs associated w ith food, print, and promotional items for up to 5 business seminars, a Chamber co-presented New Business Reception, and promotional items for tradeshow s including ICSC. Business Seminars: $2,500 for anticipated food and promotion costs for up to 5 business seminars (appx. $500 each). New Business Reception: $1,000 anticipated for food, print, and marketing costs. Promotional Items: $3,000 increase for anticipated costs for Office of Economic Development promotional items for ICSC and other business events.

City of Corona Fiscal Year 2023 Proposed Budget, Page 75

MEASURE X ALLOCATION PLAN
MEASURE X ALLOCATION PLAN - FY 2023
Strategic Goal #1 - Financial Stability Strategic Goal #4 - Safe Community Strategic Goal #2 - Strong Economy Strategic Goal #5 - Sense of Place Strategic Goal #3 - Sound Infrastructure Strategic Goal #6 - High-Performing Government Dept. Strategic
Goal Title / Description FTE One Time Recurring Reserves Total Homelessness
Various Previously approved recurring items $ - $ 1,887,179 $ - $ 1,887,179 4 Homeless Program Operating
Budget
- $ - $ 939,331 $ - $ 939,331
CMO 4 Management Analyst I 1.00 $ - $ 108,187 $ - $ 108,187 Category Total 1.00 $ - $ 2,934,697 $ - $ 2,934,697
Infrastructure Investments
Various Previously approved recurring $ - $ 145,238 $ - $ 145,238 CIP 3 ADA Self Evaluation and Transition
Plan Update
- $ 250,000 $ - $ - $ 250,000
PW 3 Additional Workstations - Public - $ 17,400 $ - $ - $ 17,400 PW 3 Asset Management Software - $ 100,000 $ - $ - $ 100,000 CIP 3 Building Evaluation and Maintenance - $ 50,000 $ - $ - $ 50,000 PW 3 CIP Supervisor 1.00 $ - $ 179,217 $ - $ 179,217
Assist the Homeless Solutions Manager w ith w riting agenda staff reports, w riting scopes of w ork for contracts and RFPs, review ing and processing contract invoice payments, contract management and service provider monitoring, coordinating services w ith city contracted shelter and service providers, attending and facilitating community meetings, responding to constituent complaints and/or requests for assistance, preparing and conducting Pow erPoint presentations, as w ell as collecting data and preparing data reports.

The request for operating funds in the homeless program includes the follow ing items: (1) Increase of $533,580 in the City Net contract to expand motel shelter capacity, provide afterhours support to PD, add case managers, and expand housing placement support as previously discussed w ith City Council on 10/6/21 and 02/16/22, (2) Increase of $300,251 for the estimated operating costs of the Harrison Shelter/Navigation Center based on increase from 30 beds to 40 beds, (3) $91,500 for the Path of Life to continue to provide beds w hile the Harrison Shelter undergoes Phase II improvements, and (4) $10,000 for increased costs in the housing navigator services to support the HOME Tenant Based Rental Assistance program.

This position is a part of the department reorganizational plan FY 2022. This CIP supervisor w ould oversee projects for the Facilities, Parks and Trails Division.

Examples include Asset Management Coordinator and a Part-Time Technical Intern.

The ADA Self-Evaluation and Transition Plan is required by the Americans w ith Disabilities Act Title II and must be updated on a regular basis to help the City's maintain compliance w ith federal law .

Four (4) cubicle w orkstations w ith furniture. Additional staff and Street Division leads need w orkstations at City Hall in the Public Works area.

This project w ill create an inventory of all building assets and their useful life, w hich w ill be used to create a maintenance plan.

Centralized system w hich w ill allow the organization to track details about the City's assets. The softw are is essential to the development of a Cityw ide asset management plan.

CMO
Examples include Homeless Building Support, HOPE Team Support, and Homeless Program Operating Costs.

City of Corona Fiscal Year 2023 Proposed Budget, Page 76

MEASURE X ALLOCATION PLAN
MEASURE X ALLOCATION PLAN - FY 2023
Strategic Goal #1 - Financial Stability Strategic Goal #4 - Safe Community Strategic Goal #2 - Strong Economy Strategic Goal #5 - Sense of Place Strategic Goal #3 - Sound Infrastructure Strategic Goal #6 - High-Performing Government Dept. Strategic
Goal Title / Description FTE One Time Recurring Reserves Total Infrastructure Investments, Continued
CIP 3 Community Center Facilities Capital
Improvements
- $ 65,000 $ - $ - $ 65,000
CIP 5 Contingency for Facility Emergencies - $ - $ 100,000 $ - $ 100,000 CIP 3 Corporation Yard Facility Capital
Improvements
- $ 25,000 $ - $ - $ 25,000
Com 5 Exterior Light Improvements to
Library, Historic Civic Center, and
City Hall
- $ 45,000 $ - $ - $ 45,000
CIP 3 Fire Headquarters Infrastructure
Upgrades
- $ 110,000 $ - $ - $ 110,000
CIP 3 Fire Station Alerting System - $ 16,800 $ - $ - $ 16,800 CIP 3 Historic Civic Center Fountain and
Sign
- $ 230,000 $ - $ - $ 230,000
Com 5 Improvements to building leased by
Children's Art Theater (CAT)
- $ 20,000 $ - $ - $ 20,000
A Capital Improvement Project (CIP) dedicated to the maintenance and repair of community centers throughout the City. This project is to complete Phase III of the Circle City Center (CCC) roof repair as the roof leaks w hen it rains. The project w ill also install aw nings over tw o exit doors in the banquet room and install w indow s next to the classroom doors so there is a line of sight into the classroom for security.

The existing Civic Center fountain is not functional and is deteriorating. At the Committee of the Whole meeting in January, the City Council provided direction to remove the fountain and replace w ith landscaping, and that the Civic Center sign should be painted.

This project is dedicated to the maintenance and repair of the City's Corporation Yard. Project is to slurry seal and stripe w arehouse and fleet area at Corp Yard.

Implementation of a new modern fire station alerting system allow ing crew notification at the time of dispatch to increase efficiency and provide services that meet the Fire Department's response time meet objectives.

New budget for expenses associated unforeseen damage or emergencies that need repairs to City facilities.

Building Maintenance spends hundreds of thousands of dollars a year on unanticipated projects and/or major repairs due to emergencies such as flooding and roof leaks. This budget w ill ensure the repairs are completed in a timely manner. Staff w ill track how much the unanticipated project/repairs are costing the City.

This project w ill complete the installation of additional exterior lights at Library, HCC & City Hall to improve security. This request w ill complete installing additional security lighting on the exterior of the buildings for improved security. These buildings needed additional lighting due to break-ins at the Library and homeless gathering around the HCC. City Hall needs additional lighting around the pathw ays as some areas are dark and unsafe w hen staff leave in the evening.

Remove existing eastside door to building leased by CAT. The door causes w ater damage to building.

Project is to build in the exterior w all w ith dryw all, paint and stucco, and landscaping in planters. The door is not used and causes w ater damage by flooding the building. This increases unanticipated costs to Facility Maintenance budget. The door w ill be removed and replaced dryw all, paint and stucco. Planting w ill be completed around the exterior to deter homeless activity. This project is a cost savings that w ill be budget neutral overtime as this door causes thousands of dollars in expected and unbudgeted expenses. Work w ill be completed by a contractor.

A reconfiguration of office space is needed w ith the addition of Fire Department personnel over recent years in Administration, Suppression, Emergency Medical Services, Emergency Management and Fire Prevention.

The proposal is to convert the small classroom to additional offices for Fire Prevention (the largest division at Fire Department Headquarters). This w ill create a better configuration for the various departmental divisions.

City of Corona Fiscal Year 2023 Proposed Budget, Page 77

MEASURE X ALLOCATION PLAN
MEASURE X ALLOCATION PLAN - FY 2023
Strategic Goal #1 - Financial Stability Strategic Goal #4 - Safe Community Strategic Goal #2 - Strong Economy Strategic Goal #5 - Sense of Place Strategic Goal #3 - Sound Infrastructure Strategic Goal #6 - High-Performing Government Dept. Strategic
Goal Title / Description FTE One Time Recurring Reserves Total Infrastructure Investments, Continued
Com 5 Install Hand Dryers at Library - $ 10,000 $ - $ - $ 10,000 Com 5 Install Traffic Loops and Concrete to
Fire Training Center at Corporation
Yard
- $ 40,000 $ - $ - $ 40,000
CIP 3 New VHF Radio Simulcast and
Backhaul System
- $ 57,783 $ - $ - $ 57,783
CIP 3 PD Main Station HVAC Automation
Upgrade
- $ 85,000 $ - $ - $ 85,000
CIP 3 PD Wrought Iron Fence at South
Perimeter Parking
- $ 60,000 $ - $ - $ 60,000
CIP 3 Police Department Facility
Improvements
- $ 97,260 $ - $ - $ 97,260
PW 3 S770 T4 Bobcat Skid-Steer Loader - $ 180,006 $ - $ - $ 180,006 PW 3 Traffic Signal Bucket Truck - $ 155,000 $ - $ - $ 155,000 The HVAC system is unable to regulate inside temperatures w ithout hot and cold temperature extremes.

Employee performance is compromised by extreme ranges in temperature and makes the inside conditions Replace chain link w ith w rought iron resembling north perimeter fence.

The VHF system is the communication method for the Fire Department and the backup communication method for the Police Department. The existing equipment has reached its end of life and is becoming no longer serviceable. In its current condition, the system w ill soon reach a point w here w e cannot maintain it and keep The Public Works Department requests the replacement of current Skid Steer Loader unit #45007. The unit is 21 years old, and undersized for our street maintenance needs; the standard industry size is necessary.

The unit is constantly breaking dow n on jobsites causing scheduling delays or shutting dow n jobs.

Concerning safety issues has occurred, City staff has gotten stuck inside the cab due to break dow n and had to break a safety w indow to climb out. Due to the frequent breakdow ns, renting equipment has become frequent and costly.

New bucket truck for Signal Technician. Altec Model AT41S Articulating Telescopic Aerial Device, noninsulating w ith proportional joystick upper controls. Built in accordance to Altec's standard specifications and features listed on quote. New bucket truck for Signal Technician. Every signalized intersection in Corona requires a high lift/bucket truck to perform the required maintenance. Most of the indications at an intersection require more than a ladder. For safety, a bucket truck allow s the technician to reach multiple lamp/sign locations w ithout having to relocate the vehicle and re-setup time consuming traffic control. We currently have tw o (2) full-time technicians and only one bucket truck betw een them. This is causing maintenance inefficiencies and w ould be rectified w ith another bucket truck in the traffic engineering department.

Install electric hand dryers at the Library's first floor restrooms to prevent plumbing problems from patrons putting hand tow els in toilet. Public restrooms at the main entrance currently have hand tow els and the restrooms are frequently plugged by the hand tow el. This creates plumbing issues and increases costs for plumbing services. Installing hand dryers eliminates patrons throw ing hand tow els in the toilets. This investment w ill significantly reduce w ork order, calls for plumbing services, and reduce hand tow el supply w hich overall is a cost saving and is budget neutral.

Install new traffic loops & concrete at the Fire training center. The concrete is crumbling and new traffic loops need to be installed at Fire Dept training center. Repairs needed due to w eight from fire trucks.

This project is dedicated to the maintenance and repair of the City's Police Department. PD Shooting Range:

Repair Roof Near AC Units - Roof repair around AC units; roof is aging and is currently leaking. This request is for Phase II of the roof repairs.

City of Corona Fiscal Year 2023 Proposed Budget, Page 78

Complete a large scale renovation to the exterior open space of the community to include tw o new tennis courts, a pickleball court, half basketball court, new restrooms, patio covering and seating area, new playground, DG w alkw ay w ith benches and fitness stations, and drought tolerant planting.

Add barriers to a current aw ning structure housing specialty vehicles that are becoming damaged from prolonged sun exposure.

Examples include the Park Ranger Program, Park Ranger Supervisor, Parks Planner, Trails Planner, five Program Coordinator positions, graffiti removal, Skyline w eed abatement, and pool vacuuming.

Programs supporting literacy and lifelong learning are core to how a Library serves the community. Reliance upon grants and donations does not give the Library opportunity to respond to the community w ith impactful experiences and enrichment. General Fund support provides a foundation for consistent and impactful experiences. This request is being moved from Friend's funding. Supplies include consumables used for enrichment (STEM) and giveaw ays/aw ards such as books, w orkbooks, or book marks for participation in activities, such as 1,000 Books Before Kindergarten.

The full-time Administrative Assistant w ill support the Facilities, Parks, and Trails division of Community Services. The responsibilities include providing general administration support to the division w ith preparing agenda reports, processing invoices, purchase orders, tracking CIPs, and more.

Install new light fixtures w ith LED lights and timers at the pickleball courts. The lights at the pickleball courts do not w ork and need to be replaced. By adding lights, pickleball users w ill have increased access to this amenity and can play in the evenings. There is much support by the community for the lights to be installed thus expanding hours of operation.

Evidence based collection development softw are for libraries. This evidence based collection development softw are provides data for staff to inform book purchase decision-making. User data and collection data show w here gaps exist. A component of collection HQ includes DEI analysis of the collection and can be compared to census data. This request includes start up of softw are so, it is a one-time total.

City of Corona Fiscal Year 2023 Proposed Budget, Page 79

MEASURE X ALLOCATION PLAN
MEASURE X ALLOCATION PLAN - FY 2023
Strategic Goal #1 - Financial Stability Strategic Goal #4 - Safe Community Strategic Goal #2 - Strong Economy Strategic Goal #5 - Sense of Place Strategic Goal #3 - Sound Infrastructure Strategic Goal #6 - High-Performing Government Dept. Strategic
Goal Title / Description FTE One Time Recurring Reserves Total Parks and Recreation, Continued
Com 5 Library Books - One Time
Appropriation
- $ 25,000 $ - $ - $ 25,000
CIP 5 Mountain Gate Park Playground
Phase II
- $ 150,000 $ - $ - $ 150,000
Com 5 Paint and Deep Clean Historic Civic
Center Gym Lobby and Restrooms
- $ 10,000 $ - $ - $ 10,000
Com 5 Projector and Screen for Historic
Civic Center
- $ 14,000 $ - $ - $ 14,000
Com 5 Purchase Tractor - $ 45,000 $ - $ - $ 45,000
Com 5 Reforestation of City's Urban Forest - $ - $ 700,000 $ - $ 700,000 Plant 3,000 trees per year throughout the City to replace vacant tree w ells. The reforestation plan w ill begin in FY 23 to FY 28 to bring the City's urban forest back to normal levels. On May 5, 2021, at the Committee of the Whole meeting, the City Council approved the Urban Forest Management Plan and recommended budgeting $600,000 a year for five years for the reforest Corona' trees. This request w ill plant 2,800 trees in FY 23 (cost is $250 per tree), w hich brings the request to a revised amount of $700,000.

Refresh the gym entry and restrooms by a deep cleaning of the floor and painting the lobby and restrooms.

The gym entry and restrooms are overdue for a refresh. The floor needs to be resealed. The gym has a lot of activity as it is used by the public and programmed for Youth and Adult basketball, contract classes, and used by Kids Camp.

Purchase tractor for Park Division for field renovations and prep, homeless cleanups, and other projects.

Parks had three tractors that w ere sold in 2014 w hen Parks Division w as moved to DWP/Maintenance Services. This equipment is needed for staff to complete field renovations, field prep for Adult Softball program, homeless cleanups, and other use. Staff currently rents/borrow s the equipment from other department, or contract out services. This purchase w ill be an estimated cost saving of $40,000 to the City as staff w ill complete the w ork themselves instead of contracting out services. This request is also seeking $2,000 for annual maintenance. The tractor w ill be added to motor pool for future replacement.

This is an enhancement to the theater to purchase and install a new projector and screen for the HCC Theater. Currently, there is no projector or screen in the theater. The Department has received many request for the use of a projector. This equipment w ill increase the rental value of the theater and a new fee w ill be establish to use this new AV equipment. This is also an asset for the City to use the projector in the State of the City and other City events. This is an enhancement to the theater to be able to have AV equipment available for those renting the theater. Revenue w ill be generated to recover the cost.

Install a tot lot dinosaur themed playground w ith rubberized surfacing for children 2-5 years old. A new large playground w as installed in 2021 w hich resulted in the removal of sw ings and only equipment that w as suitable for 5-12 year olds. In order to accommodate the sw ings and also provide a play experience for children 2-5 years old, a second playground is necessary. If the project is not completed there w ill be a lack of playable space for 2-5 year olds.

Children's Teen, Adult books, eBooks and Print. Providing reading materials for our residents is a core service of the Library. The Library's current print holdings are 96,992. With a service population nearing 170,000, this is less than one item per resident. The collection is outdated, w ith an average age of 15 years, and unrepresentative of the community. Books w ere unfunded by the General Fund until 2015, w hen $10,000 w as allotted. That w as raised to $50,000 in 2016 w here it has remained. The Library is requesting an additional $50,000 recurring, for a total annual budget of $100,000. One time funding of $25,000 approved. Item to be revisited after implementation of Collection HQ Softw are.

City of Corona Fiscal Year 2023 Proposed Budget, Page 80

The City ow ns the open space parcel near Skyline and is responsible to maintain the w eeds. This budget is to remove w eeds through a combination of mow ing and w eed w acking on an as-needed basis (possibly quarterly). If not removed it becomes a fire hazard.

Examples include a Code Compliance Supervisor, tw o Code Compliance Officers, Administrative Battalion Chief, Administrative Fire Captain, four Community Services Officers, Public Safety Communications Manager, tw o Police Corporals, Police Lieutenant, tw o Police Officers, and the Low Acuity Paramedic Squad (six Firefighter/Paramedic positions).

Recurring cost in increase in CalPERS contribution as compared to Fiscal Year 2021 (baseline year).

Reserves w ill be set aside to address future unfunded accrued pension liabilities.

Automated License Plate Reader Integrated Camera System. In February 2021, the Council approved the purchase of 28 fixed automated license plate readers (ALPRs) in strategic areas as a force multiplier and investigative tool, w ith the RFP aw arded to FLOCK in March 2021. Since then, these cameras have proven to be successful investigative tools helping apprehend criminal suspects and safely return stolen property.

Because of the program’s successes, it w as presented to Council at the Fall Workshop on September 29, 2021 to expand the program throughout the City by authorizing the purchase of 32 additional cameras. This request follow s the Council’s direction and w ill bring our total number of ALPRs to 60.

Animal Control Supervisor. One (1) additional Animal Control Supervisor is requested. The current span of control for the existing Animal Control Supervisor includes oversight of all shelter and field operations, comprised of: Four (4) full-time Animal Control Officer II's, three (3) full-time Animal Control Officer I's, one (1) full-time Senior Office Assistant, four (4) part-time Animal Care Attendants, four (4) part-time General Assistants, eight (8) (current) volunteers, and w ork release program individuals; in addition to providing relief as a field officer w hen needed. Having a total of tw o (2) supervisors w ill allow bifurcation of supervisory duties into tw o separate areas of oversight- Shelter & Volunteer Operations and Field Enforcement Operations. The additional position w ill improve service and response time, w hich w ill benefit the community.

Reserved for future parks and recreation investments.

City of Corona Fiscal Year 2023 Proposed Budget, Page 81

MEASURE X ALLOCATION PLAN
MEASURE X ALLOCATION PLAN - FY 2023
Strategic Goal #1 - Financial Stability Strategic Goal #4 - Safe Community Strategic Goal #2 - Strong Economy Strategic Goal #5 - Sense of Place Strategic Goal #3 - Sound Infrastructure Strategic Goal #6 - High-Performing Government Dept. Strategic
Goal Title / Description FTE One Time Recurring Reserves Total Public Safety, Continued
Fire 4 Cardiac Monitors - $ 520,000 $ - $ - $ 520,000
Police 4 Community Service Officer II - 50%
Funding
- $ - $ 45,368 $ - $ 45,368
Fire 4 Controlled Medication Dispensing $ 88,000 $ - $ - $ 88,000 Police 4 Crisis Negotiations Van - $ 77,000 $ 14,477 $ - $ 91,477 Fire 4 Fire Cadet - Three (3) Part Time 1.50 $ - $ 57,165 $ - $ 57,165 Fire 4 Fire Radio Replacement Program - $ 322,000 $ - $ - $ 322,000 Police 4 Forensic Technician II 1.00 $ - $ 103,248 $ - $ 103,248 Police 4 Gang Task Force Sergeant Vehicle - $ 28,000 $ 15,513 $ - $ 43,513 The current Crisis Negation Team (CNT) trailer is too large, making it difficult to park near the Command Post at a Special Response Team (SRT) callout. A van w ill allow the CNT Negotiators to be near the Command Post to ensure critical communication betw een the SRT Commander and CNT flow s freely. The van w ill be selfcontained, highly mobile, and not require special licensing from the Department of Motor Vehicles to operate.

The trailer's technology is also outdated, and a van w ould allow everything to be ready for a rapid response anyw here in the City or to assist our partner cities.

Three (3) part-time Fire Cadets. The Fire Cadet w orks under the direction of the Training Officer, EMS Officer, Emergency Services Coordinator, Fire Marshal and Deputy Chief to support a variety of department needs. Additionally, this creates an alternate recruitment and mentoring opportunity for future firefighter hiring.

Vehicle for Gang Task Force Sergeant. The Gang Task Force Sergeant is a field position and the assignment requires an unmarked police vehicle.

Continuation of funding for a Community Services Officer II position w ithin the Youth Diversion Program to reduce juvenile recidivism rates and divert juvenile offenders from Juvenile Correctional Institutions. This position w as originally grant funded by a Service Agreement w ith CNUSD that w ill expire December 31, 2022.

Six (6) months of additional funding w ill be needed in FY 2023. The recurring cost in future years is approximately $85,000.

Automated dispensing machines are medication distribution systems that provide computer-controlled storage, dispensing, and tracking of medications and have been recommended as a mechanism to improve efficiency and patient safety, and they are w idely used in many fire departments and hospitals. This machine w ill also enhance accountability and allow for real time tracking and notification of drug enforcement agency controlled medication storage and use.

Phase III of III. Fire radios are at the end of their life cycle and are no longer supported by their manufacturer.

In Phase I, only one radio w as purchased per fire apparatus, leaving a need for three additional radios per fire apparatus. The new radios increase interoperability and redundancy across multiple public safety agencies spanning numerous counties.

This position seeks to address the increase in forensic w orkload and expand forensic services and on-duty hours to support field operations further. The increase in forensic callouts (20% increase from 2019 to 2020 and a 51% increase from 2020 to 2021) combined w ith the cumulative stress associated w ith w orking crime scenes involving violence has necessitated the addition of a third position to support the department's commitment to w ellness and to improve services to the community.

Cardiac monitors are a critical component of patient care, they are used on nearly all medical aid responses.

The current monitors are at the end of their life cycle and the w arranty has expired. The number of emergency medical responses continues to increase every year further reinforcing the need for replacement of technology and updated equipment. The purchase w ill include 12 cardiac monitors.

City of Corona Fiscal Year 2023 Proposed Budget, Page 82

MEASURE X ALLOCATION PLAN
MEASURE X ALLOCATION PLAN - FY 2023
Strategic Goal #1 - Financial Stability Strategic Goal #4 - Safe Community Strategic Goal #2 - Strong Economy Strategic Goal #5 - Sense of Place Strategic Goal #3 - Sound Infrastructure Strategic Goal #6 - High-Performing Government Dept. Strategic
Goal Title / Description FTE One Time Recurring Reserves Total Public Safety, Continued
Police 4 Kinetic Breaching Program - $ 11,600 $ 1,250 $ - $ 12,850 Police 4 Parking Enforcement Officer 0.50 $ - $ 38,400 $ - $ 38,400 Police 4 Police Conferences & Training - $ - $ 85,000 $ - $ 85,000 Police 4 Police Sergeant (HOPE Team) 1.00 $ 79,650 $ 271,844 $ - $ 351,494 Initial costs to set up our new Kinetic Breaching Program. The National Tactical Officers’ Association mandates Tier 1 Programs, w hich w e have, to include a Kinetic Breaching Program as a best practice. Kinetic breaching tools are used to breach or break through fortified structures to establish a point of entry for our Special Response Team Operators to enter a structure or room. Kinetic charges are developed to produce little to no fragmentation at the time of detonation and effectively reduce the time spent overcoming a fortified door or structure. The time saved in mitigating a hardened structure increases officer safety by giving the entry team the element of surprise. Injuries are reduced by using kinetic charges that mechanically overcome door frames and locking mechanisms. Kinetic breaching mandates extensive schooling and certification processes.

There has been a significant increase in homeless calls for service and quality of life concerns regarding the Homeless Outreach Psychological Evaluation (HOPE) team. The team has also expanded 100% from tw o (2) officers to four (4) officers. In late 2021 a Riverside County Community Behavioral Assessment Therapist/Clinician w as added to the team. This expansion of the HOPE team and increase in calls for service has created a need for daily supervision and a more efficient span of control of the HOPE Team. The HOPE Sergeant w ould be the primary contact for community concerns allow ing for a better direction of resources for the unhoused community. Furthermore, the sergeant w ould liaison w ith community stakeholders, and other community-based organizations tasked w ith large-scale city clean-up projects and point-in-count operations.

Parking issues are a primary concern for the community and Police Department in the City of Corona. A second Parking Enforcement Officer to w ork opposite days as the current Parking Enforcement Officer w ould help address the long list of See, Click, Fix requests and those that come in through other channels.

Currently there is one (1) part-time Parking Enforcement Officer w ho w orks 19 hours per w eek (tw o days w eekly). Adding a second Parking Enforcement Officer w ould allow continuous attention to illegal parking concerns, abandoned vehicles, and more proactive patrols in shopping centers and City properties. It w ould also benefit the City’s street sw eeping program and violations during street sw eeping days. Since not all street sw eeping is on the same day, having coverage spread out over the w eek w ould provide more attention and assistance w ith street sw eeping concerns. Having a second Parking Enforcement Officer w ould allow for one Parking Enforcement Officer to tag a vehicle, and the other one to go back 72-hours later and check all the cars previously marked. This may get vehicles to move expeditiously and allow the Police Department to be more responsive to the community’s needs. The new Community Caretaking law generates multiple calls a day w ith requests for vehicles to move or be tow ed.

The Police Department respectfully requests to increase the training budget by $85,000. The training budget has not increased in several years and has not recovered from an 11% reduction in Fiscal Year 2019.

Furthermore, the costs of class registration, hotel accommodations, per diem, travel, and parking have progressively increased. Police reform legislation and unfunded mandates have led to massive training requirements for the law enforcement community. California Police Officer Standard and Training (POST) also has mandatory training requirements based on perishable skills, field officer training, domestic violence, defensive driving, etc. The majority of the Police Department’s increase in POST training is due to our promotions and special assignments. As an officer is promoted or assigned to a new position, POST requires special training for the employee that must be completed on a strict timeline. Studies and our ow n experience have proven that trained and educated police officers reduce civil liability and increase our community’s quality of life.

City of Corona Fiscal Year 2023 Proposed Budget, Page 83

MEASURE X ALLOCATION PLAN
MEASURE X ALLOCATION PLAN - FY 2023
Strategic Goal #1 - Financial Stability Strategic Goal #4 - Safe Community Strategic Goal #2 - Strong Economy Strategic Goal #5 - Sense of Place Strategic Goal #3 - Sound Infrastructure Strategic Goal #6 - High-Performing Government Dept. Strategic
Goal Title / Description FTE One Time Recurring Reserves Total Public Safety, Continued
Police 4 Police Wireless Communications - $ 40,875 $ 70,710 $ - $ 111,585 Fire 4 PSEC Subscription - $ - $ 35,452 $ - $ 35,452
Police 4 Public Safety Dispatcher II - Part Time 0.50 $ - $ 46,417 $ - $ 46,417 CIP 4 Self Contained Breathing Apparatus - $ 700,000 $ - $ - $ 700,000 Police 4 Special Response Team Headsets - $ 52,000 $ - $ - $ 52,000 The Public Safety Communications center is currently budgeted for four (4) part-time Dispatchers. An additional part-time Dispatcher w ill address gaps in staffing vacancies resulting from full-time staff attending training, on vacation, or other forms of leave (i.e. sickness, injury, FMLA). The use of part-time personnel allow s the department flexibility, fiscal responsibility and ensures adequate staffing of the center by alleviating mandatory overtime of full-time staff and promoting health and w ellness of all communications personnel.

Public Safety Enterprise Communication (PSEC)- Police Radio Encryption Subscription. PSEC operates on a digital platform instead of an analog netw ork and is therefore technologically more advanced. An expansive and robust infrastructure of radio tow ers w as constructed throughout the county w hich now provides greater geographic coverage and allow s for interoperability w ith surrounding counties in the event of a large scale disaster. This request w ill support 73 field operation Fire Department radios. This allow s the department to integrate into the Riverside County Public Safety Enterprise Communication System w ith law enforcement agencies.

Phase II of II. Self-contained breathing apparatus (SCBA) is designed to protect personnel in hazardous, toxic, or oxygen deficient environments. The current SCBA are at the end of their life-cycle and are no longer supported by their manufacturer. The new equipment w ill meet the National Fire Protection Association's current standard for 5,500 PSI breathing air capacity, thus increasing firefighter safety and productivity.

The current Special Responses Team (SRT) tactical communications/ ear protection system is over ten years old. Over the past several years, the Police Department has been forced to send the equipment in for repairs, costing several hundred dollars for each set. With the evolution of technology, the new ear protection is lighter, allow s better hearing protection, and provides the operators better situational aw areness as it amplifies ambient noise.

Issuance of 109 Cellular Smartphones to field personnel and the addition of Long Term Evolution (LTE) for broadband high-speed data netw orking to 15 Surface Pro tablet computers. The use of Smartphone devices has changed the w ay w e do business in our w orld today. In the law enforcement community, Smartphone applications w ill aid police investigations and allow officers to have secured communications, transfer investigative photographs, and process court documents more efficiently. Smartphone devices w ill also provide an opportunity to call crime victims, suspects, and w itnesses directly w hich w ould free up dispatch communication lines for community service calls. Smartphones have the ability to be connected to police-only services that w ould allow for immediate, pertinent information like location alerts, suspect prolife and criminal history. Smartphones w ill provide officers the flexibility and mobility in processing of crime scenes and submitting the mandatory reporting data like the Racial and Identity Profiling Act (RIPA) data to the Department of Justice. Additionally, the use of Surface Pro computers w ith LTE capability w ill provide detectives w ith better in the field service and reliability to process case notes on large scale operations and investigations.

This w ill allow detectives to compile and disseminate case notes to law enforcement partners assisting w ith our investigations. This technology w ill enhance our service level to our community w hile increasing situational aw areness for officers and detectives.

City of Corona Fiscal Year 2023 Proposed Budget, Page 84

MEASURE X ALLOCATION PLAN
MEASURE X ALLOCATION PLAN - FY 2023
Strategic Goal #1 - Financial Stability Strategic Goal #4 - Safe Community Strategic Goal #2 - Strong Economy Strategic Goal #5 - Sense of Place Strategic Goal #3 - Sound Infrastructure Strategic Goal #6 - High-Performing Government Dept. Strategic
Goal Title / Description FTE One Time Recurring Reserves Total Public Safety, Continued
Police 4 Special Response Team Vests - $ 29,900 $ - $ - $ 29,900 Fire 4 Training for New Hires - $ 70,000 $ - $ - $ 70,000 Police 4 Wild Pig Mitigation - $ - $ 20,000 $ - $ 20,000 Fin 4 Public Safety Reserve - $ - $ - $ 2,000,000 $ 2,000,000 Category Total 5.50 $ 2,026,265 $ 6,120,458 $ 2,000,000 $10,146,723 Service Improvements
Various Previously approved recurring items $ - $ 5,665,360 $ - $ 5,665,360 CMO 6 ArchiveSocial - $ - $ 6,000 $ - $ 6,000
Plng 6 Associate Planner 1.00 $ - $ 120,698 $ - $ 120,698 ArchiveSocial is a social media archiving platform. Communication betw een government entities and citizens on social media is considered a public forum. Government agencies must adhere to open record law s in their state and be able to respond to public record requests for social media content. Social media archiving for government helps agencies remain compliant online by capturing and archiving public records created on social netw orks. Improving the efficiency of City services is one of the City's key Strategic Goals. Focusing on accountability and transparent engagement is one of the w ays to increase public trust in government.

Archive social w ill empow er the City's communications and City Clerk office to deliver efficient records management.

Examples include Assistant to the City Manager, Development Services Manager, Human Resources Supervisor, Human Resources Technician I, Organizational/Training Development Officer, and MOU Changes.

Add one (1) Associate Planner to the department. The Planning Division currently operates using six full time positions. One position is a manager w ith the other positions attending to application requests, telephone calls, emails, plan check review s and the public counter for over-the-counter service. The volume of w ork continues to increase w ith the planners managing multiple applications and plan review at a single time. This at times results in the planners being overburdened w ith w ork w hile trying to meet the city's turn around times for application processing and plan review s. Also, w ith the recent changes in state legislation to expedite certain housing projects w ithout discretionary review , more developers are finding interest in exercising their rights to new housing developments.

Based on the direction of City Council and needs of the community, additional funding is being requested to serve as a long term solution to address the damage caused by feral pigs in the City. The funds w ill pay for w ild pig depredation-related costs.

Reserved for future public safety investments.

The Special Response Team (SRT) consists of 26 officers. All team members are issued a heavy-duty SWAT ballistic vest. These vests w ill expire in the year 2023. The Kevlar panels in the vest are only guaranteed for 5 years by the manufacturer due to w ear and tear, sw eat, and normal use. These vests are due for replacement to ensure officer safety.

Required Training for New Hires & Specialty Resources. Mandatory training for new hires and specialty resources include: Tactical Emergency Medical Services (TEMS), Technical Rescue Team (TRT), Unmanned Aircraft Systems (UAS), and Hazardous Material (Haz Mat). These additional training commitments are needed due to attrition and promotions w ithin the organization.

City of Corona Fiscal Year 2023 Proposed Budget, Page 85

Assessment of new HRIS system. Project management, consulting and implementation of the new HRIS system. The City already has funding for the system cost but w ill need additional support for selection and roll out to support the HR department. This w ill include integration support and assessment of Payroll operations w ithin the HR system and or w ithin a future ERP system. Training, Analytics and Document management w ill also be assessed.

The Legal & Risk Management Department has a need to add a mid-level (4-7 years experience) attorney for w orkload and eventual succession purposes. The position w ill be focused primarily on litigation, but w ill be expected to perform general counsel services w hen needed.

Add one Building Permit Technician II to the Plan Check Division to assist w ith implementing the Building Permit Concierge Program (Strategic Plan FY23 project). Dedicated staff to w ork w ith the public on plan review s and to w alk the public through the process and monitor plan review s.

Add one Plan Check Engineer to the Plan Check Division to assist w ith implementing the Building Permit Concierge Program (Strategic Plan FY23 project). Dedicated staff to w ork w ith the public on plan review s and to w alk the public through the process and monitor plan review s.

Add one Planning Technician to the Land Use, Planning & Zoning Division to assist w ith implementing the Building Permit Concierge Program (Strategic Plan FY23 project). Dedicated staff to w ork w ith the public on plan review s and to w alk the public through the process and monitor plan review s. Includes reduction in contracted services.

The Human Resources Assistants w ill provide much needed support in the areas of Employee Training and Development, Recruitment and Selection, and Classification and Compensation. As w e transition tow ards a more streamlined processes for each area as part of the City’s Strategic Plan, administrative assistance is needed. This position w ill also provide the needed support w ith the live scan process.

Grant w riting services to assist departments w ith identifying grant opportunities and preparing and submitting grant applications. Contract w ith Renne Public Law Group for grant w riting services.

New Full Time Grant Administrator Position to assist w ith researching and preparing grant applications. The position w ill provide support to departments for some centralized grant functions to ensure compliance w ith financial grant regulations. Will w ork closely w ith Renne Public Law Group on grant opportunities.

City of Corona Fiscal Year 2023 Proposed Budget, Page 86

0.75 $ 16,235 $ 97,952 $ - $ 114,187
Plng 6 Public Works Permit Technician II 1.00 $ - $ 98,223 $ - $ 98,223 Fin 6 Senior Financial Analyst 1.00 $ 2,000 $ 136,758 $ - $ 138,758 Plng 6 Senior Public Works Inspector 1.00 $ 13,735 $ 92,009 $ - $ 105,744 Plng 6 Senior Public Works Permit
Technician

1.00 $ 2,500 $ 110,097 $ - $ 112,597
HR 6 Wellness Program - $ - $ 25,000 $ - $ 25,000
Category Total 11.75 $ 145,970 $ 7,235,734 $ - $ 7,381,704 TOTALS 22.25 $ 5,622,916 $21,780,492 $13,084,567 40,487,975 $ Addition of a new Cityw ide Wellness Program. Healthy and happy employees are the keys to a successful company. How employees are feeling, both mentally and physically, is more than an HR issue, it is a fundamental foundation for grow th, stability, and sustainability. Workplace w ellness is essential in improving the overall w ell-being, and physical and mental health of the employees. Effective w orkplace w ellness programs helps in the prevention of injuries and illness, and thus reducing absenteeism and health costs, as w ell as increasing the productivity of the employees because of their better health.

Add one Public Works Permit Technician II to the Development Services/Permitting Division to assist w ith implementing the Building Permit Concierge Program (Strategic Plan FY23 project). Dedicated staff to w ork w ith the public on plan review s and to w alk the public through the process and monitor plan review s.

Add Public Works Inspector II to the Planning & Development Department. The request is to provide the additional resources needed to keep up w ith high volume of construction and private development projects.

In Corona, our Public Works Inspection team handles the highly specialized sew er and w ater inspection duties that are typically handled by an external w ater agency that specializes in those functions, making the duties more advanced than comparable positions of surrounding cities. The new positions w ould increase the service performance to meet the needs of private developers and the City’s utilities department by providing more timely and accurate inspections leading to faster and more efficient project completion, increased health and safety to residents, and longer lifespans of public infrastructure (saving the city millions in long-term maintenance and replacement or repair costs).

Add Senior Financial Analyst for the Budget/Revenue function. In 2015, several supervisor/senior level jobs w ere eliminated through a reorganization. The requested position w ill lead the Budget Analysts in Budget/Revenue and report directly to the Budget Manager. The position's addition w ill solve three main issues: (1) Provide career path/grow th betw een the Financial Analysts and Budget Manager. (2) Provide for succession training and planning. (3) Take charge of some tasks currently assigned to the Budget Manager, making the w orkload more manageable.

City of Corona Fiscal Year 2023 Proposed Budget, Page 87

SUMMARY OF EXPENDITURES BY FUND TYPE
Actuals Actuals Adopted Proposed
Fund Number/Description 2020 2021 2022 2023
General Fund
Elected Officials 124,420 218,107 157,807 141,733
City Manager's Office 2,325,678 3,385,498 4,333,044 7,154,684 Human Resources Department 1,523,969 2,104,395 2,310,616 2,677,725 General Government/ Debt Service 28,296,028 30,450,810 28,419,435 46,726,077 Information Technology Department - - - 743,292
Finance Department 4,362,080 4,131,492 4,511,176 4,441,062 Economic Development Department 264,656 689,231 1,019,828 1,345,571 Legal & Risk Management Department 1,737,309 1,659,126 1,761,317 1,897,476 Planning & Development Department 6,764,721 7,139,306 8,121,561 8,268,699 Fire Department 25,736,872 33,949,924 30,621,028 32,808,288 Police Department 46,831,451 48,120,187 51,413,858 49,386,320 Public Works Department 3,378,132 3,634,106 4,288,293 4,923,411 Maintenance Services 531,454 581,742 715,481 -
Community Services Department 11,248,340 11,284,603 14,695,805 16,997,894 Capital Projects 2,869,198 6,766,897 9,330,052 4,913,858 Total General Fund 135,994,308 154,115,424 161,699,301 182,426,090 Special Revenue Fund
206 Library Facilities Fee Fund 83,716 260,679 1,188 745 207 Fire Wild Land Mitigation Fund 411 24,523 15,624 30,403 208 TC Police Facilities Fund - 77,000 - -
209 TC Fire Facilities Fund - 62,446 - -
211 Street and Traffic Signals Fund 384,516 399,860 1,213,291 1,383,181 212 Drainage Fee Fund 8,104 10,607 686,536 802,353
213 Police Facilities Fund 8,453 191,205 72,641 2,585
214 Fire Facilities Fund 131,276 114,356 113,645 119,880 215 Public Meeting Facilities Fund 13,926 211,303 658 377 216 Aquatics Center Fund 7,313 242 593 100,295
217 Parks and Open Space Fund 300,090 2,966,564 297,881 9,330 218 Corona Mall Business Improvement
District Fund 102,974 195,954 - -
221 RMRA Fund 5,021,546 235,591 3,355,630 3,939,909
222 Gas Tax (2105-2106-Prop 42) Fund 2,690,936 2,409,529 2,372,225 5,083,307 224 Rideshare -Trip Reduction Fund 536,968 18,468 100 33,300 227 Measure A Fund 1,958,994 4,617,556 7,206,075 7,341,000 231 CAL COPS Grants Fund 234,626 475,662 382,373 374,703 235 CFD 2016-3 Zone 12 Lemon Grove - - - 1,223
236 CFD 2018-1 Special Tax B (Bedford) Fund 4,727 59,607 112,930 142,766 237 CFD 2018-2 Special Tax B (Sierra Bella)
Fund 13,028 30,474 51,872 99,903
238 CFD 2017-2 Valencia Fund 4,318 33,714 34,841 39,349 239 CFD 2016-3 Zone 13 Corona Industrial
Park Fund - 8,106 20,013 11,321
241 Abandonded Vehicle Abatement Fund - - 99,046 86,451 City of Corona Fiscal Year 2023, Page 60
City of Corona Fiscal Year 2023 Proposed Budget, Page 88

SUMMARY OF EXPENDITURES BY FUND TYPE
Actuals Actuals Adopted Proposed
Fund Number/Description 2020 2021 2022 2023
246 CFD 2000-1 (Eagle Glen II) Fund 3,893 5,616 4,950 4,881 247 CFD 2002-2 LMD Fund 54,646 53,115 57,054 57,783
248 CFD 97-1 Landscape Fund 359,123 374,988 351,741 358,853 249 CFD 2001-1 Landscape Fund 1,293,267 578,746 670,198 690,995 250 Asset Forfeiture Fund 125,629 105,893 161,700 162,600 251 CFD/LMD 2002-3 Landscape Fund 31,164 27,025 27,750 27,859 252 LMD 2003-1 Lighting Fund 190,858 120,349 141,988 139,680 253 CFD/LMD 2011-1 Fund 55,755 76,641 106,870 94,700
255 CFD 2016-2 Terrassa Fund 9,850 16,696 52,822 32,901 257 CFD 2016-3 Zone 2 Boardwalk Fund 3,345 20,782 49,377 53,745 258 CFD 2016-3 Zone 3 Dollar Self Fund 537 1,951 1,607 1,523 259 CFD 2016-3 Zone 4 515 S Promenade
Fund 1,894 4,437 3,937 4,035
260 Residential Refuse / Recycling Fund 9,938,541 10,141,929 11,584,043 11,625,688 261 South Corona Major Thoroughfares
Fund 83,901 1,412,729 359 111
263 CFD 2016-3 Zone 17 Corona Med Ctr - - - 2,495
264 CFD 2016-3 Zone 18 Corona Int Com - - - 2,381
266 CFD 2016-3 Zone 20 Bedford Market
Place - - - 13,816
267 CFD 2016-3 Zone 21 Christopher Rn - - - 1,105
268 CFD 2016-3 Zone 22 N Main Retail - - - 1,576
271 CFD 2016-3 Zone 25 Prom Dist Ctr - - - 1,596
273 CFD 2016-3 Zone 27 Corona Tle - - - 1,196
274 South Corona Landscaping Fund 288 1,044 213 424
287 CFD 2016-3 Zone 15 Northpoint
Evangelical Church Fund - 787 854 964
288 Park Development (Quimby) Fund 4,941 - - -
289 Dwelling Development Tax Fund - 179,096 - -
294 CFD 2016-3 Zone 6 Chung Fund 2,557 6,500 32,131 34,719 297 CFD 2016-3 Zone 8 Karen Parker Fund 620 1,110 2,010 2,529 411 US Department of Justice Grant Fund 12,536 66,017 153,794 305,224 415 Library-Other Grants 47,654 15,588 - -
422 Traffic Offender Fund 102,596 - 9,050 -
442 Adult and Family Literacy Grant Fund 72,088 82,324 - - 446 LMD84-1 Street Lights Fund 1,942,639 2,126,923 2,252,161 2,370,076 456 LMD 84-2 Zone 4 Fund 134,144 149,374 170,284 171,540 457 LMD 84-2 Zone 6 Fund 282,082 312,055 342,466 346,583 458 LMD 84-2 Zone 7 Fund 211,111 68,591 72,972 73,419
460 LMD 84-2 Zone 10 Fund 1,992,886 1,749,710 1,357,542 1,494,471 461 LMD 84-2 Zone 14 Fund 687,245 376,146 395,861 401,651 462 LMD 84-2 Zone 15 Fund 24,149 10,468 26,166 26,170
463 LMD 84-2 Zone 17 Fund 27,585 30,180 34,231 33,526
464 LMD 84-2 Zone 18 Fund 55,640 55,899 63,821 64,718
468 LMD 84-2 Zone 19 Fund 516,822 517,023 559,682 568,560 470 LMD 84-2 Zone 20 Fund 716,486 711,970 784,569 797,559 City of Corona Fiscal Year 2023, Page 61
City of Corona Fiscal Year 2023 Proposed Budget, Page 89

SUMMARY OF EXPENDITURES BY FUND TYPE
Actuals Actuals Adopted Proposed
Fund Number/Description 2020 2021 2022 2023
471 LMD 84-2 Zone 1 Fund 2,614 2,787 3,632 2,565
473 Eagle Glen HOA Fund 47,364 62,079 69,775 68,845
Total Special Revenue Fund 30,542,372 31,870,014 35,582,772 39,645,443 Capital Project Fund
243 Public Works Capital Grants Fund 28,298,787 15,605,414 - 925,713 245 County Service Area 152 (NPDES) Fund 938,128 842,460 1,251,062 1,087,189 291 Low Moderate Income Housing Asset
Fund 175,764 139,298 175,335 285,294
431 CDBG Fund 1,013,671 2,746,498 1,163,685 1,207,223
432 Home Investment Partnership Program
Fund 77,409 98,030 480,801 497,089
478 TUMF - RCTC Fund 47,183 4,135,879 - -
479 TUMF - WRCOG Fund 287,994 583,001 - -
480 Reimbursement Grants Fund 26,900 160,165 - -
Total Capital Project Fund 30,865,836 24,310,745 3,070,883 4,002,508 Enterprise Fund
275 Airport Fund 136,407 172,954 620,502 533,908
440 Sewer Capacity Fund 167,781 164,505 200,882 501,982 453 2012 Water Revenue Bonds - Project
Fund 108,853 3,439,787 - -
454 2013 Wastewater Rev Bonds 1,190,091 589,899 - -
507 Water Capacity Fund 5,033,581 5,200,080 548,878 2,519,232 567 Reclaimed Water System Fund 2,548,398 2,872,614 4,505,052 2,806,728 570 Water Utility Fund 50,636,785 55,287,646 71,311,728 72,756,975 571 Water Utility Grant / Agreement Fund 57,682 394,022 1,260,365 2,159,505 572 Sewer Utility Fund 25,246,341 26,507,442 34,469,414 40,543,958 573 Sewer Grant / Agreement Fund - - - 1,165
577 Transit Services Fund 2,330,222 1,924,259 6,253,379 3,353,686 578 Electric Utility Fund 15,111,442 14,648,030 15,478,028 15,343,350 579 Electric Utility Grant/Agreement Fund - - - 7,133
Total Enterprise Fund 102,567,583 111,201,238 134,648,228 140,527,622 Internal Service Fund
680 Warehouse Services Fund 426,005 219,037 337,825 264,403 681 Information Technology Fund 9,234,235 7,495,962 12,423,782 13,201,411 682 Fleet Operations Fund 4,148,359 4,883,156 7,186,121 4,870,744 683 Workers' Compensation Fund 1,828,258 3,388,559 2,845,554 2,893,302 687 Liability Risk Retention Fund 234,880 1,108,796 2,427,521 3,150,250 Total Internal Service Fund 15,871,737 17,095,510 25,220,803 24,380,110 Agency Funds
342 CFD 86-2 (Woodlake) Fund 1,542,034 1,100 - -
358 CFD 89-1 A (LOBS DW) Fund 1,341,921 1,343,150 - -
359 CFD 89-1 B (LOBS Improvement) Fund 1,008,279 1,008,695 - - City of Corona Fiscal Year 2023, Page 62
City of Corona Fiscal Year 2023 Proposed Budget, Page 90

SUMMARY OF EXPENDITURES BY FUND TYPE
Actuals Actuals Adopted Proposed
Fund Number/Description 2020 2021 2022 2023
365 AD 95-1 (Centex) Fund 77,306 72,971 - -
366 AD 96-1, 96 A (MTN Gate) Fund 132,710 140,004 - -
368 AD 96-1, 97 A (Van Daele) Fund 58,699 61,149 58,922 2,477 369 AD 96-1, 97 B (WPH) Fund 132,725 130,960 134,177 2,477 370 Ref CFD 90-1 (South Corona) Fund 3,500,751 3,701,144 - - 371 CFD 97-2 (Eagle Glen I) Fund 1,235,470 1,237,230 1,239,059 1,233,392 373 AD 96-1, 99 A (Centex) Fund 200,710 200,417 201,486 200,032 374 CFD 2000-1 (Eagle Glen II) Fund 5,170,993 590,126 414,074 412,491 377 CFD 2001-2 (Cresta-Grande) Fund 2,634,030 312,666 226,760 230,697 378 CFD 2002-1 (Dos Lagos) Fund 1,150,268 1,167,826 1,170,194 1,170,371 381 CFD 2002-4 (Corona Crossings) Fund 605,518 601,798 601,009 596,641 382 CFD 2004-1 (Buchanan Street) Fund 2,922,194 265,398 198,376 200,846 383 CFD 2003-2 (Highlands Collection) Fund 6,208,309 612,749 436,532 439,769 384 CFD 2018-1 Bedford Fund 756,941 10,881,473 936,993 981,216 386 CFD 2018-2 Sierra Bella Debt Service
Fund 25,642 27,683 24,967 25,336
387 CFD 2002-1 (Improvement Area) Fund 533,568 536,273 531,906 534,063 390 CFD 2016-2 (Terrassa Special Tax A)
Fund 342,704 1,203,731 344,769 342,632
392 CFD 2017-2 (Valencia Special Tax A)
Fund 501,385 639,454 250,886 247,006
Total Agency Funds 30,082,157 24,735,997 6,770,110 6,619,446 Successor Agency Fund
353 Corona Revitalization Zone-DS - 1,129,053 - -
417 RDA Successor Agency Fund 4,587,876 4,420,280 3,770,722 3,130,384 475 Successor Agency Administration Fund 45,314 18,538 150,000 49,007 Total Successor Agency Fund 4,633,190 5,567,871 3,920,722 3,179,391 Total All Funds 350,557,183 368,896,799 370,912,819 400,780,610 Duplicate Debt Service/Agency Items
(accounted for in multiple funds)
391 2016 Lease Revenue Bonds Fund 2,112,350 2,106,250 2,108,150 2,112,750 Total Duplicate Debt Service/Agency Items
(accounted for in multiple funds) 2,112,350 2,106,250 2,108,150 2,112,750 Total All Funds, Including Duplicate Debt
Service Items, for Appropriation Purposes 352,669,533 371,003,049 373,020,969 402,893,360 City of Corona Fiscal Year 2023, Page 63
City of Corona Fiscal Year 2023 Proposed Budget, Page 91

DEBT SERVICE OBLIGATIONS

Overview
The City͛s annual operating budget includes provisions to ensure the prompt and full payment of annual debt service (i.e. principal and interest), which is incurred upon outstanding debt instruments previously issued by the City. Commonly issued debt instruments include bonds, longͲterm loans (with the State of California) or small issue, private placement debt. Prior to issuing debt, the City may consult with City Council, expert financial advisors, bond and disclosure counsel, underwriters as well as internal finance and capital planning staff. The ͚Guide to City Budget Process͛ includes a brief overview of the City͛s ͚Debt Policy͛ which is also accessible on the City͛s website at www.CoronaCA.gov.

The proceeds of debt are typically used to either finance the construction of infrastructure (rather than cashͲfunding the capital project) or to refinance existing debt at a lower interest rate (if market conditions are favorable). The City is required to pay debt service in accordance with bond covenants and indentures, which generally, may ͚pledge͛ City revenue (and its ͚full faith and credit͛) to guarantee that it fulfills its obligations to investors and provide remedies against the unlikely event of default. Prompt and full payment of annual debt service also ensures that the City maintains favorable bond ratings.

New Debt Issuances
In October 2021, the City issued the 2021 Taxable Pension Obligation Bonds (POBs) in the amount of $276,710,000. The bonds were issued to finance 100% of the total unfunded accrued liability (UAL) for the Miscellaneous, Police, and Fire plans. The issuance of the POBs is estimated to save an estimated $166 million over the next 20 years.

Legal Debt Limit
California Government Code, Section 43605 sets the debt limit at 15% of assessed value. As reported in the City͛s audited Annual Comprehensive Financial Report (ACFR) year ended June 30, 2021, the assessed value was $23.1 billion and the legal debt margin as a percentage of debt limit was 0.962%, which was significantly lower than the State͛s debt limit.

City of Corona Fiscal Year 2023 Proposed Budget, Page 92

DEBT SERVICE OBLIGATIONS
SUMMARY OF DEBT SERVICEͲ PRINCIPAL AND INTEREST
General Fund
The source of payment for these obligations comes from General Fund revenue.

Pension Obligation Bonds ʹ Various Funds
The source of payment for the 2021 Taxable Pension Obligation Bonds comes from any source of legally available funds of the City. The allocation was determined based on where fullͲtime positions were budgeted when the bonds were issued.

Description Fund Principal Interest Total Purpose
2016 Lease Revenue Refunding Bonds 110 1,415,000 $ $ 697,750 $ 2,112,750 Lease payments for CPFA 2016 Lease Revenue
Refunding Bonds.
2012 Refunding Lease 110 1,823,489 311,634 To refund bonds issued to construct City Hall. 2,135,123 Total $ 3,238,489 $ 1,009,384 $ 4,247,873
Fiscal Year 2023
Responsible Funds Fund Principal Interest Total Purpose 2021 Taxable Pension Obligation Bonds To refund the City's obligations to CalPERs evidenced by the three retirement plans.

General Fund 110 11,536,125 $ $ 3,919,135 $ 15,455,260
Measure X Fund 120 1,662,992 1,662,992 Ͳ
Gas Tax (2105Ͳ2106ͲProp 42) Fund 222 113,281 34,753 148,034 NPDES Discharge Fund 245 79,263 24,317 103,580
Residential Refuse/Recycling Fund 260 18,108 5,556 23,664 Low Moderate Income Housing
Fund 291 13,219 4,056 17,275
CDBG Fund 431 8,196 2,515 10,711
Successor Agency Administration
Fund 475 4,459 1,368 5,827
Reclaimed Water System Fund 567 69,188 21,226 90,414
Water Utility Fund 570 1,198,172 1,565,757 367,585
Water Reclamation Utility Fund 572 711,481 218,274 929,755 Transit Services Fund 577 58,294 17,884 76,178
Electric Utility Fund 578 283,660 87,024 370,684
Warehouse Services Fund 680 21,365 6,555 27,920
Information Technology Fund 681 451,136 138,403 589,539 Fleet Operations Fund 682 146,069 44,813 190,882
Total $ 16,375,008 $ 4,893,464 $ 21,268,472
Fiscal Year 2023
City of Corona Fiscal Year 2023 Proposed Budget, Page 93

DEBT SERVICE OBLIGATIONS
Water & Water Reclamation Utilities
The sources of payment for these obligations come from water and wastewater (water reclamation) capacity fees (charged as a result of new development) as well as water and wastewater (water reclamation) utility ratepayer revenue. The debt obligations were issued by the Corona Utility Authority, which is a component of the City of Corona.

Custodial Funds
Assessment Districts
The source of payment comes from assessments levied on parcels located within each district.

Description Fund Principal Interest Total Purpose
CUA 2013 Wastewater Revenue Bonds 440 252,700 $ $ 134,444 $ 387,144 Certain improvements and refundings for the
Water Reclamation Enterprise.

Joint Venture w/WRCRWA Ͳ SRF Loan 440 1,408,300 494,890 1,903,190 Corona's share of annual debt service for the
expansion of the WRCRWA Treatment Plant.

TOTAL WASTEWTR CAPACITY FEES 1,661,000 629,334 2,290,334 CUA 2012 Water Revenue Bonds 507 678,550 438,998 1,117,548 Certain improvements and refundings for the
Water Enterprise.

TOTAL WATER CAPACITY FEES 678,550 438,998 1,117,548
CUA 2012 Water Revenue Bonds 567 231,700 149,902 381,602 Certain improvements and refundings for the
Water Enterprise.

State Water Resources Control Board
Loan (Recycled) 567 1,762,070 182,926 1,944,996
Financing construction of Recycled Water
improvements.

TOTAL RECLAIMED WATER 1,993,770 332,828 2,326,598
CUA 2012 Water Revenue Bonds 570 744,750 481,827 1,226,577 Certain improvements and refundings for the
Water Enterprise.

Brine Line System Discharge 570 410,852 189,148 To acquire wastewater discharge rights . 600,000 TOTAL WATER UTILITY 1,155,602 670,975 1,826,577
CUA 2013 Wastewater Revenue Bonds 572 412,300 219,356 631,656 Certain improvements and refundings for the
Water Reclamation Enterprise.

State Water Resources Control Board
Loan (Tertiary Filtration WRF 2) 572 303,006 206,436 509,442 Financing of the Tertiary Filtration Project at
Water Reclamation Facility No. 2
TOTAL WATER RECLAMATION $ 715,306 $ 425,792 $ 1,141,098 Fiscal Year 2023
Description Fund Principal Interest Total Purpose
AD 96Ͳ1 Improvement Bonds, 1999 Series A 373 165,000 $ $ 24,160 $ 189,160 Improvements in the Mountain Gate West
development (Zones 5, 8 and 9).

TOTAL $ 165,000 $ 24,160 $ 189,160
Fiscal Year 2023
City of Corona Fiscal Year 2023 Proposed Budget, Page 94

DEBT SERVICE OBLIGATIONS
Community Facilities Districts
The source of payment for these obligations comes from special taxes levied on parcels located within each Community Facilities District (CFD).

Successor Agency (of the former Corona Redevelopment Agency) The source of payment for these obligations comes from pledged tax increment revenues of the former Corona Redevelopment Agency.

Description Fund Principal Interest Total Purpose
CFD 97Ͳ2 Special Tax Refunding Bond,
2014 Series A
371 1,155,000 $ $ 56,011 $ Improvements in Eagle Glen. 1,211,011 CFD 2000Ͳ1 Special Tax Bonds 374 305,000 78,300 Improvements in Eagle Glen. 383,300 CFD 2001Ͳ2 Special Tax Bonds 377 145,000 41,785 186,785 Improvements in Northeast Corona and South
Corona areas.

CFD 2002Ͳ1 2017 Special Tax
Refunding Bonds 378 650,000 488,650 Improvements in Dos Lagos. 1,138,650 CFD 2002Ͳ4 2017 Special Tax
Refunding Bonds 381 330,000 244,700 Improvements in Corona Crossings. 574,700 CFD 2004Ͳ1 Special Tax Bonds 382 125,000 53,865 Improvements in Buchanan Street development. 178,865 CFD 2003Ͳ2 Special Tax Bonds 383 305,000 106,578 Improvements in Highlands Collection. 411,578 CFD 2018Ͳ1 Improvement Area 1
Special Tax Bonds 384 85,000 849,000 Improvements in Bedford development. 934,000 CFD 2002Ͳ1 2017 Special Tax
Refunding Bonds (Improvement Area
No. 1)
387 285,000 227,132 Improvements in Dos Lagos. 512,132
CFD 2016Ͳ2 2018 Special Tax Bonds 390 120,000 199,031 Improvements in Terrassa Court development. 319,031 CFD 2017Ͳ2 2018 Special Tax Bonds 392 70,000 153,425 Improvements in Valencia/Seville development. 223,425 TOTAL $ 3,575,000 $ 2,498,477 $ 6,073,477
Fiscal Year 2023
Description Fund Principal Interest Total Purpose
2015 Taxable Tax Allocation Revenue
Bonds, Series A 417 2,330,000 $ $ 180,500 $ 2,510,500
Refinanced certain outstanding obligations of
the Successor Agency relating to the Merged
Project Areas.
2007 Tax Allocation Bonds (Temescal) 417 890,000 511,507 1,401,507 Financed redevelopment activities within the
Temescal Canyon Project Area.
2007 Tax Allocation Bonds (Project Area A) 417 730,000 1,311,777 2,041,777 Financed redevelopment activities within the
Merged Downtown Project Area A.

TOTAL $ 3,950,000 $ 2,003,784 $ 5,953,784
Fiscal Year 2023
City of Corona Fiscal Year 2023 Proposed Budget, Page 95

DEBT SERVICE OBLIGATIONS
InterͲfund Loan Payments
The following are interͲfund loan payments of principal and interest. While there is a (cash) transfer that occurs between these funds for the items reported below, these have been shown as a component of ͚debt service͛ (rather than as a transfer) to reflect the nature of the transactions.

With respect to the capital leases of Water and Water Reclamation funds, each fund is required to make payments to the General Fund for the lease (and corresponding use) of the water and water reclamation infrastructure. These are interestͲonly payments through 2055.

Description Fund Principal Interest Total Purpose
LMD 84Ͳ1 446/578 263,858 $ $ 5,429 $ 269,287
Loan payments for LED Street and Safety Light
Retrofit project.

Capital Lease Payment (Facilities) 570/110 2,430,513 Ͳ 2,430,513 Lease payments to the General Fund for the
Water and Water Reclamation facilities.

Capital Lease Payment (Facilities) 572/110 1,637,405 Ͳ 1,637,405 Lease payments to the General Fund for the
Water and Water Reclamation facilities.

Water Utility Interfund Loan 507/570 298,314 70,693 369,007 Loan payments for prior year cash advances to
fund for capital improvement projects.

Water Reclamation Interfund Loan 567/572 27,834 Ͳ 27,834 Loan payments for prior year cash advances to
fund for capital improvement projects.

Electric Interfund Loan Agreement
(with General Fund) 578/110 1,010,103 126,777 1,136,880 To reimburse General Fund for 2005 Certificates of Participation Advanced Redemption.

Electric Interfund Loan Agreement
(with General Fund) 578/110 41,334 36,593 77,927
To reimburse General Fund for portion of the
Corporation Yard project costs.

Total $ 1,613,609 $ 4,335,244 $ 5,948,853
Fiscal Year 2023
City of Corona Fiscal Year 2023 Proposed Budget, Page 96

INTERFUND TRANSFERS
Interfund Transfers
An interfund transfer occurs between funds and involves the transfer of cash. Interfund transfers for the City of Corona may occur for a variety of reasons. Generally, transfers between funds occur to reimburse for services that occur in one fund on behalf of another fund. For example, the General Fund may need to be reimbursed for debt service incurred on a bond that may be issued on behalf of one or more other nonͲGeneral Funds (which then receive a benefit with respect to how the bond proceeds are used).

The City does, during its regular business activities, establish interfund loans from time to time between City funds to properly allocate shared benefits and costs. To ensure the integrity of these loans, the City maintains ͚loan amortization͛ schedules to ensure full and timely payments between funds, in the same manner that the City maintains debt service schedules to ensure that it fully and timely makes payments of debt service to external entities (such as bondholders) as debt service payments become due. Due to the principal and interest components of these interfund transfers, the City presents these items as a component of ͚debt service͛ to facilitate public understanding of the City budget and report all principal and interest payments by funds in the aggregate. Please refer to the ͚Debt Service Obligation͛ section for additional details.

Detailed Listing of Estimated Fund Transfers
The following is a detailed listing of Transfers In and Transfers Out, by Fund.

Fund Description Transfer In Transfer Out
110 Ͳ General Fund
Reimbursement for engineering and project support 1,200,000 Total Fund 110 Ͳ General Fund 1,200,000 Ͳ 222 Ͳ Gas Tax Fund Reimbursement for engineering and project support Ͳ (1,200,000) Total Fund 222 Ͳ Gas Tax Fund (1,200,000) Ͳ Total All Transfers $ 1,200,000 $ (1,200,000) Estimated
FY 2023
City of Corona Fiscal Year 2023 Proposed Budget, Page 97

COST ALLOCATION PLAN
Cost Allocation Plan (CAP)
A Cost Allocation Plan, or CAP, is used to identify, value, and distribute indirect costs across city services.

The CAP sets forth the reimbursement between funds for the indirect costs incurred by other funds.

Procedurally, this reimbursement takes place via transfer. In the presentation of the budget, funds providing services to other funds receive reimbursements as a component of operating revenue. As such, funds receiving services from other funds report the cost of service (to be reimbursed) as a component of operating expense.

The CAP fairly and proportionately allocates the indirect costs that each program, project or activity should bear. It is a ratio of total indirect expenses to a direct cost base. Examples of direct costs include police services, fire services, parks, and recreation services. These examples are considered direct costs because these programs provide a direct benefit to the community.

The CAP assumes that all indirect costs are incurred proportionately to the direct cost base of the activity.

These indirect costs are commonly referred to as ͚City overhead͛ or general and administrative expenses.

Examples of indirect cost functions are finance, information technology and human resources. All direct City services and programs incur indirect costs.

The City utilizes a consultant to assist the City in the development of the annual CAP to ensure that it coincides with standard practices used by other cities. The City͛s CAP is a ͚total͛ cost allocation plan, which includes a citywide allocation of legislative costs which are incurred on behalf of all funds.

Furthermore, costs have been allocated based upon budgetary assumptions for the forthcoming year.

