1 CITY OF CORONA
2023
FINANCIAL PRIORITIES
Section 1. Community Services
1.1 Project: Aquatics Facility
A facility containing an aquatic facility and lighted sports fields for recreational sports. The facility is needed to meet the increase in demand from City andCounty residents for sports fields. • Cost: Approximately $50 Million
• Lead Department: Community Services
1.2 Project: Park Improvements
An assessment was performed at all City parks to determine park condition, amenities, parking availability, irrigations, and lighting efficiencies. The following projects were identified to improve safety, efficiency and enjoyment of the City Parks: Park Facilities –Install or improve restrooms and picnic structures; Parks Hardscape Improvements – Improve and expand parking lots, sidewalks, curbs and gutters; Parks Irrigation Improvements – Improve and expand parks irrigation systems to improve efficiency, lower electric costs and reduce water consumption; Parks Lighting Improvements – Improve and expand parks lighting facilities to improve efficiency, lower electric costs and provide better coverage. Parks Enhanced Amenities – Addition of playgrounds, sports fields, sports courts and shelters.
• Cost: Approximately $18 Million
• Lead Department: Community Services
1.3 Project: Historic Civic Center: Interior Sprinkler System In 2005 and 2006, the City received EDI grant funds which were used for improvementsto the Historic Community Room and Theater. At the Historic Community Room, a newheating and air conditioning system and electrical upgrades are needed. Additionally, because of the potential on-going uses within the building for offices and assembly areas, upgrades to the building are always being evaluated to maintain the long-term use of this building given its status as a historic resource. Therefore, an interior buildingsprinkler system is needed to minimize potential fire damage to the building. • Cost: $1,250,000 for Community Room upgrades and sprinkler system for the entire building.
• Lead Department: Community Services
2 1.4 Project: Historic Civic Center Renovation
To maintain the Historic Civic Center at a modern standard level of use, several significant infrastructure, safety, and technologic elements are required. Areas of focus include updated electric, data lines, HVAC, security, lighting controls, structural assessment and/or replacement (ex. pergolas over walkways), sustainable landscape, upgraded theater technology, as well as signage and/or digital marquee to communicate current tenants, services, and events taking place within the facility. This project also plays into Downtown Revitalization Plan adding to the beautification of the Sixth Street corridor, the current Performing Arts Center Feasibility Study, as well as this structure’s 100-year anniversary (September 2023). Estimates conducted by city engineers anticipate a project of this scale within $12-15 million dollars to maintain this Corona heritage site at a functional standard for years to come. An initial $200,000 is required for project assessment and development of a professional standard work plan. • Cost: Approximately $15,000,000
• Lead Department: Community Services/Maintenance Service
1.5 Project: Corona Airport Improvements and Lease Extension Corona Municipal Airport is a 110-acre General Aviation Airport that is in need of aeronautical infrastructure improvements to comply with accepted standards and FAAregulations. Improvements include runway, taxiway, safety area and apron rehabilitation, slurry coating and markings, upgrades to airfield electrical, and airfield security enhancements. • Cost: $3 million
• Lead Department: Public Works/Community Services
1.6 Project: Santa Ana River Trail
The Santa Ana River Trail (SART), once completed, is expected to comprise approximately 110milesfrom the San Bernardino National Forest to the Pacific Oceanin Huntington Beach. It will link three counties and many communities along the way.Portions of the trail will be accessible to all users and will include Class I and II bikewaysand pedestrian paths as well as decomposed granite trails for hikers, mountain bikers,and equestrians, other parts will remain largely untamed. SART is anticipated to be one of Southern California’s most important recreational amenities. SART partners include counties, cities, flood control, water, and recreation districts, the state, and others. Todate thetrail is approximately 60% complete. There are two significant gapsin the trail. One of those gaps is the several miles stretch through Corona and Norco. This section is located primarily on federal land with a section of the trail traversing various portions immediately adjacent to the city streets of Norco and Corona. These undeveloped phases (one of which includes a proposed rest area along Auto Center Drive) are needed to eliminate this gap in the trail and connect area residents to other trails and trail users, provide nonmotorizedtransit between counties and ease regional traffic burdens, and expand recreational access to millions of Southern California residents.
