1 Jacob Ellis, City Manager
Kim Sitton, Finance Director
August 3, 2022
Quarterly Report
FY22 Q4
Overview
Q4
Strategic Plan
Implementation
Progress Report
Q4
Budget
Update
Q4
Operational
Performance
Update
Q4
Budget Update
General Fund & Utilities Funds
3 Note: FY 2022 Q4 figures will change through the year-end and audit process (Accruals, Year-End Closing Entries, Etc.)
General Fund
4 Combination of the following funds:
• General Fund
• Measure X Fund
• Historic Civic Center Fund
• Pension Stabilization Trust Fund
General Fund – Inflows
Revenues + Transfers In – Highlights
5 FY 2022 Projected Long Term Obligations (Pension Obligation Bonds) • $222.0 M from Bond Proceeds (one-time item, with offsetting expense) FY 2022 Projected Through Q4 97.1% received (was 96.4% in FY 2021) • Measure X – $30.0M received so far. Final payment expected 08/26/22. • Sales Tax – $44.7M received so far. Final payment expected 08/26/22.
Compared to Q4 FY 2021:
• Property Tax – $4.3M Increase, 8.1%
• Intergovernmental Revenues – $2.9M Decrease, -51.8%
• Other Revenue – $2.2M Decrease, -17.2%
• Payments in Lieu of Services – $1.1M Decrease, -19.5% Note: FY 2022 Q4 figures will change through the year-end and audit process (Accruals, Year-End Closing Entries, Etc.) General Fund – Inflows
Revenues + Transfers In
Projected FY 2022 Year End Estimates to Actuals – June 2022 6 Rev. June 2022
General Fund Projected Through Q4 %
Revenue Category FY 2022 FY 2022 Received
Sales Tax $ 48,688,911 $ 44,737,325 91.9%
Measure X 37,327,812 29,874,957 80.0%
Property Tax 53,681,000 56,836,148 105.9%
Other Revenue 11,548,733 10,442,256 90.4%
Current Services 11,399,773 12,754,069 111.9%
Other Taxes 11,613,000 11,684,989 100.6%
Payments in Lieu of Services 6,086,383 4,530,002 74.4%
Intergovernmental Revenues 3,329,943 2,688,039 80.7%
Licenses, Fees & Permits 2,087,500 2,521,457 120.8%
Fines, Penalties & Forfeitures 839,472 1,033,090 123.1% Special Assessments 570,746 560,737 98.2%
Investment Earnings 2,485,306 510,190 20.5%
Proceeds from Long Term Oblig. 222,013,459 221,996,682 100.0% Total Revenues $ 411,672,038 $ 400,169,942 97.2%
Transfers In 1,281,600 688,849 53.7%
Total Inflows $ 412,953,638 $ 400,858,791 97.1%
General Fund – Inflows
Sales Tax and Measure X Revenues
7 MEASURE X
Quarter
Reporting
Period
FY 2021
Quarter Total
FY 2022
Quarter Total
Yr over Yr
Qtrly Total
Change $
Yr over Yr
Qtrly Total
Change %
FY 2022
Quarter Total
3rd Quarter July - Sept $ 12,346,399 $ 12,992,912 $ 646,514 5.2% $ 8,857,442 4th Quarter Oct - Dec 11,275,064 12,771,584 1,496,520 13.3% 10,606,561 1st Quarter Jan - Mar 10,907,420 12,913,677 2,006,256 18.4% 10,394,469 2nd Quarter * Apr - June 12,515,641 6,059,152 16,485
Fiscal Year Total $ 47,044,524 $ 44,737,325 $ 4,149,291 $ 29,874,957 Projected FY 2022 $ 48,688,911 $ 37,327,812
Percentage of estimated revenue received 91.9% 80.0%
* Pending final payment information, anticipated to be received by August 26, 2022
SALES TAX
General Fund – Outflows
Expenditures + Transfers Out – Highlights
8 ✓ Through June, approximately 100% of FY 2022 complete (approximately, due to timing of payments)
✓ Overall outflows % of cumulative budget spent 90.4%, or 77.2% adjusted for pension obligation issuance costs
✓ Most departments trending lower than 75% due to PERS unfunded liability payments and pension obligation bond (POB) issuance
• Unfunded liability payments generally paid in full in July • FY 2022 payments made monthly through October, stopped with issuance of POB • First POB debt service payment made in May 2022
✓ Other: Vacancies, Contractual Services, Multi-Year Capital Projects Note: FY 2022 Q4 figures will change through the year-end and audit process (Accruals, Year-End Closing Entries, Etc.) General Fund – Outflows
Expenditures + Transfers Out, Budget to Actuals – June 2022 9 General Fund Cumulative Budget Through Q4 %
Expenditures By Department FY 2022 FY 2022 Spent
Capital Improvement Projects $ 29,626,565 $ 7,807,602 26.4% City Manager's Office 5,391,024 3,509,122 65.1%
Community Services 6,449,006 4,890,265 75.8%
Debt Service 242,207,922 242,207,646 100.0%
Economic Development 1,507,061 1,276,948 84.7%
Elected Officials 146,308 125,779 86.0%
Finance 10,909,158 9,643,526 88.4%
Fire 30,551,285 28,502,846 93.3%
General Government 23,930,962 19,050,743 79.6%
Human Resources 2,417,745 1,805,033 74.7%
Legal & Risk Management 1,697,972 1,565,333 92.2%
Maintenance Services 5,507,028 4,498,001 81.7%
Planning & Development 5,755,308 4,874,455 84.7%
Police 47,486,242 44,839,170 94.4%
Public Works 3,962,864 2,939,650 74.2%
Total Expenditures $ 417,546,451 $ 377,536,117 90.4%
Transfers Out 441,557 441,557 100.0%
Total Outflows $ 417,988,008 $ 377,977,674 90.4%
General Fund Reserves