Admin = Administrative Services Charge, General Indirect Costs NPDES = National Pollutant Discharge Exchange System Administrative Charges City of Corona Fiscal Year 2023 Proposed Budget, Page 98

COST ALLOCATION PLAN
City of Corona Fiscal Year 2023 Proposed Budget, Page 99 /dzt/   WK^/d/KE^
ŝƚǇǁŝĚĞ WŽƐŝƚŝŽŶƐ͕ KǀĞƌǀŝĞǁ
dŚĞ ^ĐŚĞĚƵůĞ ŽĨ  ŝƚǇǁŝĚĞ WŽƐŝƚŝŽŶƐ ŝŶĐůƵĚĞƐ Ă ƚŽƚĂů ŽĨ ϴϳϳ͘ϴϴ &d  ƉŽƐŝƚŝŽŶƐ ŝŶ ƚŚĞ ƉƌŽƉŽƐĞĚ ďƵĚŐĞƚ ĨŽƌ &ŝƐĐĂů zĞĂƌ ϮϬϮϯ͘  dŚŝƐ ĨŝŐƵƌĞ ŝŶĐůƵĚĞƐ ƉĂƌƚ ƚŝŵĞ ƐƚĂĨĨ͕ ĨƵůů ƚŝŵĞ ƐƚĂĨĨ͕ ĂŶĚ ĞůĞĐƚĞĚ ŽĨĨŝĐŝĂůƐ͘ tŝƚŚ ƌĞƐƉĞĐƚ ƚŽ ĨƵůůͲƚŝŵĞ ƐƚĂĨĨŝŶŐ͕ ƚŚĞ ƉƌŽƉŽƐĞĚ ďƵĚŐĞƚ ŝŶĐůƵĚĞƐ Ă ƚŽƚĂů ŽĨ ϳϳϬ͘ϬϬ ƉŽƐŝƚŝŽŶƐ ĨŽƌ &ŝƐĐĂů zĞĂƌ ϮϬϮϯ͕ ŝŶĐůƵĚŝŶŐ ƌĞĐŽŵŵĞŶĚĞĚ ƐĞƌǀŝĐĞ ůĞǀĞů ĐŚĂŶŐĞƐ͘
dŚĞ ^ĐŚĞĚƵůĞ ŽĨ WŽƐŝƚŝŽŶƐ ŝŶĐůƵĚĞƐ ƉĂƌƚ ƚŝŵĞ ĞŵƉůŽǇĞĞƐ ƚŚĂƚ ĂƐƐŝƐƚ ǁŝƚŚ  ŝƚǇ͛Ɛ ĚĂǇͲƚŽͲĚĂǇ ŽƉĞƌĂƚŝŽŶƐ ĂŶĚ ƐƉĞĐŝĂů ĞǀĞŶƚƐ͘  dŚĞ ĐŽƵŶƚ ŽĨ ƉĂƌƚ ƚŝŵĞ ĞŵƉůŽǇĞĞƐ ŝƐ ĐĂůĐƵůĂƚĞĚ ĂƐ Ă ĨƵůů ƚŝŵĞ ĞƋƵŝǀĂůĞŶƚ ;&d Ϳ ďĂƐĞĚ ŽŶ ĂĐƚƵĂů ŚŽƵƌƐ ǁŽƌŬĞĚ Žƌ ŚŽƵƌƐ ďƵĚŐĞƚĞĚ͘  KŶĞ &d  ĞƋƵĂƚĞƐ ƚŽ Ϯ͕ϬϴϬ ŚŽƵƌƐ ƉĞƌ ǇĞĂƌ ;ϰϬ ŚŽƵƌƐͬǁĞĞŬ ǆ ϱϮ ǁĞĞŬƐͿ͘
ŚĂŶŐĞƐ dŚƌŽƵŐŚŽƵƚ &ŝƐĐĂů zĞĂƌ ϮϬϮϮ
dŚĞƌĞ ŚĂǀĞ ďĞĞŶ ŵƵůƚŝƉůĞ ƉŽƐŝƚŝŽŶ ĐŚĂŶŐĞƐ ƐŝŶĐĞ ƚŚĞ &ŝƐĐĂů zĞĂƌ ϮϬϮϮ ďƵĚŐĞƚ ǁĂƐ ĂĚŽƉƚĞĚ ǁŝƚŚ ϴϯϮ͘Ϭϭ ƉŽƐŝƚŝŽŶƐ͘ dŚĞ ĐŚĂŶŐĞ ŝƐ Ă ŶĞƚ ŝŶĐƌĞĂƐĞ ŽĨ ϰ͘ϴϬ ƉŽƐŝƚŝŽŶƐ͘ DĂŶǇ ŽĨ ƚŚĞ ĐŚĂŶŐĞƐ ƚŚƌŽƵŐŚŽƵƚ ƚŚĞ ǇĞĂƌ ǁĞƌĞ ĚĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶƐ͕ ƚƌĂŶƐĨĞƌƐ ďĞƚǁĞĞŶ ĚĞƉĂƌƚŵĞŶƚƐ͕ ĂŶĚ ƚŝƚůĞ ĐŚĂŶŐĞƐ ƌĞƐƵůƚŝŶŐ ĨƌŽŵ Ă ĐůĂƐƐ ĂŶĚ ĐŽŵƉĞŶƐĂƚŝŽŶ ƐƚƵĚǇ͕ ǁŚŝĐŚ ĚŝĚ ŶŽƚ ŝŵƉĂĐƚ ƚŚĞ ƚŽƚĂů ĐŽƵŶƚ͘ EŽƚ Ăůů ƚŝƚůĞ ĐŚĂŶŐĞƐ ĨƌŽŵ ƚŚĞ ĐůĂƐƐ ĂŶĚ ĐŽŵƉĞŶƐĂƚŝŽŶ ƐƚƵĚǇ ĂƌĞ ŝŶĐůƵĚĞĚ ďĞůŽǁ͕ ŚŽǁĞǀĞƌ ƚŚĞǇ ĂƌĞ ŝŶĐůƵĚĞĚ ŝŶ ƚŚĞ ^ĐŚĞĚƵůĞ ŽĨ WŽƐŝƚŝŽŶƐ͘  ĞůŽǁ ŝƐ Ă ƐƵŵŵĂƌǇ ŽĨ ƚŚĞ ĐŚĂŶŐĞƐ͕ ďǇ ĚĞƉĂƌƚŵĞŶƚ͗ x dŚĞ  ŝƚǇ DĂŶĂŐĞƌ͛Ɛ KĨĨŝĐĞ ŝŶĐƌĞĂƐĞĚ ďǇ ϭ ĨƵůůͲƚŝŵĞ  ƐƐŝƐƚĂŶƚ  ŝƚǇ DĂŶĂŐĞƌ ƉŽƐŝƚŝŽŶ͘ x dŚĞ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ ĞƉĂƌƚŵĞŶƚ ĚĞĐƌĞĂƐĞĚ ďǇ Ă ŶĞƚ ƚŽƚĂů ŽĨ ϰ͘Ϭϯ &d ͕ ůĂƌŐĞůǇ ĚƵĞ ƚŽ ƚŚĞ ƚƌĂŶƐŝƚŝŽŶŝŶŐ ŽĨ ƚŚĞ ĂƋƵĂƚŝĐ ƉƌŽŐƌĂŵ ƚŽ ƚŚĞ zD  ͘
x dŚĞ ĐŽŶŽŵŝĐ ĞǀĞůŽƉŵĞŶƚ ĞƉĂƌƚŵĞŶƚ ŝŶĐƌĞĂƐĞĚ ďǇ ϭ͘ϱϮ &d   ĂƉƉƌŽǀĞĚ ďǇ ƚŚĞ ŝƚǇ ŽƵŶĐŝů ŝŶ &ĞďƌƵĂƌǇ ϮϬϮϮ͘
x dŚĞ &ŝŶĂŶĐĞ ĞƉĂƌƚŵĞŶƚ ĚĞĐƌĞĂƐĞĚ ďǇ Ă ŶĞƚ ƚŽƚĂů ŽĨ ϭ͘ϭϭ &d ͘    ĨƵůůͲƚŝŵĞ ƐƐĞƚ DĂŶĂŐĞŵĞŶƚ ŽŽƌĚŝŶĂƚŽƌ ǁĂƐ ƚƌĂŶƐĨĞƌƌĞĚ ƚŽ WƵďůŝĐ tŽƌŬƐ ĂŶĚ ƉĂƌƚͲƚŝŵĞ ƐƚĂĨĨŝŶŐ ǁĂƐ ƌĞĚƵĐĞĚ ƚŽ ĐƌĞĂƚĞ Ă ĨƵůůͲƚŝŵĞ WƵƌĐŚĂƐŝŶŐ ƉŽƐŝƚŝŽŶ͘
x dŚĞ &ŝƌĞ  ĞƉĂƌƚŵĞŶƚ ŝŶĐƌĞĂƐĞĚ ďǇ Ϭ͘ϰϴ &d  ǁŝƚŚ Ă ŶĞǁ ƉĂƌƚͲƚŝŵĞ &ŝƌĞ /ŶƐƉĞĐƚŽƌ / ĂƉƉƌŽǀĞĚ ďǇ ƚŚĞ ŝƚǇ ŽƵŶĐŝů ŝŶ DĂƌĐŚ ϮϬϮϮ ĨŽƌ Ă ŶĞǁ ƵŶĨƵŶĚĞĚ ^ƚĂƚĞ ŵĂŶĚĂƚĞ ŝŵƉŽƐĞĚ ďǇ ƐƐĞŵďůǇ ŝůů ϯϳ ʹ ĞĨĞŶƐŝďůĞ ^ƉĂĐĞ /ŶƐƉĞĐƚŝŽŶ͘
WŽƐŝƚŝŽŶ dǇƉĞ
&d
ƵƚŚŽƌŝǌĞĚ
&z ϮϬϮϬ
&d
ƵƚŚŽƌŝǌĞĚ
&z ϮϬϮϭ
&d
ĚŽƉƚĞĚ
&z ϮϬϮϮ
&d
ƵƚŚŽƌŝǌĞĚ
&z ϮϬϮϮ
&d
WƌŽƉŽƐĞĚ
&z ϮϬϮϯ
ůĞĐƚĞĚ KĨĨŝĐŝĂůƐ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ
&Ƶůů dŝŵĞ  ŵƉůŽǇĞĞƐ   ϲϯϰ͘ϬϬ   ϲϲϭ͘ϬϬ   ϳϮϬ͘ϬϬ   ϳϯϯ͘ϬϬ   ϳϳϬ͘ϬϬ WĂƌƚ dŝŵĞ  ŵƉůŽǇĞĞƐ   ϴϵ͘ϴϳ   ϴϳ͘ϰϴ   ϭϬϲ͘Ϭϭ   ϵϳ͘ϴϭ   ϭϬϭ͘ϴϴ dKd >^   ϳϮϵ͘ϴϳ   ϳϱϰ͘ϰϴ   ϴϯϮ͘Ϭϭ   ϴϯϲ͘ϴϭ   ϴϳϳ͘ϴϴ
City of Corona Fiscal Year 2023 Proposed Budget, Page 100 /dzt/   WK^/d/KE^
x dŚĞ WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ  ĞƉĂƌƚŵĞŶƚ ŝŶĐƌĞĂƐĞĚ ďǇ ϲ͘ϬϬ ƉŽƐŝƚŝŽŶƐ͘  &ŝǀĞ ŶĞǁ ƉŽƐŝƚŝŽŶƐ ǁĞƌĞ ĂƉƉƌŽǀĞĚ ďǇ ƚŚĞ  ŝƚǇ  ŽƵŶĐŝů ŝŶ &ĞďƌƵĂƌǇ ϮϬϮϮ ĂŶĚ ŽŶĞ ƉŽƐŝƚŝŽŶ ǁĂƐ ƚƌĂŶƐĨĞƌƌĞĚ ĨƌŽŵ WƵďůŝĐ tŽƌŬƐ͘ x dŚĞ WŽůŝĐĞ  ĞƉĂƌƚŵĞŶƚ ĚĞĐƌĞĂƐĞĚ ďǇ Ă ŶĞƚ ƚŽƚĂů ŽĨ ͘Ϭϳ &d ͘  WĂƌƚͲƚŝŵĞ ƐƚĂĨĨŝŶŐ ǁĂƐ ƌĞĚƵĐĞĚ ƚŽ ĐƌĞĂƚĞ Ă ŽŶĞ ĨƵůůͲƚŝŵĞ ƉŽƐŝƚŝŽŶ͘
x dŚĞ WƵďůŝĐ tŽƌŬƐ  ĞƉĂƌƚŵĞŶƚ ĚĞĐƌĞĂƐĞĚ ďǇ Ă ŶĞƚ ƚŽƚĂů ŽĨ Ϭ͘ϵϵ &d ͘  KŶĞ ƉŽƐŝƚŝŽŶ ǁĂƐ ƚƌĂŶƐĨĞƌƌĞĚ ŝŶ ĨƌŽŵ &ŝŶĂŶĐĞ͕ ŽŶĞ ƉŽƐŝƚŝŽŶ ǁĂƐ ƚƌĂŶƐĨĞƌƌĞĚ ŽƵƚ ƚŽ WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ͕ ĂŶĚ ŽƚŚĞƌ ĐŚĂŶŐĞƐ ŽĐĐƵƌƌĞĚ ĚƵĞ ƚŽ Ă ĚĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ͘
x dŚĞ hƚŝůŝƚŝĞƐ  ĞƉĂƌƚŵĞŶƚ ŝŶĐƌĞĂƐĞĚ ďǇ Ϯ͘ϬϬ ĨƵůůͲƚŝŵĞ ƉŽƐŝƚŝŽŶƐ͘  KŶĞ ZĞĐǇĐůŝŶŐ ĂŶĚ WƌŽŐƌĂŵ  ŶĂůǇƐƚ ǁĂƐ ĂƉƉƌŽǀĞĚ ďǇ ƚŚĞ  ŝƚǇ  ŽƵŶĐŝů ŝŶ &ĞďƌƵĂƌǇ ϮϬϮϮ ƚŽ ŝŵƉůĞŵĞŶƚ ^ĞŶĂƚĞ  ŝůů ϭϯϴϯ ƌĞŐĂƌĚŝŶŐ ŽƌŐĂŶŝĐƐ ĐŽůůĞĐƚŝŽŶ͕ ƌĞĐǇĐůŝŶŐ͕ ĂŶĚ ĞĚŝďůĞ ĨŽŽĚ ƌĞĐŽǀĞƌǇ ĐĂƉĂĐŝƚǇ͘  /Ŷ ĂĚĚŝƚŝŽŶ͕ Ă ĨƵůůͲƚŝŵĞ hƚŝůŝƚǇ DĂŝŶƚĞŶĂŶĐĞ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ ǁĂƐ ĐƌĞĂƚĞĚ͘
tŝƚŚ ƚŚĞ ŝŶĐŽƌƉŽƌĂƚŝŽŶ ŽĨ ƚŚĞ ĂďŽǀĞ ĐŚĂŶŐĞƐ͕ ƚŚĞ ĂƵƚŚŽƌŝǌĞĚ Žƌ ĞŶĚŝŶŐ ƚŽƚĂů ĨŽƌ &ŝƐĐĂů zĞĂƌ ϮϬϮϮ ŝƐ ϴϯϲ͘ϴϭ &d ͘
dĂďůĞ ʹ WŽƐŝƚŝŽŶ  ŚĂŶŐĞƐ ŝŶ &ŝƐĐĂů zĞĂƌ ϮϬϮϮ
ĞƉĂƌƚŵĞŶƚ
WŽƐŝƚŝŽŶ ŽƵŶƚ ŽŵŵĞŶƚƐ
ŝƚǇ DĂŶĂŐĞƌΖƐ KĨĨŝĐĞ
ƐƐŝƐƚĂŶƚ  ŝƚǇ DĂŶĂŐĞƌ    EĞǁ ƉŽƐŝƚŝŽŶ ϭ͘ϬϬ
EĞƚ  ŚĂŶŐĞ ϭ͘ϬϬ
ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ
>ŝďƌĂƌǇ ĂŶĚ ZĞĐƌĞĂƚŝŽŶ ^ǀĐƐ WĂƚƌŽŶ ^ǀĐƐ  ƐƐŽĐŝĂƚĞ /       ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ͬ Wd ,ŽƵƌƐ  ĚũƵƐƚŵĞŶƚ ;ϭ͘ϭϰͿ >ŝĨĞŐƵĂƌĚ    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ͬ Wd ,ŽƵƌƐ  ĚũƵƐƚŵĞŶƚ ;ϭ͘ϰϱͿ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ     ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ͬ Wd ,ŽƵƌƐ  ĚũƵƐƚŵĞŶƚ Ϯ͘ϬϬ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ /    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ͬ Wd ,ŽƵƌƐ  ĚũƵƐƚŵĞŶƚ ;Ϯ͘ϭϬͿ WĂƌŬ ZĂŶŐĞƌ    &d  ĐŽƵŶƚ ĐŽƌƌĞĐƚŝŽŶ ;Ϭ͘ϭϬͿ
WĂƚƌŽŶ ^ĞƌǀŝĐĞƐ  ƐƐŝƐƚĂŶƚ     ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ͬ Wd ,ŽƵƌƐ  ĚũƵƐƚŵĞŶƚ Ϭ͘ϴϬ WŽŽů DĂŶĂŐĞƌ    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ͬ Wd ,ŽƵƌƐ  ĚũƵƐƚŵĞŶƚ ;Ϭ͘ϰϳͿ ZĞĐƌĞĂƚŝŽŶ ^ƉĞĐŝĂůŝƐƚ     ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ͬ Wd ,ŽƵƌƐ  ĚũƵƐƚŵĞŶƚ Ϭ͘ϭϵ ^ĞŶŝŽƌ WĂƌŬ ZĂŶŐĞƌ    &d  ĐŽƵŶƚ ĐŽƌƌĞĐƚŝŽŶ ;Ϭ͘ϭϵͿ
tĂƚĞƌ ^ĂĨĞƚǇ /ŶƐƚƌƵĐƚŽƌ    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ͬ Wd ,ŽƵƌƐ  ĚũƵƐƚŵĞŶƚ ;ϭ͘ϱϳͿ EĞƚ  ŚĂŶŐĞ ;ϰ͘ϬϯͿ
ĐŽŶŽŵŝĐ  ĞǀĞůŽƉŵĞŶƚ
ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ϭ͘ϬϬ
ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ϭ͘ϬϬ
EĞǁ ƉŽƐŝƚŝŽŶ ϭ͘ϬϬ
ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ;Ϭ͘ϰϴͿ
ĐŽŶŽŵŝĐ  ĞǀĞůŽƉŵĞŶƚ  ĚŵŝŶŝƐƚƌĂƚŽƌ
ĐŽŶŽŵŝĐ  ĞǀĞůŽƉŵĞŶƚ  ƐƐŝƐƚĂŶƚ
DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ //
DĂŶĂŐĞŵĞŶƚ /ŶƚĞƌŶ
ZĞĚĞǀĞůŽƉŵĞŶƚ  ĚŵŝŶŝƐƚƌĂƚŽƌ    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ;ϭ͘ϬϬͿ EĞƚ  ŚĂŶŐĞ ϭ͘ϱϮ
City of Corona Fiscal Year 2023 Proposed Budget, Page 101 /dzt/   WK^/d/KE^
dĂďůĞ ʹ WŽƐŝƚŝŽŶ  ŚĂŶŐĞƐ ŝŶ &ŝƐĐĂů zĞĂƌ ϮϬϮϮ͕  ŽŶƚŝŶƵĞĚ ĞƉĂƌƚŵĞŶƚ
WŽƐŝƚŝŽŶ ŽƵŶƚ ŽŵŵĞŶƚƐ
&ŝŶĂŶĐĞ
ĐĐŽƵŶƚŝŶŐ ^ƵƉĞƌǀŝƐŽƌ     ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ϭ͘ϬϬ ƐƐĞƚ DĂŶĂŐĞŵĞŶƚ  ŽŽƌĚŝŶĂƚŽƌ    dƌĂŶƐĨĞƌƌĞĚ ƚŽ WƵďůŝĐ tŽƌŬƐ ;ϭ͘ϬϬͿ &ŝŶĂŶĐŝĂů  ŶĂůǇƐƚ ///    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ;ϭ͘ϬϬͿ WƵƌĐŚĂƐŝŶŐ ^ƉĞĐŝĂůŝƐƚ ///    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ;Ϯ͘ϬϬͿ WƵƌĐŚĂƐŝŶŐ ^ƉĞĐŝĂůŝƐƚ //     ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ϭ͘ϬϬ WƵƌĐŚĂƐŝŶŐ ^ƉĞĐŝĂůŝƐƚ /     ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ Ϭ͘ϴϵ EĞƚ  ŚĂŶŐĞ ;ϭ͘ϭϭͿ
&ŝƌĞ
&ŝƌĞ /ŶƐƉĞĐƚŽƌ /    EĞǁ ƉŽƐŝƚŝŽŶ Ϭ͘ϰϴ
EĞƚ  ŚĂŶŐĞ Ϭ͘ϰϴ
WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ
ƐƐŝƐƚĂŶƚ  ŶŐŝŶĞĞƌ    EĞǁ ƉŽƐŝƚŝŽŶ ϭ͘ϬϬ
ƐƐŽĐŝĂƚĞ  ŶŐŝŶĞĞƌ    EĞǁ ƉŽƐŝƚŝŽŶƐ ϰ͘ϬϬ
ƐƐŽĐŝĂƚĞ  ŶŐŝŶĞĞƌ    dƌĂŶƐĨĞƌƌĞĚ ĨƌŽŵ WƵďůŝĐ tŽƌŬƐ ϭ͘ϬϬ ŽĚĞ  ŽŵƉůŝĂŶĐĞ ^ƵƉĞƌǀŝƐŽƌ    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ;ϭ͘ϬϬͿ ^ĞŶŝŽƌ  ŽĚĞ  ŽŵƉůŝĂŶĐĞ /ŶƐƉĞĐƚŽƌ     ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ϭ͘ϬϬ EĞƚ  ŚĂŶŐĞ ϲ͘ϬϬ
WŽůŝĐĞ
ĂĐŬŐƌŽƵŶĚ /ŶǀĞƐƚŝŐĂƚŽƌ    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ϭ͘ϬϬ WŽůŝĐĞ  ĞƉĂƌƚŵĞŶƚ 'ĞŶĞƌĂů  ƐƐŝƐƚĂŶƚ     ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ͬ Wd ,ŽƵƌƐ  ĚũƵƐƚŵĞŶƚ Ϭ͘ϰϴ WƵďůŝĐ ^ĂĨĞƚǇ  ŝƐƉĂƚĐŚĞƌ //    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ͬ Wd ,ŽƵƌƐ  ĚũƵƐƚŵĞŶƚ ;Ϭ͘ϲϬͿ ^ĞŶŝŽƌ WĞƌƐŽŶŶĞů Θ dƌĂŝŶŝŶŐ dĞĐŚŶŝĐŝĂŶ    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ͬ Wd ,ŽƵƌƐ  ĚũƵƐƚŵĞŶƚ ;Ϭ͘ϵϱͿ EĞƚ  ŚĂŶŐĞ ;Ϭ͘ϬϳͿ
WƵďůŝĐ tŽƌŬƐ
ƐƐĞƚ DĂŶĂŐĞŵĞŶƚ  ŽŽƌĚŝŶĂƚŽƌ     dƌĂŶƐĨĞƌƌĞĚ ĨƌŽŵ &ŝŶĂŶĐĞ ϭ͘ϬϬ ƐƐŝƐƚĂŶƚ WƵďůŝĐ tŽƌŬƐ  ŝƌĞĐƚŽƌ ͬ  ŝƚǇ  ŶŐŝŶĞĞƌ ;ϭ͘ϬϬͿ    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ƐƐŽĐŝĂƚĞ  ŶŐŝŶĞĞƌ    dƌĂŶƐĨĞƌƌĞĚ ƚŽ WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ ;ϭ͘ϬϬͿ /W DĂŶĂŐĞƌ    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ;ϭ͘ϬϬͿ
/W DĂŶĂŐĞƌ ͬ  ƐƐŝƐƚĂŶƚ  ŝƚǇ  ŶŐŝŶĞĞƌ    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ϭ͘ϬϬ ŶŐŝŶĞĞƌŝŶŐ  ƐƐŝƐƚĂŶƚ     ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ͬ Wd ,ŽƵƌƐ  ĚũƵƐƚŵĞŶƚ Ϭ͘ϰϴ ŶŐŝŶĞĞƌŝŶŐ /ŶƚĞƌŶ    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ͬ Wd ,ŽƵƌƐ  ĚũƵƐƚŵĞŶƚ ;Ϭ͘ϰϳͿ &ůĞĞƚ DĂŶĂŐĞƌ     ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ϭ͘ϬϬ
&ůĞĞƚ ^ĞƌǀŝĐĞƐ ^ƵƉĞƌǀŝƐŽƌ    ĞƉĂƌƚŵĞŶƚ ƌĞŽƌŐĂŶŝǌĂƚŝŽŶ ;ϭ͘ϬϬͿ EĞƚ  ŚĂŶŐĞ ;Ϭ͘ϵϵͿ
City of Corona Fiscal Year 2023 Proposed Budget, Page 102 /dzt/   WK^/d/KE^
dĂďůĞ ʹ WŽƐŝƚŝŽŶ  ŚĂŶŐĞƐ ŝŶ &ŝƐĐĂů zĞĂƌ ϮϬϮϮ͕  ŽŶƚŝŶƵĞĚ ŚĂŶŐĞƐ ŝŶ ƚŚĞ WƌŽƉŽƐĞĚ &z ϮϬϮϯ  ƵĚŐĞƚ
dŚĞ ƉƌŽƉŽƐĞĚ ďƵĚŐĞƚ ĨŽƌ &ŝƐĐĂů zĞĂƌ ϮϬϮϯ ŝŶĐůƵĚĞƐ Ă ƚŽƚĂů ŽĨ ϴϳϳ͘ϴϴ &d  ƉŽƐŝƚŝŽŶƐ͘  &ƌŽŵ ƚŚĞ  ƵƚŚŽƌŝǌĞĚ &ŝƐĐĂů zĞĂƌ ϮϬϮϮ ƚŽƚĂů ŽĨ ϴϯϲ͘ϴϭ͕ ƚŚŝƐ ŝƐ Ă ŶĞƚ ŝŶĐƌĞĂƐĞ ŽĨ ϰϭ͘Ϭϳ ƉŽƐŝƚŝŽŶƐ͘  dŚŝƐ ŝŶĐůƵĚĞƐ Ă ŶĞƚ ŝŶĐƌĞĂƐĞ ŽĨ ϯϳ͘ϬϬ ĨƵůů ƚŝŵĞ ƉŽƐŝƚŝŽŶƐ ĂŶĚ Ă ŶĞƚ ŝŶĐƌĞĂƐĞ ŽĨ ϰ͘Ϭϳ &d  ƉĂƌƚ ƚŝŵĞ ƉŽƐŝƚŝŽŶƐ͘  dŚĞ ĐŚĂŶŐĞƐ ŚĂǀĞ ďĞĞŶ ƌĞǀŝĞǁĞĚ ĂŶĚ ĚŝƐĐƵƐƐĞĚ Ăƚ ƚŚĞ &z ϮϬϮϯ ďƵĚŐĞƚ ǁŽƌŬƐŚŽƉƐ͘  dŚĞ ĐŚĂŶŐĞƐ ĂƌĞ ƐŚŽǁŶ ŝŶ ƚŚĞ ĨŽůůŽǁŝŶŐ ƚĂďůĞ͘
dĂďůĞ ʹ WŽƐŝƚŝŽŶ  ŚĂŶŐĞƐ ŝŶ ƚŚĞ &z ϮϬϮϯ  ƵĚŐĞƚ
ĞƉĂƌƚŵĞŶƚ
WŽƐŝƚŝŽŶ ŽƵŶƚ ŽŵŵĞŶƚƐ
hƚŝůŝƚŝĞƐ ;ĨŽƌŵĞƌůǇ  ĞƉĂƌƚŵĞŶƚ ŽĨ tĂƚĞƌ ĂŶĚ WŽǁĞƌͿ
ZĞĐǇĐůŝŶŐ ĂŶĚ WƌŽŐƌĂŵ  ŶĂůǇƐƚ    EĞǁ ƉŽƐŝƚŝŽŶ ϭ͘ϬϬ
hƚŝůŝƚǇ DĂŝŶƚĞŶĂŶĐĞ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ    EĞǁ ƉŽƐŝƚŝŽŶ ϭ͘ϬϬ EĞƚ  ŚĂŶŐĞ Ϯ͘ϬϬ
&d   ĚŽƉƚĞĚ &z ϮϬϮϮ   ϴϯϮ͘Ϭϭ
&d  EĞƚ  ŚĂŶŐĞƐ   ϰ͘ϴϬ
&d   ƵƚŚŽƌŝǌĞĚ &z ϮϬϮϮ   ϴϯϲ͘ϴϭ
ĞƉĂƌƚŵĞŶƚ
WŽƐŝƚŝŽŶ ŽƵŶƚ ŽŵŵĞŶƚƐ
ŝƚǇ DĂŶĂŐĞƌΖƐ KĨĨŝĐĞ
ŝŐŝƚĂů DĞĚŝĂ ^ƉĞĐŝĂůŝƐƚ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ /   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
^ŽĐŝĂů DĞĚŝĂ ^ƉĞĐŝĂůŝƐƚ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
EĞƚ  ŚĂŶŐĞ ϯ͘ϬϬ
ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ
ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ    ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ Ϯ͘ϬϬ
ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞ >ĞĂĚĞƌ    ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ ͬ Wd ŚŽƵƌƐ ĂĚũƵƐƚŵĞŶƚ ϭ͘ϯϲ >ŝďƌĂƌǇ  ƐƐŝƐƚĂŶƚ    ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ ͬ Wd ŚŽƵƌƐ ĂĚũƵƐƚŵĞŶƚ Ϭ͘ϯϱ KĨĨŝĐĞ tŽƌŬĞƌ    ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ ͬ Wd ŚŽƵƌƐ ĂĚũƵƐƚŵĞŶƚ ;Ϭ͘ϰϮͿ ZĞŐƵůĂƚŽƌǇ  ŽŵƉůŝĂŶĐĞ ^ƉĞĐŝĂůŝƐƚ / &ůĞǆ    ůůŽĐĂƚŝŽŶ  ĚũƵƐƚŵĞŶƚ Ϭ͘Ϯϱ ^ĞŶŝŽƌ  ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ >ĞĂĚĞƌ    ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ ͬ Wd ŚŽƵƌƐ ĂĚũƵƐƚŵĞŶƚ Ϭ͘ϭϬ ^ĞŶŝŽƌ WĂƌŬ ZĂŶŐĞƌ    ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ ͬ Wd ŚŽƵƌƐ ĂĚũƵƐƚŵĞŶƚ Ϭ͘Ϭϰ EĞƚ  ŚĂŶŐĞ ϯ͘ϲϴ
City of Corona Fiscal Year 2023 Proposed Budget, Page 103 /dzt/   WK^/d/KE^
dĂďůĞ ʹ WŽƐŝƚŝŽŶ  ŚĂŶŐĞƐ ŝŶ ƚŚĞ &z ϮϬϮϯ  ƵĚŐĞƚ͕  ŽŶƚŝŶƵĞĚ ĞƉĂƌƚŵĞŶƚ
WŽƐŝƚŝŽŶ ŽƵŶƚ ŽŵŵĞŶƚƐ
&ŝŶĂŶĐĞ
'ƌĂŶƚ  ĚŵŝŶŝƐƚƌĂƚŽƌ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
^ĞŶŝŽƌ &ŝŶĂŶĐŝĂů  ŶĂůǇƐƚ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
EĞƚ  ŚĂŶŐĞ Ϯ͘ϬϬ
&ŝƌĞ
ŵĞƌŐĞŶĐǇ ^ĞƌǀŝĐĞƐ  ƐƐŝƐƚĂŶƚ   ;Ϭ͘ϰϴͿ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ ͬ Wd ŚŽƵƌƐ ĂĚũƵƐƚŵĞŶƚ ŵĞƌŐĞŶĐǇ ^ĞƌǀŝĐĞƐ  ŽŽƌĚŝŶĂƚŽƌ   ;ϭ͘ϬϬͿ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ ŵĞƌŐĞŶĐǇ ^ĞƌǀŝĐĞƐ  ŽŽƌĚŝŶĂƚŽƌ   Ϭ͘ϰϴ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ ͬ Wd ŚŽƵƌƐ ĂĚũƵƐƚŵĞŶƚ ŵĞƌŐĞŶĐǇ ^ĞƌǀŝĐĞƐ DĂŶĂŐĞƌ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
&ŝƌĞ  ĂĚĞƚ   ϭ͘ϰϰ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ ͬ Wd ŚŽƵƌƐ ĂĚũƵƐƚŵĞŶƚ &ŝƌĞĨŝŐŚƚĞƌ ͬ WĂƌĂŵĞĚŝĐ   ϲ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ ĨƌŽŵ &z ϮϬϮϮ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ   Ϭ͘ϱϮ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ ͬ Wd ŚŽƵƌƐ ĂĚũƵƐƚŵĞŶƚ EĞƚ  ŚĂŶŐĞ ϳ͘ϵϲ
,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ
,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ  ƐƐŝƐƚĂŶƚ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
EĞƚ  ŚĂŶŐĞ ϭ͘ϬϬ
/ŶĨŽƌŵĂƚŝŽŶ dĞĐŚŶŽůŽŐǇ
ƉƉůŝĐĂƚŝŽŶƐ  ŶĂůǇƐƚ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
,ĞůƉ  ĞƐŬ /   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
ZĂĚŝŽ dĞĐŚŶŝĐŝĂŶ   Ϭ͘ϱϮ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ ͬ Wd ŚŽƵƌƐ ĂĚũƵƐƚŵĞŶƚ h/ͬhy  ŝŐŝƚĂů ^ĞƌǀŝĐĞƐ  ŶŐŝŶĞĞƌ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ EĞƚ  ŚĂŶŐĞ ϯ͘ϱϮ
>ĞŐĂů Θ ZŝƐŬ DĂŶĂŐĞŵĞŶƚ  ĞƉĂƌƚŵĞŶƚ
ƚƚŽƌŶĞǇ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
EĞƚ  ŚĂŶŐĞ ϭ͘ϬϬ
WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ
ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
Ϯ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
;Ϭ͘ϯϬͿ ůůŽĐĂƚŝŽŶ  ĚũƵƐƚŵĞŶƚ
;Ϭ͘ϯϬͿ ůůŽĐĂƚŝŽŶ  ĚũƵƐƚŵĞŶƚ
Ϭ͘ϴϲ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
;Ϭ͘ϭϮͿ ůůŽĐĂƚŝŽŶ  ĚũƵƐƚŵĞŶƚ
ϭ͘ϴϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
ƐƐŽĐŝĂƚĞ WůĂŶŶĞƌ
ƵŝůĚŝŶŐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ // &ůĞǆ
WůĂŶ  ŚĞĐŬ  ŶŐŝŶĞĞƌ
WůĂŶŶŝŶŐ dĞĐŚŶŝĐŝĂŶ
WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŝŽŶ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ
WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŽƌ //
WƵďůŝĐ tŽƌŬƐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ // &ůĞǆ
^ĞŶŝŽƌ  ŶŐŝŶĞĞƌ
^ĞŶŝŽƌ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŽƌ
^ĞŶŝŽƌ WƵďůŝĐ tŽƌŬƐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ EĞƚ  ŚĂŶŐĞ ϳ͘ϵϰ
City of Corona Fiscal Year 2023 Proposed Budget, Page 104 /dzt/   WK^/d/KE^
dĂďůĞ ʹ WŽƐŝƚŝŽŶ  ŚĂŶŐĞƐ ŝŶ ƚŚĞ &z ϮϬϮϯ  ƵĚŐĞƚ͕  ŽŶƚŝŶƵĞĚ ĞƉĂƌƚŵĞŶƚ
WŽƐŝƚŝŽŶ ŽƵŶƚ ŽŵŵĞŶƚƐ
WŽůŝĐĞ
ŶŝŵĂů  ŽŶƚƌŽů ^ƵƉĞƌǀŝƐŽƌ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
&ŽƌĞŶƐŝĐ ^ƉĞĐŝĂůŝƐƚ //   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
WĂƌŬŝŶŐ  ŶĨŽƌĐĞŵĞŶƚ KĨĨŝĐĞƌ   Ϭ͘ϰϴ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
WŽůŝĐĞ ^ĞƌŐĞĂŶƚ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
WƵďůŝĐ ^ĂĨĞƚǇ  ŝƐƉĂƚĐŚĞƌ //   Ϭ͘ϳϮ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
EĞƚ  ŚĂŶŐĞ ϰ͘ϮϬ
WƵďůŝĐ tŽƌŬƐ
ƐƐŽĐŝĂƚĞ  ŶŐŝŶĞĞƌ    ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
/W ^ƵƉĞƌǀŝƐŽƌ    ϯ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
ŝƐƚƌŝĐƚ  ŶŐŝŶĞĞƌ   ;ϭ͘ϬϬͿ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŝŽŶ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ   Ϭ͘ϯϬ ůůŽĐĂƚŝŽŶ  ĚũƵƐƚŵĞŶƚ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŽƌ //   Ϭ͘ϯϬ ůůŽĐĂƚŝŽŶ  ĚũƵƐƚŵĞŶƚ WƵďůŝĐ tŽƌŬƐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ // &ůĞǆ   Ϭ͘ϭϰ ůůŽĐĂƚŝŽŶ  ĚũƵƐƚŵĞŶƚ ZĞŐƵůĂƚŽƌǇ  ŽŵƉůŝĂŶĐĞ ^ƉĞĐŝĂůŝƐƚ / &ůĞǆ   ;Ϭ͘ϮϱͿ ůůŽĐĂƚŝŽŶ  ĚũƵƐƚŵĞŶƚ ^ĞŶŝŽƌ  ŶŐŝŶĞĞƌ    Ϭ͘ϭϮ ůůŽĐĂƚŝŽŶ  ĚũƵƐƚŵĞŶƚ
^ĞŶŝŽƌ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŽƌ    Ϭ͘ϮϬ ůůŽĐĂƚŝŽŶ  ĚũƵƐƚŵĞŶƚ EĞƚ  ŚĂŶŐĞ ϯ͘ϴϭ
hƚŝůŝƚŝĞƐ ;ĨŽƌŵĞƌůǇ  ĞƉĂƌƚŵĞŶƚ ŽĨ tĂƚĞƌ ĂŶĚ WŽǁĞƌͿ
ƵƐƚŽŵĞƌ  ĂƌĞ  ƐƐŝƐƚĂŶƚ /   Ϭ͘ϵϲ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ ͬ Wd ŚŽƵƌƐ ĂĚũƵƐƚŵĞŶƚ >ĞĂĚ hƚŝůŝƚǇ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ >ĞĂĚ hƚŝůŝƚǇ ^ĞƌǀŝĐĞ tŽƌŬĞƌ   ϭ͘ϬϬ ^ĞƌǀŝĐĞ  ĚũƵƐƚŵĞŶƚ
EĞƚ  ŚĂŶŐĞ Ϯ͘ϵϲ
dŽƚĂů WŽƐŝƚŝŽŶ  ŚĂŶŐĞƐ ĨŽƌ &z ϮϬϮϯ   ϰϭ͘Ϭϳ
&d  WƌŽƉŽƐĞĚ &z ϮϬϮϯ   ϴϳϳ͘ϴϴ
City of Corona Fiscal Year 2023 Proposed Budget, Page 105 /dzt/   WK^/d/KE^
City of Corona Fiscal Year 2023 Proposed Budget, Page 106 ^ ,  h>  K&  /dzt/   WK^/d/KE^
&d &d &d &d &d
ƵƚŚŽƌŝǌĞĚ ƵƚŚŽƌŝǌĞĚ ĚŽƉƚĞĚ ƵƚŚŽƌŝǌĞĚ WƌŽƉŽƐĞĚ
&z ϮϬϮϬ &z ϮϬϮϭ &z ϮϬϮϮ &z ϮϬϮϮ &z ϮϬϮϯ
ůĞĐƚĞĚ KĨĨŝĐŝĂůƐ
ŝƚǇ  ŽƵŶĐŝů DĞŵďĞƌƐ   ϱ͘ϬϬ   ϱ͘ϬϬ   ϱ͘ϬϬ   ϱ͘ϬϬ   ϱ͘ϬϬ ϴϬϬ ŝƚǇ dƌĞĂƐƵƌĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϮϬϬ
dŽƚĂů  ůĞĐƚĞĚ KĨĨŝĐŝĂůƐ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ ŝƚǇ DĂŶĂŐĞƌΖƐ KĨĨŝĐĞ
ĚŵŝŶŝƐƚƌĂƚŝǀĞ ^ĞƌǀŝĐĞƐ DĂŶĂŐĞƌ /   Ϭ͘ϰϴ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ ƐƐŝƐƚĂŶƚ  ŝƚǇ DĂŶĂŐĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϭϲ͕ϯϵϰ Ͳ ϭϵ͕ϵϮϳ ƐƐŝƐƚĂŶƚ ƚŽ ƚŚĞ  ŝƚǇ DĂŶĂŐĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϴ͕ϲϭϱ Ͳ ϭϬ͕ϰϳϮ ƌŽĂĚĐĂƐƚ KƉĞƌĂƚŽƌ   Ͳ   Ͳ   Ͳ   Ϭ͘ϵϲ   Ϭ͘ϵϲ ϯ͕ϳϲϱ Ͳ ϰ͕ϱϳϲ ƌŽĂĚĐĂƐƚ ^ƉĞĐŝĂůŝƐƚ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϰ͕ϱϱϬ Ͳ ϱ͕ϱϯϭ ƌŽĂĚĐĂƐƚ ^ǇƐƚĞŵƐ KƉĞƌĂƚŽƌ ;EŽƚĞ ϭͿ   Ϭ͘ϵϲ   Ϭ͘ϵϲ   Ϭ͘ϵϲ   Ͳ   Ͳ ŚŝĞĨ  ŽŵŵƵŶŝĐĂƚŝŽŶƐ KĨĨŝĐĞƌ Ͳ ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϵ͕Ϭϱϲ Ͳ ϭϭ͕ϬϬϳ ŚŝĞĨ  ŝŐŝƚĂů KĨĨŝĐĞƌ   ϭ͘ϬϬ   Ͳ   Ͳ   Ͳ   Ͳ
ŝƚǇ  ůĞƌŬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϴ͕ϳϰϱ Ͳ ϭϬ͕ϲϯϬ ŝƚǇ  ůĞƌŬ ^ĞƌǀŝĐĞƐ ^ƉĞĐŝĂůŝƐƚ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϰ͕Ϯϲϰ Ͳ ϱ͕ϭϴϯ ŝƚǇ  ůĞƌŬ ^ĞƌǀŝĐĞƐ dĞĐŚŶŝĐŝĂŶ     Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϯ͕Ϭϵϵ Ͳ ϯ͕ϳϲϲ ŝƚǇ  ůĞƌŬ ^ĞƌǀŝĐĞƐ dĞĐŚŶŝĐŝĂŶ //   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ ŝƚǇ  ůĞƌŬ ^ĞƌǀŝĐĞƐ dĞĐŚŶŝĐŝĂŶ ///   ϭ͘ϬϬ   Ͳ   Ͳ   Ͳ   Ͳ ŝƚǇ DĂŶĂŐĞŵĞŶƚ &ĞůůŽǁ     Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϯ͕Ϯϱϳ Ͳ ϯ͕ϵϱϵ ŝƚǇ DĂŶĂŐĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ Ϯϰ͕ϲϵϰ
ŽŵŵƵŶŝĐĂƚŝŽŶƐ  ŽŽƌĚŝŶĂƚŽƌ Ͳ ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ
ŽŵŵƵŶŝƚǇ /ŶĨŽƌŵĂƚŝŽŶ ^ƉĞĐŝĂůŝƐƚ //   ϭ͘ϬϬ   Ͳ   Ͳ   Ͳ   Ͳ ĞƉƵƚǇ  ŝƚǇ  ůĞƌŬ Ͳ ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϱϱϱ Ͳ ϲ͕ϳϱϮ ŝŐŝƚĂů :ŽƵƌŶĂůŝƐƚ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϬϱϮ Ͳ ϲ͕ϭϰϭ ŝŐŝƚĂů DĞĚŝĂ ^ƉĞĐŝĂůŝƐƚ   Ͳ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ ϰ͕ϯϱϬ Ͳ ϱ͕Ϯϴϳ ǆĞĐƵƚŝǀĞ  ƐƐŝƐƚĂŶƚ /   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϰ͕ϳϴϯ Ͳ ϱ͕ϴϭϯ ,ŽŵĞůĞƐƐ ^ŽůƵƚŝŽŶƐ DĂŶĂŐĞƌ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϴ͕ϰϬϯ Ͳ ϭϬ͕Ϯϭϰ DĂŶĂŐĞŵĞŶƚ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ /   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϯ͕ϴϬϮ Ͳ ϰ͕ϲϮϮ DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ /   Ͳ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ ϱ͕Ϯϱϴ Ͳ ϲ͕ϯϵϭ DĂŶĂŐĞŵĞŶƚ ^ĞƌǀŝĐĞƐ  ƐƐŝƐƚĂŶƚ /   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ   Ϭ͘ϲϯ   Ϭ͘ϲϯ   Ϭ͘ϲϯ   Ϭ͘ϲϯ   Ϭ͘ϲϯ Ϯ͕ϴϰϳ Ͳ ϯ͕ϰϲϬ WƵďůŝĐ /ŶĨŽƌŵĂƚŝŽŶ KĨĨŝĐĞƌ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϳ͕ϬϮϮ Ͳ ϴ͕ϱϯϱ ZĞĐĞƉƚŝŽŶŝƐƚ   ϭ͘ϮϮ   Ϭ͘ϵϲ   Ϭ͘ϵϲ   Ϭ͘ϵϲ   Ϭ͘ϵϲ Ϯ͕ϳϵϭ Ͳ ϯ͕ϯϵϮ ^ĞŶŝŽƌ DĂŶĂŐĞŵĞŶƚ ^ĞƌǀŝĐĞƐ  ƐƐŝƐƚĂŶƚ   Ͳ   Ͳ   Ͳ   Ͳ   Ͳ ^ŽĐŝĂů DĞĚŝĂ ^ƉĞĐŝĂůŝƐƚ   Ͳ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ ϰ͕ϯϱϬ Ͳ ϱ͕Ϯϴϳ dŽƚĂů  ŝƚǇ DĂŶĂŐĞƌΖƐ KĨĨŝĐĞ ϭϰ͘Ϯϵ ϭϰ͘ϱϱ ϭϴ͘ϱϱ ϭϵ͘ϱϱ ϮϮ͘ϱϱ dŽƚĂů &Ƶůů dŝŵĞ &d ͕  ŝƚǇ DĂŶĂŐĞƌΖƐ KĨĨŝĐĞ ϭϭ͘ϬϬ ϭϮ͘ϬϬ   ϭϱ͘ϬϬ   ϭϲ͘ϬϬ   ϭϵ͘ϬϬ dŽƚĂů WĂƌƚ dŝŵĞ &d ͕  ŝƚǇ DĂŶĂŐĞƌΖƐ KĨĨŝĐĞ   ϯ͘Ϯϵ   Ϯ͘ϱϱ    ϯ͘ϱϱ    ϯ͘ϱϱ    ϯ͘ϱϱ dŽƚĂů &d ͕  ŝƚǇ DĂŶĂŐĞƌΖƐ KĨĨŝĐĞ ϭϰ͘Ϯϵ ϭϰ͘ϱϱ ϭϴ͘ϱϱ ϭϵ͘ϱϱ ϮϮ͘ϱϱ ŝƚǇ DĂŶĂŐĞƌΖƐ KĨĨŝĐĞ EŽƚĞƐ͗
ϭ WĂƌƚͲdŝŵĞ WŽƐŝƚŝŽŶƐ ƉƌĞǀŝŽƵƐůǇ ƌĞƉŽƌƚĞĚ ŝŶ /ŶĨŽƌŵĂƚŝŽŶ dĞĐŚŶŽůŽŐǇ͘ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ  ĞƉĂƌƚŵĞŶƚ
ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ Ͳ ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϯ͘ϬϬ ϯ͕ϳϲϰ Ͳ ϰ͕ϱϳϲ ĚŵŝŶŝƐƚƌĂƚŝǀĞ ^ĞƌǀŝĐĞƐ  ŶĂůǇƐƚ // ;EŽƚĞ ϮͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ ĚŵŝŶŝƐƚƌĂƚŝǀĞ ^ĞƌǀŝĐĞƐ DĂŶĂŐĞƌ // ;EŽƚĞ ϮͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ DŽŶƚŚůǇ
^ĂůĂƌŝĞƐ Ψ
City of Corona Fiscal Year 2023 Proposed Budget, Page 107 ^ ,  h>  K&  /dzt/   WK^/d/KE^
&d &d &d &d &d
ƵƚŚŽƌŝǌĞĚ ƵƚŚŽƌŝǌĞĚ ĚŽƉƚĞĚ ƵƚŚŽƌŝǌĞĚ WƌŽƉŽƐĞĚ
&z ϮϬϮϬ &z ϮϬϮϭ &z ϮϬϮϮ &z ϮϬϮϮ &z ϮϬϮϯ
DŽŶƚŚůǇ
^ĂůĂƌŝĞƐ Ψ
ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ  ĞƉĂƌƚŵĞŶƚ͕  ŽŶƚŝŶƵĞĚ
ƐƐŝƐƚĂŶƚ  ŝƌĞĐƚŽƌ͕  ŝƚǇ >ŝďƌĂƌŝĂŶ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϭϭ͕ϯϯϰ Ͳ ϭϯ͕ϳϳϳ ƐƐŝƐƚĂŶƚ ZĞĐƌĞĂƚŝŽŶ  ŽŽƌĚŝŶĂƚŽƌ        ϱ͘Ϭϲ        ϱ͘Ϭϲ        ϱ͘Ϭϲ        ϱ͘Ϭϲ        ϱ͘Ϭϲ ϯ͕ϰϳϲ Ͳ ϰ͕Ϯϰϲ ƵŝůĚŝŶŐ ͬ &ĂĐŝůŝƚŝĞƐ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ ;EŽƚĞ ϭͿ        ϰ͘ϬϬ        ϱ͘ϬϬ        ϱ͘ϬϬ          Ͳ          Ͳ ƵŝůĚŝŶŐ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ / ;EŽƚĞ ϭͿ          Ͳ          Ͳ        Ϯ͘Ϭϴ        Ϯ͘Ϭϴ        Ϯ͘Ϭϴ ϯ͕ϮϬϴ Ͳ ϯ͕ϵϬϬ ŽŵŵƵŶŝƚǇ  ƐƐŝƐƚĂŶĐĞ DĂŶĂŐĞƌ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϴ͕ϱϳϮ Ͳ ϭϬ͕ϰϮϬ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ  ƐƐŝƐƚĂŶƚ  ŝƌĞĐƚŽƌ          Ͳ          Ͳ        ϭ͘ϬϬ          Ͳ          Ͳ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ  ŝƌĞĐƚŽƌ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϭϯ͕ϰϮϵ Ͳ ϭϲ͕ϯϮϯ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ >ĞĂĚĞƌ          Ͳ          Ͳ          Ͳ     ϯϯ͘ϳϴ     ϯϱ͘ϭϰ Ϯ͕ϴϯϯ Ͳ ϯ͕ϰϰϯ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ >ĞĂĚĞƌ /          Ͳ          Ͳ     Ϯϱ͘ϴϳ          Ͳ          Ͳ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ >ĞĂĚĞƌ //          Ͳ          Ͳ        ϳ͘ϵϭ          Ͳ          Ͳ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ >ĞĂĚĞƌ ///          Ͳ          Ͳ        ϳ͘Ϭϳ          Ͳ          Ͳ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ WĂƚƌŽŶ ^ǀĐƐ  ƐƐŽĐŝĂƚĞ /          Ͳ          Ͳ          Ͳ          Ͳ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ WĂƚƌŽŶ ^ǀĐƐ  ƐƐŽĐŝĂƚĞ ///          Ͳ          Ͳ        ϭ͘ϬϬ          Ͳ          Ͳ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ WƌŽŐƌĂŵ  ŽŽƌĚŝŶĂƚŽƌ          Ͳ          Ͳ          Ͳ        ϲ͘ϬϬ        ϲ͘ϬϬ ϱ͕ϭϳϵ Ͳ ϲ͕Ϯϵϲ ŽŵŵƵŶŝƚǇ sŽůƵŶƚĞĞƌ  ŽŽƌĚŝŶĂƚŽƌ          Ͳ          Ͳ        ϭ͘ϬϬ          Ͳ          Ͳ &ĂĐŝůŝƚŝĞƐ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ // &ůĞǆ          Ͳ          Ͳ          Ͳ        ϱ͘ϬϬ        ϱ͘ϬϬ ϯ͕ϵϭϴ Ͳ ϰ͕ϳϲϮ &ĂĐŝůŝƚŝĞƐ͕ WĂƌŬƐ͕ ĂŶĚ dƌĂŝůƐ DĂŶĂŐĞƌ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϴ͕ϲϱϴ Ͳ ϭϬ͕ϱϮϰ 'ĞŶĞƌĂů ^ĞƌǀŝĐĞƐ tŽƌŬĞƌ /        Ϭ͘ϵϲ          Ͳ          Ͳ          Ͳ          Ͳ >ĞĂĚ  ƵŝůĚŝŶŐ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ ;EŽƚĞ ϭͿ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ >ĞĂĚ &ĂĐŝůŝƚŝĞƐ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϱ͕ϭϮϵ Ͳ ϲ͕Ϯϯϰ >ĞĂĚ WĂƌŬƐ ĂŶĚ >ĂŶĚƐĐĂƉĞ dĞĐŚŶŝĐŝĂŶ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϱ͕Ϯϱϴ Ͳ ϲ͕ϯϵϭ >ĞĂĚ WĂƌŬƐ ^ĞƌǀŝĐĞƐ tŽƌŬĞƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ >ŝďƌĂƌŝĂŶ / &ůĞǆ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϰ͕ϭϱϵ Ͳ ϱ͕Ϭϱϲ >ŝďƌĂƌŝĂŶ // &ůĞǆ        ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ ϰ͕ϱϳϯ Ͳ ϱ͕ϱϱϴ >ŝďƌĂƌŝĂŶ ///        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ >ŝďƌĂƌǇ Θ ZĞĐƌĞĂƚŝŽŶ ^ĞƌǀŝĐĞƐ  ƐƐŝƐƚĂŶƚ  ŝƌĞĐƚŽƌ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ >ŝďƌĂƌǇ  ĐƋƵŝƐŝƚŝŽŶƐ dĞĐŚŶŝĐŝĂŶ        Ϭ͘ϯϴ        Ϭ͘ϰϬ        Ϭ͘ϰϬ        Ϭ͘ϰϬ        Ϭ͘ϰϬ ϯ͕ϭϵϯ Ͳ ϯ͕ϴϴϭ >ŝďƌĂƌǇ ĂŶĚ ZĞĐƌĞĂƚŝŽŶ ^ĞƌǀŝĐĞƐ  ŝƌĞĐƚŽƌ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ          Ͳ >ŝďƌĂƌǇ ĂŶĚ ZĞĐƌĞĂƚŝŽŶ ^ĞƌǀŝĐĞƐ >ĞĂĚĞƌ /     ϮϮ͘ϳϰ     Ϯϯ͘ϰϵ          Ͳ          Ͳ          Ͳ >ŝďƌĂƌǇ ĂŶĚ ZĞĐƌĞĂƚŝŽŶ ^ĞƌǀŝĐĞƐ >ĞĂĚĞƌ //        ϳ͘ϴϴ        ϳ͘ϰϴ          Ͳ          Ͳ          Ͳ >ŝďƌĂƌǇ ĂŶĚ ZĞĐƌĞĂƚŝŽŶ ^ĞƌǀŝĐĞƐ >ĞĂĚĞƌ ///        ϲ͘Ϯϳ        ϲ͘ϳϬ          Ͳ          Ͳ          Ͳ >ŝďƌĂƌǇ ĂŶĚ ZĞĐƌĞĂƚŝŽŶ ^ǀĐƐ WĂƚƌŽŶ ^ǀĐƐ  ƐƐŽĐŝĂƚĞ /        ϭ͘ϲϯ        ϭ͘ϭϰ        ϭ͘ϭϰ          Ͳ          Ͳ >ŝďƌĂƌǇ ĂŶĚ ZĞĐƌĞĂƚŝŽŶ ^ǀĐƐ WĂƚƌŽŶ ^ǀĐƐ  ƐƐŽĐŝĂƚĞ ///        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ >ŝďƌĂƌǇ  ƐƐŝƐƚĂŶƚ        ϰ͘ϯϱ        ϰ͘ϱϰ        ϭ͘Ϭϳ        Ϯ͘ϲϭ        Ϯ͘ϵϲ ϯ͕ϭϭϱ Ͳ ϯ͕ϳϰϳ >ŝďƌĂƌǇ ^ƉĞĐŝĂůŝƐƚ        Ϯ͘ϬϬ        Ϯ͘ϬϬ          Ͳ          Ͳ          Ͳ >ŝďƌĂƌǇ ^ƉĞĐŝĂůŝƐƚ / &ůĞǆ          Ͳ          Ͳ        ϯ͘ϱϰ        ϭ͘ϬϬ        ϭ͘ϬϬ ϯ͕ϭϰϲ Ͳ ϯ͕ϴϮϰ >ŝďƌĂƌǇ ^ƉĞĐŝĂůŝƐƚ // &ůĞǆ          Ͳ          Ͳ        Ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ ϯ͕ϰϮϰ Ͳ ϰ͕ϭϲϮ >ŝďƌĂƌǇ ^ƵƉĞƌǀŝƐŽƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϱ͕ϴϲϴ Ͳ ϳ͕ϭϯϮ >ŝĨĞŐƵĂƌĚ        ϭ͘ϰϭ        ϭ͘ϰϱ        ϭ͘ϰϱ          Ͳ          Ͳ DĂŝŶƚĞŶĂŶĐĞ ^ƵƉĞƌǀŝƐŽƌ ;EŽƚĞ ϭͿ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϳ͕ϯϬϴ Ͳ ϴ͕ϴϴϯ DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ /        ϭ͘ϲϲ        ϭ͘ϲϲ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϱ͕Ϯϱϴ Ͳ ϲ͕ϯϵϭ DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ //          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϲ͕ϭϲϴ Ͳ ϳ͕ϰϵϳ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ          Ͳ          Ͳ          Ͳ        Ϯ͘ϬϬ        Ϯ͘ϬϬ Ϯ͕ϴϰϳ Ͳ ϯ͕ϰϲϬ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ /        ϭ͘ϱϴ        ϭ͘ϱϴ        Ϯ͘ϭϬ          Ͳ          Ͳ KĨĨŝĐĞ tŽƌŬĞƌ        Ϭ͘ϰϭ        Ϭ͘ϰϮ        Ϭ͘ϰϮ        Ϭ͘ϰϮ          Ͳ WĂƌŬ ĂŶĚ >ĂŶĚƐĐĂƉĞ dĞĐŚŶŝĐŝĂŶ / &ůĞǆ        ϰ͘ϬϬ        ϰ͘ϬϬ ϯ͕ϯϮϯ Ͳ ϰ͕Ϭϯϵ WĂƌŬ ĂŶĚ >ĂŶĚƐĐĂƉĞ dĞĐŚŶŝĐŝĂŶ // &ůĞǆ          Ͳ          Ͳ          Ͳ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϯ͕ϴϱϵ Ͳ ϰ͕ϲϵϭ WĂƌŬ DĂŝŶƚĞŶĂŶĐĞ  ƐƐŝƐƚĂŶƚ          Ͳ          Ͳ          Ͳ        Ϭ͘ϵϲ        Ϭ͘ϵϲ ϯ͕ϮϬϴ Ͳ ϯ͕ϵϬϬ WĂƌŬ DĂŝŶƚĞŶĂŶĐĞ  ƐƐŝƐƚĂŶƚ /        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ          Ͳ WĂƌŬ DĂŝŶƚĞŶĂŶĐĞ  ƐƐŝƐƚĂŶƚ //        ϭ͘ϬϬ        Ϭ͘ϵϲ        Ϭ͘ϵϲ          Ͳ          Ͳ WĂƌŬ ZĂŶŐĞƌ          Ͳ          Ͳ        Ϯ͘ϱϬ        Ϯ͘ϰϬ        Ϯ͘ϰϬ Ϯ͕ϵϲϯ Ͳ ϯ͕ϲϬϮ WĂƌŬ ZĂŶŐĞƌ ^ƵƉĞƌǀŝƐŽƌ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϲ͕Ϭϭϲ Ͳ ϳ͕ϯϭϮ City of Corona Fiscal Year 2023 Proposed Budget, Page 108 ^ ,  h>  K&  /dzt/   WK^/d/KE^
&d &d &d &d &d
ƵƚŚŽƌŝǌĞĚ ƵƚŚŽƌŝǌĞĚ ĚŽƉƚĞĚ ƵƚŚŽƌŝǌĞĚ WƌŽƉŽƐĞĚ
&z ϮϬϮϬ &z ϮϬϮϭ &z ϮϬϮϮ &z ϮϬϮϮ &z ϮϬϮϯ
DŽŶƚŚůǇ
^ĂůĂƌŝĞƐ Ψ
ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ  ĞƉĂƌƚŵĞŶƚ͕  ŽŶƚŝŶƵĞĚ
WĂƌŬ ^ĞƌǀŝĐĞƐ tŽƌŬĞƌ /        Ϯ͘ϬϬ        ϰ͘ϬϬ        ϰ͘ϬϬ          Ͳ          Ͳ WĂƌŬ ^ĞƌǀŝĐĞƐ tŽƌŬĞƌ //        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ          Ͳ          Ͳ WĂƌŬƐ WůĂŶŶĞƌ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϲ͕Ϭϰϲ Ͳ ϳ͕ϯϰϵ WĂƌŬƐ ^ĞƌǀŝĐĞƐ tŽƌŬĞƌ ///        ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ          Ͳ          Ͳ WĂƌŬƐ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ WĂƌŬƐ ^ƵƉĞƌǀŝƐŽƌ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϳ͕ϭϮϴ Ͳ ϴ͕ϲϲϰ WĂƚƌŽŶ ^ĞƌǀŝĐĞƐ  ƐƐŝƐƚĂŶƚ          Ͳ          Ͳ          Ͳ        Ϭ͘ϴϬ        Ϭ͘ϴϬ Ϯ͕ϳϳϳ Ͳ ϯ͕ϯϳϱ WŽŽů DĂŶĂŐĞƌ        Ϭ͘ϰϰ        Ϭ͘ϰϳ        Ϭ͘ϰϳ          Ͳ          Ͳ WƌŽŐƌĂŵ  ŽŽƌĚŝŶĂƚŽƌ          Ͳ        ϭ͘ϬϬ        ϱ͘ϬϬ          Ͳ          Ͳ ZĞĐƌĞĂƚŝŽŶ  ŽŽƌĚŝŶĂƚŽƌ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ          Ͳ ZĞĐƌĞĂƚŝŽŶ ^ĞƌǀŝĐĞƐ DĂŶĂŐĞƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϵ͕ϭϬϭ Ͳ ϭϭ͕ϬϲϮ ZĞĐƌĞĂƚŝŽŶ ^ƉĞĐŝĂůŝƐƚ        Ϭ͘ϲϭ        Ϭ͘ϰϰ        Ϭ͘ϰϰ        Ϭ͘ϲϯ        Ϭ͘ϲϯ ϯ͕Ϭϱϯ Ͳ ϯ͕ϳϭϭ ZĞĐƌĞĂƚŝŽŶ ^ƵƉĞƌǀŝƐŽƌ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϲ͕Ϭϭϲ Ͳ ϳ͕ϯϭϮ ZĞŐƵůĂƚŽƌǇ  ŽŵƉůŝĂŶĐĞ ^ƉĞĐŝĂůŝƐƚ / &ůĞǆ ;EŽƚĞ ϰͿ          Ͳ          Ͳ          Ͳ          Ͳ        Ϭ͘Ϯϱ ϰ͕ϭϯϵ Ͳ ϱ͕ϬϯϬ ^ĞŶŝŽƌ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ          Ͳ ^ĞŶŝŽƌ  ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ >ĞĂĚĞƌ          Ͳ          Ͳ          Ͳ        ϳ͘Ϭϳ        ϳ͘ϭϳ ϯ͕Ϭϱϯ Ͳ ϯ͕ϳϭϭ ^ĞŶŝŽƌ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϯ͕Ϭϵϵ Ͳ ϯ͕ϳϲϳ ^ĞŶŝŽƌ WĂƌŬ ĂŶĚ >ĂŶĚƐĐĂƉĞ dĞĐŚŶŝĐŝĂŶ          Ͳ          Ͳ          Ͳ        ϯ͘ϬϬ        ϯ͘ϬϬ ϰ͕ϱϮϳ Ͳ ϱ͕ϱϬϯ ^ĞŶŝŽƌ WĂƌŬ ZĂŶŐĞƌ          Ͳ          Ͳ        ϭ͘ϲϯ        ϭ͘ϰϰ        ϭ͘ϰϴ ϯ͕ϴϱϵ Ͳ ϰ͕ϲϵϭ dƌĂŝůƐ WůĂŶŶĞƌ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϲ͕Ϭϰϲ Ͳ ϳ͕ϯϰϵ dƌĂŶƐƉŽƌƚĂƚŝŽŶ WůĂŶŶŝŶŐ ^ƵƉĞƌǀŝƐŽƌ ;EŽƚĞ ϯͿ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ dƌĂŶƐƉŽƌƚĂƚŝŽŶ WƌŽŐƌĂŵ DĂŶĂŐĞƌ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϳ͕ϰϭϴ Ͳ ϵ͕Ϭϭϳ tĂƚĞƌ ^ĂĨĞƚǇ /ŶƐƚƌƵĐƚŽƌ        ϭ͘ϱϳ        ϭ͘ϱϳ        ϭ͘ϱϳ          Ͳ          Ͳ dŽƚĂů  ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ     ϵϯ͘ϵϱ     ϵϲ͘ϯϲ   ϭϭϱ͘ϲϴ   ϭϭϭ͘ϲϱ   ϭϭϱ͘ϯϯ dŽƚĂů &Ƶůů dŝŵĞ &d ͕  ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ     ϰϭ͘ϬϬ     ϰϯ͘ϬϬ     ϱϰ͘ϬϬ     ϱϱ͘ϬϬ     ϱϳ͘Ϯϱ dŽƚĂů WĂƌƚ dŝŵĞ &d ͕  ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ     ϱϮ͘ϵϱ     ϱϯ͘ϯϲ     ϲϭ͘ϲϴ     ϱϲ͘ϲϱ     ϱϴ͘Ϭϴ dŽƚĂů &d ͕  ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ     ϵϯ͘ϵϱ     ϵϲ͘ϯϲ   ϭϭϱ͘ϲϴ   ϭϭϭ͘ϲϱ   ϭϭϱ͘ϯϯ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ EŽƚĞƐ͗
ϭ WŽƐŝƚŝŽŶ ƚƌĂŶƐĨĞƌƌĞĚ ĨƌŽŵ DĂŝŶƚĞŶĂŶĐĞ ^ĞƌǀŝĐĞƐ ƚŽ  ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ͘ Ϯ WŽƐŝƚŝŽŶ ƚƌĂŶƐĨĞƌƌĞĚ ĨƌŽŵ WůĂŶŶŝŶŐ Θ  ĞǀĞůŽƉŵĞŶƚ ƚŽ  ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ͘ ϯ WŽƐŝƚŝŽŶ ƚƌĂŶƐĨĞƌƌĞĚ ĨƌŽŵ WƵďůŝĐ tŽƌŬƐ ƚŽ  ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ͘ ϰ WŽƐŝƚŝŽŶ ŝƐ ƐƉůŝƚ ďĞƚǁĞĞŶ ŵƵůƚŝƉůĞ ĚĞƉĂƌƚŵĞŶƚƐ͘
ĐŽŶŽŵŝĐ  ĞǀĞůŽƉŵĞŶƚ  ĞƉĂƌƚŵĞŶƚ
ĐŽŶŽŵŝĐ  ĞǀĞůŽƉŵĞŶƚ  ĚŵŝŶŝƐƚƌĂƚŽƌ ;EŽƚĞ ϭͿ          Ͳ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ ϳ͕ϰϱϱ Ͳ ϵ͕ϬϲϮ ĐŽŶŽŵŝĐ  ĞǀĞůŽƉŵĞŶƚ  ƐƐŝƐƚĂŶƚ ;EŽƚĞ ϭͿ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ Ϯ͕ϴϰϳ Ͳ ϯ͕ϰϲϬ ĐŽŶŽŵŝĐ  ĞǀĞůŽƉŵĞŶƚ  ŽŽƌĚŝŶĂƚŽƌ ;EŽƚĞ ϭͿ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ          Ͳ ĐŽŶŽŵŝĐ  ĞǀĞůŽƉŵĞŶƚ  ŝƌĞĐƚŽƌ ;EŽƚĞ ϭͿ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϭϮ͕Ϯϳϲ Ͳ ϭϰ͕ϵϮϭ DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ // ;EŽƚĞ ϭͿ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϲ͕ϭϲϴ Ͳ ϳ͕ϰϵϳ DĂŶĂŐĞŵĞŶƚ /ŶƚĞƌŶ ;EŽƚĞ ϭͿ          Ͳ        Ϭ͘ϰϴ        Ϭ͘ϰϴ          Ͳ          Ͳ ZĞĚĞǀĞůŽƉŵĞŶƚ  ĚŵŝŶŝƐƚƌĂƚŽƌ ;EŽƚĞ ϭͿ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ dŽƚĂů  ĐŽŶŽŵŝĐ  ĞǀĞůŽƉŵĞŶƚ        Ϯ͘ϬϬ        ϰ͘ϰϴ        ϰ͘ϰϴ        ϲ͘ϬϬ        ϲ͘ϬϬ dŽƚĂů &Ƶůů dŝŵĞ &d ͕  ĐŽŶŽŵŝĐ  ĞǀĞůŽƉŵĞŶƚ        Ϯ͘ϬϬ        ϰ͘ϬϬ        ϯ͘ϬϬ        ϲ͘ϬϬ        ϲ͘ϬϬ dŽƚĂů WĂƌƚ dŝŵĞ &d ͕  ĐŽŶŽŵŝĐ  ĞǀĞůŽƉŵĞŶƚ          Ͳ        Ϭ͘ϰϴ        ϭ͘ϰϴ          Ͳ          Ͳ dŽƚĂů &d ͕  ĐŽŶŽŵŝĐ  ĞǀĞůŽƉŵĞŶƚ        Ϯ͘ϬϬ        ϰ͘ϰϴ        ϰ͘ϰϴ        ϲ͘ϬϬ        ϲ͘ϬϬ ĐŽŶŽŵŝĐ  ĞǀĞůŽƉŵĞŶƚ EŽƚĞƐ͗
ϭ WŽƐŝƚŝŽŶ ƉƌĞǀŝŽƵƐůǇ ƌĞĐŽƌĚĞĚ ŝŶ  ŝƚǇ DĂŶĂŐĞƌΖƐ KĨĨŝĐĞ͘ City of Corona Fiscal Year 2023 Proposed Budget, Page 109 ^ ,  h>  K&  /dzt/   WK^/d/KE^
&d &d &d &d &d
ƵƚŚŽƌŝǌĞĚ ƵƚŚŽƌŝǌĞĚ ĚŽƉƚĞĚ ƵƚŚŽƌŝǌĞĚ WƌŽƉŽƐĞĚ
&z ϮϬϮϬ &z ϮϬϮϭ &z ϮϬϮϮ &z ϮϬϮϮ &z ϮϬϮϯ
DŽŶƚŚůǇ
^ĂůĂƌŝĞƐ Ψ
&ŝŶĂŶĐĞ  ĞƉĂƌƚŵĞŶƚ
ĐĐŽƵŶƚŝŶŐ  ƐƐŝƐƚĂŶƚ          Ͳ          Ͳ        ϭ͘ϰϴ        ϭ͘ϰϴ        ϭ͘ϰϴ Ϯ͕ϴϲϭ Ͳ ϯ͕ϰϳϴ ĐĐŽƵŶƚŝŶŐ DĂŶĂŐĞƌ          Ͳ        Ϭ͘ϴϲ        Ϭ͘ϴϲ        Ϭ͘ϴϲ        Ϭ͘ϴϲ ϴ͕ϵϲϲ Ͳ ϭϬ͕ϴϵϴ ĐĐŽƵŶƚŝŶŐ ^ƵƉĞƌǀŝƐŽƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϳ͕ϭϮϴ Ͳ ϴ͕ϲϲϰ ĐĐŽƵŶƚŝŶŐ dĞĐŚŶŝĐŝĂŶ / &ůĞǆ        ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϯ͕ϯϬϳ Ͳ ϰ͕Ϭϭϵ ĐĐŽƵŶƚŝŶŐ dĞĐŚŶŝĐŝĂŶ // &ůĞǆ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϯ͕ϲϱϯ Ͳ ϰ͕ϰϰϭ ĐĐŽƵŶƚŝŶŐ dĞĐŚŶŝĐŝĂŶ ///        ϰ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ          Ͳ          Ͳ ƐƐĞƚ DĂŶĂŐĞŵĞŶƚ  ŽŽƌĚŝŶĂƚŽƌ ;EŽƚĞ ϮͿ          Ͳ          Ͳ        ϭ͘ϬϬ          Ͳ          Ͳ ƐƐŝƐƚĂŶƚ  ŝƚǇ DĂŶĂŐĞƌ ͬ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ ^ǀĐƐ  ŝƌĞĐƚŽƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ ƵĚŐĞƚ DĂŶĂŐĞƌ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϴ͕ϵϲϲ Ͳ ϭϬ͕ϴϵϴ ƵƐŝŶĞƐƐ ^ǇƐƚĞŵƐ  ŶĂůǇƐƚ /        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ ƵƐƚŽŵĞƌ ^ĞƌǀŝĐĞ ZĞƉƌĞƐĞŶƚĂƚŝǀĞ /          Ͳ        ϭ͘ϰϴ          Ͳ          Ͳ          Ͳ ĂƚĂ  ŶƚƌǇ  ůĞƌŬ /        ϭ͘ϰϬ        Ϭ͘ϰϴ        Ϭ͘ϰϴ        Ϭ͘ϰϴ        Ϭ͘ϰϴ Ϯ͕ϴϭϴ Ͳ ϯ͕ϰϮϳ &ŝŶĂŶĐĞ  ŝƌĞĐƚŽƌ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϭϯ͕ϮϯϬ Ͳ ϭϲ͕Ϭϴϭ &ŝŶĂŶĐĞ DĂŶĂŐĞƌ ///        ϭ͘ϴϲ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ &ŝŶĂŶĐŝĂů  ŶĂůǇƐƚ /        ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ ϱ͕ϰϭϴ Ͳ ϲ͕ϱϴϱ &ŝŶĂŶĐŝĂů  ŶĂůǇƐƚ //        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϱ͕ϴϵϳ Ͳ ϳ͕ϭϲϴ &ŝŶĂŶĐŝĂů  ŶĂůǇƐƚ ///        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ          Ͳ          Ͳ 'ƌĂŶƚ  ĚŵŝŶŝƐƚƌĂƚŽƌ          Ͳ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ ϲ͕ϭϲϴ Ͳ ϳ͕ϰϵϳ /ŶƚĞƌŶ //          Ͳ          Ͳ          Ͳ          Ͳ          Ͳ /ŶǀĞŶƚŽƌǇ  ŽŶƚƌŽů ^ƉĞĐŝĂůŝƐƚ ;EŽƚĞ ϭͿ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ >ĞĂĚ /ŶǀĞŶƚŽƌǇ  ŽŶƚƌŽů dĞĐŚŶŝĐŝĂŶ ;EŽƚĞ ϭͿ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ >ĞĂĚ WƵƌĐŚĂƐŝŶŐ ^ƉĞĐŝĂůŝƐƚ          Ͳ          Ͳ          Ͳ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϱ͕ϳϱϮ Ͳ ϲ͕ϵϵϮ >ĞĂĚ tĂƌĞŚŽƵƐĞ ^ƉĞĐŝĂůŝƐƚ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϯ͕ϱϴϭ Ͳ ϰ͕ϯϱϯ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ        Ϭ͘ϰϴ          Ͳ          Ͳ          Ͳ          Ͳ WĂǇƌŽůů  ŶĂůǇƐƚ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϱ͕ϳϮϯ Ͳ ϲ͕ϵϱϳ WĂǇƌŽůů dĞĐŚŶŝĐŝĂŶ /          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϰ͕ϭϭϴ Ͳ ϱ͕ϬϬϱ WĂǇƌŽůů dĞĐŚŶŝĐŝĂŶ //          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϰ͕ϱϬϱ Ͳ ϱ͕ϰϳϲ WĂǇƌŽůů dĞĐŚŶŝĐŝĂŶ ///        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ          Ͳ WƵƌĐŚĂƐŝŶŐ DĂŶĂŐĞƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϴ͕Ϭϳϰ Ͳ ϵ͕ϴϭϰ WƵƌĐŚĂƐŝŶŐ ^ƉĞĐŝĂůŝƐƚ /        Ϯ͘ϬϬ        ϰ͘ϭϭ        ϰ͘ϭϭ        ϱ͘ϬϬ        ϱ͘ϬϬ ϯ͕ϴϰϬ Ͳ ϰ͕ϲϲϴ WƵƌĐŚĂƐŝŶŐ ^ƉĞĐŝĂůŝƐƚ //          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϰ͕ϰϲϬ Ͳ ϱ͕ϰϮϭ WƵƌĐŚĂƐŝŶŐ ^ƉĞĐŝĂůŝƐƚ ///        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ          Ͳ          Ͳ WƵƌĐŚĂƐŝŶŐ ^ƉĞĐŝĂůŝƐƚ s        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ          Ͳ          Ͳ WƵƌĐŚĂƐŝŶŐ dĞĐŚŶŝĐŝĂŶ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ          Ͳ ^ĞŶŝŽƌ  ĐĐŽƵŶƚŝŶŐ dĞĐŚŶŝĐŝĂŶ          Ͳ          Ͳ          Ͳ        ϯ͘ϬϬ        ϯ͘ϬϬ ϰ͕ϭϯϵ Ͳ ϱ͕ϬϯϬ ^ĞŶŝŽƌ &ŝŶĂŶĐŝĂů  ŶĂůǇƐƚ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        Ϯ͘ϬϬ ϲ͕ϲϭϰ Ͳ ϴ͕Ϭϯϵ tĂƌĞŚŽƵƐĞ ^ƉĞĐŝĂůŝƐƚ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϯ͕Ϯϰϭ Ͳ ϯ͕ϵϰϬ dŽƚĂů &ŝŶĂŶĐĞ     ϯϯ͘ϳϰ     ϯϯ͘ϵϯ     ϯϰ͘ϵϯ     ϯϯ͘ϴϮ     ϯϱ͘ϴϮ dŽƚĂů &Ƶůů dŝŵĞ &d ͕ &ŝŶĂŶĐĞ     ϯϭ͘ϴϲ     ϯϭ͘ϴϲ     ϯϮ͘ϴϲ     ϯϮ͘ϴϲ     ϯϰ͘ϴϲ dŽƚĂů WĂƌƚ dŝŵĞ &d ͕ &ŝŶĂŶĐĞ        ϭ͘ϴϴ        Ϯ͘Ϭϳ        Ϯ͘Ϭϳ        Ϭ͘ϵϲ        Ϭ͘ϵϲ dŽƚĂů &d ͕ &ŝŶĂŶĐĞ     ϯϯ͘ϳϰ     ϯϯ͘ϵϯ     ϯϰ͘ϵϯ     ϯϯ͘ϴϮ     ϯϱ͘ϴϮ &ŝŶĂŶĐĞ EŽƚĞƐ͗
ϭ WŽƐŝƚŝŽŶ ƚƌĂŶƐĨĞƌƌĞĚ ĨƌŽŵ DĂŝŶƚĞŶĂŶĐĞ ^ĞƌǀŝĐĞƐ ƚŽ &ŝŶĂŶĐĞ͘ Ϯ WŽƐŝƚŝŽŶ ƚƌĂŶƐĨĞƌƌĞĚ ĨƌŽŵ &ŝŶĂŶĐĞ ƚŽ WƵďůŝĐ tŽƌŬƐ͘
&ŝƌĞ  ĞƉĂƌƚŵĞŶƚ
ϰϬͲ,ŽƵƌ  ĂƚƚĂůŝŽŶ  ŚŝĞĨ Ɛ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϭϯ͕ϬϴϬ Ͳ ϭϱ͕ϴϵϴ ϰϬͲ,ŽƵƌ &ŝƌĞ  ĂƉƚĂŝŶ Ɛ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ ϭϬ͕Ϯϵϱ Ͳ ϭϮ͕ϱϭϰ ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϯ͕ϳϲϰ Ͳ ϰ͕ϱϳϲ ƐƐŝƐƚĂŶƚ ƚŽ ƚŚĞ &ŝƌĞ  ŚŝĞĨ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϰ͕ϯϬϳ Ͳ ϱ͕Ϯϯϱ City of Corona Fiscal Year 2023 Proposed Budget, Page 110 ^ ,  h>  K&  /dzt/   WK^/d/KE^
&d &d &d &d &d
ƵƚŚŽƌŝǌĞĚ ƵƚŚŽƌŝǌĞĚ ĚŽƉƚĞĚ ƵƚŚŽƌŝǌĞĚ WƌŽƉŽƐĞĚ
&z ϮϬϮϬ &z ϮϬϮϭ &z ϮϬϮϮ &z ϮϬϮϮ &z ϮϬϮϯ
DŽŶƚŚůǇ
^ĂůĂƌŝĞƐ Ψ
&ŝƌĞ  ĞƉĂƌƚŵĞŶƚ͕  ŽŶƚŝŶƵĞĚ
ĂƚƚĂůŝŽŶ  ŚŝĞĨ Ɛ        ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ ϭϭ͕ϮϲϮ Ͳ ϭϯ͕ϲϴϵ ĞƉƵƚǇ &ŝƌĞ  ŚŝĞĨ Ɛ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϭϯ͕ϳϰϵ Ͳ ϭϲ͕ϳϭϮ ĞƉƵƚǇ &ŝƌĞ DĂƌƐŚĂů Ɛ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϲ͕ϳϯϴ Ͳ ϴ͕ϭϵϬ ŵĞƌŐĞŶĐǇ ^ĞƌǀŝĐĞƐ  ƐƐŝƐƚĂŶƚ          Ͳ          Ͳ        Ϭ͘ϰϴ        Ϭ͘ϰϴ          Ͳ ŵĞƌŐĞŶĐǇ ^ĞƌǀŝĐĞƐ  ŽŽƌĚŝŶĂƚŽƌ Ɛ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        Ϭ͘ϰϴ ϲ͕ϱϭϲ Ͳ ϳ͕ϵϮϬ ŵĞƌŐĞŶĐǇ ^ĞƌǀŝĐĞƐ DĂŶĂŐĞƌ          Ͳ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ ϳ͕ϲϴϭ Ͳ ϵ͕ϯϯϳ &ŝƌĞ  ĂĚĞƚ          Ͳ        Ϭ͘ϯϲ        ϭ͘ϯϮ        ϭ͘ϯϮ        Ϯ͘ϳϲ Ϯ͕ϴϲϭ Ͳ ϯ͕ϰϳϴ &ŝƌĞ  ĂƉƚĂŝŶ Ɛ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ ϴ͕ϴϲϰ Ͳ ϭϬ͕ϳϳϱ &ŝƌĞ  ŚŝĞĨ Ɛ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϭϱ͕ϳϱϯ Ͳ ϭϵ͕ϭϰϴ &ŝƌĞ  ŶŐŝŶĞĞƌ Ɛ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ ϲ͕ϴϰϳ Ͳ ϴ͕ϳϯϴ &ŝƌĞ /ŶƐƉĞĐƚŽƌ / Ɛ        Ϯ͘ϬϬ        ϱ͘ϰϴ        ϲ͘ϰϴ        ϲ͘ϵϲ        ϲ͘ϵϲ ϱ͕Ϯϱϭ Ͳ ϲ͕ϯϴϮ &ŝƌĞ /ŶƐƉĞĐƚŽƌ / ;EŽŶͲ/ŶǀĞƐƚŝŐĂƚŝŽŶͿ        Ϭ͘ϵϲ        Ϭ͘ϰϴ          Ͳ          Ͳ          Ͳ &ŝƌĞ DĂƌƐŚĂů Ɛ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϵ͕ϲϬϭ Ͳ ϭϭ͕ϲϳϬ &ŝƌĞ WƌĞǀĞŶƚŝŽŶ  ƐƐŝƐƚĂŶƚ        Ϭ͘ϰϴ          Ͳ          Ͳ          Ͳ          Ͳ &ŝƌĞ WƌĞǀĞŶƚŝŽŶ WƌŽŐƌĂŵ ^ƉĞĐŝĂůŝƐƚ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ          Ͳ &ŝƌĞ WƌĞǀĞŶƚŝŽŶ dĞĐŚŶŝĐŝĂŶ /          Ͳ          Ͳ          Ͳ          Ͳ          Ͳ &ŝƌĞ WƌĞǀĞŶƚŝŽŶ dĞĐŚŶŝĐŝĂŶ //        Ϭ͘ϰϴ          Ͳ          Ͳ          Ͳ          Ͳ &ŝƌĞ ^ĂĨĞƚǇ ^ƉĞĐŝĂůŝƐƚ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ          Ͳ &ŝƌĞĨŝŐŚƚĞƌ Ɛ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ ϲ͕Ϭϰϰ Ͳ ϳ͕ϳϭϰ &ŝƌĞĨŝŐŚƚĞƌ ͬ WĂƌĂŵĞĚŝĐ Ɛ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ     Ϯϰ͘ϬϬ     ϯϬ͘ϬϬ ϲ͕ϴϰϳ Ͳ ϴ͕ϳϯϴ /ŶƚĞƌŶ /          Ͳ          Ͳ          Ͳ          Ͳ          Ͳ DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ //          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϲ͕ϭϲϴ Ͳ ϳ͕ϰϵϳ EƵƌƐĞ  ĚƵĐĂƚŽƌ          Ͳ          Ͳ        Ϭ͘ϰϴ        Ϭ͘ϰϴ        Ϭ͘ϰϴ ϴ͕ϲϭϱ Ͳ ϭϬ͕ϰϳϮ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ        ϭ͘ϴϰ        ϭ͘ϰϴ        ϭ͘ϵϲ        ϭ͘ϵϲ        Ϯ͘ϰϴ Ϯ͕ϴϰϳ Ͳ ϯ͕ϰϲϬ KĨĨŝĐĞ tŽƌŬĞƌ          Ͳ          Ͳ          Ͳ          Ͳ          Ͳ ^ĞŶŝŽƌ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ ^ĞŶŝŽƌ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ dŽƚĂů &ŝƌĞ   ϭϭϱ͘ϳϲ   ϭϭϲ͘ϴϬ   ϭϮϭ͘ϳϮ   ϭϮϮ͘ϮϬ   ϭϯϬ͘ϭϲ Ɛ с ^ǁŽƌŶ WƵďůŝĐ ^ĂĨĞƚǇ   ϭϬϴ͘ϬϬ   ϭϭϭ͘ϰϴ   ϭϭϰ͘ϰϴ   ϭϭϰ͘ϵϲ   ϭϮϬ͘ϰϰ dŽƚĂů &Ƶůů dŝŵĞ &d ͕ &ŝƌĞ   ϭϭϯ͘ϬϬ   ϭϭϱ͘ϬϬ   ϭϭϴ͘ϬϬ   ϭϭϴ͘ϬϬ   ϭϮϱ͘ϬϬ dŽƚĂů WĂƌƚ dŝŵĞ &d ͕ &ŝƌĞ        Ϯ͘ϳϲ        ϭ͘ϴϬ        ϯ͘ϳϮ        ϰ͘ϮϬ        ϱ͘ϭϲ dŽƚĂů &d ͕ &ŝƌĞ   ϭϭϱ͘ϳϲ   ϭϭϲ͘ϴϬ   ϭϮϭ͘ϳϮ   ϭϮϮ͘ϮϬ   ϭϯϬ͘ϭϲ ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ  ĞƉĂƌƚŵĞŶƚ
ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ ŚŝĞĨ dĂůĞŶƚ KĨĨŝĐĞƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϭϮ͕Ϯϳϲ Ͳ ϭϰ͕ϵϮϭ ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϯ͕ϳϲϰ Ͳ ϰ͕ϱϳϲ ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ  ŶĂůǇƐƚ        ϭ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϱ͕ϳϮϯ Ͳ ϲ͕ϵϱϳ ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ  ƐƐŝƐƚĂŶƚ          Ͳ        Ϭ͘ϰϴ        ϭ͘ϬϬ        ϭ͘ϬϬ        Ϯ͘ϬϬ Ϯ͕ϴϰϳ Ͳ ϯ͕ϰϲϬ ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ ^ƉĞĐŝĂůŝƐƚ          Ͳ          Ͳ          Ͳ        ϯ͘ϬϬ        ϯ͘ϬϬ ϰ͕ϯϮϵ Ͳ ϱ͕Ϯϲϭ ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ ^ƵƉĞƌǀŝƐŽƌ          Ͳ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϳ͕ϵϱϰ Ͳ ϵ͕ϲϲϵ ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ dĞĐŚŶŝĐŝĂŶ /        Ϯ͘ϬϬ        Ϯ͘ϬϬ        ϯ͘ϬϬ          Ͳ          Ͳ KĐĐƵƉĂƚŝŽŶĂů ,ĞĂůƚŚ ĂŶĚ ^ĂĨĞƚǇ DĂŶĂŐĞƌ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϴ͕ϭϭϱ Ͳ ϵ͕ϴϲϯ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ        Ϭ͘ϯϵ          Ͳ          Ͳ          Ͳ          Ͳ KƌŐĂŶŝǌĂƚŝŽŶĂů dƌĂŝŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ KĨĨŝĐĞƌ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϲ͕ϲϰϳ Ͳ ϴ͕ϬϴϬ ^ĂĨĞƚǇ  ŶĂůǇƐƚ          Ͳ          Ͳ        ϭ͘ϬϬ          Ͳ          Ͳ ^ĂĨĞƚǇ  ŽŽƌĚŝŶĂƚŽƌ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ City of Corona Fiscal Year 2023 Proposed Budget, Page 111 ^ ,  h>  K&  /dzt/   WK^/d/KE^
&d &d &d &d &d
ƵƚŚŽƌŝǌĞĚ ƵƚŚŽƌŝǌĞĚ ĚŽƉƚĞĚ ƵƚŚŽƌŝǌĞĚ WƌŽƉŽƐĞĚ
&z ϮϬϮϬ &z ϮϬϮϭ &z ϮϬϮϮ &z ϮϬϮϮ &z ϮϬϮϯ
DŽŶƚŚůǇ
^ĂůĂƌŝĞƐ Ψ
,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ  ĞƉĂƌƚŵĞŶƚ͕  ŽŶƚŝŶƵĞĚ
^ĂĨĞƚǇ DĂŶĂŐĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ   Ͳ
^ĂĨĞƚǇ WƌŽŐƌĂŵ  ŶĂůǇƐƚ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϳϮϯ Ͳ ϲ͕ϵϱϳ ^ĞŶŝŽƌ ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ ^ƉĞĐŝĂůŝƐƚ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϬϮϳ Ͳ ϲ͕ϭϭϭ ^ĞŶŝŽƌ ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ dĞĐŚŶŝĐŝĂŶ   Ϯ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ dŽƚĂů ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ   ϵ͘ϯϵ ϭϭ͘ϰϴ ϭϰ͘ϬϬ ϭϰ͘ϬϬ ϭϱ͘ϬϬ
dŽƚĂů &Ƶůů dŝŵĞ &d ͕ ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ   ϵ͘ϬϬ ϭϭ͘ϬϬ ϭϰ͘ϬϬ ϭϰ͘ϬϬ ϭϱ͘ϬϬ dŽƚĂů WĂƌƚ dŝŵĞ &d ͕ ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ   Ϭ͘ϯϵ   Ϭ͘ϰϴ   Ͳ   Ͳ   Ͳ dŽƚĂů &d ͕ ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ   ϵ͘ϯϵ ϭϭ͘ϰϴ ϭϰ͘ϬϬ ϭϰ͘ϬϬ ϭϱ͘ϬϬ /ŶĨŽƌŵĂƚŝŽŶ dĞĐŚŶŽůŽŐǇ  ĞƉĂƌƚŵĞŶƚ
ƉƉůŝĐĂƚŝŽŶƐ  ŶĂůǇƐƚ   Ͳ   Ͳ   Ͳ   Ϯ͘ϬϬ   ϯ͘ϬϬ ϱ͕ϲϯϴ Ͳ ϲ͕ϴϱϯ ƵƐŝŶĞƐƐ ^ǇƐƚĞŵƐ  ŶĂůǇƐƚ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ͳ   Ͳ
ŚŝĞĨ /ŶĨŽƌŵĂƚŝŽŶ KĨĨŝĐĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϭϯ͕ϳϲϴ Ͳ ϭϲ͕ϳϯϱ ŽŵŵƵŶŝĐĂƚŝŽŶƐ dĞĐŚŶŝĐŝĂŶ ///   ϭ͘ϬϬ   Ͳ   Ͳ   Ͳ   Ͳ
ĂƚĂ ^ĐŝĞŶƚŝƐƚ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϳ͕ϵϵϰ Ͳ ϵ͕ϳϭϳ ĞƉƵƚǇ  ŚŝĞĨ /ŶĨŽƌŵĂƚŝŽŶ KĨĨŝĐĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϭϮ͕Ϯϳϲ Ͳ ϭϰ͕ϵϮϭ '/^  ĚŵŝŶŝƐƚƌĂƚŽƌ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϯϱϱ Ͳ ϳ͕ϳϮϱ '/^  ŶĂůǇƐƚ   Ϯ͘ϬϬ   Ϯ͘ϵϲ   Ϯ͘ϵϲ   Ϯ͘ϵϲ   Ϯ͘ϵϲ ϱ͕ϲϲϳ Ͳ ϲ͕ϴϴϴ '/^  ĂƚĂ  ŶĂůǇƐƚ Ͳ ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϲϰϳ Ͳ ϴ͕ϬϴϬ '/^ /ŶƚĞƌŶ   Ϭ͘ϰϴ   Ͳ   Ͳ   Ͳ
,ĞůƉ  ĞƐŬ /   Ϯ͘ϴϴ   Ϭ͘ϰϴ   Ϭ͘ϰϴ   Ϭ͘ϰϴ   ϭ͘ϰϴ ϯ͕ϭϰϲ Ͳ ϯ͕ϴϮϰ ,ĞůƉ  ĞƐŬ //   ϯ͘ϭϱ   ϰ͘ϭϱ   ϰ͘ϭϱ   ϰ͘ϭϱ   ϰ͘ϭϱ ϯ͕ϱϭϭ Ͳ ϰ͕Ϯϲϳ ,ĞůƉ  ĞƐŬ ///   Ͳ   Ͳ   Ϭ͘ϰϴ   Ϭ͘ϰϴ   Ϭ͘ϰϴ ϯ͕ϵϵϳ Ͳ ϰ͕ϴϱϴ ,ĞůƉ  ĞƐŬ DĂŶĂŐĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕Ϭϰϲ Ͳ ϳ͕ϯϰϵ :ƵŶŝŽƌ EĞƚǁŽƌŬ  ŶĂůǇƐƚ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϯϭϭ Ͳ ϲ͕ϰϱϱ EĞƚǁŽƌŬ  ŶĂůǇƐƚ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϯϮϯ Ͳ ϳ͕ϲϴϲ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ // Ͳ Ϭ͘ϰϴ   Ϭ͘ϰϴ   Ϭ͘ϰϴ   Ϭ͘ϰϴ Ϯ͕ϴϰϳ Ͳ ϯ͕ϰϲϬ WƵďůŝĐ ^ĂĨĞƚǇ  ŵĞƌŐ͘  Žŵŵ͘ ^ƵƉƉŽƌƚ ^ƉĞĐŝĂůŝƐƚ Ͳ ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϳϮϯ Ͳ ϲ͕ϵϱϳ WƵďůŝĐ ^ĂĨĞƚǇ dĞĐŚŶŝĐĂů ^ƵƉƉŽƌƚ  ŶŐŝŶĞĞƌ Ͳ ϭ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϲ͕ϯϮϯ Ͳ ϳ͕ϲϴϲ ZĂĚŝŽ dĞĐŚŶŝĐŝĂŶ Ͳ Ͳ   Ϭ͘ϰϴ   Ϭ͘ϰϴ   ϭ͘ϬϬ ϯ͕ϳϲϱ Ͳ ϰ͕ϱϳϲ ^ĞŶŝŽƌ  ƉƉůŝĐĂƚŝŽŶƐ  ŶĂůǇƐƚ Ͳ Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϱϴϭ Ͳ ϳ͕ϵϵϵ ^ĞŶŝŽƌ  ƵƐŝŶĞƐƐ  ŶĂůǇƐƚ Ͳ Ͳ   ϭ͘ϬϬ   Ͳ   Ͳ
^ĞŶŝŽƌ EĞƚǁŽƌŬ  ƌĐŚŝƚĞĐƚ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϵ͕ϴϬϴ Ͳ ϭϭ͕ϵϮϮ ^ĞŶŝŽƌ ^ŽĨƚǁĂƌĞ  ƌĐŚŝƚĞĐƚ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϵ͕ϴϬϴ Ͳ ϭϭ͕ϵϮϮ ^ĞŶŝŽƌ ^ǇƐƚĞŵƐ  ŶŐŝŶĞĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϯϮϯ Ͳ ϳ͕ϲϴϲ ^ŽĨƚǁĂƌĞ  ĞǀĞůŽƉĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϴϴϯ Ͳ ϴ͕ϯϲϳ ^ǇƐƚĞŵ  ĚŵŝŶŝƐƚƌĂƚŽƌ     Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϳϰϳ Ͳ ϴ͕ϮϬϭ ^ǇƐƚĞŵƐ  ŶŐŝŶĞĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϲϯϴ Ͳ ϲ͕ϴϱϯ h/ͬhy  ŝŐŝƚĂů ^ĞƌǀŝĐĞƐ  ŶŐŝŶĞĞƌ     Ͳ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ ϲ͕ϲϰϳ Ͳ ϴ͕ϬϴϬ tĞď ĂŶĚ  ŝŐŝƚĂů DĞĚŝĂ DĂŶĂŐĞƌ   ϭ͘ϬϬ   Ͳ   Ͳ   Ͳ   Ͳ
dŽƚĂů /ŶĨŽƌŵĂƚŝŽŶ dĞĐŚŶŽůŽŐǇ Ϯϯ͘ϱϭ Ϯϰ͘Ϭϳ Ϯϵ͘Ϭϯ Ϯϵ͘Ϭϯ ϯϮ͘ϱϱ dŽƚĂů &Ƶůů dŝŵĞ &d ͕ /ŶĨŽƌŵĂƚŝŽŶ dĞĐŚŶŽůŽŐǇ ϭϳ͘ϬϬ ϭϵ͘ϬϬ   Ϯϯ͘ϬϬ   Ϯϯ͘ϬϬ   Ϯϳ͘ϬϬ dŽƚĂů WĂƌƚ dŝŵĞ &d ͕ /ŶĨŽƌŵĂƚŝŽŶ dĞĐŚŶŽůŽŐǇ   ϲ͘ϱϭ   ϱ͘Ϭϳ    ϲ͘Ϭϯ    ϲ͘Ϭϯ    ϱ͘ϱϱ dŽƚĂů &d ͕ /ŶĨŽƌŵĂƚŝŽŶ dĞĐŚŶŽůŽŐǇ Ϯϯ͘ϱϭ Ϯϰ͘Ϭϳ Ϯϵ͘Ϭϯ Ϯϵ͘Ϭϯ ϯϮ͘ϱϱ City of Corona Fiscal Year 2023 Proposed Budget, Page 112 ^ ,  h>  K&  /dzt/   WK^/d/KE^
&d &d &d &d &d
ƵƚŚŽƌŝǌĞĚ ƵƚŚŽƌŝǌĞĚ ĚŽƉƚĞĚ ƵƚŚŽƌŝǌĞĚ WƌŽƉŽƐĞĚ
&z ϮϬϮϬ &z ϮϬϮϭ &z ϮϬϮϮ &z ϮϬϮϮ &z ϮϬϮϯ
DŽŶƚŚůǇ
^ĂůĂƌŝĞƐ Ψ
>ĞŐĂů Θ ZŝƐŬ DĂŶĂŐĞŵĞŶƚ  ĞƉĂƌƚŵĞŶƚ
ƐƐŝƐƚĂŶƚ  ŝƚǇ  ƚƚŽƌŶĞǇ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ ƐƐŝƐƚĂŶƚ  ŝƚǇ  ƚƚŽƌŶĞǇ ͬ  ƐƐƚ͘ >ĞŐĂů Θ ZŝƐŬ DŐŵƚ͘  ŝƌ͘          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϭϯ͕Ϭϯϯ Ͳ ϭϱ͕ϴϰϮ ƚƚŽƌŶĞǇ          Ͳ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ ϭϮ͕ϰϲϭ Ͳ ϭϰ͕ϰϮϱ ŚŝĞĨ  ĞƉƵƚǇ  ŝƚǇ  ƚƚŽƌŶĞǇ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϭϯ͕Ϭϯϯ Ͳ ϭϱ͕ϴϰϮ ŝƚǇ  ƚƚŽƌŶĞǇ ͬ >ĞŐĂů Θ ZŝƐŬ DĂŶĂŐĞŵĞŶƚ  ŝƌĞĐƚŽƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϭϴ͕ϯϴϳ Ͳ ϮϮ͕ϯϰϵ /ŶƚĞƌŶ //        Ϭ͘ϯϰ        Ϭ͘ϳϮ        Ϭ͘ϳϮ          Ͳ          Ͳ WƌŽĨĞƐƐŝŽŶĂů ͬ 'ƌĂĚƵĂƚĞ ^ƚƵĚĞŶƚ /ŶƚĞƌŶ          Ͳ          Ͳ          Ͳ        Ϭ͘ϳϮ        Ϭ͘ϳϮ ϯ͕Ϯϱϳ Ͳ ϯ͕ϵϱϵ ZŝƐŬ DĂŶĂŐĞŵĞŶƚ ^ƉĞĐŝĂůŝƐƚ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϰ͕ϳϱϵ Ͳ ϱ͕ϳϴϰ ZŝƐŬ DĂŶĂŐĞƌ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ          Ͳ ^ĞŶŝŽƌ WĂƌĂůĞŐĂů ͬ  ůĂŝŵƐ DĂŶĂŐĞƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϳ͕ϵϭϱ Ͳ ϵ͕ϲϮϭ tŽƌŬĞƌƐΖ  ŽŵƉĞŶƐĂƚŝŽŶ DĂŶĂŐĞƌ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϳ͕ϵϭϱ Ͳ ϵ͕ϲϮϭ dŽƚĂů >ĞŐĂů Θ ZŝƐŬ DĂŶĂŐĞŵĞŶƚ        ϲ͘ϯϰ        ϲ͘ϳϮ        ϲ͘ϳϮ        ϲ͘ϳϮ        ϳ͘ϳϮ dŽƚĂů &Ƶůů dŝŵĞ &d ͕ >ĞŐĂů Θ ZŝƐŬ DĂŶĂŐĞŵĞŶƚ        ϲ͘ϬϬ        ϲ͘ϬϬ        ϲ͘ϬϬ        ϲ͘ϬϬ        ϳ͘ϬϬ dŽƚĂů WĂƌƚ dŝŵĞ &d ͕ >ĞŐĂů Θ ZŝƐŬ DĂŶĂŐĞŵĞŶƚ        Ϭ͘ϯϰ        Ϭ͘ϳϮ        Ϭ͘ϳϮ        Ϭ͘ϳϮ        Ϭ͘ϳϮ dŽƚĂů &d ͕ >ĞŐĂů Θ ZŝƐŬ DĂŶĂŐĞŵĞŶƚ        ϲ͘ϯϰ        ϲ͘ϳϮ        ϲ͘ϳϮ        ϲ͘ϳϮ        ϳ͘ϳϮ WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ  ĞƉĂƌƚŵĞŶƚ ;&ŽƌŵĞƌůǇ  ŽŵŵƵŶŝƚǇ  ĞǀĞůŽƉŵĞŶƚ  ĞƉĂƌƚŵĞŶƚͿ ĐĐŽƵŶƚŝŶŐ DĂŶĂŐĞƌ          Ͳ        Ϭ͘ϭϰ        Ϭ͘ϭϰ        Ϭ͘ϭϰ        Ϭ͘ϭϰ ϴ͕ϵϲϲ Ͳ ϭϬ͕ϴϵϴ ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϯ͕ϳϲϰ Ͳ ϰ͕ϱϳϲ ƐƐŝƐƚĂŶƚ  ŶŐŝŶĞĞƌ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϲ͕ϭϵϵ Ͳ ϳ͕ϱϯϱ ƐƐŝƐƚĂŶƚ WůĂŶŶĞƌ          ϭ͘ϬϬ ϭ͘ϬϬ          ϭ͘ϬϬ          ϭ͘ϬϬ          ϭ͘ϬϬ          ϱ͕ϯϯϳ Ͳ ϲ͕ϰϴϴ ƐƐŽĐŝĂƚĞ  ŶŐŝŶĞĞƌ          Ͳ          Ͳ          Ͳ        ϲ͘ϬϬ        ϲ͘ϬϬ ϲ͕ϭϵϵ Ͳ ϳ͕ϱϯϱ ƐƐŽĐŝĂƚĞ WůĂŶŶĞƌ            ϭ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        ϯ͘ϬϬ ϲ͕Ϭϰϲ Ͳ ϳ͕ϯϰϵ ƵŝůĚŝŶŐ /ŶƐƉĞĐƚŝŽŶ ^ƵƉĞƌǀŝƐŽƌ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϳ͕ϰϱϱ Ͳ ϵ͕ϬϲϮ ƵŝůĚŝŶŐ /ŶƐƉĞĐƚŽƌ // &ůĞǆ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        ϱ͘ϬϬ        ϱ͘ϬϬ        ϱ͘ϬϬ ϰ͕ϳϱϵ Ͳ ϱ͕ϳϴϰ ƵŝůĚŝŶŐ KĨĨŝĐŝĂů        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϵ͕ϲϲϮ Ͳ ϭϭ͕ϳϰϱ ƵŝůĚŝŶŐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ // &ůĞǆ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ        ϱ͘ϬϬ ϰ͕Ϭϳϳ Ͳ ϰ͕ϵϱϲ ƵŝůĚŝŶŐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ ///          Ͳ          Ͳ        ϭ͘ϬϬ          Ͳ          Ͳ ŽĚĞ  ŽŵƉůŝĂŶĐĞ /ŶƐƉĞĐƚŽƌ // &ůĞǆ          Ͳ          Ͳ          Ͳ        ϰ͘ϬϬ        ϰ͘ϬϬ ϰ͕ϲϭϵ Ͳ ϱ͕ϲϭϰ ŽĚĞ  ŽŵƉůŝĂŶĐĞ ^ƵƉĞƌǀŝƐŽƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        Ϯ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϱ͕ϴϵϳ Ͳ ϳ͕ϭϲϴ ŽĚĞ  ŽŵƉůŝĂŶĐĞ dĞĐŚŶŝĐŝĂŶ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϯ͕ϵϳϳ Ͳ ϰ͕ϴϯϰ ŽĚĞ  ŶĨŽƌĐĞŵĞŶƚ KĨĨŝĐĞƌ //        Ϯ͘ϬϬ        Ϯ͘ϬϬ        ϰ͘ϬϬ          Ͳ          Ͳ ŽŵďŝŶĂƚŝŽŶ WůĂŶƐ  ǆĂŵŝŶĞƌ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϲ͕ϳϰϳ Ͳ ϴ͕ϮϬϭ ŽŵŵƵŶŝƚǇ  ĞǀĞůŽƉŵĞŶƚ  ŝƌĞĐƚŽƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ ŽŵƉůŝĂŶĐĞ  ŽŽƌĚŝŶĂƚŽƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ ĞƉƵƚǇ  ƵŝůĚŝŶŐ KĨĨŝĐŝĂů ͬ WůĂŶ  ŚĞĐŬ DĂŶĂŐĞƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ ĞǀĞůŽƉŵĞŶƚ ^ĞƌǀŝĐĞƐ DĂŶĂŐĞƌ ;EŽƚĞ ϯͿ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϵ͕ϲϲϮ Ͳ ϭϭ͕ϳϰϱ ŶŐŝŶĞĞƌŝŶŐ /ŶƚĞƌŶ ;EŽƚĞ ϯͿ        Ϭ͘ϰϴ        Ϭ͘ϰϴ        Ϭ͘ϰϴ        Ϭ͘ϰϴ        Ϭ͘ϰϴ Ϯ͕ϵϯϯ Ͳ ϯ͕ϱϲϱ ǆĞĐƵƚŝǀĞ  ƐƐŝƐƚĂŶƚ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϰ͕ϳϴϯ Ͳ ϱ͕ϴϭϯ &ŝŶĂŶĐĞ DĂŶĂŐĞƌ ///        Ϭ͘ϭϰ          Ͳ          Ͳ          Ͳ          Ͳ /ŶƚĞƌŶ // ;ŶŽƚĞ ϯͿ        ϭ͘ϰϰ        ϭ͘ϰϰ        ϭ͘ϰϰ        ϭ͘ϰϰ        ϭ͘ϰϰ Ϯ͕ϵϯϯ Ͳ ϯ͕ϱϲϱ KĨĨŝĐĞ DĂŶĂŐĞƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ WůĂŶ  ŚĞĐŬ  ŶŐŝŶĞĞƌ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        Ϯ͘ϬϬ ϲ͕ϳϰϳ Ͳ ϴ͕ϮϬϭ WůĂŶ  ŚĞĐŬ DĂŶĂŐĞƌ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϴ͕ϯϲϭ Ͳ ϭϬ͕ϭϲϯ WůĂŶŶŝŶŐ Θ  ĞǀĞůŽƉŵĞŶƚ  ŝƌĞĐƚŽƌ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϭϯ͕ϳϲϴ Ͳ ϭϲ͕ϳϯϱ WůĂŶŶŝŶŐ DĂŶĂŐĞƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϵ͕ϲϲϮ Ͳ ϭϭ͕ϳϰϱ WůĂŶŶŝŶŐ dĞĐŚŶŝĐŝĂŶ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        Ϯ͘ϬϬ ϰ͕ϮϮϮ Ͳ ϱ͕ϭϯϮ City of Corona Fiscal Year 2023 Proposed Budget, Page 113 ^ ,  h>  K&  /dzt/   WK^/d/KE^
&d &d &d &d &d
ƵƚŚŽƌŝǌĞĚ ƵƚŚŽƌŝǌĞĚ ĚŽƉƚĞĚ ƵƚŚŽƌŝǌĞĚ WƌŽƉŽƐĞĚ
&z ϮϬϮϬ &z ϮϬϮϭ &z ϮϬϮϮ &z ϮϬϮϮ &z ϮϬϮϯ
DŽŶƚŚůǇ
^ĂůĂƌŝĞƐ Ψ
WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ  ĞƉĂƌƚŵĞŶƚ ;&ŽƌŵĞƌůǇ  ŽŵŵƵŶŝƚǇ  ĞǀĞůŽƉŵĞŶƚ  ĞƉĂƌƚŵĞŶƚͿ͕  ŽŶƚŝŶƵĞĚ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŝŽŶ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ ;EŽƚĞ ϯ Θ ϰͿ ϭ͘ϬϬ          ϭ͘ϬϬ          ϭ͘ϬϬ          ϭ͘ϬϬ          Ϭ͘ϳϬ          ϳ͕ϲϰϯ Ͳ ϵ͕ϮϵϬ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŽƌ / ;EŽƚĞ ϯͿ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ          Ͳ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŽƌ // ;EŽƚĞ ϯ Θ ϰͿ        Ϯ͘ϬϬ        ϯ͘ϬϬ        ϰ͘ϬϬ        ϰ͘ϬϬ        ϯ͘ϳϬ ϰ͕ϵϮϴ Ͳ ϱ͕ϵϵϬ WƵďůŝĐ tŽƌŬƐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ / ;EŽƚĞ ϯͿ        ϭ͘ϬϬ          Ͳ          Ͳ          Ͳ          Ͳ WƵďůŝĐ tŽƌŬƐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ // &ůĞǆ ;EŽƚĞ ϯ Θ ϰͿ        ϭ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϴϲ ϰ͕Ϭϳϳ Ͳ ϰ͕ϵϱϲ ^ĞŶŝŽƌ  ƵŝůĚŝŶŐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϰ͕ϲϭϵ Ͳ ϱ͕ϲϭϰ ^ĞŶŝŽƌ  ŽĚĞ  ŽŵƉůŝĂŶĐĞ /ŶƐƉĞĐƚŽƌ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϱ͕ϮϯϮ Ͳ ϲ͕ϯϱϵ ^ĞŶŝŽƌ  ŶŐŝŶĞĞƌ ;EŽƚĞ ϯ Θ ϰͿ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        ϭ͘ϴϴ ϳ͕ϴϳϱ Ͳ ϵ͕ϱϳϯ ^ĞŶŝŽƌ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ ;EŽƚĞ ϯͿ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϯ͕Ϭϵϵ Ͳ ϯ͕ϳϲϳ ^ĞŶŝŽƌ WůĂŶŶĞƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϳ͕ϰϭϴ Ͳ ϵ͕Ϭϭϳ ^ĞŶŝŽƌ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŽƌ ;EŽƚĞ ϯ Θ ϰͿ          Ͳ          Ͳ          Ͳ          Ͳ        ϭ͘ϴϬ ϱ͕ϱϴϮ Ͳ ϲ͕ϳϴϱ ^ĞŶŝŽƌ WƵďůŝĐ tŽƌŬƐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ          Ͳ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ ϰ͕ϲϭϵ Ͳ ϱ͕ϲϭϰ hƚŝůŝƚǇ  ŶŐŝŶĞĞƌ / ;EŽƚĞ ϯͿ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ ^ƵďƚŽƚĂů WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ     ϯϭ͘Ϭϲ     ϯϮ͘Ϭϲ     ϰϱ͘Ϭϲ     ϱϭ͘Ϭϲ     ϱϵ͘ϬϬ WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ  ĞƉĂƌƚŵĞŶƚ ^ƉĞĐŝĂů &ƵŶĚŝŶŐͿ
ŽĚĞ  ŽŵƉůŝĂŶĐĞ /ŶƐƉĞĐƚŽƌ // &ůĞǆ ;EŽƚĞ ϭͿ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϰ͕ϲϭϵ Ͳ ϱ͕ϲϭϰ ŽĚĞ  ŽŵƉůŝĂŶĐĞ /ŶƐƉĞĐƚŽƌ // &ůĞǆ ;EŽƚĞ ϮͿ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϰ͕ϲϭϵ Ͳ ϱ͕ϲϭϰ ŽĚĞ  ŶĨŽƌĐĞŵĞŶƚ KĨĨŝĐĞƌ //        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ          Ͳ          Ͳ ŽĚĞ  ŶĨŽƌĐĞŵĞŶƚ KĨĨŝĐĞƌ //          Ͳ        Ϭ͘ϳϱ        ϭ͘ϬϬ          Ͳ          Ͳ ^ƵďƚŽƚĂů ^ƉĞĐŝĂů &ƵŶĚŝŶŐ        ϭ͘ϬϬ        ϭ͘ϳϱ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ dŽƚĂů WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ     ϯϮ͘Ϭϲ     ϯϯ͘ϴϭ     ϰϳ͘Ϭϲ     ϱϯ͘Ϭϲ     ϲϭ͘ϬϬ dŽƚĂů &Ƶůů dŝŵĞ &d ͕ WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ     ϯϬ͘ϭϰ     ϯϭ͘ϭϰ     ϰϱ͘ϭϰ     ϱϭ͘ϭϰ     ϱϵ͘Ϭϴ dŽƚĂů WĂƌƚ dŝŵĞ &d ͕ WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ        ϭ͘ϵϮ        Ϯ͘ϲϳ        ϭ͘ϵϮ        ϭ͘ϵϮ        ϭ͘ϵϮ dŽƚĂů &d ͕ WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ  ĞǀĞůŽƉŵĞŶƚ     ϯϮ͘Ϭϲ     ϯϯ͘ϴϭ     ϰϳ͘Ϭϲ     ϱϯ͘Ϭϲ     ϲϭ͘ϬϬ WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ EŽƚĞƐ͗
ϭ WŽƐŝƚŝŽŶ ŝƐ ĨƵŶĚĞĚ ďǇ  ŽŵŵƵŶŝƚǇ  ĞǀĞůŽƉŵĞŶƚ  ůŽĐŬ 'ƌĂŶƚ ;   'Ϳ ŽŶ Ă ǇĞĂƌͲƚŽͲǇĞĂƌ ďĂƐŝƐ͘ Ϯ WŽƐŝƚŝŽŶ ŝƐ ĨƵŶĚĞĚ ďǇ ƚŚĞ  ďĂŶĚŽŶĞĚ sĞŚŝĐůĞ  ďĂƚĞŵĞŶƚ ƉƌŽŐƌĂŵ͘ ϯ WŽƐŝƚŝŽŶ ƚƌĂŶƐĨĞƌƌĞĚ ĨƌŽŵ WƵďůŝĐ tŽƌŬƐ ƚŽ WůĂŶŶŝŶŐ ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ͘ ϰ WŽƐŝƚŝŽŶ ŝƐ ƐƉůŝƚ ďĞƚǁĞĞŶ ŵƵůƚŝƉůĞ ĚĞƉĂƌƚŵĞŶƚƐ͘
WŽůŝĐĞ  ĞƉĂƌƚŵĞŶƚ
ĐĐŽƵŶƚŝŶŐ ͬ 'ƌĂŶƚƐ ^ƉĞĐŝĂůŝƐƚ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϰ͕ϯϱϬ Ͳ ϱ͕Ϯϴϴ ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ        ϯ͘ϬϬ        ϯ͘ϬϬ        ϰ͘ϬϬ        ϰ͘ϬϬ        ϰ͘ϬϬ ϯ͕ϳϲϰ Ͳ ϰ͕ϱϳϲ ŶŝŵĂů  ĂƌĞ  ƚƚĞŶĚĂŶƚ        ϭ͘ϵϮ        ϭ͘ϵϮ        ϭ͘ϵϮ        ϭ͘ϵϮ        ϭ͘ϵϮ Ϯ͕ϳϬϵ Ͳ ϯ͕ϮϵϮ ŶŝŵĂů  ĂƌĞ dĞĐŚŶŝĐŝĂŶ          Ͳ          Ͳ          Ͳ        ϯ͘ϬϬ        ϯ͘ϬϬ ϯ͕ϯϳϯ Ͳ ϰ͕ϭϬϬ ŶŝŵĂů  ŽŶƚƌŽů KĨĨŝĐĞƌ          Ͳ          Ͳ          Ͳ        ϰ͘ϬϬ        ϰ͘ϬϬ ϯ͕ϴϬϮ Ͳ ϰ͕ϲϮϮ ŶŝŵĂů  ŽŶƚƌŽů KĨĨŝĐĞƌ /        ϯ͘ϬϬ        ϯ͘ϬϬ        ϯ͘ϬϬ          Ͳ          Ͳ ŶŝŵĂů  ŽŶƚƌŽů KĨĨŝĐĞƌ //        ϰ͘ϬϬ        ϰ͘ϬϬ        ϰ͘ϬϬ          Ͳ          Ͳ ŶŝŵĂů  ŽŶƚƌŽů ^ƵƉĞƌǀŝƐŽƌ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        Ϯ͘ϬϬ ϱ͕ϰϵϵ Ͳ ϲ͕ϲϴϱ ƐƐŝƐƚĂŶƚ ƚŽ ƚŚĞ  ŚŝĞĨ ŽĨ WŽůŝĐĞ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϰ͕ϯϬϳ Ͳ ϱ͕Ϯϯϱ ĂĐŬŐƌŽƵŶĚ /ŶǀĞƐƚŝŐĂƚŽƌ          Ͳ          Ͳ          Ͳ        ϭ͘ϬϬ        ϭ͘ϬϬ ϰ͕Ϯϲϰ Ͳ ϱ͕ϭϴϯ ŚŝĞĨ ŽĨ WŽůŝĐĞ Ɛ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ        ϭ͘ϬϬ ϭϱ͕ϳϱϯ Ͳ ϭϵ͕ϭϰϴ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ KĨĨŝĐĞƌ /        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϯ͕ϮϮϱ Ͳ ϯ͕ϵϮϬ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ KĨĨŝĐĞƌ //        Ϯ͘ϬϬ        ϰ͘ϬϬ        ϴ͘ϬϬ        ϴ͘ϬϬ        ϴ͘ϬϬ ϯ͕ϲϱϯ Ͳ ϰ͕ϰϰϭ ƌŝŵĞ Θ /ŶƚĞůůŝŐĞŶĐĞ  ŶĂůǇƐƚ          Ͳ          Ͳ          Ͳ        Ϯ͘ϬϬ        Ϯ͘ϬϬ ϱ͕ϯϯϳ Ͳ ϲ͕ϰϴϴ City of Corona Fiscal Year 2023 Proposed Budget, Page 114 ^ ,  h>  K&  /dzt/   WK^/d/KE^
&d &d &d &d &d
ƵƚŚŽƌŝǌĞĚ ƵƚŚŽƌŝǌĞĚ ĚŽƉƚĞĚ ƵƚŚŽƌŝǌĞĚ WƌŽƉŽƐĞĚ
&z ϮϬϮϬ &z ϮϬϮϭ &z ϮϬϮϮ &z ϮϬϮϮ &z ϮϬϮϯ
DŽŶƚŚůǇ
^ĂůĂƌŝĞƐ Ψ
WŽůŝĐĞ  ĞƉĂƌƚŵĞŶƚ͕  ŽŶƚŝŶƵĞĚ
ƌŝŵĞ  ŶĂůǇƐƚ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ͳ   Ͳ
ƌŝŵĞ WƌĞǀĞŶƚŝŽŶ  ƐƐŝƐƚĂŶƚ   Ϭ͘ϵϲ   Ϭ͘ϵϲ   ϭ͘ϰϴ   Ϭ͘ϰϴ   Ϭ͘ϰϴ ϯ͕Ϭϴϰ Ͳ ϯ͕ϳϰϳ ƌŝŵĞ WƌĞǀĞŶƚŝŽŶ ^ƉĞĐŝĂůŝƐƚ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϰ͕ϭϭϴ Ͳ ϱ͕ϬϬϱ ĂƚĂ  ŶƚƌǇ  ůĞƌŬ /   ϭ͘ϰϰ   Ͳ   Ͳ   Ͳ   Ͳ
ŝƐƉĂƚĐŚ DĂŶĂŐĞƌ   Ͳ   Ͳ   ϭ͘ϬϬ   Ͳ   Ͳ
&ŽƌĞŶƐŝĐ ^ƉĞĐŝĂůŝƐƚ //   Ͳ   Ͳ   Ͳ   Ϯ͘ϬϬ   ϯ͘ϬϬ ϰ͕ϳϱϵ Ͳ ϱ͕ϳϴϰ &ŽƌĞŶƐŝĐ dĞĐŚŶŝĐŝĂŶ //   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ͳ   Ͳ
:ĂŝůĞƌ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ ϰ͕ϭϱϵ Ͳ ϱ͕Ϭϱϲ :ĂŶŝƚŽƌ   ϭ͘ϱϵ   ϭ͘ϱϵ   ϭ͘ϱϵ   ϭ͘ϱϵ   ϭ͘ϱϵ Ϯ͕ϳϵϭ Ͳ ϯ͕ϯϵϮ DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ //   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϭϲϴ Ͳ ϳ͕ϰϵϳ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ   Ͳ
WĂƌŬŝŶŐ  ŶĨŽƌĐĞŵĞŶƚ KĨĨŝĐĞƌ   Ϭ͘ϰϴ   Ϭ͘ϰϴ   Ϭ͘ϰϴ   Ϭ͘ϰϴ   Ϭ͘ϵϲ Ϯ͕ϴϯϯ Ͳ ϯ͕ϰϰϯ WŽůŝĐĞ  ĂĚĞƚ   ϯ͘ϯϲ   ϯ͘ϯϲ   ϱ͘ϳϰ   ϱ͘ϳϰ   ϱ͘ϳϰ Ϯ͕ϴϲϭ Ͳ ϯ͕ϰϳϴ WŽůŝĐĞ  ĂƉƚĂŝŶ Ɛ   ϯ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ ϭϯ͕ϮϬϰ Ͳ ϭϲ͕ϴϱϮ WŽůŝĐĞ  ŽƌƉŽƌĂů Ɛ ϭϰ͘ϬϬ ϭϱ͘ϬϬ ϭϳ͘ϬϬ ϭϳ͘ϬϬ ϭϳ͘ϬϬ ϳ͕ϭϱϬ Ͳ ϵ͕ϭϮϱ WŽůŝĐĞ  ĞƉĂƌƚŵĞŶƚ 'ĞŶĞƌĂů  ƐƐŝƐƚĂŶƚ   ϰ͘ϵϱ   ϰ͘ϵϱ   ϰ͘ϵϱ   ϱ͘ϰϯ   ϱ͘ϰϯ Ϯ͕ϳϵϭ Ͳ ϯ͕ϯϵϮ WŽůŝĐĞ  ĞƚĞĐƚŝǀĞ Ɛ Ϯϭ͘ϬϬ ϮϮ͘ϬϬ ϮϮ͘ϯϬ ϮϮ͘ϯϬ ϮϮ͘ϯϬ ϳ͕ϯϯϬ Ͳ ϵ͕ϯϱϱ WŽůŝĐĞ >ŝĞƵƚĞŶĂŶƚ Ɛ   ϱ͘ϬϬ   ϱ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ ϭϭ͕Ϯϱϲ Ͳ ϭϰ͕ϯϲϲ WŽůŝĐĞ KĨĨŝĐĞƌ Ɛ ϴϭ͘ϬϬ ϴϭ͘ϬϬ ϴϯ͘ϬϬ ϴϯ͘ϬϬ ϴϯ͘ϬϬ ϲ͕ϴϬϮ Ͳ ϴ͕ϲϴϭ WŽůŝĐĞ ZĞĐŽƌĚƐ ^ƵƉĞƌǀŝƐŽƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϱϴϮ Ͳ ϲ͕ϳϴϱ WŽůŝĐĞ ZĞĐŽƌĚƐ dĞĐŚŶŝĐŝĂŶ //   ϴ͘ϬϬ   ϴ͘ϬϬ   ϵ͘ϬϬ   ϵ͘ϬϬ   ϵ͘ϬϬ ϯ͕ϯϮϯ Ͳ ϰ͕Ϭϯϵ WŽůŝĐĞ ^ĞƌŐĞĂŶƚ Ɛ ϮϮ͘ϬϬ ϮϮ͘ϬϬ ϮϮ͘ϬϬ ϮϮ͘ϬϬ Ϯϯ͘ϬϬ ϵ͕ϮϮϬ Ͳ ϭϭ͕ϳϲϴ WƌŽƉĞƌƚǇ Θ  ǀŝĚĞŶĐĞ dĞĐŚŶŝĐŝĂŶ   Ͳ   Ͳ   Ͳ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϯ͕ϱϰϲ Ͳ ϰ͕ϯϭϬ WƌŽƉĞƌƚǇ  ĚŵŝŶŝƐƚƌĂƚŽƌ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ͳ   Ͳ
WƵďůŝĐ ^ĂĨĞƚǇ  ŽŵŵƵŶŝĐĂƚŝŽŶƐ DĂŶĂŐĞƌ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϳ͕ϳϵϳ Ͳ ϵ͕ϰϳϴ WƵďůŝĐ ^ĂĨĞƚǇ  ŝƐƉĂƚĐŚ  Ăůů dĂŬĞƌ   Ͳ   Ͳ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϯ͕ϴϰϬ Ͳ ϰ͕ϲϲϴ WƵďůŝĐ ^ĂĨĞƚǇ  ŝƐƉĂƚĐŚ ^ƵƉĞƌǀŝƐŽƌ   ϰ͘ϬϬ   ϰ͘ϬϬ   ϰ͘ϬϬ   ϰ͘ϬϬ   ϰ͘ϬϬ ϲ͕ϲϭϰ Ͳ ϴ͕Ϭϯϵ WƵďůŝĐ ^ĂĨĞƚǇ  ŝƐƉĂƚĐŚĞƌ // ϭϱ͘ϲϬ ϭϳ͘ϰϵ ϭϵ͘ϴϵ ϭϵ͘Ϯϵ ϮϬ͘Ϭϭ ϱ͕ϭϬϯ Ͳ ϲ͕ϮϬϯ ZĂŶŐĞ DĂƐƚĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϰ͕ϲϰϮ Ͳ ϱ͕ϲϰϮ ^ĞŶŝŽƌ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϯ͕Ϭϵϵ Ͳ ϯ͕ϳϲϳ ^ĞŶŝŽƌ WĞƌƐŽŶŶĞů Θ dƌĂŝŶŝŶŐ dĞĐŚŶŝĐŝĂŶ   Ϭ͘ϵϱ   Ϭ͘ϵϱ   Ϭ͘ϵϱ   Ͳ   Ͳ ^ĞŶŝŽƌ WƵďůŝĐ ^ĂĨĞƚǇ  ŝƐƉĂƚĐŚĞƌ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ ϱ͕ϰϵϵ Ͳ ϲ͕ϲϴϱ ^ƵƉƉŽƌƚ ^ĞƌǀŝĐĞƐ DĂŶĂŐĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϴ͕Ϭϳϰ Ͳ ϵ͕ϴϭϰ ^ƵďƚŽƚĂů WŽůŝĐĞ ϮϮϵ͘Ϯϱ Ϯϯϰ͘ϳϬ Ϯϱϰ͘ϯϬ Ϯϱϰ͘Ϯϯ Ϯϱϴ͘ϰϯ
WŽůŝĐĞ  ĞƉĂƌƚŵĞŶƚ ^ƉĞĐŝĂů &ƵŶĚŝŶŐ
ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ KĨĨŝĐĞƌ / ;EŽƚĞ ϯͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϯ͕ϮϮϱ Ͳ ϯ͕ϵϮϬ WŽůŝĐĞ  ŽƌƉŽƌĂů Ͳ  ŽŶƚƌĂĐƚ &ƵŶĚŝŶŐ ;EŽƚĞ ϭͿ Ɛ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϳ͕ϭϱϬ Ͳ ϵ͕ϭϮϱ WŽůŝĐĞ KĨĨŝĐĞƌ Ͳ  ŽŶƚƌĂĐƚ &ƵŶĚŝŶŐ ;EŽƚĞ Ϯ͕ ϰ͕ ϱͿ Ɛ   ϰ͘ϬϬ   ϳ͘ϬϬ   ϳ͘ϬϬ   ϴ͘ϬϬ   ϴ͘ϬϬ ϲ͕ϴϬϮ Ͳ ϴ͕ϲϴϭ WŽůŝĐĞ ^ĞƌŐĞĂŶƚ Ͳ  ŽŶƚƌĂĐƚ &ƵŶĚŝŶŐ Ɛ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ ^ƵďƚŽƚĂů ^ƉĞĐŝĂů &ƵŶĚŝŶŐ   ϳ͘ϬϬ ϭϬ͘ϬϬ ϭϬ͘ϬϬ ϭϬ͘ϬϬ ϭϬ͘ϬϬ dŽƚĂů WŽůŝĐĞ Ϯϯϲ͘Ϯϱ Ϯϰϰ͘ϳϬ Ϯϲϰ͘ϯϬ Ϯϲϰ͘Ϯϯ Ϯϲϴ͘ϰϯ
Ɛ с ^ǁŽƌŶ WƵďůŝĐ ^ĂĨĞƚǇ ϭϱϯ͘ϬϬ ϭϱϴ͘ϬϬ ϭϲϯ͘ϯϬ ϭϲϯ͘ϯϬ ϭϲϰ͘ϯϬ dŽƚĂů &Ƶůů dŝŵĞ &d ͕ WŽůŝĐĞ ϮϮϬ͘ϬϬ ϮϯϬ͘ϬϬ Ϯϰϱ͘ϬϬ Ϯϰϲ͘ϬϬ Ϯϰϵ͘ϬϬ dŽƚĂů WĂƌƚ dŝŵĞ &d ͕ WŽůŝĐĞ ϭϲ͘Ϯϱ ϭϰ͘ϳϬ ϭϵ͘ϯϬ ϭϴ͘Ϯϯ ϭϵ͘ϰϯ dŽƚĂů &d ͕ WŽůŝĐĞ Ϯϯϲ͘Ϯϱ Ϯϰϰ͘ϳϬ Ϯϲϰ͘ϯϬ Ϯϲϰ͘Ϯϯ Ϯϲϴ͘ϰϯ
City of Corona Fiscal Year 2023 Proposed Budget, Page 115 ^ ,  h>  K&  /dzt/   WK^/d/KE^
&d &d &d &d &d
ƵƚŚŽƌŝǌĞĚ ƵƚŚŽƌŝǌĞĚ ĚŽƉƚĞĚ ƵƚŚŽƌŝǌĞĚ WƌŽƉŽƐĞĚ
&z ϮϬϮϬ &z ϮϬϮϭ &z ϮϬϮϮ &z ϮϬϮϮ &z ϮϬϮϯ
DŽŶƚŚůǇ
^ĂůĂƌŝĞƐ Ψ
WŽůŝĐĞ  ĞƉĂƌƚŵĞŶƚ͕  ŽŶƚŝŶƵĞĚ
WŽůŝĐĞ EŽƚĞƐ͗
ϭ WŽůŝĐĞ  ŽƌƉŽƌĂů ƉŽƐŝƚŝŽŶ Ͳ WŽƐƚͲZĞůĞĂƐĞ  ĐĐŽƵŶƚĂďŝůŝƚǇ ĂŶĚ  ŽŵƉůŝĂŶĐĞ dĞĂŵ ;W  dͿ͘   ŐƌĞĞŵĞŶƚ ǁŝƚŚ ZŝǀĞƌƐŝĚĞ  ŽƵŶƚǇ WƌŽďĂƚŝŽŶ  ĞƉĂƌƚŵĞŶƚ͘
Ϯ ŽƌŽŶĂͲEŽƌĐŽ hŶŝĨŝĞĚ ^ĐŚŽŽů  ŝƐƚƌŝĐƚ ĂŐƌĞĞŵĞŶƚ ;^ĐŚŽŽů ZĞƐŽƵƌĐĞ KĨĨŝĐĞƌƐͿ Ͳ ĨŽƵƌ WŽůŝĐĞ KĨĨŝĐĞƌ /ͬ// ƉŽƐŝƚŝŽŶƐ ĂƐƐŝŐŶĞĚ ƚŽ ŚŝŐŚ ƐĐŚŽŽůƐ͘ ; ŝƚǇ ƉĂǇƐ ĨŽƌ ϭ͘ϱ͕  Eh^  ƉĂǇƐ ĨŽƌ ϭ͘ϱͿ ϯ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞ KĨĨŝĐĞƌ ϭ ƉŽƐŝƚŝŽŶ Ͳ  ŽƌŽŶĂͲEŽƌĐŽ hŶŝĨŝĞĚ ^ĐŚŽŽů ĚŝƐƚƌŝĐƚ ϯ ǇĞĂƌ ĂŐƌĞĞŵĞŶƚ ĨŽƌ WƌŽƉŽƐŝƚŝŽŶ ϰϳ 'ƌĂŶƚ WƌŽŐƌĂŵ͕ ĞŶĚŝŶŐ DĂǇ ϭϱ͕ ϮϬϮϯ͘  ĚĚŝƚŝŽŶĂů ĨƵŶĚŝŶŐ ĂƉƉƌŽǀĞĚ ĨŽƌ ƉŽƐŝƚŝŽŶ ƚŽ ĐŽŶƚŝŶƵĞ ƚŚƌŽƵŐŚ :ƵŶĞ ϯϬ͕ ϮϬϮϯ͘ ϰ KW^ ,ŝƌŝŶŐ 'ƌĂŶƚ  ǁĂƌĚ :ƵůǇ ϭ͕ ϮϬϮϬ ƚŚƌƵ :ƵůǇ ϭ͕ ϮϬϭϯ Ͳ dŚƌĞĞ ŶĞǁ WŽůŝĐĞ KĨĨŝĐĞƌ // ƉŽƐŝƚŝŽŶƐ͘ ϱ dŽďĂĐĐŽ 'ƌĂŶƚ WƌŽŐƌĂŵ  ǁĂƌĚ :ƵůǇ ϭ͕ ϮϬϮϮ ƚŚƌƵ :ƵůǇ ϭ͕ ϮϬϮϱ Ͳ KŶĞ ŶĞǁ ^ĐŚŽŽů ZĞƐŽƵƌĐĞ KĨĨŝĐĞƌ ƉŽƐŝƚŝŽŶ͘ WƵďůŝĐ tŽƌŬƐ  ĞƉĂƌƚŵĞŶƚ
ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϯ͕ϳϲϰ Ͳ ϰ͕ϱϳϲ ĚŵŝŶŝƐƚƌĂƚŝǀĞ WƌŽŐƌĂŵ  ŶĂůǇƐƚ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϲϲϳ Ͳ ϲ͕ϴϴϴ ƐƐĞƚ DĂŶĂŐĞŵĞŶƚ  ŽŽƌĚŝŶĂƚŽƌ ;EŽƚĞ ϯͿ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϰϱϭ Ͳ ϳ͕ϴϰϭ ƐƐŝƐƚĂŶƚ  ŶŐŝŶĞĞƌ Ͳ dƌĂĨĨŝĐ Ͳ ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϭϵϵ Ͳ ϳ͕ϱϯϱ ƐƐŝƐƚĂŶƚ WƵďůŝĐ tŽƌŬƐ  ŝƌĞĐƚŽƌ ͬ  ŝƚǇ  ŶŐŝŶĞĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ ƐƐŽĐŝĂƚĞ  ŶŐŝŶĞĞƌ   ϯ͘ϬϬ   ϯ͘ϬϬ   ϰ͘ϬϬ   ϲ͘ϬϬ   ϳ͘ϬϬ ϲ͕ϳϰϳ Ͳ ϴ͕ϮϬϭ ƐƐŽĐŝĂƚĞ  ŶŐŝŶĞĞƌ Ͳ dƌĂĨĨŝĐ   ϭ͘ϬϬ   Ͳ   Ͳ   Ͳ   Ͳ
/W DĂŶĂŐĞƌ   Ͳ   Ͳ   ϭ͘ϬϬ   Ͳ   Ͳ
/W DĂŶĂŐĞƌ ͬ  ƐƐŝƐƚĂŶƚ  ŝƚǇ  ŶŐŝŶĞĞƌ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϭϭ͕ϳϵϲ Ͳ ϭϰ͕ϯϯϴ /W WƌŽũĞĐƚ DĂŶĂŐĞƌ   Ͳ   Ͳ   ϭ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϴ͕ϵϮϭ Ͳ ϭϬ͕ϴϰϰ /W ^ƵƉĞƌǀŝƐŽƌ     Ͳ Ͳ     Ͳ    Ͳ    ϯ͘ϬϬ     ϯ͕ϳϲϱ Ͳ ϰ͕ϱϳϲ ŝƚǇ dƌĂĨĨŝĐ  ŶŐŝŶĞĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϴ͕ϴϯϯ Ͳ ϭϬ͕ϳϯϲ ŽŶƐƚƌƵĐƚŝŽŶ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ ;EŽƚĞ ϮͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϴ͕ϱϳϮ Ͳ ϭϬ͕ϰϮϬ ŝƐƚƌŝĐƚ  ŶŐŝŶĞĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ
ŶŐŝŶĞĞƌŝŶŐ  ƐƐŝƐƚĂŶƚ     Ͳ   Ͳ   Ͳ   Ϭ͘ϰϴ   Ϭ͘ϰϴ Ϯ͕ϵϯϯ Ͳ ϯ͕ϱϲϱ ŶŐŝŶĞĞƌŝŶŐ /ŶƚĞƌŶ   Ϭ͘ϰϳ   Ϭ͘ϰϳ   Ϭ͘ϰϳ   Ͳ   Ͳ
ŶŐŝŶĞĞƌŝŶŐ dĞĐŚŶŝĐŝĂŶ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϰ͕ϱϱϬ Ͳ ϱ͕ϱϯϭ ŶǀŝƌŽŶŵĞŶƚĂů  ŽŵƉůŝĂŶĐĞ  ŽŽƌĚŝŶĂƚŽƌ     Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϱϴϮ Ͳ ϲ͕ϳϴϱ ŶǀŝƌŽŶŵĞŶƚĂů  ŽŵƉůŝĂŶĐĞ ^ƵƉĞƌǀŝƐŽƌ ;EŽƚĞ ϭͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕Ϯϯϰ Ͳ ϳ͕ϲϴϲ ǆĞĐƵƚŝǀĞ  ƐƐŝƐƚĂŶƚ     Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϰ͕ϳϴϯ Ͳ ϱ͕ϴϭϯ ǆĞĐƵƚŝǀĞ  ƐƐŝƐƚĂŶƚ //   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ
&ůĞĞƚ DĂŶĂŐĞƌ Ͳ ϭ͘ϬϬ   ϭ͘ϬϬ ϴ͕ϭϭϱ Ͳ ϵ͕ϴϲϯ
&ůĞĞƚ ^ĞƌǀŝĐĞƐ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ ;EŽƚĞ ϭͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ &ůĞĞƚ ^ĞƌǀŝĐĞƐ ^ƵƉĞƌǀŝƐŽƌ ;EŽƚĞ ϭͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ &ůĞĞƚ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϱϭϲ Ͳ ϳ͕ϵϮϬ &ůĞĞƚ dĞĐŚŶŝĐŝĂŶ / ;EŽƚĞ ϭͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ &ůĞĞƚ dĞĐŚŶŝĐŝĂŶ // ;EŽƚĞ ϭͿ   ϯ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ ϯ͕ϲϯϱ Ͳ ϰ͕ϰϭϵ &ůĞĞƚ dĞĐŚŶŝĐŝĂŶ /// ;EŽƚĞ ϭͿ   ϯ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ   Ͳ   Ͳ /ŶƚĞƌŶ // ;EŽƚĞ ϰͿ   Ϯ͘ϯϲ   Ϯ͘ϯϲ   Ϯ͘ϯϲ   Ϯ͘ϯϲ   Ϯ͘ϯϲ Ϯ͕ϵϯϯ Ͳ ϯ͕ϱϲϱ >ĞĂĚ &ůĞĞƚ ^ĞƌǀŝĐĞƐ dĞĐŚŶŝĐŝĂŶ ;EŽƚĞ ϭͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ >ĞĂĚ &ůĞĞƚ dĞĐŚŶŝĐŝĂŶ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϰ͕ϴϳϵ Ͳ ϱ͕ϵϯϬ DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ // ;EŽƚĞ ϭ Θ ϮͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϭϲϴ Ͳ ϳ͕ϰϵϳ WƵďůŝĐ tŽƌŬƐ  ŝƌĞĐƚŽƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϭϯ͕ϳϲϴ Ͳ ϭϲ͕ϳϯϱ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŝŽŶ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ ;EŽƚĞ ϱͿ   Ͳ   Ͳ   Ͳ   Ͳ   Ϭ͘ϯϬ ϳ͕ϲϰϯ Ͳ ϵ͕ϮϵϬ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŽƌ //  ;EŽƚĞ ϱͿ     Ͳ Ͳ     Ͳ    Ͳ    Ϭ͘ϯϬ     ϰ͕ϵϮϴ Ͳ ϱ͕ϵϵϬ WƵďůŝĐ tŽƌŬƐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ // &ůĞǆ  ;EŽƚĞ ϱͿ   Ͳ   Ͳ   Ͳ   Ͳ   Ϭ͘ϭϰ ϰ͕Ϭϳϳ Ͳ ϰ͕ϵϱϲ WƵďůŝĐ tŽƌŬƐ WƌŽŐƌĂŵ ^ƉĞĐŝĂůŝƐƚ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ          Ͳ   Ͳ City of Corona Fiscal Year 2023 Proposed Budget, Page 116 ^ ,  h>  K&  /dzt/   WK^/d/KE^
&d &d &d &d &d
ƵƚŚŽƌŝǌĞĚ ƵƚŚŽƌŝǌĞĚ ĚŽƉƚĞĚ ƵƚŚŽƌŝǌĞĚ WƌŽƉŽƐĞĚ
&z ϮϬϮϬ &z ϮϬϮϭ &z ϮϬϮϮ &z ϮϬϮϮ &z ϮϬϮϯ
DŽŶƚŚůǇ
^ĂůĂƌŝĞƐ Ψ
WƵďůŝĐ tŽƌŬƐ  ĞƉĂƌƚŵĞŶƚ͕  ŽŶƚŝŶƵĞĚ
ZĞŐƵůĂƚŽƌǇ  ŽŵƉůŝĂŶĐĞ ^ƉĞĐŝĂůŝƐƚ / &ůĞǆ ;EŽƚĞ Ϯ Θ ϱͿ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   Ϭ͘ϳϱ ϰ͕ϭϯϵ Ͳ ϱ͕ϬϯϬ ZĞŐƵůĂƚŽƌǇ dĞĐŚŶŝĐŝĂŶ / ;EŽƚĞ ϮͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ ^ĞŶŝŽƌ  ŶŐŝŶĞĞƌ  ;EŽƚĞ ϱͿ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϭϮ ϳ͕ϴϳϱ Ͳ ϵ͕ϱϳϯ ^ĞŶŝŽƌ  ŶŐŝŶĞĞƌ Ͳ dƌĂĨĨŝĐ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϳ͕ϴϳϱ Ͳ ϵ͕ϱϳϯ ^ĞŶŝŽƌ &ůĞĞƚ dĞĐŚŶŝĐŝĂŶ   Ͳ   Ͳ   Ͳ   ϰ͘ϬϬ   ϰ͘ϬϬ ϰ͕ϯϮϵ Ͳ ϱ͕Ϯϲϭ ^ĞŶŝŽƌ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϯ͕Ϭϵϵ Ͳ ϯ͕ϳϲϳ ^ĞŶŝŽƌ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŽƌ ;EŽƚĞ ϱͿ   Ͳ   Ͳ   Ͳ   Ͳ   Ϭ͘ϮϬ ϱ͕ϱϴϮ Ͳ ϲ͕ϳϴϱ ^ĞŶŝŽƌ ^ƚƌĞĞƚ DĂŝŶƚĞŶĂŶĐĞ tŽƌŬĞƌ ;EŽƚĞ ϭͿ   ϱ͘ϬϬ   ϰ͘ϬϬ   ϰ͘ϬϬ   ϰ͘ϬϬ   ϰ͘ϬϬ ϰ͕ϯϬϳ Ͳ ϱ͕Ϯϯϱ ^ƚŽƌŵ tĂƚĞƌ ŝŶƐƉĞĐƚŽƌ ;EŽƚĞ ϭͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ ^ƚƌĞĞƚ >ŝŐŚƚ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ ;EŽƚĞ ϭͿ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϰ͕ϯϵϰ Ͳ ϱ͕ϯϰϭ ^ƚƌĞĞƚ DĂŝŶƚĞŶĂŶĐĞ  ƌĞǁ >ĞĂĚĞƌ ;EŽƚĞ ϭͿ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϰ͕ϴϳϵ Ͳ ϱ͕ϵϯϬ ^ƚƌĞĞƚ DĂŝŶƚĞŶĂŶĐĞ tŽƌŬĞƌ ;EŽƚĞ ϭͿ   ϯ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ   Ͳ   Ͳ ^ƚƌĞĞƚ DĂŝŶƚĞŶĂŶĐĞ tŽƌŬĞƌ / &ůĞǆ ;EŽƚĞ ϭͿ   Ͳ   Ͳ   Ͳ   ϯ͘ϬϬ   ϯ͘ϬϬ ϯ͕ϭϵϯ Ͳ ϯ͕ϴϴϭ ^ƚƌĞĞƚ DĂŝŶƚĞŶĂŶĐĞ tŽƌŬĞƌ // &ůĞǆ ;EŽƚĞ ϭͿ   Ͳ   Ͳ   Ͳ   ϯ͘ϬϬ   ϯ͘ϬϬ ϯ͕ϳϬϵ Ͳ ϰ͕ϱϬϴ ^ƚƌĞĞƚ DĂŝŶƚĞŶĂŶĐĞ tŽƌŬĞƌ ŝŶ dƌĂŝŶŝŶŐ ;EŽƚĞ ϭͿ Ͳ ϯ͘ϬϬ   ϯ͘ϬϬ   Ͳ   Ͳ dĞĐŚŶŝĐĂů /ŶƚĞƌŶ ;EŽƚĞ ϭͿ Ͳ Ͳ   Ϭ͘ϱϬ   Ϭ͘ϱϬ   Ϭ͘ϱϬ Ϯ͕ϵϯϯ Ͳ ϯ͕ϱϲϱ dƌĂĨĨŝĐ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ ;EŽƚĞ ϭͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϰ͕Ϭϵϴ Ͳ ϰ͕ϵϴϭ dƌĂĨĨŝĐ DĂŶĂŐĞŵĞŶƚ  ĞŶƚĞƌ dĞĐŚŶŝĐŝĂŶ /   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ dƌĂĨĨŝĐ DĂŶĂŐĞŵĞŶƚ dĞĐŚŶŝĐŝĂŶ /   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϰ͕ϵϳϳ Ͳ ϲ͕ϬϱϬ dƌĂĨĨŝĐ ^ŝŐŶĂů  ŽŽƌĚŝŶĂƚŽƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϭϵϵ Ͳ ϳ͕ϱϯϱ dƌĂĨĨŝĐ ^ŝŐŶĂů dĞĐŚŶŝĐŝĂŶ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϰ͕ϵϳϳ Ͳ ϲ͕ϬϱϬ hƚŝůŝƚŝĞƐ WƌŽũĞĐƚ DĂŶĂŐĞƌ ;EŽƚĞ ϮͿ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ hƚŝůŝƚǇ  ŶŐŝŶĞĞƌ /   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ͳ   Ͳ
hƚŝůŝƚǇ  ŶŐŝŶĞĞƌ ///   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ
dŽƚĂů WƵďůŝĐ tŽƌŬƐ ϱϭ͘ϴϯ ϱϯ͘ϴϯ ϱϵ͘ϯϯ ϱϴ͘ϯϰ ϲϮ͘ϭϱ
WƵďůŝĐ tŽƌŬƐ  ĞƉĂƌƚŵĞŶƚ͕  ŽŶƚŝŶƵĞĚ
dŽƚĂů &Ƶůů dŝŵĞ &d ͕ WƵďůŝĐ tŽƌŬƐ ϰϵ͘ϬϬ ϱϭ͘ϬϬ ϱϲ͘ϬϬ ϱϱ͘ϬϬ ϱϴ͘ϴϭ dŽƚĂů WĂƌƚ dŝŵĞ &d ͕ WƵďůŝĐ tŽƌŬƐ   Ϯ͘ϴϯ   Ϯ͘ϴϯ   ϯ͘ϯϯ   ϯ͘ϯϰ   ϯ͘ϯϰ dŽƚĂů &d ͕ WƵďůŝĐ tŽƌŬƐ ϱϭ͘ϴϯ ϱϯ͘ϴϯ ϱϵ͘ϯϯ ϱϴ͘ϯϰ ϲϮ͘ϭϱ
WƵďůŝĐ tŽƌŬƐ EŽƚĞƐ͗
ϭ WŽƐŝƚŝŽŶ ƚƌĂŶƐĨĞƌƌĞĚ ĨƌŽŵ DĂŝŶƚĞŶĂŶĐĞ ^ĞƌǀŝĐĞƐ ƚŽ WƵďůŝĐ tŽƌŬƐ͘ Ϯ WŽƐŝƚŝŽŶ ƚƌĂŶƐĨĞƌƌĞĚ ĨƌŽŵ hƚŝůŝƚŝĞƐ ƚŽ WƵďůŝĐ tŽƌŬƐ͘
ϯ WŽƐŝƚŝŽŶ ƚƌĂŶƐĨĞƌƌĞĚ ĨƌŽŵ &ŝŶĂŶĐĞ ƚŽ WƵďůŝĐ tŽƌŬƐ͘
ϰ WŽƐŝƚŝŽŶƐ ƚƌĂŶƐĨĞƌƌĞĚ ƚŽ WůĂŶŶŝŶŐ Θ  ĞǀĞůŽƉŵĞŶƚ ĨƌŽŵ WƵďůŝĐ tŽƌŬƐ͘ ϱ WŽƐŝƚŝŽŶ ŝƐ ƐƉůŝƚ ďĞƚǁĞĞŶ ŵƵůƚŝƉůĞ ĚĞƉĂƌƚŵĞŶƚƐ͘
hƚŝůŝƚŝĞƐ  ĞƉĂƌƚŵĞŶƚ ;ĨŽƌŵĞƌůǇ  ĞƉĂƌƚŵĞŶƚ ŽĨ tĂƚĞƌ ĂŶĚ WŽǁĞƌ ; tWͿ ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϯ͕ϳϲϰ Ͳ ϰ͕ϱϳϲ ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ůĞƌŬ ;EŽƚĞ ϭͿ   Ϯ͘ϬϬ   Ͳ   Ͳ   Ͳ   Ͳ
ĚŵŝŶŝƐƚƌĂƚŝǀĞ ^ĞĐƌĞƚĂƌǇ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ
ĚŵŝŶŝƐƚƌĂƚŝǀĞ ^ĞƌǀŝĐĞƐ DĂŶĂŐĞƌ /s   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϭϭ͕ϯϯϰ Ͳ ϭϯ͕ϳϳϳ ĚŵŝŶŝƐƚƌĂƚŝǀĞ ^ƵƉĞƌǀŝƐŽƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϭϱϰ Ͳ ϲ͕Ϯϲϱ ƐƐŝƐƚĂŶƚ  ŝƌĞĐƚŽƌ ŽĨ hƚŝůŝƚŝĞƐ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϭϮ͕Ϭϯϯ Ͳ ϭϰ͕ϲϮϳ ƐƐŝƐƚĂŶƚ 'ĞŶĞƌĂů DĂŶĂŐĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ
ƵƐŝŶĞƐƐ DĂŶĂŐĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϵ͕ϱϲϲ Ͳ ϭϭ͕ϲϮϴ ƵƐŝŶĞƐƐ ^ƵƉĞƌǀŝƐŽƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϳ͕ϬϮϮ Ͳ ϴ͕ϱϯϱ ŚŝĞĨ  ŝƐƚƌŝďƵƚŝŽŶ KƉĞƌĂƚŽƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϵ͕ϭϰϳ Ͳ ϭϭ͕ϭϭϴ City of Corona Fiscal Year 2023 Proposed Budget, Page 117 ^ ,  h>  K&  /dzt/   WK^/d/KE^
&d &d &d &d &d
ƵƚŚŽƌŝǌĞĚ ƵƚŚŽƌŝǌĞĚ ĚŽƉƚĞĚ ƵƚŚŽƌŝǌĞĚ WƌŽƉŽƐĞĚ
&z ϮϬϮϬ &z ϮϬϮϭ &z ϮϬϮϮ &z ϮϬϮϮ &z ϮϬϮϯ
DŽŶƚŚůǇ
^ĂůĂƌŝĞƐ Ψ
hƚŝůŝƚŝĞƐ  ĞƉĂƌƚŵĞŶƚ ;ĨŽƌŵĞƌůǇ  ĞƉĂƌƚŵĞŶƚ ŽĨ tĂƚĞƌ ĂŶĚ WŽǁĞƌ ; tWͿ͕  ŽŶƚŝŶƵĞĚ ŚŝĞĨ ZĞĐůĂŵĂƚŝŽŶƐ KƉĞƌĂƚŽƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϵ͕ϭϰϳ Ͳ ϭϭ͕ϭϭϴ ŚŝĞĨ tĂƚĞƌ KƉĞƌĂƚŽƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϵ͕ϭϰϳ Ͳ ϭϭ͕ϭϭϴ hƚŝůŝƚǇ DĂŝŶƚĞŶĂŶĐĞ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ   Ͳ   Ͳ   Ͳ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϴ͕ϱϳϮ Ͳ ϭϬ͕ϰϮϬ ŽŶƐƚƌƵĐƚŝŽŶ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ ƵƐƚŽŵĞƌ  ĂƌĞ  ƐƐŝƐƚĂŶƚ /   Ͳ   Ͳ   Ͳ   Ϭ͘ϰϴ   ϭ͘ϰϰ ϯ͕ϬϮϯ Ͳ ϯ͕ϯϲϳ ƵƐƚŽŵĞƌ  ĂƌĞ ZĞƉƌĞƐĞŶƚĂƚŝǀĞ /   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϰϴ   Ͳ   Ͳ ƵƐƚŽŵĞƌ  ĂƌĞ ZĞƉƌĞƐĞŶƚĂƚŝǀĞ //   ϰ͘ϬϬ   ϰ͘ϬϬ   ϰ͘ϬϬ   Ͳ   Ͳ ƵƐƚŽŵĞƌ  ĂƌĞ ZĞƉƌĞƐĞŶƚĂƚŝǀĞ ///   ϯ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ   Ͳ   Ͳ ƵƐƚŽŵĞƌ  ĂƌĞ ^ƉĞĐŝĂůŝƐƚ / &ůĞǆ   Ͳ   Ͳ   Ͳ   ϲ͘ϬϬ   ϲ͘ϬϬ ϯ͕ϬϮϯ Ͳ ϯ͕ϲϳϰ ƵƐƚŽŵĞƌ  ĂƌĞ ^ƉĞĐŝĂůŝƐƚ // &ůĞǆ   Ͳ   Ͳ   Ͳ   ϯ͘ϬϬ   ϯ͘ϬϬ ϯ͕ϱϵϵ Ͳ ϰ͕ϯϳϱ ƵƐƚŽŵĞƌ  ĂƌĞ ^ƵƉĞƌǀŝƐŽƌ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϳ͕ϬϮϮ Ͳ ϴ͕ϱϯϱ ĞƉƵƚǇ  ŚŝĞĨ Ͳ tĂƚĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ
ĞƉƵƚǇ  ŚŝĞĨ Ͳ tĂƚĞƌ ZĞĐůĂŵĂƚŝŽŶ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ ĞƉƵƚǇ  ŚŝĞĨ KƉĞƌĂƚŽƌ Ͳ ZĞĐůĂŵĂƚŝŽŶ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϴ͕Ϭϳϰ Ͳ ϵ͕ϴϭϰ ĞƉƵƚǇ  ŚŝĞĨ KƉĞƌĂƚŽƌ Ͳ tĂƚĞƌ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϴ͕Ϭϳϰ Ͳ ϵ͕ϴϭϰ ŝƌĞĐƚŽƌ ŽĨ hƚŝůŝƚŝĞƐ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϭϰ͕ϵϴϲ Ͳ ϭϴ͕Ϯϭϲ tW  ƵƐƚŽŵĞƌ  ĂƌĞ ^ƵƉĞƌǀŝƐŽƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ ůĞĐƚƌŝĐ hƚŝůŝƚŝĞƐ  ŶĂůǇƐƚ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϭϲϴ Ͳ ϳ͕ϰϵϳ ůĞĐƚƌŝĐ hƚŝůŝƚŝĞƐ  ŶĂůǇƐƚ // Ͳ ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ
'ĞŶĞƌĂů DĂŶĂŐĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ
/ŶƐƚƌƵŵĞŶƚĂƚŝŽŶ Θ  ŽŶƚƌŽů  ŶŐŝŶĞĞƌ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ͳ   Ͳ /ŶƚĞƌŶ / Ͳ Ϭ͘ϳϱ   ϭ͘Ϯϯ   ϭ͘ϳϯ   ϭ͘ϳϯ Ϯ͕ϳϵϭ Ͳ ϯ͕ϯϵϮ
/ŶƚĞƌŶ //   Ϭ͘ϳϱ   Ͳ   Ͳ   Ͳ   Ͳ
>ĞĂĚ  ƵƐƚŽŵĞƌ  ĂƌĞ ^ƉĞĐŝĂůŝƐƚ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϱϴϮ Ͳ ϲ͕ϳϴϱ >ĞĂĚ  ƵƐƚŽŵĞƌ ^ĞƌǀŝĐĞƐ ZĞƉƌĞƐĞŶƚĂƚŝǀĞ Ͳ ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ >ĞĂĚ hƚŝůŝƚǇ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ Ͳ Ͳ   Ͳ   ϭ͘ϬϬ   Ϯ͘ϬϬ ϲ͕ϳϭϰ Ͳ ϴ͕ϭϲϭ >ĞĂĚ hƚŝůŝƚǇ ^ĞƌŝǀĐĞ tŽƌŬĞƌ Ͳ Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ ϲ͕ϳϭϰ Ͳ ϴ͕ϭϲϭ >ĞĂĚ tĂƚĞƌ KƉĞƌĂƚŽƌ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϲ͕ϵϭϴ Ͳ ϴ͕ϰϬϴ >ĞĂĚ tĂƚĞƌ ZĞĐůĂŵĂƚŝŽŶ KƉĞƌĂƚŽƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϵϭϴ Ͳ ϴ͕ϰϬϴ DĂŝŶƚĞŶĂŶĐĞ DĂŶĂŐĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϵ͕ϱϲϲ Ͳ ϭϭ͕ϲϮϴ DĂŝŶƚĞŶĂŶĐĞ WůĂŶŶĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕Ϭϳϲ Ͳ ϳ͕ϯϴϲ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ /   ϲ͘ϬϬ   ϰ͘ϬϬ   ϰ͘ϬϬ   Ͳ   Ͳ
DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ //   Ϯ͘ϬϬ   ϰ͘ϬϬ   ϰ͘ϬϬ   Ͳ   Ͳ
DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ ///   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ͳ   Ͳ DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ /   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕Ϯϱϴ Ͳ ϲ͕ϯϵϭ DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ //   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϲ͕ϭϲϴ Ͳ ϳ͕ϰϵϳ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ Ͳ Ϯ͘ϬϬ   Ϯ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ Ϯ͕ϴϰϳ Ͳ ϯ͕ϰϲϬ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ // Ͳ Ͳ   ϭ͘ϬϬ   Ͳ   Ͳ
KƉĞƌĂƚŝŽŶƐ  ŶĂůǇƐƚ //   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ
KƉĞƌĂƚŝŽŶƐ DĂŶĂŐĞƌ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϵ͕ϱϲϲ Ͳ ϭϭ͕ϲϮϴ ZĞĐǇĐůŝŶŐ ĂŶĚ WƌŽŐƌĂŵ  ŶĂůǇƐƚ Ͳ ϭ͘ϬϬ   ϭ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϱ͕Ϯϱϴ Ͳ ϲ͕ϯϵϭ ZĞŐƵůĂƚŽƌǇ dĞĐŚŶŝĐŝĂŶ ///   ϯ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ   Ͳ   Ͳ ^      ŶŐŝŶĞĞƌ   Ͳ   Ͳ   Ͳ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϲ͕ϰϭϵ Ͳ ϳ͕ϴϬϮ
^ĞŶŝŽƌ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϰ͕ϭϱϵ Ͳ ϱ͕Ϭϱϲ ^ĞŶŝŽƌ  ƵƐƚŽŵĞƌ  ĂƌĞ ^ƉĞĐŝĂůŝƐƚ   Ͳ   Ͳ   Ͳ   ϰ͘ϬϬ   ϰ͘ϬϬ ϰ͕Ϯϴϲ Ͳ ϱ͕ϮϬϵ ^ĞŶŝŽƌ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ   ϭ͘ϬϬ        ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ ^ĞŶŝŽƌ ZĞŐƵůĂƚŽƌǇ  ŽŵƉůŝĂŶĐĞ ^ƉĞĐŝĂůŝƐƚ   Ͳ   Ͳ   Ͳ   ϯ͘ϬϬ   ϯ͘ϬϬ ϲ͕ϭϲϴ Ͳ ϳ͕ϰϵϳ ^ĞŶŝŽƌ ^ƵƐƚĂŝŶĂďŝůŝƚǇ ^ƉĞĐŝĂůŝƐƚ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϲϭϬ Ͳ ϲ͕ϴϭϵ ^ĞŶŝŽƌ hƚŝůŝƚǇ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ   Ͳ   Ͳ   Ͳ   Ϯ͘ϬϬ   Ϯ͘ϬϬ ϲ͕Ϭϳϲ Ͳ ϳ͕ϯϴϲ ^ĞŶŝŽƌ hƚŝůŝƚǇ ^ĞƌǀŝĐĞ tŽƌŬĞƌ   Ͳ   Ͳ   Ͳ   ϲ͘ϬϬ   ϲ͘ϬϬ ϰ͕ϳϴϯ Ͳ ϱ͕ϴϭϯ ^ƵƐƚĂŝŶĂďŝůŝƚǇ ^ƉĞĐŝĂůŝƐƚ / &ůĞǆ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕Ϭϳϴ Ͳ ϲ͕ϭϳϮ City of Corona Fiscal Year 2023 Proposed Budget, Page 118 ^ ,  h>  K&  /dzt/   WK^/d/KE^
&d &d &d &d &d
ƵƚŚŽƌŝǌĞĚ ƵƚŚŽƌŝǌĞĚ ĚŽƉƚĞĚ ƵƚŚŽƌŝǌĞĚ WƌŽƉŽƐĞĚ
&z ϮϬϮϬ &z ϮϬϮϭ &z ϮϬϮϮ &z ϮϬϮϮ &z ϮϬϮϯ
DŽŶƚŚůǇ
^ĂůĂƌŝĞƐ Ψ
hƚŝůŝƚŝĞƐ  ĞƉĂƌƚŵĞŶƚ ;ĨŽƌŵĞƌůǇ  ĞƉĂƌƚŵĞŶƚ ŽĨ tĂƚĞƌ ĂŶĚ WŽǁĞƌ ; tWͿ͕  ŽŶƚŝŶƵĞĚ dĞĐŚŶŝĐĂů /ŶƚĞƌŶ   Ͳ   Ͳ   Ϭ͘ϱϬ   Ͳ   Ͳ
hƚŝůŝƚǇ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ / &ůĞǆ   Ͳ   Ͳ   Ͳ   ϯ͘ϬϬ   ϯ͘ϬϬ ϰ͕ϳϴϯ Ͳ ϱ͕ϴϭϯ hƚŝůŝƚǇ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ //   Ͳ   Ͳ   Ͳ   ϱ͘ϬϬ   ϱ͘ϬϬ ϱ͕ϰϭϴ Ͳ ϲ͕ϱϴϱ hƚŝůŝƚǇ KƉĞƌĂƚŝŽŶƐ  ŶĂůǇƐƚ   Ͳ   Ͳ   Ͳ   ϭ͘ϬϬ   ϭ͘ϬϬ ϳ͕ϭϲϯ Ͳ ϴ͕ϳϬϳ hƚŝůŝƚǇ ^ĞƌǀŝĐĞ tŽƌŬĞƌ /   ϰ͘ϬϬ   ϰ͘ϬϬ   ϰ͘ϬϬ   ϰ͘ϬϬ   ϰ͘ϬϬ ϯ͕ϱϮϴ Ͳ ϰ͕Ϯϴϴ hƚŝůŝƚǇ ^ĞƌǀŝĐĞ tŽƌŬĞƌ // &ůĞǆ   ϱ͘ϬϬ   ϱ͘ϬϬ   ϱ͘ϬϬ   ϱ͘ϬϬ   ϱ͘ϬϬ ϯ͕ϴϳϵ Ͳ ϰ͕ϳϭϱ hƚŝůŝƚǇ ^ĞƌǀŝĐĞ tŽƌŬĞƌ ///   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ   Ͳ   Ͳ tĂƚĞƌ KƉĞƌĂƚŽƌ / &ůĞǆ   ϰ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ   ϯ͘ϬϬ ϰ͕ϯϳϮ Ͳ ϱ͕ϯϭϰ tĂƚĞƌ KƉĞƌĂƚŽƌ // &ůĞǆ   ϲ͘ϬϬ   ϳ͘ϬϬ   ϳ͘ϬϬ   ϳ͘ϬϬ   ϳ͘ϬϬ ϱ͕ϯϯϳ Ͳ ϲ͕ϰϴϴ tĂƚĞƌ KƉĞƌĂƚŽƌ ///   ϳ͘ϬϬ   ϳ͘ϬϬ   ϳ͘ϬϬ   ϳ͘ϬϬ   ϳ͘ϬϬ ϲ͕ϱϭϲ Ͳ ϳ͕ϵϮϬ tĂƚĞƌ ZĞĐůĂŵĂƚŝŽŶƐ KƉĞƌĂƚŽƌ / &ůĞǆ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϰ͕ϯϳϮ Ͳ ϱ͕ϯϭϰ tĂƚĞƌ ZĞĐůĂŵĂƚŝŽŶƐ KƉĞƌĂƚŽƌ // &ůĞǆ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ ϱ͕ϯϯϳ Ͳ ϲ͕ϰϴϴ tĂƚĞƌ ZĞĐůĂŵĂƚŝŽŶƐ KƉĞƌĂƚŽƌ ///   ϵ͘ϬϬ   ϵ͘ϬϬ   ϵ͘ϬϬ   ϵ͘ϬϬ   ϵ͘ϬϬ ϲ͕ϱϭϲ Ͳ ϳ͕ϵϮϬ tĂƚĞƌ ZĞƐŽƵƌĐĞƐ &ŝĞůĚ ZĞƉƌĞƐĞŶƚĂƚŝǀĞ   Ͳ   Ͳ   Ͳ   ϯ͘ϬϬ   ϯ͘ϬϬ ϯ͕ϵϳϳ Ͳ ϰ͕ϴϯϰ tĂƚĞƌ ZĞƐŽƵƌĐĞƐ ^ƉĞĐŝĂůŝƐƚ /   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ tĂƚĞƌ ZĞƐŽƵƌĐĞƐ ^ƉĞĐŝĂůŝƐƚ ///   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ tĂƚĞƌ ZĞƐŽƵƌĐĞƐ dĞĐŚŶŝĐŝĂŶ /   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ϯ͘ϬϬ   Ͳ   Ͳ tĂƚĞƌ ZĞƐŽƵƌĐĞƐ dĞĐŚŶŝĐŝĂŶ //   ϭ͘ϬϬ   ϭ͘ϬϬ   ϭ͘ϬϬ   Ͳ   Ͳ dŽƚĂů hƚŝůŝƚŝĞƐ  ĞƉĂƌƚŵĞŶƚ ϭϬϰ͘ϳϱ ϭϬϳ͘ϳϱ ϭϭϬ͘Ϯϭ ϭϭϮ͘Ϯϭ ϭϭϱ͘ϭϳ dŽƚĂů &Ƶůů dŝŵĞ &d ͕ hƚŝůŝƚŝĞƐ ϭϬϰ͘ϬϬ ϭϬϳ͘ϬϬ ϭϬϴ͘ϬϬ ϭϭϬ͘ϬϬ ϭϭϮ͘ϬϬ dŽƚĂů WĂƌƚ dŝŵĞ &d ͕ hƚŝůŝƚŝĞƐ   Ϭ͘ϳϱ   Ϭ͘ϳϱ   Ϯ͘Ϯϭ   Ϯ͘Ϯϭ   ϯ͘ϭϳ dŽƚĂů &d ͕ hƚŝůŝƚŝĞƐ ϭϬϰ͘ϳϱ ϭϬϳ͘ϳϱ ϭϭϬ͘Ϯϭ ϭϭϮ͘Ϯϭ ϭϭϱ͘ϭϳ hƚŝůŝƚŝĞƐ EŽƚĞƐ͗
ϭ WŽƐŝƚŝŽŶ ƚƌĂŶƐĨĞƌƌĞĚ ĨƌŽŵ hƚŝůŝƚŝĞƐ ƚŽ WƵďůŝĐ tŽƌŬƐ
'Z E  dKd > ϳϮϵ͘ϴϳ ϳϱϰ͘ϰϴ ϴϯϮ͘Ϭϭ ϴϯϲ͘ϴϭ ϴϳϳ͘ϴϴ
dŽƚĂů  ůĞĐƚĞĚ KĨĨŝĐŝĂůƐ ϲ͘ϬϬ ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ   ϲ͘ϬϬ
dŽƚĂů &Ƶůů dŝŵĞ  ŵƉůŽǇĞĞƐ ϲϯϰ͘ϬϬ ϲϲϭ͘ϬϬ   ϳϮϬ͘ϬϬ   ϳϯϯ͘ϬϬ   ϳϳϬ͘ϬϬ dŽƚĂů WĂƌƚ dŝŵĞ  ŵƉůŽǇĞĞƐ ϴϵ͘ϴϳ ϴϳ͘ϰϴ   ϭϬϲ͘Ϭϭ   ϵϳ͘ϴϭ   ϭϬϭ͘ϴϴ dŽƚĂů  ŵƉůŽǇĞĞƐ ϳϮϵ͘ϴϳ ϳϱϰ͘ϰϴ ϴϯϮ͘Ϭϭ ϴϯϲ͘ϴϭ ϴϳϳ͘ϴϴ
Ɛ с ^ǁŽƌŶ WƵďůŝĐ ^ĂĨĞƚǇ Ϯϲϭ͘ϬϬ Ϯϲϵ͘ϰϴ Ϯϳϳ͘ϳϴ Ϯϳϴ͘Ϯϲ Ϯϴϰ͘ϳϰ City of Corona Fiscal Year 2023 Proposed Budget, Page 119 City of Corona Fiscal Year 2023 Proposed Budget, Page 120