• Cost: total costs are unknown at thistime
• Currently Funded: partially (multi-agency involvement) • Lead Department: Community Services/Public Works
3 Section 3. Homeless Solutions
3.1 Project: Santa Ana River Bottom Encampment Response Plan (SARB ERP) The Santa Ana River Bottom Encampment Response Plan is a multi-jurisdictional and multidisciplinary collaborative that involves the cities of Corona, Eastvale, Jurupa Valley, Norco, and Riverside as well as multiple County Agencies, US Army Corps of Engineers, US Fish and Wildlife Services, Western Riverside County Regional Conservation Authority and Orange County Water and Flood Control Districts. The SARB ERP Collaborative has three Working Groups: 1. Public Safety, 2.
Homeless Encampment Response, and 3. Facilities and Habitat. The SARB ERP Collaborative has four primary goals: 1. Rehouse Existing Homeless Encampment Residents, 2. Remove and Mitigate Physical Encampments, 3. Conduct Clean-Up and Habitat Restoration, and 4. Establish strategies to prevent reoccurrence of homeless encampments. Funding priorities should support the three Working Groups and facilitate implementation of the four goals. • Cost: total costs are unknown at this time
• Currently Funded: Partially (multi-agency involvement) • Lead Department: City of Corona in collaboration with the County and Cities in the Western Region
Section 4. Public Safety
4.1 Project Body-Worn and In-Car Camera Enhancement
In 2012, the police department launched its in car camera program, which was followed by a bodyworn camera program in 2016. Due to age and technological advances, the devices for these programs are near their end of service life. Funding is needed to replace said equipment • Cost: $1.5-2.5 million
• Lead Department: Police
4.2 Project: Funding for Training Facility
Funding is being sought to build a training facility that will facilitate advanced officer training for local and regional police officers. The California Police Officer Standards and Training (POST) Commission requires certain perishable skills are maintained and performed routinely. The department has identified a gap in training space for slow-speed driving, defensive tactics, and advanced officer movement training, such as active shooter environments. A training center will enhance the ability of regional officers to train together and improve mutual aid response at a local, county, or state level. • Cost: TBD
• Lead Department: Police
4.3 Project: Funding of Artificial Intelligence Resourcesto assist in Criminal Investigations As technology improves the need for enhanced artificial intelligence is prioritized to assist law enforcement identify criminals and solve violent and non-violent crimes. Additional computer aided technology will allow the police department to conduct more efficient investigations utilizing the equipment as a force multiplier for ourofficers.
• Cost: TBD
• Lead Department: Police
4 4.4 Project: Emergency Operations Center Infrastructure Enhancement Funding is needed for infrastructure enhancements to the City’s Emergency OperationsCenter. Core functions conducted in an Emergency Operations Center include but are not limited to logistics management, resource support, public emergency warning coordination, external affairs/public information collection and dissemination, mass care, housing and human services coordination. All of these functions are required to effectively and efficiently communicate both internally and externally. The City Emergency Operations Center does not currently have the infrastructure to adequatelysupport some of these functions.
• Cost: $400,000
• Lead Department: Police, Fire, and IT
Section 5. Public Utility
5.1 Project: Reclaimed Water Reservoirs
Construct two reservoirs within the City’s service area to store reclaimed water. This will enable the City to provide additional reclaimed water and reduce the discharge of unused reclaimed water.
Reclaimed water reservoirs will also reduce the demand for potable water from the State water system.
• Cost: $9.5 million
• Lead Department: Utilities
5.2 Project: Desalter Facility
Construct a desalter facility which uses membrane treatment technology to remove dissolved solids (salts)fromgroundwater having amoderately high totaldissolved solids(TDS) level. This will allow the DWP to produce additional potable water while complying with TDS water quality standards for both drinking water and wastewater discharge after use. Permeate from the membranes is mixed with a well water bypass stream before being pumped to various points in the water distribution system for delivery tothewater customers. The TDS that are removed in the treatment process aredisposed of via the Santa Ana Regional Interceptor Pipeline operated by the Santa AnaWatershed Project Authority (SAWPA).