10 * Previously reflected as Pension Obligation Reserve in FY 2019 and 2020 Note: Not a full list of General Fund Reserves
Emergency Budget Pension Total of Noted
Fiscal Year End Contingency Balancing * Stabilization* Reserves June 30, 2015 $ 18,300,000 $ 38,951,177 N/A $ 57,251,177 June 30, 2016 $ 30,000,000 $ 19,429,676 N/A $ 49,429,676 June 30, 2017 $ 30,000,000 $ 28,945,252 N/A $ 58,945,252 June 30, 2018 $ 32,600,000 $ 25,182,735 N/A $ 57,782,735 June 30, 2019 $ 32,600,000 $ 34,433,788 $ 2,530,492 $ 69,564,280 June 30, 2020 $ 33,846,470 $ 40,539,138 $ 2,530,492 $ 76,916,100 June 30, 2021 $ 36,522,368 $ 43,614,486 $ - $ 80,136,855 Emergency Budget Pension Total of Noted
FY 2022 Adjustments Contingency Balancing Stabilization Reserves June 30, 2021 $ 36,522,368 $ 43,614,486 $ - $ 80,136,855 Pension Stabilization Trust (30,000,000) 30,000,000 -
Property Acquisition (5,103,760) (5,103,760)
POB Debt Service (4,588,677) (4,588,677)
Adjusted Totals $ 36,522,368 $ 3,922,049 $ 30,000,000 $ 70,444,418 Utilities Funds
11 Water Funds Water Reclamation
Funds
Electric Funds
2012 Water Revenue
Bond Project Fund
Water Reclamation
Capacity Fund
Electric Utility
Fund
Water Capacity Fund 2013 Wastewater
Revenue Bond Project
Fund
Electric Utility
Grant/
Agreement Fund
Reclaimed Water
Utility Fund
Water Reclamation
Utility Fund
Water Utility Fund Water Reclamation
Utility Grant/ Agreement
Fund
Water Utility Grant/
Agreement Fund
Utilities Funds – Inflows
Revenues + Transfers In – Highlights
12 FY 2022 Projected Through Q4 89.7% received (was 77.9% in FY 2021) Compared to Q4 FY 2021:
• Electric – $0.6M Decrease, or 3.3%
• Increase $0.2M Electric Utility Grant Fund
• Decrease $0.8M Electric Utility Fund: $0.6M utility service charges and $0.2M investment earnings • Water – $6.5M Decrease, or 9.5%
• Increase $1.4M Water Utility Grant Fund
• Decrease $2.4M Water Capacity Fund (development activity) • Decrease $4.6M Water Utility Fund: $2.4M utility service charges and $2.4M fees & permits • Decrease $0.9M Reclaimed Water Fund: $0.7M utility service charges and $.09M fees & permits • Water Reclamation – $4.6M Decrease, or 12.5%
• Increase $0.9M Water Reclamation Grant Fund
• Decrease $1.0M Water Reclamation Capacity Fund (development activity) • Decrease $4.5M Water Reclamation Utility Fund: $1.8M utility service charges, $1.8M fees & permits, and $0.9M investment earnings
Note: FY 2022 Q4 figures will change through the year-end and audit process (Accruals, Year-End Closing Entries, Etc.) Utilities Funds – Inflows
Revenues + Transfers In
Projected FY 2022 Year End Estimates to Actuals – June 2022 13 Rev. June 2022
Enterprise Funds Projected Through Q4 %
Fund Type FY 2022 FY 2022 Received
Electric $ 17,108,860 $ 16,055,981 93.8%
Water 70,791,931 62,522,539 88.3%
Water Reclamation 35,583,216 32,218,388 90.5%
Total Revenues $ 123,484,007 $ 110,796,908 89.7%
Transfers In - Electric - - N/A
Transfers In - Water - - N/A
Transfers In - Wtr Rclm - - N/A
Total Inflows $ 123,484,007 $ 110,796,908 89.7%
Utilities Funds – Outflows
Expenditures + Transfers Out – Highlights
14 Outflows 62.8% of budget spent:
✓ Electric 81.7%
• Operating budget 85.7% spent
• Capital improvement project budget 35.5% spent
✓ Water 67.1%
• Operating budget 87.2% spent
• Capital improvement project budget 28.6% spent
✓ Water Reclamation 54.7%
• Operating budget 83.1% spent
• Capital improvement project budget 18.6% spent
Note: FY 2022 Q4 figures will change through the year-end and audit process (Accruals, Year-End Closing Entries, Etc.) Utilities Funds – Outflows
Expenditures + Transfers Out, Budget to Actuals – June 2022 15 Enterprise Funds Cumulative Budget Through Q4 %
Expenditures By Department FY 2022 FY 2022 Spent
Electric
Capital Improvement Projects $ 1,783,216 $ 632,349 35.5% Debt Service 5,232,993 5,232,993 100.0%
Finance 518 518 100.0%
Public Works 172,513 117,256 68.0%
Utilities Department 15,107,719 12,226,279 80.9%
Electric Total 22,296,959 18,209,396 81.7%
Water
Capital Improvement Projects $ 40,945,699 $ 11,730,779 28.6% Debt Service 23,380,866 23,380,866 100.0%
Finance 1,553 1,553 100.0%
Public Works 803,874 548,638 68.2%
Utilities Department 54,240,070 44,489,788 82.0%
Water Total 119,372,062 80,151,624 67.1%
Water Reclamation
Capital Improvement Projects $ 34,532,439 $ 6,409,446 18.6% City Manager's Office 3,050 1,780 58.3%
Debt Service 13,125,724 13,125,724 100.0%
Finance 3,107 3,107 100.0%
Public Works 601,382 361,263 60.1%
Utilities Department 30,401,573 23,168,676 76.2%
Water Reclamation Total 78,667,275 43,069,996 54.7%
Transfers Out - Electric - - N/A
Transfers Out - Water - - N/A
Transfers Out - Water Rclm 4,701,340 - N/A
Grand Total $ 225,037,636 $141,431,016 62.8%
Questions?