CAPITAL IMPROVEMENT PLAN OVERVIEW
Five-Year Capital Improvement Plan (CIP)
The comprehensive Five-Year Capital Improvement Plan (CIP) provides for the maintenance and improvement of the City’s infrastructure. Infrastructure includes such items as: streets, alleyways, sidewalks, sewers, storm drains, water system, street lighting, and traffic signals. The plan identifies capital projects, the necessary public financing required, grant and other funding opportunities, as well as the on-going impact to the operating budgets. Capital projects differ from annual operating expenses in that they involve large dollar amounts (an initial cost in excess of $50,000), may require special financing, occur at irregular intervals, may transpire more than one year, and involve assets with an expected life span of at least five years. The identification of capital projects to be funded is based on multiple factors including feasibility, community enrichment, asset age, historical preservation, safety, and preventative maintenance.

Projects are classified into the following categories:

Funding by Program
The Capital Improvement Plan (CIP) is a comprehensive list of numerous projects across the organization.

Specifically, the Fiscal Year 2023 budget recommends a total investment of $61.3 million, a $1.9 million decrease (3.1%), over Fiscal Year 2022. All programs with the exception of Facilities, Systems, and Community Assets and Parks and Open Space increased over last year’s investment. The largest dollar increase ($4.1 million) is in the Sewer program with projects such as the Water Reclamation Facility #1 Boiler Project Design, USACE In-Kind Service Agreements, Sierra Del Oro Lift Station and Pipelines, and the Sewer Master Plan Update Program EIR. The second largest dollar increase ($2.0 million) is in the Streets and Storm Drains program, which includes projects such as the Annual Street Rehabilitation Project, Citywide ADA Curb Ramp Improvements, and the East Grant Boulevard Storm Drain Project.

Facilities, Systems and
Community Assets
•General Safety, Maintenance and
Other Improvements
•City Facility Improvements and
Upgrades
•City Systems and Controls
•Community Assets and
Programmatic Projects
Streets and Storm Drains
•Storm Drains, Culverts, Creeks and
Flood Control
•Bridges, Railroads and Freeways
•Paving and Striping
•Planning and Studies
•Sidewalk, Curb and Gutters
•Traffic Signals
Parks and Open Space
•General Safety, Maintenance and
Other Improvements
•Park Paving, Courts and Pathways
•Playgrounds, Fencing and Lighting
Electric
•General Safety, Maintenance and
Other Improvements
•Electric Distribution and Upgrades
Water and Reclaimed Water
•General Safety, Maintenance and
Other Improvements
•Quality, Supply and Storage
•Transmission and Distribution
•Pump Stations
•Supervisory Control and Data
Acquisition (SCADA)
•Planning and Studies
Sewer
•General Safety, Maintenance and
Other Improvements
•Supervisory Control and Data
Acquisition (SCADA)
•Sewer Main Rehabilitation
•Pump Stations and Lift Stations
•Treatment
City of Corona Fiscal Year 2023 Proposed Budget, Page 121

CAPITAL IMPROVEMENT PLAN OVERVIEW
New CIP funding for Fiscal Year 2023 totals $61,255,294 in the programs shown in the following table.

Funding by Funding Source
The City utilizes multiple funding sources for its CIP program, including those that are legislatively set aside and committed to specific capital improvement projects, as well as other sources such as the General Fund and utility rates. The following is a summary of new funding (in millions) for Proposed Fiscal Year 2023.

FUND TYPE / FUND NAME

ESTIMATED

CARRYOVER
FUNDING FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
TOTAL

FUNDING

GENERAL FUND
110 - GENERAL FUND 13,008,282 1,549,833 3,185,739 2,920,207 2,256,320 2,000,000 24,920,381 120 - MEASURE X FUND 8,027,280 3,364,025 - - - - 11,391,305 232 - CIVIC CENTER FUND 254,742 - - 267,120 - - 521,862 GENERAL FUND TOTAL 21,290,303 4,913,858 3,185,739 3,187,327 2,256,320 2,000,000 36,833,547

SPECIAL REVENUE FUND
206 - LIBRARY FACILITIES FEE FUND 42,016 - - - - - 42,016 207 - FIRE WILD LAND MITIGATION FUND 27,366 29,987 - - - - 57,353 208 - TC POLICE FACILITIES FUND 14,950 - - - 60,000 - 74,950 209 - TC FIRE FACILITIES FUND 30,653 - - - - - 30,653
211 - STREET AND TRAFFIC SIGNALS FUND 11,129,735 1,353,000 306,060 159,182 162,365 - 13,110,342 212 - DRAINAGE FEE FUND 2,265,871 785,249 105,060 212,222 109,305 50,000 3,527,707 213 - POLICE FACILITIES FUND 115,825 - 105,060 107,162 109,305 50,000 487,352 214 - FIRE FACILITIES FUND 411,975 116,995 - - - - 528,970 215 - PUBLIC MEETING FACILITIES FUND 14,018 - - - - - 14,018 216 - AQUATICS CENTER FUND 106,963 100,000 100,000 100,000 - - 406,963 217 - PARKS AND OPEN SPACE FUND 3,844,365 - 416,160 424,484 432,973 - 5,117,982 218 - CORONA MALL BUSINESS IMPROVEMENT DISTRICT FUND 441,403 - - - - - 441,403 221 - RMRA FUND 2,799,870 3,862,647 4,000,000 4,000,000 4,000,000 4,000,000 22,662,517 222 - GAS TAX (2105-2106-PROP 42) FUND 2,542,666 3,133,000 1,996,060 1,714,182 1,677,365 1,525,000 12,588,273 224 - RIDESHARE -TRIP REDUCTION FUND 75,795 75,795
227 - MEASURE A FUND 17,593,353 7,173,000 6,525,000 6,635,000 7,045,000 6,850,000 51,821,353 231 - CAL COPS GRANTS FUND 46,107 - - - - - 46,107
248 - CFD 97-1 LANDSCAPE FUND 2,098 - - - - - 2,098
249 - CFD 2001-1 LANDSCAPE FUND 429,196 - - - - - 429,196 252 - LMD 2003-1 LIGHTING FUND 171,280 - - - - - 171,280 274 - SOUTH CORONA LANDSCAPING FUND 798,536 - - - - - 798,536 289 - DWELLING DEVELOPMENT TAX FUND 395,748 - - - - - 395,748 413 - AMERICAN RESCUE PLAN FUND 28,899,189 - - - - - 28,899,189 446 - LMD 84-1 LIGHTING FUND 7,376 20,000 21,000 22,050 23,153 24,310 117,889 460 - LMD 84-2 ZONE 10 FUND 718,721 - - - - - 718,721
461 - LMD 84-2 ZONE 14 FUND 124,040 - - - - - 124,040
SPECIAL REVENUE FUND TOTAL 73,049,114 16,573,878 13,574,400 13,374,282 13,619,466 12,499,310 142,690,450

SUCCESSOR AGENCY FUND
417 - RDA SUCCESSOR AGENCY FUND 544,070 1,115,000 1,128,300 1,141,866 705,703 719,817 5,354,757 SUCCESSOR AGENCY FUND TOTAL 544,070 1,115,000 1,128,300 1,141,866 705,703 719,817 5,354,757 FY 2023 - 2027 CAPITAL IMPROVEMENT PLAN
City of Corona Fiscal Year 2023 Proposed Budget, Page 122

CAPITAL IMPROVEMENT PLAN OVERVIEW
Ten-Year History
The chart below provides a snapshot of the City’s Capital Improvement Budget over a ten-year period.

FUND TYPE / FUND NAME

ESTIMATED

CARRYOVER
FUNDING FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
TOTAL

FUNDING

CAPITAL PROJECT FUND
243 - PUBLIC WORKS CAPITAL GRANTS FUND 90,440,055 925,713 - - - - 91,365,768 245 - COUNTY SERVICE AREA 152 (NPDES) FUND 273,140 132,000 132,000 132,000 132,000 132,000 933,140 431 - COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND 1,591,884 1,030,000 500,000 - - - 3,121,884 432 - HOME INVESTMENT PARTNERSHIP PROGRAM FUND 1,531,354 447,381 - - - - 1,978,735 479 - TUMF - WRCOG FUND 668,839 - - - - - 668,839
480 - REIMBURSEMENT GRANTS FUND 587,537 - - - - - 587,537 CAPITAL PROJECT FUND TOTAL 95,092,809 2,535,094 632,000 132,000 132,000 132,000 98,655,903

ENTERPRISE FUND
275 - AIRPORT FUND 648,748 250,000 - - - - 898,748
440 - SEWER CAPACITY FUND 1,139,435 360,000 2,738,400 50,000 - - 4,287,835 507 - WATER CAPACITY FUND 1,170,323 2,000,000 14,700,000 - - - 17,870,323 567 - RECLAIMED WATER SYSTEM FUND 1,800,607 274,203 3,238,596 1,837,575 61,320 62,547 7,274,848 570 - WATER UTILITY FUND 28,582,239 18,947,573 16,969,890 18,928,322 11,084,282 13,471,911 107,984,217 571 - WATER UTILITY GRANT/AGRMT FUND 3,037,259 2,158,705 3,284,825 182,584 - - 8,663,373 572 - SEWER UTILITY FUND 27,225,833 10,441,959 18,601,319 26,033,984 3,116,488 1,848,538 87,268,121 573 - SEWER GRANT/AGREEMENT FUND 187,797 - - - - - 187,797 577 - TRANSIT SERVICES FUND 3,421,767 - - - - - 3,421,767 578 - ELECTRIC UTILITY FUND 1,169,675 780,024 500,000 620,000 470,000 670,000 4,209,699 ENTERPRISE FUND TOTAL 68,383,683 35,212,464 60,033,030 47,652,465 14,732,090 16,052,996 242,066,728

INTERNAL SERVICE FUND
680 - WAREHOUSE SERVICES FUND 6,366 - - - - - 6,366
681 - INFORMATION TECHNOLOGY FUND 2,386,809 905,000 270,000 240,000 120,000 25,000 3,946,809 682 - FLEET OPERATIONS FUND 5,471,941 - 295,000 - - - 5,766,941 INTERNAL SERVICE FUND TOTAL 7,865,116 905,000 565,000 240,000 120,000 25,000 9,720,116 UNFUNDED 999 - UNFUNDED PROJECTS - - 26,901,091 7,431,781 - - 34,332,872 UNFUNDED TOTAL - - 26,901,091 7,431,781 - - 34,332,872 GRAND TOTAL 266,225,094 61,255,294 106,019,560 73,159,721 31,565,579 31,429,123 569,654,371 FY 2023 - 2027 CAPITAL IMPROVEMENT PLAN
City of Corona Fiscal Year 2023 Proposed Budget, Page 123

CAPITAL IMPROVEMENT PLAN OVERVIEW
Significant Capital Improvements
The following project summaries describe a few of the significant capital improvement projects approved for Fiscal Year 2023.

City of Corona Fiscal Year 2023 Proposed Budget, Page 124

CAPITAL IMPROVEMENT PLAN OVERVIEW
Significant Capital Improvements (continued)
City of Corona Fiscal Year 2023 Proposed Budget, Page 125

CAPITAL IMPROVEMENT PLAN OVERVIEW
Significant Capital Improvements (continued)
City of Corona Fiscal Year 2023 Proposed Budget, Page 126

CAPITAL IMPROVEMENT PLAN OVERVIEW
Significant Capital Improvements (continued)
City of Corona Fiscal Year 2023 Proposed Budget, Page 127

CAPITAL IMPROVEMENT PLAN OVERVIEW
Summary of Funding by Program Category
There are six major programs within the CIP, with various categories consisting of a variety of projects. Funding levels are summarized below.

ESTIMATED

CARRYOVER

FUNDING
NEW

FUNDING
TOTAL

AVAILABLE
812,479 230,000 1,042,479
233,566 525,000 758,566
$1,046,045 $755,000 $1,801,045
15,357,015 1,283,957 16,640,972
5,463,228 777,783 6,241,011
23,225,275 4,359,888 27,585,163
2,436,822 242,000 2,678,822
- 150,000 150,000
$46,482,340 $6,813,628 $53,295,968
9,145,432 1,775,000 10,920,432
1,462,806 1,050,000 2,512,806
803,576 150,000 953,576
$11,411,815 $2,975,000 $14,386,815
2,600,918 3,770,000 6,370,918
- 1,100,000 1,100,000
3,743,562 1,500,000 5,243,562
3,140,557 880,000 4,020,557
4,327,581 - 4,327,581
11,715,395 2,460,000 14,175,395
$25,528,012 $9,710,000 $35,238,012
99,773,769 1,431,713 101,205,482
20,965,280 9,670,647 30,635,927
2,459,935 550,000 3,009,935
- - -
- - - 5,201,519 1,655,249 6,856,768
3,068,365 800,000 3,868,365
13,240,632 2,970,000 16,210,632
$144,709,500 $17,077,609 $161,787,109
- - -
- 50,000 50,000
106,164 767 106,931
4,225,762 2,215,721 6,441,483
8,365,268 13,810,190 22,175,458
1,628,957 250,000 1,878,957
1,344,124 - 1,344,124
735,188 100,000 835,188
13,702,793 2,361,397 16,064,190
1,536,145 424,484 1,960,629
5,402,981 4,711,498 10,114,479
$37,047,382 $23,924,057 $60,971,439
GRAND TOTAL $266,225,094 $61,255,294 $327,480,388
Water - Trans missi on and Distribution Pipelines Water Total Water - Pipel ines Rehabi litation
Water - Planning and Studies
Water - Pump Stations
Water - Quality, Supply a nd Stora ge
Water - Supervisory Control and Data Acquisition (SCADA) FY 2023 AVAILABLE FUNDING

PROGRAM NAME / PROGRAM CATEGORY
Electric
Community Ass ets and Programmatic Projects
Genera l Safety, Ma intenance and Other Improvements
Water - Supervisory Control and Data Acquisition (SCADA) Facilities, Systems and Community Assets Total
Electric Dis tribution Upgrades
Genera l Safety, Ma intenance and Other Improvements
Electric Total
Facilities, Systems and Community Assets
City Facility Improvements and Upgrades
City Sys tems and Controls
Parks and Open Space
Genera l Safety, Ma intenance and Other Improvements
Parks Paving, Courts, and Pa thways
Playgrounds, Fencing, and Lighting
Parks and Open Space Total
Sewer
Genera l Safety, Ma intenance and Other Improvements
Planning and Studi es
Pump Sta tions and Lift Stations
Sewer Ma in Reha bilitation
Supervi sory Control and Data Acqui si tion (SCADA) Treatment Sewer Total Streets and Storm Drains
Bridges , Ra ilroads, a nd Freeways
Paving and Striping
Planning and Studi es
Reclaimed Water - Pipelines Rehabilitation
Reclaimed Water - Planning and Studies
Sidewa lk, Curb and Gutters
Reclaimed Water - General Safety, Mai ntenance and Other Improvements Reclaimed Water - Pump Stations
Reclaimed Water - Trans mi ss ion and Dis tribution Pipelines Water - General Sa fety, Maintena nce a nd Other Improvements Storm Dra ins , Culverts, Creeks , and Flood Control
Traffi c Signal s
Streets and Storm Drains Total
Water
Pipelines Rehabili ta tion
City of Corona Fiscal Year 2023 Proposed Budget, Page 128

CAPITAL IMPROVEMENT PLAN OVERVIEW
Schedule of Estimated Carryover and New Funding, by Fund FUND

PROJECT
NO.

PROGRAM

NAME PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2023
TOTAL
AVAILABLE 110 60310 FCLTS LIBRARY SKYLIGHTS REPLACEMENT 40,000 - 40,000 110 60320 FCLTS LIBRARY HVAC PNEUMATIC CONTROLS 82,152 - 82,152 110 60350 FCLTS JAIL CONTROL SYSTEM AND PHONES 135,800 - 135,800 110 61490 FCLTS CITY HALL FACILITY CAPITAL IMPROVEMENTS 11,387 - 11,387 110 61690 FCLTS CIVIC CENTER GYMNASIUM 20,000 - 20,000
110 62400 FCLTS CITY FIRE STATIONS CAPITAL IMPROVEMENTS 66,637 - 66,637 110 62950 FCLTS LIBRARY FACILITIES CAPITAL IMPROVEMENTS 311,888 - 311,888 110 63800 FCLTS COMMUNITY EVENTS - CO-SPONSORED 30,314 - 30,314 110 63901 FCLTS LIBRARY MATERIALS - ADOPT-A-BOOK FRIENDS 1,379 - 1,379 110 68340 FCLTS VEHICLE PROCUREMENT 109,249 - 109,249
110 68690 PARKS CITYWIDE ADA IMPROVEMENTS AT PARKS 1,398,654 1,000,000 2,398,654 110 68920 FCLTS CORPORATION YARD FACILITY CAPITAL IMPROVEMENTS 9,817 - 9,817 110 69060 FCLTS GENERAL PLAN/CLIMATE ACTION PLAN UPDATE 263,627 - 263,627 110 69120 FCLTS CITY UNIFIED CAMERA PROJECT 462,537 - 462,537 110 69500 STRTS CAJALCO / I-15 INTERCHANGE IMPROVEMENTS 5,629 - 5,629 110 70100 FCLTS EMERGENCY 911 PHONE SYSTEM 3,673 - 3,673 110 70110 FCLTS PUBLIC SAFETY ENTERPRISE COMMUNICATION (PSEC) RADIO INTEROPERABILITY 5,507 - 5,507 110 70130 FCLTS TECHNOLOGY ENHANCEMENTS 36,319 - 36,319 110 70150 FCLTS CITY UNIFIED CAMERA PROJECT, PHASE II 22,929 - 22,929 110 70270 STRTS TRAFFIC SIGNAL AT SERFAS CLUB DRIVE/RANCHO CORONA ROAD 318 - 318 110 71150 STRTS AUTO CENTER DRIVE/BURLINGTON NORTHERN SANTA FE RAILROAD GRADE SEPARATION 1,163,876 - 1,163,876 110 71650 FCLTS CITY HALL SECURITY IMPROVEMENTS 767,989 - 767,989 110 71660 FCLTS FIRE STATION ALERTING SYSTEMS 294,210 - 294,210 110 71670 FCLTS POLICE CAD/RMS SYSTEM 515,782 - 515,782 110 71700 FCLTS CORONA INNOVATION CENTER 72,964 - 72,964 110 71720 PARKS GRIFFIN PARK ENHANCEMENTS 4,484 - 4,484 110 71990 FCLTS HOUSEHOLD HAZARDOUS WASTE FACILITY 264,651 - 264,651 110 72050 WATER ALCOA DIKE POTABLE WATER NON-COMPENSABLE 14,809 150,000 164,809 110 72051 WATER ALCOA DIKE ADMINISTRATION 273,817 - 273,817 110 72070 FCLTS ANIMAL CONTROL FACILITY CAPITAL IMPROVEMENTS 45,000 - 45,000 110 72080 FCLTS COMMUNITY CENTER FACILITIES CAPITAL IMPROVEMENTS 85,521 - 85,521 110 72330 FCLTS TIMEKEEPING SYSTEM 326,743 - 326,743
110 72520 FCLTS NEW VHF RADIO SIMULCAST AND BACKHAUL SYSTEM 1,947,623 - 1,947,623 110 72530 FCLTS POLICE DEPARTMENT FACILITY IMPROVEMENTS 87,900 - 87,900 110 72540 FCLTS REPLACE MICROWAVE LINKS TO FIRE STATION 39,126 - 39,126 110 72600 PARKS AUBURNDALE AMENITIES IMPROVEMENTS - 399,833 399,833 110 73330 PARKS PROP 68 PER CAPITA PLAYGROUND REPLACEMENT 7,610 - 7,610 110 73790 FCLTS CITY HALL WHOLE BUILDING ENERGY EFFICIENCY PROJECT 16,453 - 16,453 110 73800 PARKS MOUNTAIN GATE PARK IMPROVEMENTS 24,985 - 24,985 110 73820 PARKS TRAILS MASTER PLAN 147,066 - 147,066
110 73840 PARKS PARKS FACILITIES AND AMENITIES INVENTORY 36,367 - 36,367 110 73851 PARKS LINCOLN PARK ADA IMPROVEMENTS 108,001 - 108,001 110 74121 PARKS CRESTA VERDE PARK ADA IMPROVEMENTS 101,196 - 101,196 110 74131 PARKS ONTARIO PARK ADA IMPROVEMENTS 53,411 - 53,411 110 74141 PARKS PROMENADE PARK ADA IMPROVEMENT 54,110 - 54,110 110 74151 PARKS RIDGELINE PARK ADA IMPROVEMENTS 36,074 - 36,074 110 74161 PARKS RIVER ROAD PARK ADA IMPROVEMENTS 40,000 - 40,000 110 74171 PARKS TEHACHAPI PARK ADA IMPROVEMENT 22,276 - 22,276 110 74181 PARKS VICTORIA PARK ADA IMPROVEMENTS 25,965 - 25,965 110 74191 FCLTS BORDER PARK ADA IMPROVEMENTS 76,067 - 76,067 110 74201 PARKS BRENTWOOD PARK ADA IMPROVEMENTS 67,332 - 67,332 110 74211 FCLTS KELLOGG ADA PARK IMPROVEMENTS 83,482 - 83,482 110 74221 FCLTS SHERIDAN PARK ADA IMPROVEMENTS 81,490 - 81,490 110 74231 PARKS AUBURNDALE PARK ADA IMPROVEMENTS 200,000 - 200,000 110 75025 FCLTS CITY OF CORONA: HOMELESS SHELTER REHABILITATION PHASE II 1,231,795 1,231,795 110 75090 FCLTS EMERGENCY OPERATIONS CENTER UPGRADE 608,263 - 608,263 110 76360 PARKS LINCOLN PARK NEW FITNESS EQUIPMENT 43,816 - 43,816 110 76430 PARKS BORDER AND FAIRVIEW PARK PLAYGROUND EQUIPMENT 246,352 - 246,352 110 76440 FCLTS RIVER ROAD PARK NEW ROOF FOR BUILDING 25,000 - 25,000 110 77090 FCLTS CORONA MALL BID ESTABLISHMENT 129,700 - 129,700 110 77180 FCLTS ACCESS CONTROL AND VIDEO SURVEILLANCE SYSTEM AT HARRISON SHELTER 29,232 29,232 110 77220 FCLTS UNANTICIPATED / EMERGENCY REPAIRS AT 725 S. MAIN 100,000 100,000 110 78150 FCLTS BUILDING EVALUATION & MAINTENANCE PLAN 48,830 - 48,830 110 79030 WATER EAGLE GLEN RADIO TOWER ACCESS 2,727 - 2,727 110 84480 STRTS SHERBORN STREET IMPROVEMENTS 438,374 - 438,374 GENERAL FUND TOTAL $13,008,282 $1,549,833 $14,558,115

GENERAL FUND
City of Corona Fiscal Year 2023 Proposed Budget, Page 129

CAPITAL IMPROVEMENT PLAN OVERVIEW
Schedule of Estimated Carryover and New Funding, by Fund FUND

PROJECT
NO.

PROGRAM

NAME PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2023
TOTAL
AVAILABLE 120 62400 FCLTS CITY FIRE STATIONS CAPITAL IMPROVEMENTS 54,000 54,000 120 68340 FCLTS VEHICLE PROCUREMENT 1,703,295 21,750 1,725,045 120 68920 FCLTS CORPORATION YARD FACILITY CAPITAL IMPROVEMENTS - 25,000 25,000 120 70100 FCLTS EMERGENCY 911 PHONE SYSTEM 1,190 1,190
120 70140 FCLTS HISTORIC CIVIC CENTER FACILITY CAPITAL IMPROVEMENTS 111,796 111,796 120 71630 FCLTS POLICE BODY WORN CAMERAS 21,210 21,210
120 71660 FCLTS FIRE STATION ALERTING SYSTEMS - 16,800 16,800 120 72080 FCLTS COMMUNITY CENTER FACILITIES CAPITAL IMPROVEMENTS - 65,000 65,000 120 72520 FCLTS NEW VHF RADIO SIMULCAST AND BACKHAUL SYSTEM - 57,783 57,783 120 72530 FCLTS POLICE DEPARTMENT FACILITY IMPROVEMENTS - 97,260 97,260 120 72600 PARKS AUBURNDALE AMENITIES IMPROVEMENTS - 650,167 650,167 120 76150 FCLTS COMPREHENSIVE FIRE STATION ASSESSMENT & REBUILD/REMODEL 400,000 400,000 120 76160 FCLTS FIRE EMERGING TECHNOLOGY/EQUIPMENT 31,325 31,325 120 76170 FCLTS SELF-CONTAINED BREATHING APPARATUS (SCBA) 626,732 700,000 1,326,732 120 76180 FCLTS FIRE RADIOS REPLACEMENT PROGRAM 422 422 120 76190 STRTS ALLEY IMPROVEMENTS 2,000,000 2,000,000
120 76370 PARKS DEMOLITION OF THE ARMORY BUILDING AT CITY PARK 1,068,568 1,068,568 120 76380 PARKS CITY PARK ASPHALT REMOVE AND REPLACE 230,000 230,000 120 76390 PARKS MASTER PLAN FOR CITY PARK, SENIOR AND AQUATIC CENTER DESIGNS 150,000 150,000 120 76400 PARKS PARK AMENITIES REPLACEMENT PHASE I 1,147,498 1,147,498 120 76450 PARKS PARKS MASTER PLAN 181,244 181,244
120 78150 FCLTS BUILDING EVALUATION & MAINTENANCE PLAN 150,000 50,000 200,000 120 79080 FCLTS REPLACE FIRE MICROWAVE NETWORK 150,000 150,000 120 AUTO - 911 FCLTS FIRE HEADQUARTERS INFRASTRUCTURE UPGRADES - 110,000 110,000 120 AUTO - 936 FCLTS CITY HALL VETERANS MEMORIAL IMPROVEMENTS - 450,225 450,225 120 AUTO - 941 FCLTS HISTORIC CIVIC CENTER FOUNTAIN AND SIGN - 230,000 230,000 120 AUTO - 967 FCLTS HERITAGE ROOM EXPANSION - 300,040 300,040 120 AUTO - 968 PARKS MOUNTAIN GATE PARK PLAYGROUND PHASE II - 150,000 150,000 120 AUTO - 969 FCLTS ADA SELF EVALUATION AND TRANSITION PLAN UPDATE - 250,000 250,000 120 AUTO - 972 FCLTS PD MAIN STATION HVAC AUTOMATION UPGRADE - 85,000 85,000 120 AUTO - 973 FCLTS PD WROUGHT IRON FENCE AT SOUTH PERIMETER PARKING - 60,000 60,000 120 AUTO - 974 FCLTS UV BARRIER FOR SPECIALTY PD VEHICLES - 45,000 45,000 MEASURE X FUND TOTAL $8,027,280 $3,364,025 $11,391,305 206 63900 FCLTS LIBRARY MATERIALS 35,184 - 35,184
206 86900 FCLTS CITYWIDE FACILITIES INVENTORY 4,000 - 4,000 206 86910 FCLTS CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 LIBRARY FACILITIES FEE FUND TOTAL $42,016 - $42,016
207 62900 FCLTS FIRE EQUIPMENT ACQUISITION 27,366 29,987 57,353 FIRE WILD LAND MITIGATION FUND TOTAL $27,366 $29,987 $57,353 208 76020 FCLTS LICENSE PLATE READER PROJECT 8,118 - 8,118 208 86900 FCLTS CITYWIDE FACILITIES INVENTORY 4,000 - 4,000 208 86910 FCLTS CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 TC POLICE FACILITIES FUND TOTAL $14,950 - $14,950
209 62900 FCLTS FIRE EQUIPMENT ACQUISITION 23,821 - 23,821 209 86900 FCLTS CITYWIDE FACILITIES INVENTORY 4,000 - 4,000 209 86910 FCLTS CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 TC FIRE FACILITIES FUND TOTAL $30,653 - $30,653
211 62410 STRTS MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 1,256,321 153,000 1,409,321 211 69210 STRTS ANNUAL STREET PAVEMENT REHABILITATION 90,000 - 90,000 211 69370 STRTS MCKINLEY STREET GRADE SEPARATION 1,000,000 - 1,000,000 211 69500 STRTS CAJALCO / I-15 INTERCHANGE IMPROVEMENTS 135,260 - 135,260 211 69510 STRTS CITYWIDE MASTER PLAN STREET IMPROVEMENTS 1,587,748 - 1,587,748 211 70630 STRTS CITYWIDE TRAFFIC SIGNALS 2,620,664 - 2,620,664 211 71800 STRTS ADVANCED TRAFFIC MANAGEMENT SYSTEM (ATMS) PHASE III AND MASTER PLAN UPDATE 1,718,110 800,000 2,518,110 211 71840 STRTS TRAFFIC SIGNAL MAINTENANCE FACILITY 230,000 - 230,000 211 71990 FCLTS HOUSEHOLD HAZARDOUS WASTE FACILITY 200,000 200,000 211 72100 STRTS ONTARIO AVENUE WIDENING 643,965 - 643,965 211 76200 STRTS CITYWIDE ADA CURB RAMP IMPROVEMENTS 350,000 - 350,000 211 76210 STRTS TRAFFIC SIGNAL ADA ENHANCEMENTS 75,000 50,000 125,000

FIRE WILD LAND MITIGATION FUND

MEASURE X FUND

LIBRARY FACILITIES FEE FUND

TC POLICE FACILITIES FUND

TC FIRE FACILITIES FUND

STREET AND TRAFFIC SIGNALS FUND
City of Corona Fiscal Year 2023 Proposed Budget, Page 130

CAPITAL IMPROVEMENT PLAN OVERVIEW
Schedule of Estimated Carryover and New Funding, by Fund FUND

PROJECT
NO.

PROGRAM

NAME PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2023
TOTAL
AVAILABLE 211 76220 STRTS FOOTHILL PARKWAY INTERCONNECT SIGNAL SYSTEM OPTIMIZATION 173,498 - 173,498 211 76230 STRTS TRAFFIC MONITORING CCTV SYSTEM REPAIRS AND UPGRADES 7,897 100,000 107,897 211 76240 STRTS IN-PAVEMENT ILLUMINATION CROSSWALKS 150,000 150,000 300,000 211 77010 STRTS TRAFFIC SIGNAL AT MASTERS DRIVE AND CALIFORNIA AVE 771,364 100,000 871,364 211 80020 STRTS SOUTH CORONA MASTER PLANNED STREETS 100,000 - 100,000 211 86900 FCLTS CITYWIDE FACILITIES INVENTORY 9,900 - 9,900 211 86910 FCLTS CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 10,007 - 10,007 STREET AND TRAFFIC SIGNALS FUND TOTAL $11,129,735 $1,353,000 $12,482,735 212 62910 STRTS CORONA STORM DRAIN LINE 52 14,029 - 14,029 212 62920 STRTS EAST GRAND BOULEVARD STORM DRAIN 561,181 - 561,181 212 68330 STRTS OVERLOOK STREET IMPROVEMENTS - 30,000 30,000 212 69370 STRTS MCKINLEY STREET GRADE SEPARATION 1,000,000 - 1,000,000 212 73860 STRTS INFRA SR-91 CORRIDOR 363,000 - 363,000
212 73870 STRTS WEST RINCON STREET IMPROVEMENTS - 505,249 505,249 212 86050 STRTS CHASE DRIVE IMPROVEMENTS - PHASE III 90,906 - 90,906 212 86900 FCLTS CITYWIDE FACILITIES INVENTORY 47,297 - 47,297 212 86910 FCLTS CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 5,382 - 5,382 212 86920 STRTS REIMBURSEMENT AGREEMENT PAYMENTS - DRAINAGE 184,077 - 184,077 212 AUTO - 945 STRTS DRAINAGE MASTER PLAN UPDATE - 250,000 250,000 DRAINAGE FEE FUND TOTAL $2,265,871 $785,249 $3,051,120 213 69120 FCLTS CITY UNIFIED CAMERA PROJECT 1,289 - 1,289 213 70110 FCLTS PUBLIC SAFETY ENTERPRISE COMMUNICATION (PSEC) RADIO INTEROPERABILITY 4,456 - 4,456 213 86450 FCLTS POLICE EQUIPMENT ACQUISITION 103,249 - 103,249 213 86900 FCLTS CITYWIDE FACILITIES INVENTORY 4,000 - 4,000 213 86910 FCLTS CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 POLICE FACILITIES FUND TOTAL $115,825 - $115,825 214 62900 FCLTS FIRE EQUIPMENT ACQUISITION 86,393 98,795 185,188 214 71660 FCLTS FIRE STATION ALERTING SYSTEMS 318,794 18,200 336,994 214 86900 FCLTS CITYWIDE FACILITIES INVENTORY 3,956 - 3,956 214 86910 FCLTS CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 FIRE FACILITIES FUND TOTAL $411,975 $116,995 $528,970
215 71640 FCLTS VICENTIA ACTIVITY CENTER 5,359 - 5,359
215 73840 PARKS PARKS FACILITIES AND AMENITIES INVENTORY 1,826 - 1,826 215 86900 FCLTS CITYWIDE FACILITIES INVENTORY 4,000 - 4,000 215 86910 FCLTS CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 PUBLIC MEETING FACILITIES FUND TOTAL $14,018 - $14,018 216 69630 PARKS AQUATIC IMPROVEMENTS 100,236 - 100,236
216 86900 FCLTS CITYWIDE FACILITIES INVENTORY 5,645 - 5,645 216 86910 FCLTS CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 1,082 100,000 101,082 AQUATICS CENTER FUND TOTAL $106,963 $100,000 $206,963
217 71720 PARKS GRIFFIN PARK ENHANCEMENTS 4,591 - 4,591 217 72600 PARKS AUBURNDALE AMENITIES IMPROVEMENTS 630,640 - 630,640 217 73800 PARKS MOUNTAIN GATE PARK IMPROVEMENTS 15,469 - 15,469 217 73840 PARKS PARKS FACILITIES AND AMENITIES INVENTORY 2,357,128 - 2,357,128 217 76410 PARKS BUTTERFIELD PARK WEST PARKING LOT (DESIGN ONLY) 36,000 - 36,000 217 76420 PARKS MOUNTAIN GATE PARK SHADE STRUCTURE FOR BALLFIELD PLAZA 152,957 - 152,957 217 76450 PARKS PARKS MASTER PLAN 95,744 - 95,744
217 77130 PARKS SKYLINE TRAIL ACCESS BRIDGE 51,909 - 51,909 217 77200 PARKS SHADE INSTALLATION AT PARK PLAYGROUNDS 499,926 499,926 PARKS AND OPEN SPACE FUND TOTAL $3,844,365 - $3,844,365 218 79000 FCLTS CORONA MALL BREEZEWAY & PARKING LOT REHABILITATION 128,748 - 128,748 218 84220 FCLTS CORONA MALL BUSINESS IMPROVEMENT DISTRICT 312,655 - 312,655 CORONA MALL BUSINESS IMPROVEMENT DISTRICT FUND TOTAL $441,403 - $441,403 221 69210 STRTS ANNUAL STREET PAVEMENT REHABILITATION 2,299,870 3,862,647 6,162,517 221 69370 STRTS MCKINLEY STREET GRADE SEPARATION 500,000 - 500,000 RMRA FUND TOTAL $2,799,870 $3,862,647 $6,662,517

DRAINAGE FEE FUND

POLICE FACILITIES FUND

FIRE FACILITIES FUND

PUBLIC MEETING FACILITIES FUND

AQUATICS CENTER FUND

PARKS AND OPEN SPACE FUND

CORONA MALL BUSINESS IMPROVEMENT DISTRICT FUND

RMRA FUND
City of Corona Fiscal Year 2023 Proposed Budget, Page 131

CAPITAL IMPROVEMENT PLAN OVERVIEW
Schedule of Estimated Carryover and New Funding, by Fund FUND

PROJECT
NO.

PROGRAM

NAME PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2023
TOTAL
AVAILABLE 222 62410 STRTS MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 197,336 153,000 350,336 222 68330 STRTS OVERLOOK STREET IMPROVEMENTS 1,131 - 1,131 222 68860 STRTS CITYWIDE BENCHMARK UPDATE 190,000 - 190,000 222 69210 STRTS ANNUAL STREET PAVEMENT REHABILITATION 9,920 - 9,920 222 69220 STRTS PAVEMENT MAINTENANCE AND RESURFACING 53,538 150,000 203,538 222 69370 STRTS MCKINLEY STREET GRADE SEPARATION 431,566 - 431,566 222 69500 STRTS CAJALCO / I-15 INTERCHANGE IMPROVEMENTS 252,214 - 252,214 222 70730 STRTS SIDEWALK, CURB AND GUTTER REPAIR/REPLACEMENT/MAINTENANCE 14,931 400,000 414,931 222 70940 STRTS MISCELLANEOUS REPAIR AND REPLACEMENT OF TRAFFIC SIGNALS 293,931 180,000 473,931 222 71820 STRTS TRAFFIC SIGNAL INSTALLATION AT AUTO CENTER DRIVE / METROLINK STATION 50,000 100,000 150,000 222 71830 STRTS TRAFFIC SIGNALS LIGHTING UPGRADE 88,086 50,000 138,086 222 72160 STRTS CITYWIDE TRAFFIC SIGNS 18,539 100,000 118,539 222 72620 STRTS BUTTERFIELD DRIVE ROAD RELOCATION 149,898 - 149,898 222 72630 STRTS MAGNOLIA MEDIAN REHABILITATION 46,637 - 46,637 222 72900 STRTS TRAFFIC SIGNAL INSTALLATION AT BEDFORD CANYON / GEORGETOWN - 150,000 150,000 222 72920 STRTS STRIPING REHABILITATION 63,308 200,000 263,308 222 73540 STRTS OVERLOOK ROAD MAINTENANCE 38,417 - 38,417 222 73870 STRTS WEST RINCON STREET IMPROVEMENTS 500,000 - 500,000 222 76200 STRTS CITYWIDE ADA CURB RAMP IMPROVEMENTS - 300,000 300,000 222 76610 STRTS QUIET ZONE FEASIBILITY STUDY 128,577 - 128,577 222 77160 STRTS LOCAL ROAD SAFETY PLAN 14,635 - 14,635
222 AUTO - 940 STRTS DYNAMIC MESSAGE SIGN RETROFIT - 500,000 500,000 222 AUTO - 942 STRTS TRAFFIC SIGNAL MODIFICATIONS - 600,000 600,000 222 AUTO - 956 STRTS TRAFFIC SIGNAL BATTERY BACKUP SYSTEM REPLACEMENTS - 200,000 200,000 222 AUTO - 957 STRTS GILBERT AVENUE PUBLIC IMPROVMENTS - 50,000 50,000 GAS TAX (2105-2106-PROP 42) FUND TOTAL $2,542,666 $3,133,000 $5,675,666 224 77190 STRTS SIDEWALK GAP CLOSURE AT CHASE DR. & SMITH AVE. 75,795 75,795 RIDESHARE -TRIP REDUCTION FUND TOTAL $75,795 $75,795 227 60300 STRTS REMOVE DEBRIS FROM BEDFORD WASH UNDER TEMESCAL CANYON 219,009 - 219,009 227 62410 STRTS MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 996,352 1,000,000 1,996,352 227 62910 STRTS CORONA STORM DRAIN LINE 52 132,966 - 132,966 227 62920 STRTS EAST GRAND BOULEVARD STORM DRAIN 498,006 - 498,006 227 68860 STRTS CITYWIDE BENCHMARK UPDATE 40,000 - 40,000 227 69210 STRTS ANNUAL STREET PAVEMENT REHABILITATION 2,096,144 4,828,000 6,924,144 227 69220 STRTS PAVEMENT MAINTENANCE AND RESURFACING 17,685 150,000 167,685 227 69370 STRTS MCKINLEY STREET GRADE SEPARATION 3,986,481 - 3,986,481 227 70690 STRTS PAVEMENT MANAGEMENT STUDY 101,358 300,000 401,358 227 70730 STRTS SIDEWALK, CURB AND GUTTER REPAIR/REPLACEMENT/MAINTENANCE 11,450 400,000 411,450 227 70940 STRTS MISCELLANEOUS REPAIR AND REPLACEMENT OF TRAFFIC SIGNALS 9,826 - 9,826 227 71150 STRTS AUTO CENTER DRIVE/BURLINGTON NORTHERN SANTA FE RAILROAD GRADE SEPARATION 264,483 - 264,483 227 71790 STRTS BRIDGE EVALUATION 374,522 - 374,522
227 71830 STRTS TRAFFIC SIGNALS LIGHTING UPGRADE 252,186 - 252,186 227 71840 STRTS TRAFFIC SIGNAL MAINTENANCE FACILITY 30,000 - 30,000 227 71990 FCLTS HOUSEHOLD HAZARDOUS WASTE FACILITY 45,500 45,500 227 72050 WATER ALCOA DIKE POTABLE WATER NON-COMPENSABLE 15,000 175,000 190,000 227 72100 STRTS ONTARIO AVENUE WIDENING 1,760,297 - 1,760,297 227 72160 STRTS CITYWIDE TRAFFIC SIGNS 10,062 - 10,062
227 72210 STRTS CITYWIDE SIDEWALK AND ADA IMPROVEMENTS - PHASE II 1,635,493 - 1,635,493 227 72220 STRTS CHANGEABLE TRAFFIC MESSAGE SIGN REPLACEMENT 32,395 20,000 52,395 227 72620 STRTS BUTTERFIELD DRIVE ROAD RELOCATION 1,846,870 - 1,846,870 227 72630 STRTS MAGNOLIA MEDIAN REHABILITATION 83,126 - 83,126 227 72680 STRTS RIVER ROAD MEDIAN LANDSCAPE IMPROVEMENTS 40,096 - 40,096 227 72920 STRTS STRIPING REHABILITATION 438,088 150,000 588,088 227 73540 STRTS OVERLOOK ROAD MAINTENANCE 9,508 - 9,508 227 73870 STRTS WEST RINCON STREET IMPROVEMENTS 850,000 - 850,000 227 76030 STRTS OAK AVENUE STREET WIDENING 1,098,161 - 1,098,161 227 76730 STRTS 6TH STREET BEAUTIFICATION AND REVITALIZATION - 150,000 150,000 227 77150 WATER COTTONWOOD COURT WATERLINE REPLACEMENT 412,109 412,109 227 78000 STRTS FY2019 CDBG SIDEWALK IMPROVEMENTS 9,848 - 9,848 227 78060 STRTS ROCK VISTA DRIVE SUBDRAIN 276,333 - 276,333 MEASURE A FUND TOTAL $17,593,353 $7,173,000 $24,766,353 GAS TAX (2105-2106-PROP 42) FUND

RIDESHARE -TRIP REDUCTION FUND

MEASURE A FUND
City of Corona Fiscal Year 2023 Proposed Budget, Page 132

CAPITAL IMPROVEMENT PLAN OVERVIEW
Schedule of Estimated Carryover and New Funding, by Fund FUND

PROJECT
NO.

