FY23 Q1. Quarterly Report. Budget and Strategic Plan Implementation

1 Kim Sitton, Finance Director
Donna Finch, Assistant to the City Manager
November 2, 2022
Quarterly Report
FY23 Q1

Overview
Q1
Strategic Plan Implementation Progress Report
Q1
Budget
Update
Q1
Operational
Performance Update

Q1
Budget Update
3 4
General Fund Update
Includes:

General Fund
Measure X Fund
Historic Civic Center Fund
Pension Stabilization Trust Fund

General Fund – Inflows
Revenues + Transfers In – Highlights

13.4% of Estimated Inflows Received
Quarter 1 tends to be slower for revenues than other quarters Overall, inflows are up by 46.7% when compared to the same quarter in FY 2022 Book entries = $6.1 million
Adjusted for book entries, up by 0.3% when compared to same quarter in FY 2022 5 Top 5 Revenues
Sales
Tax
1 Up $300,413
5 Other Taxes
Up $227,403
2 Investment Earnings
Up $7.6 million
($6.1 M book entries)
3 Current Services
Up $70,933
4 Other Revenues
Up $304,763
6 7
General Fund – Inflows | Revenues + Transfers In
Projected to Actuals – September 30, 2022

General Fund – Inflows | Sales Tax Revenues
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
13,631,446
1,115,805

8.9%
11,564,870
8 Fiscal Year Total $47,044,524 $52,309,619 $5,265,095 11.2% $41,423,341 Projected FY 2022 $48,688,911 $37,327,812 Percentage of estimated revenue received 107.4% 111.0%

SALES TAX

MEASURE X

HighlightsGeneral Fund – Outflows | Expenditures + Transfers Out The cummulative budget is $207.5 million
01 Through September, approximately 25% of FY complete
(approximately, due to timing of payments)
02 Overall outflows % of cumulative budget spent 16%
03 <15% Spent: Capital Improvement Projects, City Manager’s Office, Debt Service, Information Technology, Planning & Development, and Public Works 04 9

10 General Fund – Outflows | Expenditures + Transfers Out Budget to Actuals – September 30, 2022

11 General Fund Reserves
*Preliminary figures. May change through audit/financial statement process.

Note: Not a full list of General Fund Reserves

12 Utility Funds Update
Includes:

Water Funds
Sewer Funds
Electric Funds

Utility Funds
Reclaimed Water Utility Fund
Sewer Utility Fund
Sewer
Funds
Water Capcity Fund
2013 Wastewater Revenue Bond Project Fund
Electric Utility Grant/
Agreement Fund
Electric
Funds
Water Utility Fund
Sewer Utility Grant/
Agreement Fund
Water Utility Grant/
Agreement Fund
2012 Water Revenue Bond Project Fund
Sewer Capacity Fund
Electric Utility Fund
Water
Funds
13 Utility Funds – Inflows
Revenues + Transfers In – Highlights
37% of Estimated Inflows Received
Quarter 1 tends to be slower for revenues than other quarters Overall, inflows are up by 113% when compared to the same quarter in FY 2022 Book entries = $4.8 Million
One time settlement = $19.1 Million
Adjusted for above, down 3.0% compared to Q1 FY22
14 Utility Funds – InflowsRevenues + Transfers In – Highlights

20.5% increase, $0.8M, over FY 2022 Q1
Current Services
Fines, Penalties & Forfeitures
Investment Earnings
152.2% increase, $20.3M, over FY 2022 Q1
Other Revenue
Investment Earnings

83.2% increase, $4.1M, over FY 2022 Q1
Investment Earnings
*Investment Earnings book entries = $1.3M
*Other Revenue includes $19.1M one-time settlement
*Investment Earnings book entries = $1.6M
*Investment Earnings book entries = $4.0M
15 Electric
Water
Sewer

16 Utility Funds – Inflows| Revenue + Transfers In
Budget Estimates to Actuals – September 30, 2022

Utility Funds – OutflowsExpenditures + Transfers Out – Highlights Sewer – 8.1%
Operating budget 15.6% spent
CIP budget

1.3% spent
Electric – 23.2%
Operating budget 26.1% spent
CIP budget

0.1% spent
Water – 9.9%
Operating budget 18.1% spent
CIP budget

1.8% spent
17 Outflows 10.4% of budget spent:

18 Utility Funds – Outflows| Expenditures + Transfers Out Budget to Actuals – September 30, 2022

Digital Budget Book
FY 2023 Adopted Budget
19 Digital/Interactive Budget Book
Now Available!
20 Easy to understand and consume
Print as needed
Mobile friendly
ADA optimized
Available in 133 languages
www.CoronaCA.gov