(951) 279-3500
[email protected]
www.CoronaCA.gov
Q4
Strategic Plan
Progress Report
17 The Plan
▷ 1 Vision
▷ 1 Purpose
▷ 6 Value statements
▷ 6 Goals
▷ 21 Objectives
▷ 138 Strategic Actions
▷ 125 Performance Indicators &
Milestone Measures
VISION
Corona will be a safe, vibrant,
family-friendly community
PURPOSE
To create a community
where everyone can thrive
VALUES
We are Bold
We challenge the status quo in our relentless pursuit to rethink how we do business. We are on a mission to
innovate, modernize services, and bring government
into the 21st century.
We are Humble
Everyone has a role to play, and we find purpose in
doing our part. We own mistakes and learn from them
to become better. We value feedback, embrace our
vulnerabilities, and take time to celebrate others.
We are Driven
We have strong work ethic and tackle issues head on,
even the tough stuff. We anticipate problems,
develop creative solutions, and push ourselves to be
better.
We are Honest
We strive to do what is right, not what is easy. We
keep our commitments and take responsibility
for results, even if things go wrong.
We are Kind
No matter who you are or where you are from,
you’re welcome here. We embrace diversity,
treat people with dignity, and genuinely care for
others.
We are a Team
We give voice to our community. We trust and
honor the process of collaboration. We achieve
more together.
GOALS
Structure
Vision
Purpose
Values
Goal
Objective
Strategic
Action
Objective
Activity
2022 Target
2022 Target
2022 Target
2022 Target
2022 Target
2022 Target
Activity
Activity
Strategic
Action
Strategic
Action
2022 Target
2022 Target
2022 Target
2022 Target
2022 Target
2022 Target
2022 Target
2022 Target
Activity
Activity
Activity
Activity
Strategic
Action Activity
2022 Target
2022 Target
Strategic Plan Work Plans
FY22 Q4 Progress Report
Projects, Performance Measures & Milestones
Legend
On Track*
*based on the adopted project schedule
Work
Underway
On
Track
Project
Complete
Not
Started
Work
Underway
Not Started Completed
Financial Stability
26 Sustainable
Finances
27 Financial Stability
Progress Highlights
Simplify Budget
Information
Proactively manage
the City’s pension
liability debt
Create
strategic
reserve funds
Implement
new budgeting
software
Review and
Update City
Fees
Public budget in
both English and
Spanish
28 Financial Stability Progress Update
FY22 Projects & Milestones Status Notes
Develop a long-range financial forecasting model and plan based on needs and community assessments to ensure adequate capital reserves. Completed Forecasting model completed March 2021
Proactively manage the City’s pension liability debt. Completed POBs issued October 2021 Create strategic reserve funds (e.g. redevelopment, land acquisition, business attraction, etc.) to achieve organizational objectives. Completed Reserve fund created in the FY22 Budget
Implement new budgeting software to streamline the annual budget development process, reduce timeline, resources needed, and enhance budgeting scenario capabilities.
Completed
New software (Questica)
utilized to create the budget
beginning in FY22
Find ways to simplify budget information. Completed Budget information revamped for FY22
Ensure budget information is available in both English and Spanish.
On Track
Spanish version of FY23
budget currently being
developed with completion
planned for Q1 FY23
Review and update City fees and set intentional cost recovery goals for City services. Completed
New fee schedule adopted
March 2022 and became
effective May 2022
Financial Stability Performance Report
Performance Indicators FY21
Q4
FY22
Q4
Positive
Neutral
Negative
GO Bond credit rating AA- AA+
Outstanding debt per capita* $564 $2,047
% of GO debt capacity used* 0.98% 8.04%
Debt payments as a % of operating budget 2.49% 11.03%
Unfunded pension liability/POB balance* $272M/$0M $0/$259M Diversity of revenue sources (# and range in size) #14
0.27% -27.60%
#14
0.43% -28.54%
% of assets funded for scheduled repair & replacement Not Available Not Available -- Major operating funds maintaining minimum fund balance 100% 100% *Actual debt reflects an accounting change resulting from the issuance of the Pension Obligation Bonds (POBs).