PROGRAM

NAME PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2023
TOTAL
AVAILABLE 231 70110 FCLTS PUBLIC SAFETY ENTERPRISE COMMUNICATION (PSEC) RADIO INTEROPERABILITY 46,107 - 46,107 CAL COPS GRANTS FUND TOTAL $46,107 - $46,107 232 60330 FCLTS HISTORIC CIVIC CENTER BREEZEWAY REBUILD 239,550 - 239,550 232 70140 FCLTS HISTORIC CIVIC CENTER FACILITY CAPITAL IMPROVEMENTS 15,192 - 15,192 CIVIC CENTER FUND TOTAL $254,742 - $254,742 243 62411 STRTS MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 37,545 - 37,545 243 62910 STRTS CORONA STORM DRAIN LINE 52 1,265,936 - 1,265,936 243 62920 STRTS EAST GRAND BOULEVARD STORM DRAIN - 800,000 800,000 243 69370 STRTS MCKINLEY STREET GRADE SEPARATION 43,991,949 - 43,991,949 243 69372 STRTS MCKINLEY STREET GRADE SEPARATION 2,000,000 - 2,000,000 243 69373 STRTS MCKINLEY STREET GRADE SEPARATION (TCEP) 10,285,000 10,285,000 243 69374 STRTS MCKINLEY STREET GRADE SEPARATION (SB-190) 5,000,000 5,000,000 243 69375 STRTS MCKINLEY STREET GRADE SEPARATION (BNSF) 3,810,000 3,810,000 243 69376 STRTS MCKINLEY STREET GRADE SEPARATION (WMWD) 1,240,000 1,240,000 243 69377 STRTS MCKINLEY STREET GRADE SEPARATION (HRCSA) 2,876,960 2,876,960 243 69378 STRTS MCKINLEY STREET GRADE SEPARATION (MEAS A) 9,889,692 9,889,692 243 69500 STRTS CAJALCO / I-15 INTERCHANGE IMPROVEMENTS 562,059 - 562,059 243 69501 STRTS CAJALCO / I-15 INTERCHANGE IMPROVEMENTS 3,557,097 - 3,557,097 243 71150 STRTS AUTO CENTER DRIVE/BURLINGTON NORTHERN SANTA FE RAILROAD GRADE SEPARATION 3,239,578 - 3,239,578 243 71790 STRTS BRIDGE EVALUATION - 125,713 125,713
243 71820 STRTS TRAFFIC SIGNAL INSTALLATION AT AUTO CENTER DRIVE / METROLINK STATION 235,685 - 235,685 243 72100 STRTS ONTARIO AVENUE WIDENING 1,437,073 - 1,437,073 243 72900 STRTS TRAFFIC SIGNAL INSTALLATION AT BEDFORD CANYON / GEORGETOWN 444,415 - 444,415 243 77160 STRTS LOCAL ROAD SAFETY PLAN 135,000 - 135,000 243 77190 STRTS SIDEWALK GAP CLOSURE AT CHASE DR. & SMITH AVE. 432,066 - 432,066 PUBLIC WORKS CAPITAL GRANTS FUND TOTAL $90,440,055 $925,713 $91,365,768 245 68340 FCLTS VEHICLE PROCUREMENT 10,775 - 10,775
245 71990 FCLTS HOUSEHOLD HAZARDOUS WASTE FACILITY 32,237 - 32,237 245 78140 FCLTS STORM DRAIN CATCH BASIN FILTERS 230,128 132,000 362,128 COUNTY SERVICE AREA 152 (NPDES) FUND TOTAL $273,140 $132,000 $405,140 248 73310 PARKS CFD 10-YEAR PLAN 2,098 - 2,098 CFD 97-1 LANDSCAPE FUND TOTAL $2,098 - $2,098 249 70460 PARKS LANDSCAPE RETROFIT PROJECT 393,223 - 393,223 249 73310 PARKS CFD 10-YEAR PLAN 35,973 - 35,973 CFD 2001-1 LANDSCAPE FUND TOTAL $429,196 - $429,196 252 72710 STRTS DOS LAGOS TRAFFIC SIGNAL IMPROVEMENTS 171,280 - 171,280 LMD 2003-1 LIGHTING FUND TOTAL $171,280 - $171,280
274 80080 PARKS SOUTH CORONA MASTER PLANNED LANDSCAPE 796,166 - 796,166 274 86900 FCLTS CITYWIDE FACILITIES INVENTORY 2,370 - 2,370 SOUTH CORONA LANDSCAPING FUND TOTAL $798,536 - $798,536 275 69210 STRTS ANNUAL STREET PAVEMENT REHABILITATION 243,420 - 243,420 275 69890 FCLTS AIRPORT FACILITIES IMPROVEMENT 405,328 - 405,328 275 AUTO - 963 FCLTS AIRPORT HELIPAD IMPROVEMENTS - 50,000 50,000 275 AUTO - 964 FCLTS AIRPORT SECURITY MEASURES - 200,000 200,000 AIRPORT FUND TOTAL $648,748 $250,000 $898,748 289 75020 FCLTS CITY OF CORONA: HOMELESS SHELTER REHABILITATION 10,995 - 10,995 289 75025 FCLTS CITY OF CORONA: HOMELESS SHELTER REHABILITATION PHASE II 82,713 - 82,713 289 77180 FCLTS ACCESS CONTROL AND VIDEO SURVEILLANCE SYSTEM AT HARRISON SHELTER 302,040 302,040 DWELLING DEVELOPMENT TAX FUND TOTAL $395,748 - $395,748 413 71700 FCLTS CORONA INNOVATION CENTER 1,500,000 - 1,500,000 413 76720 FCLTS FIRE STATION REBUILD 9,999,409 - 9,999,409 413 76730 STRTS 6TH STREET BEAUTIFICATION AND REVITALIZATION 7,844,323 - 7,844,323 413 76740 STRTS TRAFFIC SIGNAL OPTIMIZATION 6,000,000 - 6,000,000 413 76750 FCLTS PPE/VACCINE PROGRAMS 1,018,825 - 1,018,825

DWELLING DEVELOPMENT TAX FUND

CAL COPS GRANTS FUND

CIVIC CENTER FUND

PUBLIC WORKS CAPITAL GRANTS FUND
COUNTY SERVICE AREA 152 (NPDES) FUND
CFD 97-1 LANDSCAPE FUND
CFD 2001-1 LANDSCAPE FUND
LMD 2003-1 LIGHTING FUND

SOUTH CORONA LANDSCAPING FUND

AIRPORT FUND

AMERICAN RESCUE PLAN FUND
City of Corona Fiscal Year 2023 Proposed Budget, Page 133

CAPITAL IMPROVEMENT PLAN OVERVIEW
Schedule of Estimated Carryover and New Funding, by Fund FUND

PROJECT
NO.

PROGRAM

NAME PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2023
TOTAL
AVAILABLE 413 76760 FCLTS BUSINESS GRANTS 1,000,000 - 1,000,000 413 76770 FCLTS COMMUNITY BASED ORGANIZATION PROGRAM (CBO) 500,000 - 500,000 413 76780 FCLTS ARMORED RESCUE VEHICLE 370,000 - 370,000 413 76800 FCLTS COMMUNICATIONS STUDIO 181,481 - 181,481 413 76810 FCLTS RENTAL ASSISTANCE TO HISTORIC CIVIC CENTER (HCC) NON-PROFIT TENTANTS 200,000 - 200,000 413 76820 FCLTS BUSINESS SUPPORT FOR IT PROJECTS 120,000 - 120,000 413 76830 FCLTS BROADCAST SYSTEM OVERHAUL 96,851 - 96,851 413 76840 FCLTS OPEN AIR STAGE - CIRCLE CITY CENTER 50,000 - 50,000 413 76850 FCLTS SENIOR CENTER COMPUTER EQUIPMENT 18,300 - 18,300 AMERICAN RESCUE PLAN FUND TOTAL $28,899,189 - $28,899,189 417 65810 FCLTS SKYPARK OPA 2,655 85,000 87,655
417 68630 FCLTS CORONA NORTH MAIN DEVELOPMENT OWNER PARTICIPATION AGREEMENT 91,414 580,000 671,414 417 68700 FCLTS CASA DE LA VILLA 450,000 450,000 900,000 RDA SUCCESSOR AGENCY FUND TOTAL $544,070 $1,115,000 $1,659,070 431 63462 FCLTS CITY OF CORONA: CODE ENFORCEMENT 35,208 100,000 135,208 431 67133 FCLTS RESIDENTIAL REHABILITATION PROGRAM 363,838 - 363,838 431 72792 FCLTS BIG BROTHERS BIG SISTERS: BIGS WITH BADGES MENTORING PROGRAM 17,657 25,000 42,657 431 72852 FCLTS PEPPERMINT RIDGE: NURSING SERVICES 24,558 25,000 49,558 431 72882 FCLTS CITY OF CORONA: PUBLIC FACILITIES AND INFRASTRUCTURE 702,290 - 702,290 431 75000 FCLTS CITY OF CORONA EMERGENCY-RELATED ACTIVITIES 176,000 - 176,000 431 75010 FCLTS CDBG-CV PROGRAM PLANNING, ADMINISTRATION, AND MONITORING 139,160 - 139,160 431 75020 FCLTS CITY OF CORONA: HOMELESS SHELTER REHABILITATION 1,233 - 1,233 431 76462 FCLTS ABC HOPES, INC.: (DIS)ABILITIES FITNESS + LIFE SKILL SUPPORT 17,125 25,000 42,125 431 76472 FCLTS ASSISTANCE LEAGUE OF RIVERSIDE: OPERATION SCHOOL BELL 25,000 - 25,000 431 76482 FCLTS STARTING OVER, INC.: PATH TO SEED 25,000 25,000 50,000 431 76492 FCLTS VOICES FOR CHILDREN: COURT-APPOINTED SPECIAL ADVOCATE PROGRAM 4,776 25,000 29,776 431 78000 STRTS FY2019 CDBG SIDEWALK IMPROVEMENTS 53,917 - 53,917 431 89052 FCLTS FAIR HOUSING COUNCIL OF RIVERSIDE COUNTY: FAIR HOUSING 6,122 30,000 36,122 431 AUTO - 976 PARKS COMMUNITY FACILITIES & INFRASTRUCTURE - SHERIDAN/VICTORIA PARKS - 775,000 775,000 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND TOTAL $1,591,884 $1,030,000 $2,621,884 432 67133 FCLTS RESIDENTIAL REHABILITATION PROGRAM 483,556 - 483,556 432 71698 FCLTS COMMUNITY HOUSING DEVELOPMENT ORGANIZATION (CHDO) 119,112 74,564 193,676 432 75030 FCLTS TENANT-BASED RENTAL ASSISTANCE 728,686 372,817 1,101,503 432 75040 FCLTS AFFORDABLE / PERMANENT SUPPORTIVE HOUSING DEVELOPMENT 200,000 - 200,000 HOME INVESTMENT PARTNERSHIP PROGRAM FUND TOTAL $1,531,354 $447,381 $1,978,735 440 68710 WRCLM SIERRA DEL ORO LIFT STATION AND PIPELINES - 360,000 360,000 440 76330 WATER WATER AND SEWER CAPACITY FEE STUDY 50,000 - 50,000 440 77080 WRCLM GALLOWAY SEWER EXTENSION 90,583 - 90,583 440 77170 WRCLM RUDELL ROAD SEWER EXTENSION PROJECT 998,852 - 998,852 SEWER CAPACITY FUND TOTAL $1,139,435 $360,000 $1,499,435 446 70940 STRTS MISCELLANEOUS REPAIR AND REPLACEMENT OF TRAFFIC SIGNALS 7,376 20,000 27,376 LMD 84-1 LIGHTING FUND TOTAL $7,376 $20,000 $27,376
460 70440 PARKS LMD 84-2, ZONE 10 LANDSCAPE RETROFIT/SLOPE STUDY 759 - 759 460 71620 PARKS LMD 84-2, ZONE 10 SLOPE IMPROVEMENT/STABILIZATION 681,760 - 681,760 460 77060 PARKS 1559/1563 DOMINGUEZ RANCH SLOPE 36,201 - 36,201 LMD 84-2 ZONE 10 FUND TOTAL $718,721 - $718,721
461 70460 PARKS LANDSCAPE RETROFIT PROJECT 124,040 - 124,040 LMD 84-2 ZONE 14 FUND TOTAL $124,040 - $124,040
479 69370 STRTS MCKINLEY STREET GRADE SEPARATION 481,102 - 481,102 479 71150 STRTS AUTO CENTER DRIVE/BURLINGTON NORTHERN SANTA FE RAILROAD GRADE SEPARATION 187,736 - 187,736 TUMF - WRCOG FUND TOTAL $668,839 - $668,839
480 65311 WATER WELL 17A EMERGENCY GENERATOR 225,569 - 225,569 480 70115 FCLTS FY20 HSGP PSEC BASE RADIO 100,000 100,000 480 71990 FCLTS HOUSEHOLD HAZARDOUS WASTE FACILITY 250,000 - 250,000 480 72050 WATER ALCOA DIKE POTABLE WATER NON-COMPENSABLE 1,808 - 1,808 480 72052 STRTS AUBURNDALE SOUTH DRAIN LINE - ALCOA 5,000 - 5,000

RDA SUCCESSOR AGENCY FUND

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND

HOME INVESTMENT PARTNERSHIP PROGRAM FUND

SEWER CAPACITY FUND
LMD 84-1 LIGHTING FUND
LMD 84-2 ZONE 10 FUND
LMD 84-2 ZONE 14 FUND

TUMF - WRCOG FUND

REIMBURSEMENT GRANTS FUND
City of Corona Fiscal Year 2023 Proposed Budget, Page 134

CAPITAL IMPROVEMENT PLAN OVERVIEW
Schedule of Estimated Carryover and New Funding, by Fund FUND

PROJECT
NO.

PROGRAM

NAME PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2023
TOTAL
AVAILABLE 480 72053 STRTS RINCON 20X40 SOUTH DRAIN LINE - ALCOA 5,000 - 5,000 480 73330 PARKS PROP 68 PER CAPITA PLAYGROUND REPLACEMENT 159 - 159 REIMBURSEMENT GRANTS FUND TOTAL $587,537 - $587,537 507 68520 WATER KEITH WATER STORAGE TANK (1220 ZONE) 1,036,327 - 1,036,327 507 69770 WATER 1380 - ZONE WATER STORAGE TANK 83,996 2,000,000 2,083,996 507 76330 WATER WATER AND SEWER CAPACITY FEE STUDY 50,000 - 50,000 WATER CAPACITY FUND TOTAL $1,170,323 $2,000,000 $3,170,323 567 68340 FCLTS VEHICLE PROCUREMENT 14,368 653 15,021
567 69710 WATER WRCRWA RECLAIMED WATERLINE 539,906 - 539,906 567 69820 WATER SCADA PANEL REPLACEMENT 32,886 - 32,886 567 70390 WATER SCADA BACKBONE LICENSED RADIO INSTALLATION 1,458 - 1,458 567 71500 WATER LINCOLN AVENUE RECLAIMED WATERLINE - RAILROAD TO SR-91 17,689 - 17,689 567 72310 WATER DEVELOPMENT METERS 4,921 - 4,921
567 72740 WATER BORDER RECLAIMED BOOSTER STATION PUMP REPLACEMENT 106,164 - 106,164 567 72750 FCLTS BUSINESS PROCESS MAPPING 8,250 - 8,250
567 72760 WATER WRCRWA FLOW CONTROL IMPROVEMENTS (XVI) 861,452 - 861,452 567 73040 WATER BOOSTER STATION REHABILITATION 10,851 100,000 110,851 567 73900 WATER RECLAIMED WATERLINE INFRASTRUCTURE 117,823 57,783 175,606 567 76000 WATER FLOW METER UPGRADE 50,000 50,000 100,000 567 76280 WATER ARC FLASH STUDY 14,648 - 14,648
567 77050 WRCLM WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 19,782 - 19,782 567 79030 WATER EAGLE GLEN RADIO TOWER ACCESS 409 - 409 567 AUTO - 742 FCLTS UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES - 767 767 567 AUTO - 917 FCLTS DIRECT DEFENSE CYBER SECURITY STUDY - 15,000 15,000 567 AUTO - 926 WATER WATER RECLAMATION FACILITY 1 RECLAIMED HYDRO TANK AIRLINE REPLACEMENT - 50,000 50,000 RECLAIMED WATER SYSTEM FUND TOTAL $1,800,607 $274,203 $2,074,810 570 65311 WATER WELL 17A EMERGENCY GENERATOR 1,058,937 - 1,058,937 570 65890 WATER MANGULAR BLENDING FACILITY 3,722,640 - 3,722,640 570 68170 WATER LESTER INLET VALVE RELOCATION - 351,619 351,619 570 68180 WATER LESTER POST DISINFECTION STATION 277,520 200,000 477,520 570 68260 WATER WELL 14 RELOCATION 1,980,128 - 1,980,128 570 68270 WATER WELL 15 RELOCATION 984,041 - 984,041
570 68280 WATER COMMON WELL 22 UPGRADES 704,241 150,000 854,241 570 68340 FCLTS VEHICLE PROCUREMENT 648,778 334,244 983,022 570 68680 WATER WELL REHABILITATION 734,139 87,000 821,139 570 68682 WATER WELL 26 REHABILITATION 0 - 0
570 68683 WATER WELL 29 REHABILITATION 41,192 - 41,192
570 68685 WATER WELL 8A REHABILITATION 148,800 - 148,800 570 68686 WATER WELL 25 REHABILITATION 166,590 166,590
570 68687 WATER WELL 27 REHABILITATION 108,313 108,313
570 69720 WATER ARCADIA/MINNESOTA WATERLINE REPLACEMENT 1,682,230 150,000 1,832,230 570 69810 WATER WEST END WELLFIELD PIPELINE - 148,884 148,884 570 69820 WATER SCADA PANEL REPLACEMENT 675,976 - 675,976 570 69980 WATER RESIDENTIAL TURF REMOVAL REBATE PROJECT 100,000 - 100,000 570 70150 FCLTS CITY UNIFIED CAMERA PROJECT, PHASE II 69,126 - 69,126 570 70390 WATER SCADA BACKBONE LICENSED RADIO INSTALLATION 49,870 - 49,870 570 71560 WATER DOWNTOWN SIXTH STREET WATERLINE REPLACEMENT - 3,500,000 3,500,000 570 71870 WATER METER REPLACEMENT 1,196,994 - 1,196,994 570 71930 WATER WATERLINE INFRASTRUCTURE 820,574 912,614 1,733,188 570 71990 FCLTS HOUSEHOLD HAZARDOUS WASTE FACILITY 270,655 - 270,655 570 72050 WATER ALCOA DIKE POTABLE WATER NON-COMPENSABLE 27,199 - 27,199 570 72310 WATER DEVELOPMENT METERS 459,105 182,185 641,290 570 72470 WATER R-3 POTABLE TANK PAVEMENT REPAIR 132,818 - 132,818 570 72750 FCLTS BUSINESS PROCESS MAPPING 151,250 - 151,250 570 72780 WATER 1220 - ZONE BOOSTER PUMP STATION 4,500,000 - 4,500,000 570 73040 WATER BOOSTER STATION REHABILITATION 724,337 - 724,337 570 73290 WATER TEMESCAL CANYON ROAD WIDENING PROJECT, TEMESCAL VALLEY, UTILITIES RELOCATION 1,100,177 - 1,100,177 570 73890 WATER ADJACENT IRRIGATION CONVERSION 200,700 - 200,700 570 73910 WATER GENERATOR DIESEL PARTICULATE FILTER AT WELL 22 AND LESTER WTP 696,100 - 696,100 570 73930 WATER SUSTAINABLE GROUNDWATER PLAN GRANT 85,175 - 85,175 570 75060 WATER DESALTER MEMBRANE REPLACEMENTS 155,780 141,593 297,373 570 76000 WATER FLOW METER UPGRADE 102,740 - 102,740

RECLAIMED WATER SYSTEM FUND

WATER CAPACITY FUND

WATER UTILITY FUND
City of Corona Fiscal Year 2023 Proposed Budget, Page 135

CAPITAL IMPROVEMENT PLAN OVERVIEW
Schedule of Estimated Carryover and New Funding, by Fund FUND

PROJECT
NO.

PROGRAM

NAME PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2023
TOTAL
AVAILABLE 570 76010 WATER LESTER BACKWASH BASIN 25,842 - 25,842 570 76280 WATER ARC FLASH STUDY 65,916 - 65,916
570 76290 WATER PUBLIC SAFETY POWER SHUTOFF SOP MODIFICATIONS 78,000 78,000 156,000 570 76300 WATER PAINT/COAT ABOVE GROUND WATER STORAGE TANKS 20,000 100,000 120,000 570 76310 WATER WATER TANK MIXER INSTALLATIONS 40,847 132,804 173,651 570 76340 WATER AMI METER REPLACEMENT PROJECT 464,214 10,092,802 10,557,016 570 76350 WATER CHEMICAL TANK REPLACEMENTS 120,756 - 120,756 570 76590 WATER LIBERTY AVENUE WATERLINE REPLACEMENT 1,800,000 - 1,800,000 570 77050 WRCLM WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 178,331 - 178,331 570 77070 WATER POTBLE WATER MP UPD PGRM EIR 793,600 - 793,600 570 77150 WATER COTTONWOOD COURT WATERLINE REPLACEMENT 1,216,848 1,216,848 570 79030 WATER EAGLE GLEN RADIO TOWER ACCESS 1,760 - 1,760 570 84310 WATER DESALTER CHEMICAL FEED - 300,000 300,000 570 AUTO - 742 FCLTS UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES - 38,328 38,328 570 AUTO - 891 WATER DESALTER SURGE ANTICIPATOR - 250,000 250,000 570 AUTO - 893 WATER CRESTA VERDE DROP VALVE - 30,000 30,000 570 AUTO - 895 WATER CATHODIC PROTECTION SYSTEM PLAN FOR FACILITIES AND PIPELINE INFRASTRUCTURE - 200,000 200,000 570 AUTO - 897 WATER CANARY LANE POTABLE WATER MAIN REPLACEMENT - 250,000 250,000 570 AUTO - 909 WATER GLEN IVY RADIO COMMUNICATIONS TOWER - 250,000 250,000 570 AUTO - 917 FCLTS DIRECT DEFENSE CYBER SECURITY STUDY - 67,500 67,500 570 AUTO - 920 WATER GRAND QUAD WATERLINE REPLACEMENT PROJECT - 1,000,000 1,000,000 WATER UTILITY FUND TOTAL $28,582,239 $18,947,573 $47,529,812 571 69710 WATER WRCRWA RECLAIMED WATERLINE 912,015 355,157 1,267,172 571 69711 WATER WRCRWA RECLAIMED WATERLINE (RCFC) 1,458,574 1,802,781 3,261,355 571 71500 WATER LINCOLN AVENUE RECLAIMED WATERLINE - RAILROAD TO SR-91 5,897 - 5,897 571 72054 WRCLM CROSS DIKE 18,842 - 18,842
571 72760 WATER WRCRWA FLOW CONTROL IMPROVEMENTS (XVI) 312,406 - 312,406 571 73890 WATER ADJACENT IRRIGATION CONVERSION 66,900 - 66,900 571 73930 WATER SUSTAINABLE GROUNDWATER PLAN GRANT 195,638 - 195,638 571 76270 WATER WRCRWA BOOSTER PUMP STATION - 767 767
571 76620 WATER COVID-19 ARREARAGES FUNDING 23,231 - 23,231 571 76860 WRCLM PRADO DAM FLOOD INUNDATION UTILITY RETROFIT 43,756 - 43,756 WATER UTILITY GRANT/AGRMT FUND TOTAL $3,037,259 $2,158,705 $5,195,964 572 60140 WRCLM WATER RECLAMATION FACILITY #1B ENERGY EFFICIENCY UPGRADES 474,728 - 474,728 572 68310 WRCLM WATER RECLAMATION FACILITY #1 BIOSOLIDS PROCESSING UPGRADE 228,877 - 228,877 572 68340 FCLTS VEHICLE PROCUREMENT 277,550 334,896 612,446 572 68400 WRCLM RESEARCH/RAILROAD SEWER LINE REPLACEMENT 550,000 - 550,000 572 68710 WRCLM SIERRA DEL ORO LIFT STATION AND PIPELINES 730,622 1,140,000 1,870,622 572 69120 FCLTS CITY UNIFIED CAMERA PROJECT 18,715 - 18,715 572 69820 WATER SCADA PANEL REPLACEMENT 725,728 424,484 1,150,212 572 69840 WRCLM WATER RECLAMATION FACILITY #1 SECONDARY CLARIFIER 535,152 - 535,152 572 69880 WRCLM WATER RECLAMATION FACILITY #3 DECOMMISSIONING - LIFT STATION 3,012,940 - 3,012,940 572 70150 FCLTS CITY UNIFIED CAMERA PROJECT, PHASE II 115,049 - 115,049 572 70390 WATER SCADA BACKBONE LICENSED RADIO INSTALLATION 50,227 - 50,227 572 71950 WRCLM SEWER LINE INFRASTRUCTURE 366,295 630,000 996,295 572 72020 WRCLM WARDLOW ROAD SEWER RELOCATION PROJECT 1,134,827 250,000 1,384,827 572 72050 WATER ALCOA DIKE POTABLE WATER NON-COMPENSABLE 14,351 - 14,351 572 72051 WATER ALCOA DIKE ADMINISTRATION 349,135 - 349,135 572 72720 WATER ALCOA RECLAIMED WATER EFFLUENT RELOCATION AND PIPE REMOVAL 1,399,503 - 1,399,503 572 72750 FCLTS BUSINESS PROCESS MAPPING 85,250 - 85,250 572 73050 WRCLM CENTRIFUGE INSTALLATION AT WATER RECLAMATION FACILITY #1 471,153 400,000 871,153 572 73940 WRCLM AUTOMATIC TRANSFER SWITCH CHANGE OUTS 296,500 - 296,500 572 73950 WRCLM GREEN RIVER LIFT STATION FLOWMETER AND VAULT 50,000 - 50,000 572 73960 WRCLM SDO LIFT STATION SANCON COATING 212,149 - 212,149 572 73990 WRCLM WATER RECLAMATION FACILITY #2 EQUALIZATION BASIN REPLACEMENT 5,400,716 500,000 5,900,716 572 74080 WRCLM WATER RECLAMATION FACILITY #1 DRYER REBUILD 4,323,355 - 4,323,355 572 75050 WRCLM WATER RECLAMATION FACILITY #1 BELT PRESS CONVEYORS 50,000 - 50,000 572 75070 WRCLM DIGESTER 3 REHABILITATION AT WATER RECLAMATION FACILITY #1 392,220 - 392,220

WATER UTILITY GRANT/AGRMT FUND

SEWER UTILITY FUND
City of Corona Fiscal Year 2023 Proposed Budget, Page 136

CAPITAL IMPROVEMENT PLAN OVERVIEW
Schedule of Estimated Carryover and New Funding, by Fund FUND

PROJECT
NO.

PROGRAM

NAME PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2023
TOTAL
AVAILABLE 572 76000 WATER FLOW METER UPGRADE 183,182 105,060 288,242 572 76050 WRCLM PLANT 1A SECONDARY CLARIFIER CONCRETE DECKS 98,703 - 98,703 572 76280 WATER ARC FLASH STUDY 65,916 - 65,916
572 76350 WATER CHEMICAL TANK REPLACEMENTS 61,531 125,524 187,055 572 76600 WRCLM WATER RECLAMATION FACILITY #1 TERTIARY SCREEN REPLACEMENT 415,000 - 415,000 572 76640 WRCLM JAMES STREET SEWER EXTENSION 169,289 - 169,289 572 77020 WRCLM WATER RECLAMATION FACILITY #1 AERATION DIFFUSER REPLACEMENT 231,414 400,000 631,414 572 77030 WRCLM WATER RECLAMATION FACILITY #2 ASPHALT ROADWAY PAVING 716,662 250,000 966,662 572 77040 WRCLM WATER RECLAMATION FACILITY #2 MCC INSTALLATION - SUNKIST AND AERATION 3,845,003 - 3,845,003 572 77050 WRCLM WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 172,171 - 172,171 572 79030 WATER EAGLE GLEN RADIO TOWER ACCESS 1,922 - 1,922 572 AUTO - 742 FCLTS UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES - 34,495 34,495 572 AUTO - 872 WRCLM WATER RECLAMATION FACILITY #2 SECONDARY CLARIFIER REHABILITATION - 800,000 800,000 572 AUTO - 873 WRCLM WATER RECLAMATION FACILITY #1A PRIMARY AND BLOWER ROOM MCC REPLACEMENT - 100,000 100,000 572 AUTO - 874 WRCLM WATER RECLAMATION FACILITY #1 BOILER PROJECT DESIGN - 700,000 700,000 572 AUTO - 875 WRCLM WATER RECLAMATION FACILITY #1 B RAS ISOLATION AND CHECK VALVE REPLACEMENT - 250,000 250,000 572 AUTO - 883 WRCLM SIERRA DEL ORO LIFT STATION GENERATOR REPLACEMENT PROJECT - 20,000 20,000 572 AUTO - 884 WRCLM SMITH AND RINCON LIFT STATION PIPING UPGRADE/PAVING - 150,000 150,000 572 AUTO - 885 WRCLM PERCOLATION PONDS BIOLOGICAL SAMPLING / AERATION - 60,000 60,000 572 AUTO - 910 WRCLM DIGESTER REHABILITATION PROJECT (CLEANING) - 200,000 200,000 572 AUTO - 912 WRCLM SEWER MASTER PLAN UPDATE PROGRAM EIR - 1,100,000 1,100,000 572 AUTO - 914 WRCLM USACE IN-KIND SERVICE AGREEMENT - 1,900,000 1,900,000 572 AUTO - 917 FCLTS DIRECT DEFENSE CYBER SECURITY STUDY - 67,500 67,500 572 AUTO - 922 WRCLM LIFT STATION WET WELL REHABILITATION - 150,000 150,000 572 AUTO - 924 WRCLM WATER RECLAMATION FACILITY #1 DIGESTER DOME REPLACEMENT - 100,000 100,000 572 AUTO - 925 WRCLM WATER RECLAMATION FACILITY #2 GENERATOR REPLACEMENT PROJECT - 250,000 250,000 SEWER UTILITY FUND TOTAL $27,225,833 $10,441,959 $37,667,792 573 72054 WRCLM CROSS DIKE 24,348 - 24,348
573 76860 WRCLM PRADO DAM FLOOD INUNDATION UTILITY RETROFIT 163,449 - 163,449 SEWER GRANT/AGREEMENT FUND TOTAL $187,797 - $187,797
577 76530 FCLTS INTELLIGENT TRANSPORTATION SYSTEM FOR TRANSIT 1,300,000 - 1,300,000 577 76540 FCLTS BUS STOP IMPROVEMENTS 563,919 - 563,919 577 76550 FCLTS DIGITAL LAND MOBILE RADIO 135,000 - 135,000 577 76560 FCLTS ADA ACCESSIBLE VAN 96,237 - 96,237
577 76570 FCLTS ROUTE DEVELOPMENT BUSES 1,020,281 - 1,020,281 577 76580 FCLTS REPLACEMENT OF BUSES 306,330 - 306,330
TRANSIT SERVICES FUND TOTAL $3,421,767 - $3,421,767
578 65750 ELECT PAD MOUNTED ENCLOSURE (PME) SWITCHES UPGRADE 240,428 - 240,428 578 68340 FCLTS VEHICLE PROCUREMENT 40,803 1,957 42,760 578 69960 ELECT PLUG IN VEHICLE (PEV) READINESS PLAN 189,007 - 189,007 578 71870 WATER METER REPLACEMENT 19,469 20,000 39,469
578 72310 WATER DEVELOPMENT METERS 13,290 - 13,290
578 72750 FCLTS BUSINESS PROCESS MAPPING 30,250 - 30,250 578 74010 ELECT ELECTRICAL INFRASTRUCTURE IMPROVEMENTS 80,677 30,000 110,677 578 74020 ELECT ELECTRIC DISTRIBUTION SYSTEM INVENTORY CONDITION AND ASSESSMENT 44,558 - 44,558 578 74030 ELECT TEMESCAL TRANSMISSION LINE EXTENSION 299,245 - 299,245 578 76320 ELECT TRANSFORMER LIFECYCLE REPLACEMENTS 192,129 200,000 392,129 578 77050 WRCLM WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 19,819 - 19,819 578 AUTO - 742 FCLTS UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES - 3,067 3,067

SEWER GRANT/AGREEMENT FUND

TRANSIT SERVICES FUND

ELECTRIC UTILITY FUND
City of Corona Fiscal Year 2023 Proposed Budget, Page 137

CAPITAL IMPROVEMENT PLAN OVERVIEW
Schedule of Estimated Carryover and New Funding, by Fund FUND

PROJECT
NO.

PROGRAM

NAME PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2023
TOTAL

AVAILABLE
578 AUTO - 880 ELECT THIRD CIRCUIT ON WATER RECLAMATION FACILITY #2 / SUNKIST WDT - 100,000 100,000 578 AUTO - 889 ELECT ELECTRICAL VAULTS WATER INFILTRATION MITIGATION DESIGN/CONSTRUCTION - 125,000 125,000 578 AUTO - 894 ELECT CAPACITOR BANK UPGRADE - 300,000 300,000 ELECTRIC UTILITY FUND TOTAL $1,169,675 $780,024 $1,949,699 680 68340 FCLTS VEHICLE PROCUREMENT 16 - 16
680 68920 FCLTS CORPORATION YARD FACILITY CAPITAL IMPROVEMENTS 6,350 - 6,350 WAREHOUSE SERVICES FUND TOTAL $6,366 - $6,366 681 72750 FCLTS BUSINESS PROCESS MAPPING 150,000 - 150,000 681 73090 FCLTS CNG STATION FUEL MASTER SOFTWARE UPGRADE 25,000 - 25,000 681 74040 FCLTS VOIP PHONE SERVICE 174,174 - 174,174
681 74050 FCLTS ENTERPRISE POWER BACKUP AND STORAGE 150,000 - 150,000 681 75080 FCLTS ELECTRONIC DOCUMENT MANAGEMENT SYSTEM (EDMS) 700,000 120,000 820,000 681 76040 FCLTS PENETRATION TESTING 167,160 100,000 267,160 681 76090 FCLTS SD-WAN SOLUTION 100,000 - 100,000
681 76880 FCLTS CIS UPDATE 308,000 308,000
681 76890 FCLTS CITY HALL DATACENTER HARDWARE 80,000 80,000 681 76900 FCLTS CISCO WIRELESS CONTROLLER 40,000 40,000 681 77000 FCLTS SECURITY SOLUTION TO IDENTIFY NEFARIOUS MOVEMENT 150,000 - 150,000 681 77050 WRCLM WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 92,475 - 92,475 681 79040 FCLTS CISCO ISE DEVICE COMPLIANCE - SECURITY REMEDIATION 120,000 - 120,000 681 79060 FCLTS MICROWAVE LINK FROM POLICE TO FIRE HEADQUARTERS 40,000 - 40,000 681 79070 FCLTS UPGRADE BADGE ACCESS SYSTEM 50,000 50,000 100,000 681 79080 FCLTS REPLACE FIRE MICROWAVE NETWORK - 450,000 450,000 681 79090 FCLTS MICROWAVE LINK FROM CITY HALL TO WRF1 40,000 - 40,000 681 AUTO - 905 FCLTS PD REPLACEMENT NETWORK SWITCHES - 125,000 125,000 681 AUTO - 962 FCLTS FIRE STATIONS FIREWALL REPLACEMENT - 60,000 60,000 INFORMATION TECHNOLOGY FUND TOTAL $2,386,809 $905,000 $3,291,809 682 68340 FCLTS VEHICLE PROCUREMENT 5,155,366 - 5,155,366 682 68920 FCLTS CORPORATION YARD FACILITY CAPITAL IMPROVEMENTS 100,718 - 100,718 682 70150 FCLTS CITY UNIFIED CAMERA PROJECT, PHASE II 25,857 - 25,857 682 76250 FCLTS CNG COMPRESSOR REMEDIATION 150,000 - 150,000 682 76260 FCLTS AUTOMOTIVE LIFT UPGRADES 40,000 - 40,000 FLEET OPERATIONS FUND TOTAL $5,471,941 - $5,471,941
GRAND TOTAL $266,225,094 $61,255,294 $327,480,388

WAREHOUSE SERVICES FUND

INFORMATION TECHNOLOGY FUND

FLEET OPERATIONS FUND
City of Corona Fiscal Year 2023 Proposed Budget, Page 138 City of Corona Fiscal Year 2023 Proposed Budget, Page 139 City of Corona Fiscal Year 2023 Proposed Budget, Page 140

CITY MANAGER'S OFFICE
City Manager's Office Budget Detail
What do we do?
The City Manager’s Office provides overall citywide administrative direction in pursuit of goals and policies established by the City Council. The City Manager’s Office also oversees the City Clerk, Communications, and the Homeless Solutions Program.

Performance Measures
2020 2021 2022 2023
Performance Measure Actuals Actuals Adopted Proposed
Public Records Request 742 951 1,070 1,300
Subpoenas 112 42 86 100
Agendas Published N/A 58 60 60
Claim for Damages 146 103 80 100
Number of peoople who are homeless for the
first time
N/A N/A 105 116
Average Length of Homelessness N/A N/A 4 years 3 years
Annual Returns to Homelessness N/A N/A 20 22
Social Media Engagements 1,909,818 2,000,000 2,000,000 2,100,000 Audience 157,457 177,872 197,000 207,000
Video Views 1,297,845 896,017 998,058 1,000,000
Website Visits 3,419,016 3,053,418 2,760,000 3,000,000
What does it cost?
Dollars by Funding Source
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
General Fund $ 2,325,678 $ 3,385,498 $ 4,333,044 $ 7,154,684 $ 2,821,640 65.1% Enterprise Fund 2,619 2,788 2,926 3,515 589 20.1%
Total Expenses $ 2,328,297 $ 3,388,286 $ 4,335,970 $ 7,158,199 $ 2,822,229 65.1% City of Corona Fiscal Year 2023, Page 73
City of Corona Fiscal Year 2023 Proposed Budget, Page 141

CITY MANAGER'S OFFICE
City Manager's Office Budget Detail
Dollars by Department Activity
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
City Manager's Office $ 1,118,203 $ 1,304,334 $ 1,491,273 $ 2,130,575 $ 639,302 42.9% Communications 149,394 290,841 726,547 1,168,132 441,585 60.8% Homeless Solutions 447,699 1,001,747 1,468,716 3,073,223 1,604,507 109.2% City Clerk 613,000 791,363 649,433 786,270 136,837 21.1% Total Expenses $ 2,328,296 $ 3,388,285 $ 4,335,969 $ 7,158,200 $ 2,822,231 65.1% City of Corona Fiscal Year 2023, Page 74
City of Corona Fiscal Year 2023 Proposed Budget, Page 142 Jacob Ellis, City Manager
City Manager͛s Office

1.00 FTE ʹ City Manager

2.00 FTE ʹ Assistant City Manager

2.00 FTE ʹ Assistant to the City Manager

1.00 FTE ʹ Executive Assistant

1.00 FTE ʹ Management Administrative
Assistant I

7.00 FTE City Manager͛s Office Subtotal
Communications

1.00 FTE ʹ Chief Communications Officer

1.00 FTE ʹ Public Information Officer

1.00 FTE ʹ Digital Journalist

1.00 FTE ʹ Broadcast Specialist

1.00 FTE ʹ Social Media Specialist

1.00 FTE ʹ Digital Media Specialist

6.00 FTE Communications Subtotal
City Clerk

1.00 FTE ʹ City Clerk

1.00 FTE ʹ Deputy City Clerk

1.00 FTE ʹ City Clerk Services Specialist

1.00 FTE ʹ City Clerk Services Technician

4.00 FTE City Clerk Subtotal
Homeless Programs

1.00 FTE ʹ Homeless Solutions Manager

1.00 FTE ʹ Management Analyst I

2.00 FTE Homeless Programs Subtotal
FY 2023
Position Totals

19.00 ʹ FullͲTime FTE

3.55 ʹ PartͲTime FTE (not reflected above)

22.55 Total FTE
This organizational chart represents citywide FullͲ
Time Equivalents (FTEs) for this department. The
Citywide Schedule of Positions table summarizes
FTEs by position allocation. An FTE is the
equivalent of one person working full time 2,080
hours per year.

CITY MANAGER͛S OFFICE
City of Corona Fiscal Year 2023 Proposed Budget, Page 143

CITY MANAGER'S OFFICE
City Manager's Office Budget Detail
What do we do?
The City Manager's Office is responsible for the implementation and administration of goals, policies, procedures, and programs adopted by the City Council. This requires ongoing planning, organization, direction, and evaluation of the City's programs and resources. The City Manager's Office researches issues and prepares recommendations for consideration by the City Council. This group is also responsible for implementing of the City's Strategic Plan.

What did we do in Fiscal Year 2022?
 Continued to enhance the City’s legislative advocacy efforts utilizing a contracted state lobbiestto better advocate for Corona’s interests.
 Established standard annual performance reporting to the City Council to increase accountability.  Developed a management cycle calendar to ensure effective, efficient sequencing of key annual organizational processes.
 Restructured City departments to improve efficiency and achieve organizational objectives.  Established an annual community satisfaction survey to gather statistically significant data, track residential concerns over time, and ensure that services and service levels are consistent with community needs and wants.
 Continued building a high-performing team with Council and City management.  Launched the Corona Citizen’s Academy to educate residents on the major elements of city services and how the City operates.
 Coordinated a Student Discovery Day for local students to tour city facilities and help them gain a vision for jobs they could prepare for.
 Completed the City’s redistricting process utlizing new census data to redraw district lines to reflect how local pupoulations have changed.

What do we plan to do in Fiscal Year 2023?
 Pursue meaningful award and certification opportunities to evaluate municipal services and better demonstrate the talent, commitment, and outcomes achieved by the City for its residents.  Review and restructure City departments as needed to improve efficiency and achieve organizational objectives.
 Continue to improve and maintain the agenda process for meetings of the City Council and Commissions.
 Increase the City’s support, coordination, and partnerships to enhance veteran services and programs. Develop a Strategic Plan Annual Report to highlight departmental workplan milestones and performance measures.

City of Corona Fiscal Year 2023, Page 76
City of Corona Fiscal Year 2023 Proposed Budget, Page 144

CITY MANAGER'S OFFICE
City Manager's Office Budget Detail
What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 901,862 $ 1,105,329 $ 1,261,773 $ 1,602,065 $ 340,292 27.0% Materials And Supplies 155,744 155,452 137,200 218,190 80,990 59.0% Contractual 59,935 42,308 85,000 306,720 221,720 260.8% Utilities 662 1,245 7,300 3,600 (3,700) (50.7)%
Total $ 1,118,203 $ 1,304,334 $ 1,491,273 $ 2,130,575 $ 639,302 42.9% Service Adjustment Changes (Operating Budget)
Description Amount
Audible Subscription $720
Citizens Academy $3,500
City Management Fellow Position Salary Range Adjustments $11,200 Department Recognition Program $10,000
Federal Lobbyist $60,000
Grant Writing Services $30,000
Leadership Forum $12,000
National Community Survey $30,000
Student Discovery Day Lunch and Buses for 200 Students $3,000 City of Corona Fiscal Year 2023, Page 77
City of Corona Fiscal Year 2023 Proposed Budget, Page 145

CITY MANAGER'S OFFICE
Communications Budget Detail
What do we do?
The Communications Office is dedicated to strengthening the relationship between the City of Corona and its residents. This team is responsible for outbound communications to the City's 170,000+ residents through press releases, the Inner Circle e-newsletter, and social media channels. The group also maintains and manages the City's website and live broadcasts. The Communications Office keeps residents informed about what is going on in their City through engaging, transparent, and timely distribution of accurate and relevant information.

What did we do in Fiscal Year 2022?
 Imagined, created, and delivered strategic communications across digital and print platforms.  Onboarded a full-time Broadcast Specialist to assist with the coordination and broadcasting of city meetings, programs, and events.
 Elevated the City’s visual storytelling with the addition of a full-time Digital Journalist.  Recognized by the International MarCom Awards for several projects including “How Water Works” videos, “2021 State of the City”, “Hispanic Heritage Month,” and “Corona, You’re Awesome.”
 Developed an external communication plan to tell our story, build trust between the City and residents, help people get to know their City on a personal level, and boost community pride.

What do we plan to do in Fiscal Year 2023?
 Reimagine the City of Corona's brand, identity, and story.  Improve the City's website for ease of use.
 Boost digital engagement via strategic media campaigns.  Improve broadcast capabilities and viewer experience.  Expand multicultural/bilingual communications outreach.  Increase the frequency, quality, and quantity of resident feedback and engagement that better reaches the “silent majority.”
What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 132,792 $ 260,422 $ 461,855 $ 745,096 $ 283,241 61.3% Materials And Supplies 16,602 29,726 35,773 244,116 208,343 582.4% Contractual - - 225,000 170,000 (55,000) (24.4)%
Utilities - 694 3,920 8,920 5,000 127.6%
Total $ 149,394 $ 290,842 $ 726,548 $ 1,168,132 $ 441,584 60.8% City of Corona Fiscal Year 2023, Page 78
City of Corona Fiscal Year 2023 Proposed Budget, Page 146

CITY MANAGER'S OFFICE
Communications Budget Detail
Service Adjustment Changes (Operating Budget)
Description Amount
City Website Redesign $50,000
Digital Media Specialist Overtime, Computer, and Cell Phone $10,000 Digital Media Specialist Position $92,396
Eliminate Two (2) PT Broadcast Operators Positions $(27,668) Increase Hours for Two (2) PT Broadcast Operators Positions $26,666 Marketing Cloud Software $160,000
Social Media Archiving Platform $6,000
Social Media Specialist Overtime, Computer and Cell Phone $10,000 Social Media Specialist Position $92,396
City of Corona Fiscal Year 2023, Page 79
City of Corona Fiscal Year 2023 Proposed Budget, Page 147

CITY MANAGER'S OFFICE
Homeless Solutions Budget Detail
What do we do?
Homelessness is currently one of the most urgent and significant issues facing local government.

Without effective solutions, homelessness impacts the quality of life for everyone and results in expensive cost impacts to taxpayers. The Homeless Solutions Program was created to strategically address homelessness in the City of Corona. Critical to the success of this Program is the successful implementation of the City's Homeless Strategic Plan. The Plan focuses on preventing homelessness and reducing chronic and situational homelessness through a comprehensive system of services that includes outreach and engagement, emergency shelter, a wide range of multi-disciplinary services, permanent housing, public/private partnerships, advocacy, and data tracking to measure system performance. The Homeless Solutions Program staff manages implementation of the Plan through contract administration, grant writing, partnership development, and collaboration with County Agencies, the Continuum of Care, and many other partners.

What did we do in Fiscal Year 2022?
 Approved the FY 2022 Homeless Solutions Annual Action Plan and launched Phase II implementation efforts which included $4.2 million to develop a system of services for expanded outreach, emergency shelter, supportive services, and permanent housing resources.  In collaboration with multiple City Departments, completed the Phase II design, bid solicitation, and contract award process to begin a $1.7 million renovation to add a medical clinic, security system, dog run shelter, and other necessary improvements at the Harrison Emergency Shelter/Navigation Center.
 Obtained State approval of the City’s Year 2 PLHA Grant Award of $904,613, bringing Corona’s total PLHA allocation to $1.4 million to date. The $1.4 million will provide 63% of shelter/navigation center operating costs in FY 2023.
 Enhanced the partnership with the City of Norco to double its street outreach and motel shelter capacity by executing a $537,011 MOU for FY 2022. This unique partnership allows Corona to manage Norco’s homeless programs through our existing agreement with City Net. As a result, Norco homeless receive services and shelter in their City of residence; thereby reducing impact on Corona.
 Expanded the Make-It-Cozy Warehouse partnership with City Net and Corona community partners to facilitate increased donations of home furnishings, move-in kits, and hygiene kits.  Expanded Corona’s emergency shelter capacity by increasing the Motel Shelter Program to 30 rooms per night and the Path of Life shelter bed reservation contract to 10 beds per night.  Established a partnership with the County, State HCD, and Abode Communities to convert the Ayres Hotel into 53 new units of permanent supportive housing that will prioritize housing placements for Corona’s chronically homeless.

City of Corona Fiscal Year 2023, Page 80
City of Corona Fiscal Year 2023 Proposed Budget, Page 148

CITY MANAGER'S OFFICE
Homeless Solutions Budget Detail
 Established a partnership with Corona PD, Corona Police Community Partnership, 100 Women Who Care, Schulze Foundation, and the Corona Chamber of Commerce to facilitate a donation of $10,200 to enable Corona Police Officers to provide after-hours motel vouchers to homeless families with small children, frail elderly, or other persons who would be compromised by sleeping on the streets.
 As part of the regional Santa Ana Riverbed Homeless Encampment Response Plan, successfully relocated 12 homeless neighbors from the Corona Prado Basin to motel shelter and removed 160 yards of encampment debris.

What do we plan to do in Fiscal Year 2023?
 Open the Harrison Emergency Shelter/Navigation Center.  To support re-activation of City Park, launch a pilot transportation/meal service program at the Harrison Emergency Shelter/Navigation Center.
 To facilitate permanent housing placements for chronically homeless neighbors in Corona, launch operation of the Permanent Supportive Housing Program using city-owned 12 housing units on 5th Street and the Adobe Communities 53 units of Permanent Supportive Housing at the former Ayres Hotel.
 To facilitate permanent housing placements from the Harrison and Motel Shelters, launch operation of the $1.1 million HOME Tenant-Based Rental Assistance Program.  Finalize operational protocols and requirements to launch the partnership with Centro Medico Community Clinic for provision of medical, behavioral health, and dental services at the Harrison Emergency Shelter/Navigation Center.
 Finalize operational protocols and requirements to launch the partnership with Corona Regional Medical Center for provision of a post-hospital recuperative care program at the Harrison Emergency Shelter/Navigation Center.
 Evaluate performance outcomes and develop MOU renewal options for collaborative homeless services with the City of Norco and create additional sub-regional partnerships with neighboring cities.
 Launch campaign to expand faith-based partnerships to support initiatives in the Homeless Strategic Plan.
 Launch campaign to expand partnerships with businesses and the private sector to support initiatives in the Homeless Strategic Plan.
 Develop data tracking system to evaluate system performance for client measures such as length of homelessness, number of first time homeless, street exit destinations, length of shelter stay, housing placements, and housing retention rates.

City of Corona Fiscal Year 2023, Page 81
City of Corona Fiscal Year 2023 Proposed Budget, Page 149

CITY MANAGER'S OFFICE
Homeless Solutions Budget Detail
What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 106,849 $ 215,167 $ 138,081 $ 266,246 $ 128,165 92.8% Materials And Supplies 150 434 10,700 14,700 4,000 37.4% Contractual 340,700 786,147 1,319,935 2,792,277 1,472,342 111.5% Total $ 447,699 $ 1,001,748 $ 1,468,716 $ 3,073,223 $ 1,604,507 109.2% Service Adjustment Changes (Operating Budget)
Description Amount
Additional Advertising, Office Supplies, and Conferences and Training $4,000 Management Analyst I Position $108,187
City of Corona Fiscal Year 2023, Page 82
City of Corona Fiscal Year 2023 Proposed Budget, Page 150

CITY MANAGER'S OFFICE
City Clerk Budget Detail
What do we do?
The City Clerk is the custodian of records for the City of Corona. The mission of the City Clerk's Office is to ensure transparency to the public in the decision-making process, to accurately record all proceedings of the City Council, to preserve vital and historical records of the City, and to serve as a source of information for all City Departments and the public. The Office of the City Clerk is committed to providing these services in an efficient, professional, ethical, and courteous manner. The City Clerk also serves as the City's election official, responsible for all general municipal and special elections. The Office of the City Clerk is responsible for the preparation and distribution of City Council agendas and minutes; performs centralized processing of all legal notices; coordinates appointments to City Boards and Commissions, issues and administers oaths of office; maintains campaign and economic interest statement filings in accordance with the Political Reform Act; manages the retention and retrieval of all official City Council actions; and maintains and administers the Corona Municipal Code.

What did we do in Fiscal Year 2022?
 Completed the local redistricting in collaboration with City Departments and consultant.  Implemented electronic signature and submission of electronic filing of campaign statements in order to maintain public trust and support of the political process.  Continued to improve and maintain the electronic agenda process to allow the public to more easily access meeting details.
 Continued to research system and procedures to streamline our public records request process.  Continued to evaluate, coordinate, and facilitate the records destruction program.  Continued to improve the Claims and Subpoena process by streamlining for staff efficiency.

What do we plan to do in Fiscal Year 2023?
 Effectively administer and coordinate a successful 2022 District election for three City Council District seats during the November 8, 2022 General Municipal Election.  Conduct the biennial Conflict of Interest Code in 2022 pursuant to the Political Reform Act of 1974.  Work closely with the Legal Department on updating record retention schedules to assist departments in retaining and organizing their records for optimal operation and access by the public.
 Continue to evaluate Electronic Document Management Solutions with our Information Technology department to maximize our operational goals by making information more readily available for service delivery of our Public Records Request.  Provide appropriate training to all departments for improved agenda and public records request processes.
 Continue to improve and maintain the electronic agenda process.  Continue to evaluate, coordinate, and facilitate the records management and records destruction programs by developing a citywide records management training program to support department records coordinators.

City of Corona Fiscal Year 2023, Page 83
City of Corona Fiscal Year 2023 Proposed Budget, Page 151

CITY MANAGER'S OFFICE
City Clerk Budget Detail
 Continue to improve the Claims and Subpoena process by streamlining for staff efficiency.  Continue working with City Departments to find ways to assist the public with accessing public records on the City's website.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 578,756 $ 548,035 $ 532,433 $ 583,420 $ 50,987 9.6% Materials And Supplies 25,688 21,590 20,700 21,550 850 4.1% Contractual 7,666 220,944 95,000 180,000 85,000 89.5%
Utilities 890 795 1,300 1,300 - -%
Total $ 613,000 $ 791,364 $ 649,433 $ 786,270 $ 136,837 21.1% City of Corona Fiscal Year 2023, Page 84
City of Corona Fiscal Year 2023 Proposed Budget, Page 152 City of Corona Fiscal Year 2023 Proposed Budget, Page 153

COMMUNITY SERVICES DEPARTMENT
Community Services Department Budget Detail
What do we do?
The Community Services Department, includes Parks, Trails, Facility Maintenance, Recreation, Library, and Community Assistance Divisions. Community Services is about creating Community in Corona. We are your special events coordinator, your access to programs for all ages, your maintainer of the beautiful open spaces and trials of our City, local transit, housing assistance, Community Development Block Grant (CDBG) management, and the Airport and we want to community with you. Our vision is for Corona to be an engaged, healthy, and enriched community! Within the Leisure & Culture service area, the Community Services Department enriches the lives of adults, seniors, youth and their families through creative recreational programming and the promotion of reading and learning activities through the Corona Public Library. We engage the community in Corona’s parks and trails and through the Park Ranger Program, Park Ambassador Program, and AdoptA-Park. These services strive to keep parks and open spaces a clean and safe place to enjoy the outdoors. We also relish in the abundance of urban trees we care for and are committed to maintaining a rich Urban Forest in Corona. Community Assistance provides transit throughout the City, housing assistance, and we are fortunate to oversee the City’s special resource, the Corona Airport.

Services provided under each department activity are further explained below.

Performance Measures
2020 2021 2022 2023
Performance Measure Actuals Actuals Adopted Proposed
Number of Passengers Serviced 140,175 83,000 83,000 94,000 Revenue Service Hours 26,260 21,000 21,000 28,000
Average Patrons (daily) 1,168 298 607 950
Number of Library Items Borrowed 284,375 182,733 270,838 290,000 E-book Checkout 26,251 29,997 27,929 30,000
Number of items added to Collection 8,384 6,186 5,959 8,000 Passports Processed 6,052 65 6,783 6,800
Passport Photos Processed 4,720 68 5,715 6,000
Library Events/Programs Participation 38,575 8,112 15,893 27,234 Virtual Engagement & Social Medial (Library) 12,354 21,430 4,672 5,000 Virtual Engagement & Social Medial
(Recreation)
9,238 109,475 62,100 70,000
City of Corona Fiscal Year 2023, Page 87
City of Corona Fiscal Year 2023 Proposed Budget, Page 154

COMMUNITY SERVICES DEPARTMENT
Community Services Department Budget Detail
2020 2021 2022 2023
Performance Measure Actuals Actuals Adopted Proposed
Citywide Events attendance (FY 21 the totals
included virtural content for July 4th)
54,800 55,910 33,000 45,000
Kids Club Children Served (avg. per week) 490 74 245 450 Number of Registered Participants in City
Youth Sports Leagues (new measure)
745 708 1,140 1,300
Number of Registered Participants in City Adult
Sports Leagues (new measure)
2,260 123 1,225 1,400
Number of Contract Class registrants 3,604 548 3,255 4,000 Number of Kids Club After School Sites 10 10 11 13
Number of Contract Classes Offered a
trimester
370 332 363 400
Number of Facility Reservation Permits:

Centers, Sports fields, and Picnic shelters
(permits can be up to a 1-year duration)/
Revenue
1,100 - $327,144 630 - $270,095 1,250 - $450,000 1,350- $460,000 Average Number of Days to Respond to Tree
Maintenance Service Requests (Standard is
45 days)
35 30 28 28
Number of Tree Service Requests Completed 7,166 7,742 8,000 8,500 Number of Graffifi Requests Completed per
square feet
89,726 93,874 110,000 120,000
Average Number of Days Service Request
Remains Active
- 11 10 8
Number of Completed Service Requests - 5,346 4,350 4,600 Total Staff Hours for All Completed Service
Requests
- 5,745 5,200 5,500
What does it cost?
Dollars by Funding Source
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
General Fund $ 11,248,340 $ 11,284,603 $ 14,695,805 $ 16,997,894 $ 2,302,089 15.7% Special Revenue Fund 4,417,356 4,657,493 5,215,708 5,510,391 294,683 5.6% Capital Project Fund 426,556 396,883 379,561 484,242 104,681 27.6% Enterprise Fund 2,465,948 2,097,214 3,001,059 3,619,710 618,651 20.6% Total Expenses $ 18,558,200 $ 18,436,193 $ 23,292,133 $ 26,612,237 $ 3,320,104 14.3% City of Corona Fiscal Year 2023, Page 88
City of Corona Fiscal Year 2023 Proposed Budget, Page 155

COMMUNITY SERVICES DEPARTMENT
Community Services Department Budget Detail
Dollars by Department Activity
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
CDBG/HOME Investment
Partnership $ 250,792 $ 257,585 $ 204,226 $ 216,222 $ 11,996 5.9% Corona Housing Authority
(CHA) 175,764 139,298 175,335 268,020 92,685 52.9%
Facility Maintenance 1,952,848 2,021,234 2,172,133 2,782,036 609,903 28.1% Transportation Services 2,330,222 1,924,259 2,830,557 3,335,802 505,245 17.8% Parks, Trees & Medians
Maintenance 8,552,905 9,194,158 11,244,066 13,189,859 1,945,793 17.3% Events and Programs 1,297,985 917,004 2,032,878 2,405,223 372,345 18.3% Facilities and Project
Management 670,331 537,665 1,025,352 926,348 (99,004) (9.7)% Community Services
Administration 1,385,229 1,372,324 1,585,654 1,400,862 (184,792) (11.7)% Library Services 967,721 955,696 970,341 942,545 (27,796) (2.9)% Literacy and Community
Engagement 736,940 785,412 638,504 664,331 25,827 4.0%
Airport 135,726 172,954 170,502 283,908 113,406 66.5%
Property Management 101,736 158,602 242,585 197,081 (45,504) (18.8)% Total Expenses $ 18,558,199 $ 18,436,191 $ 23,292,133 $ 26,612,237 $ 3,320,104 14.3% City of Corona Fiscal Year 2023, Page 89
City of Corona Fiscal Year 2023 Proposed Budget, Page 156 Dr. Anne Turner, Community Services Director

1.00 FTE ʹ Community Services Director

1.00 FTE ʹ Assistant Director / City Librarian

1.00 FTE ʹ Facilities, Parks and Trails Manager

1.00 FTE ʹ Recreation Services Manager

1.00 FTE ʹ Community Assistance Manager

1.00 FTE ʹ Transportation Program Manager

1.00 FTE ʹ Maintenance Supervisor

1.00 FTE ʹ Parks Supervisor

2.00 FTE ʹ Management Analyst II

2.00 FTE ʹ Recreation Supervisor

1.00 FTE ʹ Library Supervisor

1.00 FTE ʹ Parks Planner

1.00 FTE ʹ Trails Planner

1.00 FTE ʹ Park Ranger Supervisor

1.00 FTE ʹ Lead Facilities Maintenance Technician

1.00 FTE ʹ Lead Parks & Landscape Technician

1.00 FTE ʹ Senior Librarian

2.00 FTE ʹ Management Analyst I

6.00 FTE ʹ Community Services Program
Coordinator

3.00 FTE ʹ Librarian II

3.00 FTE ʹ Senior Parks & Landscape Technician

1.00 FTE ʹ Librarian I

0.25 FTE ʹ Regulatory Compliance Specialist I
FY 2023
Position Totals

57.25 ʹ FullͲTime FTE

58.08 ʹ PartͲTime FTE (not reflected above)
115.33 Total FTE
This organizational chart represents citywide FullͲ
Time Equivalents (FTEs) for this department. The
Citywide Schedule of Positions table summarizes
FTEs by position allocation. An FTE is the
equivalent of one person working full time 2,080
hours per year.

Community
Assistance
x CDBG / Home
Investment
x Corona Housing
Authority (CHA)

0.75 FTE Subtotal
Facilities Maint. &
Project Management
x Facility Maintenance
x Parks, Tree & Medians
Maint.
x Facilities & Project Mgmt.
x Property Management

31.28 FTE Subtotal
Library & Recreation
x Admin ʹ Library & Rec
x Events & Programs
x Library Services
x Programming and
Outreach

23.52 FTE Subtotal
Transportation Services
x Airport
x DialͲAͲRide
x Public Transport/
Emission Reduction
x Corona Cruiser

1.70 FTE Subtotal

5.00 FTE ʹ Facilities Maintenance Technician II

1.00 FTE ʹ Senior Park Ranger

2.00 FTE ʹ Parks & Landscape Technician II

3.00 FTE ʹ Administrative Assistant

4.00 FTE ʹ Parks & Landscape Technician I

3.00 FTE ʹ Library Specialist II

1.00 FTE ʹ Library Specialist I

2.00 FTE ʹ Senior Office Assistant

2.00 FTE ʹ Office Assistant

COMMUNITY SERVICES DEPARTMENT
City of Corona Fiscal Year 2023 Proposed Budget, Page 157

COMMUNITY SERVICES DEPARTMENT
CDBG/HOME Investment Partnership Budget Detail
What do we do?
The City of Corona receives federal funding from Housing and Urban Development under the Community Development Block Grant and HOME Investment Partnership Grant Programs. CDBG funds are utilized for low and moderate income housing, economic development activities and community improvements that alleviate blighted conditions within eligible CDBG areas. HOME funds are used to preserve the City’s affordable housing stock and tenant based rental assistance. The Community Development Department is responsible for administering these programs in compliance with federal requirements.

What did we do in Fiscal Year 2022?
 Created and advertised three (3) CARES Act funded COVID programs that included Emergency Housing Needs Assistance Program for Renters, Emergency Housing Needs Assistance Program for Mortgage (Home Owners), and Personal Protective Equipment Grants for Businesses.  Advertised Notice of Funding Availability for new Service Providers and Capital Projects for the upcoming fiscal year.
 Prepared and processed the annual Action Plan for FY2022.  Collaborated and supported Phase I efforts for the rehabilitation of the Harrison Homeless Shelter.  Collaborated and supported Phase II efforts for medical use improvements at the Harrison Homeless Shelter.
 Support and assist the homelessness programming efforts to implement Tenant Based Rental Assistance (TBRA), Permanent Supportive Housing, and selection of a homeless program service provider.
 Partnered with the Fair Housing Council of Riverside County to disseminate federal and state COVID protection information and fair housing guidance, and co-hosted 2 virtual townhall meetings.
 Prepared HOME-American Rescue Plan Action Plan for funding recommendation.

What do we plan to do in Fiscal Year 2023?
 Audit Service Providers receiving funding in FY18, 19 and 20, and close out files.  Audit Capital Project activities for Phase I Harrison Homeless Shelter Rehabilitation Project and Code Enforcement Program, and close out files.
 Complete HUD audit.
 Oversight and monitoring of all CDBG and HOME funded activities.  Provide financial assistance for Corona Residents and Businesses through the CARES Act funded COVID programs. Provide rental assistance for up to 23 households through the Rental Emergency Housing Needs Assistance Program. Provide mortgage assistance for up to 15 households through the Mortgage Emergency Housing Needs Assistance Program. Provide financial assistance to business owners through the Personal Protective Equipment Grant Program.

City of Corona Fiscal Year 2023, Page 91
City of Corona Fiscal Year 2023 Proposed Budget, Page 158

COMMUNITY SERVICES DEPARTMENT
CDBG/HOME Investment Partnership Budget Detail
 Continue to provide technical assistance to service providers and city staff for the award capital projects.
 Implement the funding award of HOME-ARP funds and process all related HUD documents.  Prepare and submit the PY2021-2022 Consolidated Action Plan Evaluation Report  Explore partnership options with a Community Housing Development Organization (CHDO) to spend CHDO set aside.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 55,143 $ 50,884 $ 23,717 $ 11,499 $ (12,218) (51.5)% Materials And Supplies 19,883 80,538 5,009 4,815 (194) (3.9)% Contractual 170,796 112,351 175,000 199,708 24,708 14.1% Utilities 4,971 13,812 500 200 (300) (60.0)%
Total $ 250,793 $ 257,585 $ 204,226 $ 216,222 $ 11,996 5.9% City of Corona Fiscal Year 2023, Page 92
City of Corona Fiscal Year 2023 Proposed Budget, Page 159

COMMUNITY SERVICES DEPARTMENT
Corona Housing Authority (CHA) Budget Detail
What do we do?
The Corona Housing Authority, or CHA, is responsible for administering all low and moderate-income housing functions and assets. CHA is responsible for increasing and preserving the City’s affordable housing stock and for developing and implementing affordable housing programs and projects which meet state requirements and support our local Housing Element.

What did we do in Fiscal Year 2022?
 Assist National CORE, owner and operator of Corona del Rey and Corona de Oro (aka Las Coronas) in their effort to obtain $8 million of State of California surplus funds to contribute toward the rehabilitation of both properties.
 Worked with selected developer of the Second Street Affordable Housing & Permanent Supportive Housing Project to final project design, social services, preference, project funding, and started drafting contracts.
 Received five (5) applications and assisted three (3) income qualified homeowners with repairs under the Residential Rehabilitation Program.
 Mailed 900 Residential Rehabilitation Program flyers to targeted neighborhoods.  Prepared annual compliance reports and submitted them into the CA State HCD.  Conducted monitoring activities of existing housing assets.  Processed housing loan monthly payments, payoff demands and subordination requests.  Finalized all due diligence and contract efforts required for Steadfast River Run, LP, request to assign the River Road Senior Affordable housing project located on River Road to Avanath, LLC.

What do we plan to do in Fiscal Year 2023?
 Final rehabilitation negotiation efforts and affordable housing contracts for National CORE to commence rehabilitation activities at Corona Del Rey and Corona de Oro.  Final contract negotiations and affordable housing contracts for the Second Street Affordable Housing & Permanent Supportive Housing Project to be approved and financed.  Assist income qualified homeowners with health, safety and code violation repairs under the Residential Rehabilitation Program.
 Prepare annual compliance reports due to the CA State HCD.  Monitor activities of existing housing assets.
 Assist homelessness program efforts on permanent supportive housing opportunities.  Explore development options on City and Housing infill properties.

City of Corona Fiscal Year 2023, Page 93
City of Corona Fiscal Year 2023 Proposed Budget, Page 160

COMMUNITY SERVICES DEPARTMENT
Corona Housing Authority (CHA) Budget Detail
What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 108,880 $ 98,508 $ 101,687 $ 147,821 $ 46,134 45.4% Materials And Supplies 54,443 6,567 2,549 2,975 426 16.7% Contractual 12,157 33,878 70,500 116,000 45,500 64.5%
Utilities 285 345 600 1,224 624 104.0%
Total $ 175,765 $ 139,298 $ 175,336 $ 268,020 $ 92,684 52.9% City of Corona Fiscal Year 2023, Page 94
City of Corona Fiscal Year 2023 Proposed Budget, Page 161

COMMUNITY SERVICES DEPARTMENT
Facility Maintenance Budget Detail
What do we do?
The Facility Maintenance Services Division is responsible for the maintenance and repair of 28 Cityowned buildings and related public facilities using both City personnel and contractual services. A systematic preventative maintenance program is utilized to enhance the longevity and efficiency of the buildings and their related equipment and infrastructure.

What did we do in Fiscal Year 2022?
 Responded to 4,350 maintenance and corrective maintenance work orders in 28 City-owned buildings to prevent failure and degradation, and to ensure safe and efficient operation of City facilities.
 Completed the installation of security lighting at City Hall and the Historic Civic Center.  Completed improvements to the Vicentia Activity Center to include installing new flooring and paint.
 Replace leaking roof in Fire Station 3 and competed maintenance and repairs to various Fire Stations.