21 22

Questions?
(951) 279-3500
[email protected]
www.CoronaCA.gov

Q1
Strategic Plan
Progress Report
24 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

FY23 Q1 Progress Report Projects, Performance Measures & Milestones

Legend
On Track*
*based on the adopted project schedule
Work
Underway
Not Started
Complete

Financial Stability
33 Sustainable
Finances

34 Financial Stability
Progress Highlights
Simplify budget information
Identify potential cost savings and cost containment opportunities Establish process to track grant funding
Enhance opportunities for resident participation in budget process Public budget in both English and Spanish

35 Financial Stability Progress Update
FY23 Projects & Milestones
Status
Notes
Utilize the Strategic Plan as a framework to guide future financial decisions.

On Track
Continuous item
Pursue an AAA/Aaa/AAA GO Bond credit rating from S&P and Moody’s & Fitch.

Not Started
Pending until next debt issuance
Hold annual work sessions to identify potential cost savings and cost-containment opportunities On Track
Meetings throughout annual budget process
Regularly review revenue sources to ensure a balanced, intentional allocation of revenue sources that protect against over-reliance on any single source of revenues.

On Track
Annual evaluation through the budget process
Increase the percentage of services funded via external sources by proactively pursuing grants, partnerships, and other funding opportunities.

On Track
Continuous item, working with departments to identify funding opportunities Ensure budget information is available in both English and Spanish.

Complete
Interactive budget document in multiple languages implemented Q1 FY23 Establish a process to track total grant funding received on an annual basis.

On Track
To be completed by Q4 FY23
Enhance opportunities for resident participation in the budget process.

On Track
Budget available in multiple languages; full day budget workshops; community survey to guide budget priorities Find ways to simplify budget information.

Complete
Interactive budget implemented, continuous item

Financial Stability Performance Report
Performance Indicators
FY22
Q1
FY23
Q1
Trend
GO Bond credit rating
AA-
AA+
Outstanding debt per capita*
$569
$2,047
% of GO debt capacity used*

0.98%

8.04%
Debt payments as a % of operating budget

11.03%

9.50%
Unfunded pension liability/POB balance*
$272M/$0M
$0/$238M
Diversity of revenue sources (# and range in size)
#14

0.43% -28.54%
#14

0.21% -26.28%
% 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
37 Strong
Economy

38 Strong Economy
Progress Highlights
Craft Incentive Strategy for businesses to locate in Corona Develop a Downtown Revitalization Plan
Partner with the Chamber of Commerce for local job creation Develop an Economic Development Strategic Plan
Explore the feasibility of a façade improvement program

39 Strong Economy Progress Update
FY23 Projects & Milestones
Status
Notes
Develop and implement an Economic Development Strategic Plan.

Completed
Plan adopted in August 2022. Implementation schedule development will be finalized in fall 2022 with implementation occurring shortly after.

Create a development handbook that explains the development review and approval process to community members and businesses.

Work Underway
Staff is in the process of making a series of flow charts on the City’s permit and development process.

Review and update the City’s purchasing process to ensure it follows best practices and provides better opportunities for local vendors.

Work Underway
Updates presented at Fall Workshop and planned for Nov. 2nd Council agenda. Additional review of process to be completed in FY 2023.

Partner with the Chamber in its Corona 2030 Plan for local job creation to reduce local unemployment.

Work Underway
New annual contract awarded in August 2022 that focuses on business events and co-promotion of Live Work Corona, the City’s workforce development initiative.

Craft an incentive strategy for businesses to locate in Corona.

Work Underway
Staff researching incentive strategies in other California communities.

Partner with regional workforce development boards to increase job opportunities.

Work Underway
Partnership with RCWDB. Job fair in partnership with Chamber of Commerce planned for spring 2023.

Build partnerships and programs that support youth and adult development to ensure a prepared and skilled workforce.

On Track
Ongoing partnership with LAUNCH, CNUSD, CMTC, and local employers.

Develop a Downtown Revitalization Plan.

Completed
Plan adopted in September 2022. Implementation begins fall 2022.

40 FY23 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 researching grant programs to support business expansion in Downtown. Potential opportunity through future grant program.

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.

Explore the feasibility of a façade improvement program.

Work Underway
Staff has been researching commercial façade improvement programs offered throughout California. Plans to present an initial update to Council in Q3 FY23.