Strong Economy
30 Strong
Economy
31 Strong Economy
Progress Highlights
Develop a Business
Spotlight E-Newsletter
Develop a
Downtown
Revitalization Plan
Develop Entrepreneurial
Workshops in English
and Spanish
Develop an Economic
Development Strategic
Plan
Redevelop the
Corona Mall
Properties
32 Strong Economy Progress Update
FY22 Projects & Milestones Status Notes
Develop an Economic Development Strategic Plan. On Track Project started May ’21. Plan completion anticipated in Summer ‘22.
Create Police Officer Business Liaison Program for business crime prevention & addressing concerns. Completed Rolled out in June ‘21.
Establish a process to promote local businesses as part of the City's ongoing communication and outreach efforts. Completed “Business Spotlight” e-newsletter launched April ’21; created Small Business Week video series in partnership with
Communications; dedicated marketing campaigns ongoing
Partner with the Chamber in its Corona 2030 Plan for local job creation to reduce local unemployment.
Work
Underway
City and Chamber cosponsor business events throughout the year to support entrepreneurship and job growth in Corona.
Craft an incentive strategy for businesses to locate in Corona. Work Underway
Initial recommendations will be included in the Economic Development Strategic Plan and explored further in FY 23.
Develop entrepreneurial workshops and trainings in English and Spanish. Completed
Launched Emprendedor@s program in 2021 (90+ graduates to date); partnered with SCORE on Entrepreneurship & Business Leadership series and Grow Your Business series; additional trainings planned for FY23 including Emprendedor@s 2.0
Explore the creation of an economic development corporation in partnership with WRCOG. Completed WRCOG voted not to proceed in May '21.
Develop a Downtown Revitalization Plan. On Track Project started June ‘21. Plan completion anticipated in Summer ‘22. Implementation begins fall ‘22.
33 FY22 Projects & Milestones Status Notes
Explore creating a program to assist long-time Corona restaurants to open smaller scale operations in the downtown.
Work
Underway
Staff exploring assistance program through
the DRP process and upcoming business
grants.
Explore the benefits and feasibility of a discounted development fee structure for "historic home" infill developments.
Work
Underway
Work is currently underway; discussion with
City Council planned for Q2 FY23.
Take steps to increase crime prevention within the downtown business district. Completed Added PD Bike Team; HOPE Team
doubled; anti-camping ordinance enforced.
Review and update the City’s purchasing process to ensure it follows best practices. Completed Completed in March ’21.
Redevelop the Corona Mall Properties. Work
Underway
LAB presented conceptual plans to Council
in Feb. 2022; construction schedule for the
South Mall advancing in 2022.
Partner with regional workforce development boards to increase job opportunities.
Work
Underway
Partnership with RCWDB. Job fair planned
for Fall ‘22.
Build partnerships and programs that support youth and adult workforce development. On Track Partnership with LAUNCH, CNUSD,
CMTC, and local employers.
Strong Economy Progress Update
Sound Infrastructure
34 Sound
Infrastructure
35 Sound Infrastructure
Progress Highlights
Institute Regular
Park Inspections
Revamp the Capital
Improvement Plan
Program
Optimize traffic
flows and light
responsiveness
Develop Asset
Management
Program for City
Infrastructure
Establish quality
maintenance
standards for Parks
and Facilities
36 Sound Infrastructure Progress Update
FY22 Projects & Milestones Status Notes
Review and revamp the Capital Improvement Plan (CIP) program to include all potential capital improvement projects utilizing a 10-year time horizon.
Work
Underway
Initial changes made to FY23 CIP; full revamp
planned for FY24
Develop a Fiber Optic Master Plan. Completed SIFI Contract approved Dec ‘21 Modernize traffic cameras and explore utilization of Artificial Intelligence with traffic cameras to optimize traffic flows and improve responsiveness of traffic lights. On Track Advance Traffic Management System Phase 3
almost ready to bid; once construction begins,
AI software and hardware updates can occur
Develop a Parks and Recreation Master Plan
On Track
Parks MP website up in both English and
Spanish; park surveys being conducted;
meetings ongoing with Council and Parks
Commission
Develop Trails Master Plan
On Track
Established Trails Working Group; first
meeting held June 30; Trails MP website up in
both English and Spanish
Institute regular park inspections to proactively identify needed repairs, improvements, and required maintenance to ensure a consistent high-quality experience and develop an easy-to-read report card.
Completed Weekly park inspections/monthly playground
inspections now in place
Develop an asset management program for all city infrastructure, including condition assessments, lifecycle determinations, and preventative maintenance program for major capital assets – including City buildings – to extend their lifecycle.
On Track
Completed job description for Asset Mgmt.
Coordinator position; recruitment anticipated in
Q1 FY23.
