1 Kim Sitton, Finance Director
Julie Kennicutt, Budget Manager
Donna Finch, Assistant to the City
Manager
February 1, 2023
Quarterly Report
FY23 Q2
Overview
Q2
Strategic Plan
Implementation
Progress Report
Q2
Budget
Update
Q2
Operational
Performance
Update
Q2
Budget Update
3 General Fund Update
General Fund • Measure X Fund • Historic Civic Center Fund • Pension Stabilization Trust Fund Highlights – Mid-Year Estimate Changes
General Fund Inflows – Revenues + Transfers In
License, Fees & Permits – Increasing 9.4%, or $193,550
Investment Earnings – Increasing 23.8%, or $636,120
Current Services – Increasing 13.1%, or $1.5 million
Sales Tax – General Fund – Increasing 5.3%, or $2.6 million Sales Tax – Measure X – Increasing 6.6%, or $2.7 million Net increase $8.8 million, 4.5% compared to current budget Intergovernmental Revenues – Decreasing 37.7%, or $1.0 million Other Taxes – Decreasing 4.3%, or $508,485
5 6
General Fund – Inflows | Revenues + Transfers In
Budget to Mid-Year Estimates
7 General Fund – Inflows | Revenues + Transfers In
Mid-Year Estimates to Actuals – December 2022
General Fund – Inflows | Sales Tax Revenues
Quarter Reporting
Period
FY 2022
Quarter Total
FY 2023
Quarter Total
Yr over Yr
Qtrly Total
Change $
Yr over Yr
Qtrly Total
Change %
3rd Quarter July – Sept $12,992,912 $14,060,616 $1,067,704 8.2% 4th Quarter Oct – Dec 12,771,584
1st Quarter Jan – Mar 12,913,677
2nd Quarter Apr – June 13,631,446
8 Fiscal Year Total $52,309,619 $14,060,616
Mid-Year Estimate FY 2023 $54,354,512
Percentage of estimated revenue received 25.9%
SALES TAX – GENERAL FUND 110
General Fund – Inflows | Sales Tax Revenues
Quarter Reporting
Period
FY 2022
Quarter Total
FY 2023
Quarter Total
Yr over Yr
Qtrly Total
Change $
Yr over Yr
Qtrly Total
Change %
3rd Quarter July – Sept $8,857,442 $11,442,511 $2,585,069 29.2% 4th Quarter Oct – Dec 10,606,561
1st Quarter Jan – Mar 10,394,469
2nd Quarter Apr – June 11,564,870
9 Fiscal Year Total $41,423,341 $11,442,511
Mid-Year Estimate FY 2023 $44,568,000
Percentage of estimated revenue received 25.7%
SALES TAX – MEASURE X FUND 120
Highlights
General Fund – Outflows | Expenditures + Transfers Out
01 The cumulative budget is $208.5 million
Through December, approximately 50% of FY complete 02 (approximately, due to timing of payments) 03 Overall outflows % of cumulative budget spent 38.3%
<40% Spent: Capital Improvement Projects, City Manager’s Office, Debt Service, Economic Development, Human Resources, Information 04 Technology, Planning & Development, and Public Works 10 11
General Fund – Outflows | Expenditures + Transfers Out
Budget to Actuals – December 2022
12 General Fund Reserves
Utilities Fund Update
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
14 Highlights – Mid-Year Estimate Changes
Utilities Funds Inflows – Revenues + Transfers In
↑ 12.3% increase, $2.0M
↑ Current Services
↑ Fines, Penalties & Forfeitures
↑ Intergovernmental Revenue
↑ Investment Earnings
↑ 14.6% increase, $11.8M
↑ Other Revenue
↑ Investment Earnings
↑ 1.4% increase, $507,767
↑ Fines, Penalties & Forfeitures
↑ 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 to Mid-Year Estimates
17 Utility Funds – Inflows| Revenue + Transfers In
Mid-Year Estimates to Actuals – December 2022
Highlights – Utility Funds – Outflows
Expenditures + Transfers Out
Sewer – 18.2%
Operating budget
32.8% spent
CIP budget
2.9% spent
Electric – 59%
Operating budget
66.5% spent
CIP budget
19.0% spent
Water – 25.6%
Operating budget
42.0% spent
CIP budget
8.7% spent
18 Outflows 24.8% of budget spent:
19 Utilities Funds – Outflows| Expenditures + Transfers Out Budget to Actuals – December 2022
Questions?