What do we plan to do in Fiscal Year 2023?
 Continue to complete all scheduled preventative maintenance and perform required repairs in a timely manner.
 Install a new and more efficient chiller at the Historic Civic Center.  Roof repairs to PD Shotting Range, install wrought iron fencing at PD parking lot and a car port for PD vehicles.
 Extend the animal control service truck parking area and install curbing for vehicle safety.  Build an additional enclosed workspace at the Warehouse.  At the Circle City Center, complete phase II roof repairs and install windows in the classrooms for improved security.
 Stripe bays in all the Fire Stations to improve visibility of the fire trucks’ path of travel.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 583,703 $ 690,401 $ 726,009 $ 821,058 $ 95,049 13.1% Materials And Supplies 815,325 648,915 781,345 1,170,806 389,461 49.8% Contractual 483,027 490,705 570,517 689,233 118,716 20.8% Utilities 70,794 61,231 94,262 100,939 6,677 7.1%
Capital Outlay - 129,982 - - - -%
Total $ 1,952,849 $ 2,021,234 $ 2,172,133 $ 2,782,036 $ 609,903 28.1% City of Corona Fiscal Year 2023, Page 95
City of Corona Fiscal Year 2023 Proposed Budget, Page 162

COMMUNITY SERVICES DEPARTMENT
Facility Maintenance Budget Detail
Service Adjustment Changes (Operating Budget)
Description Amount
Additional Advertising for Facilities Maintenance $1,100 Children's Art Theater (CAT) Building Improvements $20,000 Contingency, Unforeseen, and Emergency Services $100,000 Exterior Light Improvements to Library, Historic Civic Center, and City Hall $45,000 Historic Civic Center Gym Lobby and Restrooms Deep Cleaning and Paint $10,000 Install Electric Hand Dryers at the Library $10,000
Projector and Screen for Historic Civic Center Theater $14,000 Training Center Traffic Loops and Concrete Approach Installation $40,000 City of Corona Fiscal Year 2023, Page 96
City of Corona Fiscal Year 2023 Proposed Budget, Page 163

COMMUNITY SERVICES DEPARTMENT
Transportation Services Budget Detail
What do we do?
The Transit Division provides/oversees the Dial-A-Ride (DAR) and Corona Cruiser Service. The Dial-ARide (DAR) Service provides curb-to-curb service throughout the City of Corona and neighboring county areas of Coronita, El Cerrito, and Home Gardens as well as satellite locations in the City of Norco (Department of Motor Vehicles, Department of Public Social Services, and Norco College). The service is available to qualified individuals (seniors 60 and older or persons with disabilities). The complementary paratransit Dial-A-Ride service area extends beyond city limits to ensure compliance with the Americans with Disabilities Act ¾-mile corridor from a Corona Cruiser fixed route. Door-to-door service is available upon request for Dial-A-Ride patrons certified under the ADA. The service is available weekdays and Saturdays.

The Corona Cruiser Service is a network of two fixed routes know as the Blue Line and the Red Line.

The Blue Line serves the McKinley Street retail area, then travels on to Magnolia Avenue and Main Street to the River Road area. This route passes by many trip generators such as hospitals, medical facilities, schools, public service agencies, library, civic center, and commercial/retail areas. This route also serves the unincorporated area of Home Gardens. The Blue Line operates approximately every hour. The Red Line connects the residential areas of central Corona with commercial areas along Sixth Street and the Ontario Avenue/California Avenue retail area. The Red Line also covers South Corona along Ontario Avenue/Temescal Canyon Road to serve the county area of El Cerrito, The Crossings shopping complex at Cajalco Road/Temescal Canyon Road, and The Shops at Dos Lagos on Saturdays.

The Red Line also operates approximately every hour. Both lines operate weekdays and Saturday, providing service within the City with connections to the North Main Corona Metrolink Station via the Corona Transit Center and Riverside Transit Agency (RTA) buses via transfer points.

Service is provided using twenty (20) City-owned transit buses. All buses are compliant with the Americans with Disabilities Act (ADA) requirements for accessibility and wheelchair securement. These buses are powered using Compressed Natural Gas fuel.

This Section pursues and manages transportation funding and grant opportunities to enhance public transit services, and improve bicycle and pedestrian facilities, and promote emission reducing transportation alternatives.

What did we do in Fiscal Year 2022?
 In process of conducting a Comprehensive Operations Analysis, a study of the current transit operation to identify strengths as well as opportunities for service improvements.  Third party vendor performed its’ first triannual vehicle maintenance compliance review. Each triannual inspection encompasses the total transit fleet which included static vehicle condition assessment, road test, vehicle safety, compliance with applicable regulations including compliance with preventive maintenance inspections and CHP’s Terminal Inspection.  Implemented a Free Fare Friday for seniors and first free back to school week for students on the Corona Cruiser.
 Implemented free fares for all starting February 21, 2022 through June 30, 2022 on both the Corona Cruiser and Dial-A-Ride.

City of Corona Fiscal Year 2023, Page 97
City of Corona Fiscal Year 2023 Proposed Budget, Page 164

COMMUNITY SERVICES DEPARTMENT
Transportation Services Budget Detail
 Purchased solar powered LED dusk to dawn lights with push button signaling activation to be installed at various dimly lit bus stops along the Corona Cruiser routes.  Continued the following efforts to reduce COVID-19 Pandemic impacts: sanitization of buses and bus stop shelters and equipment; enforced the mandated mask policy on board the buses till April 18, 2022; and provided hand saniƟzer and masks on board the buses to promote conƟnued use of service.

What do we plan to do in Fiscal Year 2023?
 Finalize the Comprehensive Operations Analysis and plan activities to implement any recommendations for improvements.
 Proceed with activities for the Intelligent Transportation System (ITS). The ITS will includes components such as: Computer Aided Dispatching (CAD); Automatic Vehicle Location (AVL); Automated Annunciators to meet ADA Requirement; Relay real-time transit information; Automated Passenger Counter (APC); and an advance fare payment system. The use of ITS technologies contributes to enhanced customer service, improved productivity and to the overall fiscal responsibility of the transit system.
 Coordinate with Cal-ITP, California Integrated Travel Project, created and managed by Caltrans for participation in their statewide procurement for contactless fare payment system.  Install solar powered LED dusk to dawn lights with push button signaling activation at various dimly lit bus stops along the Corona Cruiser routes.
 Develop the Zero Emission Bus (ZEB) Rollout Plan to deploy zero emission buses by 2040; transit agencies are required to develop this plan which is due to California Executive Officer by July 1, 2023. This project is being spearheaded by Riverside County Transportation Commission to assist smaller agencies with the development of the plan.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 412,220 $ 314,805 $ 411,403 $ 326,069 $ (85,334) (20.7)% Materials And Supplies 47,735 45,399 58,204 63,411 5,207 8.9% Contractual 1,681,626 1,399,538 2,027,400 2,662,322 634,922 31.3% Utilities 170,219 141,405 206,050 234,000 27,950 13.6%
Capital Outlay 18,422 23,112 127,500 50,000 (77,500) (60.8)% Total $ 2,330,222 $ 1,924,259 $ 2,830,557 $ 3,335,802 $ 505,245 17.8% City of Corona Fiscal Year 2023, Page 98
City of Corona Fiscal Year 2023 Proposed Budget, Page 165

COMMUNITY SERVICES DEPARTMENT
Parks, Trees & Medians Maintenance Budget Detail
What do we do?
The Park and Trees Maintenance Program provides maintenance for all developed and underdeveloped parkland. This includes the maintenance of recreation and community buildings, playgrounds, and four aquatic facilities. This division is also responsible for the management of City trees and ongoing maintenance for safety, tree health, and aesthetics, as well as response to storm and emergencies related to City trees. The Parks and Trees Maintenance Program also administers the contracted landscape maintenance of Community Facilities Districts (CFDs) and Landscape Maintenance Districts (LMDs). The Graffiti Removal Program is responsible for the removal of graffiti from all public property and private property when permission is granted. This division also includes the Park Ranger Program, the Park Ambassador program, and the supervision use of picnic shelters and use of ballfields.

What did we do in Fiscal Year 2022?
 Increased frequency of City Park cleanups to reactivate public access.  Worked with the consultant to complete the Trails Master Plan Phase Two.  Conducted multiple homeless encampment cleanups throughout the City.  Supported completion of Capital Improvement Projects including Lincoln and Santana Parks inclusive playground, and the reopening of Griffin Park.  Implemented the new Park Ranger Program and provided education and enforcement elements to parks and trails. Hired a supervisor, staff, and revised the Corona Municipal Code, Chapter 12 (Park Use) to be in line with the program.
 Participated and supported the Corona Beautiful Cleanup Community events, conducted “Ask an Arbor” video series to educate the community on the importance of tree care, and supported the new Arbor Day “Tree-tacular” event.
 Established a standardization of landscaping for Corona’s streetscape and landscape medians.  Initiating a grid pruning schedule with the immediate trimming of over 1,700 trees.  Began working with a consultant on the Parks & Recreation Master Plan by providing data and documentations needed for the plan.

What do we plan to do in Fiscal Year 2023?
 Conduct educational trainings with volunteer led hikes on Skyline trail to educate the community on local flora and fauna located in Corona trails.
 Install lights at Border Pickleball Courts to expanding hours of use.  Complete the first year of the five-year Urban Forest Management Plan reforestation plan by planting 3,000 trees in Corona.
 Complete the Parks and Recreation Master Plan and begin to identify and prioritize a list of park improvements.
 Complete the City Parks Master Plan.

City of Corona Fiscal Year 2023, Page 99
City of Corona Fiscal Year 2023 Proposed Budget, Page 166

COMMUNITY SERVICES DEPARTMENT
Parks, Trees & Medians Maintenance Budget Detail
 Implement the Adopt-A-Park program by inviting interested organizations to a park adoption meeting. At these meetings, groups of any size or age may apply to adopt a City park or trail to help keep the City parks clean and vitalized.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 1,140,435 $ 1,191,824 $ 1,726,884 $ 2,203,722 $ 476,838 27.6% Materials And Supplies 3,068,306 3,237,350 3,867,735 4,947,277 1,079,542 27.9% Contractual 3,117,493 3,181,550 4,089,586 4,425,917 336,331 8.2% Utilities 1,226,671 1,583,434 1,534,086 1,587,168 53,082 3.5% Capital Outlay - - 25,775 25,775 - -%
Total $ 8,552,905 $ 9,194,158 $ 11,244,066 $ 13,189,859 $ 1,945,793 17.3% Service Adjustment Changes (Operating Budget)
Description Amount
Increase Hours for PT Senior Park Ranger Position $2,149 New Tractor $45,000
Park Maintenance Staff Annual Wi-Fi Access $2,000
Pickleball Court Light Installation Project $75,000
Reforestation of the City's Urban Forest $700,000
Skyline Weed Abatement $10,000
City of Corona Fiscal Year 2023, Page 100
City of Corona Fiscal Year 2023 Proposed Budget, Page 167

COMMUNITY SERVICES DEPARTMENT
Events and Programs Budget Detail
What do we do?
The Events and Programs Division provides a variety of programs and services to Corona residents including citywide inclusive and expanding special events for the community to engage, coordination with contract instructors for hundreds of recreational classes, youth and adult sports, after-school recreation, summer camps, youth, and extensive services and activities designed for Corona’s senior population. We also offer volunteer programming to support Recreation, Library programs, Park beautification, and community clean-ups that provides an avenue for residents to give back to their community.

What did we do in Fiscal Year 2022?
 Hire a Special Events Program Coordinator to expand City-wide events which included two new events: Night Markets and Tree-Tacular celebrating Arbor & Earth Day.  Hosted “The Wall That Heals” Vietnam Memorial regional event for the public to experience a three-quarter scale replica of the Vietnam Veterans Memorial and a mobile Education Center.

There was over 10,000 people in attendance from Southern California and beyond.  Launched a City-operated Adult Softball League with direct community engagement, improved field conditions, and expansion in the number of leagues through marketing and outreach with a total of 200 participants.
 With an ongoing volunteer team of 500, hosted 15 community cleanup events with 900 volunteers and yielded 2,325 hours of services including cleanups at parks, skate park, planting trees.  Reduced barriers and expanded recreational access to youth by launching a new Youth Scholarship program for qualified youth to receive $100 scholarship for classes, youth programs, and activities and 55 youth benefited from the program.

What do we plan to do in Fiscal Year 2023?
 Special Events will be expanded into larger regional attractions by hosting destination worthy events to include cultural fairs, heritage events, large format concerts, festivals, street fairs, athletic competitions, and culinary experiences. Staff will develop a large-scale special events framework including policy, recruitment processes, and marketing to attract promoters to the community as well develop relationship in Corona to further expand the community’s events.  Expand the number of volunteers to 700 to connect residents and businesses with cleanup and tree planting opportunities throughout the community. Work with community organizations on additional Corona Beautiful Community Cleanups which will allow individuals, groups, organizations, or business to work together with staff to clean parks, trails, and plant trees within the City of Corona.
 Increase the number of Park Ambassador volunteers to 20 to education the community on issues in the parks and how to use the See, Click, fix application to report issues such as graffiti, vandalism, or other maintenance issues in park.

City of Corona Fiscal Year 2023, Page 101
City of Corona Fiscal Year 2023 Proposed Budget, Page 168

COMMUNITY SERVICES DEPARTMENT
Events and Programs Budget Detail
 Continue to expand youth services by expanding the Kids Club after-school program to a new school site totaling 13 school sites.
 Conduct a survey to enlist the feedback of the community on what new classes and recreation opportunities to be offered by the Corona Connection. Hire new instructors to teach a variety of science, dance, fitness, and cultural experiences.
 Expand services at the Senior Center by introducing a “One-Stop-Shop" experience so seniors can access increased programs and services valuable for their needs.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 813,601 $ 716,454 $ 1,535,494 $ 1,575,225 $ 39,731 2.6% Materials And Supplies 158,075 91,926 178,852 226,368 47,516 26.6% Contractual 316,344 97,601 310,460 586,100 275,640 88.8% Utilities 9,966 11,023 8,072 17,530 9,458 117.2%
Total $ 1,297,986 $ 917,004 $ 2,032,878 $ 2,405,223 $ 372,345 18.3% Service Adjustment Changes (Operating Budget)
Description Amount
Arbor Day Celebration $4,000
Halloweekend PT Staffing $947
Halloween Video Wall Rental $3,600
July 4th Celebration PT Staffing and Overtime $11,084
Night Market Events at the Circle City Center $2,000
Night Market PT Staffing $2,525
Summer Concerts PT Staffing $2,856
Volunteer Program $8,482
City of Corona Fiscal Year 2023, Page 102
City of Corona Fiscal Year 2023 Proposed Budget, Page 169

COMMUNITY SERVICES DEPARTMENT
Facilities and Project Management Budget Detail
What do we do?
The Indoor Facilities Team oversees the use of City facilities including the Circle City Center, the Historic Civic Center including operation of Corona’s historic theater, Vicentia Activity Center, and Victoria Park and Auburndale Community Centers.

What did we do in Fiscal Year 2022?
 Developed and implemented a Corona Standard for upkeep, care, and service delivery at City facilities.
 Re-opened all City facilities to the public for programming, activity and rentals space for gatherings.
 Revised the consecutive use policies and facility availability at parks and indoor facilities.  Coordinated the City Co-Sponsorship Program by working with local non-profit organization that seek to hosting events at City parks and facilities.
 Installed sound and lighting equipment at the outdoor stage of the Circle City Center which expanded event space to host events and programs for the community to enjoy.  Completed improvements to the Circle City Center to expand classes and programs and created the facility to be a hub for all Recreational activities.

What do we plan to do in Fiscal Year 2023?
 Host arts and cultural events at the Circle City Center to engage the community. These events include outdoor and indoor concerts, art shows, dance performances, and other events to celebrate the diverse culture and heritage of Corona.
 Host a new Corona Cruise Night at the Circle City Center in remembrance of the historic Corona Road Race.
 Review fees for facility rentals to ensure there is fair access to the City’s facilities.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 645,460 $ 503,892 $ 982,749 $ 882,866 $ (99,883) (10.2)% Materials And Supplies 20,642 25,274 36,230 40,230 4,000 11.0% Contractual 382 5,045 1,321 700 (621) (47.0)%
Utilities 3,847 3,454 5,052 2,552 (2,500) (49.5)%
Total $ 670,331 $ 537,665 $ 1,025,352 $ 926,348 $ (99,004) (9.7)% City of Corona Fiscal Year 2023, Page 103
City of Corona Fiscal Year 2023 Proposed Budget, Page 170

COMMUNITY SERVICES DEPARTMENT
Facilities and Project Management Budget Detail
Service Adjustment Changes (Operating Budget)
Description Amount
Circle City Center Program Enhancements $5,000
Meetings and Hosted Events Facility Rentals $7,000
Volleyball Referee Stands $2,500
City of Corona Fiscal Year 2023, Page 104
City of Corona Fiscal Year 2023 Proposed Budget, Page 171

COMMUNITY SERVICES DEPARTMENT
Community Services Administration Budget Detail
What do we do?
The Community Services Department’s Administrative Team sets the vision for creating a sense of place in the City of Corona through celebrating our community, developing programs to increase access to arts, culture, and recreational activities, and ultimately improving the quality of life in Corona. The Administration division also streamlines department functions including but not limited to providing frontline customer service, process onboarding of new staff and complete personnel forms, overseeing department accounting and budget operations, preparing, and managing purchase requisitions, purchasing and contracts, and supervising capital projects. The department also conducts training for the department’s registration/reservation software and ensure the accuracy of all transactions. The team also works with the Library Trustees and Parks and Recreation Commission on departmental policies, procedures, and programs.

What did we do in Fiscal Year 2022?
 Created many Standard Operating Procedures (SOPs) for administrative support across all divisions for consistency and continuity.
 Reviewed Administrative Policies and Municipal Code sections in-line with responsibilities falling under the Community Services Department.
 Further refining the use of CivicRec recreation management software.  Introduced an annual joint meeting between Parks and Recreation Commission and Library Trustees and continue to prepare monthly agendas, minutes, and reports for these meeting.

What do we plan to do in Fiscal Year 2023?
 Create a standardize log of all Community Service Capital Improvement projects and contracts.  Create a database of vendors used by Community Services to track contracts and purchase orders.  Maintain a database of all Community Services grants to ensure grant compliance.  Further cross training staff in areas of Granicus, P-Track, and One Solution.  Increase efficiency in customer services and request response.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 1,196,704 $ 1,204,921 $ 1,401,832 $ 1,268,781 $ (133,051) (9.5)% Materials And Supplies 49,043 58,154 59,369 57,628 (1,741) (2.9)% Contractual 139,319 108,492 123,553 73,553 (50,000) (40.5)% Utilities 164 758 900 900 - -%
Total $ 1,385,230 $ 1,372,325 $ 1,585,654 $ 1,400,862 $ (184,792) (11.7)% City of Corona Fiscal Year 2023, Page 105
City of Corona Fiscal Year 2023 Proposed Budget, Page 172

COMMUNITY SERVICES DEPARTMENT
Community Services Administration Budget Detail
Service Adjustment Changes (Operating Budget)
Description Amount
Additional Office and Program Supplies, and Postage $8,000 Administrative Assistant Position $87,465
City of Corona Fiscal Year 2023, Page 106
City of Corona Fiscal Year 2023 Proposed Budget, Page 173

COMMUNITY SERVICES DEPARTMENT
Library Services Budget Detail
What do we do?
Library Services has two major functions. Library Collection Services provides research assistance to the public, maintains the Integrated Library System, evaluates, as well as selects and processes print and electronic materials. The division also supervises operations and patron use of an extensive collection of local history resources and artifacts in the Heritage Room. The Account Services team oversees all activities related to materials circulation, patron accounts, and passport services.

What did we do in Fiscal Year 2022?
 The library re-opened for 6 days a week for a total of 51 hours weekly. Most services, and programs are back to pre-pandemic levels.
 270 Spanish language books were added for Adults and Teens along with an additional 65 books for On-the-Go service. A “New” Spanish language book area was created and a monthly Spanish Language book display highlighting available titles. Most flyers are now available in Spanish.  The NEXT 5 READS personalized reader advisory program was created for adults and teens to find their next read.
 Complete a work plan and needs assessment for Heritage Room.  Eighteen Early Literacy Kits were added to the collection by funds provided by the California State Library’s Stay and Play and Family Literacy grants. The Early Literacy Kits are small backpacks that contain books, music, learning toys/activities, and instructions centered around appropriate themes for children ages 2-5.

What do we plan to do in Fiscal Year 2023?
 Hire architect to begin the planning of the Heritage Room expansion.  Plan and execute Memorial Day 2023 Exhibit at the Library.  Implement collection HQ evidence-based collection management tool to assist with updating of the Adult Non-fiction.
 Use collection HQ to review the Diversity, Equity and Inclusion of the Adult, Children’s and Teen fiction collections.
 Explore options for streamlining and automating Facilities rentals and the Parade application process.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 783,668 $ 785,999 $ 779,941 $ 680,663 $ (99,278) (12.7)% Materials And Supplies 151,754 136,428 151,503 217,660 66,157 43.7% City of Corona Fiscal Year 2023, Page 107
City of Corona Fiscal Year 2023 Proposed Budget, Page 174

COMMUNITY SERVICES DEPARTMENT
Library Services Budget Detail
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Contractual 32,299 33,270 38,897 44,222 5,325 13.7%
Total $ 967,721 $ 955,697 $ 970,341 $ 942,545 $ (27,796) (2.9)% Service Adjustment Changes (Operating Budget)
Description Amount
Additional Children, Teen, Adult Books, eBooks, and Print. $25,000 Audio/Visual Streaming Services $9,000
Bibliotheca Maintenance Contract Increase $8,055
Electronic Info Resources Increase $10,000
Eliminate PT Office Worker Position $(18,089)
Evidence Based Collection Development Software $12,000
PT Library Assistant Position $19,984
City of Corona Fiscal Year 2023, Page 108
City of Corona Fiscal Year 2023 Proposed Budget, Page 175

COMMUNITY SERVICES DEPARTMENT
Literacy and Community Engagement Budget Detail
What do we do?
The Literacy and Community Engagement Team is responsible for the development of children, teen, adult library programs, activities, and special events, and administers the adult and family literacy programs. The team also coordinates with local businesses, community organizations, and area agencies to develop partnerships, garner program sponsorships, and communicate department activities to residents. The division also plans and coordinates Adaptive enrichment activities for the Community, coordinates volunteers for a Vets Connect program, and plans On-the-Go outreach to provide activities spanning the Community Services divisions of the department.

What did we do in Fiscal Year 2022?
 Strengthen and expand new COVID-era programming processes that blend in-person experiences with interactive, online content in collaboration with divisional and departmental communications teams.
 Reintroduce traditional events including Early Literacy Storytimes and Maker Exchange open hours.

Develop and implement new offerings including Stay and Play community connection programming.
 Reenvision the Adult Reading Assistance Program to better support coordinators, tutors, and learners.
 Continue Corona Adaptive’s Emerging Readers Book Club and return to in-person programming.  Reopen the Veterans Connect at the Library office and provide three events to the public to promote veteran services and honor their contributions to our society. Establish a bi-monthly Veteran’s Book Club.
 Completion of the On the Go Shared Vision/Bringing the Library to You grant by incorporating lesson boxes that focus on social emotional learning and will expand services to Senior Services.

What do we plan to do in Fiscal Year 2023?
 Rebuild tutor/learner pairs and develop small class offerings for the Adult Literacy Services. This includes promotion of Career Online High School as well as the Adult Reading Assistance Program.  Teen Advisory Council (TAC) will update by-laws to reflect new goals and values as related to the entire Community Services department with a focus on building community from a teen perspective.
 Create surveying tools to collect data to assess the needs of families and community members for programs that are reflective of Corona’s demographics.
 Expand Maker Exchange open hours to reintroduce workshops and lessons led by community partners and volunteers.

City of Corona Fiscal Year 2023, Page 109
City of Corona Fiscal Year 2023 Proposed Budget, Page 176

COMMUNITY SERVICES DEPARTMENT
Literacy and Community Engagement Budget Detail
What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 612,553 $ 652,184 $ 612,344 $ 616,506 $ 4,162 0.7% Materials And Supplies 119,216 97,112 23,435 45,100 21,665 92.4% Contractual 4,781 4,044 - - - -%
Utilities 389 1,208 2,725 2,725 - -%
Capital Outlay - 30,865 - - - -%
Total $ 736,939 $ 785,413 $ 638,504 $ 664,331 $ 25,827 4.0% Service Adjustment Changes (Operating Budget)
Description Amount
Additional Program Supplies $21,665
City of Corona Fiscal Year 2023, Page 110
City of Corona Fiscal Year 2023 Proposed Budget, Page 177

COMMUNITY SERVICES DEPARTMENT
Airport Budget Detail
What do we do?
The Corona Municipal Airport Program is responsible for the management of all aspects of airport operations including: the adherence of lease agreements; compliance with all federal, state, and local laws, ordinances, and regulations; and the continual maintenance of runways, taxiways, aprons, streets, grounds, lighting, and equipment located within the airport’s parameters. The Airport program is dedicated to safety and providing a first-rate General Aviation facility serving commercial operators, recreational flyers, and the City of Corona.

What did we do in Fiscal Year 2022?
 Completed the replacement of 16 runway lights with LED light fixtures for increased energy efficiency and reliability. All runway lights now retrofitted.  Researched and created the Security Measure Action Plan to implement in FY23.  Completed vegetation removal project in Runway Protection Zones (RPZ) from the South Channel and the North Wall locations.
 Secured the receipt of three (3) Federal Aviation Administration airport grants.  Completed pavement project of Runway, Taxi Ways, and Aviation Road.  Analyzed and processed consent of assignment of sub-Master Lease for Parcel 1.  Conducted all due diligence efforts, i.e., on-site inspection of Parcel 4 & 5 hangars, buildings, and infrastructure, and proposed assignee business plan, to assess request to permit the transfer of said parcels to a new operator.
 Conducted research of surrounding airports to better understand industry standards.  Coordinated monthly maintenance activities, fielded complaints, requests, and all airport related matters between the FAA, CA DOT, CA Storm Water, U.S. Army Corps, City Departments, vendors and contractors.
 Responded to 3 FAA reported incidents; and met with airport stakeholders.

What do we plan to do in Fiscal Year 2023?
 Perform annual vegetation removal as required by the Federal Aviation Administration (FAA) and California Department of Transportation (CalTrans).
 Retrofit all street lights to LED along Aviation Road.  Implement all Security Measure Improvements to secure the airfield and leased areas 24/7 - relocate wrought-iron gate, install new security access system, inclusive of added access features such as key pad, intercom system, remote access. Add chain-link fencing, emergency gates.  Assess cost to revamp the camera system throughout the airport.  Assess landscape design.
 Assess cost to design an Observation Area.
 Implement an abatement program of inoperable planes from public view.  Manage the airport grants reimbursement requests.

City of Corona Fiscal Year 2023, Page 111
City of Corona Fiscal Year 2023 Proposed Budget, Page 178

COMMUNITY SERVICES DEPARTMENT
Airport Budget Detail
 Final request to assign Parcel 4 & 5 to new operator and monitor adherence to approved terms including the investment of capital improvements.
 Continue collaboration and partnerships efforts between the City and City’s Master Lease Holders to continue improving the operations and maintenance throughout the airport.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ (9,361) $ 113 $ - $ 88,553 $ 88,553 -% Materials And Supplies 104,597 128,993 117,374 94,565 (22,809) (19.4)% Contractual 30,625 30,596 41,056 88,161 47,105 114.7%
Utilities 9,864 13,252 12,072 12,629 557 4.6%
Total $ 135,725 $ 172,954 $ 170,502 $ 283,908 $ 113,406 66.5% Service Adjustment Changes (Operating Budget)
Description Amount
Administrative Assistant Position $87,465
City of Corona Fiscal Year 2023, Page 112
City of Corona Fiscal Year 2023 Proposed Budget, Page 179

COMMUNITY SERVICES DEPARTMENT
Property Management Budget Detail
What do we do?
Property Management oversees leasable real property at the Historic Civic Center and Mission Apartments (affordable housing units) owned by the City. Responsibilities include lease activities, tenant relations, needs assessment/capital improvements, and related activities needed to operate quasipublic/private facilities seamlessly for the tenants and community. Property and asset management activities shall increase as the City moves towards a centralized City asset management framework.

What did we do in Fiscal Year 2022?
 Completed and executed four lease extension for tenants at Historic Civic Center.  Coordinated with Maintenance Services to increase the maintenance and security measures at Historic Civic Center grounds.
 Continue to conduct myriad of property management and maintenance activities at the Mission Apartments, addressing tenant complaints and enforcing lease terms in preparation for the property to be repurposed to Permanent Supportive Housing.  Conduct property management and maintenance activities for three (3) vacant parcels and one (1) vacant-unoccupied single-family residence.

What do we plan to do in Fiscal Year 2023?
 Negotiate with HCC tenants on new leases.
 Analyze HCC common area expenses.
 Assess HCC grounds keeping and related efforts with city staff.  Manage Mission Apartments until homeless service operator is assigned to the complex.  Commence discussion with HCC tenants regarding conversion to a full arts complex.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 79,479 $ 157,729 $ 210,227 $ 185,821 $ (24,406) (11.6)% Materials And Supplies 13,492 - 17,558 11,260 (6,298) (35.9)% Utilities 8,765 874 14,800 - (14,800) (100.0)%
Total $ 101,736 $ 158,603 $ 242,585 $ 197,081 $ (45,504) (18.8)% City of Corona Fiscal Year 2023, Page 113
City of Corona Fiscal Year 2023 Proposed Budget, Page 180 City of Corona Fiscal Year 2023 Proposed Budget, Page 181

ECONOMIC DEVELOPMENT DEPARTMENT
Economic Development Department Budget Detail
What do we do?
The Economic Development Department provides business attraction, development, retention, and expansion, resulting in economic prosperity in Corona. Through a concerted approach and partnerships with the business community, government resource agencies and local colleges, the Office of Economic Development strategically aligns business resources that empower Corona businesses and foster economic growth. The Office of Economic Development implements City Council economic development priorities through internal citywide collaboration and stakeholder engagement that catalyzes prompt business location and expansion. The vision of the Office of Economic Development is to foster and form strategic partnerships that encourage investment in the community, support Corona's businesses, promote entrepreneurship opportunities among Corona's various demographic sectors, and enhance the quality of life for all Coronans.

Performance Measures
2020 2021 2022 2023
Performance Measure Actuals Actuals Adopted Proposed
Business workshops or eents (in person or
virtual)
45 50 65 50
New Businesses 1,046 994 1,050 1,050
What does it cost?
Dollars by Funding Source
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
General Fund $ 264,656 $ 689,231 $ 1,019,828 $ 1,345,571 $ 325,743 31.9% Total Expenses $ 264,656 $ 689,231 $ 1,019,828 $ 1,345,571 $ 325,743 31.9% City of Corona Fiscal Year 2023, Page 115
City of Corona Fiscal Year 2023 Proposed Budget, Page 182

ECONOMIC DEVELOPMENT DEPARTMENT
Economic Development Department Budget Detail
Dollars by Department Activity
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
Economic Development $ 264,656 $ 689,231 $ 1,019,828 $ 1,345,571 $ 325,743 31.9% Total Expenses $ 264,656 $ 689,231 $ 1,019,828 $ 1,345,571 $ 325,743 47.3% City of Corona Fiscal Year 2023, Page 116
City of Corona Fiscal Year 2023 Proposed Budget, Page 183 Jessica Gonzales, Economic Development Director
Economic Development

1.00 FTE ʹ Economic Development Director

3.00 FTE ʹ Economic Development Administrator

1.00 FTE ʹ Management Analyst II

1.00 FTE ʹ Economic Development Assistant

6.00 FTE Economic Development Subtotal
FY 2023
Position Totals

6.00 ʹ FullͲTime FTE

0.00 ʹ PartͲTime FTE (not reflected above)

6.00 Total FTE
This organizational chart represents citywide FullͲ
Time Equivalents (FTEs) for this department. The
Citywide Schedule of Positions table summarizes
FTEs by position allocation. An FTE is the
equivalent of one person working full time 2,080
hours per year.

ECONOMIC DEVELOPMENT DEPARTMENT
City of Corona Fiscal Year 2023 Proposed Budget, Page 184

ECONOMIC DEVELOPMENT DEPARTMENT
Economic Development Budget Detail
What do we do?
The Business Attraction and Development Division is responsible for business attraction and entrepreneurship development, to support aspiring entrepreneurs and attract quality companies to Corona. This Division administers entrepreneurship development programs including Emprendedor@s, Entrepreneurial and Business Leadership Series, and Growing Your Business Series. This Division also provides site selection assistance to companies looking to locate in Corona, and leads the Department’s communications and marketing outreach to promote business programs, events, and services. This Division is also leading the citywide Economic Development Strategic Plan.

The Business Retention and Expansion Division is responsible for business retention, expansion, and workforce development, to support existing Corona businesses. This Division supports Corona companies through business visitations and support meetings to understand business needs and connect them with various resource agencies to assist them. This Division also administers the City’s Manufacturing Assistance Program to support Corona-based manufacturers and the Live Work Corona workforce development initiative to connect Corona residents with Corona-based employers.

The Redevelopment Division is responsible for revitalization, reinvestment, and public-private partnership building to support Corona’s commercial markets. This Division also leads the City’s revitalization efforts of the Corona Mall and the Downtown Revitalization Plan in order to transform Corona’s Downtown into a thriving, vibrant destination for the community.

What did we do in Fiscal Year 2022?
 Enhanced business communications, marketing, and promotion through a monthly business welcome letter to new business license applications, a new business welcome email blast containing resources, and a business resource newsletter for Spanish-speaking business owners.

Additionally, several marketing campaigns were held to promote businesses throughout the year including National Small Business Week, Hispanic Heritage Month, Manufacturing Month, and Women’s History Month.
 Continued the inter-departmental Team Corona model to support Corona's business community, holding more than 20 Team Corona meetings with City staff and businesses to help facilitate business attraction, expansion, and retention. Continued the Economic Development Strategic Plan with outreach to the community via surveys, two workshops, and one-on-one conversations with business owners, key industry sectors, property managers, and commercial brokers to assess business needs and identify resources and partnerships to support Corona companies. The final plan will be presented to City Council for adoption in summer 2022.  Continued the Downtown Revitalization Plan effort to enhance and revitalize Corona's Downtown and create a cohesive for the Downtown through informed dialogue with the community and key stakeholders via five community meetings, a communitywide survey, and a dedicated project website (TheCoronaCircle.com). The final Plan will be presented for adoption in summer 2022.  Facilitated ongoing support of Downtown revitalization efforts for the Corona Mall through coordinated meetings between the developer and inter-departmental staff. Construction on the Corona Mall – South has commenced and is expected to conclude by early 2023.

City of Corona Fiscal Year 2023, Page 118
City of Corona Fiscal Year 2023 Proposed Budget, Page 185

ECONOMIC DEVELOPMENT DEPARTMENT
Economic Development Budget Detail
 Acquired a critical property (725 S. Main St.) within the Corona Mall South which will be repositioned to better align with the redevelopment of the larger Corona Mall.  Hosted and cohosted more than 60 events (Coffee with an Entrepreneur, Emprendedor@s, Entrepreneurial and Business Leadership Series, Growing Your Business Series, Youth Manufacturing Forum, Corona Regional Fast Pitch Competition, Live Work Corona Webinar Series, Commercial Ownership and Leasing Webinar, and Government Contracting Webinar) to facilitate business development and prosperity.
 Held the inaugural New Business Reception to welcome new businesses to Corona and provide them with the opportunity to network and meet with business resource agencies to support their growth.
 Developed and hosted entrepreneurship programs (Emprendedor@s, Entrepreneurial and Business Leadership Series, and Growing Your Business Series) in partnership with resource agencies and offered in English and Spanish to foster entrepreneurial growth across Corona's diverse community.
 Administered the Corona Manufacturing Assistance Program, a multi-agency collaborative program, including educational and workforce partnerships, serving more than 400 manufacturing companies in Corona and connecting them with technical, hiring, and financial assistance.  Launched the SizeUp business performance benchmarking tool on the City’s website. This tool provides businesses with access to data to benchmark performance, assess competitiveness, identify best locations to advertise and analyze demographics of customers, labor force, and expenditure data. Launched the Live Work Corona workforce development initiative that seeks to build better connection between Corona companies and residents by: 1) increasing local workforce opportunities for Corona residents, 2) encouraging Corona companies to look locally for their workforce needs, and 3) enhancing the overall quality of life for residents by reducing the number of cars leaving Corona and providing residents with more time at home to spend with family and friends.

What do we plan to do in Fiscal Year 2023?
 Launch a Business Grant Program to support Corona-based small businesses and entrepreneurs, utilizing funds allocated from American Rescue Plan Act.  Develop and launch Office of Economic Development social media accounts and dedicated subsite to enhance business outreach and further engage with existing and potential new businesses.  Develop and implement Shop | Dine Corona program to build a strong and resilient local economy through encouraging support of local businesses and creating a sense of pride in shopping and dining locally.
 Enhance the Live | Work Corona workforce development iniative through a dedicated website to promote job seeker and employer resources and highlight local job opportunities.  Implement the Economic Development Strategic Plan and the economic development priorities and strategies identified in the plan as informed by key industry data and the needs of the business community.

City of Corona Fiscal Year 2023, Page 119
City of Corona Fiscal Year 2023 Proposed Budget, Page 186

ECONOMIC DEVELOPMENT DEPARTMENT
Economic Development Budget Detail
 Implement the Downtown Revitalization Plan and implement identified strategies to enhance Corona's Downtown, celebrate the area's history, enhance circulation, and attract future investment that can promote the area as a thriving community and regional destination.  Further the Corona mall rehabilitation by coordinating redevelopment of the site with LAB Inc. and facilitate meetings with City to staff to advance LAB's plans for rehabilitation that further complement the vision for the Downtown District revitalization.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 172,709 $ 500,076 $ 729,468 $ 886,171 $ 156,703 21.5% Materials And Supplies 35,160 36,698 168,560 191,100 22,540 13.4% Contractual 55,942 150,654 119,200 264,400 145,200 121.8% Utilities 846 1,803 2,600 3,900 1,300 50.0%
Total $ 264,657 $ 689,231 $ 1,019,828 $ 1,345,571 $ 325,743 31.9% Service Adjustment Changes (Operating Budget)
Description Amount
Additional Advertising, Promotion/Public Outreach, Postage, and Conferences $18,800 Business Events Facility Rentals $1,000
Management Analyst II Wireless Communication $650
City of Corona Fiscal Year 2023, Page 120
City of Corona Fiscal Year 2023 Proposed Budget, Page 187 City of Corona Fiscal Year 2023 Proposed Budget, Page 188

ELECTED OFFICIALS
Elected Officials Budget Detail
What do we do?
The City of Corona’s Elected Officials act represent residents in their legislative duties. The City Council acts as the legislative body for the City and set citywide policies for efficient and effective governance.

What does it cost?
Dollars by Funding Source
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
General Fund $ 124,420 $ 218,107 $ 157,807 $ 141,733 $ (16,074) (10.2)% Total Expenses $ 124,420 $ 218,107 $ 157,807 $ 141,733 $ (16,074) (10.2)% Dollars by Department Activity
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
City Council $ 108,478 $ 202,108 $ 142,125 $ 126,801 $ (15,324) (10.8)% City Treasurer 15,942 15,999 15,682 14,931 (751) (4.8)% Total Expenses $ 124,420 $ 218,107 $ 157,807 $ 141,732 $ (16,075) (7.4)% City of Corona Fiscal Year 2023, Page 122
City of Corona Fiscal Year 2023 Proposed Budget, Page 189 Citizens of Corona
City Council

5.00 Elected ʹ Council Members
City Treasurer

1.00 Elected ʹ City Treasurer
FY 2023 Position Totals

6.00 Ͳ Elected

ELECTED OFFICIALS
City of Corona Fiscal Year 2023 Proposed Budget, Page 190

ELECTED OFFICIALS
City Council Budget Detail
What do we do?
The City Council provides policy direction, upon which all City actions, programs, and priorities are based. The Council relies on the input from committees, commissions, and resident input on issues under consideration, to assist in public discussion upon which policy is formulated. City Council extends its influence through review and comments on proposed federal and state legislation, and through participation in regionally oriented governing bodies.

What did we do in Fiscal Year 2022?
 Successfully recognized outstanding Corona residents through recognitions and proclamations.  Represented the City on various regional boards and intergovernmental agencies and supported regional activities.
 Continued to encourage community involvement through the appointment of citizens to City commissions, boards, and committees.
 Promoted public safety by protecting residents and businesses.  Served as liaisons between the City and the business community.  Adopted policies to continue to enhance the quality of life in Corona.  Provided city staff with direction on the implementation of the Strategic Plan to carry out priorities for the City.
 Adopted a Code of Ethics and Conduct for Elected and Appointed Officials to establish guidelines for how officials should conduct themselves in public and private settings.

What do we plan to do in Fiscal Year 2023?
 Adopt a balanced Budget for Fiscal Year 2023 with projections for Fiscal Year 2024.  Provide policy direction to City staff.
 Continue to provide City staff direction on a Strategic Plan to set strategic direction and determine priorities for the City.
 Continue to promote Corona as a business-friendly community.  Continue to receive input from the community.
 Represent the City’s interest on intergovernmental agencies and boards.  Represent the citizens of Corona fairly and with integrity.  Advocate for the City on state and federal levels.
 Create policies to continue a high quality of life in Corona.  Continue to enhance Economic Development.

City of Corona Fiscal Year 2023, Page 124
City of Corona Fiscal Year 2023 Proposed Budget, Page 191

ELECTED OFFICIALS
City Council Budget Detail
What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 95,395 $ 108,702 $ 105,475 $ 86,851 $ (18,624) (17.7)% Materials And Supplies 11,357 12,036 28,150 36,350 8,200 29.1% Contractual 670 77,230 5,000 - (5,000) (100.0)%
Utilities 1,057 4,140 3,500 3,600 100 2.9%
Total $ 108,479 $ 202,108 $ 142,125 $ 126,801 $ (15,324) (10.8)% Service Adjustment Changes (Operating Budget)
Description Amount
Town Hall Meetings $7,500
City of Corona Fiscal Year 2023, Page 125
City of Corona Fiscal Year 2023 Proposed Budget, Page 192

ELECTED OFFICIALS
City Treasurer Budget Detail
What do we do?
The City Treasurer is an elected position and is responsible for overseeing the custody and safekeeping of all City funds. Furthermore, the Treasurer has the authority to invest idle funds in certain eligible securities allowed by Government Code Section 53635.

What did we do in Fiscal Year 2022?
 Assured compliance with all federal, state, and local laws governing investments.  Reviewed the investment portfolio in accordance with the City Investment Policy and California Government Code.
 Conducted quarterly meetings with the Treasury Committee.  Adopted the 2022 Legislative Platform and Financial Priorities.

What do we plan to do in Fiscal Year 2023?
 Conduct quarterly meetings with the Treasury Committee to provide up-to-date market and economic data and realign the City’s investments accordingly.  Review and evaluate the investment portfolio for areas of improved returns while safeguarding the assets.
 Submit the Investment Policy for City Council approval.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 15,942 $ 15,999 $ 15,682 $ 14,931 $ (751) (4.8)% Total $ 15,942 $ 15,999 $ 15,682 $ 14,931 $ (751) (4.8)% City of Corona Fiscal Year 2023, Page 126
City of Corona Fiscal Year 2023 Proposed Budget, Page 193 City of Corona Fiscal Year 2023 Proposed Budget, Page 194

FINANCE DEPARTMENT
Finance Department Budget Detail
What do we do?
Within the Citywide Internal Support service area, the Finance Department is responsible for citywide financial administration and overview of warehouse operations. Services provided are explained below.

Performance Measures
2020 2021 2022 2023
Performance Measure Actuals Actuals Adopted Proposed
Debt per Capita (excluding net pension liability) $615 $564 $516 $485 Bond Rating (S&P) AA- AA- AA+ AAA
Process AP invoices within an average of 30
days
85% 86% 88% 89%
Maintain aging of receivables under 90 days 87% 90% 91% 91% Return on investment above Benchmark (ICE
BAML 1-5 Year Treasury)
+15bps +13bps +13bps +14bps
P-Tracks Completed (purchasing requests) 2,127 2,226 2,177 2,286 Number of Purchase Orders Completed 1,984 1,877 1,931 2,027 Number of Bids Completed 73% 85 79 83
Number of Contracts Executed 445 415 430 452
What does it cost?
Dollars by Funding Source
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
General Fund $ 4,362,080 $ 4,131,492 $ 4,511,176 $ 4,441,062 $ (70,114) (1.6)% Enterprise Fund 129,974 132,664 20,021 - (20,021) (100.0)% Internal Service Fund 426,005 207,053 302,825 257,849 (44,976) (14.9)% Total Expenses $ 4,918,059 $ 4,471,209 $ 4,834,022 $ 4,698,911 $ (135,111) (2.8)% City of Corona Fiscal Year 2023, Page 128
City of Corona Fiscal Year 2023 Proposed Budget, Page 195

FINANCE DEPARTMENT
Finance Department Budget Detail
Dollars by Department Activity
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
Finance Administration $ 4,492,053 $ 4,264,156 $ 4,531,197 $ 4,441,062 $ (90,135) (2.0)% Warehouse 426,005 207,053 302,825 257,849 (44,976) (14.9)% Total Expenses $ 4,918,058 $ 4,471,209 $ 4,834,022 $ 4,698,911 $ (135,111) (3.0)% City of Corona Fiscal Year 2023, Page 129
City of Corona Fiscal Year 2023 Proposed Budget, Page 196 Kim Sitton, Finance Director
Administration

1.00 FTE ʹ Finance Director

0.86 FTE ʹ Accounting Manager

1.00 FTE ʹ Budget Manager

0.90 FTE ʹ Purchasing Manager

2.00 FTE ʹ Accounting Supervisor

2.00 FTE ʹ Senior Financial Analyst

1.00 FTE ʹ Grant Administrator

2.00 FTE ʹ Financial Analyst II

2.00 FTE ʹ Lead Purchasing Specialist

1.00 FTE ʹ Payroll Analyst

3.00 FTE ʹ Financial Analyst I

1.00 FTE ʹ Payroll Technician II

1.00 FTE ʹ Payroll Technician I

3.00 FTE ʹ Senior Accounting Technician

1.00 FTE ʹ Purchasing Specialist II

5.00 FTE ʹ Purchasing Specialist I

2.00 FTE ʹ Accounting Technician II

2.00 FTE ʹ Accounting Technician I

1.00 FTE ʹ Accounting Assistant

32.76 FTE Administration Subtotal
FY 2023
Position Totals

34.86 ʹ FullͲTime FTE

0.96 ʹ PartͲTime FTE (not reflected above)

35.82 Total FTE
This organizational chart represents citywide
FullͲTime Equivalents (FTEs) for this
department. The Citywide Schedule of
Positions table summarizes FTEs by position
allocation. An FTE is the equivalent of one
person working full time 2,080 hours per year.

Warehouse

0.10 FTE ʹ Purchasing Manager

1.00 FTE ʹ Lead Warehouse Specialist

1.00 FTE ʹ Warehouse Specialist

2.10 FTE Warehouse Subtotal

FINANCE DEPARTMENT
City of Corona Fiscal Year 2023 Proposed Budget, Page 197

FINANCE DEPARTMENT
Finance Administration Budget Detail
What do we do?
The Budget and Revenue function is responsible for preparing and maintaining the City’s operating and capital budgets. This area also monitors all revenue accounts, provides revenue estimates for budgetary purposes, coordinates a Citywide biennial user fee study, and coordinates the cost allocation plan. Other areas of responsibility include activities related to transient occupancy taxes and oversight of the business license program, centralized cashiering, and personnel related activities that include cost analysis and maintaining information for the Human Resources system.

The Development Accounting function administers the financial aspects of the City’s development activities, such as the formation and administration of Community Facility Districts and other landbased financing programs; the City’s long-term debt including issuance, refunding and compliance monitoring; the reporting of Citywide developer impact fees; and the calculation, levying and reporting of special assessment taxes.

The General Accounting function manages and maintains the City’s financial records in conformity with generally accepted accounting principles and in compliance with federal, state, and local laws. It ensures appropriate internal controls are in place to safeguard City assets. The function provides payroll, accounts payable, accounts receivable, financial reporting, grant management, investment activities, and general accounting services. The General Accounting group provides accurate and timely data to internal and external users to analyze various performance indicators and productivity for enhanced accountability and effective use of financial resources.

The Purchasing function is responsible for the procurement of goods and services necessary for the City to serve its constituents in the most responsible, cost-effective manner. In accordance with Corona Municipal Code Chapter 3.08, the Purchasing Division will ensure that all City purchases follow the procedures to implement the City’s participation in the Uniform Public Construction Cost Accounting Act pursuant to California Public Contract Code, Section 22000 et seq.

What did we do in Fiscal Year 2022?
 Received the thirty-first consecutive Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA), the highest form of recognition in governmental accounting and financial reporting.  Received clean (unmodified) opinion for the annual financial audit from the City’s auditor.  Received the eighteenth consecutive California Society of Municipal Finance Officers (CSMFO) Excellence in Budgeting Award.
 Received the sixth budget award from the GFOA.
 Issued Pension Obligation Bond which saved $166 million for the City’s taxpayers.  Established a Pension Stabilization Trust Fund with an initial contribution of $30 million, in alignment with the Pension Management Policy adopted in January 2022.

What do we plan to do in Fiscal Year 2023?
 Receive the GFOA award for the Annual Comprehensive Financial Report (ACFR).  Receive the GFOA and CSMFO awards for the annual adopted budget.

City of Corona Fiscal Year 2023, Page 131
City of Corona Fiscal Year 2023 Proposed Budget, Page 198

FINANCE DEPARTMENT
Finance Administration Budget Detail
 Receive a clean (unmodified) opinion from the annual financial audit.  Maintain aging of receivables to be under 90 days.
 Assist departments with revamp of capital improvement program budget from a 5-year plan to a 10-year plan.
 Process payments of invoices within an average of 30 days.  Ensure seamless transition to Finance Enterprise, the upgraded version of the City's financial system, One Solution.
 Provide data and information for the Process Mapping project which should lead to improvement opportunities in multiple modules of the accounting system.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 4,006,179 $ 3,485,672 $ 3,918,662 $ 3,793,087 $ (125,575) (3.2)% Materials And Supplies 33,373 94,788 39,885 43,115 3,230 8.1% Contractual 452,501 683,697 572,300 604,860 32,560 5.7% Utilities - - 350 - (350) (100.0)%
Total $ 4,492,053 $ 4,264,157 $ 4,531,197 $ 4,441,062 $ (90,135) (2.0)% Service Adjustment Changes (Operating Budget)
Description Amount
Grant Administrator Computer Equipment $2,000
Grant Administrator Position $130,539
Senior Financial Analyst Computer Equipment $2,000
Senior Financial Analyst Position $136,699
Software Subscription for Lease Management $14,000
City of Corona Fiscal Year 2023, Page 132
City of Corona Fiscal Year 2023 Proposed Budget, Page 199

FINANCE DEPARTMENT
Warehouse Budget Detail
What do we do?
The Warehouse Services Program provides for a centralized inventory and warehouse operations, storage, shipping, receiving and distribution operations for inventory items, file archives, surplus material and housing of supplies and equipment requiring temporary storage.

What did we do in Fiscal Year 2022?
 Closely monitored Warehouse inventory and ensured adequate inventory supply levels were maintained to support Citywide operations.
 Reviewed minimum and maximum required quantities throughout the warehouse to ensure stock is available when needed, without carrying an excessive number of parts.

What do we plan to do in Fiscal Year 2023?
 Continue to closely monitor Warehouse inventory to ensure adequate inventory supply levels are maintained to support Citywide operations.
 Continue to finetune warehouse reporting to allow staff to more efficiently source products using “just in time” (JIT) ordering.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 294,463 $ 86,002 $ 171,096 $ 191,234 $ 20,138 11.8% Materials And Supplies 93,225 85,819 85,902 20,415 (65,487) (76.2)% Contractual 37,920 34,229 44,623 45,000 377 0.8%
Utilities 397 1,003 1,204 1,200 (4) (0.3)%
Total $ 426,005 $ 207,053 $ 302,825 $ 257,849 $ (44,976) (14.9)% Service Adjustment Changes (Operating Budget)
Description Amount
Vehicle Retention Unit 48094 $500
City of Corona Fiscal Year 2023, Page 133
City of Corona Fiscal Year 2023 Proposed Budget, Page 200 City of Corona Fiscal Year 2023 Proposed Budget, Page 201

FIRE DEPARTMENT
Fire Department Budget Detail
What do we do?
Within the Public Safety and Emergency Response service area, the Fire Department provides a variety of services. Through effective emergency operations, the Corona Fire Department strives to be a professional and compassionate organization that sets the standard for excellence through our service, dedication, and commitment to the community.

Performance Measures
2020 2021 2022 2023
Performance Measure Actuals Actuals Adopted Proposed
Training Hours - Sworn 24,133 25,202 24,483 24,500
Total Responses 13,964 14,392 14,927 15,350
EMS Responses 9,293 9,742 10,166 10,500
Fire Responses 465 522 492 500
Inspections Conducted 2,618 3,197 3,244 3,200
EMS Response Goal - 90% Fractile 74% 74% 74% 80%
Fire and Special Operations - 90% Fractile 69% 75% 69% 75% What does it cost?
Dollars by Funding Source
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
General Fund $ 25,736,872 $ 33,949,924 $ 30,621,028 $ 32,808,288 $ 2,187,260 7.1% Special Revenue Fund 1,195 3,045 7,185 3,301 (3,884) (54.1)% Total Expenses $ 25,738,067 $ 33,952,969 $ 30,628,213 $ 32,811,589 $ 2,183,376 7.1% City of Corona Fiscal Year 2023, Page 135
City of Corona Fiscal Year 2023 Proposed Budget, Page 202

FIRE DEPARTMENT
Fire Department Budget Detail
Dollars by Department Activity
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
Fire Administration $ 543,515 $ 657,220 $ 744,583 $ 799,770 $ 55,187 7.4% Training And Safety 581,878 682,010 869,188 927,193 58,005 6.7% Emergency Services 208,417 356,199 203,537 217,392 13,855 6.8% Fire Prevention 991,329 1,139,225 1,347,907 1,403,278 55,371 4.1% Fire Operations and
Suppression 23,412,928 31,118,315 27,462,998 29,463,957 2,000,959 7.3% Total Expenses $ 25,738,067 $ 33,952,969 $ 30,628,213 $ 32,811,590 $ 2,183,377 6.4% City of Corona Fiscal Year 2023, Page 136
City of Corona Fiscal Year 2023 Proposed Budget, Page 203 Brian Young, Fire Chief
Administration

1.00 FTE ʹ Fire Chief

1.00 FTE ʹ Management Analyst II

1.00 FTE ʹ Senior Administrative Assistant

1.00 FTE ʹ Senior Office Assistant

2.00 FTE ʹ Office Assistant

6.00 FTE Administration Subtotal
Training and Safety

1.00 FTE ʹ 40ͲHour Fire Captain

1.00 FTE Training and Safety Subtotal
Emergency Management

1.00 FTE ʹ Emergency Services Manager

1.00 FTE Emergency Management
Subtotal
Fire Prevention

1.00 FTE ʹ Fire Marshal

1.00 FTE ʹ Deputy Fire Marshal

6.00 FTE ʹ Fire Inspector I

8.00 FTE Fire Prevention Subtotal
Emergency Medical Services

1.00 FTE ʹ 40ͲHour Fire Captain

1.00 FTE Emergency Medical Services
Subtotal
FY 2023
Position Totals
125.00 ʹ FullͲTime FTE

5.16 ʹ Hourly FTE (not reflected above)
130.16 Total FTE
This organizational chart represents citywide FullͲ
Time Equivalents (FTEs) for this department. The
Citywide Schedule of Positions table summarizes
FTEs by position allocation. An FTE is the equivalent
of one person working full time 2,080 hours per year.

Fire Operations and Suppression

1.00 FTE ʹ Deputy Fire Chief

3.00 FTE ʹ Battalion Chief

1.00 FTE ʹ 40ͲHour Battalion Chief

1.00 FTE ʹ 40ͲHour Fire Captain

24.00 FTE ʹ Fire Captain

30.00 FTE ʹ Firefighter/Paramedic

24.00 FTE ʹ Fire Engineer

24.00 FTE ʹ Firefighter

108.00 FTE Fire Operations and Suppression
Subtotal

FIRE DEPARTMENT
City of Corona Fiscal Year 2023 Proposed Budget, Page 204

FIRE DEPARTMENT
Fire Administration Budget Detail
What do we do?
The Administration Division consists of the Fire Chief, finance, and administrative support staff. The Division provides leadership, departmental oversight, planning, and policy direction. The Administration division is responsible for the overall management of the Fire Department including fiscal management, personnel matters, labor relations, and special projects. Additionally, the Administration Division provides support services for all other Fire Department Divisions, and customer service to the public.

What did we do in Fiscal Year 2022?
 Realigned job duties of administrative staff to enhance lines of service and improve efficiencies.  Onboarded administrative Battalion Chief (Support Services).  Established long-term sustainability program for fire apparatus.  Established Wildland fire Agreement for high threat areas.  Launched a Fire Cadet program to support fire administration and the entire.

What do we plan to do in Fiscal Year 2023?
 Identify and implement improved management processes for multiple programs.  Conduct a fire facility evaluation and audit.
 Create additional opportunities for automatic and mutual aid agreement in the region.  Refine the Fire Cadet Program to capitalize on capacity.  Establish a long-term sustainability program for fire equipment.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 479,843 $ 591,644 $ 699,898 $ 774,369 $ 74,471 10.6% Materials And Supplies 43,512 45,392 25,185 23,901 (1,284) (5.1)% Contractual 18,114 20,166 19,500 1,500 (18,000) (92.3)% Utilities 2,047 18 - - - -%
Total $ 543,516 $ 657,220 $ 744,583 $ 799,770 $ 55,187 7.4% Service Adjustment Changes (Operating Budget)
Description Amount
Office Assistant Position $72,664
City of Corona Fiscal Year 2023, Page 138
City of Corona Fiscal Year 2023 Proposed Budget, Page 205

FIRE DEPARTMENT
Training And Safety Budget Detail
What do we do?
The Training and Safety Division is responsible for maintaining all applicable certification and licensing records, course and instructor development, maintaining and updating training materials, administering skills testing and instruction, developing health and safety programs, monitoring safety trends, and implementing programs to reduce risk. In addition to standard performance drills, each firefighter completes well over 240 hours of annual training. Areas of training include fire suppression, ladder technique and safety, wildland firefighting, auto extrication, emergency medical services, hazardous materials, swift water rescue, trench rescue, active shooter triage, and fire ground survival. Corona Firefighters collaboratively train with other departments to address agency protocols, inter-agency communication, mutual/automatic aid agreements, operational plans, and unified command. Fire Training also works with statewide organizations tasked with supporting recruitment endeavors through standardized testing, validation, and eligibility lists.

What did we do in Fiscal Year 2022?
 Recruited, hired, and trained 12 new firefighters.
 Provided specialized training for hazardous materials, technical rescue, and swift water rescue.  Recruit, hire and onboard new Fire Apparatus Engineers, Fire Captains and Battalion Chiefs.

What do we plan to do in Fiscal Year 2023?
 Establish an Instructional Services Agreement with Moreno Valley College.  Transition Training records system to a new vendor.
 Recruit, hire, and train new firefighters to support an alternate service delivery platform.  Train multiple individuals in specialty skill sets to account for attrition.  Provide hands-on emergency vehicle operations training for operations personnel.  Identify nontraditional operations training opportunities (i.e., leadership, communication, etc.).

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 513,927 $ 585,482 $ 714,148 $ 740,405 $ 26,257 3.7% Materials And Supplies 59,911 60,255 115,540 143,288 27,748 24.0% Contractual 7,500 34,770 38,000 42,000 4,000 10.5%
Utilities 540 1,502 1,500 1,500 - -%
Total $ 581,878 $ 682,009 $ 869,188 $ 927,193 $ 58,005 6.7% City of Corona Fiscal Year 2023, Page 139
City of Corona Fiscal Year 2023 Proposed Budget, Page 206

FIRE DEPARTMENT
Training And Safety Budget Detail
Service Adjustment Changes (Operating Budget)
Description Amount
New Hires Training and Specialty Resources $70,000
City of Corona Fiscal Year 2023, Page 140
City of Corona Fiscal Year 2023 Proposed Budget, Page 207

FIRE DEPARTMENT
Emergency Services Budget Detail
What do we do?
Emergency Services, commonly referred to as Emergency Management, is charged with reducing community vulnerability to hazards and improving the capability to cope with disasters. Emergency Management protects communities by coordinating and integrating all activities necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from threatened or actual natural disasters, acts of terrorism, or other human-made disasters. This is achieved by implementing the four phases of Emergency Management (Mitigation, Planning, Response, Recovery). This includes the development and implementation of Emergency Plans, the training, and exercising of city staff to these plans and ensuring the overall readiness of the City Emergency Operation Center (EOC). The division coordinates with County, State, and Federal partners to secure financial reimbursement for damages incurred during a disaster. Additionally, Emergency Manager seeks, applies for, and manages numerous State and Federal grants. The division also oversees the Community Emergency Response Team (CERT) training program.

What did we do in Fiscal Year 2022?
 Completed a citywide Continuity of Operations Plan (COOP).  Provided citywide section specific emergency operations center (EOC).  Established COVID-19 testing and vaccination opportunities for residents.  Received, processed, and managed multiple emergency management grants.  Provided Community Emergency Response Team (CERT) training.

What do we plan to do in Fiscal Year 2023?
 Recruit, hire and train new full-time and part-time personnel.  Create opportunities to train community members in emergency preparedness.  Expand Community Emergency Response Team (CERT).
 Support implementation of the Fire Safe Council (Fire Safe Corona).  Continue to support current grant programs and seek new funding opportunities.  Update Emergency Operations Plan (EOP).
 Update the Local Hazard Mitigation Plan (LHMP).
 Establish a Disaster Recovery Plan.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 183,736 $ 201,088 $ 180,303 $ 190,843 $ 10,540 5.8% Materials And Supplies 18,819 130,901 18,234 18,049 (185) (1.0)% Contractual 5,040 17,178 - 2,500 2,500 -%
City of Corona Fiscal Year 2023, Page 141
City of Corona Fiscal Year 2023 Proposed Budget, Page 208

FIRE DEPARTMENT
Emergency Services Budget Detail
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Utilities 821 7,031 5,000 6,000 1,000 20.0%
Total $ 208,416 $ 356,198 $ 203,537 $ 217,392 $ 13,855 6.8% Service Adjustment Changes (Operating Budget)
Description Amount
Reclassify PT Emergency Services Assistant to PT Emergency Services Coordinator $18,130 Reclassify Emergency Services Coordinator to Emergency Services Manager $22,702 City of Corona Fiscal Year 2023, Page 142
City of Corona Fiscal Year 2023 Proposed Budget, Page 209

FIRE DEPARTMENT
Fire Prevention Budget Detail
What do we do?
One of the core services a Fire Department must provide is to prevent conflagrations and minimize fire losses. The Fire Prevention Division strives to minimize potential fire hazards through education, engineering, and enforcement. They are responsible for administering the California Fire Code, California Code of Regulation Titles 19 and 24, and nationally recognized standards and practices. These relate to compliance with fire and life safety requirements set by local, state, and federal governments and apply to both new and existing occupancies. The Prevention Division provides services in the areas of new construction inspections, state mandated inspections, hazardous materials disclosures, life safety compliance, weed abatement, fuel modification, youth intervention, and fire investigations.

What did we do in Fiscal Year 2022?
 Implemented alternative fuel mitigation programs using goats.  Completed a comprehensive Community Wildland Protection Plan.  Onboarded additional fire investigators and enhanced operations level investigations.  Implemented fire inspection technology innovations.
 Launched State-Mandated AB38 home inspection program.  Enhanced fireworks enforcement endeavors.

What do we plan to do in Fiscal Year 2023?
 Launch the Fire Safe Council (Fire Safe Corona).
 Focus activities primarily on education first and enforcement second.  Evaluate organizational structure and make improvements as needed.  Continue to identify fire prevention grant opportunities.  Develop public facing dashboard for fire prevention activities.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 852,799 $ 1,050,928 $ 1,189,018 $ 1,230,305 $ 41,287 3.5% Materials And Supplies 39,859 36,992 95,889 104,973 9,084 9.5% Contractual 82,495 46,103 55,000 60,000 5,000 9.1%
Utilities 5,401 5,203 8,000 8,000 - -%
Capital Outlay 10,775 - - - - -%
Total $ 991,329 $ 1,139,226 $ 1,347,907 $ 1,403,278 $ 55,371 4.1% City of Corona Fiscal Year 2023, Page 143
City of Corona Fiscal Year 2023 Proposed Budget, Page 210

FIRE DEPARTMENT
Fire Operations and Suppression Budget Detail
What do we do?
Fire Operations and Suppression personnel safeguard Corona citizens and visitors with well-trained and equipped professional firefighters. The Operations section responds to all hazards of emergencies that threaten life, property, or the environment. A daily total of 33 firefighters provides a constant state of readiness from seven fire stations 24/7. These firefighters provide Advanced and Basic Life Support at medical emergencies, extinguish fires, participate in search and rescue operations, respond to catastrophic events, and ensure the City’s readiness to respond to and recover from extraordinary emergencies and disasters that impact the City of Corona. Specialized teams include Hazardous Materials Response, Swift Water Rescue, Rope Rescue, Auto Extrication, Multiple Casualty Response, Tactical Response, and Confined Space Rescue. Operations personnel also conduct fire inspections of existing occupancies. The Operations Division also participates in the Statewide Master Mutual Aid Agreement and responds to emergencies under contractual and automatic aid agreements with surrounding communities.

What did we do in Fiscal Year 2022?
 Navigated emergency service delivery in a COVID-19 environment.  Deployed a more technologically advanced multi-band handheld portable radio platform.  Supported a record-breaking wildland fire season through statewide master mutual aid.  Received recognition from the American Heart Association for cardiac arrest treatment.  Deployed new ultrasound technology for acute status patient (first agency in the county).  Onboarded new paramedics.
 Established a strategy partnership for fire dispatch services.  Place additional Cal OES resources in service to support Statewide Master Mutual Aid.  Implemented crowdsourced lifesaving program (Verified Responder).

What do we plan to do in Fiscal Year 2023?
 Deploy low acuity response model.
 Implement best practices in computer aided dispatch systems.  Improve emergency response times to meet or beat national benchmarks.  Enhance emergency medical service training and continual quality improvement.  Enhance the current unmanned aerial vehicle (drone) program.  Launch publicly facing performance measure dashboard.  Establish Heart Safe Corona as an initiative to increase cardiac arrest survivability.

City of Corona Fiscal Year 2023, Page 144
City of Corona Fiscal Year 2023 Proposed Budget, Page 211

FIRE DEPARTMENT
Fire Operations and Suppression Budget Detail
What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 22,117,111 $ 25,028,630 $ 24,848,275 $ 25,960,589 $ 1,112,314 4.5% Materials And Supplies 1,016,355 1,811,782 2,320,539 3,177,368 856,829 36.9% Contractual 223,338 203,292 244,184 281,000 36,816 15.1% Utilities 56,124 43,281 50,000 45,000 (5,000) (10.0)%
Capital Outlay - 4,031,331 - - - -%
Total $ 23,412,928 $ 31,118,316 $ 27,462,998 $ 29,463,957 $ 2,000,959 7.3% Service Adjustment Changes (Operating Budget)
Description Amount
Cardiac Monitor Replacement Program (12 Cardiac Monitors) $520,000 Fire Radio Replacement Program Phase III $322,000
PSEC Subscription (73 Radios) $35,452
Three (3) PT Fire Cadet Positions $57,885
EMS Medication Dispensing Machine $88,000
City of Corona Fiscal Year 2023, Page 145
City of Corona Fiscal Year 2023 Proposed Budget, Page 212 City of Corona Fiscal Year 2023 Proposed Budget, Page 213

GENERAL GOVERNMENT
General Government Budget Detail
What do we do?
General Government and General City Responsibility relates to city obligations that are not readily assignable to a single department. It also refers to costs which may provide a benefit to multiple departments and programs. General City Responsibility also relates to the cost of utilities to service city buildings (such as natural gas, electricity and water).

What does it cost?
Dollars by Funding Source
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
General Fund $ 28,296,028 $ 30,450,810 $ 28,419,435 $ 46,726,077 $ 18,306,642 64.4% Special Revenue Fund - - - 171,696 171,696 -%
Capital Project Fund - - - 131,563 131,563 -%
Enterprise Fund - - - 711,991 711,991 -%
Internal Service Fund - - - 189,770 189,770 -%
Debt Service Fund 2,112,350 2,106,250 2,108,150 2,112,750 4,600 0.2% Agency Funds 30,082,157 24,735,998 6,770,110 6,619,446 (150,664) (2.2)% Successor Agency Fund 2,584,847 3,508,364 2,226,783 2,016,752 (210,031) (9.4)% Total Expenses $ 63,075,382 $ 60,801,422 $ 39,524,478 $ 58,680,045 $ 19,155,567 48.5% Dollars by Department Activity
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
Debt Service $ 39,026,069 $ 34,593,653 $ 15,349,816 $ 33,323,091 $ 17,973,275 117.1% Utilities For City Facilities 2,866,392 3,101,351 3,469,965 3,570,460 100,495 2.9% Shared Costs 21,182,921 23,106,410 20,704,697 21,786,493 1,081,796 5.2% Total Expenses $ 63,075,382 $ 60,801,414 $ 39,524,478 $ 58,680,044 $ 19,155,566 48.5% City of Corona Fiscal Year 2023, Page 147
City of Corona Fiscal Year 2023 Proposed Budget, Page 214

GENERAL GOVERNMENT
Debt Service Budget Detail
What do we do?
The City’s annual operating budget includes provisions to ensure the prompt and full payment of annual debt service (i.e. principal and interest), which is incurred upon outstanding debt instruments previously issued by the City. The proceeds of debt are typically used to either finance the construction of infrastructure (rather than cashfunding the capital project) or to refinance existing debt at a lower interest rate (if market conditions are favorable).

The City is required to pay debt service in accordance to bond covenants and indentures, which generally, may ‘pledge’ City revenue (and its ‘full faith and credit’) to guarantee that it fulfills its obligations to investors and provide remedies against the unlikely event of default. Prompt and full payment of annual debt service also ensures that the City maintains favorable bond ratings.

Non-City debt service refers to debt service in which the City merely acts as an agent/trustee. In the City of Corona, this situation arises from special taxes levied on property within, for example, a community facilities district, which is then collected by the City to pay debt service. The City has the obligation to pay debt service, even in the event of a delinquency (by a property owner).

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Materials And Supplies $ 38,602,590 $ 33,796,228 $ 15,252,476 $ 33,242,301 $ 17,989,825 117.9% Contractual 423,479 797,426 97,340 80,790 (16,550) (17.0)% Total $ 39,026,069 $ 34,593,654 $ 15,349,816 $ 33,323,091 $ 17,973,275 117.1% City of Corona Fiscal Year 2023, Page 148
City of Corona Fiscal Year 2023 Proposed Budget, Page 215

GENERAL GOVERNMENT
Shared Costs Budget Detail
What do we do?
Citywide shared costs relate to items which provide a benefit to multiple departments and programs, such as citywide credit card transaction / processing fees, insurance premiums, and the General Fund’s share of internal service charges for the information technology and warehouse functions.