Establish consistent quality and maintenance standards for parks & recreation facilities. On Track Amenity standards established; weekly park inspections ongoing
37 Sound Infrastructure Performance Report
Performance Indicators FY21
Q4
FY22
Q4
Positive
Neutral
Negative
Capital asset and building condition ratings Not Available Not Available -- Net investment in capital assets $61.4 M $53.9 M
% of city facility assets replaced per schedule in the Asset Management Plan Not Available Not Available -- Street signs replaced within target timeframes (30 days) 94.5% 98.4% Town-wide average street PCI rating 70 70
Miles of trails per 1,000 residents 0.17 0.17
% of residents rating recreation facilities as good or excellent Not Available Not Available* -- % of residents rating the availability of paths and walking trails as good or excellent Not Available Not Available* -- % of residents rating the bike lanes as good or excellent Not Available Not Available* -- % of residents rating the quality of public parks as good or excellent Not Available Not Available* -- Total acres of parks and green space owned/managed by the City 873.17 873.17 Average level of service for key intersections during AM and PM peak hours Not Available Not Available -- % of housing within walking distance of commercial centers & public transportation Not Available Not Available -- % of signalized intersections using AI or advanced detection systems Not Available Not Available -- *Data will be available following completion of National Community Survey Safe Community
38 Safe
Community
39 Safe Community
Progress Highlights
Enhance City’s
Graffiti Removal
program
Create a Fire Safe
Council
Enforce anti-camping
and trespassing
ordinances
Improve Emergency
Response Times
Expand CERT
Trainings
Safe Community Progress Update
FY22 Projects & Milestones Status Notes
Develop a low acuity response service model in Fire. On Track FY22 apparatus ordered; FY23 deployment to begin.
Explore opportunities to adopt best practices with computer aided dispatch systems.
Work
Underway
New system (Soma) identified for
Fire; PD still TBD.
Develop a plan to address chronic staffing issues in the dispatch call center. On Track Plan developed; multiple dispatch
positions in background.
Bifurcating Fire/
PD CAD/dispatch in progress.
Develop a long-term funding strategy—including capital and operating reserve funds—for emergency service assets.
Work
Underway
Fire facility and fire apparatus
replacement plans in
development.
Develop a strategy to meet the mandated Regional Housing Assessment residential unit numbers. On Track
Housing program implementation
as part of the Housing Element
Update 2021-2029.
Expand Community Emergency Response Team (CERT) trainings and build neighborhood-based CERT Teams. On Track Teen CERT planned for summer; Spanish CERT planned for fall
Implement the Community Wildfire Protection Plan (CWPP). Completed Will be used as foundation for Fire Safe Council
40 41
Safe Community Progress Update
FY22 Projects & Milestones (Cont.) Status Notes
Improve emergency response times to meet or beat national benchmarks. On Track Evaluating dispatch protocols to
reduce call queue time;
partnering on Fire dispatch.
Continue and enhance the City’s Graffiti Removal program. Completed Contract service, now with 48 removal targets.
Improve the use of the SeeClickFix app to report issues. Completed Revisions made and presented to
Council; improvements now
implemented.
Enforce current anti-camping and trespassing ordinances. Completed City now enforcing no camping as needed.
Raise public awareness of local hazards and risks via a communication initiative. On Track Alert system enhancement in development.
Implement the Homeless Strategic Plan. On Track Plan implementation on track; reported on semi-annually.
Create a Fire Safe Council to better equip residents to mitigate impacts of natural disasters. On Track
CWPP Complete;
Fire Safe Corona kicked off in
June.
Performance Indicators FY21
Q4
FY22
Q4
Positive
Neutral
Negative
Avg. Police response time to Priority 1 calls / 90% of Priority 1 call response time falls under 6:01/ 4:58 5:34 / 4:49 Police arrival time within 5:00 min. of all Priority 1 calls 33% 40% Avg. response time to all fire incidents /90% of fire incident response time falls under 5:30 / 8:40 6:01 / 7:36 Fire arrival time within 6:00 min. to fire incidents 66% 74% Avg. response time to all medical calls / 90% of medical incident response time falls under 5:11 / 7:20 5:07 / 7:13 Fire arrival time within 6:00 min. to medical calls 74% 69% Violent crimes / clearance rate 80 / 51% 51 / 43%
Property crimes / clearance rate 741 / 6% 1,035/ 6%
Homicides 1 3
% of residents feeling very safe in their neighborhoods during the day Not Available Not Available* -- Community satisfaction rating of public safety efforts Not Available Not Available* -- Suicides 5 3
Traffic fatalities 2 5
Traffic accidents 265 282
Safe Community Performance Report
*Data will be available following completion of National Community Survey 42 43 Performance Indicators (Cont.) FY21
Q4
FY22
Q4
Positive
Neutral
Negative
Drug/alcohol related traffic collisions 27 24
% of community members who report they are prepared for an emergency Not Available Not Available* -- Annual number of residents taking part in emergency preparedness trainings.