Review and update the City’s historic building guidelines and explore the establishment of a Historic Building Ordinance with clear preservation guidelines.

Work Underway
Discussion with the City Council planned in Q2 FY23.

Redevelop the Corona Mall Properties.

Work Underway
Lab commenced construction on South Mall properties in August 2022; construction improvements anticipated to be complete by early 2023, with tenants commencing internal tenant improvements shortly after. City interdepartmental team coordinating parking lot improvements and utility upgrades.

Strong Economy Progress Update

41 Performance Indicators
FY22
Q1
FY23
Q1
Trend
# of small business grant applicants
Not Available
Not Available
--
% of small businesses that remain open one year after participating in various entrepreneurship programs Not Available
100%
--
# of businesses promoted
16 10
% of Emprendedor@s graduates that successfully launch their business 100%
100%
# of site selection inquiries that resulted in business opening or expanding in Corona Not Available
1 # of Corona Mall properties redeveloped
--
--*
% of business resources that can be accessed in Spanish --
30%
% of commercial brokers engaged with**
18%
19%
Strong Economy Performance Report
*Initial redevelopment of two properties at the Corona Mall South commenced in August 2022 but anticipated for completion in 2023. **Based on commercial brokers that are active in Corona over the past year, with at least one commercial transaction.

Sound Infrastructure
42 Sound Infrastructure

43 Sound Infrastructure
Progress Highlights
Revamp the Capital Improvement Plan Program
Optimize traffic flows and light responsiveness
Develop a Trails Master Plan
Establish quality maintenance standards for Parks and Facilities Place housing within walking distance of commercial and public transportation

44 Sound Infrastructure Progress Update
FY23 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.

On Track
CIP Working Group established with meetings underway to redefine what a CIP is and develop criteria for prioritizing projects 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
Park surveys underway; meetings ongoing with Council and Parks Commission; review of cost recovery and assets underway Develop Trails Master Plan
On Track
Conducted two working group meetings with multiple partner agencies including US Forest Service; focusing efforts on access for Bedford Motorway and Eagle Advocate with Riverside County Transportation Commission (RCTC) and the State for transportation improvements that impact congestion within Corona.

Work Underway
Staff submitted information on priority transportation projects to RCTC; meeting held with Congressman Calvert to discuss transportation funding priorities Continue efforts to embrace mixed-use developments that would place housing within walking distance of commercial centers and public transportation.

Work Underway
Staff is working with a consultant on the rezoning program for higher density housing within walking distance to public transportation

45 Sound Infrastructure Progress Update
FY23 Projects & Milestones
Status
Notes
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.

Not Started
Recruitment under way for Asset Mgmt. Coordinator position to oversee development of Asset Management Program Develop a long-term capital reserve/asset management funding policy for maintaining and replacing infrastructure assets.

Not Started
New Asset Mgmt. Coordinator will oversee development of asset management policy Utilize an asset management program to ensure condition assessments, maintenance activities, and upgrades for park and recreation facilities are prioritized and completed in a timely manner.

Not Started
New Asset Mgmt. Coordinator will develop and implement Asset Management Program Establish consistent quality and maintenance standards for parks & recreation facilities.

On Track
Amenity standards established; weekly park inspections ongoing Continue efforts to implement “park sponsorships” to increase funding and community support for parks.

Not Started
Anticipated to begin in Q3 of FY23

46 Sound Infrastructure Performance Report
Performance Indicators
FY22
Q1
FY23
Q1
Trend
Capital asset and building condition ratings
Not Available
Not Available
--
Net investment in capital assets
$5.5 M
$7.6 M
% of city facility assets replaced per schedule in the Asset Management Plan Not Available
Not Available
--
% of street signs replaced within target timeframes (30 days)

94.5%

95.4%
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
59%
--
% of residents rating the availability of paths and walking trails as good or excellent Not Available
58%
--
% of residents rating the bike lanes as good or excellent Not Available
50%
--
% of residents rating the quality of City parks as good or excellent Not Available
65%
--
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 once traffic signal optimization project is complete

Safe Community
47 Safe
Community

48 Safe Community
Progress Highlights
Determine appropriate staffing for effective emergency response Upgrade an maintain the City’s 911 system
Implement Homeless Strategic Plan
Expand resident engagement in police and fire support efforts Create a Fire Safe Council

Safe Community Progress Update
FY23 Projects & Milestones
Status
Notes
Upgrade and maintain the City’s 911 system to ensure reliable emergency response.