(951) 739-4988
[email protected]
www.CoronaCA.gov
Q2
Strategic Plan
Progress Report
21 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
FY23 Q2 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 Complete
Financial Stability
30 Sustainable
Finances
31 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
available in 132
languages
32 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.
Work
Underway
Work continues implementing all the
recommendations from the FY21 360
financial assessment.
Hold annual work sessions to identify potential cost savings and costcontainment opportunities On Track Departmental budget review meetings
(Feb/Mar 2023) and Spring Financial
Workshop (April 2023).
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. Complete 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
Q2
FY23
Q2 Trend
GO Bond credit rating AA+ AA+
Outstanding debt per capita $2,212 $2,141
% of GO debt capacity used 8.04% 6.99%
Debt payments as a % of operating budget 11.03% 9.50%
Unfunded pension liability/POB balance $0/$276M $0/$259M 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% Strong Economy
34 Strong
Economy
35 Strong Economy
Progress Highlights
Explore the feasibility
of a Façade
Improvement Program
Develop a Downtown
Revitalization Plan
Partner with the Regional
Boards to increase job
opportunities
Develop an Economic
Development Strategic
Plan
Redevelop the Corona
Mall properties
36 Strong Economy Progress Update
FY23 Projects & Milestones Status Notes
Develop and implement an Economic Development Strategic Plan. Complete Plan adopted in August 2022. Efforts underway include
planning for broker communications strategy, broker
outreach, and grants program development.
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 to City Council at Fall Workshop and on Nov. 2nd. Additional work 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 developing incentive strategy matrix for consideration of different incentives.
Partner with regional workforce development boards to increase job opportunities.
Work
Underway
Partnership with RCWDB through the Manufacturing
Assistance Program and Live Work Corona. Job fair with
Chamber of Commerce planned for May 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. Complete
Plan adopted in Sept. 2022. Implementation underway,
including codifying Downtown Specific Plan to incorporate DRP vision and working with depts to carry out Action Plan. 37 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
Provided Council with update on proposed grant
programs in Dec. 2022. Plans to launch grant
programs in Q3 FY23.
Explore the benefits and feasibility of a discounted development fee structure for "historic home" infill developments. Complete Ordinance on discounted feed reduction approved by City Council in Q2.
Explore the feasibility of a façade improvement program.
On Track
Provided COTW with proposed Downtown
Commercial Beautification Grant program in Dec.
2022. Program will return to Council in March
2023 for final approval. Plans to launch program
by Q4 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 Q3
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 have been completed to replace
waterline at the South Mall.
Strong Economy Progress Update
38 Performance Indicators FY22
Q2
FY23
Q2 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 6 6
% 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 0 --
# of Corona Mall properties redeveloped Not Available 0* -- % of business resources that can be accessed in Spanish Not Available 50% -- % of commercial brokers engaged with** 19% 12%
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
39 Sound
Infrastructure
40 Sound Infrastructure
Progress Highlights
Revamp the Capital
Improvement Plan
Program
Place housing within
walking distance of
commercial centers
and transportation
Develop a Parks
and Recreation
Master Plan
Establish quality
maintenance
standards for Parks
and Facilities
Advocate for
improvements that
impact traffic congestion
41 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 finalizing recommendations
to redefine what a CIP is and prioritization of
projects; update planned for City Council in Q3.
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 have closed; now transitioning to
the next phase of the Master Plan by outlining
the foundation for deliverables.
Develop Trails Master Plan
On Track
Conducted two working group meetings with
multiple partner agencies including US Forest
Service in Q2; Q3 working group meetings will
kickoff on January 19, 2023.
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; meetings
underway with State legislators 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
Public Hearings scheduled at Planning &
Housing Commission and City Council in Q3.
42 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.