Events include CERT training and CPR classes. 0** 865
Community satisfaction rating of the City’s efforts to reduce homelessness Not Available Not Available* -- Number of homeless individuals within the City / First time Homeless Not Available 110/47 -- Number of emergency shelter / motel voucher beds Not Available 40 -- Average length of homelessness Not Available 5.6 years -- Annual returns to homelessness Not Available 0 --
Number of affordable housing units 1,564 1,564
Number of permanent supportive housing units under development Not Available 90 -- Safe Community Performance Report
**Covid-19 impacts
*Data will be available following completion of National Community Survey 44 Performance Indicators (Cont.) FY21
Q4
FY22
Q4
Positive
Neutral
Negative
Number of code compliance/property maintenance citations or warnings 807 794 Median annual household income $83,752* $88,434**
Median Single Family Home Cost Not Available Not Available -- % of residents rating the overall cleanliness of Corona as good or excellent Not Available Not Available*** -- % of residents rating the overall appearance of Corona as good or excellent Not Available Not Available*** -- Total number of trees in City owned parks and rights of way 56,271 58,079 Avg. number of days to replace dead or damaged trees 28 days 28 days Safe Community Performance Report
*Based on 2019 US Census data
**Based on 2020 US Census data
***Data will be available following completion of National Community Survey Sense of Place
45 Sense of
Place
46 Sense of Place
Progress Highlights
Develop an Equal
Opportunity
Employment Plan
Engage Community
in Development of
Plans
Promote Use of
Public Space for Arts
and Culture
Reimagine the
City’s brand,
identity and story
City Services
Accessed in English
and Spanish
47 Sense of Place Progress Update
FY22 Projects & Milestones Status Notes
Increase large-scale recreation events (sports themed, food, etc.) that provide both social and economic benefits to the community.
Work
Underway
Work continues w ith large scale
regional events;
Explore the option of forming a special events unit within the Community Services Department. Completed Instituted Sept ‘21.
Review and revamp the City’s calendar of signature community events to clarify the City’s role, determine potential partners, and identify opportunities to celebrate diverse cultures.
On Track
2022 Calendar of Community
engagement events posted;
engagement ongoing.
Update the Mills Act Landmark list. Not Started Slated for discussion on Historic Preservation in Q2 FY23
Reimagine the City of Corona's brand, identity, and story, and brand City facilities to instill a sense of pride and make them more welcoming. On Track Branding agency selected; contract aw arded in June 2022.
Pursue opportunities to highlight the contributions of Latinx, Asian, Indigenous, and Black residents to Corona’s history, culture, and current community. Work Underway
Held Community Conversation during
Black History Month. Exploring a
similar format for cultural recognition
and discussion through calendar
year.
48 Sense of Place Progress Update
FY22 Projects & Milestones Status Notes
Ensure that City services can be accessed in both English and Spanish.
Completed
Website translation, budget, Spanish
and English PSAs, expanded
bilingual pay.
Improve the City website for ease of use. Work
Underway
Staff working on RFP for complete
website overhaul.
Develop an implementation plan for ADA improvements to City facilities and ensure ADA-required improvements are included as part of the City’s Capital Improvement Program planning.
Not Started
The ADA Transition Plan was last
updated in 2017. Staff will begin the
next Plan update in Q1 FY23.
Develop an Equal Employment Opportunity plan to ensure the City workforce reflects the racial and gender diversity of the community. Work Underway
Met with City Manager’s Office to
discuss vision for plan; draft plan
currently in development.
Promote the use of public spaces for festivals or shows that showcase arts and culture. On Track
Co-sponsorship awards are now
complete; additional opportunities
currently being explored to promote
public spaces.
Ensure robust engagement with a broad cross section of all segments of the community when developing plans for new or renovated parks and facilities. On Track Websites developed and community
surveys launched for Trails and City
Park Master Plans.
49 Performance Indicators FY21
Q4
FY22
Q4
Positive
Neutral
Negative
Total annual number of participants in City recreation programs. 65,001 851,142 % of City facilities that are ADA compliant. Not Available Not Available -- % of City services that can be accessed in Spanish. Not Available Not Available -- % of persons who click on “apply now” after viewing the posting description on diversityjobs.com. Not Available Not Available -- % of residents rating Corona as a place to live as good or excellent. Not Available Not Available* -- % of residents rating Corona as a place to raise a child as good or excellent. Not Available Not Available* -- % of residents rating the community’s openness and acceptance towards people of diverse backgrounds as good or excellent. Not Available Not Available* --
% of residents rating the overall image or reputation of Corona as good or excellent. Not Available Not Available* -- % of residents rating the quality and number of places to recreate, socialize, meet and connect with friends, neighbors, and family as good or excellent. Not Available Not Available* -- % of residents rating the sense of community in Corona as good or excellent. Not Available Not Available* -- % of residents very likely to recommend living in Corona to someone who asks. Not Available Not Available* -- % of residents who say, given the chance to start over, they would choose to live in Corona again. Not Available Not Available* -- % of residents who volunteered time to some group/activity in Corona at least once last month. Not Available Not Available* -- Sense of Place Performance Report
*Data will be available following completion of National Community Survey High Performing
Government
50 High Performing
Government
51 High Performing Government
Progress Highlights
Review Strategic
Plan Annually
Establish Regular
Community
Satisfaction Surveys
Conduct Annual
Employee
Engagement
Survey
Establish Staff
Recognition
Program/Policy
Incorporate Resident
Input into Major
Planning Efforts
Streamline and
Simplify
Recruitment
Process
52 High Performing Gov’t Progress Update
FY22 Projects & Milestones Status Notes
Develop annual department work plans based on the Strategic Plan. Completed Workplans implement Q1 FY22.
Develop an external communication plan to tell our story and build trust between the City and residents. Completed Plan presented at the May ‘21 Council Study Session.