On Track
Created AutoDial program for quicker regional asset connectivity; installed audio recorder system to improve quality assurance and training.

Identify obstacles to reducing response times, implement solutions to meet or beat national benchmarks, track results, and report out publicly.

On Track
Evaluating dispatch protocols to reduce call queue time; partnering on Fire dispatch.

Determine appropriate staffing levels for effective emergency response capability and address understaffing.

On Track
New Call Taker positions are filled. Dispatch has 8 vacancies with numerous applicants in background.

Develop a low acuity response service model in Fire.

On Track
Soft launch to begin in October '22
Explore opportunities to adopt best practices with computer-aided dispatch systems.

Work Underway
New system (Soma) identified for Fire; PD and IT working closely with Spillman to resolve lingering issues.

Develop a plan to address chronic staffing issues in the dispatch call center.

On Track
Plan developed; multiple dispatch positions in background. Mandatory overtime reduced.

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.

Expand resident engagement and involvement in police and fire support efforts.

Continuous
PD created and held first Community Police Academy.
49 50
Safe Community Progress Update
FY23 Projects & Milestones (Cont.)
Status
Notes
Promote community involvement in identifying hazards and effective measures to reduce impacts.

Work
Underway
Local Hazard Mitigation Plan update in progress
Hold annual safety drills for various emergency situations for both staff and residents.

Work
Underway
Onboarding new Emergency Services Manager
Expand Community Emergency Response Team (CERT) trainings and build neighborhood-based CERT Teams.

On Track
Spanish and Adult CERT scheduled in October
Raise public awareness of local hazards and risks via a communication initiative.

On Track
Alert system enhancement in development
Create a Fire Safe Council to better equip residents to mitigate impacts of natural disasters.

On Track
501(c)3 in progress; Board of Directors identified
Implement the Homeless Strategic Plan.

On Track
RFP process completed and Committee recommended for Mercy House to operate shelter & system of services.

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.

Adopt a policy to approve and encourage high-density housing within designated areas of the City.

Work Underway
Working on the rezoning program for higher density housing per the approved Housing Element and creating objective development standards

Performance Indicators
FY22
Q1
FY23
Q1
Trend
Avg. Police response time to Priority 1 calls / 90% of Priority 1 call response time falls under 5:46/ 4:43
5:44 / 4:53
Police arrival time within 5:00 min. of all Priority 1 calls 36%
38%
Avg. response time to all fire incidents / 90% of fire incident response time falls under 5:32 / 8:22
5:22/ 7:19
Fire arrival time within 6:00 min. to fire incidents
70%
70%
--
Avg. response time to all medical calls / 90% of medical incident response time falls under 5:07 / 7:16
5:08 / 7:17
Fire arrival time within 6:00 min. to medical calls
76%
75%
Violent crimes / clearance rate
75 / 61%
97 / 33%
Property crimes / clearance rate
785 / 6%
982/ 6%
Homicides
2 3
% of residents feeling very safe in their neighborhoods during the day Not Available
86%
--
Community satisfaction rating of public safety efforts
Not Available
59%
--
Suicides
0 0
Traffic fatalities
2 1
Traffic accidents
334
299
Safe Community Performance Report
51 52
Performance Indicators (Cont.)
FY22
Q1
FY23
Q1
Trend
Drug/alcohol related traffic collisions
46 22
% of community members who report they are prepared for an emergency Not Available
83%
--
Annual number of residents taking part in emergency preparedness trainings.

Events include CERT training and CPR classes.
0*
1,275
Community satisfaction rating of the City’s efforts to reduce homelessness Not Available
25%
--
Number of homeless individuals within the City / First time Homeless 109/27
110/35
Number of emergency shelter / motel voucher beds
25 35
Average length of homelessness

4.3 years

2.4 years
Annual returns to homelessness
13 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

53 Performance Indicators (Cont.)
FY22
Q1
FY23
Q1
Trend
Number of code compliance/property maintenance citations or warnings 625
459
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
50%
--
% of residents rating the overall appearance of Corona as good or excellent Not Available
52%
--
Total number of trees in City owned parks and rights of way 56,271
58,497
Avg. number of days to replace dead or damaged trees
28 days
28 days
Safe Community Performance Report
*Based on US Census data

Sense of Place
54 Sense of
Place

55 Sense of Place
Progress Highlights
Develop On Demand Registration Capabilities
Utilize volunteer led hikes to engage residents in park and trails Highlight contributions of Latinx, Asian, Indigenous, and Black residents to Corona Reimagine the City’s brand, identity and story
Develop Equal Opportunity Employment Plan

56 Goal 1: Financial Stability
Dept
FY21
FY22
FY23
FY24
FY25
FY26
Increase Financial Stability: Strengthen the City’s long-term financial position to ensure ongoing provision of core services to all residents.