Work
Underway
Some aspects are included in the PRMP.
Building Evaluation Plan contract will be
awarded February 2023
Develop a long-term capital reserve/asset management funding policy for maintaining and replacing infrastructure assets.
Work
Underway
Some aspects are included in the PRMP.
Building Evaluation Plan contract will be
awarded February 2023
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.
Work
Underway
Some aspects are included in the PRMP.
Building Evaluation Plan contract will be
awarded February 2023
Establish consistent quality and maintenance standards for parks & recreation facilities. Complete Amenity standards established; weekly park inspections ongoing
Continue efforts to implement “park sponsorships” to increase funding and community support for parks. Not Started Initial meetings held in Q2, Anticipated to begin in Q3 of FY23
43 Sound Infrastructure Performance Report
Performance Indicators FY22
Q2
FY23
Q2 Trend
Capital asset and building condition ratings Not Available Not Available -- Net investment in capital assets $19.1 M $19.1 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) 93.7% 94.3% 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* 0% 0% *Data will populate once traffic signal optimization project is complete Safe Community
44 Safe
Community
45 Safe Community
Progress Highlights
Determine
appropriate staffing
for effective
emergency response
Identify obstacles
to reducing
response times
Hold annual safety
drills for emergency
situations
Expand resident
engagement in
police and fire
support efforts
Implement Homeless
Strategic Plan
Safe Community Progress Update
FY23 Projects & Milestones Status Notes
Upgrade and maintain the City’s 911 system to ensure reliable emergency response.
On Track
Staff evaluating vendors and awaiting state's direction for NexGen 911. Coordinating emergency
interoperability with other PSAP Centers.
Identify obstacles to reducing response times, implement solutions to meet or beat national benchmarks, track results, and report out publicly. Completed Implemented protocol to increase call processing
efficiency. Updated call and queue time response which
will be published in PDs Annual Report.
Determine appropriate staffing levels for effective emergency response capability and address understaffing.
Work
Underway
PD recruitment team attended military, high school, and college job fairs. Created one day police officer testing.
Staffing deployment is continuously evaluated to ensure rapid emergency response intact.
Develop a low acuity response service model in Fire. On Track Awaiting apparatus delivery and dispatch transition for full implementation
Explore opportunities to adopt best practices with computer-aided dispatch systems.
Work
Underway
FD transition ongoing; 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
Dispatch vacancies continue to fluctuate with numerous
applicants in background. Strategic overtime
resources deployed based on call load.
Develop a long-term funding strategy—including capital and operating reserve funds—for emergency service assets.
Work
Underway
Fire facilities plan added to scope of work for city
facilities assessment and is currently in contracting
phase; fire apparatus plan is underway and working to
define budget structure.
Expand resident engagement and involvement in police and fire support efforts. Continuous Highest number of participants in 2022 Kids and Cops.46 47 Safe Community Progress Update
FY23 Projects & Milestones (Cont.) Status Notes
Promote community involvement in identifying hazards and effective measures to reduce impacts. On Track Local Hazard Mitigation Plan and Recovery Plan nearing completion.
Hold annual safety drills for various emergency situations for both staff and residents. Complete Schedule established for safety drills. Multiple exercises scheduled for Spring of 2023.
Expand Community Emergency Response Team (CERT) trainings and build neighborhood-based CERT Teams. On Track Spanish and Adult CERT classes completed in 2022 and new classes scheduled for 2023.
Raise public awareness of local hazards and risks via a communication initiative. On Track Alert and warning system enhancement nearing implementation.
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 and Bylaws are in place.
Implement the Homeless Strategic Plan. On Track City Council approved $3.9 million Mercy House System of Services contract on 12/7/22.
Develop a strategy to meet the mandated Regional Housing Assessment residential unit numbers.