Establish regular community satisfaction surveys to gather statistically significant data, track residential concerns over time, and ensure that services and service levels are consistent with community needs and wants.
On Track
National Community Survey mailed
May 16; open participation survey
posted online June 20; data collection
ending in July; final report in Sept.
Increase the frequency, quality, and quantity of resident feedback and engagement that better reaches the “silent majority,” as well as diverse and historically underrepresented communities.
On Track
Staff working on the implementation of
Salesforce. Phase 2 approved by City
Council in July 2022.
Streamline and simplify the recruitment process and hiring new employees to reflect best practices. Work
Underway
Business process mapping in progress
to streamline recruitment/onboarding.
Reorganized how recruitments are
assigned to decrease time to open
positions. Recruitment timelines issued
to improve communication
Establish a staff recognition program/policy and a retiring employee recognition program/policy to recognize the amazing efforts across the organization and thank long-time employees who are retiring from service.
Work
Underway Early planning efforts have begun
53 High Performing Gov’t Progress Update
FY22 Projects & Milestones Status Notes
Utilize customer survey reviews where possible, including for plan check and building inspections. Completed Survey auto generated for every customer.
Increase the number of online options for all major City services that can be offered virtually.
Work
Underway
Digital Services Portfolio completed; taking results
from recent employee survey to find gaps.
Increase accountability by establishing standard annual performance reporting to Council.
Completed Regular quarterly reports implemented in Q1 ’22.
Develop a management cycle calendar to ensure effective, efficient sequencing of key annual organizational processes. Completed Mgmt. cycle calendar completed and reviewed regularly
Pursue meaningful award and certification opportunities to evaluate municipal services and better demonstrate the talent, commitment, outcomes achieved by the City for its residents.
Work
Underway
Awards and certifications assigned to ATTCMs;
work will continue in Q1 FY23
Conduct annual employee engagement surveys and establish standard internal metrics to track engagement. On Track Employee Engagement Survey completed on June 30th and results anticipated to be shared in August.
Ensure competitive salaries and benefits by reviewing classification and compensation every three to five years and make appropriate adjustments based on data.
Completed Class and Comp. Study completed; new employee MOUs approved in Q3.
Review the Strategic Plan annually and track goals through established performance indicators to provide a framework for budget decisions. Completed First year review occurred at Spring Financial Workshop in Q3.
54 High Performing Gov’t Progress Update
FY22 Projects & Milestones Status Notes
Ensure annual reporting on Strategic Plan and departmental work plan milestones and performance measures. On Track First Annual Report planned for August ’22; quarterly reports ongoing
Use the open data portal to increase transparency and help residents engage with City government. Completed Open data portal active and includes multiple data sets.
Quantify results from programs to drive process improvements and evaluation efforts. Completed Performance indicators established for major services.
Proactively pursue and incorporate resident input into all major planning efforts. On Track More issue specific videos and surveys going out to engage residents.
Meet periodically with representatives of the local building and development industry to discuss issues of mutual concern. Completed First meetings held in April 2021. Annual meetings to be held each year.
Build a high-performing team between Council and City management. Completed Orientations, workshops, and more implemented and ongoing.
Hold bi-annual Council workshops for policy making and financial planning.
Completed
Workshops held Fall ’20, Spring ’21, Fall
’21, Spring ‘22; future workshops will
occur every six months thereafter.
Review and restructure City departments as needed to improve efficiency and achieve organizational objectives. Completed Major restructure completed Q1 FY22.
High Performing Gov’t Performance Report
Performance Indicators FY21
Q4
FY22
Q4
Positive
Neutral
Negative
Number of social media engagements 335,871 460,233
Number of social media impressions 5,642,247 7,038,402
% of major City services that are offered virtually 60% 80% % of residents expressing confidence in city government Not Available Not Available* -- % of residents rating the overall direction the City is taking as good or excellent Not Available Not Available* -- % of residents who believe all City residents are treated fairly Not Available Not Available* -- % of residents rating overall quality of City services as good or excellent Not Available Not Available* -- % of residents rating value of services as good or excellent Not Available Not Available* -- Employee turnover rate Not Available 8.6% --
% of employees agreeing or strongly agreeing that they would recommend the City as a place to work Not Available 75% --
Number of City awards/certifications earned Not Available Not Available -- *Data will be available following completion of National Community Survey Q4
By the Numbers
Operational Performance Update
56 57
Community Services
Q4 Operational Performance
103,287
Registered Library
Users
7,897
Library Program
Participants
10,266
Trees Trimmed
1,285
Trees Planted
246,651
Recreation Activity
Participants
528/3,574 hrs.