• Cost: $30 million
• Lead Department: Utilities
5.3 Project: GAC Treatment Facility
Construct a GAC Treatment facility that uses granular activated carbon (GAC) to remove contaminants of concern such as PFAS and 1,2,3-TCP from groundwater. This will allow the DWP to produce additional potable water while complying with PFAS and TCP water quality standards for both drinking water and wastewater discharge after use. Saturated carbon media will be treated and regenerated for reuse at an approved disposal facility. • Cost: $30 million
• Lead Department: Utilities
5 5.4 Project: Water Reclamation Facility #2, Lift Station Improvements Replace electrical and control systems, piping and structure. Improve mechanicalsystems. • Cost: $4.0 million
• Lead Department: Utilities
5.5 Project: Water Reclamation Facility #1, Improvements and Expansion Install one gravity belt thickener, one belt press, and four additional digesters tomaximize capacity.
Construct a new grit chamber to increase the capacity to 43.5 million gallons per day (MGD). Add additional tertiary filters needed for additional capacity. Expand clarifier capacity to greater than
15.16 MGD and add capacity to the chlorine tank to exceed 15.786 MGD. • Cost: $25 million
• Lead Department: Utilities
5.6 Project: Lift Station Replacement Project
Replace existing liftstation pumps at the following lift stations: Griffin, Sierra Del Oro, Prado, McKinley, Stagecoach and Airport.
• Cost: $12 million
• Lead Department: Utilities
5.7 Project: Sewer Main Replacement
Replace approximately 1,047 linear feet of 15” pipe and 1,500 linear feet of 18” pipeon Green River Road with the opportunity to run fiber along with the sewer main. • Cost: $4.2 million
• Lead Department: Utilities
5.8 Project: West End Well Field Development
Develop a new well field in the west end area of the City of Corona. The well field will consist of a series of new municipal ground water wells and a transmission pipeline to convey the well water to the existing desalter or a new desalter orion exchange facility.The new well field will be able to extract the groundwater that the City of Corona is using to recharge the Temescal basin. The ability to extract additional groundwater from our basin will reduce our dependency on imported water. • Cost: $15 million
• Lead Department: Utilities
Section 6. Transportation
6.1 Project: Ontario Avenue Widening at I-15 Improvements between Compton Avenue and State Street
Support efforts to provide State and Federal funding for local and regional transportation projects, especially those which increase the capacity and public safety of Interstate 15 in the Corona area. • Cost: Approximately $10 million
• Lead Agency: City of Corona
6.2 Project: Magnolia Avenue Widening at Temescal Wash
Support efforts to provide State and Federal funding for local and regional transportation projects, especially those which increase the capacity and public safety within the City of Corona. • Cost: Approximately $10 million
• Lead Agency: City of Corona
6 6.3 Project: Interstate 15 Corridor Improvement Project in Corona Support efforts to provide State and Federal funding for regional transportation projects, especially those which improve operations, increase the capacity or public safety of Interstate 15 and the various interchanges and on/off ramps associated with the project in the Corona area. RCTC plans to fund the project through Measure A and toll funding, but Measure A funds are dwindling and uncertain at thistime.
• Cost: Approximately $175 million
• Lead Agency: Riverside County Transportation Commission (RCTC)
6.4 Project: State Route EB91 Improvements between I-15 and Pierce Support efforts to provide State and Federal funding for regional transportation projects, especially those which increase the capacity and public safety ofthe State Route91 in the Corona area. • Cost: Approximately $31 million
• Lead Agency: Riverside County Transportation Commission (RCTC)
6.5 Project: State Route EB91 Improvements between SR-71 and SR-241 Support efforts to provide State and Federal funding for regional transportation projects, especially those which increase the capacity and public safety of the State Route91 between the SR-71 and SR241 in the Corona area. • Cost: TBD
• Lead Agency: Riverside County Transportation Commission (RCTC)
6.6 Project: Interstate 15 Express Lane Southern Extension from Cajalco Road to Route 74/Central Avenue
Support efforts to provide State and Federal funding for regional transportation projects, especially those which increase the capacity and public safety of Interstate 15 in the Corona area. • Cost: Approximately $660 million
• Lead Agency: Riverside County Transportation Commission (RCTC)