Work
Underway
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
Q2
FY23
Q2 Trend
Avg. Police response time to Priority 1 calls / 90% of Priority 1 call response time falls under 5:40 / 4:46 5:54 / 4:42 Police arrival time within 5:00 min. of all Priority 1 calls 38% 35% Avg. response time to all fire incidents / 90% of fire incident response time falls under 5:40 / 8:29 5:36 / 7:27 Fire arrival time within 6:00 min. to fire incidents 68% 68% Avg. response time to all medical calls / 90% of medical incident response time falls under 5:09 / 7:27 5:00 / 7:16 Fire arrival time within 6:00 min. to medical calls 73% 76% Violent crimes / clearance rate 82 / 59 % 102 / 44%
Property crimes / clearance rate 807 / 5% 871 / 6%
Homicides 1 0
% 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 2
Traffic fatalities 2 3
Traffic accidents 355 301
Safe Community Performance Report
48 49
Performance Indicators (Cont.) FY22
Q2
FY23
Q2 Trend
Drug/alcohol related traffic collisions 50 18
% 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. 158 1,158 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 109 / 27 110 / 21 Number of emergency shelter / motel voucher beds 25 35
Average length of homelessness 4.3 years 2.2 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
50 Performance Indicators (Cont.) FY22
Q2
FY23
Q2 Trend
Number of code compliance/property maintenance citations or warnings 413 530 Median annual household income $88,434* $95,268**
Median single family home cost $491,000* $530,100**
% 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 56,851 58,023 Avg. number of days to replace dead or damaged trees 28 days 28 days Safe Community Performance Report
*Based on 2020 US Census
**Based on 2017-2021 American Community Survey 5-year estimates Sense of Place
51 Sense of
Place
52 Sense of Place
Progress Highlights
Develop On Demand
Registration
Capabilities
Ensure robust
engagement with
community when
developing plans
Highlight contributions
of Latinx, Asian,
Indigenous, and Black
residents to Corona
Increase access to
City services and
spaces for people
with disabilities
Develop Equal
Opportunity
Employment Plan
53 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
CS and Communications are working to
pilot a Community Calendar to promote
City and non-City events and programs.
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 summer/early fall 2023.
Develop “on demand” registration capabilities to provide onsite registration or reservations at parks, fields, or facilities. On Track Purchased software modules through vendor; preparing for implementation.
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
Met with the Committee of the Whole in
December to bring forward
recommendations; preparing budget asks
for FY 24.
Update the Historic Resources Ordinance to encourage historic properties to qualify for Mills Act contracts. On Track 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, brand messaging and
strategy completed. Next steps:
brand visual identity.
Pursue opportunities to highlight the contributions of Latinx, Asian, Indigenous, and Black residents to Corona’s history, culture, and current community. Continuous Held a Community Conversation for
Hispanic Heritage month on 9/29/22; next
event planned for February 2023.
54 Sense of Place Progress Update
FY23 Projects & Milestones Status Notes
Improve the City website for ease of use. Work
Underway Staff working on RFP for complete website overhaul.
Identify opportunities to increase access to City services and spaces for people with disabilities. On Track Currently in Phase 4 of 5 to improve ADA access at park facilities citywide.
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.
Work
Underway
Staff working on RFP for services to conduct
comprehensive evaluation of Citywide facilities and develop the ADA Transition Plan.
Explore the feasibility of expanding inclusive playground equipment across the City.
Work
Underway
This will be incorporated into the Parks and Recreation Master Plan; Sites for these amenities will be assessed; All new playgrounds will include inclusive equipment.
Develop an Equal Employment Opportunity plan to ensure the City workforce reflects the racial and gender diversity of the community. On Track Draft plan in final review stage.
Promote the use of public spaces for festivals or shows that showcase arts and culture. On Track
Currently hosting FY23 Co-Sponsorships; FY24 program
will open in Q3. Exploring options for alternative use of public space, regional promoters, and incentives.
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
Parks staff have been engaging with the community through surveys, mailers, and a park pop up event to ensure the community's voice is a part of the planning process.
Increase the City’s support, coordination, and partnerships to enhance veteran services and programs.
Work
Underway
Vets Connect program at Library connects veterans with
resources, benefits, programs.