One shared cost is the City’s obligation to pay certain other post-employment benefits to retirees (‘OPEB’), consisting primarily of retiree medical costs. To mitigate the further escalation of OPEB costs, the City established an irrevocable OPEB trust fund through the California Employers’ Retiree Benefit Trust (CERBT) Program in March 2008. The current fiscal policy is to fund the annual required contribution (‘ARC’). The ARC is an actuarially-determined, annual contribution that addresses current costs (for active retirees) and future costs (for eligible, current employees) which the City is obligated to pay. OPEB is categorized as a personnel cost.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 13,831,421 $ 12,809,132 $ 8,937,282 $ 8,771,375 $ (165,907) (1.9)% Materials And Supplies 6,229,499 9,088,863 10,545,615 11,573,818 1,028,203 9.8% Contractual 668,118 875,214 1,221,800 1,441,300 219,500 18.0% Claims Expense 650 - - - - -%
Other Sources Exp 453,232 333,201 - - - -%
Total $ 21,182,920 $ 23,106,410 $ 20,704,697 $ 21,786,493 $ 1,081,796 5.2% Service Adjustment Changes (Operating Budget)
Description Amount
Community Events Co-Sponsorship Program $25,000
City of Corona Fiscal Year 2023, Page 149
City of Corona Fiscal Year 2023 Proposed Budget, Page 216

GENERAL GOVERNMENT
Utilities For City Facilities Budget Detail
What do we do?
This relates to the cost of utilities to service city buildings (such as natural gas, electricity and water).

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ - $ 701 $ - $ - $ - -%
Utilities 2,866,392 3,100,650 3,469,965 3,570,460 100,495 2.9% Total $ 2,866,392 $ 3,101,351 $ 3,469,965 $ 3,570,460 $ 100,495 2.9% City of Corona Fiscal Year 2023, Page 150
City of Corona Fiscal Year 2023 Proposed Budget, Page 217 City of Corona Fiscal Year 2023 Proposed Budget, Page 218

HUMAN RESOURCES DEPARTMENT
Human Resources Department Budget Detail
What do we do?
Human Resources is responsible for the management of human resources and employee safety programs. We partner with City departments to hire, compensate, train, support and create a workforce dedicated to delivering high quality services, which makes Corona a special place to live, work, and thrive.

Performance Measures
2020 2021 2022 2023
Performance Measure Actuals Actuals Adopted Proposed
Average Time to Hire 145 Days 75 Days 75 Days 90 Days
Average Time to Recruit 125 Days 50 Days 50 Days 70 Days Average Time to Onboard 12 Days 15 Days 15 Days 21 Days Recruiting Placement Ratio 78% 78% 78% 85%
Average Turnover Rate 19% 18% 18% 18%
Average Voluntary Turnover Rate 18% 15% 15% 16%
Average Involuntary Turnover Rate 2% 2% 2% 2%
Safety Training Compliance 90% 95% 95% 90%
What does it cost?
Dollars by Funding Source
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
General Fund $ 1,523,969 $ 2,104,395 $ 2,310,616 $ 2,677,725 $ 367,109 15.9% Total Expenses $ 1,523,969 $ 2,104,395 $ 2,310,616 $ 2,677,725 $ 367,109 15.9% City of Corona Fiscal Year 2023, Page 152
City of Corona Fiscal Year 2023 Proposed Budget, Page 219

HUMAN RESOURCES DEPARTMENT
Human Resources Department Budget Detail
Dollars by Department Activity
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
Human Resources $ 1,108,093 $ 1,721,769 $ 1,813,618 $ 2,172,120 $ 358,502 19.8% Safety And Training 415,876 382,626 496,999 505,606 8,607 1.7% Total Expenses $ 1,523,969 $ 2,104,395 $ 2,310,617 $ 2,677,726 $ 367,109 17.4% City of Corona Fiscal Year 2023, Page 153
City of Corona Fiscal Year 2023 Proposed Budget, Page 220 Angela Rivera, Chief Talent Officer
Administration

1.00 FTE ʹ Chief Talent Officer

2.00 FTE ʹ Human Resources Supervisor

1.00 FTE ʹ Organizational Training and
Development Officer

2.00 FTE ʹ Human Resources Analyst

1.00 FTE ʹ Senior Human Resources Specialist

3.00 FTE ʹ Human Resources Specialist

1.00 FTE ʹ Human Resources Administrative
Assistant

2.00 FTE ʹ Human Resources Assistant

13.00 FTE Administration Subtotal
Safety and Training

1.00 FTE ʹ Occupational Health and Safety
Manager

1.00 FTE ʹ Safety Program Analyst

2.00 FTE Safety and Training Subtotal
FY 2023
Position Totals

15.00 ʹ FullͲTime FTE

0.00 ʹ PartͲTime FTE

15.00 Total FTE
This organizational chart represents citywide FullͲ
Time Equivalents (FTEs) for this department. The
Citywide Schedule of Positions table summarizes
FTEs by position allocation. An FTE is the
equivalent of one person working full time 2,080
hours per year.

HUMAN RESOURCES DEPARTMENT
City of Corona Fiscal Year 2023 Proposed Budget, Page 221

HUMAN RESOURCES DEPARTMENT
Human Resources Budget Detail
What do we do?
The Human Resources function monitors and evaluates current City programs and policies and develops and enhances new or existing programs to achieve organizational goals. Additionally, the program ensures legal compliance in all facets of Human Resources management.

The Benefits function provides information and assistance to all staff including medical, dental, vision, 457 accounts, CalPERS retirement, flexible spending accounts and Employee Assistance Programs.

Additionally, the program coordinates compliance with disability laws; responsible for centralized administration and maintenance of City staff benefits transactions and employee file data; implements the provisions of the Affordable Care Act and monitors ongoing legal compliance requirements; provides service to employees nearing retirement and to all City retirees. Administers retiree health benefits, including health & Medicare reimbursement, COBRA, and flexible benefit elections; administers the tuition reimbursement and computer loan programs; provides Disability Interactive Process for non-industrial injuries & coordinates compliance with disability laws; provides Reasonable Accommodations/Temporary Light Duty Assignments.

The Classification and Compensation function administers the City’s classification plan and compensation system; conducts and implements classification, reclassification, and organizational studies; research, analyzes, audits, and participates in the maintenance of the City’s classification plans; and oversees the City’s Position Library and Compensation Plan.

The Leave Management function administers the City's Family Medical Leave, California Family Rights Act, California Pregnancy Disability Leave, and other leaves covered by City policy to ensure compliance with Federal Law; and administers Families First Coronavirus Response Act (FFCRA) requires certain employers to provide their employees with paid sick leave or expanded family and medical leave for specified reasons related to COVID-19.

What did we do in Fiscal Year 2022?
 Conducted Classification and Compensation Study – Restructured current classification and compensation plan with the assistance of Koff & Associates – bringing all classifications and wages into alignment within market comparators.
 Created new salary schedule.
 Created a new Performance Evaluation Process – fully digital and used across the entire City for both full and part-time employees.
 Implemented a 30-day new employee check in Process.
 Developed an Employee Off boarding Program to include Exit Interviews.  Nationwide implementation as sole Deferred Compensation 457 account.  Implemented plan for additional Supplemental Paid Sick Leave for employees impacted by COVID19 per SB114.  Successfully negotiated successor Memorandums of Understanding (MOU)for all Associations through December 2024
 Implemented completely rewritten MOU for all Associations and rewritten Resolutions for Management/Confidential and Executives.

City of Corona Fiscal Year 2023, Page 155
City of Corona Fiscal Year 2023 Proposed Budget, Page 222

HUMAN RESOURCES DEPARTMENT
Human Resources Budget Detail
 Enhance the City’s Position Library as a result of Classification ad Compensation study.

Implemented decisions as a result of an organization restructure.

What do we plan to do in Fiscal Year 2023?
 Revamp the City recruitment plan to provide a more streamlined process.  Conduct an annual employee engagement survey.
 Update Human Resources Employee Policy Library.
 Identify a new HRIS to include workforce development, performance management, training, absence management, position management, and payroll.
 Continue the creative thinking behind the BEAT (Bringing Employees All Together) team and host the City-wide Employee Recognition Event for staff, allowing management to express their gratitude towards staff.
 Create and facilitate management training sessions to include performance management, progressive discipline, employee engagement, position description development, working with employee associations, and understanding compensation and classification.  Implement a City-wide Diversity, Equity, Inclusion and Belonging Policy.  Create and facilitate professional growth workshops, to include Management/Supervisory Leadership sessions.
 Create a retirement page online for educational purposes so employees can easily access the information and better prepare for retirement.
 Revamp the onboarding and new hire process to facilitate a more seamless and enjoyable experience. Create data analytics for reporting purposes.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 900,217 $ 1,088,043 $ 1,440,572 $ 1,556,486 $ 115,914 8.0% Materials And Supplies 23,763 25,567 63,243 286,720 223,477 353.4% Contractual 183,902 608,004 308,483 327,594 19,111 6.2% Utilities 211 154 1,320 1,320 - -%
Total $ 1,108,093 $ 1,721,768 $ 1,813,618 $ 2,172,120 $ 358,502 19.8% Service Adjustment Changes (Operating Budget)
Description Amount
Assessment and Selection of New HRIS System $100,000
Human Resources Assistant Computer Equipment $2,500
Human Resources Assistant Position $70,209
Wellness Program Development $25,000
City of Corona Fiscal Year 2023, Page 156
City of Corona Fiscal Year 2023 Proposed Budget, Page 223

HUMAN RESOURCES DEPARTMENT
Safety And Training Budget Detail
What do we do?
The Safety and Training Program provides City employees a safe and healthy work environment, including both online and instructor-based training programs to comply with Cal/OSHA regulations. The Safety and Training Program continues to be a valuable resource for the city to ensure a lower rate of injury and illnesses by providing staff the training they need to perform their duties, handling of equipment and materials in a safe manner.

Mandated Safety Training ensures employees are compliant with required instructor-led trainings, webbased trainings, and pamphlets per City of Corona policies and Cal OSHA laws and regulations; forecasts and schedules monthly instructor-led trainings based on employee needs and regulatory updates; ensures accurate tracking and recordkeeping of all Safety/HR driven trainings via Classweb; provides continuous modifications to Classweb for reporting and communication purposes; manages web-based training criteria for employees; adds and removes training requirements as equipment is no longer in use or new equipment is introduced.

Employee Health and Safety implements the following programs: Hearing Conservation, Respiratory Protection, Safety Shoes, Vaccinations, DMV Employer Pull Notice, DOT Commercial Driver Random Testing, City Hall Fitness Center, and Ergonomics; conducts Environmental Health and Safety (EHS) audits along with Supervisors at City locations to determine compliance with Cal OSHA and Cal EPA laws and regulations; conducts Job Safety Analyses (JSA) at City locations to identify new and existing hazards; conducts accident, incident, and complaint investigations; reviews and updates the Injury & Illness Prevention Program (IIPP) and the Job Rule Book; creates, maintains, and updates EHS Standard Operating Procedures (SOPs); conducts monthly Fire Extinguisher and AED (Automated External Defibrillator) checks at City Hall; and administers the Health and Wellness Program.

What did we do in Fiscal Year 2022?
 Maintained compliance with annual audiometric testing requirement for a total of 260 employees as required by City of Corona (COC) Safety – Hearing Conservation Program.  Re-established COC purchasing agreements with vetted Safety vendors providing services, resources and external training.
 Recertified Cal/EPA Identification Numbers for HazWaste Manifests used by Depts. managing hazardous materials and waste compliance.
 Collaborated with Risk Management for annual Injury/Illness Program reporting requirements, including in-depth review of COC injury/illness trends (YTD).

What do we plan to do in Fiscal Year 2023?
 Revise current Learning Management System (LMS) Curriculums based on required compliance training and beneficial learning objectives.
 Implement an Incident Review Board to execute preventative measures of injuries, incidents or near misses. Establish a Near Miss Program.
 Create an active shooter training in partnership with PD.  Develop a Threat Assessment Plan.

City of Corona Fiscal Year 2023, Page 157
City of Corona Fiscal Year 2023 Proposed Budget, Page 224

HUMAN RESOURCES DEPARTMENT
Safety And Training Budget Detail
 Develop a new Health and Wellness program.
 Update and implement Safety Procedures for existing programs, i.e. IIPP, Job Hazard Analysis, Safety Shoes/Boots, Respiratory Protection, Safety Inspections.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 238,726 $ 246,084 $ 285,909 $ 257,436 $ (28,473) (10.0)% Materials And Supplies 156,029 115,721 171,090 179,670 8,580 5.0% Contractual 21,120 20,822 40,000 68,500 28,500 71.3%
Total $ 415,875 $ 382,627 $ 496,999 $ 505,606 $ 8,607 1.7% City of Corona Fiscal Year 2023, Page 158
City of Corona Fiscal Year 2023 Proposed Budget, Page 225 City of Corona Fiscal Year 2023 Proposed Budget, Page 226

INFORMATION TECHNOLOGY DEPARTMENT
Information Technology Department Budget Detail
What do we do?
The Information Technology Department provides technologically innovative solutions to enhance the delivery of services that improve the lives of the citizens and employees of the City of Corona. Services provided under each department activity are further explained below.

Performance Measures
2020 2021 2022 2023
Performance Measure Actuals Actuals Adopted Proposed
Training Hours 820 960 960 960
Overtime hours 610 342 300 300
Percentage of IT FTE to Citywide FTE 3.30% 3.31% 3.40% 3.45% Number of Citywide devices supported to the
number of FTE
125 240 125 250
Department budget as a percentage of
Citywide operating budget

2.89% 2.35% 3.60% 3.78%
Percentage of unplanned network downtime
during Prime-Time

0.004% 0.080% 0.050% 0.050%
Percentage of network up-time 99.910% 99.920% 99.950% 99.950% Number of Support Tickets Received 9,658 10,430 10,500 10,750 Number of Support Calls Received 4,636 5,860 6,000 5,800 First Fix Rate 43.00% 53.50% 55.00% 60.00%
IT request resolved within 4 work hours 46.00% 57.37% 60.00% 65.00% IT request resolved within 8 work hours 51.00% 62.36% 65.00% 70.00% Overall satisfaction rating by internal users
(1=Low, 5=High)

3.69% 4.28% 4.60% 4.70%
% of Issues Resolved: Level 1 - Help Desk 51.00% 57.02% 60.00% 60.00% % of Issues Resolved: Level 2 - Incidents
escalated and resolved in-house

47.00% 42.86% 40.00% 40.00%
% of Issues Resolved: Level 3 - Incidents
escalated and resolved by vendors

2.00% 0.12% 0.00% 0.00%
City of Corona Fiscal Year 2023, Page 162
City of Corona Fiscal Year 2023 Proposed Budget, Page 227

INFORMATION TECHNOLOGY DEPARTMENT
Information Technology Department Budget Detail
What does it cost?
Dollars by Funding Source
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
General Fund $ - $ - $ - $ 743,292 $ 743,292 -%
Internal Service Fund 8,956,135 7,386,164 11,264,526 12,158,008 893,482 7.9% Total Expenses $ 8,956,135 $ 7,386,164 $ 11,264,526 $ 12,901,300 $ 1,636,774 14.5% Dollars by Department Activity
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
Information Technology
Administration $ 4,914,479 $ 3,453,684 $ 4,407,746 $ 5,021,747 $ 614,001 13.9% Projects 409,506 114,253 472,700 294,000 (178,700) (37.8)% Geographic Information
Systems (GIS) 171,499 98,892 278,851 338,130 59,279 21.3% Contracts/Renewals 3,216,676 3,491,738 5,752,480 6,395,830 643,350 11.2% Mobile Data Computer 192,041 200,879 206,500 728,745 522,245 252.9% Radio/Communications 51,935 26,717 146,249 122,849 (23,400) (16.0)% Total Expenses $ 8,956,136 $ 7,386,163 $ 11,264,526 $ 12,901,301 $ 1,636,775 22.2% City of Corona Fiscal Year 2023, Page 163
City of Corona Fiscal Year 2023 Proposed Budget, Page 228 ŚƌŝƐ DĐDĂƐƚĞƌƐ͕  ŚŝĞĨ /ŶĨŽƌŵĂƚŝŽŶ KĨĨŝĐĞƌ
/ŶĨŽƌŵĂƚŝŽŶ dĞĐŚŶŽůŽŐǇ
ϭ͘ϬϬ  &d  ʹ  ŚŝĞĨ /ŶĨŽƌŵĂƚŝŽŶ KĨĨŝĐĞƌ
ϭ͘ϬϬ  &d  ʹ  ĞƉƵƚǇ  ŚŝĞĨ /ŶĨŽƌŵĂƚŝŽŶ KĨĨŝĐĞƌ
ϭ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ EĞƚǁŽƌŬ  ƌĐŚŝƚĞĐƚ
ϭ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ ^ŽĨƚǁĂƌĞ  ƌĐŚŝƚĞĐƚ
ϭ͘ϬϬ  &d  ʹ  ĂƚĂ ^ĐŝĞŶƚŝƐƚ
ϭ͘ϬϬ  &d  ʹ ^ŽĨƚǁĂƌĞ  ĞǀĞůŽƉĞƌ
ϭ͘ϬϬ  &d  ʹ ^ǇƐƚĞŵƐ  ĚŵŝŶŝƐƚƌĂƚŽƌ
ϭ͘ϬϬ  &d  ʹ '/^  ĂƚĂ  ŶĂůǇƐƚ
ϭ͘ϬϬ  &d  ʹ h/ͬhy  ŝŐŝƚĂů ^ĞƌǀŝĐĞƐ  ŶŐŝŶĞĞƌ
ϭ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ  ƉƉůŝĐĂƚŝŽŶƐ  ŶĂůǇƐƚ
ϭ͘ϬϬ  &d  ʹ '/^  ĚŵŝŶŝƐƚƌĂƚŽƌ
ϭ͘ϬϬ  &d  ʹ ,ĞůƉ  ĞƐŬ DĂŶĂŐĞƌ
ϭ͘ϬϬ  &d  ʹ EĞƚǁŽƌŬ  ŶĂůǇƐƚ
Ϯ͘ϬϬ  &d  ʹ WƵďůŝĐ ^ĂĨĞƚǇ dĞĐŚŶŝĐĂů ^ƵƉƉŽƌƚ  ŶŐŝŶĞĞƌ
ϭ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ ^ǇƐƚĞŵ  ŶŐŝŶĞĞƌ
ϭ͘ϬϬ  &d  ʹ WƵďůŝĐ ^ĂĨĞƚǇ  ŵĞƌŐĞŶĐǇ
ŽŵŵƵŶŝĐĂƚŝŽŶƐ ^ƵƉƉŽƌƚ ^ƉĞĐŝĂůŝƐƚ
Ϯ͘ϬϬ  &d  ʹ '/^  ŶĂůǇƐƚ
ϯ͘ϬϬ  &d  ʹ  ƉƉůŝĐĂƚŝŽŶƐ  ŶĂůǇƐƚ
ϭ͘ϬϬ  &d  ʹ ^ǇƐƚĞŵƐ  ŶŐŝŶĞĞƌ
ϭ͘ϬϬ  &d  ʹ :ƵŶŝŽƌ EĞƚǁŽƌŬ  ŶĂůǇƐƚ
ϭ͘ϬϬ  &d  ʹ ZĂĚŝŽ dĞĐŚŶŝĐŝĂŶ
ϭ͘ϬϬ  &d  ʹ ,ĞůƉ  ĞƐŬ //
ϭ͘ϬϬ  &d  ʹ ,ĞůƉ  ĞƐŬ /
Ϯϳ͘ϬϬ  &d  /ŶĨŽƌŵĂƚŝŽŶ dĞĐŚŶŽůŽŐǇ ^ƵďƚŽƚĂů
&z ϮϬϮϯ
WŽƐŝƚŝŽŶ dŽƚĂůƐ
Ϯϳ͘ϬϬ  ʹ &ƵůůͲdŝŵĞ &d
ϱ͘ϱϱ ʹ WĂƌƚͲdŝŵĞ &d  ;ŶŽƚ ƌĞĨůĞĐƚĞĚ ĂďŽǀĞͿ
ϯϮ͘ϱϱ dŽƚĂů &d
dŚŝƐ ŽƌŐĂŶŝǌĂƚŝŽŶĂů ĐŚĂƌƚ ƌĞƉƌĞƐĞŶƚƐ ĐŝƚǇǁŝĚĞ &ƵůůͲdŝŵĞ ƋƵŝǀĂůĞŶƚƐ ;&d ƐͿ ĨŽƌ ƚŚŝƐ ĚĞƉĂƌƚŵĞŶƚ͘ dŚĞ  ŝƚǇǁŝĚĞ
^ĐŚĞĚƵůĞ ŽĨ WŽƐŝƚŝŽŶƐ ƚĂďůĞ ƐƵŵŵĂƌŝǌĞƐ &d Ɛ ďǇ ƉŽƐŝƚŝŽŶ ĂůůŽĐĂƚŝŽŶ͘  Ŷ &d  ŝƐ ƚŚĞ ĞƋƵŝǀĂůĞŶƚ ŽĨ ŽŶĞ ƉĞƌƐŽŶ ǁŽƌŬŝŶŐ ĨƵůů ƚŝŵĞ Ϯ͕ϬϴϬ ŚŽƵƌƐ ƉĞƌ ǇĞĂƌ͘
/E&KZD d/KE d  ,EK>K'z   W ZdD Ed
City of Corona Fiscal Year 2023 Proposed Budget, Page 229

INFORMATION TECHNOLOGY DEPARTMENT
Information Technology Administration Budget Detail
What do we do?
Information Technology Administration and Operations includes support of departmental personnel, employee training, office equipment, cybersecurity, emergency communications systems, broadcasting, computer equipment and software.

What did we do in Fiscal Year 2022?
 Hired a new Help Desk Manager to improve efficiencies and streamline services.  Created public safety positions to address the needs of emergency services.  COVID-19 SMS response technology deployed for public notifications.  Provided employee training for certification and improvement of IT skills and knowledge.

What do we plan to do in Fiscal Year 2023?
 Addition of System Administrator, Sr. Business System Analyst, and GIS Administrator to meet demand.
 Certified vendor training on upcoming technologies being deployed by the City.  Piloting of new projects and technologies including AI.  Advancement toward What Works Cities Certification.
 Design next generation digital service portfolio.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 4,703,122 $ 3,315,837 $ 4,212,484 $ 4,797,080 $ 584,596 13.9% Materials And Supplies 177,719 94,986 174,002 192,801 18,799 10.8% Contractual 5,730 17,724 3,000 3,000 - -%
Utilities 27,908 25,137 18,261 28,866 10,605 58.1%
Total $ 4,914,479 $ 3,453,684 $ 4,407,747 $ 5,021,747 $ 614,000 13.9% Service Adjustment Changes (Operating Budget)
Description Amount
Applications Analyst Position $120,638
Help Desk I Position $78,603
Reclassify Part-Time Radio Technician to Full-Time $60,392 UI/UX Digital Services Engineer Position $138,881
City of Corona Fiscal Year 2023, Page 165
City of Corona Fiscal Year 2023 Proposed Budget, Page 230

INFORMATION TECHNOLOGY DEPARTMENT
Projects Budget Detail
What do we do?
The Citywide Support and Initiatives Program provides citywide technology initiatives systems and funding for the implementation of new and innovative technology solutions.

What did we do in Fiscal Year 2022?
 Began centralization of printing costs for the organization.  Audio-Visual upgrades to conference and training rooms.  Financial system consulting.
 Deployed and piloted new technology for COVID-19 response to keep employees working remotely, safely and effectively.

What do we plan to do in Fiscal Year 2023?
 Electronic Document Management System.
 Smartflow virtual queue management solution.
 Upgrade CIS Utility Billing System.
 Camino community development enhancement.
 Additional security cameras for the Police and Library.  Upgrade and modernization of the Utility Billing Customer Portal.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Materials And Supplies $ 198,793 $ 1,283 $ 74,700 $ 14,000 $ (60,700) (81.3)% Contractual 196,169 104,421 398,000 180,000 (218,000) (54.8)% Utilities 14,545 8,549 - - - -%
Capital Outlay - - - 100,000 100,000 -%
Total $ 409,507 $ 114,253 $ 472,700 $ 294,000 $ (178,700) (37.8)% Service Adjustment Changes (Operating Budget)
Description Amount
Outside Consultant for IT Project Assistance $180,000
Asset Management Software $100,000
City of Corona Fiscal Year 2023, Page 166
City of Corona Fiscal Year 2023 Proposed Budget, Page 231

INFORMATION TECHNOLOGY DEPARTMENT
Geographic Information Systems (GIS) Budget Detail
What do we do?
Geographic Information Systems (GIS) services includes funding for the acquisition of hardware and software, data conversion and applications development to expand the existing GIS program and provide for integration into new and existing systems including public safety, utilities, and land development.

What did we do in Fiscal Year 2022?
 GIS Contracting work for CAD.
 DataMark software deployment.
 Nearmap Orthophotography deployment.
 Developed dashboards and near real-time data visualizations for multiple departments.  Piloted the use of geospatial predictive analytics for use in advanced data modeling.

What do we plan to do in Fiscal Year 2023?
 ESRI Small enterprise licensing adding additional functionality and seats.  GIS consulting service to digitize utility information in preparation for new platform.  Data Strategic Plan development to streamline data accessibility and assist in data driven decision making.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Materials And Supplies $ 24,808 $ 10,580 $ 59,200 $ 59,200 $ - -% Contractual 144,382 86,533 215,651 274,930 59,279 27.5% Utilities 2,309 1,779 4,000 4,000 - -%
Total $ 171,499 $ 98,892 $ 278,851 $ 338,130 $ 59,279 21.3% City of Corona Fiscal Year 2023, Page 167
City of Corona Fiscal Year 2023 Proposed Budget, Page 232

INFORMATION TECHNOLOGY DEPARTMENT
Contracts/Renewals Budget Detail
What do we do?
Recurring costs for software licensing, maintenance, and support. This ensures that we maintain current version of our software systems to provide better functionality and security.

What did we do in Fiscal Year 2022?
 Deployment of desktop virtualization for remote desktop and thin clients.  Developed a cyber security response plan in conjunction with leading experts in the field.  Augmented security posture and conducted threat assessments.  AI and Chatbot enhanced during the pandemic.
 Security training for City staff.
 Built virtual call centers for the City to support operations during covid including digital EOC.  Deployed a technology based hiring platform to streamline recruitment.  Implemented Questica budgeting system to modernize budgeting process.

What do we plan to do in Fiscal Year 2023?
 Renew internet contracts to provide redundancy and throughput for City operations.  Centralized the managed printing contract for the organization and reduce footprint.  Continued deployment of desktop virtualization for remote desktop and thin clients.  Managed VOIP deployment.
 SD-WAN redundancy to Fire Department communication links.  Continue development of next generation digital 311 service.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Materials And Supplies $ 402,803 $ 366,746 $ 1,232,957 $ 1,087,401 $ (145,556) (11.8)% Contractual 2,690,655 2,977,209 4,055,703 4,820,609 764,906 18.9% Utilities 123,218 147,783 463,820 487,820 24,000 5.2%
Total $ 3,216,676 $ 3,491,738 $ 5,752,480 $ 6,395,830 $ 643,350 11.2% Service Adjustment Changes (Operating Budget)
Description Amount
Cisco Virtual Security Operations Center (SOC) Service $100,000 New Staff Recurring Software Licenses $12,950
Senior Financial Analyst Recurring Software Licenses $1,850 City of Corona Fiscal Year 2023, Page 168
City of Corona Fiscal Year 2023 Proposed Budget, Page 233

INFORMATION TECHNOLOGY DEPARTMENT
Mobile Data Computer Budget Detail
What do we do?
Mobile Data Computers provide for the efficient and secure transmission of information to City employees and public safety personnel in the field.

What did we do in Fiscal Year 2022?
 Refreshed cycle for 25% of Police and Fire Department Mobile Data Computers (MDCs).

What do we plan to do in Fiscal Year 2023?
 Refresh cycle for 25% of Police and Fire Department Mobile Data Computers (MDCs).  Addition of Fire Department portable devices to a three-year refresh cycle.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Materials And Supplies $ 135,231 $ 142,736 $ 138,250 $ 145,750 $ 7,500 5.4% Contractual - - 21,250 536,627 515,377 2,425.3%
Utilities 56,810 58,143 47,000 46,368 (632) (1.3)%
Total $ 192,041 $ 200,879 $ 206,500 $ 728,745 $ 522,245 252.9% City of Corona Fiscal Year 2023, Page 169
City of Corona Fiscal Year 2023 Proposed Budget, Page 234

INFORMATION TECHNOLOGY DEPARTMENT
Radio/Communications Budget Detail
What do we do?
Radio Communications provides services to the public safety departments radio, wireless and communications networks.

What did we do in Fiscal Year 2022?
 Replaced two air conditioning units at remote radio sites.  Weed abatement for remote radio sites.
 Tower survey for Grape Hill radio facility.

What do we plan to do in Fiscal Year 2023?
 Microwave connection from Police to Grape Hill.
 Replacement of two additional air conditioning units at remote radio sites.  Tower survey for Eagle Glen radio facility.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Materials And Supplies $ 40,950 $ 13,353 $ 131,000 $ 80,500 $ (50,500) (38.5)% Contractual 8,726 9,123 9,749 36,749 27,000 277.0%
Utilities 2,259 4,242 5,500 5,600 100 1.8%
Total $ 51,935 $ 26,718 $ 146,249 $ 122,849 $ (23,400) (16.0)% City of Corona Fiscal Year 2023, Page 170
City of Corona Fiscal Year 2023 Proposed Budget, Page 235 City of Corona Fiscal Year 2023 Proposed Budget, Page 236

LEGAL & RISK MANAGEMENT DEPARTMENT
Legal & Risk Management Department Budget Detail
What do we do?
Within the Citywide Internal Support service area, the Legal and Risk Management is a strategic partner with City departments, and reports to the City Council. Services provided under each department activity are further explained below.

Performance Measures
2020 2021 2022 2023
Performance Measure Actuals Actuals Adopted Proposed
New Liability Claims 146 103 150 150
Liability Claim Reserves 158,712 158,712 600,000 600,000 Paid Liability Claims 184,151 67,166 500,000 500,000
What does it cost?
Dollars by Funding Source
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
General Fund $ 1,737,309 $ 1,659,126 $ 1,761,317 $ 1,897,476 $ 136,159 7.7% Internal Service Fund 2,063,138 4,497,355 5,273,075 6,043,552 770,477 14.6% Total Expenses $ 3,800,447 $ 6,156,481 $ 7,034,392 $ 7,941,028 $ 906,636 12.9% Dollars by Department Activity
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
City Attorney's Office $ 1,305,624 $ 1,232,537 $ 1,284,294 $ 1,457,357 $ 173,063 13.5% Risk Management 2,494,823 4,923,944 5,750,098 6,483,671 733,573 12.8% Total Expenses $ 3,800,447 $ 6,156,481 $ 7,034,392 $ 7,941,028 $ 906,636 14.7% City of Corona Fiscal Year 2023, Page 172
City of Corona Fiscal Year 2023 Proposed Budget, Page 237 Dean Derleth, City Attorney /
Legal & Risk Management Director
City Attorney

0.85 FTE ʹ City Attorney / Legal & Risk
Management Director

0.75 FTE ʹ Assistant City Attorney / Assistant
Legal & Risk Management Director

1.00 FTE ʹ Chief Deputy City Attorney

1.00 FTE ʹ Attorney

0.90 FTE ʹ Senior Paralegal / Claims Manager

4.50 FTE City Attorney Subtotal
FY 2023
Position Totals

7.00 ʹ FullͲTime FTE

0.72 ʹ PartͲTime FTE (not reflected above)

7.72 Total FTE
This organizational chart represents citywide
FullͲTime Equivalents (FTEs) for this
department. The Citywide Schedule of
Positions table summarizes FTEs by position
allocation. An FTE is the equivalent of one
person working full time 2,080 hours per year.

Risk Management

0.15 FTE ʹ City Attorney / Legal & Risk
Management Director

0.25 FTE ʹ Assistant City Attorney / Assistant
Legal & Risk Management Director

1.00 FTE ʹ Worker͛s Compensation Manager

0.10 FTE ʹ Senior Paralegal / Claims Manager

1.00 FTE ʹ Risk Management Specialist

2.50 FTE Risk Management Subtotal

LEGAL & RISK MANAGEMENT DEPARTMENT
City of Corona Fiscal Year 2023 Proposed Budget, Page 238

LEGAL & RISK MANAGEMENT DEPARTMENT
City Attorney's Office Budget Detail
What do we do?
The City Attorney’s Office represents and advises the City Council, as well as all other City officers, boards, commissions, committees and employees, in legal matters pertaining to their City offices and employment, to the extent required or allowed by law and as otherwise directed by the City Council.

The office also oversees City representation by outside attorneys in some situations, including workers’ compensation matters.

The City Attorney’s Office performs all legal work and represents the City in all actions at law, including acquisition, sale or abandonment of real property, including acceptance of deeds on behalf of the City, providing or overseeing representation on all claims and other litigation matters by or against the City and also assists in drafting all ordinances, resolutions, motions, agreements and contracts to be entered into by the City, as well as approving the form of such instruments.

What did we do in Fiscal Year 2022?
 Continued to deliver cost-savings and greater service, including expanded and more direct access to the legal team for officials and staff, and worked on well over 200 projects throughout the City (even during COVID remote periods).
 Continued to work on the City’s Homeless Strategic Plan, Homeless Shelter and related homeless neighbor services with Management Services and other staff.  Continued to work on the Lab Holdings Corona Mall Project with Management Services and Economic Development.
 Continued to work extensively on the McKinley Grade Separation Project with staff and the consultant project team on all real property acquisitions and project contract documents.  Continued to work extensively on the Commercial Cannabis Program with Planning and Development, Police, and other staff.
 Worked with Planning and Development on the General Plan update.  Continued to assist the City Clerk’s office with responding to Public Records Act requests, which are increasing in number and the volume of records requested.  Continued to work on both small cell and cell tower issues with Management Services, Planning and Development and other departments, and continued to manage citywide cell tower license agreements.
 Handled more than 20 litigation matters, including favorable conclusions on a wrongful death case and defenses of the City’s Cannabis Program, as well as assisting outside legal counsel to obtain a significant settlement against several Fortune 500 companies regarding TCP contamination. We also continue to work with Risk Management to successfully head off and significantly cap the City’s financial exposure on liability claims.

City of Corona Fiscal Year 2023, Page 174
City of Corona Fiscal Year 2023 Proposed Budget, Page 239

LEGAL & RISK MANAGEMENT DEPARTMENT
City Attorney's Office Budget Detail
What do we plan to do in Fiscal Year 2023?
 Continue to work with Council and staff to implement Strategic Plan priorities – the City’s priorities are our priorities.
 Provide continuous evaluation of cost-saving measures.  Provide enhanced service and more direct access for City officials and employees.  Continue to look for opportunities to expand expertise and reduce outside legal counsel expenses.  Add a mid-level attorney, focused on litigation matters but also capable of assisting with general counsel assignments.
 Develop and retain high quality professional staff dedicated to the department’s mission statement.
 Continue to Advocate for the Corona Community by promoting a tenacious yet fair and professional reputation in on-going advocacy efforts.
 Continue to effectively defend City resources, create efficiencies and increase cost-savings and subrogation (cost recovery) efforts.
 Continue to look for ways in which to manage citywide cell tower license agreements more effectively.
 Continue to work with the Purchasing Division to improve workflow for insurance and contract requests. Continue to work on the on-going major projects from FY22, including the City’s Homeless Strategic Plan, Homeless Shelter and related homeless neighbor services, the Lab Holdings Corona Mall Project, the McKinley Grade Separation Project, the Commercial Cannabis Program, and the General Plan update.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 1,244,335 $ 1,145,588 $ 1,143,205 $ 1,313,192 $ 169,987 14.9% Materials And Supplies 6,702 5,106 13,305 14,550 1,245 9.4% Contractual 53,141 80,527 126,384 127,395 1,011 0.8%
Utilities 1,445 1,317 1,400 2,220 820 58.6%
Total $ 1,305,623 $ 1,232,538 $ 1,284,294 $ 1,457,357 $ 173,063 13.5% Service Adjustment Changes (Operating Budget)
Description Amount
Additional Attorney Position $243,460
City of Corona Fiscal Year 2023, Page 175
City of Corona Fiscal Year 2023 Proposed Budget, Page 240

LEGAL & RISK MANAGEMENT DEPARTMENT
Risk Management Budget Detail
What do we do?
The Risk Management Division works closely with the City Attorney’s Office to oversee and manage the City’s Workers’ Compensation Program and the City’s Liability, Subrogation & Insurance Program.

The Workers’ Compensation Program provides specialized workers’ compensation services to employees city-wide, including monitoring and administering claims effectively while maintaining cost control measures and developing cost reduction strategies. The program works in conjunction with the Human Resources’ Safety staff to identify and review trends, with the goal of thereby monitoring injuries, limiting future accidents, and identifying required safety improvements.

The Liability, Subrogation & Insurance Program manages tort and other claims filed against the City, manages subrogation claims pursued by the City against responsible third parties, strives to anticipate and reduce potential claims, coordinates and organizes the City’s administrative policies and procedures, reviews and administers insurance provisions in City contracts and agreements, and administers the City’s self-insurance and commercial insurance programs. The program serves as a resource to the City Council and City departments concerning claim liability exposure, insurance coverages and insurance provisions in City contracts and agreements.

What did we do in Fiscal Year 2022?
 Continued to oversee TPA and various unbundled managed care program service providers, with the goal of achieving cost savings and increased customer service and responsiveness to the needs of injured employees.
 Continued to implement controls designed to increase accountability of TPA and outside legal counsel.
 Continued to track and report COVID cases and claims as per COVID legislation. Worked with supervisors and managers to develop light duty agreements to allow employees to come back to modified duty while recovering from their injury.
 Continued to hold quarterly workers’ compensation claim review meetings with our TPA, employees and association representatives.
 Implemented bi-weekly meetings with our TPA to ensure that claims continue moving forward in a timely manner.
 Favorably settled 28 Workers’ Compensation cases, 25 by Stipulated Award and 3 by Compromise and Release.
 Worked with the Fire Department and Information Technology to launch an online reporting system that allows for the submission of Workers’ Compensation claims online and automatically routes them to Risk Management for processing.
 Reviewed and processed at least 71 new liability claims and closed approximately 74 liability claims (through appx 04-22). Continued to reduce overall claim liability (average paid claim down to less than $2,000 - more than an 85% decrease in last 5 years or so).  Billed approximately $246,159 for subrogation efforts, collected approximately $238,332, and entered into 3 new payment agreements, totaling $19,243 (through appx 04-22).

City of Corona Fiscal Year 2023, Page 176
City of Corona Fiscal Year 2023 Proposed Budget, Page 241

LEGAL & RISK MANAGEMENT DEPARTMENT
Risk Management Budget Detail
 Continued to evaluate the City’s self-insurance and commercial insurance programs for effectiveness at protecting City assets and conformance with practices of California municipalities of similar size and risk factors, including an analysis of new insurance programs offered by the City’s insurance broker, Alliant, as well as alternatives for saving money at varying risk tolerance levels.

What do we plan to do in Fiscal Year 2023?
 Continue to focus on providing responsive service, timely treatment, and quality medical care in order to help employees get back to work and reduce their time off.  Continue to work with our Workers’ Compensation TPA and various unbundled managed care program services providers, focusing on cost savings and increased customer service and responsiveness to the needs of injured employees.
 Continue to work with various departments on policy and procedures for industrial disability retirement process in accordance with CalPERS requirements.  Continue to look for ways in which to reduce Workers’ Compensation claims litigation.  Continue to look for ways in which to be more proactive with claims and reduce overall claim liability.
 Continue to look for ways in which to improve the City’s subrogation efforts, including collecting more money owed while entering into respectful and manageable payment or other arrangements.
 Continue to evaluate the City’s self-insurance and commercial insurance programs, including looking for ways in which to save money commensurate with the City Council’s risk tolerance.  Work to revise and update the Risk Management Policy.  Work with Information Technology and Finance to explore the possibility of providing the ability for the community to purchase special events insurance online.  Coordinate trainings for staff to go over Workers’ Compensation process, procedures, and forms to ensure all questions are answered and employees understand the injury process. Collaborate with other departments to identify injury trends and reduce new injuries.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 419,192 $ 424,721 $ 472,086 $ 432,014 $ (40,072) (8.5)% Materials And Supplies 1,275,622 1,641,137 2,334,993 3,085,419 750,426 32.1% Contractual 729,191 1,195,076 1,355,969 1,590,588 234,619 17.3% Claims Expense 70,818 1,663,010 1,587,050 1,375,650 (211,400) (13.3)% Total $ 2,494,823 $ 4,923,944 $ 5,750,098 $ 6,483,671 $ 733,573 12.8% City of Corona Fiscal Year 2023, Page 177
City of Corona Fiscal Year 2023 Proposed Budget, Page 242 City of Corona Fiscal Year 2023 Proposed Budget, Page 243

PLANNING & DEVELOPMENT DEPARTMENT
Planning & Development Department Budget Detail
What do we do?
Within the Planning & Development service area, the Planning & Development Department provides a variety of services which directly impact living and economic conditions throughout the City, with specific emphasis to building construction and modifications, property maintenance, land use and property inspections. Services provided under each department activity are further explained below.

Performance Measures
2020 2021 2022 2023
Performance Measure Actuals Actuals Adopted Proposed
Number of Permits Issued 3,814 4,150 4,151 4,200
Number of Citations Issued 230 314 422 450
Number of Permits Issued 1,054 1,147 1,200 1,200
Number of Inspections 5,208 4,315 4,500 5,000
What does it cost?
Dollars by Funding Source
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
General Fund $ 6,764,721 $ 7,139,306 $ 8,121,561 $ 8,268,699 $ 147,138 1.8% Special Revenue Fund 179,135 81,258 180,831 193,614 12,783 7.1% Enterprise Fund 156,003 169,405 158,863 139,640 (19,223) (12.1)% Successor Agency Fund 45,314 18,538 150,000 47,639 (102,361) (68.2)% Total Expenses $ 7,145,173 $ 7,408,507 $ 8,611,255 $ 8,649,592 $ 38,337 0.4% City of Corona Fiscal Year 2023, Page 179
City of Corona Fiscal Year 2023 Proposed Budget, Page 244

PLANNING & DEVELOPMENT DEPARTMENT
Planning & Development Department Budget Detail
Dollars by Department Activity
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
Planning & Development
Administration $ 530,951 $ 455,943 $ 449,042 $ 417,620 $ (31,422) (7.0)% Land Use Planning & Zoning 1,012,805 1,102,088 1,053,477 1,211,055 157,578 15.0% Code Compliance 709,453 646,190 881,136 853,378 (27,758) (3.2)% Building Inspection 1,085,488 1,110,255 1,123,572 961,774 (161,798) (14.4)% Plan Check 1,382,728 1,575,700 2,010,533 1,933,352 (77,181) (3.8)% Development Services 1,632,417 1,734,445 1,754,108 2,257,854 503,746 28.7% Inspection Services 652,870 765,504 1,189,386 966,920 (222,466) (18.7)% Sucessor Agency Dissolution 138,461 18,383 150,000 47,639 (102,361) (68.2)% Total Expenses $ 7,145,173 $ 7,408,508 $ 8,611,254 $ 8,649,592 $ 38,338 0.4% City of Corona Fiscal Year 2023, Page 180
City of Corona Fiscal Year 2023 Proposed Budget, Page 245 :ŽĂŶŶĞ  ŽůĞƚƚĂ͕ WůĂŶŶŝŶŐ Θ  ĞǀĞůŽƉŵĞŶƚ  ŝƌĞĐƚŽƌ
ĚŵŝŶŝƐƚƌĂƚŝŽŶ
ϭ͘ϬϬ  &d  ʹ WůĂŶŶŝŶŐ Θ  ĞǀĞůŽƉŵĞŶƚ  ŝƌĞĐƚŽƌ
ϭ͘ϬϬ  &d  ʹ  ǆĞĐƵƚŝǀĞ  ƐƐŝƐƚĂŶƚ
Ϯ͘ϬϬ &d   ĚŵŝŶŝƐƚƌĂƚŝŽŶ ^ƵďƚŽƚĂů
ŽĚĞ  ŽŵƉůŝĂŶĐĞ
ϭ͘ϬϬ  &d  ʹ  ŽĚĞ  ŽŵƉůŝĂŶĐĞ ^ƵƉĞƌǀŝƐŽƌ
ϭ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ  ŽĚĞ  ŽŵƉůŝĂŶĐĞ /ŶƐƉĞĐƚŽƌ
ϲ͘ϬϬ  &d  ʹ  ŽĚĞ  ŽŵƉůŝĂŶĐĞ /ŶƐƉĞĐƚŽƌ //
Ϭ͘ϴϬ  &d  ʹ  ŽĚĞ  ŽŵƉůŝĂŶĐĞ dĞĐŚŶŝĐŝĂŶ
ϴ͘ϴϬ  &d   ŽĚĞ  ŽŵƉůŝĂŶĐĞ ^ƵďƚŽƚĂů
ƵŝůĚŝŶŐ ĂŶĚ WƌŽƉĞƌƚǇ /ŶƐƉĞĐƚŝŽŶ
ϭ͘ϬϬ  &d  ʹ  ƵŝůĚŝŶŐ KĨĨŝĐŝĂů
ϭ͘ϬϬ  &d  ʹ  ƵŝůĚŝŶŐ /ŶƐƉĞĐƚŝŽŶ ^ƵƉĞƌǀŝƐŽƌ
ϱ͘ϬϬ  &d  ʹ  ƵŝůĚŝŶŐ /ŶƐƉĞĐƚŽƌ //
Ϭ͘ϲϬ  &d  ʹ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ
ϳ͘ϲϬ  &d   ƵŝůĚŝŶŐ ĂŶĚ WƌŽƉĞƌƚǇ /ŶƐƉĞĐƚŝŽŶ
^ƵďƚŽƚĂů
ƵŝůĚŝŶŐ ĂŶĚ WůĂŶ  ŚĞĐŬƐ
ϭ͘ϬϬ  &d  ʹ WůĂŶ  ŚĞĐŬ DĂŶĂŐĞƌ
ϭ͘ϬϬ  &d  ʹ  ŽŵďŝŶĂƚŝŽŶ WůĂŶƐ  ǆĂŵŝŶĞƌ
Ϭ͘ϮϬ  &d  ʹ  ŽĚĞ  ŽŵƉůŝĂŶĐĞ dĞĐŚŶŝĐŝĂŶ
Ϯ͘ϬϬ  &d  ʹ WůĂŶ  ŚĞĐŬ  ŶŐŝŶĞĞƌ
ϭ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ  ƵŝůĚŝŶŐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ
ϱ͘ϬϬ  &d  ʹ  ƵŝůĚŝŶŐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ //
ϭϬ͘ϮϬ  &d   ƵŝůĚŝŶŐ ĂŶĚ WůĂŶ  ŚĞĐŬƐ ^ƵďƚŽƚĂů
>ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ ͬ WĞƌŵŝƚƚŝŶŐ
ϭ͘ϬϬ  &d  ʹ  ĞǀĞůŽƉŵĞŶƚ ^ĞƌǀŝĐĞƐ DĂŶŐĞƌ
ϭ͘ϴϴ  &d  ʹ ^ĞŶŝŽƌ  ŶŐŝŶĞĞƌ
ϲ͘ϬϬ  &d  ʹ  ƐƐŽĐŝĂƚĞ  ŶŐŝŶĞĞƌ
ϭ͘ϬϬ  &d   Ͳ  ƐƐŝƐƚĂŶƚ  ŶŐŝŶĞĞƌ
ϭ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ WƵďůŝĐ tŽƌŬƐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ
Ϯ͘ϴϲ  &d  ʹ WƵďůŝĐ tŽƌŬƐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ //
ϭ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ
ϭϰ͘ϳϰ &d  >ĂŶĚ  ĞǀĞůŽƉŵĞŶƚ ͬ WĞƌŵŝƚƚŝŶŐ
^ƵďƚŽƚĂů
&z ϮϬϮϯ
WŽƐŝƚŝŽŶ dŽƚĂůƐ
ϱϵ͘Ϭϴ ʹ &ƵůůͲdŝŵĞ &d
ϭ͘ϵϮ ʹ WĂƌƚͲdŝŵĞ &d
ϲϭ͘ϬϬ dŽƚĂů &d
dŚŝƐ ŽƌŐĂŶŝǌĂƚŝŽŶĂů ĐŚĂƌƚ ƌĞƉƌĞƐĞŶƚƐ ĐŝƚǇǁŝĚĞ &ƵůůͲdŝŵĞ ƋƵŝǀĂůĞŶƚƐ ;&d ƐͿ ĨŽƌ ƚŚŝƐ ĚĞƉĂƌƚŵĞŶƚ͘ dŚĞ  ŝƚǇǁŝĚĞ
^ĐŚĞĚƵůĞ ŽĨ WŽƐŝƚŝŽŶƐ ƚĂďůĞ ƐƵŵŵĂƌŝǌĞƐ &d Ɛ ďǇ ƉŽƐŝƚŝŽŶ ĂůůŽĐĂƚŝŽŶ͘  Ŷ &d  ŝƐ ƚŚĞ ĞƋƵŝǀĂůĞŶƚ ŽĨ ŽŶĞ ƉĞƌƐŽŶ
ǁŽƌŬŝŶŐ ĨƵůů ƚŝŵĞ Ϯ͕ϬϴϬ ŚŽƵƌƐ ƉĞƌ ǇĞĂƌ͘
>ĂŶĚ hƐĞ WůĂŶŶŝŶŐ ĂŶĚ ŽŶŝŶŐ
ϭ͘ϬϬ  &d  ʹ WůĂŶŶŝŶŐ DĂŶĂŐĞƌ
ϭ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ WůĂŶŶĞƌ
ϯ͘ϬϬ  &d  ʹ  ƐƐŽĐŝĂƚĞ WůĂŶŶĞƌ
ϭ͘ϬϬ  &d  ʹ  ƐƐŝƐƚĂŶƚ WůĂŶŶĞƌ
Ϯ͘ϬϬ  &d  ʹ WůĂŶŶŝŶŐ dĞĐŚŶŝĐŝĂŶ
ϭ͘ϰϬ  &d  ʹ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ
ϵ͘ϰϬ  &d  >ĂŶĚ hƐĞ WůĂŶŶŝŶŐ ĂŶĚ ŽŶŝŶŐ ^ƵďƚŽƚĂů

WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŝŽŶ
Ϭ͘ϳϬ  &d  ʹ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŝŽŶ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ
ϯ͘ϳϬ  &d  ʹ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŽƌ //
ϭ͘ϴϬ  &d  ʹ ^ĞŶŝŽƌ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŽƌ
ϲ͘Ϯ  &d  WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŝŽŶ ^ƵďƚŽƚĂů
^ƵĐĐĞƐƐŽƌ  ŐĞŶĐǇ  ŝƐƐŽůƵƚŝŽŶ
Ϭ͘ϭϰ  &d  ʹ  ĐĐŽƵŶƚŝŶŐ DĂŶĂŐĞƌ
Ϭ͘ϭϰ &d  ^ƵĐĐĞƐƐŽƌ  ŐĞŶĐǇ  ŝƐƐŽůƵƚŝŽŶ ^ƵďƚŽƚĂů
W> EE/E' Θ   s >KWD Ed   W ZdD Ed
City of Corona Fiscal Year 2023 Proposed Budget, Page 246

PLANNING & DEVELOPMENT DEPARTMENT
Planning & Development Administration Budget Detail
What do we do?
Planning and Development Administration is responsible for managing the Planning and Housing Commission agenda, the scheduling and preparation of City Council agenda reports, the postings for public hearings, the processing of budget related requests and the payment of department invoices, the receiving of phone calls to the department, the coordination with other departments on the preparation of resolutions, ordinances, and the processing of environmental postings, manages the preparation of the department’s fiscal year budget, manages the recruitment process for new positions, and manages the efficiency of the department’s office equipment. The department director also provides direction and leadership to the department’s division managers, ensures staff completes mandatory safety training, evaluates the overall operation of the department for efficiency, and assist the City Manager’s Office with City Council inquires related to Planning & Development.

What did we do in Fiscal Year 2022?
 Initiated the implementation of the department’s reorganization plan and hired new employees in all divisions to support service levels.
 Finished meetings with the Permit Ad-Hoc Committee and started implementing programs to improve customer service.
 Launched an electronic sign-in system for the front counter permit center which allows customers to view wait times and sign-in on their mobile devices before arriving at City Hall.

What do we plan to do in Fiscal Year 2023?
 Recruit approved personnel changes in the FY 2023 budge,t which includes positions for building and public works permit technicians, plan checkers, and public works inspectors -to enhance operations and provide thorough oversight of plan reviews and inspections.  Implement additional operational changes presented at the Permit Ad-Hoc Committee to improve efficiency in the plan check and permit process.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 484,161 $ 408,132 $ 399,228 $ 363,644 $ (35,584) (8.9)% Materials And Supplies 46,749 47,131 49,034 53,976 4,942 10.1% Contractual 41 - 180 - (180) (100.0)%
Utilities - 680 600 - (600) (100.0)%
Total $ 530,951 $ 455,943 $ 449,042 $ 417,620 $ (31,422) (7.0)% City of Corona Fiscal Year 2023, Page 182
City of Corona Fiscal Year 2023 Proposed Budget, Page 247

PLANNING & DEVELOPMENT DEPARTMENT
Land Use Planning & Zoning Budget Detail
What do we do?
Land Use Planning and Zoning is primarily responsible for the following daily operations: managing the public counter for zoning information, development related permits, and project application submittals; reviewing proposed use permits and development projects for conformity with the City’s municipal codes, policies, and General Plan; ensuring that projects comply with the provisions of the California Environmental Quality Act; administering the Development Plan Review and Project/Environmental Review Committee packets; providing staff support for the Zoning Administrator, the Board of Zoning Adjustment, and Planning and Housing Commission; coordinating landscape and certificate of occupancy inspections with the City’s landscape consultants; reviewing business licenses for conformity with the Zoning Ordinance; coordinating and distributing plan check development plans to planners; responding to telephone inquiries and electronic mail; and conducting field inspections on newly constructed projects. This division also oversees long range development plans that include updating the City’s General Plan and Housing Element, processing new specific plans, reviewing and processing annexations, monitors and responds to legislative changes, compiles demographic data for the City, prepares future population and housing estimates for the City, coordinates and distributes information provided from the U.S. Census, and implements the City’s Historic Preservation Program.

What did we do in Fiscal Year 2022?
 Adopted the City’s General Plan Housing Element Update for Planning Period 2021-2029.  Initiated work on the City’s Parking Ordinance Comprehensive update.  Completed interviews with retail storefront commercial cannabis applicants and issued the ranking list for storefront retailers.
 Processed applications for land use entitlements for review and approval by the Planning and Housing Commission and City Council.

What do we plan to do in Fiscal Year 2023?
 Obtain state compliance from HCD on the City’s General Plan Housing Element Update for Planning Period 2021-2029.
 Adopt an ordinance for the City’s Parking Ordinance Comprehensive Update.  Issue commercial cannabis permits for retail storefronts.  Complete the City’s rezoning program required by the General Plan Housing Element Update to accommodate the planning of low and moderate income units.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 820,496 $ 878,579 $ 975,507 $ 1,103,435 $ 127,928 13.1% Materials And Supplies 6,416 8,630 7,970 12,620 4,650 58.3% City of Corona Fiscal Year 2023, Page 183
City of Corona Fiscal Year 2023 Proposed Budget, Page 248

PLANNING & DEVELOPMENT DEPARTMENT
Land Use Planning & Zoning Budget Detail
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Contractual 185,893 214,453 70,000 95,000 25,000 35.7%
Utilities - 425 - - - -%
Total $ 1,012,805 $ 1,102,087 $ 1,053,477 $ 1,211,055 $ 157,578 15.0% Service Adjustment Changes (Operating Budget)
Description Amount
Associate Planner Position $120,638
Planning Technician Computer Equipment $2,000
Planning Technician Position $99,290
City of Corona Fiscal Year 2023, Page 184
City of Corona Fiscal Year 2023 Proposed Budget, Page 249

PLANNING & DEVELOPMENT DEPARTMENT
Code Compliance Budget Detail
What do we do?
Code Compliance is responsible for the enforcement of city’s zoning ordinance on private property including the inspections of certain health and safety regulations on private property to correct substandard living conditions and enforce the maintenance of property; provides zoning information to the business community and residents through the distribution of city pamphlets; check street vendors to ensure vendors are operating with required permits; implements the City’s inoperative vehicle abatement program, and manages a volunteer program which assists in the removal of signs in the public rights-of-way. This division also collaborates with various City departments in the interpretation and enforcement of various municipal codes.

What did we do in Fiscal Year 2022?
 Enforced California health and safety codes, property maintenance violations and zoning code violations, and assisted the Building Division with enforcement cases resulting in 1,575 opened cases and 1,337 closed cases.
 Collaborated with PD, Fire and Building on enforcing 6 residential cannabis cultivation violations.  Retrieved 5,904 signs in the public rights-of-way.
 Collaborate with Building Division to create uniformity and streamlining in the complaint in-take system, and case workflow. .
 Worked with Management Services to implement informational responses on the City’s public portal for See Click Fix.
 Abated 120 vehicles under the City’s Abandoned Vehicle Abatement program.

What do we plan to do in Fiscal Year 2023?
 Assess opportunities for streamlining Code and Building complaint in-take and case workflow.  Retrieve illegal signs that are placed in the City’s public right-of-way beyond the time allowed by the City’s ordinance.
 Respond to incoming complaints concerning land use and zoning violations, property maintenance violations and educate the public on the City’s regulations adopted by the Corona Municipal Code.  Continue to educate the public on the City’s Abandoned Vehicle Abatement program and abate 200 vehicles.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 581,288 $ 592,211 $ 794,083 $ 781,598 $ (12,485) (1.6)% Materials And Supplies 54,958 45,094 76,829 61,859 (14,970) (19.5)% Contractual 67,157 - - - - -%
City of Corona Fiscal Year 2023, Page 185
City of Corona Fiscal Year 2023 Proposed Budget, Page 250

PLANNING & DEVELOPMENT DEPARTMENT
Code Compliance Budget Detail
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Utilities 6,050 8,885 10,224 9,922 (302) (3.0)%
Total $ 709,453 $ 646,190 $ 881,136 $ 853,379 $ (27,757) (3.2)% Service Adjustment Changes (Operating Budget)
Description Amount
Three (3) Code Compliance Inspectors Bilingual Pay $7,908 City of Corona Fiscal Year 2023, Page 186
City of Corona Fiscal Year 2023 Proposed Budget, Page 251

PLANNING & DEVELOPMENT DEPARTMENT
Building Inspection Budget Detail
What do we do?
Building Inspection includes the activities performed by the city’s building inspectors. The building inspectors are responsible for providing inspections of all construction activities. The inspectors check for compliance with Title 24, California Code of Regulations; California Building Standards Code, selected California Health and Safety Laws, the Uniform Housing Code, and the Corona Municipal Code.

This section also investigates complaints concerning violations of those regulations, and of illegal and unsafe construction practices. In the event of an emergency or disaster, it is the responsibility of the inspectors to perform safety assessments for all structures. Other duties include assisting with plan reviews, permit issuance, answering questions from design professionals, contractors and the public, record keeping, and preparing reports and correspondence for enforcement procedures.

What did we do in Fiscal Year 2022?
 Responded to 13,138 building inspection requests associated with new residential, commercial and industrial construction, tenant improvements to existing buildings, single family room additions, and other miscellaneous improvements.
 Responded to approximately 35 emergency incidents.
 Opened approximately 87 new cases to investigate complaints of unpermitted construction or unsafe building conditions.
 Implemented a user-friendly virtual inspection program for certain inspections.

What do we plan to do in Fiscal Year 2023?
 Create additional handouts to help with building construction codes and field inspections.  Continue to enhance mobile inspection software and capabilities.  Continue to provide inspections within one business day.  Continue to respond to a high volume of requests for investigation and emergency incidents.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 391,449 $ 462,909 $ 887,472 $ 883,148 $ (4,324) (0.5)% Materials And Supplies 12,388 16,364 52,139 78,023 25,884 49.6% Contractual 679,290 630,982 178,049 - (178,049) (100.0)% Utilities 2,360 - 5,912 604 (5,308) (89.8)%
Total $ 1,085,487 $ 1,110,255 $ 1,123,572 $ 961,775 $ (161,797) (14.4)% City of Corona Fiscal Year 2023, Page 187
City of Corona Fiscal Year 2023 Proposed Budget, Page 252

PLANNING & DEVELOPMENT DEPARTMENT
Plan Check Budget Detail
What do we do?
The Plan Check section performs reviews of plans to verify compliance of the California Building, Plumbing, Mechanical, and Electrical Codes, Residential Code, Green Building Code, structural calculations, state disabled access codes and energy requirements. The Plan Check section oversees the City’s third-party plan check contracts, is responsible for coordinating the routing of plans throughout the City, collects fees, issues permits, provides technical support for the professional community and inspectors, participates in the City’s Development Plan Review process, provides technical assistance at the counter, and provides over-the-counter plan check services. The staff prepares correspondence, builder's advisories, and researches and generates construction standards for the public use. The staff also responds to a high volume of correspondence and permit requests electronically via the use of online permit and plan check software and was responsible for ensuring developers could stay active during the COVID-19 pandemic and subsequent City Hall shutdown.

What did we do in Fiscal Year 2022?
 Assisted approximately 8,800 customers at the public counter for various permits, information, application submittals and plan check submittals; and a high volume of electronic mail customer requests.
 Issued approximately 4,150 building permits with approximately 192 permits devoted to new residential, commercial and industrial construction.
 Created comprehensive flow charts for construction of new homes and Accessory Dwelling Units.  Implemented and refined plan check service surveys to collect feedback and data about the city’s software and processes.
 Created and refined department dashboards to provide data and information to the public and city leadership.
 Implemented quality control requirements for consultant plan check review.

What do we plan to do in Fiscal Year 2023?
 Work collaboratively with Information Technology to refine the use of Project Dox to encourage more customers to use the city’s electronic plan check submittal program.  Continue to work collaboratively with consultants and IT Department to establish systems to meet plan review timelines 90% of the time.
 Implement Camino electronic permitting guide on city’s website to assist home owners and business owners with permit requirements.
 Create plan check FAQ including commonly missed items.

City of Corona Fiscal Year 2023, Page 188
City of Corona Fiscal Year 2023 Proposed Budget, Page 253

PLANNING & DEVELOPMENT DEPARTMENT
Plan Check Budget Detail
What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 294,007 $ 370,845 $ 752,709 $ 1,148,507 $ 395,798 52.6% Materials And Supplies 32,256 18,571 40,320 43,265 2,945 7.3% Contractual 1,056,464 1,185,502 1,215,554 739,630 (475,924) (39.2)% Utilities - 782 1,950 1,950 - -%
Total $ 1,382,727 $ 1,575,700 $ 2,010,533 $ 1,933,352 $ (77,181) (3.8)% Service Adjustment Changes (Operating Budget)
Description Amount
Building Permit Technician II Computer Equipment $5,000 Two (2) Building Permit Technician II Positions $196,328 Eliminate Permit Technician Consultant $(98,164)
City of Corona Fiscal Year 2023, Page 189
City of Corona Fiscal Year 2023 Proposed Budget, Page 254

PLANNING & DEVELOPMENT DEPARTMENT
Development Services Budget Detail
What do we do?
The Development Services section works with developers to ensure that proposed commercial, industrial, and residential development projects meet the requirements of the Corona Municipal Code, conform to county, state, and federal guidelines, and regulations, and follow Public Works and the Utilities Department standards and design policies. Additionally, the Development Services section coordinates and administers programs involving intergovernmental agencies, utility companies, and telecommunication companies. This section also collaborates with the Western Riverside Council of Governments (WRCOG) on the application and collection of the Transportation Uniform Mitigation Fees (TUMF) and administration of TUMF credit and reimbursement agreements.

The Permitting group is a sub-section of Development Services to facilitate an effective and efficient plan check and permit application process. The permitting group is also responsible for the Public Works front counter services, which handles a wide variety of in-person, phone, and email inquiries related to the development services requirements and processes, engineering-related questions, the Corona Municipal Code, the Subdivision Map Act, the Department of Water and Power design policy and standards, and Public Works standard plans and policy requirements.

What did we do in Fiscal Year 2022?
 Completed a reorganization that moved Development Services (originally Land Development) from Public Works to the Planning and Development Department.  Fully adopted electronic plan check software for all grading, final map, and street improvement plan reviews.
 Implemented a customer feedback survey to obtain more feedback on the plan check process.  Created a Development Services Dashboard through on-going collaboration with I.T.  Created a plan check flow chart instructional handout for dry utility reviews.  Created a grading and erosion control plan checklist to be used by applicants with new submittals.  Assisted approximately 3,400 customers at the Development Services counter for various permits, information, application submittals and plan check submittals.  Issued approximately 65 will-serve letters for water, sewer, and electrical utility service.  Issued approximately 1,200 permits.
 Performed approximately 1,500 plan checks.

What do we plan to do in Fiscal Year 2023?
 Develop more standardized checklists and instructional handouts to provide applicants and engineers with more clarity on the review and permit processes.  Refine the plan check process based on the feedback received from customers.  Continue to collaborate with I.T. on the Development Services Dashboard to provide useful analytics for managers and City Council members.
 Seek opportunities for using technology in new ways to improve efficiency.

City of Corona Fiscal Year 2023, Page 190
City of Corona Fiscal Year 2023 Proposed Budget, Page 255

PLANNING & DEVELOPMENT DEPARTMENT
Development Services Budget Detail
 Complete recruitments for new staff members to improve the customer experience, reduce plan check turnaround times, and streamline the plan check and permitting processes.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 785,580 $ 807,190 $ 1,014,554 $ 1,815,623 $ 801,069 79.0% Materials And Supplies 423,865 560,092 538,255 40,231 (498,024) (92.5)% Contractual 421,809 365,948 200,000 400,000 200,000 100.0% Utilities 1,163 1,215 1,300 2,000 700 53.8%
Total $ 1,632,417 $ 1,734,445 $ 1,754,109 $ 2,257,854 $ 503,745 28.7% Service Adjustment Changes (Operating Budget)
Description Amount
Plan Check Engineer Computer Equipment $2,500
Plan Check Engineer Position $150,678
Public Works Permit Technician II Computer Equipment $2,500 Public Works Permit Technician II Position $98,164
Senior Engineer Bilingual Pay $4,078
Senior Public Works Permit Technician Computer Equipment $2,500 Senior Public Works Permit Technician Position $110,038 Two (2) Associate Engineers Bilingual Pay $5,272
City of Corona Fiscal Year 2023, Page 191
City of Corona Fiscal Year 2023 Proposed Budget, Page 256

PLANNING & DEVELOPMENT DEPARTMENT
Inspection Services Budget Detail
What do we do?
The Inspection Services division provides a broad spectrum of services related to public works activities.

These services include inspection of all above-ground (streets, curbs, gutters, sidewalks, ramps compliant with the American with Disabilities Act (ADA), streetlights, traffic signals, pavement striping, etc.) and underground (sewer, water, storm drain, fiber optic, electrical conduits, gas, communications, etc.) improvements within the public right-of-way. This section investigates and enforces grading, haul routes, stock piling, encroachments within the public right-of-way, and traffic control requirements.

Inspection Services also conducts final job walks to ensure that all public improvements conform to City standards prior to authorizing the release of securities.

What did we do in Fiscal Year 2022?
 Continued to provide a high level of inspection on Land Development and Capital Improvement Projects.

What do we plan to do in Fiscal Year 2023?
 Further develop our Public Works Inspection staff through training and certification programs. This includes the State Water Resource Control Board’s Water Distribution Operator 2 Certification (D2), Qualified SWPPP Practitioner Certification (QSP), and completing the Local Technical Assistance Program (LTAP) Resident Engineers Academy (RE).  Implement process enhancements for streamlining and efficiency of construction inspection for development projects.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 487,946 $ 468,968 $ 557,079 $ 690,308 $ 133,229 23.9% Materials And Supplies 159,649 290,955 630,307 67,252 (563,055) (89.3)% Contractual 66 - - 200,000 200,000 -%
Utilities 5,210 5,581 2,000 9,360 7,360 368.0%
Total $ 652,871 $ 765,504 $ 1,189,386 $ 966,920 $ (222,466) (18.7)% City of Corona Fiscal Year 2023, Page 192
City of Corona Fiscal Year 2023 Proposed Budget, Page 257

PLANNING & DEVELOPMENT DEPARTMENT
Inspection Services Budget Detail
Service Adjustment Changes (Operating Budget)
Description Amount
Public Works Inspector II Position $106,639
Public Works Inspector II Shirts, iPad, Cell Phone, Computer, and Conferences $11,778 Reclassify Public Works Inspector II to Senior Public Works Inspector $13,220 Senior Public Works Inspector Position with Bilingual Pay $122,495 Senior Public Works Inspector Shirts, Cell Phone, iPad, Computer, and Conferences $17,358 City of Corona Fiscal Year 2023, Page 193
City of Corona Fiscal Year 2023 Proposed Budget, Page 258

PLANNING & DEVELOPMENT DEPARTMENT
Sucessor Agency Dissolution Budget Detail
What do we do?
The Successor Agency is responsible for implementing all legal processes and wind-down activities as outlined in AB X126 and AB 1484 for the elimination of redevelopment agencies and activities.

What did we do in Fiscal Year 2022?
 Prepared Annual Recognized Obligation Payment Schedule (ROPS) and submitted to the County Oversight Board and State Department of Finance to receive a Redevelopment Property Tax Trust Fund (RPTTF) remittance to pay for redevelopment debt.

What do we plan to do in Fiscal Year 2023?
 Prepare and submit an Annual Recognized Obligation Payment Schedule (ROPS) to the County Oversight Board and State Department of Finance in order to receive a Redevelopment Property Tax Trust Fund (RPTTF) remittance to pay for redevelopment debt.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 28,804 $ 1,251 $ 122,045 $ 23,793 $ (98,252) (80.5)% Materials And Supplies 78,351 12,800 12,955 8,846 (4,109) (31.7)% Contractual 24,104 4,000 15,000 15,000 - -%
Utilities 7,202 332 - - - -%
Total $ 138,461 $ 18,383 $ 150,000 $ 47,639 $ (102,361) (68.2)% City of Corona Fiscal Year 2023, Page 194
City of Corona Fiscal Year 2023 Proposed Budget, Page 259 City of Corona Fiscal Year 2023 Proposed Budget, Page 260

POLICE DEPARTMENT
Police Department Budget Detail
What do we do?
Within the Public Safety and Emergency Response service area, the Police Department provides various services that ensure a safe and a high quality of life in our City. The Police Department also maintains the City’s animal shelter. The vision of the Police Department, “To Achieve Excellence in Policing,” will be accomplished through its mission to ensure the safety and security of the public through strong community partnerships, safeguarding the Constitutional Rights of all, exemplifying the highest professional standards, and investing in our people.