Utilize the Strategic Plan as a framework to guide future financial decisions.

AS
Continuous
Develop a long-range financial forecasting model and plan based on needs and community assessments to ensure adequate capital reserves.

AS
x
Identify core services and service levels for both mandated and non-mandated services, determining resources needed to adequately support these services, and re-allocate the City budget to fully support these services.

AS
x
Pursue an AAA/Aaa/AAA GO Bond credit rating from S&P and Moody’s & Fitch.

AS
x
Hold annual work sessions to identify potential cost savings and cost-containment opportunities.

AS
x
Proactively manage the City’s pension liability debt.

AS
x
Regularly review revenue sources to ensure a balanced, intentional allocation of revenue sources that protect against over-reliance on any single source of revenues.

AS
Annually
Review and update City fees and set intentional cost recovery goals for City services.

AS
x
Increase the percentage of services funded via external sources by proactively pursuing grants, partnerships, and other funding opportunities.

ALL
Ongoing
Create strategic reserve funds (e.g. redevelopment, land acquisition, business attraction, etc.) to achieve organizational objectives.

AS
x
Improve the Budget Process: Streamline the budget development process and increase residents’ capacity and opportunities to participate.

Utilize zero-based budgeting on a three-year cycle to identify cost savings, justify expenditures, and ensure well-constructed financial plans.

ALL
Ongoing
Implement new budgeting software to streamline the annual budget development process, reduce the timeline and resources needed, and enhance budgeting scenario capabilities.

AS
x
Establish a process to track total grant funding received on an annual basis.

AS
x
Enhance opportunities for resident participation in the budget process.

AS
x
Find ways to simplify budget information.

ALL
Ongoing
Ensure budget information is available in both English and Spanish.

AS
x
Goal 2: Economic Development
Dept
FY21
FY22
FY23
FY24
FY25
FY26
Support Local Businesses: Expand the local economy by supporting post-pandemic resilience and recovery of local businesses and attracting new enterprises to the City Develop and implement an Economic Development Strategic Plan that provides a vision and framework for business attraction, expansion, development, and retention.

ED
x
Improve transparency and trust by creating a development handbook that explains the development review and approval process to community members and business owners.

CD
Review and update the City’s purchasing process to ensure it follows best practices and provides better opportunities for local vendors.

AS
x
Create a Police Officer Business Liaison program to engage local businesses, provide advice on crime prevention, and respond to concerns.

PD
x
Establish a process to promote local businesses as part of the City's ongoing communication and outreach efforts.

ED
x
Increase Job Opportunities: Reduce local unemployment and increase the number of living-wage jobs within the City Partner with the Chamber in its Corona 2030 Plan for local job creation to reduce local unemployment.

ED
x
Partner with regional workforce development boards to increase job opportunities.

ED
Ongoing
Craft an incentive strategy for businesses to locate in Corona.

ED
x
Develop entrepreneurial workshops and trainings that can be offered in English and Spanish.

ED
x
Explore the creation of an economic development corporation in partnership with the Western Riverside Council of Governments (WRCOG).

ED
x
x
Build partnerships and programs that support youth and adult development to ensure a prepared and skilled local workforce.

ED
Ongoing
Revitalize Downtown: Invest in redevelopment of the downtown to create a thriving destination for residents and visitors Develop a Downtown Revitalization Plan (including new design guidelines & streetscape enhancements).

ED
x
Redevelop the Corona Mall Properties.

ED
x
x
x
x
x
x
Explore the feasibility of a facade improvement program.

ED
Explore the feasibility of establishing a program to assist long-time Corona restaurants to open smaller scale operations in the downtown area.

ED
x
Review and update the City’s historic building guidelines and explore the establishment of a Historic Building Ordinance with clear preservation guidelines.

CD
x
Explore the benefits and feasibility of a discounted development fee structure for "historic home" infill developments in the Circle and historic areas within the redevelopment area.

CD
x
Take steps to increase crime prevention within the downtown business district, including exploring the deployment of additional dedicated police officers.

PD
x
Explore opportunities to bring in additional hotels to support larger conferences, gatherings, and events.