55 Performance Indicators FY22
Q2
FY23
Q2 Trend
Total annual number of participants in City recreation programs.* 102,004 119,379 % 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 view the job posting on diversityjobs.com. Not Available 8% -- % of residents rating Corona as a place to live as good or excellent. Not Available 83% -- % of residents rating Corona as a place to raise a child as good or excellent. Not Available 76% -- % of residents rating the community’s openness and acceptance towards people of diverse backgrounds as good or excellent. Not Available 57% --
% of residents rating the overall image or reputation of Corona as good or excellent. Not Available 57% -- % 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 37% -- % of residents rating the sense of community in Corona as good or excellent. Not Available 56% -- % of residents rating variety and frequency of community events as good or excellent Not available 39% % of residents very likely to recommend living in Corona to someone who asks. Not Available 81% -- % of residents who say, given the chance to start over, they would choose to live in Corona again. Not Available 80% -- % of residents who volunteered time to some group/activity in Corona at least once last month. Not Available 22% -- Sense of Place Performance Report
*Data reported is on number of participants per quarter.
High Performing
Government
56 High Performing
Government
57 High Performing Government
Progress Highlights
Streamline and
simplify recruitment
process
Establish Regular
Community
Satisfaction Surveys
Develop a
concierge program
for building permits
Conduct annual
Employee
Engagement Survey
Review and revamp
Employee Wellness
Program
58 High Performing Gov’t Progress Update
FY23 Projects & Milestones Status Notes
Ensure annual reporting on Strategic Plan and departmental workplan milestones and performance measures. On Track Quarterly reports ongoing; first Annual Report to be published at the end of FY 2023.
Use the open data portal to increase transparency and help residents engage with City government. Complete
Ongoing updates are made to the open data portal; recent changes have been made to community development and
homeless dashboard pages.
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.
Complete
National Community Survey initiated in Spring 2022 with 714 responses; survey results presented to City Council in Oct. 2022; follow-up surveys will be conducted on an annual
basis.
Proactively pursue and incorporate resident input into all major planning efforts. Complete
More issue specific videos and surveys going out to engage residents; ongoing efforts to continue increasing
engagements continue.
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. Go-Live projected for Q4 of FY 2023.
Promote volunteerism through the creation of a volunteer strategy and recognition program to encourage, recognize, support, and enhance volunteer efforts. Complete
New Volunteer Program Coordinator position established in Community Services Department; host monthly inperson volunteer orientations, website updated with all city volunteer opportunities, held a volunteer recognition event in September 2022; continuing to grow volunteerism in Corona. 59 High Performing Gov’t Progress Update
FY23 Projects & Milestones Status Notes
Conduct annual employee engagement surveys and establish standard internal metrics to track engagement. Complete
Employee Engagement Survey completed June
‘22; results shared with Directors; Department
Action Plans developed to address challenges.
Develop stronger performance management processes, including consistent annual performance evaluations for all staff to ensure accountability, professional conduct, and adaptation to change.
Complete Electronic Performance Evaluation launched, and training completed by Managers and Supervisors.
Establish career development plans for all staff members. Complete Career development plans developed and included in annual performance evaluation process.
Create a formalized staff training and development program on a wide range of topics, with a focus on increasing management skills for supervisors. Work Underway
LMS System transition complete. Will resume
meeting with vendors who provide training in soft
skills after implementation of HRIS system due to
integration requirements.
Review and revamp the employee wellness program.
On Track
Wellness Program launched and first committee
meeting on January 24, 2023. Calendar being
compiled with events for each section throughout
the year.
Develop a new Employee Orientation that reinforces organizational values, goals, and helps provide an exciting onboarding experience.
Work
Underway
Reviewing current state of program and
brainstorming potential future changes.
Review, revise, and simplify personnel policies to improve readability, reduce the number of policies, and embrace forward-thinking policies and practices that will enhance the City’s ability to attract, reward, and retain top talent.
Work
Underway
Work underway to update existing policies;
gathering information on best practices for
streamlining policies into employee manual.
60 High Performing Gov’t Progress Update
FY23 Projects & Milestones Status Notes
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
First annual staff event with awards for years
of service took place October 13, 2022.
Future event planning underway
Replace the Enterprise Resource Planning (ERP) system. Work Underway RFP development in process.
Finalize the development of the Electronic Document Management System (EDMS).