Community
Volunteers
5,000
Attendees @
Special Events
27,962
Corona Cruiser
Ridership
7,160
Dial-a-Ride Ridership
553
Trees Removed
58 Homelessness
Q4 Operational Performance
1,374
CPD Homeless Related
Calls for Service
430
Cubic Yards of Debris
Removed
168
Emergency Shelter
Clients Served
221
City Net Street Outreach &
Engagement Contacts
13 Permanent Housing
Placements
40*
Emergency Shelter
Beds Available
*10 Path of Life Beds and 30 Motel Voucher Rooms
59 Community Engagement
7,039,367
Social Media Impressions
696,858
Website Visits
Q4 Operational Performance
281,922
Total Video Views
246,624
Emails Opened
199,973
Total Social Media Audience
460,295
Social Media Engagements
60 SeeClickFix
Q4 Operational Performance
2,497
Total Tickets submitted
1.1 Average days to
acknowledge
5.3 Average days to close
278
Street Maintenance Tickets
90,771SF
Graffiti Removed
1,480
Graffiti Tickets
755
Parkway Maintenance Tickets
(Landscape and Trees)
61 Economic Development
Q4 Operational Performance
319*
New Businesses
19 Companies supported via
Team Corona, MAP, New
Business and Live Work
Corona Meetings
1,205*
Businesses Retained
70 Participants at
Community Meetings
145
Individuals connected
via DRP survey
100
Individuals supported by Grow
your Business Webinar Series
8,000
Interactions on
TheCoronaCircle.com
* This number reflects business with physical locations in Corona.
INSPECTION
SERVICES
Planning & Development
PLANNING
SERVICES
365
Applications Processed
100%
Applications Processed
on Time
21 Average Days to Process
Applications
(Does not include over the counter
permit)
TBD
Satisfaction Rating
PLAN
CHECK
1,896 / 1,384
Building Plan Checks/
Permits Issued
91%
Plan Checks/Permits
Processed on Time
9 / 4
Avg. Days to Review Plan
Checks/Permits
(first check/rechecks)
89.6%
Satisfaction Rating
Q4 Operational Performance
DEVELOPMENT
SERVICES
463
Plan Checks/Permits
Issued*
73.7%
Plan Checks/Permits
Processed on Time*
16 Avg. Days to Review Plan
Checks/Permits*
TBD
Satisfaction Rating
3,650 / 1,553
Building/Infrastructure
Inspections
100%
Inspections Completed
on Time
1 Avg. Days to Complete
Inspections
TBD
Satisfaction Rating
CODE
COMPLIANCE
536
Cases Opened
615
NOVs Issued
331
Cases Closed
179
Citations Issued
*Dr y Ut ility, Gr ading, TTM/PM Plan
Checks & Per m its
62 63
Public Works
Q4 Operational Performance
TRAFFIC
ENGINEERING
56 Work Orders Completed
(signing, striping, curb painting)
170
Traffic Signals
Maintained
167
Traffic Plan
Checks
CAPITAL
PROJECTS
88 Active CIP Projects
39 Planning/Design Phase
22 Out to Bid/Under
Construction
2 Projects Completed
NPDES
INSPECTIONS
61 Commercial/Industrial
Inspections
172
Construction Site
Inspections
55 Illegal Connections &
Discharges Identified
STREET
MAINTENANCE
887 / 855
Work Orders
Received/Completed
6,961
Curb Miles Swept
152
Streetlights Repaired
3,506 SF
Sidewalk, Curb, Gutter
Replaced
FLEET
237/300
Scheduled vs.
Unscheduled Repairs
237
Vehicles & Equipment
Inspected
23/11
Fire Apparatus
Inspections/
Unscheduled Repairs
64 Public Safety
237
Vehicles
Towed
124
Fire
Calls
Q4 Operational Performance
394
Fire
Inspections
3,735
Calls for
Service
2,580
Medical
Calls
24,253
Calls for
Service
4:49
90% of response
time falls under*
1,332
Parking
Citations
9 Acres of land
cleared
5:10
Average
Response Time
2,371
Vehicle
Citations
875
Arrests
40%
Response rate at
5:00 mins or less*
74%
Response to
medical calls at
6:00 mins or less
69%
Response to fire
incidents at 6:00
mins or less
*Response to Priority 1 Calls
65 Utilities
BILLING &
ADMINISTRATION
3 min. 59 sec.
Average Speed of
Answer
138,010
Bills Mailed
9,277
Customer Service Calls
709
Front Counter Calls
UTILITIES
MAINTENANCE
1,337/1,2942
Work Orders
Received / Closed
53,223 LF
CCTV Inspected
68,549 LF
Sewer Mains Cleaned
3,447
Meters Replaced (YTD)
ELECTRIC
UTILITY
99.99%
Time Power is On
242,553,164
Customer Mins. w/ Power
1,876
Customer Mins w/o Power
2 Electrical Outages
WATER
UTILITY
1.673 Billion Gal.
Water Treated
1,234 / 100%
Water Samples /
Compliance Rate
1.191 Billion Gal.
Wastewater Treated
2,266 / 100%
Wastewater Samples/
Compliance Rate
Q4 Operational Performance
INFORMATION
TECHNOLOGY
5,759,310
Total Cyber Attacks
Deflected
3,006
IT Service Requests
Completed
#1
National Ranking for
IT Services
(Population125K-250K)
Internal Support
CLERK’S OFFICE
279
Public Records
Requests
15 Agendas Published
14 Claims Received
22 Subpoenas Processed
HUMAN
RESOURCES
45 Jobs Posted
76 New Hires
43 Promotions
70 Separations
PURCHASING
23 Bids Issued
65 Contracts Executed
304
Purchase Orders
Issued
456
P-Tracks Completed
ACCOUNTING
84%
Invoices Paid within 30
days
6,276
Invoices Processed
31 Consecutive Years
Receiving GFOA Award
Q4 Operational Performance
66 Questions?
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