ED
x
Goal 3: Sound Infrastructure
Dept
FY21
FY22
FY23
FY24
FY25
FY26
Strengthen City Infrastructure: Ensure that City infrastructure—including streets, municipal facilities, water and wastewater systems, and technology—is well-maintained for current and future generations Review and revamp the Capital Improvement Plan (CIP) program to include all potential capital improvement projects (including street and sidewalk maintenance), whether funded or not, utilizing, a 10-year time horizon, and develop a prioritized implementation plan.

AS
x
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.

DWP
x
Develop a long-term capital reserve/asset management funding policy for maintaining and replacing infrastructure assets.

DWP
x
Develop a Fiber Optic Master Plan to guide the design, implementation, and management of the City’s fiber optic assets and related infrastructure.

IT
x
Build an up-to-date Geographic Information System (GIS) inventory of all utility infrastructure.

DWP
x
Develop a Corporate Energy Management Plan to reduce costs and improve energy efficiency.

DWP
x
Reduce Negative Impacts of Traffic: Reduce traffic congestion and optimize traffic flows Develop long-term multi-modal transportation plan for traffic improvements, mitigation efforts, and expansion of alternative transportation options (including bicycle and pedestrian) to reduce reliance on fossil fuels.

PW
x
Modernize traffic cameras and explore utilization of Artificial Intelligence with traffic cameras to optimize traffic flows and improve responsiveness of traffic lights.

IT
x
Advocate with Riverside County Transportation Commission (RCTC) and the State for transportation improvements that impact congestion within Corona.

PW
Continuous
Continue efforts to embrace mixed-use developments that would place housing within walking distance of commercial centers and public transportation.

CD
Continuous
Enhance Parks and Recreation Facilities: Develop and enhance parks, trails, and recreational facilities to better serve residents Develop a Parks and Recreation Master Plan
CS
x
Develop Trails Master Plan for the City, including safety planning and planning for access points to Cleveland National Forest.

CS
x
Establish consistent quality and maintenance standards for City park and recreation facilities.

CS
x
Utilize an asset management program to ensure that condition assessments, maintenance activities, and upgrades for park and recreation facilities are prioritized and completed in a timely manner.

CS
x
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.

CS
x
Continue efforts to implement "park sponsorships" to increase funding and community support for parks.

CS
Continuous
Goal 4: Safe Community
Dept
FY21
FY22
FY23
FY24
FY25
FY26
Improve Public Safety Services and Emergency Response: Improve the response time and increase the capacity of the City’s emergency response teams.

Upgrade and maintain the City’s 911 system to ensure reliable emergency response.

PD/FD
x
Identify the obstacles to reducing response times, implement solutions, track results, and report out publicly.

PD/FD
x
Determine appropriate staffing levels for effective emergency response capability and address understaffing.

PD/FD
x
x
Develop a process to scale emergency response to call type and need (i.e. low acuity response model in Fire).

FD
x
Explore opportunities to adopt best practices and computer aided dispatch systems.

PD
x
Develop a plan to address chronic staffing issues in the dispatch call center.

PD
x
x
x
Improve emergency response times to meet or beat national benchmarks.

PD/FD
x
Develop a long-term funding strategy—including capital and operating reserve funds—for emergency service assets.

AS
x
Expand resident engagement and involvement in police and fire support efforts (e.g., Citizens on Patrol, Neighborhood Watch) PD/FD
x
Increase the City’s Cleanliness: Enhance the experience of residents, business owners, and visitors by ensuring the City is visibly clean.

Continue and enhance the City’s Graffiti Removal program.

CS
x
Improve the use of the SeeClickFix app to report issues.

CS
x
Enforce current anti-camping and trespassing ordinances.

PD
x
Strengthen Emergency Preparedness: Improve residents’ capacity to prepare and respond to a major emergency or natural disaster Implement the Community Wildfire Protection Plan.

FD
x
Promote community involvement in identifying hazards and effective measures to reduce impacts, including:

FD
Hold annual safety drills for various emergency situations (e.g., fire, earthquake, or active shooter) for both staff and residents.

FD
Annually
Raise public awareness of local hazards and risks via a communication initiative.

FD
x
Expand Community Emergency Response Team (CERT) trainings and build neighborhood-based CERT Teams.

FD
x
Provide preparedness training courses and certifications.

FD
Annually
Host events that put preparedness skills to use.

FD
Annually
Create a Fire Safe Council to better equip residents to mitigate impacts of natural disasters.