Work
Underway
RFP Development for EDMS system in
process.
Move Voiceover IP Operations to the Cloud. Work
Underway Proof of concept testing in process.
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.
Develop a concierge program for building permits. Ongoing Staff currently monitoring review times of plan
reviews to ensure reviews are done within the
City’s established goal.
Meet periodically with representatives of the local building and development industry to discuss issues of mutual concern. Complete First meeting held in 2022. Second meeting anticipated in Q3.
61 High Performing Gov’t Progress Update
FY23 Projects & Milestones Status Notes
Streamline and simplify the recruitment process and hiring new employees to reflect best practices.
Work
Underway
Proposed process developed and under
review.
Review and clarify roles and responsibilities of the Council, staff, commissions, and Committees. Complete
Orientation materials updated for new
elected and appointed officials; orientation
to take place after the addition of new
Council members following an election.
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 Q3 FY23.
Promote collaboration by forming more cross-departmental teams to help solve problems, manage large projects, and get people working together. Ongoing Cross-departmental teams formed for
several projects and programs, including
CIP Revamp, Business Process Mapping
project, and Wellness Committee.
Hold bi-annual Council workshops for policy making and financial planning.
Complete
Workshops held Fall ’20, Spring ’21, Fall
’21, Spring ’22, Fall ’22. 2023 Spring
Financial Workshop planned for Q3.
High Performing Gov’t Performance Report
Performance Indicators FY22
Q2
FY23
Q2 Trend
Number of social media engagements 322,556 388,441
Number of social media impressions 6,055,853 6,744,171
% of major City services that are offered virtually 60% 80% % of residents expressing confidence in city government Not Available 40% -- % of residents rating the overall direction the City is taking as good or excellent Not Available 51% -- % of residents who believe all City residents are treated fairly Not Available 51% -- % of residents rating overall quality of City services as good or excellent Not Available 62% -- % of residents rating value of services as good or excellent Not Available 43% -- Employee turnover rate Not Available 7.1% --
% 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 -- Q2
By the Numbers
Operational Performance Update
(Comparison provided to FY22 Q2 Numbers)
63 64
Community Services
FY23 Q2 Operational Performance
109,235
Registered Library
Users
21,368
Library Program
Participants
6,410
Trees Trimmed
850
Trees Planted
197,500
Recreation Activity
Participants
517/5,557 Hours
Community
Volunteers
16,400
Attendees @
Special Events
30,290
Corona Cruiser
Ridership
8,717
Dial-a-Ride Ridership
223
Trees Removed
65 Homelessness
FY23 Q2 Operational Performance
1,589
CPD Homeless Related
Calls for Service
1,250
Cubic Yards of Debris
Removed
86 Emergency Shelter
Clients Served
71 City Net Street Outreach &
Engagement Contacts
5 Permanent Housing
Placements
35*
Emergency Shelter
Beds Available
*10 Path of Life Beds and 25 Motel Voucher Rooms
66 Community Engagement
6,746,176
Social Media Impressions
561,650
Website Visits
FY23 Q2 Operational Performance
838,345
Total Video Views
196,155
Emails Opened
201,341
Total Social Media Audience
388,230
Social Media Engagements
67 SeeClickFix
FY23 Q2 Operational Performance
1,408
Total Tickets submitted
1 Average days to
acknowledge
6 Average days to close 254
Street Maintenance Tickets
69,101 SF
Graffiti Removed
265
Graffiti Tickets
260
Parkway Maintenance Tickets
(Landscape and Trees)