Performance Measures
2020 2021 2022 2023
Performance Measure Actuals Actuals Adopted Proposed
Number of Total Calls for Service 99,872 86,667 95,208 93,572 Average Response Time (Priority One) Updated 5 min 27 sec 5 min 48 sec 5 min 37 sec 5 min 37 sec Number of Sworn Officer Training Hours New Measure New Measure New Measure 10,965 Number of Professional Staff Training Hours New Measure New Measure New Measure 1,211 Number of Animals Adopted 963 691 793 816
Number of Total Calls for Service 5,145 4,514 4,907 4,855 What does it cost?
Dollars by Funding Source
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
General Fund $ 46,831,451 $ 48,120,187 $ 51,413,858 $ 49,386,320 $ (2,027,538) (3.9)% Special Revenue Fund 475,965 451,438 707,567 845,113 137,546 19.4% Total Expenses $ 47,307,416 $ 48,571,625 $ 52,121,425 $ 50,231,433 $ (1,889,992) (3.6)% City of Corona Fiscal Year 2023, Page 194
City of Corona Fiscal Year 2023 Proposed Budget, Page 261

POLICE DEPARTMENT
Police Department Budget Detail
Dollars by Department Activity
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
Police $ - $ - $ - $ 179,682 $ 179,682 -%
Police Administration 5,380,318 5,621,824 5,778,017 5,543,423 (234,594) (4.1)% Police HOPE Team - 10,531 635,906 1,017,070 381,164 59.9% Police Patrol Bureau 24,528,211 24,687,532 26,201,745 24,493,971 (1,707,774) (6.5)% Special Enforcement Bureau 3,923,062 3,874,705 4,184,072 3,955,181 (228,891) (5.5)% Animal Services and
Enforcement 1,328,604 1,273,590 1,307,101 1,589,962 282,861 21.6% Dispatch 3,798,617 3,975,144 4,731,568 4,604,899 (126,669) (2.7)% Investigations Bureau 7,371,881 8,206,437 8,411,583 7,975,992 (435,591) (5.2)% Records 976,724 921,864 871,435 871,253 (182) -%
Total Expenses $ 47,307,417 $ 48,571,627 $ 52,121,427 $ 50,231,433 $ (1,889,994) (3.9)% City of Corona Fiscal Year 2023, Page 195
City of Corona Fiscal Year 2023 Proposed Budget, Page 262 ZŽďĞƌƚ EĞǁŵĂŶ͕  ŚŝĞĨ ŽĨ WŽůŝĐĞ
ĚŵŝŶŝƐƚƌĂƚŝŽŶ
ϭ͘ϬϬ  &d  ʹ  ŚŝĞĨ ŽĨ WŽůŝĐĞ
ϯ͘ϬϬ  &d  ʹ WŽůŝĐĞ  ĂƉƚĂŝŶ
ϯ͘ϬϬ  &d  ʹ WŽůŝĐĞ ^ĞƌŐĞĂŶƚ
ϭ͘ϬϬ  &d  ʹ WŽůŝĐĞ  ŽƌƉŽƌĂů
ϯ͘ϬϬ  &d  ʹ WŽůŝĐĞ KĨĨŝĐĞƌ
ϭ͘ϬϬ  &d  ʹ DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ //
ϭ͘ϬϬ  &d  ʹ ZĂŶŐĞŵĂƐƚĞƌ
ϭ͘ϬϬ  &d  ʹ  ƐƐŝƐƚĂŶƚ ƚŽ ƚŚĞ  ŚŝĞĨ ŽĨ WŽůŝĐĞ
ϭ͘ϬϬ  &d  ʹ  ĐĐŽƵŶƚŝŶŐ ͬ 'ƌĂŶƚ ^ƉĞĐŝĂůŝƐƚ
ϭ͘ϬϬ  &d  ʹ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ
ϭ͘ϬϬ  &d  ʹ  ƌŝŵĞ WƌĞǀĞŶƚŝŽŶ ^ƉĞĐŝĂůŝƐƚ
ϭϳ͘ϬϬ  &d   ĚŵŝŶŝƐƚƌĂƚŝŽŶ ^ƵďƚŽƚĂů
WŽůŝĐĞ WĂƚƌŽů  ƵƌĞĂƵ
ϱ͘ϬϬ  &d  ʹ WŽůŝĐĞ >ŝĞƵƚĞŶĂŶƚ
ϭϱ͘ϬϬ  &d  ʹ WŽůŝĐĞ ^ĞƌŐĞĂŶƚ
ϭϲ͘ϬϬ  &d  ʹ WŽůŝĐĞ  ŽƌƉŽƌĂů
ϳϮ͘ϬϬ  &d  ʹ WŽůŝĐĞ KĨĨŝĐĞƌ
ϲ͘ϬϬ  &d  ʹ :ĂŝůĞƌ
ϴ͘ϬϬ  &d  ʹ  ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ KĨĨŝĐĞƌ //
ϯ͘ϬϬ  &d  ʹ  ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ KĨĨŝĐĞƌ /
ϭϮϱ͘ϬϬ  &d  WŽůŝĐĞ WĂƚƌŽů  ƵƌĞĂƵ ^ƵďƚŽƚĂů
^ƉĞĐŝĂů  ŶĨŽƌĐĞŵĞŶƚ  ƵƌĞĂƵ
Ϭ͘ϱϬ  &d  ʹ WŽůŝĐĞ >ŝĞƵƚĞŶĂŶƚ
ϭ͘ϬϬ  &d  ʹ WŽůŝĐĞ ^ĞƌŐĞĂŶƚ
ϭ͘ϬϬ  &d  ʹ WŽůŝĐĞ  ŽƌƉŽƌĂů
ϭϯ͘ϬϬ  &d  ʹ WŽůŝĐĞ KĨĨŝĐĞƌ
ϭ͘ϬϬ  &d  ʹ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ
ϭϲ͘ϱϬ &d  ^ƉĞĐŝĂů  ŶĨŽƌĐĞŵĞŶƚ  ƵƌĞĂƵ ^ƵďƚŽƚĂů
ŶŝŵĂů ^ĞƌǀŝĐĞƐ ĂŶĚ  ŶĨŽƌĐĞŵĞŶƚ
Ϭ͘ϯϯ  &d  ʹ ^ƵƉƉŽƌƚ ^ĞƌǀŝĐĞƐ DĂŶĂŐĞƌ
Ϯ͘ϬϬ  &d  ʹ  ŶŝŵĂů  ŽŶƚƌŽů ^ƵƉĞƌǀŝƐŽƌ
ϰ͘ϬϬ  &d  ʹ  ŶŝŵĂů  ŽŶƚƌŽů KĨĨŝĐĞƌ
ϯ͘ϬϬ  &d  ʹ  ŶŝŵĂů  ŽŶƚƌŽů dĞĐŚŶŝĐŝĂŶ
ϭ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ
ϭϬ͘ϯϯ  &d   ŶŝŵĂů ^ĞƌǀŝĐĞƐ ĂŶĚ  ŶĨŽƌĐĞŵĞŶƚ
^ƵďƚŽƚĂů
&z ϮϬϮϯ
WŽƐŝƚŝŽŶ dŽƚĂůƐ
Ϯϰϵ͘ϬϬ ʹ &ƵůůͲdŝŵĞ &d
ϭϵ͘ϰϯ ʹ WĂƌƚͲdŝŵĞ &d  ;ŶŽƚ ƌĞĨůĞĐƚĞĚ ĂďŽǀĞͿ
Ϯϲϴ͘ϰϯ dŽƚĂů &d
dŚŝƐ ŽƌŐĂŶŝǌĂƚŝŽŶĂů ĐŚĂƌƚ ƌĞƉƌĞƐĞŶƚƐ ĐŝƚǇǁŝĚĞ &ƵůůͲdŝŵĞ ƋƵŝǀĂůĞŶƚƐ ;&d ƐͿ ĨŽƌ ƚŚŝƐ ĚĞƉĂƌƚŵĞŶƚ͘ dŚĞ  ŝƚǇǁŝĚĞ
^ĐŚĞĚƵůĞ ŽĨ WŽƐŝƚŝŽŶƐ ƚĂďůĞ ƐƵŵŵĂƌŝǌĞƐ &d Ɛ ďǇ ƉŽƐŝƚŝŽŶ ĂůůŽĐĂƚŝŽŶ͘  Ŷ &d  ŝƐ ƚŚĞ ĞƋƵŝǀĂůĞŶƚ ŽĨ ŽŶĞ ƉĞƌƐŽŶ
ǁŽƌŬŝŶŐ ĨƵůů ƚŝŵĞ Ϯ͕ϬϴϬ ŚŽƵƌƐ ƉĞƌ ǇĞĂƌ͘
ŝƐƉĂƚĐŚ ^ĞƌǀŝĐĞƐ
Ϭ͘ϯϰ  &d  ʹ ^ƵƉƉŽƌƚ ^ĞƌǀŝĐĞƐ DĂŶĂŐĞƌ
ϰ͘ϬϬ  &d  ʹ WƵďůŝĐ ^ĂĨĞƚǇ  ŝƐƉĂƚĐŚ ^ƵƉĞƌǀŝƐŽƌ
ϲ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ WƵďůŝĐ ^ĂĨĞƚǇ  ŝƐƉĂƚĐŚĞƌ
ϭϳ͘ϬϬ  &d  ʹ WƵďůŝĐ ^ĂĨĞƚǇ  ŝƐƉĂƚĐŚĞƌ //
Ϯ͘ϬϬ  &d  ʹ WƵďůŝĐ ^ĂĨĞƚǇ  ŝƐƉĂƚĐŚ  Ăůů dĂŬĞƌ
ϭ͘ϬϬ  &d  ʹ WƵďůŝĐ ^ĂĨĞƚǇ  ŽŵŵƵŶŝĐĂƚŝŽŶƐ DĂŶĂŐĞƌ
ϯϬ͘ϯϰ  &d   ŝƐƉĂƚĐŚ ^ĞƌǀŝĐĞƐ ^ƵďƚŽƚĂů
/ŶǀĞƐƚŝŐĂƚŝŽŶƐ  ƵƌĞĂƵ
Ϭ͘ϱϬ  &d  ʹ WŽůŝĐĞ >ŝĞƵƚĞŶĂŶƚ
ϰ͘ϬϬ  &d  ʹ WŽůŝĐĞ ^ĞƌŐĞĂŶƚ
ϮϮ͘ϬϬ  &d  ʹ WŽůŝĐĞ  ĞƚĞĐƚŝǀĞ
ϯ͘ϬϬ  &d  ʹ WŽůŝĐĞ KĨĨŝĐĞƌ
Ϯ͘ϬϬ  &d  ʹ  ƌŝŵĞ Θ /ŶƚĞůůŝŐĞŶĐĞ  ŶĂůǇƐƚ
ϯ͘ϬϬ  &d  ʹ &ŽƌĞŶƐŝĐ ^ƉĞĐŝĂůŝƐƚ //
ϭ͘ϬϬ &d  ʹ  ĂĐŬŐƌŽƵŶĚ /ŶǀĞƐƚŝŐĂƚŽƌ
Ϯ͘ϬϬ &d  ʹ WƌŽƉĞƌƚǇ ĂŶĚ  ǀŝĚĞŶĐĞ dĞĐŚŶŝĐŝĂŶ
Ϯ͘ϬϬ &d  ʹ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ
ϯϵ͘ϱϬ  &d  ŝŶǀĞƐƚŝŐĂƚŝŽŶƐ  ƵƌĞĂƵ ^ƵďƚŽƚĂů
ZĞĐŽƌĚƐ
Ϭ͘ϯϯ  &d  ʹ ^ƵƉƉŽƌƚ ^ĞƌǀŝĐĞƐ DĂŶĂŐĞƌ
ϭ͘ϬϬ  &d  ʹ WŽůŝĐĞ ZĞĐŽƌĚƐ ^ƵƉĞƌǀŝƐŽƌ
ϵ͘ϬϬ  &d  ʹ WŽůŝĐĞ ZĞĐŽƌĚƐ dĞĐŚŶŝĐŝĂŶ //
ϭϬ͘ϯϯ  &d  ZĞĐŽƌĚƐ ^ƵďƚŽƚĂů
WK>/     W ZdD Ed
City of Corona Fiscal Year 2023 Proposed Budget, Page 263

POLICE DEPARTMENT
Police Administration Budget Detail
What do we do?
The Chief of Police, along with the Police Captains, Lieutenants, and Professional Staff Managers, are responsible for overseeing the department’s policies and procedures, budget, grants, and property and evidence management, providing internal and external communication regarding departmental matters and events and directing the goals and mission of the department. The Chief of Police and the Command Staff will direct the department to pursue excellence in policing through quality customer service, reduction of crime, the efficiency of systems and service, and excellence through training.

Additionally, they set the leadership and performance standards that ensure all department employees earn the trust of our community every day by carrying out our mission with Integrity, Respect, Inclusion, Teamwork, and Innovation.

The Personnel and Training Unit recruits, tests, and conducts background checks on all prospective department employees. Additionally, this unit is responsible for coordinating and managing police cadets, explorers, volunteer programs, special community events, and special project coordination.

Other duties include coordinating all state-mandated training and training records management, community outreach, crime prevention, and the department shooting range and training facility. The unit also oversees the Clergy Program, the Volunteer Program, and the Corona Police Community Partnership.

What did we do in Fiscal Year 2022?
 Acquired over $1,175,000 in funding from various federal and state grants.  Participated in continual professional training for Command Staff.  Enhanced community outreach through the newly created Business Liaison Program and Compete with a Cop events.
 Ensured that budget planning accounted for future equipment and technology needs and utilized the Capital Improvement Plan (CIP) process for facility upkeep.  Hired the department’s first Dispatch Manager to implement new strategies and technologies within the dispatch center.
 Developed a Fixed License Plate Reader program to improve solvability capabilities and deter crime opportunities.
 Provided department-wide training in critical areas such as: Autism Awareness, Cultural Diversity, Officer Wellness, Use of Force, and De-Escalation Training.  Filled part-time and full-time professional staff and sworn officer positions.  Conducted over 100 background investigations to fill sworn and professional vacancies.  Reclassified the part-time Crime Prevention Assistant position to a full-time position to accomplish the mission of creative outreach and community programs. Expanded the Cadet Program for future promotional opportunities.

City of Corona Fiscal Year 2023, Page 197
City of Corona Fiscal Year 2023 Proposed Budget, Page 264

POLICE DEPARTMENT
Police Administration Budget Detail
What do we plan to do in Fiscal Year 2023?
 Remain proactive in grant opportunities and other potential sources of revenue.  Invest in new technology that will improve the department’s ability to share information within the organization, for example shift logs.
 Explore the option of expanding the training software to include additional suites to help manage employee training records, use of force, and internal affairs investigations.  Update the Police Department’s three-year Strategic Plan.  Utilize technology to streamline processes for disposition of cases and property management.  Develop a Citizen’s Police Academy to enhance and maintain community partnerships.  Continue to fill all funded part-time, full-time professional, and sworn officer positions.  Implement best practices for the recruitment and hiring of personnel.  Administer a comprehensive training plan for all employees.  Increase Neighborhood Watch engagements.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 4,161,589 $ 4,376,056 $ 4,505,187 $ 4,175,642 $ (329,545) (7.3)% Materials And Supplies 480,004 716,528 463,459 390,012 (73,447) (15.8)% Contractual 649,341 439,446 711,481 773,484 62,003 8.7% Utilities 89,384 89,794 97,890 204,285 106,395 108.7%
Total $ 5,380,318 $ 5,621,824 $ 5,778,017 $ 5,543,423 $ (234,594) (4.1)% Service Adjustment Changes (Operating Budget)
Description Amount
Increase Hours for PT Public Safety Dispatcher II $12,605 Additional Conferences and Training $16,150
Automated License Plate Reader Program (60 Cameras) $150,000 Cellular Smartphones Replacement (estimated 10 per year) $3,750 Monthly Cellular or Data Plan for 124 Devices $66,960
Purchase of 109 Cellular Smartphones $40,875
Vehicle Retention Unit 79215 $2,082
City of Corona Fiscal Year 2023, Page 198
City of Corona Fiscal Year 2023 Proposed Budget, Page 265

POLICE DEPARTMENT
Police HOPE Team Budget Detail
What do we do?
The Homeless Outreach and Psychiatric Evaluation, or HOPE Team, is a four-person team whose primary duties are to be the first responders and primary contact on calls-for-service involving the homeless and the mentally ill. The team also proactively seeks out and contacts people who are homeless and who need services. The team utilizes a balance of support resources and enforcement to ensure a good quality of life for our community as well as a better quality-of-life for the homeless individuals themselves. To enhance the HOPE Team mission, the City has contracted with City Net to reach out to those experiencing homelessness. The City Net group works with the HOPE Team and provides case management for those ready to receive services. City Net can direct people to the right kind of services and help them navigate through various social services processes.

What did we do in Fiscal Year 2022?
 Deployed a civilian mental health counselor from the Community Behavioral Health Assessment Team (CBAT). CBAT works directly with the HOPE Team officers.

What do we plan to do in Fiscal Year 2023?
 Add an additional Sergeant position to manage the operations of the HOPE team.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ - $ 10,451 $ 578,716 $ 913,487 $ 334,771 57.8% Materials And Supplies - 79 15,190 42,583 27,393 180.3% Contractual - - - 1,000 1,000 -%
Capital Outlay - - 42,000 60,000 18,000 42.9%
Total $ - $ 10,530 $ 635,906 $ 1,017,070 $ 381,164 59.9% Service Adjustment Changes (Operating Budget)
Description Amount
HOPE Sergeant Vehicle, Upfitting, Motor Pool, and Mobile Data Computer $81,513 Mobile Radio and Equipment $13,650
Police Sergeant Position with Assignment Pay $256,027
City of Corona Fiscal Year 2023, Page 199
City of Corona Fiscal Year 2023 Proposed Budget, Page 266

POLICE DEPARTMENT
Police Patrol Bureau Budget Detail
What do we do?
The Patrol Bureau is the largest unit in the organization and is responsible for providing services by uniformed personnel. The Patrol Bureau is the first responder to citizen’s calls for service. The City is divided into four geographical areas, each containing a deployment zone. Each zone is managed by a Lieutenant and patrolled by officers assigned to the zone. Zones enhance public access and community interaction, creating closer ties and facilitating citizens and police working together to address community concerns. Patrol staff participates in the Adopt-A-School Program, where officers enhance community relations by having a presence at elementary and middle schools. They also participate in the Run with A COP (Anti-Childhood Obesity Program); this partnership is with the 100 Mile Club® and the Corona Norco Unified School District to get the word out about staying healthy and being active. In addition, Patrol personnel participates in Coffee with a Cop, whose mission is to build community relationships between the Police and the citizens they serve. Units within the Patrol Bureau include:

The Unmanned Aircraft Systems (UAS) Program enhances the safety and service provided to the community and its peace officers through the effective use of UAS technology. UAS enables officers to have access to complete information when responding to calls for service and allows the department to deploy its resources more efficiently and effecƟvely. The Jail Management Unit oversees the maintenance and facility needs of the jail while managing and supervising the Jailers who process arrestees, conduct searches, inventory related property, verify arrestee’s identity, and complete related paperwork. The Jailers fingerprint and photograph inmates and collect DNA as required by law. Jailers transport inmates from field locations to the City jail and from the jail to other detention faciliƟes. Community Service Officers (CSO’s) assist in handling police reports and other various du Ɵes to assist officers. They also assist in non-injury traffic accidents and provide security-related information to the public.

The Field Training Officer, or FTO, Program provides in-field training to new or lateral officers. Officers successfully graduate from the FTO Program after demonstrating their ability to competently act as a solo police officer according to the California Commission on Police Officer Standards and Training (POST) guidelines. The Honor Guard Unit performs ceremonial duƟes at funerals (for acƟve and retired employees and Line of Duty Deaths), retirement and awards ceremonies, parades, City events, and special community events.

The Mounted Unit provide resources and support to patrol and other police divisions as requested. The Mounted Unit is a team of specially trained, equestrian certified police officers, who also participate in ceremonies, parades, holiday theft prevention patrol, search and rescue, criminal transient abatement enforcement, and other special events throughout the year.

What did we do in Fiscal Year 2022?
 Maintained emergency response times within six minutes or less.  Directed enforcement in high crime areas.
 Developed a deployment strategy for directed enforcement to the 6th Street corridor.

City of Corona Fiscal Year 2023, Page 200
City of Corona Fiscal Year 2023 Proposed Budget, Page 267

POLICE DEPARTMENT
Police Patrol Bureau Budget Detail
What do we plan to do in Fiscal Year 2023?
 Create a deployment of officers for the downtown business district consisting of bicycle and foot patrols.
 Replacement and technological enhancement of the jail control operating system.  Issuance of Smartphone devices to officers in the field to allow officers flexibility and mobility in processing crime scenes and submitting mandated reporting. This technology will enhance service levels to the community and increase situational awareness for officers.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 22,963,398 $ 22,897,844 $ 24,726,196 $ 22,497,273 $ (2,228,923) (9.0)% Materials And Supplies 1,529,985 1,685,060 1,406,229 1,856,198 449,969 32.0% Contractual 33,821 60,905 68,320 62,500 (5,820) (8.5)%
Utilities 1,007 3,081 1,000 1,000 - -%
Capital Outlay - 40,642 - 77,000 77,000 -%
Total $ 24,528,211 $ 24,687,532 $ 26,201,745 $ 24,493,971 $ (1,707,774) (6.5)% Service Adjustment Changes (Operating Budget)
Description Amount
Additional Conferences and Training $47,600
Armored Rescue Vehicle Motor Pool Only $21,314
Kinetic Breaching Program $12,850
Special Response Team Vests and Headsets $81,900
Vehicle Retention Unit 79230 $1,967
City of Corona Fiscal Year 2023, Page 201
City of Corona Fiscal Year 2023 Proposed Budget, Page 268

POLICE DEPARTMENT
Special Enforcement Bureau Budget Detail
What do we do?
The Special Enforcement Bureau is responsible for other operations of the Police Department. Units included in the Special Enforcement Bureau:

The Traffic Unit is responsible for traffic collision investigations, collision prevention and educational programs, vehicle code enforcement, traffic flow regulations, review of City development plans related to public safety concerns and traffic issues, commercial vehicle enforcement, parking enforcement, tow rotation regulations and oversight, tow rotation company inspections, and special event permits.

Additionally, the Traffic Unit participates in the “Drive-4-Life” teen driver safety program. This program is designed for young drivers who have a license or those about to get one in an effort to promote traffic safety on roadways and to prevent fatal traffic collisions.

The K-9 Unit provide resources and support to patrol and other police divisions as requested. The K-9 unit offers a much safer and more effective means of conducting building searches, apprehending fleeing criminals, tracking lost persons and suspects, narcotics and evidence searches, and scene control.

The Post-Release Accountability and Compliance Team, or PACT, is a multi-jurisdictional team that consists of various law enforcement agencies and county probation officers. The goal of the PACT team is to focus on “high-risk” or “at-large” Post Release Community Supervision (PRCS) offenders that pose the most risk to public safety.

What did we do in Fiscal Year 2022?
 Conducted four DUI checkpoints in association with the Officer of Traffic Safety.  Facilitated several community educational programs such as Drive 4 Life and Pedestrian Walk for Safety.
 Implemented a Special Enforcement Bureau (SEB) Lieutenant.  Added a Police Officer II – Traffic Motor Officer position to work evening hour traffic concerns, including driving under the influence programs.

What do we plan to do in Fiscal Year 2023?
 Add an additional Parking Enforcement position to allow officers increased availability and address the growing concern of illegally parked and abandoned vehicles.  Merge Investigative Division employees with the FLEX Team to enhance productivity and maximize resources.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 3,551,206 $ 3,528,285 $ 3,822,054 $ 3,616,533 $ (205,521) (5.4)% Materials And Supplies 314,363 313,964 316,818 302,548 (14,270) (4.5)% City of Corona Fiscal Year 2023, Page 202
City of Corona Fiscal Year 2023 Proposed Budget, Page 269

POLICE DEPARTMENT
Special Enforcement Bureau Budget Detail
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Contractual 56,260 30,977 44,100 34,600 (9,500) (21.5)% Utilities 1,234 1,478 1,100 1,500 400 36.4%
Total $ 3,923,063 $ 3,874,704 $ 4,184,072 $ 3,955,181 $ (228,891) (5.5)% Service Adjustment Changes (Operating Budget)
Description Amount
Community Service Officer II Position $43,733
Crisis Negotiation Team Sprinter Van, Upfitting, and Motor Pool $91,477 DUI Trailer Motor Pool Only $7,421
PT Parking Enforcement Officer Position $18,632
City of Corona Fiscal Year 2023, Page 203
City of Corona Fiscal Year 2023 Proposed Budget, Page 270

POLICE DEPARTMENT
Animal Services and Enforcement Budget Detail
What do we do?
The Animal Services and Enforcement Unit (AS&E) is responsible for enforcing City and state regulations on animal welfare. The Unit enforces licensing requirements for the control of rabies. Additionally, AS&E provides the public with animal-related information and instructions for the management and over-population of unwanted animals and the care and treatment of pets. The Unit is also responsible for the adopting of shelter pets into new homes. In addition, they administer the Trap, Neuter, and Release Program in locations that release unadoptable, healthy cats back into the community.

What did we do in Fiscal Year 2022?
 Maintained the use of current volunteers in shelter operations and continued to accept new volunteer applications.
 Continued participation in developing a county-based coalition, the Animal Welfare Coalition of Riverside County, to enhance collaboration with local animal services organizations, City departments, and community members.
 Implemented an online survey for community feedback regarding AS&E.  Continual training of AS&E staff in relation to professional development to enhance leadership skills and other legislative requirements.
 Approved implementation of uniform policy changes to promote consistency with police department standards.
 AS&E worked with the community and local/state government entities to address wild pigs within the City.

What do we plan to do in Fiscal Year 2023?
 Continue to utilize technology to enhance shelter operations, such as lost/found services, tracking of kennel animals, and increase community access to online surveys.  Implement a mobile spay and neuter bus to improve delivery of adoptable animals to the public.  Increase staffing with an additional supervisor in AS&E to allow for a greater span of control, supervision, and improve service to the community.
 Continue to address wild pigs within the City.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 1,107,635 $ 1,092,316 $ 1,046,934 $ 1,289,566 $ 242,632 23.2% Materials And Supplies 113,818 104,816 143,237 164,236 20,999 14.7% Contractual 106,846 76,458 114,730 135,680 20,950 18.3% City of Corona Fiscal Year 2023, Page 204
City of Corona Fiscal Year 2023 Proposed Budget, Page 271

POLICE DEPARTMENT
Animal Services and Enforcement Budget Detail
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Utilities 304 - 2,200 480 (1,720) (78.2)%
Total $ 1,328,603 $ 1,273,590 $ 1,307,101 $ 1,589,962 $ 282,861 21.6% Service Adjustment Changes (Operating Budget)
Description Amount
Animal Control Supervisor Position $116,170
Handheld Radio, iPad, and Wireless Services $7,720
Wild Pig Trap Rentals $20,000
City of Corona Fiscal Year 2023, Page 205
City of Corona Fiscal Year 2023 Proposed Budget, Page 272

POLICE DEPARTMENT
Dispatch Budget Detail
What do we do?
The Dispatch Center provides support answering 9-1-1 emergency service requests, including all wireless and Voice Over Internet Protocol calls from all providers in the jurisdiction, receiving and dispatching calls for service to police, fire, and medical personnel in Corona and surrounding areas. The section also provides pre-arrival and often lifesaving Emergency Medical Dispatching instructions on medical emergencies.

What did we do in Fiscal Year 2022?
 Added Dispatcher and Call-Taker positions to address gaps in staffing vacancies and ensure adequate staffing levels in the Dispatch Center.
 Assessed and modified the Dispatch training program to meet the highest standards of the Commission of Peace Officers Standards (POST).
 Worked in conjunction with the Personnel and Training Unit and Human Resources to streamline Dispatch hiring practices to increase efficiency.

What do we plan to do in Fiscal Year 2023?
 Continued focus on hiring of Dispatchers with innovative solutions to attract future candidates through job fairs, community events, colleges, and social media campaigns.  Reassessment of staffing levels to maximize the deployment of employees to provide assistance to the officers and to meet the public’s needs.
 Identify a vendor and seek funding from the State’s Office of Emergency Services to facilitate the procurement of a new 9-1-1 voice recording system.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 3,703,507 $ 3,715,268 $ 4,242,778 $ 4,104,027 $ (138,751) (3.3)% Materials And Supplies 75,567 92,260 264,342 272,887 8,545 3.2% Contractual 19,543 167,616 224,448 227,985 3,537 1.6%
Total $ 3,798,617 $ 3,975,144 $ 4,731,568 $ 4,604,899 $ (126,669) (2.7)% Service Adjustment Changes (Operating Budget)
Description Amount
PT Public Safety Dispatcher II Position $49,732
City of Corona Fiscal Year 2023, Page 206
City of Corona Fiscal Year 2023 Proposed Budget, Page 273

POLICE DEPARTMENT
Investigations Bureau Budget Detail
What do we do?
The Investigations Bureau is responsible for investigating major crimes and criminal acts occurring within the city and filing criminal cases with the District Attorney’s Office. Bureau members investigate all crimes not solved by patrol officers’ initial investigations and assists patrol officers in more complex investigations. The Professional Standards Unit (PSU) is responsible for maintaining the integrity and professionalism of the Police Department and its employees by conducting fair and impartial investigations of complaints received from the public. PSU also ensures that department policy and procedures are in compliance with state laws and the California Police Officers Standard and Training (POST). Units included in the Investigation Bureau are:

The Crimes Against Persons Unit oversees crimes against people. These crimes include, but are not limited to, homicides, robberies, domestic violence, sex crimes, crimes against children, assaults, missing persons, and runaway cases. This unit also maintains Project Kids, a regionally based child abuse center. The center provides a child/family-friendly, single site for comprehensive and multidisciplinary team response to the investigation and follow-up processes involved in child abuse cases.

The Crimes Against Property Unit oversees crimes dealing directly with property. These crimes include, but are not limited to, residential, commercial and vehicle burglaries, arson, fraud, vehicle theft, and computer-related crimes. This unit also manages the FLOCK automated license plate reader camera system.

The Vice, Narcotics, and Intelligence Unit, or VNI, is responsible for identifying and apprehending persons engaged in the illegal possession, manufacturing, sales, and use of narcotics and dangerous drugs. VNI also gathers intelligence and enforces laws regarding prostitution and illegal massage establishments. VNI members also investigate overdose death cases related to fentanyl. Additionally, VNI makes itself available to handle specific problem areas brought to its attention by Zone Commanders.

What did we do in Fiscal Year 2022?
 Rejoined the Riverside County’s Gang Task Force as a force multiplication effort to reduce violent crime and gang activity. Region 7 is based in our station.  Implemented the Business Liaison Program (BLP) as an outreach to enhance partnerships with our business stakeholders in an effort to reduce crime in our business districts. The BLP team consists of sworn and professional staff, and they have contacted over 100 businesses to date.  Continue to partner with the FBI’s Regional Computer Forensics Laboratory to expand our abilities and resources to investigate computer and digital evidence crimes.  Added a part-time non-sworn investigator to handle the backlog of cold cases to ensure that we continue to seek justice for victims and their families.  Reassigned a Community Service Officer to the Detective Bureau to support the department’s succession strategies and assist with video evidence and case follow-up.

City of Corona Fiscal Year 2023, Page 207
City of Corona Fiscal Year 2023 Proposed Budget, Page 274

POLICE DEPARTMENT
Investigations Bureau Budget Detail
What do we plan to do in Fiscal Year 2023?
 Hire a Forensic Technician to address the increase in forensic workload and expand support to our field operations.
 Evaluate and implement new technology to document crime scenes and process physical evidence.  Use funds from the Department of Justice’s Tobacco Grant Program to add a School Resource Officer (SRO) for our Intermediate Schools and Charter Academy. This new SRO will provide tobacco prevention education to students, staff, and parents and be an on-campus resource to increase safety and security in our schools.
 Explore public/private partnerships to expand our FLOCK automated license plate reader program.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 6,882,625 $ 7,713,691 $ 7,911,418 $ 7,330,285 $ (581,133) (7.3)% Materials And Supplies 309,088 418,269 289,300 421,312 132,012 45.6% Contractual 170,073 63,754 206,665 204,795 (1,870) (0.9)% Utilities 10,095 10,723 4,200 4,600 400 9.5%
Capital Outlay - - - 15,000 15,000 -%
Total $ 7,371,881 $ 8,206,437 $ 8,411,583 $ 7,975,992 $ (435,591) (5.2)% Service Adjustment Changes (Operating Budget)
Description Amount
Additional Conferences and Training $21,250
Forensic Specialist II Position $102,889
Gang Task Force Sergeant Vehicle Upfitting Only, Motor Pool, and Mobile Data Computer $43,513 City of Corona Fiscal Year 2023, Page 208
City of Corona Fiscal Year 2023 Proposed Budget, Page 275

POLICE DEPARTMENT
Records Budget Detail
What do we do?
The Records Bureau provides the first-level contact for all Police Department business inquiries. It is the primary service provider for public inquiries, vehicle and report releases, various permits, other front counter customer services, processing reports, arrest complaints, court dispositions, citations, and any related documentation. The Records Bureau inputs data to collect and analyze statistical information related to state and federal reporting requirements. In addition, the Records Bureau tracks and responds to all civil and criminal subpoenas and processes requests for the public disclosure of records.

What did we do in Fiscal Year 2022?
 Added a Records Technician position as a video redaction clerk. Due to new legislation, Records Technicians have additional tasks related to disclosing and redacting cases.  Created a dashboard to enhance services provided on the computer kiosks located in the Police Department lobby.

What do we plan to do in Fiscal Year 2023?
 Transition from uniform crime reporting to incident-based crime reporting, per state mandate related to crime reporting standards.
 Assess current staffing levels and processes to ensure maintenance of urgent entries into the state databases, the processing of time-sensitive tasks, prosecution packets, and finalizing reports.  Adjust schedules to better service the community and department.  Training of staff, development, and purchase of redaction computer equipment to process public records request as mandated by the state.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 952,550 $ 902,513 $ 837,065 $ 844,483 $ 7,418 0.9% Materials And Supplies 21,161 19,350 32,870 26,770 (6,100) (18.6)% Contractual 3,014 - 1,500 - (1,500) (100.0)%
Total $ 976,725 $ 921,863 $ 871,435 $ 871,253 $ (182) -% City of Corona Fiscal Year 2023, Page 209
City of Corona Fiscal Year 2023 Proposed Budget, Page 276 City of Corona Fiscal Year 2023 Proposed Budget, Page 277

PUBLIC WORKS DEPARTMENT
Public Works Department Budget Detail
What do we do?
The mission of the Public Works Department is to provide efficient and cost-effective services involving traffic management, land development, and engineering. The department strives to serve Corona citizens and customers in a helpful, courteous, and responsive manner.

Performance Measures
2020 2021 2022 2023
Performance Measure Actuals Actuals Adopted Proposed
Number of Traffic Signals / Devices Maintained 220 222 222 225 Number of Traffic Plan Checks 789 338 500 600
Number of Traffic Studies Performed 250 75 350 250
Miles of Roads, Streets, and Bridges
Rehabilitated (center-line miles)
75 43 43 66
Pavement Condition Index (PCI) Rating (0-100) 73 71 71 73 Captial Improvement Projects Completed 7 5 5 5
Number of ADA Rams Installed, Replaced, or
Retrofitted
116 108 138 246
Work orders - Preventative maintenance 1,030 951 924 924 Work orders - Repairs 1,305 1,245 1,161 1,161
Gallons of unleaded utilized 190,997 215,746 197,491 197,491 Gallons of diesel utilized 41,944 67,628 38,379 38,379
Compressed natural gas utilized 341,325 320,653 309,317 309,317 Fire Apparatus Service - Scheduled 81 88 88 88
Construction site inspections 845 816 600 600
Commercial Industrial Facilities inspections 776 835 400 600 Residential Requests/Field Reviews 305 211 240 240
Pool Water Discharge Inspections 128 120 110 110
City Municipal Facility & City Airport
Inspections
19 and 12 23 and 12 23 and 12 23 and 12
Regional Meetings 23 23 53 53
City Facility entries to CERS N/A N/A 8 8
Permit renewals for City Facilities N/A N/A 20 20
City of Corona Fiscal Year 2023, Page 211
City of Corona Fiscal Year 2023 Proposed Budget, Page 278

PUBLIC WORKS DEPARTMENT
Public Works Department Budget Detail
2020 2021 2022 2023
Performance Measure Actuals Actuals Adopted Proposed
Inspections for underground storage tanks N/A N/A 9 9
What does it cost?
Dollars by Funding Source
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
General Fund $ 3,378,132 $ 3,634,106 $ 4,288,293 $ 4,923,411 $ 635,118 14.8% Special Revenue Fund 3,731,044 3,710,084 4,297,314 4,745,426 448,112 10.4% Capital Project Fund 938,128 840,968 1,090,287 851,610 (238,677) (21.9)% Enterprise Fund 1,095,105 1,164,199 1,512,774 1,887,884 375,110 24.8% Internal Service Fund 4,116,034 2,930,116 4,542,802 4,825,932 283,130 6.2% Total Expenses $ 13,258,443 $ 12,279,473 $ 15,731,470 $ 17,234,263 $ 1,502,793 9.6% Dollars by Department Activity
2020 2021 2022 2023 Change Change
Actuals Actuals Adopted Proposed $ %
Public Works Administration $ 585,435 $ 731,139 $ 763,340 $ 675,390 $ (87,950) (11.5)% Traffic Engineering 806,894 808,358 1,039,139 1,191,425 152,286 14.7% Public Transport / Emission
Reduction 99,785 19,338 950 33,300 32,350 3,405.3%
Signal Operations 1,649,169 1,887,465 2,085,545 2,181,186 95,641 4.6% Capital Improvements 1,360,695 1,441,691 2,183,544 3,083,297 899,753 41.2% Street/Drainage/Sidewalk
Maintenance 2,939,284 2,822,641 3,201,614 3,306,890 105,276 3.3% Drainage Quality/NPDES 652,093 548,534 709,657 584,690 (124,967) (17.6)% Drainage Maintenance 3,893 5,616 4,950 2,750 (2,200) (44.4)% Streetlighting - Districts 1,045,162 1,084,576 1,199,929 1,349,404 149,475 12.5% City Fleet Maintenance 4,116,034 2,930,116 4,542,802 4,825,932 283,130 6.2% Total Expenses $ 13,258,444 $ 12,279,474 $ 15,731,470 $ 17,234,264 $ 1,502,794 9.6% City of Corona Fiscal Year 2023, Page 212
City of Corona Fiscal Year 2023 Proposed Budget, Page 279 ^ĂǀĂƚ <ŚĂŵƉŚŽƵ͕ WƵďůŝĐ tŽƌŬƐ  ŝƌĞĐƚŽƌ
ĚŵŝŶŝƐƚƌĂƚŝŽŶ
Ϭ͘ϳϬ  &d  ʹ WƵďůŝĐ tŽƌŬƐ  ŝƌĞĐƚŽƌ
Ϭ͘ϯϬ  &d  ʹ DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ //
Ϭ͘ϮϬ  &d  ʹ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ WƌŽŐƌĂŵ  ŶĂůǇƐƚ
Ϭ͘ϵϬ  &d  ʹ  ǆĞĐƵƚŝǀĞ  ƐƐŝƐƚĂŶƚ
Ϭ͘ϱϱ  &d  ʹ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ
Ϭ͘ϴϱ  &d  ʹ ^ĞŶŝŽƌ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ
ϯ͘ϱϬ  &d   ĚŵŝŶŝƐƚƌĂƚŝŽŶ ^ƵďƚŽƚĂů
dƌĂĨĨŝĐ  ŶŐŝŶĞĞƌŝŶŐ
Ϭ͘ϯϱ  &d  ʹ  ŝƚǇ dƌĂĨĨŝĐ  ŶŐŝŶĞĞƌ
Ϭ͘ϱϬ  &d  ʹ ^ĞŶŝŽƌ  ŶŐŝŶĞĞƌ ʹ dƌĂĨĨŝĐ
Ϭ͘ϴϬ  &d  ʹ  ƐƐŝƐƚĂŶƚ  ŶŐŝŶĞĞƌ ʹ dƌĂĨĨŝĐ
Ϭ͘ϴϬ  &d  ʹ  ŶŐŝŶĞĞƌŝŶŐ dĞĐŚŶŝĐŝĂŶ
Ϭ͘ϱϬ  &d  ʹ dƌĂĨĨŝĐ ^ŝŐŶĂů dĞĐŚŶŝĐŝĂŶ
Ϭ͘ϱϬ  &d  ʹ dƌĂĨĨŝĐ DĂŶĂŐĞŵĞŶƚ dĞĐŚŶŝĐŝĂŶ /
Ϭ͘ϭϱ  &d  ʹ ^ĞŶŝŽƌ KĨĨŝĐĞ  ƐƐŝƐƚĂŶƚ
ϯ͘ϲϬ  &d  dƌĂĨĨŝĐ  ŶŐŝŶĞĞƌŝŶŐ ^ƵďƚŽƚĂů
^ŝŐŶĂů KƉĞƌĂƚŝŽŶƐ
Ϭ͘ϱϱ  &d  ʹ  ŝƚǇ dƌĂĨĨŝĐ  ŶŐŝŶĞĞƌ
Ϭ͘ϰϬ  &d  ʹ ^ĞŶŝŽƌ  ŶŐŝŶĞĞƌ ʹ dƌĂĨĨŝĐ
Ϭ͘ϭϬ  &d  ʹ  ƐƐŝƐƚĂŶƚ  ŶŐŝŶĞĞƌ Ͳ dƌĂĨĨŝĐ
ϭ͘ϬϬ  &d  ʹ dƌĂĨĨŝĐ ^ŝŐŶĂů  ŽŽƌĚŝŶĂƚŽƌ
ϭ͘ϱϬ  &d  ʹ dƌĂĨĨŝĐ ^ŝŐŶĂů dĞĐŚŶŝĐŝĂŶ
Ϭ͘ϮϬ  &d  ʹ  ŶŐŝŶĞĞƌŝŶŐ dĞĐŚŶŝĐŝĂŶ
Ϭ͘ϱϬ  &d  ʹ dƌĂĨĨŝĐ DĂŶĂŐĞŵĞŶƚ dĞĐŚŶŝĐŝĂŶ /
ϰ͘Ϯϱ  &d  ^ŝŐŶĂů KƉĞƌĂƚŝŽŶƐ ^ƵďƚŽƚĂů
ƌĂŝŶĂŐĞ YƵĂůŝƚǇ ͬ EW  ^
Ϭ͘ϭϮ  &d  ʹ ^ĞŶŝŽƌ  ŶŐŝŶĞĞƌ
ϭ͘ϬϬ  &d  ʹ  ŶǀŝƌŽŶŵĞŶƚĂů  ŽŵƉůŝĂŶĐĞ ^ƵƉĞƌǀŝƐŽƌ
ϭ͘ϬϬ  &d  ʹ  ŶǀŝƌŽŶŵĞŶƚĂů  ŽŵƉůŝĂŶĐĞ  ŽŽƌĚŝŶĂƚŽƌ
Ϭ͘ϰϱ  &d  ʹ ZĞŐƵůĂƚŽƌǇ  ŽŵƉůŝĂŶĐĞ ^ƉĞĐŝĂůŝƐƚ /
Ϭ͘ϭϰ  &d  ʹ WƵďůŝĐ tŽƌŬƐ WĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ //
Ϯ͘ϳϭ  &d   ƌĂŝŶĂŐĞ YƵĂůŝƚǇ ͬ EW  ^ ^ƵďƚŽƚĂů
ŝƚǇ &ůĞĞƚ DĂŝŶƚĞŶĂŶĐĞ
ϭ͘ϬϬ  &d  ʹ &ůĞĞƚ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ
ϭ͘ϬϬ  &d  ʹ &ůĞĞƚ  DĂŶĂŐĞƌ
ϭ͘ϬϬ  &d  ʹ >ĞĂĚ &ůĞĞƚ dĞĐŚŶŝĐŝĂŶ
ϰ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ &ůĞĞƚ dĞĐŚŶŝĐŝĂŶ
ϯ͘ϬϬ  &d  ʹ &ůĞĞƚ dĞĐŚŶŝĐŝĂŶ //
Ϭ͘ϯϬ  &d  ʹ ZĞŐƵůĂƚŽƌǇ  ŽŵƉůŝĂŶĐĞ ^ƉĞĐŝĂůŝƐƚ /
ϭϬ͘ϯϬ  &d   ŝƚǇ &ůĞĞƚ DĂŝŶƚĞŶĂŶĐĞ ^ƵďƚŽƚĂů
&z ϮϬϮϯ
WŽƐŝƚŝŽŶ dŽƚĂůƐ
ϱϴ͘ϴϭ ʹ &ƵůůͲdŝŵĞ &d
ϯ͘ϯϰ ʹ WĂƌƚͲdŝŵĞ &d  ;ŶŽƚ ƌĞĨůĞĐƚĞĚ ĂďŽǀĞͿ
ϲϮ͘ϭϱ dŽƚĂů &d
dŚŝƐ ŽƌŐĂŶŝǌĂƚŝŽŶĂů ĐŚĂƌƚ ƌĞƉƌĞƐĞŶƚƐ ĐŝƚǇǁŝĚĞ &ƵůůͲdŝŵĞ ƋƵŝǀĂůĞŶƚƐ ;&d ƐͿ ĨŽƌ ƚŚŝƐ ĚĞƉĂƌƚŵĞŶƚ͘ dŚĞ  ŝƚǇǁŝĚĞ
^ĐŚĞĚƵůĞ ŽĨ WŽƐŝƚŝŽŶƐ ƚĂďůĞ ƐƵŵŵĂƌŝǌĞƐ &d Ɛ ďǇ ƉŽƐŝƚŝŽŶ ĂůůŽĐĂƚŝŽŶ͘  Ŷ &d  ŝƐ ƚŚĞ ĞƋƵŝǀĂůĞŶƚ ŽĨ ŽŶĞ ƉĞƌƐŽŶ
ǁŽƌŬŝŶŐ ĨƵůů ƚŝŵĞ Ϯ͕ϬϴϬ ŚŽƵƌƐ ƉĞƌ ǇĞĂƌ͘
ĂƉŝƚĂů /ŵƉƌŽǀĞŵĞŶƚ WƌŽŐƌĂŵƐ
Ϭ͘ϯϬ  &d  ʹ WƵďůŝĐ tŽƌŬƐ  ŝƌĞĐƚŽƌ
ϭ͘ϬϬ  &d  ʹ  /W DĂŶĂŐĞƌ ͬ  ƐƐŝƐƚĂŶƚ  ŝƚǇ  ŶŐŝŶĞĞƌ
Ϯ͘ϬϬ  &d  ʹ  /W WƌŽũĞĐƚ DĂŶĂŐĞƌ
Ϭ͘ϭϬ  &d  ʹ  ŝƚǇ dƌĂĨĨŝĐ  ŶŐŝŶĞĞƌ
ϭ͘ϬϬ  &d  ʹ  ŽŶƐƚƌƵĐƚŝŽŶ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ
ϯ͘ϬϬ  &d  ʹ  /W ^ƵƉĞƌǀŝƐŽƌ
Ϭ͘ϴϬ  &d  ʹ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ WƌŽŐƌĂŵ  ŶĂůǇƐƚ
Ϯ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ  ŶŐŝŶĞĞƌ
Ϭ͘ϭϬ  &d  ʹ ^ĞŶŝŽƌ  ŶŐŝŶĞĞƌ ʹ dƌĂĨĨŝĐ
Ϭ͘ϯϬ  &d  ʹ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŝŽŶ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ
ϳ͘ϬϬ  &d  ʹ  ƐƐŽĐŝĂƚĞ  ŶŐŝŶĞĞƌ
Ϭ͘ϭϬ  &d  ʹ  ƐƐŝƐƚĂŶƚ  ŶŐŝŶĞĞƌ Ͳ dƌĂĨĨŝĐ
ϭ͘ϬϬ  &d  ʹ  ƐƐĞƚ DĂŶĂŐĞŵĞŶƚ  ŽŽƌĚŝŶĂƚŽƌ
Ϭ͘ϳϬ  &d  ʹ DĂŶĂŐĞŵĞŶƚ  ŶĂůǇƐƚ //
Ϭ͘ϮϬ  &d  ʹ ^ĞŶŝŽƌ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŽƌ
Ϭ͘ϯϬ  &d  ʹ WƵďůŝĐ tŽƌŬƐ /ŶƐƉĞĐƚŽƌ //
Ϭ͘ϭϬ  &d  ʹ  ǆĞĐƵƚŝǀĞ  ƐƐŝƐƚĂŶƚ
Ϭ͘ϰϱ  &d  ʹ  ĚŵŝŶŝƐƚƌĂƚŝǀĞ  ƐƐŝƐƚĂŶƚ
ϮϬ͘ϰϱ  &d   ĂƉŝƚĂů /ŵƉƌŽǀĞŵĞŶƚ ^ƵďƚŽƚĂů
^ƚƌĞĞƚ DĂŝŶƚĞŶĂŶĐĞ
Ϯ͘ϬϬ  &d  ʹ ^ƚƌĞĞƚ DĂŝŶƚĞŶĂŶĐĞ  ƌĞǁ >ĞĂĚĞƌ
ϰ͘ϬϬ  &d  ʹ ^ĞŶŝŽƌ ^ƚƌĞĞƚ DĂŝŶƚĞŶĂŶĐĞ tŽƌŬĞƌ
ϭ͘ϬϬ  &d  ʹ dƌĂĨĨŝĐ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ
ϭ͘ϬϬ  &d  ʹ ^ƚƌĞĞƚ >ŝŐŚƚ DĂŝŶƚĞŶĂŶĐĞ dĞĐŚŶŝĐŝĂŶ
ϯ͘ϬϬ  &d  ʹ ^ƚƌĞĞƚ DĂŝŶƚĞŶĂŶĐĞ tŽƌŬĞƌ //
ϯ͘ϬϬ  &d  ʹ ^ƚƌĞĞƚ DĂŝŶƚĞŶĂŶĐĞ tŽƌŬĞƌ /
ϭϰ͘ϬϬ  &d  ^ƚƌĞĞƚ DĂŝŶƚĞŶĂŶĐĞ ^ƵďƚŽƚĂů
Wh >/  tKZ<^   W ZdD Ed
City of Corona Fiscal Year 2023 Proposed Budget, Page 280

PUBLIC WORKS DEPARTMENT
Public Works Administration Budget Detail
What do we do?
The Public Works Administration provides support, management, and guidance to the daily operations of the Public Works Department. This section is responsible for departmental budgeting, personnel, contract administration, special projects, document management, and coordination with other departments. The Public Works Administration provides customer service to internal and external customers and offers administrative and technical support to all sections of the Public Works Department.

What did we do in Fiscal Year 2022?
 Managed department recruitment and selection of replacement staff.  Coordinated thedevelopment, implementation and monitoring of the department's annual operating and capital budgets.
 Applied for grant funding opportunities.

What do we plan to do in Fiscal Year 2023?
 Measure success in recruitment, training, leadership development and succession planning, and developing in-house expertise.
 Continue to provide appropriate levels of customer service through proper staffing levels.  Seek additional grant funding opportunities to help fund Capital Improvement Projects.  Monitor revenues and expenditures to evaluate financial alternative funding sources.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 539,567 $ 502,821 $ 578,587 $ 414,820 $ (163,767) (28.3)% Materials And Supplies 43,452 222,971 181,853 257,670 75,817 41.7% Contractual 178 833 - - - -%
Utilities 2,238 4,514 2,900 2,900 - -%
Total $ 585,435 $ 731,139 $ 763,340 $ 675,390 $ (87,950) (11.5)% Service Adjustment Changes (Operating Budget)
Description Amount
Additional Workstations for Staff $17,400
City of Corona Fiscal Year 2023, Page 214
City of Corona Fiscal Year 2023 Proposed Budget, Page 281

PUBLIC WORKS DEPARTMENT
Traffic Engineering Budget Detail
What do we do?
The Traffic Engineering group ensures that the City's traffic circulation system is operating in a safe and efficient manner. In accordance with state and local regulations, Traffic Engineering staff plans for growth-related needs, designs system improvements, coordinates construction activities, provides plan review for new development and utility permit work; and maintains system components for vehicles, bicycles, and pedestrians.

What did we do in Fiscal Year 2022?
 Major Pavement Rehab – Striping & Signage Support.
 Roadway Striping and Sign Maintenance and Replacement.  Performed approximately 800 plan checks.
 Updated Traffic Management Center Video Wall.
 Completed design for Traffic Signal at Bedford/Georgetown.  Initialized design for Traffic Signal at California/Masters.  Conducted study for gate at Duncan Way.
 Initialized Local Road Safety Plan for future grant funding opportunities.  Initialized Railroad Crossing Quiet Zone Study.

What do we plan to do in Fiscal Year 2023?
 Continued striping support for Major Pavement Rehab projects.  Advertise and construct Traffic Signal at Auto Center/Metrolink.  Advertise and construct Traffic Signal at Bedford/Georgetown.  Complete design, advertise and construct Traffic Signal at California/Masters.  Replace aging crosswalks with enhanced illuminated crosswalks.  Finalize Local Road Safety Plan for future grant funding opportunities.  Finalize Railroad Crossing Quiet Zone Study.
 Initialize Radio Road grade crossing improvement project.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 528,481 $ 381,749 $ 543,341 $ 519,003 $ (24,338) (4.5)% Materials And Supplies 233,105 414,064 433,049 489,472 56,423 13.0% Contractual 42,370 9,999 60,000 180,000 120,000 200.0%
Utilities 2,937 2,545 2,750 2,950 200 7.3%
Total $ 806,893 $ 808,357 $ 1,039,140 $ 1,191,425 $ 152,285 14.7% City of Corona Fiscal Year 2023, Page 215
City of Corona Fiscal Year 2023 Proposed Budget, Page 282

PUBLIC WORKS DEPARTMENT
Traffic Engineering Budget Detail
Service Adjustment Changes (Operating Budget)
Description Amount
Reclassify District Engineer to CIP Supervisor (Utilities) $(3,942) City of Corona Fiscal Year 2023, Page 216
City of Corona Fiscal Year 2023 Proposed Budget, Page 283

PUBLIC WORKS DEPARTMENT
Public Transport / Emission Reduction Budget Detail
What do we do?
This section manages AB2766 Subvention Fund program to promote reduction of motor vehicle emissions. Staff currently utilizes the funds for the following programs: bus pass subsidy and membership dues for Western Riverside County Clean Cities Coalition.

What did we do in Fiscal Year 2022?
 Continued participation in the Western Riverside County Clean Cities Coalition.

What do we plan to do in Fiscal Year 2023?
 Continue the bus pass subsidy program.
 Continue participation in Western Riverside County Clean Cities Coalition.  Pursue additional projects that contribute to reduction in motor vehicle emissions.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Materials And Supplies $ 98,094 $ 17,476 $ 100 $ 30,100 $ 30,000 30,000.0% Contractual 898 1,050 - 3,000 3,000 -%
Utilities 793 812 850 200 (650) (76.5)%
Total $ 99,785 $ 19,338 $ 950 $ 33,300 $ 32,350 3,405.3% City of Corona Fiscal Year 2023, Page 217
City of Corona Fiscal Year 2023 Proposed Budget, Page 284

PUBLIC WORKS DEPARTMENT
Signal Operations Budget Detail
What do we do?
Signal Operations, a group within the Traffic Engineering Section, is responsible for the maintenance, operation, and repair of the City’s traffic circulation system. This group maintains all aspects of the City’s Advanced Traffic Management System (ATMS) which includes: Traffic Management Center in City Hall and the Emergency Operations Center; traffic cameras, roadway warning beacons, enhanced crosswalks; and dynamic message signs throughout the City. The upkeep of these facilities and equipment provides for the safe and efficient travel of pedestrians, bicyclists, and motorists throughout Corona. Maintenance and repairs are performed by a combination of in-house staff and contracted services.

What did we do in Fiscal Year 2022?
 Began design phase of Advanced Traffic Management System (ATMS) Phase 3.  Maintained over 220 traffic signals and traffic control devices.  Finalized design for ATMS Phase 3 Complete traffic signal hardware upgrade project for Foothill Parkway Traffic Signal System Optimization.
 Completed design for Dynamic Message Sign Retrofit Project.  Initialize Traffic Signal Optimization Project.

What do we plan to do in Fiscal Year 2023?
 Commence construction phase for ATMS Phase 3 –b.
 Upgrade aging traffic monitoring cameras at various locations.  Upgrade various traffic signal hardware with ADA enhancements.  Finalize traffic signal hardware update along Foothill Parkway.  Advertise and construct Dynamic Message Sign Retrofit Project.  Commence design for Traffic Signal Optimization Project.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 521,548 $ 518,506 $ 598,113 $ 568,200 $ (29,913) (5.0)% Materials And Supplies 948,021 1,165,175 1,184,050 1,225,341 41,291 3.5% Contractual 28,765 29,189 61,340 49,296 (12,044) (19.6)% Utilities 150,834 174,596 242,042 183,349 (58,693) (24.2)% Capital Outlay - - - 155,000 155,000 -%
Total $ 1,649,168 $ 1,887,466 $ 2,085,545 $ 2,181,186 $ 95,641 4.6% City of Corona Fiscal Year 2023, Page 218
City of Corona Fiscal Year 2023 Proposed Budget, Page 285

PUBLIC WORKS DEPARTMENT
Signal Operations Budget Detail
Service Adjustment Changes (Operating Budget)
Description Amount
Traffic Signal Bucket Truck $155,000
City of Corona Fiscal Year 2023, Page 219
City of Corona Fiscal Year 2023 Proposed Budget, Page 286

PUBLIC WORKS DEPARTMENT
Capital Improvements Budget Detail
What do we do?
The Capital Improvements Program provides engineering and project management services involving preparation of plans and specifications, technical direction, oversight of design, bid, construction, and management of capital improvement projects. This program develops and implements all major capital improvements within the public right-of-way for the City’s Public Works Department and the Department of Water and Power. Funding for capital improvement projects associated with water and water reclamation are provided by the Department of Water and Power. The Capital Improvements Program also manages regionally funded transportation projects and street pavement rehabilitation projects, including projects funded through the Transportation Uniform Mitigation Fee (TUMF) program, and the Local Streets and Roads (LSR) program. The Capital Improvements section seeks local, state, and federal grant funding opportunities to improve facilities such as streets, bike lanes, sidewalks, traffic signals, streetlights, and bridges.

What did we do in Fiscal Year 2022?
 Completed repairs related to the R-3 Potable Water Tank and Pavement Repair Project; completed the Corona Mall pedestrian breezeway and three of its auxiliary parking lots, which included crack sealing, slurry sealing, grinding, and replacing asphalt concrete; and completed CDBG Sidewalk Improvement Project goals with the replacement of damaged sidewalks, curbs, gutters, and ramps within the Community Development Block Grant area.
 Continue to construct various local and major streets within Corona, including pavement rehabilitation, slurry seal, curb ramp replacements, and other ancillary improvements.  Obtained grant for Corona Green Alley Project and Chase Sidewalk Gap Closure Project.  Began construction of the McKinley Grade Separation Project.  Completed street improvements on Oak Avenue from Stephanie Drive to Alee Circle, ranging from street widening to the installation of new sidewalks, curb and gutters, retaining walls, and underdrains.
 Bid and award the contract to purchase and install stormwater catch basin filters throughout the City as required by the Municipal Separate Storm Sewer System (MS4) permit.  Completed the City Hall Energy Efficiency Project to retrofit interior lighting with energy efficient LEDs and take advantage of available rebate incentives from SCE; completed three playground replacement projects at Mountain Gate, Cresta Verde and Tehachapi Parks; completed the Magnolia Median Landscape Renovation and Turn Pocket extension to improve the appearance of Magnolia Avenue and extend two turn pockets to allow for better traffic flow; and completed the construction of two telecommunications towers at Water Reclamation Facility No. 1 and Grape Hill to provide redundant telecommunications.
 Renovated River Road Medians from Lincoln to Corydon Avenues to water efficient drip irrigation and plant palette.
 Re-opened Griffin Park to the community and installed the City’s second dog park.

City of Corona Fiscal Year 2023, Page 220
City of Corona Fiscal Year 2023 Proposed Budget, Page 287

PUBLIC WORKS DEPARTMENT
Capital Improvements Budget Detail
 Completed ADA improvements at five parks – Ontario, Ridgeline, Victoria, Cresta Verde and Lincoln; completed the removal of debris from RCTC property that was previously affecting Bedford Wash; completed the Construction of the Keith Water Storage Tank; completed the Construction of Rock Vista Drive Subdrain; completed design of the Galloway Sewer Extension Project; and completed the implementation of the Info360 Software (SCADA Watch).

What do we plan to do in Fiscal Year 2023?
 Begin design and/or construction for the: Street Pavement and Rehabilitation Project; Clean California Grant/Green Alley Improvements; Corona Municipal Airport Improvements; East Grand Boulevard Storm Drain; Lester Avenue trench failure; Romans Road & Gilbert Avenue Improvements; Bridge Preventive Maintenance Plan; SB 821 Sidewalk Gap Closure; Sixth Street Beautification Project; CDBG Sidewalk Improvements; Citywide Sidewalk Phase II; Lester Avenue Improvements; storm drain master plan; Citywide ADA Improvements; Skyline Trail Pedestrian Bridge; Water Reclamation Facility No. 3 Communications Tower; and Fire Station No. 2 Rebuild Project.
 Complete the Street Pavement Maintenance and Rehabilitation Project includes rehabilitation of approximately 66 lane-miles of local and major streets within Corona, including pavement rehabilitation, slurry seal, curb ramp replacements, and other ancillary improvements.  Begin City of Corona 10 Year Pavement Management Program Update.  Complete the design for the Magnolia Avenue Bridge Widening; complete the installation of the Fire Station Fire Alerting System; complete construction of Mangular Belding Facility; complete construction of the WRCRWA Reclaimed Waterline; complete construction of the Cottonwood Court Water Line Replacement; and complete construction of Well #22 Pipeline and Site Improvements.
 Begin ADA and other improvements at the Corona Senior Center and ADA improvements at Border, Brentwood, Kellogg, Sheridan and Tehachapi Parks.  Demolish the Armory Building at City Park.
 Replace the playgrounds at Border and Fairview Parks and equipment at various parks citywide.  Install new fitness equipment at Lincoln Park shade structures at the ballfield plaza at Mountain Gate Park.
 Continue construction of the WRF#3 Lift Station Project; complete Post Chlorination Vault at Lester Treatment Plant; construction of Cottonwood Water Replacement Pipeline; complete Potable Water Master Plan; begin construction of the Wardlow Sewer Improvement Project; begin construction of the Well #17 Generator Project; complete the 2020 Urban Water Management Plan; complete the Pavement Management Program Database Update; begin Sewer Master Plan Update; and begin Drainage Master Plan Update.

City of Corona Fiscal Year 2023, Page 221
City of Corona Fiscal Year 2023 Proposed Budget, Page 288

PUBLIC WORKS DEPARTMENT
Capital Improvements Budget Detail
What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 1,298,696 $ 1,388,989 $ 2,125,325 $ 2,974,460 $ 849,135 40.0% Materials And Supplies 26,156 31,438 56,819 88,898 32,079 56.5% Contractual 34,270 19,266 - 18,439 18,439 -%
Utilities 1,573 1,998 1,400 1,500 100 7.1%
Total $ 1,360,695 $ 1,441,691 $ 2,183,544 $ 3,083,297 $ 899,753 41.2% Service Adjustment Changes (Operating Budget)
Description Amount
Associate Engineer Position $138,951
CIP Supervisor Position (Parks and Facilities) $179,055 CIP Supervisor Position (Streets/Roadways) $179,055
City of Corona Fiscal Year 2023, Page 222
City of Corona Fiscal Year 2023 Proposed Budget, Page 289

PUBLIC WORKS DEPARTMENT
Street/Drainage/Sidewalk Maintenance Budget Detail
What do we do?
The Street Maintenance Program provide maintenance of City streets, alleys, and right-of-way to ensure the safe passage of vehicular traffic. The program also assists with road closures, hazardous material responses and special events. It is responsible for the maintenance of concrete sidewalks, curbs and gutters, and other concrete structures within the public right-of-way, to ensure the safety of pedestrians and proper drainage of City streets and right-of-way. Street Maintenance is responsible for maintaining all regulatory, warning and guide signs, as well as all patching potholes and maintaining pavement markings within the City to provide the public with a safe and informative transportation system.

The Street Sweeping Program provides for the regular cleaning of the City's public streets and alleys using a contract street sweeping firm. An ongoing and effective street sweeping program is required to comply with the South Coast Air Quality Management District (AQMD) and National Pollutant Discharge Elimination System (NPDES) requirements.

What did we do in Fiscal Year 2022?
 Completed approximately 3,925 work orders related to street maintenance, street lighting, litter collection, and road hazard removal and repair.
 Replaced 27,873 square feet of concrete sidewalk and 1,475 linear feet of curb and gutter at 229 locations throughout the City.
 Repaired 35,307 square feet of potholes at 243 locations throughout the City.  Retrieved 762 tons of debris from public right of way at 848 locations throughout the City.  Repaired, replaced, or installed 378 signs within the public right-of-way.  Cleared approximately 1,174,985 square feet of weeds from public right-of-way and debris basins at 105 locations throughout the City.
 Performed maintenance on 106 storm drain catch basins throughout the City.  Swept approximately 26,415 curb miles, retrieving nearly 1,600 tons of rubbish from curbs and gutters.

What do we plan to do in Fiscal Year 2023?
 Replace 35,000 square feet of lifted, cracked and damaged sidewalks throughout the City to continue improving public safety.
 Replace/fill 40,000 square feet of potholes throughout the City to continue improving road conditions.
 Perform preventative maintenance on approximately 400 signs within the public right-of-way.  Continue to provide prompt response to all debris in the public right-of-way requests.  Continue the Weed Abatement Maintenance Program to identify problematic areas to plan routine abatement schedules and clear 2,000,000 square feet of weeds within public right-of-way and storm drain debris basins.

City of Corona Fiscal Year 2023, Page 223
City of Corona Fiscal Year 2023 Proposed Budget, Page 290

PUBLIC WORKS DEPARTMENT
Street/Drainage/Sidewalk Maintenance Budget Detail
 Continue to develop a comprehensive preventative maintenance storm drain program to increase the number of storm drain catch basins that are cleaned each fiscal year.  Sweep 25,000 curb miles, retrieve 2,000 tons of rubbish from the public right-of-way to continue meeting NPDES regulations, ensure proper drainage within the City, and maintain the cleanliness of the City’s public right of ways.

What does it cost?
Actuals Actuals Adopted Proposed Change Change
2020 2021 2022 2023 $ %
Personnel Services $ 1,145,565 $ 1,155,500 $ 1,419,775 $ 1,390,845 $ (28,930) (2.0)% Materials And Supplies 432,611 566,011 753,875 694,539 (59,336) (7.9)% Contractual 830,903 1,089,925 1,007,947 1,030,000 22,053 2.2% Utilities 11,000 11,205 11,360 11,500 140 1.2%
Capital Outlay 519,205 - 8,657 180,006 171,349 1,979.3% Total $ 2,939,284 $ 2,822,641 $ 3,201,614 $ 3,306,890 $ 105,276 3.3% City of Corona Fiscal Year 2023, Page 224
City of Corona Fiscal Year 2023 Proposed Budget, Page 291

PUBLIC WORKS DEPARTMENT
Drainage Quality/NPDES Budget Detail
What do we do?
The NPDES Program administers the National Pollutant Discharge Elimination System (NPDES) program for the City of Corona. The NPDES program (Stormwater Management) is mandated by the Federal Clean Water Act and implemented by the State Water Resources Control Board with the goal of preventing pollutants from entering our lakes, streams, rivers, and oceans through stormwater runoff.

Under the NPDES Permit, the City conducts inspections of businesses, construction sites, its municipal facilities, and responds to illicit discharges to ensure that pollutants are not flowing from private and public property into the storm drain system.

The Regulatory Compliance Program schedules, performs, coordinates, evaluates, and reviews permits, inspections, trainings, and reporting for air quality, hazardous materials, and related environmental programs. Regulatory Compliance ensures the City maintains compliance with Federal, State, and Local regulations for the City’s assets. As new regulations are drafted, Regulatory Compliance attends workshops, engages with agency advocate groups, and submits comment letters to state agencies such as California Air Resources Board (CARB) and Air Quality Management District (AQMD). As draft regulations develop, Regulatory Compliance evaluates the changes from current policies and determines what the effect would be on the City’s assets.

What did we do in Fiscal Year 2022?
 Conducted 503 construction site visits to confirm compliance with the City’s NPDES development and construction guidelines; conducted 298 commercial/industrial site visits in accordance with the inspection schedule to verify compliance with the City Municipal Code and NPDES permit; and conducted 74 pool inspections to ensure pool water discharge is within the conditions allowed by the permit.
 Performed 202 residential requests/field reviews in response to possible NPDES violations in collaboration with the Utilities and Fire Departments, and Code Enforcement Division.  Conducted 23 City municipal facility and 10 City airport inspections to confirm that discharge conditions are within the limits authorized by the permit.  Participated in 38 meetings as part of the NPDES requirement for regional participation, which included discussion on public education and outreach to engage and involve stakeholders in reducing pollutants in our stormwater systems.
 Submitted the Annual NPDES Progress Report of the City’s NPDES Program to Riverside County Flood Control & Water Conservation District (RCFC & WCD).  Scheduled, coordinated, and escorted inspectors for both the local Certified Unified Program Agency (CUPA) and AQMD to inspect City facilities and equipment.  Updated and managed all data and submissions for 8 City facilities in the California Environmental Reporting System (CERS) by the required deadline.
 Reviewed, processed, and submitted permit renewals for 20 permits for the City’s assets.  Reviewed, sorted, and organized documentation for 9 different inspections for underground storage tanks located at the Fuel Station and set up procedures to organize future documentation for traceability.

Corona City CouncilJune 15, 2022

Corona City Council
June 15, 2022