FD
x
Reduce Homelessness: Develop a transformational system of services, shelter, and housing for Corona’s homeless neighbors Implement the City’s Homelessness Strategic Plan
CMO
x
x
x
x
x
x
Increase Access to Affordable Housing: Ensure an adequate supply of housing that is affordable and accessible for current and future generations Develop a strategy to meet the mandated Regional Housing Assessment residential unit numbers.

CD
x
Adopt a policy to approve and encourage high-density housing within designated areas of the City.

CD
x
Look for opportunities to facilitate the acquisition of sites to develop affordable housing for lower income households.

CD
Ongoing
Develop affordable housing in areas that are within walking distance of public transportation and commercial services.

CD
Ongoing
Goal 5: Sense of Place
Dept
FY21
FY22
FY23
FY24
FY25
FY26
Increase Access to Arts, Culture, and Recreational Activities: Develop and expand opportunities and access to art, culture, and recreational activities Increase large-scale recreation events (sports themed, food, etc.) that provide both social and economic benefits to the community.

CS
x
Explore the option of forming a special event unit within the Community Services Department.

CS
x
Utilize volunteer-led hikes to help residents become familiar with trail and park opportunities in the community.

CS
x
Develop "on demand" registration capabilities to provide onsite registration or reservations at parks, fields, or facilities.

CS/IT
x
Develop an additional performing arts venue within the City and/or renovating the Historic Civic Center to become the City’s premier performing and visual arts center.

CS
x
Designate the Historic Civic Center as Corona's center for the arts and relocate all non-arts lessees.

CS
x
Promote the use of public spaces for certain festivals or shows to showcase arts and culture.

CS
Ongoing
Celebrate the Community’s Rich and Diverse Cultural Heritage: Enhance the relationship between the City, its neighborhoods, and residents to celebrate the community’s rich and diverse cultural heritage 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.

CS
x
Update the Mills Act Landmark list.

CD
x
Reimagine the City of Corona's brand, identity, and story, and identify opportunities to brand City facilities to instill a sense of pride and make them more welcoming.

CO
x
Pursue opportunities to highlight the contributions of Latinx, Asian, Indigenous, and Black residents to Corona’s history, culture, and current community.

CS
x
Increase Accessibility: Ensure all residents have equitable access to City services and spaces Ensure that City services can be accessed in both English and Spanish.

CO
x
Improve the City website for ease of use.

CO
x
Identify opportunities to increase access to City services and spaces for people with disabilities.

PW/CD
x
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.

PW/CD
x
Explore the feasibility of expanding inclusive playground equipment across the City.

CS
x
Ensure robust engagement with a broad cross section of all segments of the community when developing plans for new or renovated parks and facilities.

CS
Ongoing
Increase the City’s support, coordination, and partnerships to enhance veteran services and programs.

CMO
x
Develop an Equal Employment Opportunity plan to ensure the City workforce reflects the racial and gender diversity of the community.

HR
x
Goal 6: High Performing Government
Dept
FY21
FY22
FY23
FY24
FY25
FY26
Enhance City Strategy: Leverage dynamic planning and a data-driven approach to ensure City activities are strategic.

Review the Strategic Plan annually and track goals through established performance indicators to provide a framework for budget decisions.

CMO
Annually
Fully revise the Strategic Plan every four years and include multiple stakeholders in the planning process.

CMO
x
Develop annual department work plans based on the Strategic Plan and the City’s budget.

ALL
x
x
x
x
x
Ensure annual reporting on Strategic Plan and departmental work plan milestones and performance measures.

CMO
Annually
Use the open data portal to increase transparency and help residents engage with City government.

ALL
Continuously
Quantify results from programs to drive process improvements and evaluation efforts.

ALL
Annually
Strengthen Resident Involvement: Increase public trust in City government by focusing on accountability and transparent engagement with the community.

Develop 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, remember our history, and build a sense of pride by leveraging social media, internet, print, and other forms of two-way communication and engagement with residents.

CO
x
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.

CMO
x
Proactively pursue, and incorporate, resident input into all major planning efforts.

ALL
Ongoing
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.

CO
x
Promote volunteerism through the creation of a volunteer strategy and recognition program to encourage, recognize, support, and enhance volunteer efforts.

CS
x
Increase Employee Engagement: Ensure that employees are engaged, recognized, and given opportunities to grow.

Conduct annual employee engagement surveys and establish standard internal metrics to track engagement.

HR
Annually
Ensure competitive salaries and benefits by reviewing classification and compensation every three to five years and make appropriate adjustments based on data.

HR
x
x
Develop stronger performance management processes, including consistent annual performance evaluations for all staff to ensure accountability, professional conduct, and adaptation to change.