68 Economic Development
FY23 Q2 Operational Performance
209*
New Businesses
15 Businesses Assisted,
Supported, & Promoted
1,186*
Business License
Renewals
13 Business Outreach &
Visitations
* This number reflects business with physical locations in Corona. 4 Partnership events with
the Corona Chamber
15 Live Work Corona
Pledges
INSPECTION
SERVICES
Planning & Development
PLANNING
SERVICES
350
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
2,117 / 1,278
Building Plan Checks/
Permits Issued
97%
Plan Checks/Permits
Processed on Time
7 / 3
Avg. Days to Review Plan
Checks/Permits
(first check/rechecks)
81%
Satisfaction Rating
FY23 Q2 Operational Performance
DEVELOPMENT
SERVICES
456
Plan Checks/Permits
Issued*
96%
Plan Checks/Permits
Processed on Time*
6 Avg. Days to Review Plan
Checks/Permits
87 Satisfaction Rating
3,174 / 1,238
Building/Infrastructure
Inspections
100%
Inspections Completed
on Time
1 Avg. Days to Complete
Inspections
TBD
Satisfaction Rating
CODE
COMPLIANCE
315
Cases Opened
357
NOVs Issued
363
Cases Closed
78 Citations Issued
(Dry Utility, Grading, TTM/PM Plan
Checks & Permits)
69 21
Public Works
FY23 Q2 Operational Performance
TRAFFIC
ENGINEERING
13 Work Orders Completed
(signing, striping, curb painting)
170
Traffic Signals
Maintained
111
Traffic Plan
Checks
CAPITAL
PROJECTS
110
Active CIP Projects
78 Planning/Design Phase
25 Out to Bid/Under
Construction
7 Projects Completed
STREET
MAINTENANCE
854 / 874
Work Orders
Received/Completed
7,354
Curb Miles Swept
105
Streetlights Repaired
5,450 SF
Sidewalk, Curb, Gutter
Replaced
FLEET
263 / 291
Scheduled vs.
Unscheduled Repairs
263
Vehicles & Equipment
Inspected
24 / 17
Fire Apparatus
Inspections/
Unscheduled Repairs
NPDES
INSPECTIONS*
70 Commercial/Industrial
Inspections
46 Construction Site
Inspections
31 Illegal Connections &
Discharges Identified
*Most NPDES data reflects activities by 1 staff. New
staff hired 11.14.22 & activities will increase for Q3. 71 Public Safety
233
Vehicles
Towed
77 Fire
Calls
FY23 Q2 Operational Performance
438
Fire
Inspections
4,163
Calls for
Service
2,546
Medical
Calls
22,023
Calls for
Service
4:42
90% of response
time falls under*
1,767
Parking
Citations
40 Acres of land
cleared
5:04
Average
Response Time
1,855
Vehicle
Citations
675
Arrests
35%
Response rate at
5:00 mins or less*
76%
Response to
medical calls at
6:00 mins or less
68%
Response to fire
incidents at 6:00
mins or less
*Response to Priority 1 Calls
72 Utilities
BILLING &
ADMINISTRATION
1 min. 14 sec.
Average Speed of
Answer
138,437
Bills Mailed
8,239
Customer Service Calls
31.2%
Auto Pay Subscriptions
UTILITIES
MAINTENANCE
1325/1248
Work Orders
Received / Closed
81,407 LF
CCTV Inspected
121,737 LF
Sewer Mains Cleaned
198
Meters Replaced
ELECTRIC
UTILITY
99.94%
Time Power is On
132,400
Mins. w/ Power
80 Mins. w/o Power
2 Electrical Outages
WATER
UTILITY
2.533 Billion Gal.
Water Treated
1,300 / 100%
Water Samples /
Compliance Rate
1.114 Billion Gal.
Wastewater Treated
2,317 / 100%
Wastewater Samples/
Compliance Rate
FY23 Q2 Operational Performance
INFORMATION
TECHNOLOGY
6,798,280
Potential Malicious
Activity Blocked
2,586
IT Service Requests
Completed
#2
National Ranking for
IT Services
(Population125K-250K)
Internal Support
CLERK’S OFFICE
259
Public Records
Requests
12 Agendas Published
34 Claims Received
17 Subpoenas Processed
HUMAN
RESOURCES
55 Jobs Posted
61 New Hires
30 Promotions
61 Separations
PURCHASING
18 Bids Issued
179
Contracts Executed
498
Purchase Orders
Issued
595
P-Tracks Completed
ACCOUNTING
85%
Invoices Paid within 30
days
8,736
Invoices Processed
32 Consecutive Years
Receiving GFOA Award
FY23 Q2 Operational Performance
73 Questions?
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