HR
x
Establish career development plans for all staff members.

HR
x
Create a formalized staff training and development program on a wide range of topics, with a focus on increasing management skills for supervisors.

HR
x
Explore the option of instituting an employee mentoring program that pairs new staff with seasoned mentors.

HR
x
High Performing Government (Continued)
Dept
FY21
FY22
FY23
FY24
FY25
FY26
Review and revamp the employee wellness program.

HR
x
Develop a new Employee Orientation that reinforces organizational values, goals, and helps provide an exciting onboarding experience.

HR
x
Review, revise, and simplify personnel policies to improve readability, reduce the number of policies, and embrace forward-thinking employment policies and practices that will enhance the City’s ability to attract, reward, and retain top talent.

HR
x
Streamline and simplify the process for recruiting and hiring new employees to reflect best practices.

HR
x
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.

HR
x
Improve City Services: Increase the efficiency and effectiveness of City’s services.

Conduct periodic third-party audits in key service areas.

AS
As Needed
Clearly define levels of service and develop metrics to gauge the City’s success or failure at meeting or improving upon service levels.

ALL
x
Implement quality improvements, service modifications, or program closures as needed.

ALL
Annually
Address major Information Technology system needs. These may include replacing the Enterprise Resource Planning (ERP) system, finalize the development of the Electronic Document Management System (EMDS), and moving Voiceover IP Operations to the Cloud.

IT
x
Increase the number of online options for all major City services that can be offered virtually.

IT
x
Develop a concierge program for building permits.

CD
x
Utilize customer survey reviews where possible, including for plan check and building inspections.

CD
x
Meet periodically with representatives of the local building and development industry to discuss issues of mutual concern.

CD
x
x
x
x
x
Build a high-performing team between Council and City management.

CMO
Continuously
Review and clarify roles and responsibilities of the Council, staff, Commissions, and Committees.

ALL
x
x
x
Increase accountability by establishing standard annual performance reporting to Council (see Strategy objective above).

CMO
x
Hold bi-annual Council workshops for policy making and financial planning.

CMO
Semi-Annually
Enhance state and federal advocacy efforts using contract lobbyists and dedicated staff support.

CMO
x
Pursue meaningful award and certification opportunities to evaluate municipal services and better demonstrate the talent, commitment, outcomes achieved by the City for its residents.

CMO
x
x
x
x
x
Develop a management cycle calendar to ensure effective, efficient sequencing of key annual organizational processes.

CMO
x
High Performing Government (Continued)
Dept
FY21
FY22
FY23
FY24
FY25
FY26
Create a High-Performing Organizational Culture: Increase innovation, teamwork, and creativity.

Develop a program to recognize and reward innovations and efficiency gains created by employees.

HR
x
Review and restructure City departments as needed to improve efficiency and achieve organizational objectives.

CMO
Annually
Improve the quality and consistency of customer service, by training staff on basic standards.

HR
x
Promote collaboration by forming more cross-departmental teams to help solve problems, manage large projects, and get people working together.

ALL
x
Evaluate workspace layouts in the building to identify ways to improve teamwork, collaboration, and information sharing through better physical layout.

CMO
x
Sense of Place Progress Update
FY23 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 with large scale regional events.

Utilize volunteer-led hikes to help residents become familiar with trail and park opportunities in the community.

Work
Underway
Project scope outlined and project will kickoff in late spring/early summer 2023 Develop “on demand” registration capabilities to provide onsite registration or reservations at parks, fields, or facilities.

Work Underway
Testing new software and data process
Designate the Historic Civic Center as Corona’s center for the arts and relocate all non-arts lessees.

Not Started
All non-art tenants remain under active leases
Review and revamp the City’s calendar of signature community events to clarify the City’s role, determine potential partners, and identify opportunities to celebrate diverse cultures.

On Track
2022 Calendar of Community engagement events posted; engagement ongoing Update the Mills Act Landmark list.

Work Underway
Slated for discussion with City Council 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
Research Phase completed; next steps: Brand Strategy & Development and Visual Identity Pursue opportunities to highlight the contributions of Latinx, Asian, Indigenous, and Black residents to Corona’s history, culture, and current community.

Work Underway
Held a second Community Conversation for Hispanic Heritage month.

57 Goal 1: Financial Stability
Dept
FY21
FY22
FY23
FY24
FY25
FY26
Increase Financial Stability: Strengthen the City’s long-term financial position to ensure ongoing provision of core services to all residents.